Departing Colleague Quotes

Blake’s colleagues viewed intelligence as a means to an end, and the end was always making more money. But in the mathematics department at Santa Monica College, no one expected to be rich. It was enough to know. She was lucky to spend her days like this, knowing.

On the first day of November last year, sacred to many religious calendars but especially the Celtic, I went for a walk among bare oaks and birch. Nothing much was going on. Scarlet sumac had passed and the bees were dead. The pond had slicked overnight into that shiny and deceptive glaze of delusion, first ice. It made me remember sakes and conjure a vision of myself skimming backward on one foot, the other extended; the arms become wings. Minnesota girls know that this is not a difficult maneuver if one's limber and practices even a little after school before the boys claim the rink for hockey. I think I can still do it - one thinks many foolish things when November's bright sun skips over the entrancing first freeze. A flock of sparrows reels through the air looking more like a flying net than seventy conscious birds, a black veil thrown on the wind. When one sparrow dodges, the whole net swerves, dips: one mind. Am I part of anything like that? Maybe not. The last few years of my life have been characterized by stripping away, one by one, loves and communities that sustain the soul. A young colleague, new to my English department, recently asked me who I hang around with at school. "Nobody," I had to say, feeling briefly ashamed. This solitude is one of the surprises of middle age, especially if one's youth has been rich in love and friendship and children. If you do your job right, children leave home; few communities can stand an individual's most pitiful, amateur truth telling. So the soul must stand in her own meager feathers and learn to fly - or simply take hopeful jumps into the wind. In the Christian calendar, November 1 is the Feast of All Saints, a day honoring not only those who are known and recognized as enlightened souls, but more especially the unknowns, saints who walk beside us unrecognized down the millennia. In Buddhism, we honor the bodhisattvas - saints - who refuse enlightenment and return willingly to the wheel of karma to help other beings. Similarly, in Judaism, anonymous holy men pray the world from its well-merited destruction. We never know who is walking beside us, who is our spiritual teacher. That one - who annoys you so - pretends for a day that he's the one, your personal Obi Wan Kenobi. The first of November is a splendid, subversive holiday. Imagine a hectic procession of revelers - the half-mad bag lady; a mumbling, scarred janitor whose ravaged face made the children turn away; the austere, unsmiling mother superior who seemed with great focus and clarity to do harm; a haunted music teacher, survivor of Auschwitz. I bring them before my mind's eye, these old firends of my soul, awakening to dance their day. Crazy saints; but who knows what was home in the heart? This is the feast of those who tried to take the path, so clumsily that no one knew or notice, the feast, indeed, of most of us. It's an ugly woods, I was saying to myself, padding along a trail where other walkers had broken ground before me. And then I found an extraordinary bouquet. Someone had bound an offering of dry seed pods, yew, lyme grass, red berries, and brown fern and laid it on the path: "nothing special," as Buddhists say, meaning "everything." Gathered to formality, each dry stalk proclaimed a slant, an attitude, infinite shades of neutral. All contemplative acts, silences, poems, honor the world this way. Brought together by the eye of love, a milkweed pod, a twig, allow us to see how things have been all along. A feast of being.

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

One of Langdon’s Harvard colleagues—a solemn physics professor—had become so fed up with philosophy majors attending his Origins of the Universe seminar that he finally posted a sign on his classroom door. In my classroom, T > 0. For all inquiries where T = 0, please visit the Religion Department. “How about Panspermia?” Winston

When I told him what I’d done, he yelled at me. A man who worked as a driver for the city of Chicago’s sanitation department and spent most of his life communicating with his colleagues over the noise of his garbage truck, he could really yell.

Modern life, theorists like Derrida explain, is full of atomized individuals, casting about for a center and questioning the engine of their lives. His writing is famously intricate, full of citations and abstruse terminology. Things are always already happening. But reflecting on his own relationships tended to give his thinking and writing a kind of desperate clarity. The intimacy of friendship, he wrote, lies in the sensation of recognizing oneself in the eyes of another. We continue to know our friend, even after they are no longer present to look back at us. From that very first encounter, we are always preparing for the eventuality that we might outlive them, or they us. We are already imagining how we may someday remember them. This isn’t meant to be sad. To love friendship, he writes, “one must love the future.” Writing in the wake of his colleague Jean-François Lyotard’s death, Derrida wonders, “How to leave him alone without abandoning him?” Maybe taking seriously the ideas of our departed friends represents the ultimate expression of friendship, signaling the possibility of a eulogy that doesn’t simply focus attention back on the survivor and their grief. We

In a world of asynchronous communication, where we are so often buried in our screens, our gaze rooted to the rectangular objects buzzing in our hands, our attention consumed by ephemera, stop and experience this dialogue with my young departed colleague, now ageless and extant in memory.

Poem of Thanks Years later, long single, I want to turn to his departed back, and say, What gifts we had of each other! What pleasure — confiding, open-eyed, fainting with what we were allowed to stay up late doing. And you couldn’t say, could you, that the touch you had from me was other than the touch of one who could love for life — whether we were suited or not — for life, like a sentence. And now that I consider, the touch that I had from you became not the touch of the long view, but like the tolerant willingness of one who is passing through. Colleague of sand by moonlight — and by beach noonlight, once, and of straw, salt bale in a barn, and mulch inside a garden, between the rows — once- partner of up against the wall in that tiny bathroom with the lock that fluttered like a chrome butterfly beside us, hip-height, the familiar of our innocence, which was the ignorance of what would be asked, what was required, thank you for every hour. And I accept your thanks, as if it were a gift of yours, to give them — let’s part equals, as we were in every bed, pure equals of the earth.

Magnus, his silver mask pushed back into his hair, intercepted the New York vampires before they could fully depart. Alec heard Magnus pitch his voice low. Alec felt guilty for listening in, but he couldn’t just turn off his Shadowhunter instincts. “How are you, Raphael?” asked Magnus. “Annoyed,” said Raphael. “As usual.” “I’m familiar with the emotion,” said Magnus. “I experience it whenever we speak. What I meant was, I know that you and Ragnor were often in contact.” There was a beat, in which Magnus studied Raphael with an expression of concern, and Raphael regarded Magnus with obvious scorn. “Oh, you’re asking if I am prostrate with grief over the warlock that the Shadowhunters killed?” Alec opened his mouth to point out the evil Shadowhunter Sebastian Morgenstern had killed the warlock Ragnor Fell in the recent war, as he had killed Alec’s own brother. Then he remembered Raphael sitting alone and texting a number saved as RF, and never getting any texts back. Ragnor Fell. Alec felt a sudden and unexpected pang of sympathy for Raphael, recognizing his loneliness. He was at a party surrounded by hundreds of people, and there he sat texting a dead man over and over, knowing he’d never get a message back. There must have been very few people in Raphael’s life he’d ever counted as friends. “I do not like it,” said Raphael, “when Shadowhunters murder my colleagues, but it’s not as if that hasn’t happened before. It happens all the time. It’s their hobby. Thank you for asking. Of course one wishes to break down on a heart-shaped sofa and weep into one’s lace handkerchief, but I am somehow managing to hold it together. After all, I still have a warlock contact.” Magnus inclined his head with a slight smile. “Tessa Gray,” said Raphael. “Very dignified lady. Very well-read. I think you know her?” Magnus made a face at him. “It’s not being a sass-monkey that I object to. That I like. It’s the joyless attitude. One of the chief pleasures of life is mocking others, so occasionally show some glee about doing it. Have some joie de vivre.” “I’m undead,” said Raphael. “What about joie de unvivre?” Raphael eyed him coldly. Magnus gestured his own question aside, his rings and trails of leftover magic leaving a sweep of sparks in the night air, and sighed. “Tessa,” Magnus said with a long exhale. “She is a harbinger of ill news and I will be annoyed with her for dumping this problem in my lap for weeks. At least.” “What problem? Are you in trouble?” asked Raphael. “Nothing I can’t handle,” said Magnus. “Pity,” said Raphael. “I was planning to point and laugh. Well, time to go. I’d say good luck with your dead-body bad-news thing, but . . . I don’t care.” “Take care of yourself, Raphael,” said Magnus. Raphael waved a dismissive hand over his shoulder. “I always do.

