Departmental Quotes

What's Management up to?" I whispered to Bennett. "My guess is a new acronym," he whispered. "Departmental Unification Management Business." He wrote down the ltters on his legal pad. "D.U.M.B.

Psychopathic workers very often were identified as the source of departmental conflicts, in many cases, purposely setting people up in conflict with each other. “She tells some people one story, and then a totally different story to others.

I haven’t published a novel in six years; instead, I fill my departmental hours casting words of praise into the bureaucratic abyss. On multiple occasions, serving on awards committees, I was actually required to write LORs to myself.

Ah, yes, the departmental shrink. And in the silence that followed, he knew everyone was waiting for him to groan, but he wasn’t a Lethal Weapon wild card, damn it. Yeah. For example, he couldn’t dislocate his shoulder, he didn’t live on the beach with a dog, and he wasn’t rocking a death wish. You’re welcome.

Because he’s better than that. Better than they are. He’s young, he’s good-looking, charming, efficient, smart, and skilled enough to come up with, or get someone else to come up with this e-virus that’s got all you geeks stumped.” “We’re not stumped,” Roarke corrected with some annoyance as they rode to the bedroom. “The bleeding investigation is ongoing and we’re pursuing all shagging avenues.” While it amused her to hear him quote the usual departmental line—with the addition of the Irish—she shrugged.

Even the best institutions at the university are apt to deteriorate and to become distorted. Thus the very translation of thought into teachable form tends to impoverish its intellectual vitality. Once intellectual achievement is admitted into the body of accepted learning those achievements tend to assume an air of finality. Thus, it is merely a matter of convention at what point one subject ends and the other begins. It is possible, moreover, that an excellent scholar may not be able to find a place for himself within the established departmental divisions. A mediocre scholar may be preferred to him simply because his work fits into the traditional scheme. Any institution tends to consider itself an end in itself.

The most well-intentioned, well-designed departmental communication program will not tear down silos unless the people who created those silos want them torn down.

Westwards along the basement, I let myself through a heavy door just beyond the dead giraffes. There was a notice on the wall that read "Departmental cock"--I never did find out what that meant.

I learned that female professors and departmental secretaries are the natural enemies of the academic world, as I was privileged to overhear discussions of my sexual orientation and probable childhood traumas from ten to ten-thirty each morning through the paper-thin walls of the break room located adjacent to my office. By these means I learned that although I was in desperate need of a girdle, I was better off than one of the other female professors, who would never lose all that baby weight by working all of the time. As

Take the reasons you think you are gathering—because it’s our departmental Monday-morning meeting; because it’s a family tradition to barbecue at the lake—and keep drilling below them. Ask why you’re doing it. Every time you get to another, deeper reason, ask why again. Keep asking why until you hit a belief or value.

Establish a clear purpose; challenge the team to work out details; traverse conventional departmental boundaries; set large short-term and long-term targets; create tangible success to generate accelerated growth and momentum.

I don’t really want to have to review the safety procedures for your department yet again, Professor. Especially when you’ve been doing so well with the departmental fatalities.’ ‘Only three this year!’ the Professor said, smiling happily before noticing the look on Nero’s face. ‘Which is, of course, three too many.

To things greater than all things are,   The first is Love, and the second War.   "And since we know not how War may prove,   Heart of my heart, let us talk of Love!

Our Chasers Aren’t Cheating! That was the stunned reaction of Quidditch fans across Britain last night when the so-called “Stooging Penalty” was announced by the Department of Magical Games and Sports last night. “Instances of stooging have been on the increase,” said a harassed-looking Departmental representative last night. “We feel that this new rule will eliminate the sever Keeper injuries we have been seeing only too often. From now on, one Chaser will attempt to beat the Keeper, as opposed to three Chasers beating the Keeper up. Everything will be much cleaner and fairer.” At this point the Departmental representative was forced to retreat as the angry crowd started to bombard him with Quaffles. Wizards from the Department of Magical Law Enforcement arrived to disperse the crowd, who were threatening to stooge the Minister of Magic himself. One freckle-faced six-year-old left the hall in tears. “I loved stooging,” he sobbed to the Daily Prophet. “Me and me dad like watching them Keepers flattened. I don’t want to go to Quidditch no more.” Daily Prophet, 22 June 1884

They would know that inconsistency in human decision can make nonsense of the best-planned espionage approach; that cheats, liars and criminals may resist every blandishment while respectable gentlemen have been moved to appalling treasons by watery cabbage in a Departmental canteen.

I've seen her face death, her own and others'. I've seen her face the misery and fears of her past and the shadows that cover pieces of it. I've seen her terrified of her own feelings. But she stood. She gathered herself and stood up to it. And this, this departmental procedure, has destroyed her.

Encourage a healthy proportion of bottom-up OKRs—roughly half. Smash departmental silos by connecting teams with horizontally shared OKRs. Cross-functional operations enable quick and coordinated decisions, the basis for seizing a competitive advantage. Make all lateral, cross-functional dependencies explicit.

Of the remaining four departmental comments, one thought the criteria might have an unwelcome impact on their existing pedagogy, one recommended the addition of reading, one challenged “writing in the discipline” as difficult to achieve in their multi-disciplinary department, and one referred to the need for course development.

Martin Nilsson, one of the great authorities on Greek religious antiquity, writes that Artemis was the total Great Goddess and represented all the powers of nature. With the differentiation of the goddesses and the departmentalizing of powers, Artemis came to be associated with the nature world and the forest; she became the Mother of the Wild Things.

And a woman is only a woman, but a good Cigar is a Smoke.

Till Earth and Sky stand presently at God's great Judgment Seat; But there is neither East nor West, Border, nor Breed, nor Birth, When two strong men stand face to face, tho' they come from the ends of the earth!

No fairyland is Capua—still, 'tis better Than other lands. St. Vincent licked the stamp and signed the letter, And bound the bands Of that foul, frail red tape which strangles ever The honest energetic fool's endeavour.

