Disaster Management Quotes

He managed a single laugh. "Who would have thought from the first time we met that we'd be sitting here? You couldn't have told me three months ago that I'd be this miserable over saying goodbye to a girl." My stomach sank. "I don't want you to be miserable." "Then don't go.

Procrastination is the foundation of all disasters.

Modern tyranny is terror management. When the terrorist attack comes, remember that authoritarians exploit such events in order to consolidate power. The sudden disaster that requires the end of checks and balances, the dissolution of opposition parties, the suspension of freedom of expression, the right to a fair trial, and so on, is the oldest trick in the Hitlerian book. Do not fall for it.

Shepley walked out of his bedroom pulling a T-shirt over his head. His eyebrows pushed together. “Did they just leave?” “Yeah,” I said absently, rinsing my cereal bowl and dumping Abby’s leftover oatmeal in the sink. She’d barely touched it. “Well, what the hell? Mare didn’t even say goodbye.” “You knew she was going to class. Quit being a cry baby.” Shepley pointed to his chest. “I’m the cry baby? Do you remember last night?” “Shut up.” “That’s what I thought.” He sat on the couch and slipped on his sneakers. “Did you ask Abby about her birthday?” “She didn’t say much, except that she’s not into birthdays.” “So what are we doing?” “Throwing her a party.” Shepley nodded, waiting for me to explain. “I thought we’d surprise her. Invite some of our friends over and have America take her out for a while.” Shepley put on his white ball cap, pulling it down so low over his brows I couldn’t see his eyes. “She can manage that. Anything else?” “How do you feel about a puppy?” Shepley laughed once. “It’s not my birthday, bro.” I walked around the breakfast bar and leaned my hip against the stool. “I know, but she lives in the dorms. She can’t have a puppy.” “Keep it here? Seriously? What are we going to do with a dog?” “I found a Cairn Terrier online. It’s perfect.” “A what?” “Pidge is from Kansas. It’s the same kind of dog Dorothy had in the Wizard of Oz.” Shepley’s face was blank. “The Wizard of Oz.” “What? I liked the scarecrow when I was a little kid, shut the fuck up.” “It’s going to crap every where, Travis. It’ll bark and whine and … I don’t know.” “So does America … minus the crapping.” Shepley wasn’t amused. “I’ll take it out and clean up after it. I’ll keep it in my room. You won’t even know it’s here.” “You can’t keep it from barking.” “Think about it. You gotta admit it’ll win her over.” Shepley smiled. “Is that what this is all about? You’re trying to win over Abby?” My brows pulled together. “Quit it.” His smile widened. “You can get the damn dog…” I grinned with victory. “…if you admit you have feelings for Abby.” I frowned in defeat. “C’mon, man!” “Admit it,” Shepley said, crossing his arms. What a tool. He was actually going to make me say it. I looked to the floor, and everywhere else except Shepley’s smug ass smile. I fought it for a while, but the puppy was fucking brilliant. Abby would flip out (in a good way for once), and I could keep it at the apartment. She’d want to be there every day. “I like her,” I said through my teeth. Shepley held his hand to his ear. “What? I couldn’t quite hear you.” “You’re an asshole! Did you hear that?” Shepley crossed his arms. “Say it.” “I like her, okay?” “Not good enough.” “I have feelings for her. I care about her. A lot. I can’t stand it when she’s not around. Happy?” “For now,” he said, grabbing his backpack off the floor.

Be calm when the unthinkable arrives. Modern tyranny is terror management. When the terrorist attack comes, remember that authoritarians exploit such events in order to consolidate power. The sudden disaster that requires the end of checks and balances, the dissolution of political parties, the suspension of freedom of expression, the right to a fair trial, and so on, is the oldest trick in the Hitlerian book. DO NOT FALL FOR IT.

What?" he asked. "Nothing. Your bony hands of death amuse me, that's all." "Wait until yours look the same," he said, preparing to scythe. "Wait - what?" She batted the sapphire blade out of his hands. "What do you mean? Is that why everyone around here has such creepy fingers?" "Yeah." He bent down to pick up his scythe. "I don't know why it happens, though. Probably the same weird reason our hair goes all wonky." "What?" she barked, knocking his scythe to the ground once more. "Stop that!" "What happens to our hair?" He gestured to the disaster atop his head. "You think I want to look like a drunken hedgehog all the time? It's from hanging out in the ether so much. It messes with your follicles or something. Doesn't happen to everyone, but I can assure you that Ferbus's wasn't always the color of a prison jumpsuit, Zara wasn't born Silvylocks, and Mort's been rocking the electrocution look for years. Look, yours has gotten straighter already." Lex ran a hand through her hair. It had lost some of its poofyness. There had been so many other circuses of insanity to deal with that she hadn't even noticed. It was calm, manageable, even - she shuddered to think it - sleek and shiny. "Oh my God," she said in disgust. "I'm a shampoo commercial.

The basic combination of these three things: (1) that the world around us tries to tempt us; (2) that we listen to the world around us (e.g., choice architecture); and (3) that we don’t deal very well with temptation… if you put all of those things together, you have a recipe for disaster. So

Every posting, message, or email creates an impression, a public persona, from which other people make judgments. We make judgments about others, but how often do we turn that critical analysis on ourselves?

A promising junior executive of IBM was involved in a risky venture for the company and managed to lose over $10 million in the gamble. It was a disaster. When Watson called the nervous executive into his office, the young man blurted out, 'I guess you want my resignation?' Watson said, 'You can't be serious. We've just spent $10 million educating you!