William Stoner entered the University of Missouri as a freshman in the year 1910, at the age of nineteen. Eight years later, during the height of World War I, he received his Doctor of Philosophy degree and accepted an instructorship at the same University, where he taught until his death in 1956. He did not rise above the rank of assistant professor, and few students remembered him with any sharpness after they had taken his courses. When he died his colleagues made a memorial contribution of a medieval manuscript to the University library. This manuscript may still be found in the Rare Books Collection, bearing the inscription: 'Presented to the Library of the University of Missouri, in memory of William Stoner, Department of English. By his colleagues.' An occasional student who comes upon the name may wonder idly who William Stoner was, but he seldom pursues his curiosity beyond a casual questions. Stoner's colleagues, who held him in no particular esteem when he was alive, speak of him rarely now; to the older ones, his name is a reminder of the end that awaits them all, and to the younger ones it is merely a sound which evokes no sense of the past and no identity with which they can associate themselves or their careers.

in our hands, our attention consumed by ephemera, stop and experience this dialogue with my young departed colleague, now ageless and extant in memory

Our GOP colleagues aren’t upset because you lied to Congress for the president. They’re upset because you stopped lying to Congress for the president.

Winston was an odd mix, Fitz thought: aristocrat and man of the people, a brilliant administrator who could never resist meddling in other people’s departments, a charmer who was disliked by most of his political colleagues.

[Judi Dench, referring to departed colleagues] Where are all those people? Can't believe it. How can it happen? They were so alive and -- so present, so vital. That's why we have to love the now, haven't we? Try not to live in the future. [Brendan O'Hea] Or the past. [JD} Well, you have to live a little in the past, because it's part of us, it's who we are. But don't -dwell- in the past. God, we should make the best of every single second we have.

There were colleagues of mine who wouldn’t let their students even say the words “right” and “wrong.” “Right has nothing to do with it,” one of my professors used to bellow at us. “What is the law? What does the law say?” (Law professors enjoy being theatrical; all of us do.) Another, whenever the words were mentioned, would say nothing, but walk over to the offender and hand him a little slip of paper, a stack of which he kept in his jacket’s inside pocket, that read: Drayman 241. Drayman 241 was the philosophy department’s office.

The physicist Richard Feynman once remarked that every time a colleague from the humanities department complained that his students couldn’t spell a common word like seize or accommodate, Feynman wanted to reply, “Then there must be something wrong with the way you spell it.

She always felt lucky to be in the presence of such brilliant people. Thinkers. Blake’s colleagues viewed intelligence as a means to an end, and the end was always making more money. But in the mathematics department at Santa Monica College, no one expected to be rich. It was enough to know.

To be successful, Soviet secret policemen thought that show trials needed a complex story line, a conspiracy involving many actors, and so Soviet advisers pushed their Eastern European colleagues to link the traitors of Prague, Budapest, Berlin, and Warsaw into one story. In order to do so, they needed a central figure, someone who had known some of the protagonists and who could plausibly, or semi-plausibly, be accused of recruiting all of them. Eventually they hit on a man who fit these requirements: a mildly eccentric Harvard graduate and American State Department official named Noel Field.

It’s quite interesting to note that Townes’s colleagues at Columbia were skeptical of his idea. Niels Bohr, one of the great quantum physicists, and Nobel laureate Isadore Rabi, head of the university's physics department, told Townes his maser idea would never work and urged him to abandon the project.

The gossip theory might sound like a joke, but numerous studies support it. Even today the vast majority of human communication – whether in the form of emails, phone calls or newspaper columns – is gossip. It comes so naturally to us that it seems as if our language evolved for this very purpose. Do you think that history professors chat about the reasons for the First World War when they meet for lunch, or that nuclear physicists spend their coffee breaks at scientific conferences talking about quarks? Sometimes. But more often, they gossip about the professor who caught her husband cheating, or the quarrel between the head of the department and the dean, or the rumours that a colleague used his research funds to buy a Lexus. Gossip usually focuses on wrongdoings. Rumour-mongers are the original fourth estate, journalists who inform society about and thus protect it from cheats and freeloaders. Most

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

Do you think that history professors chat about the reasons for the First World War when they meet for lunch, or that nuclear physicists spend their coffee breaks at scientific conferences talking about quarks? Sometimes. But more often, they gossip about the professor who caught her husband cheating, or the quarrel between the head of the department and the dean, or the rumours that a colleague used his research funds to buy a Lexus.

Be ready. Be seated. See what courage sounds like. See how brave it is to reveal yourself in this way. But above all, see what it is to still live, to profoundly influence the lives of others after you are gone, by your words. In a world of asynchronous communication, where we are so often buried in our screens, our gaze rooted to the rectangular objects buzzing in our hands, our attention consumed by ephemera, stop and experience this dialogue with my young departed colleague, now ageless and extant in memory.

Having outgrown its Manhattan headquarters, most of Bell Labs moved to two hundred rolling acres in Murray Hill, New Jersey. Mervin Kelly and his colleagues wanted their new home to feel like an academic campus, but without the segregation of various disciplines into different buildings. They knew that creativity came through chance encounters. “All buildings have been connected so as to avoid fixed geographical delineation between departments and to encourage free interchange and close contact among them,” an executive wrote.11 The corridors were extremely long, more than the length of two football fields, and designed to promote random meetings among people with different talents and specialties, a strategy that Steve Jobs replicated in designing Apple’s new headquarters seventy years later. Anyone walking around Bell Labs might be bombarded with random ideas, soaking them up like a solar cell. Claude Shannon, the eccentric information theorist, would sometimes ride a unicycle up and down the long red terrazzo corridors while juggling three balls and nodding at colleagues.III It was a wacky metaphor for the balls-in-the-air ferment in the halls.

Be ready. Be seated. See what courage sounds like. See how brave it is to reveal yourself in this way. But above all, see what it is to still live, to profoundly influence the lives of others after you are gone, by your words. In a world of asynchronous communication, where we are so often buried in our screens, our gaze rooted to the rectangular objects buzzing in our hands, our attention consumed by ephemera, stop and experience this dialogue with my young departed colleague, now ageless and extant in memory. Listen to Paul. In the silences between his words, listen to what you have to say back. Therein lies his message. I got it. I hope you experience it, too. It is a gift. Let me not stand between you and Paul.

Even male children of affluent white families think that history as taught in high school is “too neat and rosy.” 6 African American, Native American, and Latino students view history with a special dislike. They also learn history especially poorly. Students of color do only slightly worse than white students in mathematics. If you’ll pardon my grammar, nonwhite students do more worse in English and most worse in history.7 Something intriguing is going on here: surely history is not more difficult for minorities than trigonometry or Faulkner. Students don’t even know they are alienated, only that they “don’t like social studies” or “aren’t any good at history.” In college, most students of color give history departments a wide berth. Many history teachers perceive the low morale in their classrooms. If they have a lot of time, light domestic responsibilities, sufficient resources, and a flexible principal, some teachers respond by abandoning the overstuffed textbooks and reinventing their American history courses. All too many teachers grow disheartened and settle for less. At least dimly aware that their students are not requiting their own love of history, these teachers withdraw some of their energy from their courses. Gradually they end up going through the motions, staying ahead of their students in the textbooks, covering only material that will appear on the next test. College teachers in most disciplines are happy when their students have had significant exposure to the subject before college. Not teachers in history. History professors in college routinely put down high school history courses. A colleague of mine calls his survey of American history “Iconoclasm I and II,” because he sees his job as disabusing his charges of what they learned in high school to make room for more accurate information. In no other field does this happen. Mathematics professors, for instance, know that non-Euclidean geometry is rarely taught in high school, but they don’t assume that Euclidean geometry was mistaught. Professors of English literature don’t presume that Romeo and Juliet was misunderstood in high school. Indeed, history is the only field in which the more courses students take, the stupider they become. Perhaps I do not need to convince you that American history is important. More than any other topic, it is about us. Whether one deems our present society wondrous or awful or both, history reveals how we arrived at this point. Understanding our past is central to our ability to understand ourselves and the world around us. We need to know our history, and according to sociologist C. Wright Mills, we know we do.8

When the subjects arrived at the psychology lab, they were sent into individual dressing rooms with full-length mirrors. Half of the dressing rooms contained bathing suits (one-piece for the women, trunks for the men) and half contained sweaters, all of which were available in a wide range of sizes. Once the subjects put on the assigned clothing, they were told to hang out in the dressing room for fifteen minutes before they filled out a questionnaire about whether or not they would want to purchase the item. While they waited, they were asked, in order to help the researchers use the time efficiently, to complete a math test “for an experimenter in the Department of Education.” As you’ve already guessed, the psychologists weren’t helping their colleagues in the Department of Education. They were measuring whether taking a math test while wearing a bathing suit would affect the women’s scores.