What did we talk about? I don't remember. We talked so hard and sat so still that I got cramps in my knee. We had too many cups of tea and then didn't want to leave the table to go to the bathroom because we didn't want to stop talking. You will think we talked of revolution but we didn't. Nor did we talk of our own souls. Nor of sewing. Nor of babies. Nor of departmental intrigue. It was political if by politics you mean the laboratory talk that characters in bad movies are perpetually trying to convey (unsuccessfully) when they Wrinkle Their Wee Brows and say (valiantly--dutifully--after all, they didn't write it) "But, Doctor, doesn't that violate Finagle's Constant?" I staggered to the bathroom, released floods of tea, and returned to the kitchen to talk. It was professional talk. It left my grey-faced and with such concentration that I began to develop a headache. We talked about Mary Ann Evans' loss of faith, about Emily Brontë's isolation, about Charlotte Brontë's blinding cloud, about the split in Virginia Woolf's head and the split in her economic condition. We talked about Lady Murasaki, who wrote in a form that no respectable man would touch, Hroswit, a little name whose plays "may perhaps amuse myself," Miss Austen, who had no more expression in society than a firescreen or a poker. They did not all write letters, write memoirs, or go on the stage. Sappho--only an ambiguous, somewhat disagreeable name. Corinna? The teacher of Pindar. Olive Schriener, growing up on the veldt, wrote on book, married happily, and ever wrote another. Kate Chopin wrote a scandalous book and never wrote another. (Jean has written nothing.). There was M-ry Sh-ll-y who wrote you know what and Ch-rl-tt- P-rk-ns G-lm-an, who wrote one superb horror study and lots of sludge (was it sludge?) and Ph-ll-s Wh--tl-y who was black and wrote eighteenth century odes (but it was the eighteenth century) and Mrs. -nn R-dcl-ff- S-thw-rth and Mrs. G--rg- Sh-ld-n and (Miss?) G--rg-tt- H-y-r and B-rb-r- C-rtl-nd and the legion of those, who writing, write not, like the dead Miss B--l-y of the poem who was seduced into bad practices (fudging her endings) and hanged herself in her garter. The sun was going down. I was blind and stiff. It's at this point that the computer (which has run amok and eaten Los Angeles) is defeated by some scientifically transcendent version of pulling the plug; the furniture stood around unknowing (though we had just pulled out the plug) and Lady, who got restless when people talked at suck length because she couldn't understand it, stuck her head out from under the couch, looking for things to herd. We had talked for six hours, from one in the afternoon until seven; I had at that moment an impression of our act of creation so strong, so sharp, so extraordinarily vivid, that I could not believe all our talking hadn't led to something more tangible--mightn't you expect at least a little blue pyramid sitting in the middle of the floor?

By the way. You guys are both on leave for two weeks.” God frowned. “Day needs to talk with the department shrink and do the mandatory six sessions and so do you,” he ordered. God opened his mouth to argue, but was silenced by a thick palm raised and a hard glare. “This isn’t up for debate. It’s departmental procedure and you will both damn well follow it.” God turned to leave again. “Hey, God.” God watched the captain stand, walk from behind his desk; and extend his hand to him. “Damn good work today, son.” God

It was a first step toward making progress in reaching broad agreement on how a W-course would be defined. Incidentally, but importantly, it was also a first step in raising awareness of the implications of the writing-intensive requirement, and in encouraging departmental conversations that would articulate values about writing that the criteria would represent. The draft criteria went out to thirty departments with questions about faculty expectations of entering and graduating students’ writing; existing or planned courses that could be designated as W-courses; resources that departments would need to assist implementation; and an invitation to comment on the draft criteria.

l. ‘I don’t really want to have to review the safety procedures for your department yet again, Professor. Especially when you’ve been doing so well with the departmental fatalities.’ ‘Only three this year!’ the Professor said, smiling happily before noticing the look on Nero’s face. ‘Which is, of course, three too many.’ ‘A certain level of staff and student mortality is to be expected, Professor,’ Nero said, ‘but it’s best if we can try and avoid it where possible. Colonel Francisco was extremely lucky.’ ‘Yes, he seemed rather angry when I saw him,’ the Professor said with a frown. ‘He said that it was a good job he was sitting down when it happened. I suppose it must have been quite a shock for him.

My name is Claudine, I live in Montigny; I was born there in 1884; I shall probably not die there. My Manual of Departmental Geography expresses itself thus: "Montigny-en-Fresnois, a pretty little town of l, 950 inhabitants, built in tiers above the Thaize; its well-preserved Saracen tower is worthy of note .... "Tome, those descriptions are totally meaningless! To begin with, the Thaize doesn't exist. Of course I know it's supposed to run through the meadows under the level-crossing but you won't find enough water there in any season to give a sparrow a foot-bath. Montigny "built in tiers"? No, that's not how I see it; to my mind, the houses just tumble haphazard from the top of the hill to the bottom of the valley. They rise one above the other, like a staircase, leading up to a big chateau that was rebuilt under Louis XV and is already more dilapidated than the squat, ivy-sheathed Saracen tower that crumbles away from the top a trifle more every day. Montigny is a village, not a town: its streets, thank heaven, are not paved; the showers roll down them in little torrents that dry up in a couple of hours; it is a village, not even a very pretty village, but, all the same, I adore it. The charm, the delight of this countryside composed of hills and of valleys so narrow that some are ravines, lies in the woods-the deep, encroaching woods that ripple and wave away into the distance as far as you can see .... Green meadows make rifts in them here and there, so do little patches of cultivation. But these do not amount to much, for the magnificent woods devour everything. As a result, this lovely region is atrociously poor and its few scattered farms provide just the requisite number of red roofs to set off the velvety green of the woods. Dear woods! I know them all; I've scoured them so often. (...)