For Socrates, all virtues were forms of knowledge. To train someone to manage an account for Goldman Sachs is to educate him or her in a skill. To train them to debate stoic, existential, theological, and humanist ways of grappling with reality is to educate them in values and morals. A culture that does not grasp the vital interplay between morality and power, which mistakes management techniques for wisdom, which fails to understand that the measure of a civilization is its compassion, not its speed or ability to consume, condemns itself to death. Morality is the product of a civilization, but the elites know little of these traditions. They are products of a moral void. They lack clarity about themselves and their culture. They can fathom only their own personal troubles. They do not see their own bases or the causes of their own frustrations. They are blind to the gaping inadequacies in our economic, social, and political structure and do not grasp that these structures, which they have been taught to serve, must be radically modified or even abolished to stave off disaster. They have been rendered mute and ineffectual. “What we cannot speak about” Ludwig Wittgenstein warned “we must pass over in silence.

One of the falsest of proverbs is that you must lie on the bed that you have made. The experience of life shows that people are constantly doing things which must lead to disaster, and yet by come chance manage to evade the result of their folly.

No amount of money, power, and planning can prevent bereavement, dire illness, relationship betrayal, financial disaster, or a host of other troubles from entering your life. Human life is fatally fragile and subject to forces beyond our power to manage. Life is tragic.

The experience of life shows that people are constantly doing things which must lead to disaster, and yet by some chance manage to evade the result of their folly.

Most people do not see their words as power.

Let me insist that erudition is important to me. It signals genuine intellectual curiosity. It accompanies an open mind and the desire to probe the ideas of others. Above all, an erudite can be dissatisfied with his own knowledge, and such dissatisfaction is a wonderful shield against Platonicity, the simplifications of the five-minute manager, or the philistinism of the overspecialized scholar. Indeed, scholarship without erudition can lead to disasters.

His professional expertise—before defecting to South Korea in 2003—was managing a state-run global insurance fraud. It collected hundreds of millions of dollars from some of the world’s largest insurance companies on falsified claims for industrial accidents and natural disasters inside North Korea. And it funneled most of the money to the Dear Leader.

Your Script Here’s what to tell someone or yourself while you’re feeling hopelessly fucked-up. Dear [Me/Family Member/Fuckup I Can’t Help But Care About], I know you feel like [the royal “we”/you/our fuckup son] is on the verge of [insert mistake or potential tragic experience], and life feels like an unholy disaster. The truth is, however, that life often sucks and sometimes I can’t expect to feel other than [insert classier, more dire synonym for “shitty”], especially given issues in the past regarding [bad luck/anxiety/your many addictions and world-record unemployment]. So don’t take it personally and do take credit for whatever good things you were doing, even if they were totally ineffective at fending off this mess. Take pride in doing a good job, regardless of bad [luck/genes/associates/mental pain] and don’t stop.

Worry, at its core, is the repetitious experience of a mind attempting to generate a feeling of security about the future, failing, then trying again and again and again – as if the very effort of worrying might somehow help forestall disaster.

History was once rewritten by the victors. Now we write our own immutable histories with every email, text, and post.

Emails are viewed as an essential historical record of an organization. A record that cannot be expunged must be created with care or not created at all.

For every opinion, there is an equal and opposite opinion.

divested all my direct holdings in oil and gas companies, as did the trust that manages the Gates Foundation’s endowment. (I hadn’t had money in coal companies in several years.)

These disasters are the work of our twin natures. Clever and infantile. We’ve built a world too complicated and dangerous for our quarrelsome natures to manage.

Have you ever experienced a shattering in your own personal life? Where death, divorce, financial loss, failure, or disaster changed your world to such an extent that you weren’t sure how to rebuild again? Clearing the debris from the aftermath is a great first step. It enables you to start with a clean slate so you can rebuild exactly what you desire. Where can you begin?

Most people have reliable partners and sharing with a partner is one of the joys of life. However, basing your security on a partner or any other one individual is a recipe for disaster. When

Rather than dedicated emergency motors, the system was driven by the same electric servos that moved the manual reactor control rods, used by the operators to manage reactor power during normal operation.

And I've been thinking: if the human race manages to destroy itself, as it often seems to want to do, or if some great disaster comes, as it did for the dinosaurs, then the birds will still manage to survive. When our gardens and fields and farms and woods have turned wild, when the park at the end of Falconer Road has turned into a wilderness, when our cities are in ruins, the birds will go on flying and singing and making their nests and laying their eggs and raising their young. It could be that the birds will exist for ever and for ever until the earth itself comes to an end, no matter what might happen to the other creatures. They'll sing until the end of time. So here's my thought: If there is a God, could it be that He's chosen the birds to speak for Him. Could it be true? The voice of God speaks through the beaks of birds.

Over the years, they’ve all felt, believed, or said that I was too smart to be so … irresponsible, clueless, inept. And when you hear something often enough from enough people in enough places, you believe it. I certainly did. No matter how hard I’ve tried to dot each i and cross each t, I’ve so often managed to screw up the simple stuff with no better idea of how to prevent another disaster. Humiliated, hurt, and lonely, I felt caught in a hamster wheel, futilely running as hard as I could without actually making progress. Defending my heart again. My character again. Hopelessly explaining myself, again, until even I became sick of my voice.

If two people managed not to get stuck in hatred during their honest struggles with each other, that is, in the edges of their passion that became ragged and sharp when it cooled and set, if they could stay fluid, active, flexible, and changeable in all of their interactions and relations, and, in a word, if a mutually human and friendly consideration remained available to them, then their decision to separate cannot easily conjure disaster and terror.

A single employee, with one message, can succinctly capture the essence of a corporation the same way an iconic photograph captures a moment. Unfortunately, it is usually the negative massages that are published or used in lawsuits.