Psychological safety is broadly defined as a climate in which people are comfortable expressing and being themselves. More specifically, when people have psychological safety at work, they feel comfortable sharing concerns and mistakes without fear of embarrassment or retribution. They are confident that they can speak up and won't be humiliated, ignored, or blamed. They know they can ask questions when they are unsure about something. They tend to trust and respect their colleagues. When a work environment has reasonably high psychological safety, good things happen: mistakes are reported quickly so that prompt corrective action can be taken; seamless coordination across groups or departments is enabled, and potentially game-changing ideas for innovation are shared. In short, psychological safety is a crucial source of value creation in organizations operating in a complex, changing environment.

It was for the sake of her work that she made herself beautiful. It scares them, she told me once, poking earrings through her lobes. By them she meant the other physicists in her department, who were mostly men. She had introduced herself at enough institutions, research groups, and conferences to see how her appearance affected her colleagues. It started with surprised confusion—initially she was asked, addressed as xiaojie, what she was looking for, if she was lost. Then came shock and dismissal. She didn’t mind being underestimated. It was a satisfying feeling to prove someone wrong, to know that she would not be underestimated again. After she revealed her intellectual superiority, the result was a kind of terror. Physics professors are not comfortable around beautiful women, she said. She strapped on her high-heeled shoes. It was important to be as tall as the men, so she could make them look her in the eye.

Most computer users by the end of the century made regular use of the Internet, a vast web of worldwide computer networks born in the late 1960s in the work done by the U.S. Department of Defense’s Advanced Research Projects Agency (DARPA) and universities it commissioned. Its founders had needed to share information with researchers working on government contracts at various universities. Once computer users at these well-funded institutions realized the possibilities of an electronic network connecting them with colleagues worldwide, word of the wonder spread and the Internet blossomed. By the late 1980s, anyone with a computer equipped with a modem hooked up to a regular telephone line could send an “E-mail” message or any other electronic document to anyone similarly equipped anywhere in the world - instantaneously. By 1994, the number of people connected to the World Wide Web of computer networks had swelled to an estimated 15 million.

Mr. Duffy Napp has just transmitted a nine-word e-mail asking that I immediately send a letter of reference to your firm on his behalf; his request has summoned from the basement of my heart a star-spangled constellation of joy, so eager am I to see Mr. Napp well established at Maladin IT. As for the basis of our acquaintanceship: I am a professor in an English department whose members consult Tech Help—aka Mr. Napp—only in moments of desperation. For example, let us imagine that a computer screen, on the penultimate page of a lengthy document, winks coyly, twice, and before the “save” button can be deployed, adopts a Stygian façade. In such a circumstance one’s only recourse—unpalatable though it may be—is to plead for assistance from a yawning adolescent who will roll his eyes at the prospect of one’s limited capabilities and helpless despair. I often imagine that in olden days people like myself would crawl to the doorway of Tech Help on our knees, bearing baskets of food, offerings of the harvest, the inner organs of neighbors and friends— all in exchange for a tenuous promise from these careless and inattentive gods that the thoughts we entrusted to our computers will be restored unharmed. Colleagues have warned me that the departure of Mr. Napp, our only remaining Tech Help employee, will leave us in darkness. I am ready. I have girded my loins and dispatched a secular prayer in the hope that, given the abysmal job market, a former mason or carpenter or salesman—someone over the age of twenty-five—is at this very moment being retrained in the subtle art of the computer and will, upon taking over from Mr. Napp, refrain (at least in the presence of anxious faculty seeking his or her help) from sending text messages or videos of costumed dogs to both colleagues and friends. I can almost imagine it: a person who would speak in full sentences—perhaps a person raised by a Hutterite grandparent on a working farm.

Arnold Harberger, Milton Friedman & Co. Inc., your modest proposal of partial equilibrium for the general good is not without its own internal contradictions. Moreover, you cannot take complete credit for this program of equilibriation. Although you and your colleagues and disciples at the Department of Economics of the University of Chicago may have dedicated two decades to the design of the program and the technical training of its executors, it took the approach of another major economic and political crisis of capitalism, analogous to that of the 1930's, to mobilize the political support and the military force to instal a government prepared to put your program of equilibration and your equilibrating experts to work in Chile - and you, Milton Friedman, are still waiting to put your part of the same program, complete with Brazilian style indexing, into practice at home for the glory and benefit of the bourgeoisie in the USA, whom you so faithfully serve as paid executors and executioners.

Professor Napier and his colleague Victor Clube, formerly dean of the Astrophysics Department at Oxford University, go so far as to describe the 'unique complex of debris' within the Taurid stream as 'the greatest collision hazard facing the earth at the present time.' Coordination of their findings with those of Allen West, Jim Kennett, and Richard Firestone, as led both teams--the geophysicists and the astronomers--to conclude that it was very likely objects from the then much younger Taurid meteor stream that hit the earth around 12,800 years ago and caused the onset of the Younger Dryas. These objects, orders of magnitude larger than the one that exploded over Tunguska, contained extraterrestrial platinum, and what the evidence from the Greenland ice cores seems to indicate is an epoch of 21 years in which the earth was hit every year, with the bombardments increasing annually in intensity until the fourteenth year, when they peaked and then began to decline before ceasing in the twenty-first year.

In the infamous Duke University lacrosse case, Durham, North Carolina, prosecutor Michael Nifong suppressed solid evidence of the innocence of the three rape defendants for months and proceeded to prosecute men he knew to be innocent in an effort to send them to prison for as much as thirty years each. Nothing suggests the Duke case was unusual. Nifong had willing accomplices throughout the state and local governments: assistant prosecutors, police departments, crime lab technicians, judges, and the state bar, plus the media. And again, no grand jury exercised its function to restrain Nifong. Though Nifong was eventually challenged and disbarred (but only after the evidence became overwhelming), he was never criminally prosecuted for framing innocent people. Moreover, his downfall occurred only after highly unusual media coverage; his fellow prosecutors’ first response was to circle the wagons around their obviously crooked colleague and defend his prosecution of innocent men, an open admission that he did nothing out of the ordinary and that they all use similar techniques to railroad the innocent.

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

The cane is just not going to cut it. I shared with some of my colleagues that these brothers live in neighborhoods where they are getting whapped with a piece of stick all night, stabbed with knives, and pegged with screwdrivers that have been sharpened down, and they are leaking blood. When you come to a fella without even interviewing him, without sitting him down to find out why you did what you did, your only interest is caning him, because you are burned out and frustrated yourself. You say to him, ‘Bend over, you are getting six.’ And the boy grits his teeth, skin up his face, takes those six cuts, and he is gone. But have you really been effective? Caning him is no big deal, because he’s probably ducking bullets at night. He has a lot more things on his mind than that. On the other hand, we can further send our delinquent students into damnation by telling them they are no body and all we want to do is punish, punish, punish. Here at R.M. Bailey, we have been trying a lot of different things. But at the end of the day, nothing that we do is better than the voice itself. Nothing is better than talking to the child, listening, developing trust, developing a friendship. Feel free to come to me anytime if something is bothering you, because I was your age once before. Charles chuck Mackey, former vice principal and coach of the R. M. Bailey Pacers school.

There comes a point in one's life where the people whom we grew up admiring begin to die, leaving a great chasm in the world. This is awful enough to deal with without having anything so annoying as feelings getting in the way of personal equanimity. And then, possibly even more horribly, there comes a time in one's life when the people whom we grew up with or the people who are in our same age group begin to die. I have had the disagreeable business of having to watch colleagues only a few years my senior perish without warning, though premonition would not soften the blow. I am now realizing that I am entering this time, the dreadful gateway of existence, the one that leads to watching the ebb and flow of time, the great rote and sussuration of life and death, and being able to do nothing but welter in misery and pine over the dregs of hideous mortality. Death is an unaccountable business, one that robs the living of the peace we believe to be --perhaps mistakenly-- our birthright, one which asks the living to pay for the departed in the currency of feelings, leaving us to wallow in emotional debt. There is a loneliness about behind left behind as is there a thrill of horror for what lies beyond. The sum total of living is to sacrifice peace in favour of finding it, which makes little sense at all. I often wonder if the dead know we grieve for them, as the penury of pity only disconcerts ourselves. It is poor comfort, the business of mourning, for what is there really to mourn about excepting our own desire for reconciliation, something which no one, not even the dead, can furnish?