In any case, it is not as if the ‘light’ inspection is in any sense preferable for staff than the heavy one. The inspectors are in the college for the same amount of time as they were under the old system. The fact that there are fewer of them does nothing to alleviate the stress of the inspection, which has far more to do with the extra bureaucratic window-dressing one has to do in anticipation of a possible observation than it has to do with any actual observation itself. The inspection, that is to say, corresponds precisely to Foucault’s account of the virtual nature of surveillance in Discipline And Punish. Foucault famously observes there that there is no need for the place of surveillance to actually be occupied. The effect of not knowing whether you will be observed or not produces an introjection of the surveillance apparatus. You constantly act as if you are always about to be observed. Yet, in the case of school and university inspections, what you will be graded on is not primarily your abilities as a teacher so much as your diligence as a bureaucrat. There are other bizarre effects. Since OFSTED is now observing the college’s self-assessment systems, there is an implicit incentive for the college to grade itself and its teaching lower than it actually deserves. The result is a kind of postmodern capitalist version of Maoist confessionalism, in which workers are required to engage in constant symbolic self-denigration. At one point, when our line manager was extolling the virtues of the new, light inspection system, he told us that the problem with our departmental log-books was that they were not sufficiently self-critical. But don’t worry, he urged, any self-criticisms we make are purely symbolic, and will never be acted upon; as if performing self-flagellation as part of a purely formal exercise in cynical bureaucratic compliance were any less demoralizing.

They tried to befriend the second-year cohort, too, a group of five white boys who lived just across the way on Merton Street. But this went south immediately when one of them, Philip Wright, told Robin at a faculty dinner that the first-year cohort was largely international only because of departmental politics. ‘The board of undergraduate studies is always fighting over whether to prioritize European languages, or other . . . more exotic languages. Chakravarti and Lovell have been making a stink about diversifying the student body for years. They didn’t like that my cohort are all Classicists. I assume they were overcorrecting with you.’ Robin tried to be polite. ‘I’m not sure why that’s such a bad thing.’ ‘Well, it’s not a bad thing per se, but it does mean spots taken away from equally qualified candidates who passed the entrance exams.’ ‘I didn’t take any entrance exams,’ said Robin. ‘Precisely.’ Philip sniffed, and did not say another word to Robin for the entire evening.

The intolerance and cancel culture have spread to outright discrimination in hiring, promotion, grants, and publication of professors and graduate students who do not abide the ideology demanded by the campus revolutionaries. A March 1, 2021, study by Eric Kaufmann of the Center for the Study of Partisanship and Ideology found, among other things: “Over 4 in 10 US and Canadian academics would not hire a Trump supporter… ; only 1 in 10 academics support firing controversial professors, nonetheless, while most do not back cancellation, many are not opposed to it, remaining non-committal; right-leaning academics experience a high level of institutional authoritarianism and peer pressure; in the US, over a third of conservative academics and PhD students have been threatened with disciplinary action for their views, while 70% of conservative academics report a hostile departmental climate for their beliefs; in the social sciences and humanities, over 9 in 10 Trump-supporting academics… say they would not feel comfortable expressing their views to a colleague; more than half of North American and British conservative academics admit self-censoring in research and teaching; younger academics and PhD students, especially in the United States, are significantly more willing than older academics to support dismissing controversial scholars from their posts, indicating that the problem of progressive authoritarianism is likely to get worse in the coming years; [and] a hostile climate plays a part in deterring conservative graduate students from pursuing careers in academia….

IN JANUARY 1959 Police Chief Herbert Jenkins found a poem tacked to a bulletin board at his departmental headquarters. Tellingly, the anonymous author had titled it “The Plan of Improvement,” in sarcastic tribute to Mayor Hartsfield’s 1952 program for the city’s expansion and economic progress. The poem looked back over a decade of racial change and spoke volumes about the rising tide of white resentment. It began with a brief review of the origins of residential transition and quickly linked the desegregation of working-class neighborhoods to the desegregation of the public spaces surrounding them: Look my children and you shall see, The Plan of Improvement by William B. On a great civic venture we’re about to embark And we’ll start this one off at old Mozeley Park. White folks won’t mind losing homes they hold dear; (If it doesn’t take place on an election year) Before they have time to get over the shock, We’ll have that whole section—every square block. I’ll try something different for plan number two This time the city’s golf courses will do. They’ll mix in the Club House and then on the green I might get a write up in Life Magazine. And now comes the schools for plan number three To mix them in classrooms just fills me with glee; For I have a Grandson who someday I pray Will thank me for sending this culture his way. And for my finale, to do it up right, The buses, theatres and night spots so bright; Pools and restaurants will be mixed up at last And my Plan of Improvement will be going full blast. The sarcasm in the poem is unmistakable, of course, but so are the ways in which the author—either a policeman himself or a friend of one—clearly linked the city’s pursuit of “progress” with a litany of white losses. In the mind of the author, and countless other white Atlantans like him, the politics of progress was a zero-sum game in which every advance for civil rights meant an equal loss for whites.

Besides, it’s not as big a deal as people make it out to be. You just have to be prepared to answer any question on any of the four hundred books you’ve read so far in graduate school. And if you get it wrong, they kick you out,” she said. He fixed her with a look of barely contained awe while she stirred the salad around her plate with the tines of her fork. She smiled at him. Part of learning to be a professor was learning to behave in a professorial way. Thomas could not be permitted to see how afraid she was. The oral qualifying exam is usually a turning point—a moment when the professoriate welcomes you as a colleague rather than as an apprentice. More infamously, the exam can also be the scene of spectacular intellectual carnage, as the unprepared student—conscious but powerless—witnesses her own professional vivisection. Either way, she will be forced to face her inadequacies. Connie was a careful, precise young woman, not given to leaving anything to chance. As she pushed the half-eaten salad across the table away from the worshipful Thomas, she told herself that she was as prepared as it was possible to be. In her mind ranged whole shelvesful of books, annotated and bookmarked, and as she set aside her luncheon fork she roamed through the shelves of her acquired knowledge, quizzing herself. Where are the economics books? Here. And the books on costume and material culture? One shelf over, on the left. A shadow of doubt crossed her face. But what if she was not prepared enough? The first wave of nausea contorted her stomach, and her face grew paler. Every year, it happened to someone. For years she had heard the whispers about students who had cracked, run sobbing from the examination room, their academic careers over before they had even begun. There were really only two ways that this could go. Her performance today could, in theory, raise her significantly in departmental regard. Today, if she handled herself correctly, she would be one step closer to becoming a professor. Or she would look in the shelves