At the trial, he had admitted his culpability as a manager for what had happened simply because that was his job. “The director has primary responsibility for everything that’s happening at the plant and with the staff. So I had to.

In the immediate aftermath of the crash, a young police officer named Pat McCann, who happened to be training at the airport that day, saw a man who had managed to get the upper half of his body through his window before the lower half was incinerated inside the plane.

People act in ways to maximize their self-interest within a company, so create incentives that align employee's objectives with the organization's mission statement. Reward compliance with core values as much as profitability, especially in the face of competitive pressures.

I could see their menfolk patrolling nervously up and down toting sub-machine guns and draped in cartridge belts. They were wearing their trademark sunglasses, those gold rimmed feminine accessories which should look comic on a man but instead manage to look as sinister as the wedding dresses and blonde wigs worn by Liberia's drugged fighters. They are the modern equivalent of the wooden masks donned around night fires by warriors preparing to do battle, which turn their wearers into something utterly alien -- faceless instruments of violence capable of unspeakable acts.

Above all, an erudite can be dissatisfied with his own knowledge, and such dissatisfaction is a wonderful shield against Platonicity, the simplifications of the five-minute manager, or the philistinism of the overspecialized scholar. Indeed, scholarship without erudition can lead to disasters.

I worked in construction management and I don’t think construction workers are always honoured in the way they deserve. Barring natural disasters, a house or a 50-storey building is going to remain standing until it’s demolished, and that’s irrespective of the quality of craftsmanship. But the aesthetic qualities of good bricks will never be appreciated unless the workmanship is of the highest standard. Whether it’s writing, cooking or bricklaying, quality of workmanship will always be the determining factor as to whether or not the finished product turns out mediocre or really exceptional. The choice of brick - just like the choice of words or spices - may well have a large bearing on the aesthetics of a new build, be it a large housing estate or just an ordinary garden wall but put the trowel in the right hands and poor-quality bricks can be made to look much better than they really are.

If for whatever reason we don’t manage to stabilise the climate – a real possibility – nuclear sites will be vulnerable to severe storms, rising seas and other disasters that could turn them into radiation bombs. With climate breakdown bearing down on us, relying too much on nuclear could become a dangerous gamble.

We need to have as many baskets for our eggs as possible. Even if we don’t manage to ruin this planet ourselves, natural disasters or changes—or even changes in our star—could make it impossible to live on this planet. —Philosopher Anson MacDonald, radio interview, Butler, MO, USA, Terra, July 7, 1987 (“Anson MacDonald Day”)

The management and culture aspects of the Challenger and Columbia disasters were so eerily similar that the investigation board decreed that NASA was not functioning as “a learning organization.” In the absence of cultural cross-pressures, NASA had failed to learn, just like the subjects in Patil’s work who were placed in strongly congruent cultures.

Anything Bunny wrote was bound to be alarmingly original, since he began with such odd working materials and managed to alter them further by his befuddled scrutiny, but the John Donne paper must have been the worst of all the bad papers he ever wrote (ironic, given that it was the only thing he ever wrote that saw print. After he disappeared, a journalist asked for an excerpt from the missing young scholar's work and Marion gave him a copy of it, a laboriously edited paragraph of which eventually found its way into People magazine). Somewhere, Bunny had heard that John Donne had been acquainted with Izaak Walton, and in some dim corridor of his mind this friendship grew larger and larger, until in his mind the two men were practically interchangeable. We never understood how this fatal connection had established itself: Henry blamed it on Men of Thought and Deed, but no one knew for sure. A week or two before the paper was due, he had started showing up in my room about two or three in the morning, looking as if he had just narrowly escaped some natural disaster, his tie askew and his eyes wild and rolling. 'Hello, hello,' he would say, stepping in, running both hands through his disordered hair. 'Hope I didn't wake you, don't mind if I cut on the lights, do you, ah, here we go, yes, yes…' He would turn on the lights and then pace back and forth for a while without taking off his coat, hands clasped behind his back, shaking his head. Finally he would stop dead in his tracks and say, with a desperate look in his eye: 'Metahemeralism. Tell me about it. Everything you know. I gotta know something about metahemeralism.' 'I'm sorry. I don't know what that is.' 'I don't either,' Bunny would say brokenly. 'Got to do with art or pastoralism or something. That's how I gotta tie together John Donne and Izaak Walton, see.' He would resume pacing. 'Donne. Walton. Metahemeralism. That's the problem as I see it.' 'Bunny, I don't think "metahemeralism" is even a word.' 'Sure it is. Comes from the Latin. Has to do with irony and the pastoral. Yeah. That's it. Painting or sculpture or something, maybe.' 'Is it in the dictionary?' 'Dunno. Don't know how to spell it. I mean' – he made a picture frame with his hands – 'the poet and the fisherman. Parfait. Boon companions. Out in the open spaces. Living the good life. Metahemeralism's gotta be the glue here, see?' And so it would go, for sometimes half an hour or more, with Bunny raving about fishing, and sonnets, and heaven knew what, until in the middle of his monologue he would be struck by a brilliant thought and bluster off as suddenly as he had descended. He finished the paper four days before the deadline and ran around showing it to everyone before he turned it in. 'This is a nice paper, Bun -,' Charles said cautiously. 'Thanks, thanks.' 'But don't you think you ought to mention John Donne more often? Wasn't that your assignment?' 'Oh, Donne,' Bunny had said scoffingly. 'I don't want to drag him into this.' Henry refused to read it. 'I'm sure it's over my head, Bunny, really,' he said, glancing over the first page. 'Say, what's wrong with this type?' 'Triple-spaced it,' said Bunny proudly. 'These lines are about an inch apart.' 'Looks kind of like free verse, doesn't it?' Henry made a funny little snorting noise through his nose. 'Looks kind of like a menu,' he said. All I remember about the paper was that it ended with the sentence 'And as we leave Donne and Walton on the shores of Metahemeralism, we wave a fond farewell to those famous chums of yore.' We wondered if he would fail.