1. First, we admire people who work hard. We dislike passengers who don’t pull their weight in the boat. 2. We admire people with first-class brains, because you cannot run a great advertising agency without brainy people. 3. We admire people who avoid politics – office politics, I mean. 4. We despise toadies who suck up to their bosses; they are generally the same people who bully their subordinates. 5. We admire the great professionals, the craftsmen who do their jobs with superlative excellence. We notice that these people always respect the professional expertise of their colleagues in other departments. 6. We admire people who hire subordinates who are good enough to succeed them. We pity people who are so insecure that they feel compelled to hire inferior specimens as their subordinates. 7. We admire people who build up and develop their subordinates, because this is the only way we can promote from within the ranks. We detest having to go outside to fill important jobs, and I look forward to the day when that will never be necessary. 8. We admire people who practice delegation. The more you delegate, the more responsibility will be loaded upon you. 9. We admire kindly people with gentle manners who treat other people as human beings – particularly the people who sell things to us. We abhor quarrelsome people. We abhor people who wage paper warfare. We abhor buck passers, and people who don’t tell the truth. 10. We admire well-organized people who keep their offices shipshape, and deliver their work on time. 11. We admire people who are good citizens in their communities – people who work for their local hospitals, their church, the PTA, the Community Chest and so on.

questioning the lawfulness of a long-standing State Department policy specifying that the birthplace of an American citizen born in Jerusalem be given as “Jerusalem” rather than “Israel or Jordan” in his passport.43 The courts were asked to review this policy in light of a congressional statute requiring the State Department to describe the birthplace as “Israel” if the citizen so wished. Did the statute unconstitutionally interfere with the President’s power to conduct foreign affairs?44 The lower courts had decided that the case presented an unreviewable political question.45 But the Supreme Court held to the contrary. All the justices but one (and I was the one) considered the matter of deciding what the statute meant and whether it was constitutional to be “a familiar judicial exercise.”46 My colleagues believed the courts should not avoid the question by invoking the “political question” doctrine.47 They consequently sent the case back to the lower court for a decision on the merits.48 Though alone, I saw the case differently. “In the Middle East,” I wrote, “administrative matters can have implications that extend far beyond the purely administrative.”49 The secretary of state had argued that requiring her to stamp the word Israel on a passport would represent an “official decision by the United States to begin to treat Jerusalem as a city” under Israeli sovereignty.50 She maintained that upholding the statute would have significant foreign policy implications (a conclusion that others denied). Because of our inability to know the answer to this kind of dispute, I concluded that the merits of the case raised a political question, which the other two branches should resolve between themselves.51 What matters for our purposes, however, is that the other members of the Court disagreed with me. They thought that, even there, the doctrine did not prevent the Court from reviewing the merits of this foreign policy-related question. The upshot is that neither the classical view of Cicero nor the “political question” doctrine prevents today’s Court from reaching, and deciding the merits of, many questions in which security and civil liberties collide. But there are other doctrines, embodied in other cases, that have had much the same effect.

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

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

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

It’s not always so easy, it turns out, to identify your core personal projects. And it can be especially tough for introverts, who have spent so much of their lives conforming to extroverted norms that by the time they choose a career, or a calling, it feels perfectly normal to ignore their own preferences. They may be uncomfortable in law school or nursing school or in the marketing department, but no more so than they were back in middle school or summer camp. I, too, was once in this position. I enjoyed practicing corporate law, and for a while I convinced myself that I was an attorney at heart. I badly wanted to believe it, since I had already invested years in law school and on-the-job training, and much about Wall Street law was alluring. My colleagues were intellectual, kind, and considerate (mostly). I made a good living. I had an office on the forty-second floor of a skyscraper with views of the Statue of Liberty. I enjoyed the idea that I could flourish in such a high-powered environment. And I was pretty good at asking the “but” and “what if” questions that are central to the thought processes of most lawyers. It took me almost a decade to understand that the law was never my personal project, not even close. Today I can tell you unhesitatingly what is: my husband and sons; writing; promoting the values of this book. Once I realized this, I had to make a change. I look back on my years as a Wall Street lawyer as time spent in a foreign country. It was absorbing, it was exciting, and I got to meet a lot of interesting people whom I never would have known otherwise. But I was always an expatriate. Having spent so much time navigating my own career transition and counseling others through theirs, I have found that there are three key steps to identifying your own core personal projects. First, think back to what you loved to do when you were a child. How did you answer the question of what you wanted to be when you grew up? The specific answer you gave may have been off the mark, but the underlying impulse was not. If you wanted to be a fireman, what did a fireman mean to you? A good man who rescued people in distress? A daredevil? Or the simple pleasure of operating a truck? If you wanted to be a dancer, was it because you got to wear a costume, or because you craved applause, or was it the pure joy of twirling around at lightning speed? You may have known more about who you were then than you do now. Second, pay attention to the work you gravitate to. At my law firm I never once volunteered to take on an extra corporate legal assignment, but I did spend a lot of time doing pro bono work for a nonprofit women’s leadership organization. I also sat on several law firm committees dedicated to mentoring, training, and personal development for young lawyers in the firm. Now, as you can probably tell from this book, I am not the committee type. But the goals of those committees lit me up, so that’s what I did. Finally, pay attention to what you envy. Jealousy is an ugly emotion, but it tells the truth. You mostly envy those who have what you desire. I met my own envy after some of my former law school classmates got together and compared notes on alumni career tracks. They spoke with admiration and, yes, jealousy, of a classmate who argued regularly before the Supreme Court. At first I felt critical. More power to that classmate! I thought, congratulating myself on my magnanimity. Then I realized that my largesse came cheap, because I didn’t aspire to argue a case before the Supreme Court, or to any of the other accolades of lawyering. When I asked myself whom I did envy, the answer came back instantly. My college classmates who’d grown up to be writers or psychologists. Today I’m pursuing my own version of both those roles.

After ordering, they’d sniffed around at each other at first, talking about the weather and state politics until their food arrived. She didn’t know what she thought of him yet. He was polite enough, more formal than she was used to, and had stood up when she came in. His big mustache hid his mouth and he had the dead-eyed cop look down cold. His hands were huge and reminded her of bear paws when he grasped them together on the table. Legerski seemed serious, if somehow forced, as if he were playacting at being vigilant and extremely sincere. He had a gruff low voice and a drawn-out, western way of speaking. Legerski chose his words carefully and seemed to want to use as few of them as possible. He didn’t wear a wedding ring. She’d said, “I understand you were married to the sister of our dispatcher, Edna.” He’d nodded, and said, “Love is grand, but divorce is a hundred grand.” It was the kind of thing men said to each other and generally didn’t say to women, she thought. But she gave him the benefit of the doubt and hoped he thought of her as serious, as well as a colleague. Since he was a state trooper and she was an investigator for an out-of-county sheriff’s department, the hierarchy was clear. But he didn’t act superior. “Thanks for meeting me this morning,” she said. “You bet,” he said, between mouthfuls of food. “But it’s kind of a busy time.

When the Five Whys approach goes awry, I call it the Five Blames. Instead of asking why repeatedly in an attempt to understand what went wrong, frustrated teammates start pointing fingers at each other, trying to decide who is at fault. Instead of using the Five Whys to find and fix problems, managers and employees can fall into the trap of using the Five Blames as a means for venting their frustrations and calling out colleagues for systemic failures. Although it’s human nature to assume that when we see a mistake, it’s due to defects in someone else’s department, knowledge, or character, the goal of the Five Whys is to help us see the objective truth that chronic problems are caused by bad process, not bad people, and remedy them accordingly.