was a commonplace among his colleagues—especially the younger ones—that he was a “dedicated” teacher, a term they used half in envy and half in contempt, one whose dedication blinded him to anything that went on outside the classroom or, at the most, outside the halls of the University. There were mild jokes: after a departmental meeting at which Stoner had spoken bluntly about some recent experiments in the teaching of grammar, a young instructor remarked that “To Stoner, copulation is restricted to verbs,” and was surprised at the quality of laughter and meaningful looks exchanged by some of the older men. Someone else once said, “Old Stoner thinks that WPA stands for Wrong Pronoun Antecedent,” and was gratified to learn that his witticism gained some currency. But William Stoner knew of the world in a way that few of his younger colleagues could understand. Deep in him, beneath his memory, was the knowledge of hardship and hunger and endurance and pain. Though he seldom thought of his early years on the Booneville farm, there was always near his consciousness the blood knowledge of his inheritance, given him by forefathers whose lives were obscure and hard and stoical and whose common ethic was to present to an oppressive world faces that were expressionless and hard and bleak. And though he looked upon them with apparent impassivity, he was aware of the times in which he lived. During that decade when many men’s faces found a permanent hardness and bleakness, as if they looked upon an abyss, William Stoner, to whom that expression was as familiar as the air he walked in, saw the signs of a general despair he had known since he was a boy. He saw good men go down into a slow decline of hopelessness, broken as their vision of a decent life was broken; he saw them walking aimlessly upon the streets, their eyes empty like shards of broken glass; he saw them walk up to back doors, with the bitter pride of men who go to their executions, and beg for the bread that would allow them to beg again; and he saw men, who had once walked erect

In the end, you won’t remember much beyond those final all-nighters, the gauche inside joke that sullies an acknowledgments page that only four human beings will ever read, the awkward photograph with your advisor at graduation. All that remains might be the sensation of handing your thesis to someone in the departmental office and then walking into a possibility-rich, almost-summer afternoon. It will be difficult to forget.

There weren’t any messages, except for a note from David Doniger, as chairman, requesting that we keep photoduplication to an absolute minimum in view of the energy costs to the department and to ensure the department set a good example. Why hadn’t he just brought it up in the departmental meeting?

All too often departmental heads were more concerned with maintaining control than encouraging cross-departmental cooperation.

ready or not, departmental clocks are set irrevocably to “first customer ship.

How is it possible that our departmental silos are operating with agility, but our companies are hopelessly rigid and slow?

With only three executive departments, each secretary wielded considerable power. Moreover, departmental boundaries were not well defined, allowing each secretary to roam across a wide spectrum of issues. This was encouraged by Washington, who frequently requested opinions from his entire cabinet on an issue. It particularly galled Jefferson that Hamilton, with his keen appetite for power, poached so frequently on his turf. In fact, Hamilton’s opinions were so numerous and his influence so pervasive that most historians regard him as having been something akin to a prime minister. If Washington was head of state, then Hamilton was the head of government, the active force in the administration.

Silent, scarlet picking though this grand new year, an optimistic premise promised with sickening cheer. So please, pull up a chair and take a stand for all grand intentions. List your resolutions then kindly re-arrange them. Departmentalize your wicked, wonton ways - tell me all about yourself, but spend the most time on the things you hate. Pull out all your in-efficacious and ridiculous disguises; put on a simple act but perform it with abandon. Put your heart and your soul into the fire. Burn your thoughts before you think them, burn them up and take their stink in.

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

To tear down silos, leaders must go beyond behaviors and address the contextual issues at the heart of departmental separation and politics. The purpose of this book is to present a simple, powerful tool for addressing those issues and reducing the pain that silos cause. And that pain should not be underestimated. Silos—and the turf wars they enable—devastate organizations. They waste resources, kill productivity, and jeopardize the achievement of goals. But beyond all that, they exact a considerable human toll too. They cause frustration, stress, and disillusionment by forcing employees to fight bloody, unwinnable battles with people who should be their teammates. There is perhaps no greater cause of professional anxiety and exasperation—not to mention turnover—than employees having to fight with people in their own organization. Understandably and inevitably, this bleeds over into their personal lives, affecting family and friends in profound ways.

Effectiveness in terms of overall business value generated is more important than efficiency in terms of departmental cost.

The total life, the whole man and woman, must worship God. Faith, love, obedience, loyalty, conduct and life-all of these are to worship God. If there is anything in your that does not worship God, then there is not anything in you that does worship God very well. If you departmentalize your life and let certain parts worship God but other parts do not worship God, then you are not worshiping God as your should. It is a great delusion we fall into, the idea that in church or in the presence of death or in the midst of sublimity is the only setting for worship.

The patrolman had been slipping in and out of a coma for several months, yet his partner for 20 years stood by his side every single day. One day, when he came out of coma, he motioned for him to come nearer. As he sat by him, he whispered, eyes full of tears, "You know what? You have been with me all through the bad times. Every time I got brought up on departmental charges, you were there to support and cover me. The three times I got shot during those narcotics busts, you were there. When I got kicked off the force and lost my house, you were there for me. When my wife left me, you were still by my side. You know what? "What?" He gently asked, smiling as his heart began to fill with warmth. "I think you're fuckin' bad luck!!

Just inter-departmental memos,’ Mr Weasley muttered to him. ‘We used to use owls, but the mess was unbelievable … droppings all over the desks …’ As they clattered upwards again the memos flapped around the lamp swaying from the lift’s ceiling. ‘Level

So this funny incident happened a week ago. I was in a Departmental Store and I couldn't find what I was looking for and so went to the shop assistants who were two girls. Me: Is Moustache and Beard Wax available at this store? The two girls looking at me with surprise and asked: To remove your moustache and beard?

So this funny incident happened a week ago. I was in a Departmental Store and I couldn't find what I was looking for and so went to the shop assistants who were two girls. Me: Is Moustache and Beard Wax available at this store? The two girls looked at me with surprise and asked: To remove your moustache and beard?