You will notice that participants in disasters typically locate the "beginning" of the disaster at a point suggesting their own control over events. A plane crash retold will not begin with the pressure system over the Central Pacific that caused the instability over the Gulf that caused the wind shear at DFW but at some manageable human intersect, with for example the "funny feeling" ignored at breakfast. An account of a 6.8 earthquake will begin not at the overlap of the tectonic plates but more comfortably, at the place in London where we ordered the Spode that shattered the morning the tectonic plates shifted. Had we just gone with the funny feeling. Had we just never ordered the Spode. We all prefer the magical explanation. (page 15)

Royal Young has accomplished a rare feat in his fresh and riveting debut: he manages to recount his fascinating youth and unconventional family with a mixture of humor, scathing honesty and tenderness. Much more than simply a book about a kid who dreams of stardom, Fame Shark is a thoughtful, hilarious and moving love letter to his family and the Lower East Side of New York City.

In early-colonial Australia, invading colonisers regularly marvelled at the local environment’s park-like aspect, counting themselves multiply blessed that ‘nature’ (including divine providence) should have come to furnish them with ready-made grazing runs. In fact, the Australian landscape’s benign aspect was the cumulative consequence of millennia of Indigenous management, in particular the use of fire to reduce undergrowth and to contain spontaneous conflagrations within local limits. Within a few years of Europeans taking over the country and discontinuing Native fire-management practices, the current cycle of massive bushfire disasters was set in train. The land that settlers seize is already value-added. There is no such thing as wilderness, only depopulation.

As soon as two people have resolved to give up their togetherness, the resulting pain with its heaviness or particularity is already so completely part of the life of each individual that the other has to sternly deny himself to become sentimental and feel pity. The beginning of the agreed-upon separation is marked precisely by this pain, and its first challenge will be that this pain already belongs separately to each of the two individuals. This pain is an essential condition of what the now solitary and most lonely individual will have to create in the future out of his reclaimed life. If two people managed not to get stuck in hatred during their honest struggles with each other, that is, in the edges of their passion that became ragged and sharp when it cooled and set, if they could stay fluid, active, flexible, and changeable in all of their interactions and relations, and, in a word, if a mutually human and friendly consideration remained available to them, then their decision to separate cannot easily conjure disaster and terror. When it is a matter of a separation, pain should already belong in its entirety to that other life from which you wish to separate. Otherwise the two individuals will continually become soft toward each other, causing helpless and unproductive suffering. In the process of a firmly agreed-upon separation, however, the pain itself constitutes an important investment in the renewal and fresh start that is to be achieved on both sides. People in your situation might have to communicate as friends. But then these two separated lives should remain without any knowledge of the other for a period and exist as far apart and as detached from the other as possible. This is necessary for each life to base itself firmly on its new requirements and circumstances. Any subsequent contact (which may then be truly new and perhaps very happy) has to remain a matter of unpredictable design and direction. If you find that you scare yourself.

The realization of the fact that I didn’t need Clint to feel this happiness made me laugh. At first it came out in a soft giggle, followed by an honest deep belt of laughter. I would be okay. Simple as that, everything would be fine. Like the natural order of the elements, in their perfection and imperfections, like this sea in its ability to provide beauty and warmth and just as quickly create a natural disaster. Storms pass, winds die down, and rain stops falling eventually. I would be all right. Proud that I didn’t need to be the account manager at Donnely Kramer, proud that I didn’t need hair flowing down my back. All I needed was what I had, me. I was grateful for me. I had no right to depend on Clint to make me feel this way. Something so powerful weighing on one man’s shoulders. As

I am extremely concerned that the ability of our nation to prepare for and respond to disasters has been sharply eroded. I hear from emergency managers, local and state leaders, and first responders nearly every day that the FEMA they knew and worked well with has now disappeared. In fact one state emergency manager told me, “It is like a stake has been driven into the heart of emergency management.”827

Because radium can be mixed with other elements to make them glow in the dark, clock makers used it to create fluorescent numbers on watch faces and hired young women to perform the delicate task of painting them. In the watch factories of New Jersey, Connecticut, and Illinois, the Radium Girls were trained to lick the tips of their brushes into a fine point before dipping them into pots of radium paint. When the jaws and skeletons of the first girls began to rot and disintegrate, their employers suggested they were suffering from syphilis. A successful lawsuit revealed that their managers had understood the risks of working with radium and get done everything they could to conceal the truth from their employees. It was the first time the public learned the hazards of ingesting radioactive material. The

Let me leave you with this thought, written by my father before he died. If you incorporate it into your system of values, it will serve as a worthy guide to the management of your sexual energy: Strong desire is like a river. As long as it flows within the banks of God’s will—be the current strong or weak—all is well. But when it overruns those boundaries and seeks its own channels, then disaster lurks in the rampage below.

Together the five orbiters Columbia, Challenger, Discovery, Atlantis, and Endeavour have flown a total of 133 successful missions, an unequaled accomplishment of engineering, management, and political savvy. But it's the two disasters that people remember, that most shape the shuttle's story. The lovely dream of spaceflight I grew up with is marred by the images of Challenger and Columbia breaking apart in the sky, the lost astronauts smiling on hopefully in their portraits, oblivious. Some people took the disasters to mean the entire space program had been a lie, that the dream itself was tainted with our fallibility. But even as a child, I knew it was more complex than that. If we want to see people take risks, we have to be prepared to sometimes see them fail. The story of American spaceflight is a story with many endings, a story of how we have weighed our achievements against our failures.