When I was choosing between things I wanted to do myself instead of accepting things that people would like me to do for them or being forced to in a role, job, or department. A lot of my friends, colleagues and so many people above me drove me towards fear. Fear of What if, if things won't work out your way, if you don't make money what you are making now then how or you will be sidelined or you have challenges in front of you which are impossible to address when you choose your own path your way and whatnot. But I was telling myself what if things work out my way because I choose for myself the path I am creating for myself. and If I am able to make it myself with all my dedication, hard work, knowledge, and abilities then what if things work out and result in creating your own career that you like and love from your inside. There was silence in the room among the people because no one has ever chosen for themselves anything but rather they have taken what others have given them. So there was no answer for these questions arising out of myself to take a leap of faith. Now writing these things here have a purpose, a purpose for the people who dream, people who want to become real, and people who want to control their lives and outcomes. Fear creates an illusion in the minds which has no reality or existence, If fear would have existed in reality then why didn't it show up when I was holding the mic in front of the audience I was speaking to and until I wasn't on stage speaking to the people out there it was there but once I took charge of myself to deliver something to the people there was no fear. It was me and the people with the message. "CONQUER YOURSELF

News of the verdicts brought a marked change in Rogers. He became almost obsessive in his desire to discuss the fire on the Morro Castle. Increasingly, he dwelt on how the blaze had been set. Doyle began to keep a record of his assistant’s statements. Finally, he noted: “George knows that I know he set fire to the Morro Castle.” Doyle decided to wait. He knew that what Rogers had told him was not strong enough to obtain a conviction. If questioned, Rogers could always escape by pleading idle boasting, something his police colleagues knew he was capable of. Vincent Doyle told no one of his suspicions. But he continued to question Rogers on every aspect of the Morro Castle disaster, and began to form a picture of Rogers which was remarkably in tune with later psychiatric reports. The strange cat-and-mouse questioning went on until early March 1938. Then, on March 3, a quiet Thursday afternoon, Doyle and Rogers sat down for yet another discussion on the peculiar fate of the Morro Castle. At the end of it Doyle knew “exactly how Rogers set the fire. He told me how to construct an incendiary fountain pen; how it had been placed in the writing-room locker’.” Doyle wondered how best to present his sensational evidence to his superiors. He was still worrying over it next afternoon when he met Rogers outside the police radio department. Rogers seemed pensive and withdrawn. “There’s a package for you,” said Rogers. Doyle nodded and went into the department. Rogers remained just outside the doorway. On the workbench was a package. Doyle unwrapped it and found a heater for a fish tank. There was nothing unusual in that; from time to time Doyle used the department’s facilities to repair electrical equipment for his colleagues. Attached to the fish tank was a typed label: This is a fish-tank heater. Please install the switch in the line cord and see if the unit will work. It should get slightly warm.

One of the authors, then a department head, found that this worked when a colleague was trying to manipulate and bully him (about office space); looking right at the colleague and loudly saying, “Don't mess with me, Jack. I teach negotiations!” made him back off. Jack was much nicer from then on, because he assumed his ploys wouldn't work.

The fact that Amazon grew so quickly meant that Bezos and his colleagues were unprepared for many of the challenges. But he sees a silver lining in the way they had to hustle. “It formed a culture of customer service in every department of the company,” he says. “Every single person in the company, because we had to work with our hands so close to the customers, making sure those orders went out, really set up a culture that served us well, and that is our goal, to be Earth’s most customer-centric company.

Confirmation bias, he added, further leads us to cherry-pick evidence that confirms our beliefs and to ignore evidence that contradicts those beliefs. And the dynamics of groupthink, to which academia is not immune, encourage conformity. Scholars seek approval from leaders in their fields: journal editors, peer reviewers, department chairs, colleagues, and mentors. They fear rejection. And though Shakespeare scholars may have interpretive differences, they adhere to a fundamental set of common beliefs—their core belief being the traditional theory of authorship. “Shakespeare has been revered so much by so many people for so long that it is deeply disconcerting to be told we may have been admiring the wrong man,” Waugaman noted sympathetically.

Though the conference I’d received a grant to attend was still a few months off, it was already starting to bug me. The plane could crash. I could be raped and murdered. I could get stress cancer from excessive dread beforehand. To put it succinctly, my life could be torn asunder. All in the attempt to score a few idiotic career advancement points with my department chair and a colleague who hardly knew what my name was and certainly had no idea what my research interests were.

The typical department was shaped by its organizational culture more than by statutes, regulations or the lofty pronouncements of the mayor or the police commissioner. If officer A saw officer B struggling with someone on the street, he was expected to jump in and help his colleague without question. Anyone who failed to do so would thereafter be scorned by his peers. Informers too were despised, particularly in Irish-dominated forces with a folk memory of British spies in the old country. A cop who was labeled a coward or a stool pigeon would become an outcast.

Among the ideas this group put on their exit forms: fostering more empathy between departments through a job-swapping program, establishing a lunch lottery that would match people at random to encourage new connections and friendships, and holding cross-departmental mixers designed to let far-flung colleagues get to know each other over a few beers.

I For Marcel Proust. - The son of well-to-do parents who, whether from talent or weakness, engages in a so-called intellectual profession, as an artist or a scholar, will have a particularly difficult time with those bearing the distasteful title of colleagues. It is not merely that his independence is envied, the seriousness of his intentions mistrusted, and that he is suspected of being a secret envoy of the establishE:d powers. Such suspicions, though betraying a deepseated resentment, would usually prove well-founded. But the real resistances lie elsewhere. The occupation with things of the mind has by now itself become 'practical', a business with strict division of labour, departments and restricted entry. The man of independent means who chooses it out of repugnance for the ignominy of earning money will not be disposed to acknowledge the fact. For this he is punished. He is not a 'professional', is ranked in the competitive hierarchy as a dilettante no matter how well he knows his subject, and must, if he wants to make a career, show himself even more resolutely blinkered than the most inveterate specialist. The urge to suspend the division of labour which, within certain limits, his economic situation enables him to satisfy, is thought particularly disreputable: it betrays a disinclination to sanction the operations imposed by society, and domineering competence permits no such idiosyncrasies. The departmentalization of mind is a means of abolishing mind where it is not exercised ex officio, under contract. It performs this task all the more reliably since anyone who repudiates the division of labour - if only by taking pleasure in his work - makes himself vulnerable by its standards in ways inseparable from elements of his superiority. Thus is order ensured: some have to play the game because they cannot otherwise live, and those who could live otherwise are kept out because they do not want to play the game. It is as if the class from which independent intellectuals have defected takes its revenge, by pressing its demands home in the very domain where the deserter seeks refuge.

Taking the average of surveys on academic economists’ political views, we find that Democrat economists outnumber their Republican colleagues by almost three to one.11 The imbalance is even greater in sociology, of which criminology is a subfield. There are about thirty-seven Democrat faculty members for every Republican. Many sociology departments do not have even a single Republican.

analysts were more likely to maintain their star performance if they worked with high-quality colleagues in their teams and departments. The star analysts relied on knowledgeable colleagues for information and new ideas. The star investment analysts and the cardiac surgeons depended heavily on collaborators who knew them well or had strong skills of their own.

Do you think that history professors chat about the reasons for World War One when they meet for lunch, or that nuclear physicists spend their coffee breaks at scientific conferences talking about quarks? Sometimes. But more often, they gossip about the professor who caught her husband cheating, or the quarrel between the head of the department and the dean, or the rumours that a colleague used his research funds to buy a Lexus.

With his archenemy finally put away, in October of 48 BCE Caesar was declared dictator. Along with Caesar’s own title, his colleague Marc Antony was named “Master of the Horse,” which essentially could be called the position of Vice Dictator. The title Master of the Horse actually originates from the idea that during a battle the dictator would stay with his infantry while his second in command would be in charge of the cavalry. So it would be that Marc Antony was left as the master of Rome when Julius Caesar departed once again for a final campaign against the remaining supporters of Pompey in North Africa.