So this funny incident happened a week ago. I was in a Departmental Store, and I couldn't find what I was looking for. So I went to the shop assistants who were two girls. Me: Is Moustache and Beard Wax available in this store? The two girls looked at me with surprise and asked: to remove your moustache and beard?

By 1933, with a departmental budget above $2,000 a year, ten times the budget of most Italian physics departments

The product launch and first customer ship dates are merely the dates when a product development team thinks the product’s first release is “finished.” It doesn’t mean the company understands its customers or how to market or sell to them, yet in almost every startup, ready or not, departmental clocks are set irrevocably to “first customer ship.” Even worse, a startup’s investors are managing their financial expectations by this date as well.

Each of your departmental heads should be better than you in his or her respective position.

Despite the classified nature of the event it’s really pretty boring: we’re here to swap departmental gossip about our mutual areas of interest and what’s been going on lately, update each other on new procedural measures and paperwork hoops we need to jump through to requisition useful information from our respective front-desk operations, and generally make nice. With only a decade to go until the omega conjunction—the period of greatest risk during NIGHTMARE GREEN, when the stars are right—everyone in Europe is busy oiling the gears and wheels of our occult defense machinery. Nobody wants their neighbors to succumb to a flux of green, gibbering brain-eaters, after all: it tends to lower real estate values.

Organizations are constructed a bit like computer programs. When a company is tightly coupled, big decisions get made by the big boss and pushed down to the departments, often creating interdependencies between the various areas of the business. If a problem occurs at the departmental level, it has to go back to the boss who oversees all of the departments. Meanwhile, in a loosely coupled company, an individual manager or employee is free to make decisions or solve problems, safe in the knowledge that the consequences will not ricochet through other departments.

Friedman’s version diverged from the general departmental approach. Rather than being a closed community, Money and Banking was open to bystanders and visiting scholars. Unlike other workshop leaders, Friedman did not allow the featured scholar to present. Instead, he led a discussion through the paper, page by page. The overall gist of the workshop was simple, according to one participant: “prove it.” In this hothouse environment student research grew into papers, and then dissertations. For Friedman, the workshop became an essential forum to test, refine, and expand his ideas about money, while forming a school of rising scholars steeped in his approach to the subject.33 Friedman saw a direct link between his research, his students, and what he called “an aberrant tradition” of Chicago monetary economics, focused on the quantity theory of money. In a 1956 volume, he celebrated the “subtle and relevant version” of quantity theory developed at Chicago in the Depression era by Simons, Mints, Knight, and Viner. This version of the quantity theory, Friedman argued, was “a flexible and sensitive tool for interpreting movements in aggregate economic activity and for developing relevant policy prescriptions.” Here, he was no doubt referring to the 1933 Chicago plan, the department’s response to the Great Depression.

But advisers come and go—general, departmental, special. I’ve dealt with the best and I’ve dealt with the worst. Offhand, I can’t say who was my favorite. Maybe Merimee. Maybe Crawford. Merimee helped me head off a suspension action. A very decent fellow. Crawford almost tricked me into graduating, which would probably have gotten him the Adviser of the Year award. A good guy, nevertheless. Just a little too creative. Where are they now?

It cannot be too clearly understood that this is NOT a free country, and it will be an evil day for the legal profession when it is. The citizens of London must realize that there is almost nothing they are allowed to do. Prima facie all actions are illegal, if not by Act of Parliament, by Order in Council; and if not by Order in Council, by Departmental or Police regulation, or By-laws. They may not eat where they like, drive where they like, sing where they like, or sleep where they like. "Is It a Free Country?

It is the architect‘s job to not only create functional, quality software for users, but also to do so while balancing the other departmental priorities, with the cost containment interests of the business‘s CEO, with the ease-of-administration interests of the operations staff, with the easeof-learning and ease-of-maintenance interests of future programming staff, and with best practices of the software architect‘s profession

Value Stream Management Do policies need to be changed to enable improved performance? Are there organization departmental reporting structures that can be changed to reduce conflicting goals or align resources? Do existing performance metrics (if any) encourage desired behaviors and discourage dysfunctional behavior? What key performance indicators (KPIs) will we use to monitor value stream performance? Who will monitor the KPIs? How frequently? Who else will results be communicated to? What visual systems can be created to aid in managing and monitoring the value stream? Are the key processes within the value stream clearly defined with their own KPIs, standardized appropriately, and measured and improved regularly?

Digital does not work well in a world of departmental divisions. People need to sit together, work together, and solve problems together.

Mr. Tompkins, of Boston, had explained at elaborate length those working principles, by the due and careful maintenance of which the Atchison, Topeka, and Santa Fé Railroad not only extended its territory, increased its departmental influence, and transported live stock without starving them to death before the day of actual delivery, but, also, had for years succeeded in deceiving those passengers who bought its tickets into the fallacious belief that the corporation aforesaid was really able to transport human life without destroying it.

The fifty-six hours of weekend that rolled out before us seemed endless. At sunrise we planned to declare ourselves the rightful inheritors of everything in the departmental refrigerator, but beyond that we had nothing scheduled. Maybe we would pick the lock to the machine shop and gawk at the huge saws, drills, and welding tools, treating it as our own personal museum. Maybe we would stage a private showing of The Seventh Seal using the projection system in the main auditorium. And maybe there was someone somewhere in the world who was happier than I was during that year, but on nights like that I certainly couldn’t imagine it.

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.