That was where I went wrong,” the madman yelled, “I actually said that I preferred scallops and he said it was because I hadn’t had real lobster like they did where his ancestors came from, which was here, and he’d prove it. He said it was no problem, he said the lobster here was worth a whole journey, let alone the small diversion it would take to get here, and he swore he could handle the ship in the atmosphere, but it was madness, madness!” he screamed, and paused with his eyes rolling, as if the word had rung some kind of bell in his mind. “The ship went right out of control! I couldn’t believe what we were doing and just to prove a point about lobster which is really so overrated as a food, I’m sorry to go on about lobsters so much, I’ll try and stop in a minute, but they’ve been on my mind so much for the months I’ve been in this tank, can you imagine what it’s like to be stuck in a ship with the same guys for months eating junk food when all one guy will talk about is lobster and then spend six months floating by yourself in a tank thinking about it. I promise I will try and shut up about the lobsters, I really will. Lobsters, lobsters, lobsters—enough! I think I’m the only survivor. I’m the only one who managed to get to an emergency tank before we went down. I sent out the Mayday and then we hit. It’s a disaster, isn’t it? A total disaster, and all because the guy liked lobsters.

Similarly, if you’re looking to make a thoughtful investment in a well-managed fund, you might start by asking, “How can I invest blindly in a lousy fund that’s a disaster waiting to happen?” That question would lead you to list all of the pitfalls that investors routinely overlook—for example, outrageous fees, dangerous exposure to the most popular and priciest sectors of the market, and a recent streak of head-spinning returns that will almost surely prove unsustainable

Although a single source of risk may create large losses, it is not generally enough to result in an actual disaster. For such an event to occur, several types of risks usually need to interact. Most importantly, the lack of appropriate controls appears to be a determining contributor. Although inadequate controls do not trigger the actual financial loss, they allow the organization to take more risk than necessary and also provide enough time for extreme losses to accumulate.

The good news is that for hundreds of years humankind has enjoyed a growing economy without falling prey to ecological meltdown. Many other species have perished in the process, and humans too have faced a number of economic crises and ecological disasters, but so far we have always managed to pull through. Yet future success is not guaranteed by any law of nature. Who knows if science will always be able to simultaneously save the economy from freezing and the ecology from boiling.

Most decisions, and nearly all human interaction, can be incorporated into a contingencies model. For example, a President may start a war, a man may sell his business, or divorce his wife. Such an action will produce a reaction; the number of reactions is infinite but the number of probable reactions is manageably small. Before making a decision, an individual can predict various reactions, and he can assess his original, or primary-mode, decision more effectively. But there is also a category which cannot be analyzed by contingencies. This category involves events and situations which are absolutely unpredictable, not merely disasters of all sorts, but those also including rare moments of discovery and insight, such as those which produced the laser, or penicillin. Because these moments are unpredictable, they cannot be planned for in any logical manner. The mathematics are wholly unsatisfactory. We may only take comfort in the fact that such situations, for ill or for good, are exceedingly rare.

Ionizing radiation takes three principal forms: alpha particles, beta particles, and gamma rays. Alpha particles are relatively large, heavy, and slow moving and cannot penetrate the skin; even a sheet of paper could block their path. But if they do manage to find their way inside the body by other means—if swallowed or inhaled—alpha particles can cause massive chromosomal damage and death. Radon 222, which gathers as a gas in unventilated basements, releases alpha particles into the lungs, where it causes cancer. Polonium 210, a powerful alpha emitter, is one of the carcinogens in cigarette smoke. It was also the poison slipped into the cup of tea that killed former FSB agent Alexander Litvinenko in London in 2006. Beta particles are smaller and faster moving than alpha particles and can penetrate more deeply into living tissue, causing visible burns on the skin and lasting genetic damage. A piece of paper won’t provide protection from beta particles, but aluminum foil—or separation by sufficient distance—will. Beyond a range of ten feet, beta particles can cause little damage, but they prove dangerous if ingested in any way. Mistaken by the body for essential elements, beta-emitting radioisotopes can become fatally concentrated in specific organs: strontium 90, a member of the same chemical family as calcium, is retained in the bones; ruthenium is absorbed by the intestine; iodine 131 lodges particularly in the thyroid of children, where it can cause cancer. Gamma rays—high-frequency electromagnetic waves traveling at the speed of light—are the most energetic of all. They can traverse large distances, penetrate anything short of thick pieces of concrete or lead, and destroy electronics. Gamma rays pass straight through a human being without slowing down, smashing through cells like a fusillade of microscopic bullets. Severe exposure to all ionizing radiation results in acute radiation syndrome (ARS), in which the fabric of the human body is unpicked, rearranged, and destroyed at the most minute levels. Symptoms include nausea, vomiting, hemorrhaging, and hair loss, followed by a collapse of the immune system, exhaustion of bone marrow, disintegration of internal organs, and, finally, death.

The voyage had proved a human and financial disaster. Of the 198 men who rounded the Cape, only 25 returned alive. Worse still, two of the three ships had been lost and the one that did manage to limp into port was carrying not spices but scurvy. Lancaster had proved--if proof was needed--that the spice trade involved risks that London's merchants could ill afford. It was not until they learned that the Dutch had entered the spice race, and achieved a remarkable success, that they would consider financing a new expedition to the islands of the East Indies.