Pentagon.Across the Potomac River, the United States Congress was back in session. At the other end of Pennsylvania Avenue, people began to line up for a White House tour. In Sarasota, Florida, President George W. Bush went for an early morning run. For those heading to an airport, weather conditions could not have been better for a safe and pleasant journey.Among the travelers were Mohamed Atta and Abdul Aziz al Omari, who arrived at the airport in Portland, Maine. 1.1 INSIDE THE FOUR FLIGHTS Boarding the Flights Boston:American 11 and United 175. Atta and Omari boarded a 6:00 A.M. flight from Portland to Boston’s Logan International Airport.1 When he checked in for his flight to Boston,Atta was selected by a computerized prescreening system known as CAPPS (Computer Assisted Passenger Prescreening System), created to identify passengers who should be subject to special security measures. Under security rules in place at the time, the only consequence of Atta’s selection by CAPPS was that his checked bags were held off the plane until it was confirmed that he had boarded the aircraft. This did not hinder Atta’s plans.2 Atta and Omari arrived in Boston at 6:45. Seven minutes later,Atta apparently took a call from Marwan al Shehhi, a longtime colleague who was at another terminal at Logan Airport.They spoke for three minutes.3 It would be their final conversation. 1 2 THE 9/11 COMMISSION REPORT Between 6:45 and 7:40,Atta and Omari, along with Satam al Suqami,Wail al Shehri, and Waleed al Shehri, checked in and boarded American Airlines Flight 11, bound for Los Angeles.The flight was scheduled to depart at 7:45.4 In another Logan terminal, Shehhi, joined by Fayez Banihammad, Mohand al Shehri, Ahmed al Ghamdi, and Hamza al Ghamdi, checked in for United Airlines Flight 175,also bound for Los Angeles.A couple of Shehhi’s colleagues were obviously unused to travel;according to the United ticket agent,they had trouble understanding the standard security questions, and she had to go over them slowly until they gave the routine, reassuring answers.5 Their flight was scheduled to depart at 8:00. The security checkpoints through which passengers, including Atta and his colleagues, gained access to the American 11 gate were operated by Globe Security under a contract with American Airlines. In a different terminal, the single checkpoint through which passengers for United 175 passed was controlled by United Airlines, which had contracted with Huntleigh USA to perform the screening.6 In passing through these checkpoints,each of the hijackers would have been screened by a walk-through metal detector calibrated to detect items with at least the metal content of a .22-caliber handgun.Anyone who might have set off that detector would have been screened with a hand wand—a procedure requiring the screener to identify

What happened to the troubled young reporter who almost brought this magazine down The last time I talked to Stephen Glass, he was pleading with me on the phone to protect him from Charles Lane. Chuck, as we called him, was the editor of The New Republic and Steve was my colleague and very good friend, maybe something like a little brother, though we are only two years apart in age. Steve had a way of inspiring loyalty, not jealousy, in his fellow young writers, which was remarkable given how spectacularly successful he’d been in such a short time. While the rest of us were still scratching our way out of the intern pit, he was becoming a franchise, turning out bizarre and amazing stories week after week for The New Republic, Harper’s, and Rolling Stone— each one a home run. I didn’t know when he called me that he’d made up nearly all of the bizarre and amazing stories, that he was the perpetrator of probably the most elaborate fraud in journalistic history, that he would soon become famous on a whole new scale. I didn’t even know he had a dark side. It was the spring of 1998 and he was still just my hapless friend Steve, who padded into my office ten times a day in white socks and was more interested in alphabetizing beer than drinking it. When he called, I was in New York and I said I would come back to D.C. right away. I probably said something about Chuck like: “Fuck him. He can’t fire you. He can’t possibly think you would do that.” I was wrong, and Chuck, ever-resistant to Steve’s charms, was as right as he’d been in his life. The story was front-page news all over the world. The staff (me included) spent several weeks re-reporting all of Steve’s articles. It turned out that Steve had been making up characters, scenes, events, whole stories from first word to last. He made up some funny stuff—a convention of Monica Lewinsky memorabilia—and also some really awful stuff: racist cab drivers, sexist Republicans, desperate poor people calling in to a psychic hotline, career-damaging quotes about politicians. In fact, we eventually figured out that very few of his stories were completely true. Not only that, but he went to extreme lengths to hide his fabrications, filling notebooks with fake interview notes and creating fake business cards and fake voicemails. (Remember, this was before most people used Google. Plus, Steve had been the head of The New Republic ’s fact-checking department.) Once we knew what he’d done, I tried to call Steve, but he never called back. He just went missing, like the kids on the milk cartons. It was weird. People often ask me if I felt “betrayed,” but really I was deeply unsettled, like I’d woken up in the wrong room. I wondered whether Steve had lied to me about personal things, too. I wondered how, even after he’d been caught, he could bring himself to recruit me to defend him, knowing I’d be risking my job to do so. I wondered how I could spend more time with a person during the week than I spent with my husband and not suspect a thing. (And I didn’t. It came as a total surprise). And I wondered what else I didn’t know about people. Could my brother be a drug addict? Did my best friend actually hate me? Jon Chait, now a political writer for New York and back then the smart young wonk in our trio, was in Paris when the scandal broke. Overnight, Steve went from “being one of my best friends to someone I read about in The International Herald Tribune, ” Chait recalled. The transition was so abrupt that, for months, Jon dreamed that he’d run into him or that Steve wanted to talk to him. Then, after a while, the dreams stopped. The Monica Lewinsky scandal petered out, George W. Bush became president, we all got cell phones, laptops, spouses, children. Over the years, Steve Glass got mixed up in our minds with the fictionalized Stephen Glass from his own 2003 roman à clef, The Fabulist, or Steve Glass as played by Hayden Christiansen in the 2003

We are to implement Jesus’ unique achievement. This perspective should open the Gospels for us in a whole new way. Everything that we read there tells us something about the foundation upon which we are called to build. Everything, therefore, gives us hints about what sort of a building it is to be. As Jesus was to Israel, so the church is to be for the world. But, you say, Israel was, ex hypothesi, the unique people of God, called to be the light of the world, the city on the hill that cannot be hidden. The people we minister to, the people we work with, our colleagues in the computing science laboratory or the fine arts department, the people who serve us in the grocery store or who work in the power station, are not first-century Jews. How can we summon them as Jesus summoned his contemporaries? How can we challenge them in the same way? What is the equivalent? What is the key to help us to translate Jesus’ message into our own? The key is that humans are made in the image of God. That is the equivalent, on the wider canvas, of Israel’s unique position and vocation. And bearing God’s image is not just a fact, it is a vocation. It means being called to reflect into the world the creative and redemptive love of God. It means being made for relationship, for stewardship, for worship—or, to put it more vividly, for sex, gardening and God. Human beings know in their bones that they are made for each other, made to look after and shape this world, made to worship the one in whose image they are made. But

The gossip theory might sound like a joke, but numerous studies support it. Even today the vast majority of human communication – whether in the form of emails, phone calls or newspaper columns – is gossip. It comes so naturally to us that it seems as if our language evolved for this very purpose. Do you think that history professors chat about the reasons for World War One when they meet for lunch, or that nuclear physicists spend their coffee breaks at scientific conferences talking about quarks? Sometimes. But more often, they gossip about the professor who caught her husband cheating, or the quarrel between the head of the department and the dean, or the rumours that a colleague used his research funds to buy a Lexus. Gossip usually focuses on wrongdoings. Rumour-mongers are the original fourth estate, journalists who inform society about and thus protect it from cheats and freeloaders.

So my colleagues know more than I do about what’s going on in any given department at any given moment. On the other hand, I know more about issues that people working in production do not: schedule requirements, resource conflicts, market problems, or personnel issues that may be difficult or inappropriate to share with everyone. Each of us, then, draws conclusions based on incomplete pictures. It would be wrong for me to assume that my limited view is necessarily better.

The nineteenth train departed the Mechelen camp on the fifteenth of January,” his uncle continued. “According to my sources, some sixteen thousand Jews have been deported to date. This would be bad enough, but there are reports that Auschwitz is not simply a slave-labor camp, as it has been described. At least one Nazi official in Brussels has privately told colleagues that Auschwitz is a ‘slaughterhouse’ or a ‘death factory.’ Some believe the Nazis are systematically killing Jews there by the hundreds, maybe by the thousands.

There were times in meeting I was called a baby sitter, a social worker by my colleagues. Now that we have a different leader, he looks at it the way I look at it, and he supported me in what I was doing. There were times he saw me crying, and he would comfort me and say that’s okay. Commissioner Paul Farquharson was one of my biggest supporters. It used to hurt me, because I was trying to help somebody and they say I was babysitting. Don’t tell me I am babysitting, now that I have retired now I am babysitting. So not because I was trying to reach out and work with those children, don’t say I was babysitting them. I work the Criminal Investigation Department (CID) for 22 years and I was rough in CID. I realize CID was the end result, because whenever you get to that stage you are almost finished. It is in line with the broken window theory, if you can save those youngsters before they start committing those big offenses, then they wouldn’t reach CID. Crime prevention was a part of my job, I believe in going out there and trying to prevent that youngster from committing crime. He should respect other people’s property. Supt. Allerdyce Strachan, the first female officer to rise to the rank of superintendent on the Royal Bahamas Police Force.