Eisenhower had run the Army; he knew all the ways decision making can go off the rails, and insisted on collective debate precisely to prevent senior officials from freelancing, or putting their departmental interests first. For all the formal machinery, Eisenhower was very literally the commander in chief, making the key decisions himself and monitoring closely how they were carried out. Even years after D-Day, when critics needled him for not being on the front lines with the invading forces, he retorted, “I planned it and took responsibility for it. Did you want me to unload a truck?

administrative authority for appropriate action on the ground that no vigilance angle is involved; or (d) to take up for detailed investigation by the departmental vigilance agency. A Complaint will be treated as disposed off either on issue of charge-sheet or final decision for closing or dropping the complaint34

Cases of unauthorized absence, over-stayal, insubordination, use of abusive language, etc. do not have any vigilance angle. There are some border line cases, such as gross or willful negligence; recklessness in decision making; blatant violations of systems and procedures; exercise of discretion in excess, where no ostensible public interest is evident; failure to keep the controlling authority/superiors informed in time – these are some of the irregularities where the disciplinary authority with the help of the CVO should carefully study the case and weigh the circumstances to come to a conclusion whether there is reasonable ground to doubt the integrity of the officer concerned.4. What are the two parts of the register for recording complaints? One part of the register is meant for registering the complaints in respect of category ‘A’ officers i.e. those in respect of whom the advice of the CVC is required. The other part pertains to Category ‘B’ officers are those in respect of whom CVC advice is not required. As far as central Government employees are concerned Category ‘A’ refers to Group ‘A’ officers. If a complaint involves both the categories of officers, it shall be entered in the higher category i.e. category ‘A’.5. How to deal with anonymous and pseudonymous complaints? Para 3.8.1 of the CVC Manual provides that as a general rule, no action is to be taken by the administrative authorities on anonymous/pseudonymous complaints received by them. It is also open to the administrative authorities to verify by enquiring from the signatory of the complaint whether it had actually been sent by him so as to ascertain whether it is pseudonymous. CVC has also laid down that if any department/organisation proposes to look into any verifiable facts alleged in such complaints, it may refer the matter to the Commission seeking its concurrence through the CVO or the head of the organisation, irrespective of the level of employees involved therein.Besides, any complaint referred to by the Commission is required to be investigated and if it emerges to be a pseudonymous, the matter must be reported to the Commission.6. What action is required in the case of false complaints? If a complaint is found to be malicious, vexatious or unfounded, departmental or criminal action as necessary should be initiated against the author of false complaints 33

What are the various ways in which a complaint can be dealt with? A complaint which is registered can be dealt with as follow: (a) file it without or after investigation; or (b) to pass it on to the CBI for investigation/appropriate action; or (c) to pass it on to the concerned administrative authority for appropriate action on the ground that no vigilance angle is involved; or (d) to take up for detailed investigation by the departmental vigilance agency. A Complaint will be treated as disposed off either on issue of charge-sheet or final decision for closing or dropping the complaint

Memos descended fairly regularly from the Commissioner’s office, and they usually concealed an agenda. “Restructuring” was a current buzzword, having replaced “efficiency” and “skills development,” terms that had been the subject of the last two reports that the Department of Sensitive Crimes had been requested to submit. Each of these reports had taken two months to write and had disappeared into the maw of the police department without any sign of ever having been read by anybody. That was almost always the case with departmental reports, Ulf thought: People wrote them and submitted them. They then sat unread on several high-level desks before they were removed for filing. So it was, he suspected, throughout bureaucracies everywhere: people filled in forms and wrote reports that were rarely scrutinised and almost never led to anything happening in the real world.

because he didn’t want it going through regular departmental vetting procedures, not until he knew where it was leading and what it might uncover. He operated this way frequently; it was always better to begin low-profile and let the thing develop slowly, undistorted by the pressures of expectation.

The reviews run for three hours, with a dozen senior executives taking their turn. Little time is spent on people’s greens. Instead, they “sell” their reds. The team votes on the most important at-risk OKRs for the company as a whole, then brainstorms together as long as it takes to get the objectives back on track. In the spirit of cross-departmental solidarity, individuals volunteer to “buy” their colleagues’ reds. As Art says, “We’re all here to help. We’re all in the same bathwater.” As far as I know, “selling your reds” is a unique use of OKRs, and one well worth emulating.

that we can improve,” Schoenfeld penitently announced. Of course, as Schoenfeld meekly hinted, Duke has been engaged in color-coded programming and funding for decades, pouring money into, to name just a few endeavors, a black student center, a black student recruiting weekend, and such bureaucratic sinecures as a vice provost for faculty diversity and faculty development and an associate vice provost for academic diversity, who, along with the faculty diversity task force and faculty diversity standing committee, ride herd over departmental hiring and monitor the progress of the ongoing Faculty Diversity Initiative, which followed upon the previous Black Faculty Strategic Initiative. But no college administration in recent history has ever said to whining students of any race or gender: “Are you joking? We’ve kowtowed to your demands long enough, now go study!” And why should the burgeoning student services bureaucracy indulge in such honesty? It depends on just such melodramatic displays of grievance for its very existence.

Taiichi Ohno blamed this batch-and-queue mode of thinking on civilization’s first farmers, who he claimed lost the one-thing-at-a-time wisdom of the hunter as they became obsessed with batches (the once-a-year harvest) and inventories (the grain depository).4 Or perhaps we’re simply born with batching thinking in our heads, along with many other “common sense” illusions—for example, that time is constant rather than relative or that space is straight rather than curved. But we all need to fight departmentalized, batch thinking because tasks can almost always be accomplished much more efficiently and accurately when the product is worked on continuously from raw material to finished good. In short, things work better when you focus on the product and its needs, rather than the organization or the equipment, so that all the activities needed to design, order, and provide a product occur in continuous flow.

the Soil Carbon Challenge measures carbon levels over ten years. Someone at a university, completing a PhD or seeking publication, has incentives to do research projects of no more than a few years. In government agencies and nonprofits, soil carbon work is geared to the “so-called carbon market.” And all organizations—this is a pet peeve of his—tend toward fragmentation, so that soil conservation and climate mitigation are seen as separate, even competing, campaigns. All this means that stories that don’t fit into a short time frame, aren’t linked to profitable ventures, and/or can’t be neatly tucked into departmental divisions may not get told.