In airplane crashes and chemical industry accidents, in the infrequent but serious nuclear plant accidents, in the NASA Challenger and Columbia disasters, and in the British Petroleum gulf spill, a common finding is that lower-ranking employees had information that would have prevented or lessened the consequences of the accident, but either it was not passed up to higher levels, or it was ignored, or it was overridden. When I talk to senior managers, they always assure me that they are open, that they want to hear from their subordinates, and that they take the information seriously. However, when I talk to the subordinates in those same organizations, they tell me either they do not feel safe bringing bad news to their bosses or they’ve tried but never got any response or even acknowledgment, so they concluded that their input wasn’t welcome and gave up. Shockingly often, they settled for risky alternatives rather than upset their bosses with potentially bad news. When I look at what goes on in hospitals, in operating rooms, and in the health care system generally, I find the same problems of communication exist and that patients frequently pay the price. Nurses and technicians do not feel safe bringing negative information to doctors or correcting a doctor who is about to make a mistake. Doctors will argue that if the others were “professionals” they would speak up, but in many a hospital the nurses will tell you that doctors feel free to yell at nurses in a punishing way, which creates a climate where nurses will certainly not speak up. Doctors engage patients in one-way conversations in which they ask only enough questions to make a diagnosis and sometimes make misdiagnoses because they don’t ask enough questions before they begin to tell patients what they should do.

Life, any life, is very short. But if you’ve managed to be happy for at least an instant, it will have been worth living.” “An instant! How short is that?” “Very short. It’s enough to be happy for as long as it takes a match to be lit and go out.” Dita is silent as she weighs up how many matches have been lit and gone out in her life—and there have been lots. Many brief moments in which a flame has shone, even in the midst of the deepest darkness. Some of those moments have occurred when, in the middle of some huge disaster, she has opened a book and buried herself in it. Her small library is a box of matches.

Self-confidence isn’t - as we might first imagine - the conviction that we’re bound to succeed at everything we try. The belief that we can’t fail is an irrational delusion bound eventually to lead to disaster. Genuine confidence is precisely the opposite: the inner sureness that we’ll be OK even if we do fail quite a few times and that our sense of self-worth can remain more or less intact, even if we don’t exactly pull off what we’re aiming at. To the confident person, the stakes are manageable - which leaves them free to have a go at all the many interesting things in the world where success cannot be guaranteed.

With his reputation in tatters, his health ravaged by radiation absorbed at Chernobyl, his disillusionment with his country’s unwillingness to focus more on safety, and feeling the weight of so many dead on his shoulders, Valerii Legasov hanged himself on the disaster’s second anniversary - a day after his proposal for a reformed Soviet scientific community was rejected. During the hours preceding his death, he dictated his memoirs in the form of a lengthy voice recording, in which he concluded that the accident was the, “apotheosis of all that was wrong in the management of the national economy and had been so for many decades.”259

There was no escape: The entire Elliott 503 Mark II software project had to be abandoned, and with it, over thirty man-years of programming effort, equivalent to nearly one man’s active working life, and I was responsible, both as designer and as manager, for wasting it. ... How did we recover from the catastrophe? First, we classified our 503 customers into groups, according to the nature and size of the hardware configurations which they had bought ... We assigned to each group of customers a small team of programmers and told the team leader to visit the customers to find out what they wanted; to select the easiest request to fulfill, and to make plans (but no promises) to implement it. In no case would we consider a request for a feature that would take more than three months to implement and deliver. The project leader would then have to convince me that the customers’ request was reasonable, that the design of the new feature was appropriate, and that the plans and schedules for implementation were realistic. Above all, I did not allow anything to be done which I did not myself understand. It worked! The software requested began to be delivered on the promised dates. With an increase in our confidence and that of our customers, we were able to undertake fulfilling slightly more ambitious requests. Within a year we had recovered from the disaster. Within two years, we even had some moderately satisfied customers.

One way to get a life and keep it is to put energy into being an S&M (success and money) queen. I first heard this term in Karen Salmansohn’s fabulous book The 30-Day Plan to Whip Your Career Into Submission. Here’s how to do it: be a star at work. I don’t care if you flip burgers at McDonald’s or run a Fortune 500 company. Do everything with totality and excellence. Show up on time, all the time. Do what you say you will do. Contribute ideas. Take care of the people around you. Solve problems. Be an agent for change. Invest in being the best in your industry or the best in the world! If you’ve been thinking about changing professions, that’s even more reason to be a star at your current job. Operating with excellence now will get you back up to speed mentally and energetically so you can hit the ground running in your new position. It will also create good karma. When and if you finally do leave, your current employers will be happy to support you with a great reference and often leave an open door for additional work in the future. If you’re an entrepreneur, look at ways to enhance your business. Is there a new product or service you’ve wanted to offer? How can you create raving fans by making your customer service sparkle? How can you reach more people with your product or service? Can you impact thousands or even millions more? Let’s not forget the M in S&M. Getting a life and keeping it includes having strong financial health as well. This area is crucial because many women delay taking charge of their financial lives as they believe (or have been culturally conditioned to believe) that a man will come along and take care of it for them. This is a setup for disaster. You are an intelligent and capable woman. If you want to fully unleash your irresistibility, invest in your financial health now and don’t stop once you get involved in a relationship. If money management is a challenge for you, I highly recommend my favorite financial coach: David Bach. He is the bestselling author of many books, including The Automatic Millionaire, Smart Women Finish Rich, and Smart Couples Finish Rich. His advice is clear-cut and straightforward, and, most important, it works.