We had a great department there; we were something. We were pretty much at the top of the university. So we were treated well by the administration. In 1966 we held a symposium. We were the first to bring the deconstructionists like Jacques Derrida and others to the United States. Many of my colleagues were hostile to that. They felt it was very bad. Two years later they were all converted to deconstruction. That left me somewhat disconcerted, and I left for Buffalo.   SB: Why did that bother you?   RG: Well it bothered me because deconstruction is against reality. They say everything is language. I think, as I said before when talking about my study of ritual, the way I read a theorist like Frazer is that you can choose either to say everything is language or everything is a fluid reality of violence that takes various shapes and can be named in different ways. That’s my way. Out of the sight of reality but not against language. I say it can be named different ways, but behind the solid stuff are human relations and the violence that creates a false peace. What they say is that everything is about language; everything is play, futility. There is no reality. You don’t have to worry about anything. Ultimately it becomes dull and stupefying, this doing away with reality. I think that day is finished.   Ultimately

The Death of Standards On his way to work, a council health and safety official deliberately knocks over a pedestrian and drives on. Bizarrely, upon arriving at his office he launches into a heartfelt tirade against hit and run drivers. Meanwhile, the department's team leader instigates a series of compulsory redundancies then appears on a local TV news programme to protest against the sackings in the strongest possible terms. Strangely, Jenny Carver – working as a temp in the office – seems to be the only one aware of her colleagues’ paradoxical behaviour. Finding herself trapped in a world where everybody really is their own worst enemy, she begins to suspect there may be some kind of supernatural intelligence at work.

Before me a scholarly man, of European culture, head of a literary department in one of the great universities of the West. He speaks of it with bitterness, as do almost all his colleagues. Culture is not what it was and he has not the slightest regard for mass culture. He comes from New York and, deep down, he despises California, his colleagues and the decline of standards. He gets 60-80,000 dollars a year and does not have many students or friends. He has lots of ideas, is sincere, proud and awkward. His secret is his python. I see him plunge his gloved hand into its glass case and stroke the reptile's head, which shoots out a voracious tongue and uncoils itself, still famished though it has just devoured a rat. We discuss the diet of snakes. A tortoise slumbers by the fireside in the glow of an artificial wood fire. It is Sunday in Santa Monica. Towards four, the sun drives away the mists of the Pacific. But the snake knows neither night nor day; he is immortal and poisonous and, in the words of the poet, he dreams on the hills of the sky. Which is something his master does not do, he whose reptilian brain identifies with the snake's, and who stares long and hard into his face, even though ordinarily he is incapable of looking people straight in the eye. A perverse couple, the somnambulism of the intellectual mingling with the inner night of the reptile.

I know,” said Anna. “Poor Erik.” Ulf smiled. “Don’t condescend,” he said playfully. She took his reproach seriously, and was apologetic. “I’m sorry. You’re right. Erik doesn’t need our sympathy.” Ulf assured her that he didn’t mean to sound critical. “I’m not trying to tell you how to think about your colleagues. I’d never do that.” It was a curious moment, and he felt as if an unspoken boundary of intimacy had been crossed. He thought that she felt the same, as he saw her blush and turn away just as they reached the outer door of the office. He wanted to reach out and touch her arm, and he began to do so, but stopped himself, converting the movement into nothing significant—just a raising and dropping of the hand.

A month or two after Jobs’s death, some of Greg’s colleagues in the engineering department began to notice that Elizabeth was borrowing behaviors and management techniques described in Walter Isaacson’s biography of the late Apple founder. They were all reading the book too and could pinpoint which chapter she was on based on which period of Jobs’s career she was impersonating.

I’ll watch the temperature,” said Ulf. “Shall we meet for dinner, then?” He felt that he had to say that. He knew that dinner with Blomquist would involve his sitting there listening to the other man going on about something or other, but he had to be friendly. And, for all his irritation with his colleague, Ulf’s fundamental kindness won out, as it invariably did, and he would not want Blomquist to pick up on his irritation.

The Australian Department of Defence asked his research group to measure the effects of deployment to combat duty in Iraq and Afghanistan on mental and biological functioning, including brain-wave patterns. In the initial phase McFarlane and his colleagues measured the qEEG in 179 combat troops four months prior to and four months after each successive deployment to the Middle East. They found that the total number of months in combat over a three-year period was associated with progressive decreases in alpha power at the back of the brain. This area, which monitors the state of the body and regulates such elementary processes as sleep and hunger, ordinarily has the highest level of alpha waves of any region in the brain, particularly when people close their eyes. As we have seen, alpha is associated with relaxation. The decrease in alpha power in these soldiers reflects a state of persistent agitation. At the same time the brain waves at the front of the brain, which normally have high levels of beta, show a progressive slowing with each deployment. The soldiers gradually develop frontal-lobe activity that resembles that of children with ADHD, which interferes with their executive functioning and capacity for focused attention. The

As a nation, we were told to eat less fat and less saturated fat, which we did, or at least tried to do—saturated-fat consumption steadily declined over the years that followed, according to U.S. Department of Agriculture statistics—and yet, rather than getting leaner, we got fatter. What’s more, the incidence of heart disease has not even diminished, which goes against expectations, if eating less fat or saturated fat makes a difference. This has been documented in numerous studies, the latest of which appeared in The Journal of the American Medical Association in November 2009 by Elena Kuklina and her colleagues at the Centers for Disease Control and Prevention. The authors made much of the fact that the number of Americans with high levels of LDL cholesterol has recently been decreasing, as would be expected in a nation avoiding saturated fat (and spending billions of dollars yearly on cholesterol-lowering drugs), but the number of heart attacks was not decreasing with it.

in the content and bring ideas to discuss during the session. Then, when everyone was together, Craig facilitated a dialogue on the topic and ensured that everyone had a chance to share their thoughts and connect them to both their group and the work that they did. Prior to these sessions, Craig shared that his colleagues often squabbled over resources, resisted collaboration on even simple ideas, and it felt like people were actively working against one another to build up their own department while breaking down others. He was amazed that, as he introduced these leadership concepts, like team trust, credibility, and accountability, both the conversation and cooperation among peers gradually shifted. The risk that he took—reimagining meetings and sharing new ideas—transformed his environment.

her, he said, “Dr. Whitney, again thank you for joining us. Please know this meeting is informal but confidential. Its real reason—we need your help.” Surprised, she blurted, “Commissioner Jarvis, that I didn’t expect.” All three men laughed, and Keith said, “After all you’ve been through, we understand. Now, please relax. We’re all on a first-name basis here. May we call you Sue?” “Considering you know how I take my coffee, I suspect we’re beyond a first-name relationship.” Henry smiled. “Very good, Sue. You understand FBI tactics. We never ask a question without knowing its answer. But let me second Keith’s welcome. The FBI is anxious to acquire your help.” Unseen beneath the table’s edge, she wiped the moisture from her palms onto her pantsuit and said, “I’m pleased to help, if I can. But I need more details.” Keith said, “Indeed, and that’s what we plan to discuss. If you agree, our attorney, Bob Parker, is here to answer any legal concerns you might have.” “OK, I’m ready.” “The health department’s focus is on high-quality medical care, but a few bad apples outsmart us, work around us, employ new technology that confuses us, or simply submit fraudulent claims for payment.” Sue said, “I’ve seen my former colleagues do the same thing. I blamed it all on medicine becoming a business rather than a profession.

What’s on your mind?” you ask. “The [insert name of thing they’re working on],” they say. “So there are three different facets of that we could look at,” you offer. “The project side—any challenges around the actual content. The people side—any issues with team members/colleagues/other departments/bosses/customers/clients. And patterns—if there’s a way that you’re getting in your own way, and not showing up in the best possible way. Where should we start?