That’s all right, pay no attention to me, just make yourself at home,” I tell the self-propelled whoopee cushion, then audit the itemized receipt with a sinking heart. Judging from the bottom line, cats fall somewhere between a new Porsche and a used Lamborghini in running costs, and I’ve got a nasty suspicion that I’m not going to be able to expense this claim. I mean, I might be able to concoct an experimental protocol that involves hosting one all-black specimen of Felis catus in the lap of luxury before sacrificing it on a summoning grid—but I suspect that would annoy Trish, and one should always avoid pissing off the departmental secretary.

The human interpretation of a disability is a primitive departmentalized view of ignorance.

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.

CIOs have to advocate for “departmental immersion” and other strategies to help IT become seamlessly integrated and be aware of the organization as a whole to achieve high-performance results.

Hi, I’m Bob Howard. I’m a computational demonologist and senior field agent working for an organization you don’t know exists. My job involves a wide range of tasks, including: writing specifications for structured cabling runs in departmental offices; diving through holes in spacetime that lead to dead worlds and fighting off the things with too many tentacles and mouths that I find there; liaising with procurement officers to draft the functional requirements for our new classified document processing architecture; exorcising haunted jet fighters; ensuring departmental compliance with service backup policy; engaging in gunfights with the inbred cannibal worshippers of undead alien gods; and sitting in committee meetings.

objectionable in it, is returned. "The manuscript is an interesting autobiography of a notable Indian, made by himself. There are a number of passages which, from the departmental point of view, are decidedly objectionable. These are found on pages 73, 74, 90, 91, and 97, and are indicated by marginal lines in red. The entire manuscript appears in a way important as showing the Indian side of a prolonged controversy, but it is believed that the document, either in whole or in part, should not

Further, ABAC enables object owners or administrators to apply access control policy without prior knowledge of the specific subject and for an unlimited number of subjects that might require access. As new subjects join the organization, rules and objects do not need to be modified. As long as the subject is assigned the attributes necessary for access to the required objects (e.g., all nurse practitioners in the cardiology department are assigned that as the value for their departmental affiliation or department attribute), no modifications to existing rules or object attributes are required. This benefit is often referred to as accommodating the external (unanticipated) user and is one of the primary benefits of employing ABAC.

Commit to Priorities Set the appropriate cadence for your OKR cycle. I recommend dual tracking, with quarterly OKRs (for shorter-term goals) and annual OKRs (keyed to longer-term strategies) deployed in parallel. To work out implementation kinks and strengthen leaders’ commitment, phase in your rollout of OKRs with upper management first. Allow the process to gain momentum before enlisting individual contributors to join in. Designate an OKR shepherd to make sure that every individual devotes the time each cycle to choosing what matters most. Commit to three to five top objectives—what you need to achieve—per cycle. Too many OKRs dilute and scatter people’s efforts. Expand your effective capacity by deciding what not to do, and discard, defer, or deemphasize accordingly. In choosing OKRs, look for objectives with the most leverage for outstanding performance. Find the raw material for top-line OKRs in the organization’s mission statement, strategic plan, or a broad theme chosen by leadership. To emphasize a departmental objective and enlist lateral support, elevate it to a company OKR.

To keep OKRs timely and relevant, have the designated shepherd ride herd over regular check-ins and progress updates. Frequent check-ins enable teams and individuals to course-correct with agility, or to fail fast. To sustain high performance, encourage weekly one-on-one OKR meetings between contributors and managers, plus monthly departmental meetings. As conditions change, feel free to revise, add, or delete OKRs as appropriate—even in mid-cycle. Goals are not written in stone. It’s counterproductive to hold stubbornly to objectives that are no longer relevant or attainable.

Anne hustled around the desk. “Wait, I’m sorry, I have to be clear here. I’m not fired for bringing him in? I mean, Soot?” “I just told you about a departmental meeting. You think I’d can you in front of the whole team?” “Well, it might be a good way to reinforce—or establish—a no-dogs policy.” Don looked over her shoulder, in Soot’s direction. “If it were a cat, it’d be different. I don’t like cats.” “So . . . I can keep bringing him? During this adjustment period.” “Do you always push the limits?” “Yes, as a matter of fact, I do.

KEY POINTS—FOCUSING ON RESULTS • The true measure of a great team is that it accomplishes the results it sets out to achieve. • To avoid distractions, team members must prioritize the results of the team over their individual or departmental needs. • To stay focused, teams must publicly clarify their desired results and keep them visible.

Bring Back Our Baskets! That was the cry heard from Quidditch players across the nation last night as it became clear that the Department of Magical Games and Sports had decided to burn the baskets used for centuries for goal-scoring in Quidditch. ‘We’re not burning them, don’t exaggerate,’ said an irritable-looking Departmental representative last night when asked to comment. ‘Baskets, as you may have noticed, come in different sizes. We have found it impossible to standardise basket size so as to make goalposts throughout Britain equal. Surely you can see it’s a matter of fairness. I mean, there’s a team up near Barnton, they’ve got these minuscule little baskets attached to the opposing team’s posts, you couldn’t get a grape in them. And up their own end they’ve got these great wicker caves swinging around. It’s not on. We’ve settled on a fixed hoop size and that’s it. Everything nice and fair.’ At this point, the Departmental representative was forced to retreat under a hail of baskets thrown by the angry demonstrators assembled in the hall. Although the ensuing riot was later blamed on goblin agitators, there can be no doubt that Quidditch fans across Britain are tonight mourning the end of the game as we know it. ‘’T won’t be t’ same wi’out baskets,’ said one apple-cheeked old wizard sadly. ‘I remember when I were a lad, we used to set fire to ’em for a laugh during t’ match. You can’t do that with goal hoops. ’Alf t’ fun’s gone.’ Daily Prophet, 12 February 1883

Positional Leaders Feed on Politics When leaders value position over the ability to influence others, the environment of the organization usually becomes very political. There is a lot of maneuvering. Positional leaders focus on control instead of contribution. They work to gain titles. They do what they can to get the largest staff and the biggest budget they can—not for the sake of the organization’s mission, but for the sake of expanding and defending their turf. And when a positional leader is able to do this, it often incites others to do the same because they worry that others’ gains will be their loss. Not only does it create a vicious cycle of gamesmanship, posturing, and maneuvering, but it also creates departmental rivalries and silos.