The eight-man expedition was pinned down in a ferocious blizzard high on K2, waiting to make an assault on the summit, when a team member named Art Gilkey developed thrombophlebitis, a life-threatening altitude-induced blood clot. Realising that they would have to get Gilkey down immediately to have any hope of saving him, Schoening and the others started lowering him down the mountain's steep Abruzzi Ridge as the storm raged. At 25,000 feet, a climber named George Bell slipped and pulled four others off with him. Reflexively wrapping the rope around his shoulders and ice ax, Schoening somehow managed to single-handedly hold on to Gilkey and simultaneously arrest the slide of the five falling climbers without being pulled off the mountain himself. One of the more incredible feats in the annals of mountaineering, it was known forever after simply as The Belay.

As for why those three men were chosen, it just so happened that the firemen drained the basement as Ananenko and his two colleagues came on shift. Baranov was the most senior shift manager, so it was he who decided that Ananenko and Bezpalov should turn the valves, and he would accompany them as their observer/rescuer. The men entered the basement in wetsuits, radioactive water up to their knees in places, in a corridor stuffed with myriad pipes and valves. Each man carried two dosimeters: one strapped to the chest, the other near the ankle. When they entered the main basement corridor, Baranov remained near the entrance while Ananenko followed the pipe he believed to be for the pool. He was correct. His fears that he would not find the correct valve in a darkened maze of concrete and metal proved unfounded, so too was his concern that the valves would be jammed. The water drained away and the men returned to the light.

Story time. In September of 1869, there was a terrible fire at the Avondale coal mine near Plymouth, Pennsylvania. Over 100 coal miners lost their lives. Horrific conditions and safety standards were blamed for the disaster. It wasn’t the first accident. Hundreds of miners died in these mines every year. And those that didn’t, lived in squalor. Children as young as eight worked day in and out. They broke their bodies and gave their lives for nothing but scraps. That day of the fire, as thousands of workers and family members gathered outside the mine to watch the bodies of their friends and loved ones brought to the surface, a man named John Siney stood atop one of the carts and shouted to the crowd: Men, if you must die with your boots on, die for your families, your homes, your country, but do not longer consent to die, like rats in a trap, for those who have no more interest in you than in the pick you dig with. That day, thousands of coal miners came together to unionize. That organization, the Workingmen’s Benevolent Association, managed to fight, for a few years at least, to raise safety standards for the mines by calling strikes and attempting to force safety legislation. ... Until 1875, when the union was obliterated by the mine owners. Why was the union broken so easily? Because they were out in the open. They were playing by the rules. How can you win a deliberately unfair game when the rules are written by your opponent? The answer is you can’t. You will never win. Not as long as you follow their arbitrary guidelines. This is a new lesson to me. She’s been teaching me so many things, about who I am. About what I am. What I really am. About what must be done. Anyway, during this same time, it is alleged a separate, more militant group of individuals had formed in secret. The Molly Maguires. Named after a widow in Ireland who fought against predatory landlords, the coal workers of Pennsylvania became something a little more proactive, supposedly assassinating over two dozen coal mine supervisors and managers. ... Until Pinkerton agents, hired by the same mine owners, infiltrated the group and discovered their identities. Several of the alleged Mollies ended up publicly hanged. Others disappeared. You get the picture. So, that’s another type of secret society. The yeah-we’re-terrorists-but-we-strongly-feel-we’re-justified-and-fuck-you-if-you-don’t-agree society. So, what’s the moral of this little history lesson? This sort of thing happens all day, every day across the universe. It happens in Big Ways, and it happens in little ways, too. The strong stomp on the weak. The weak fight back, usually within the boundaries of the rat trap they find themselves confined. They almost always remain firmly stomped. But sometimes, the weak gather in secret. They make plans. They work outside the system to effect change. Like the Mollies, they usually end up just as stomped as everyone else. But that’s just life. At least they fucking tried. They died with their boots on, as much as I hate that expression. They died with their boots on for their people, their family, not for some rich, nameless organization that gives no shits whether they live or die. Or go extinct. Or are trapped for a millennia after they’re done being used. In my opinion, that’s the only type of society that’s worth joining, worth fighting for. Sure, you’re probably gonna die. But if you find yourself in such a position where such an organization is necessary, what do you have to lose? How can you look at yourself if you don’t do everything you can? And that brings us to the door you’re standing in front of right now. What does all this have to do with what you’re going to find on the other side? Nothing!

I was delighted to hear that a number of people returned to see Orphée (as much as five or six times), to the amazement of the managements. This is significant, for the cinema is usually regarded as a place where one drops in for a little entertainment as one would for a glass of beer. This is why film societies, those Courts of Appeal, have so important a part to play, and why they deserve all the support we can give them. This is why I accepted nomination as President of the fédération des Cinéclubs. But, alas, even film societies are sometimes unable to retrieve old films, which the industrial squall sweeps away in order to clear a space for new ones. We had imagined that great actresses like Greta Garbo would be granted the privilege which was denied to a Rachel or a Sarah Bernhardt. But we were wrong. Today it is impossible to show Garbo in The lady of the Camelias for instance, to the young people who could not see the film when it came out, for all the copies have been meticulously destroyed. The lady of the Camelias is to be remade with new stars and new methods, using all the latest technical inventions, colour, three dimensions, and what not. It is a real disaster. Mrs B., the head of the new York Film Library, finds herself confronted with the same difficulties as Langlois of the Cinémathèque française whenever she endeavours to save a film from oblivion. She finds that she cannot obtain a single copy. Chaplin alone escapes that terrible destruction, because he is his own firm and consequently would not fall victim to the perpetual clearing. It is none the less true that fabulous sums are demanded for the showing of any one of his films, and if his very early films are still available it is because the present destructive legislation had not come into force when they were made. This is why René Clair demands the passing of a law of copyright deposit.