Seeing the Worm Instead of the Apple Another thought pattern that makes you keep your partner at a distance is “seeing the worm instead of the apple.” Carole had been with Bob for nine months and had been feeling increasingly unhappy. She felt Bob was the wrong guy for her, and gave a multitude of reasons: He wasn’t her intellectual equal, he lacked sophistication, he was too needy, and she didn’t like the way he dressed or interacted with people. Yet, at the same time, there was a tenderness about him that she’d never experienced with another man. He made her feel safe and accepted, he lavished gifts on her, and he had endless patience to deal with her silences, moods, and scorn. Still, Carole was adamant about her need to leave Bob. “It will never work,” she said time and again. Finally, she broke up with him. Months later she was surprised by just how difficult she was finding things without him. Lonely, depressed, and heartbroken, she mourned their lost relationship as the best she’d ever had. Carole’s experience is typical of people with an avoidant attachment style. They tend to see the glass half-empty instead of half-full when it comes to their partner. In fact, in one study, Mario Mikulincer, dean of the New School of Psychology at the Interdisciplinary Center in Israel and one of the leading researchers in the field of adult attachment, together with colleagues Victor Florian and Gilad Hirschberger, from the department of psychology at Bar-Ilan University in Israel, asked couples to recount their daily experiences in a diary. They found that people with an avoidant attachment style rated their partner less positively than did non-avoidants. What’s more, they found they did so even on days in which their accounts of their partners’ behavior indicated supportiveness, warmth, and caring. Dr. Mikulincer explains that this pattern of behavior is driven by avoidants’ generally dismissive attitude toward connectedness. When something occurs that contradicts this perspective—such as their spouse behaving in a genuinely caring and loving manner—they are prone to ignoring the behavior, or at least diminishing its value. When they were together, Carole used many deactivating strategies, tending to focus on Bob’s negative attributes. Although she was aware of her boyfriend’s strengths, she couldn’t keep her mind off what she perceived to be his countless flaws. Only after they broke up, and she no longer felt threatened by the high level of intimacy, did her defense strategies lift. She was then able to get in touch with the underlying feelings of attachment that were there all along and to accurately assess Bob’s pluses.

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

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Which would seem to be a good thing—proposing a solution to a problem that people are hungry to solve—except that my view of silos might not be what some leaders expect to hear. That’s because many executives I’ve worked with who struggle with silos are inclined to look down into their organizations and wonder, “Why don’t those employees just learn to get along better with people in other departments? Don’t they know we’re all on the same team?” All too often this sets off a well-intentioned but ill-advised series of actions—training programs, memos, posters—designed to inspire people to work better together. But these initiatives only provoke cynicism among employees—who would love nothing more than to eliminate the turf wars and departmental politics that often make their work lives miserable. The problem is, they can’t do anything about it. Not without help from their leaders. And while the first step those leaders need to take is to address any behavioral problems that might be preventing executive team members from working well with one another—that was the thrust of my book The Five Dysfunctions of a Team—even behaviorally cohesive teams can struggle with silos. (Which is particularly frustrating and tragic because it leads well-intentioned and otherwise functional team members to inappropriately question one another’s trust and commitment to the team.) To tear

While whites were still the majority, they established preferences for blacks and Hispanics that took such deep root that Congress and state legislatures have been powerless to abolish them. These programs would provoke outrage if they were practiced in favor of whites, but they have been partially curbed only by state ballot initiatives and equivocal Supreme Court decisions. Demography would change this. In 2006, the state of Michigan voted to abolish racial preferences in college admissions and state contracting, but the measure passed only because whites were still a majority. Eighty-five percent of blacks and 69 percent of Hispanics voted to maintain racial preferences for themselves. When they have a voting majority nothing will prevent non-whites from reestablishing and extending preferences. Are there portents in the actions of Eric Holder, the first black attorney general, appointed by the first black president? J. Christian Adams, a white Justice Department lawyer resigned in protest when the department dropped a case of voter intimidation the previous administration had already won by default against the New Black Panther Party. In this 2008 case, fatigue-clad blacks waved billy clubs at white voters and yelled such things as “You are about to be ruled by the black man, cracker!” Mr. Adams called it “the simplest and most obvious violation of federal law I saw in my Justice Department career.” He believed the decision to dismiss the case reflected hostility to the rights of whites. He said some of his colleagues called selective prosecution “payback time,” adding that “citizens would be shocked to learn about the open and pervasive hostility within the Justice Department to bringing civil rights cases against nonwhite defendants on behalf of white victims.” Christopher Coates, who was the head of the voting section of the Civil Rights Division, agreed with this assessment. In sworn testimony before Congress, he called the dismissal of the Black Panthers case a “travesty of justice” and described a “hostile atmosphere” against “race-neutral enforcement” of the Voting Rights Act. He said the department had a “deep-seated opposition to the equal enforcement of the Voting Rights Act against racial minorities and for the protection of white voters who have been discriminated against.” How will the department behave when whites become a minority?

Caroline’s project faces extreme uncertainty: there had never been a volunteer campaign of this magnitude at HP before. How confident should she be that she knows the real reasons people aren’t volunteering? Most important, how much does she really know about how to change the behavior of hundreds of thousand people in more than 170 countries? Barlerin’s goal is to inspire her colleagues to make the world a better place. Looked at that way, her plan seems full of untested assumptions—and a lot of vision. In accordance with traditional management practices, Barlerin is spending time planning, getting buy-in from various departments and other managers, and preparing a road map of initiatives for the first eighteen months of her project. She also has a strong accountability framework with metrics for the impact her project should have on the company over the next four years. Like many entrepreneurs, she has a business plan that lays out her intentions nicely. Yet despite all that work, she is—so far—creating one-off wins and no closer to knowing if her vision will be able to scale. One assumption, for example, might be that the company’s long-standing values included a commitment to improving the community but that recent economic trouble had resulted in an increased companywide strategic focus on short-term profitability. Perhaps longtime employees would feel a desire to reaffirm their values of giving back to the community by volunteering. A second assumption could be that they would find it more satisfying and therefore more sustainable to use their actual workplace skills in a volunteer capacity, which would have a greater impact on behalf of the organizations to which they donated their time. Also lurking within Caroline’s plans are many practical assumptions about employees’ willingness to take the time to volunteer, their level of commitment and desire, and the way to best reach them with her message. The Lean Startup model offers a way to test these hypotheses rigorously, immediately, and thoroughly. Strategic planning takes months to complete; these experiments could begin immediately. By starting small, Caroline could prevent a tremendous amount of waste down the road without compromising her overall vision. Here’s what it might look like if Caroline were to treat her project as an experiment.

When he got back home to Toronto, suddenly all his colleagues in the Psychology Department shunned him! Because the newspapers became harshly critical of his research – which members of the department had known about and accepted for years – when they passed him in the hall, all of a sudden they looked the other way instead of saying hello. Presumably these were grown men and women with above-average intelligence. In my opinion, this behavior was absolutely revolting – cowardly, dishonorable, rude, cruel, stupid, and disloyal – all at the same time. What a bunch of morally worthless, despicable, low-life bums! This marked the beginning of many years of trouble for Philippe. [Rushton]

Neanderthals and archaic Homo sapiens probably also had a hard time talking behind each other’s backs – a much maligned ability which is in fact essential for cooperation in large numbers. The new linguistic skills that modern Sapiens acquired about seventy millennia ago enabled them to gossip for hours on end. Reliable information about who could be trusted meant that small bands could expand into larger bands, and Sapiens could develop tighter and more sophisticated types of cooperation.1 The gossip theory might sound like a joke, but numerous studies support it. Even today the vast majority of human communication – whether in the form of emails, phone calls or newspaper columns – is gossip. It comes so naturally to us that it seems as if our language evolved for this very purpose. Do you think that history professors chat about the reasons for the First World War when they meet for lunch, or that nuclear physicists spend their coffee breaks at scientific conferences talking about quarks? Sometimes. But more often, they gossip about the professor who caught her husband cheating, or the quarrel between the head of the department and the dean, or the rumours that a colleague used his research funds to buy a Lexus. Gossip usually focuses on wrongdoings. Rumour-mongers are the original fourth estate, journalists who inform society about and thus protect it from cheats and freeloaders.

Even at Goldman, some bankers, including David Ryan, considered the bank’s likely profit excessive. Alex Turnbull, a Hong Kong–based Goldman banker whose father, Malcolm Turnbull, would later become Australia’s prime minister, also raised concerns internally. Turnbull wasn’t involved in the deal, but he knew how bond markets worked, and he sent an email to colleagues expressing disbelief about Goldman’s profits. The email led to a reprimand from Goldman’s compliance department, while Turnbull’s boss told him to keep his mouth shut if he ever wanted to get promoted. He left the bank almost two years later for reasons unrelated to 1MDB.

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