When you’re finished, the Accountability Chart should look like an organizational chart, with five bullets that illustrate the major roles of each function. Important note: The Accountability Chart will clarify function, role, and reporting structure, but it will not define communication structure. Your communication should flow freely across all lines and departments where necessary, creating an open and honest culture. With each position’s accountability clear and communication crossing all departments, you will avoid cross-departmental issues. The Accountability Chart should in no way create silos or divisions.

Each of your departmental heads should be better than you in his or her respective position. Of course, you will need to give them clear expectations and instill a system for effective communication and accountability. Once you have the right people in the right seats, let them run with it.

Organizations usually expand in spurts, by smashing through a series of ceilings. Reaching the natural limits of your existing resources is a by-product of growth, and a company continually needs to adjust its existing state if it hopes to expand through the next ceiling. You and your leadership team need to understand this, because you will hit the ceiling on three different levels: as an organization, departmentally, and as individuals.

The weekly leadership team Issues List. The time frame on these items is much shorter. These are all of the relevant issues for this week and quarter that must be tackled at the highest level. These issues will be resolved in your weekly leadership team meetings. You should not be solving departmental issues. These will typically be more strategic in nature. If it can be solved at a departmental level, push it down. Leadership issues include things as diverse as company Rocks being off track, a bad number in the Scorecard, key employee issues, major client difficulties, and process-and system-related problems.

The departmental Issues List. These issues are on a more local level. These include all the relevant departmental issues for the week that must be tackled during the weekly departmental meetings.

growing, like a storm on the horizon, gathering, the echo of thunder distant but present. For whatever reason, it doesn’t affect me. I am certain that there is something out there, waiting for us. We press on, into the darkness, barreling at maximum speed, the three nuclear warheads on our ship armed and ready. I feel like Ahab hunting the white whale. I am a man possessed. When I launched into space aboard the Pax, my life was empty. I didn’t know Emma. My brother was a stranger to me. I had no family, no friends. Only Oscar. Now I have something to lose. Something to live for. Something to fight for. My time in space has changed me. When I left Earth the first time, I was still the rebel scientist the world had cast out. I felt like an outsider, a renegade. Now I have become a leader. I’ve learned to read people, to try to understand them. That was my mistake before. I trudged ahead with my vision of the world, believing the world would follow me. But the truth is, true leadership requires understanding those you lead, making the best choices for them, and most of all, convincing them when they don’t realize what’s best for them. Leadership is about moments like this, when the people you’re charged with protecting have doubts, when the odds are against you. Every morning, the crew gathers on the bridge. Oscar and Emma strap in on each side of me and we sit around the table and everyone gives their departmental updates. The ship is operating at peak efficiency. So is the crew. Except for the elephant in the room. “As you know,” I begin, “we are still on course for Ceres. We have not ordered the other ships in the Spartan fleet to alter course. The fact that the survey drones have found nothing, changes nothing. Our enemy is advanced. Sufficiently advanced to alter our drones and hide itself. With that said, we should discuss the possibility that there is, in fact, nothing out there on Ceres. We need to prepare for that eventuality.” Heinrich surveys the rest of the crew before speaking. “It could be a trap.” He’s always to the point. I like that about him. “Yes,” I reply, “it could be. The entity, or harvester, or whatever is out there, could be manufacturing the solar cells elsewhere—deeper in the solar system, or from another asteroid in the belt. It could be sending the solar cells to Ceres and then toward the sun, making them look as though they were manufactured on Ceres. There could be a massive bomb or attack drones waiting for us at Ceres.” “We could split our fleet,

There are both internal and external aspects to procedural justice in policing agencies. Internal procedural justice refers to practices within an agency and the relationships officers have with their colleagues and leaders. Research on internal procedural justice tells us that officers who feel respected by their supervisors and peers are more likely to accept departmental policies, understand decisions, and comply with them voluntarily.10 It follows that officers who feel respected by their organizations are more likely to bring this respect into their interactions with the people they serve.

Major Hankey, secretary of the Committee of Imperial Defence, was brought in by Bongie, and placed in front of him on the table the large red and blue leather-bound volume known as the War Book, he opened it sceptically. On the title page it said: ‘Co-ordination of Departmental Action on the Occurrence of Strained Relations and on the Outbreak of War’. Hankey, a spare, neat figure who reminded him of his old school gym instructor, had spent years of his life devising this bureaucratic masterpiece. Remind me how it works. The Foreign Secretary formally warns the Cabinet that he can “forsee the danger of this country being involved in war in the near future” and that sets the machine in motion. Eleven government departments will then send out the warning telegram across the Empire – ports, railways, post offices, army headquarters, police stations, town halls and so forth – initiating the precautionary phase. The recipients have already been issued with instructions, so they know what to do when they receive the warning telegram. And what does this telegram say? “In the circumstance that Great Britain is at war with …, act upon instructions.” How many telegrams will be sent? …thousands. Pg93

I learned that female professors and departmental secretaries are the natural enemies of the academic world, as I was privileged to overhear discussions of my sexual orientation and probable childhood traumas from ten to ten-thirty each morning through the paper-thin walls of the break room located adjacent to my office. By these means I learned that although I was in desperate need of a girdle, I was better off than one of the other female professors, who would never lose all that baby weight by working all of the time. As hard as I worked, I just couldn’t get ahead. Showers became a biweekly ritual. My breakfast and lunch were reduced to a couple of cans of Ensure from the cases that I kept under my desk, and in desperation, I once threw one of Reba’s Milk-Bones in my purse so that I could gum it during a seminar, trying to keep peoples’ attention off of what I knew would be my growling stomach. The acne that I had never wrestled with as a teenager decided to make up for lost time with a magnificent debut, and I passed the workday biting my nails with ferocity. My brief forays into romance had convinced me that I would be relegated to love’s bargain bin; none of the single guys that I met could understand why I worked all of the time, and nobody wanted to listen to me talk about plants for hours, anyway. Everything about my life looked pretty well messed up compared with how adulthood had always been advertised to me.