We visit the Launch Control building, where on one wall of the seventies-style lobby are hung the mission patches of every human spaceflight that has ever been launched from here, 149 to date. Beneath each mission patch is a small plaque showing the launch and landing dates. Two of them—Challenger’s STS-51L and Columbia’s STS-107—are missing landing dates, because both of these missions ended in disasters that destroyed the orbiters and killed their crews. The blank spaces on the wall where those landing dates should have been are discolored from the touch of people’s hands. This would be unremarkable if this place were a tourist attraction, or regularly open to the public. But with the rare exception of Family Days, this building is open only to people who work here. In other words, it’s launch controllers, managers, and engineers who have been touching these empty spaces with their hands, on their way to and from doing their jobs. After

To make matters worse, Unit 4 was at the end of a fuel cycle. One of the features of the RBMK design is ‘online refuelling’, which is the ability to swap out spent fuel while the reactor is at power. Because fuel burn-up is not even throughout the core, it was not uncommon for the reactor to contain both new and old fuel, which was usually replaced every two years. On April 26th, around 75% of the fuel was nearing the end of its cycle.95 This old fuel had, by now, been given time to accumulate hot and highly radioactive fission products, meaning any interruption in the flow of cooling water could quickly damage the older fuel channels and generate heat faster than the reactor was designed to cope with. Unit 4 was scheduled for a lengthy shutdown and annual maintenance period upon conclusion of the test, during which all of the old fuel would be replaced. It would have been far more sensible to conduct the test with fresh fuel, but management decided to push ahead anyway.

First, banish the lawyers from the land. Currently the SEC, like most Washington agencies, is dominated by lawyers. In 2009 all five SEC Commissioners were lawyers. Now, I have nothing against lawyers. I’m sure they are good to their children, and many of them contribute to charities. But putting them in charge of supervising our capital markets has been an unmitigated disaster. It would be like putting a political appointee in charge of the Federal Emergency Management Agency and expecting him to handle a flood. Very few SEC lawyers understand the complex financial instruments of the twenty-first century, and almost none have ever sat on a trading desk or worked in the industry other than doing legal work. A primary reason the SEC has reached this point is that historically the SEC Commissioners have been lawyers who may know where to find the best power lunches in Washington, D.C., but don’t have a clue as to how the financial industry actually operates on a day-to-day basis.

With the lessons learned from the Mike SSN disaster in the North Sea off Norway, the Typhoon’s captain decided to remain where he was to await rescue. Mack knew the Russian captain had lost his cool; he was now in the South China Sea, where no Russian ships could come to his rescue. What’s more, Cheyenne had finally picked up the last Akula, whose captain had elected to pull off to be able to fight another day and which had managed to distance itself from the fray. Cheyenne was there as the Typhoon reached the surface. The Russian submarine had been severely damaged, but Mack ordered four more torpedoes into the defenseless Typhoon. There was seldom mercy in wartime, and Cheyenne’s and Mack’s orders were clear. If he had allowed the Typhoon to survive, its crew would have cut the missile hatches open with blow torches and completed their launch against Taiwan. The result of the additional four torpedoes exploding beneath the Typhoon caused major seawater system flooding. The ensuing scene was similar to the devastation experienced by the Yankee class SSBN southeast of the Bermudas years before. Only this time there was no capability to protect and remove the crew. Life rafts were put over the side, only to be attacked by the South China Sea shark population, so the crew watched helplessly from the huge, flat missile-tube deck. The oversized submarine started settling slowly deeper, the water level rising to within meters of the missile- tube deck, with the crew topside. The captain—the admiral-to-be-had already sent a message to his North Fleet Headquarters concerning the impending demise of his capital ship and the lack of help from his Akula escorts by name, two of which had been sunk. He had not been given any means to communicate with the Chinese, so he resorted to calling home. After that he went topside to be with his men, sat down, and held hands in a circle as their submarine slid beneath the surface of the sea, sailors to the end, for eternity.

It wasn’t until years later that I understood that a management failure doomed Challenger as much as the O-ring failure. Engineers working on the solid rocket boosters had raised concerns multiple times about the performance of the O-rings in cold weather. In a teleconference the night before Challenger’s launch, they had desperately tried to talk NASA managers into delaying the mission until the weather got warmer. Those engineers’ recommendations were not only ignored, they were left out of reports sent to the higher-level managers who made the final decision about whether or not to launch. They knew nothing about the O-ring problems or the engineers’ warnings, and neither did the astronauts who were risking their lives. The presidential commission that investigated the disaster recommended fixes to the solid rocket boosters, but more important, they recommended broad changes to the decision-making process at NASA, recommendations that changed the culture at NASA—at least for a while.

In 1996 the disasters on the mountain had robbed Neil of the chance to go above camp four. Two years on he was here again--only this time the summit was within his reach. He felt strong and waited anxiously for Mick to arrive. They would need to be together to manage the last ridge and the Hillary Step. Something told Neil that things were not going right. As the precious minutes slipped by, as he waited for Mick and the others to reach him, he sensed that the dream that had eluded him once was going to do so again. Somewhere along the way, there had been a misunderstanding between the climbers over who had what rope. It happens at high altitude. It is a simple mistake. But mistakes have consequences. Suddenly, here, at four hundred feet beneath the summit of Mount Everest, it dawned on them all that they had run out of rope. They would have no choice now but to retreat. Continuing was not even an option. Neil stared through his goggles at the summit: so close, yet so very far. All he felt was emptiness. He turned and never looked back.

Many potential readers will skip the shopping cart or cash-out clerk because they have seen so many disasters reported in the news that they’ve acquired a panic mentality when they think of them. “Disasters scare me to death!” they cry. “I don’t want to read about them!” But really, how can a picture hurt you? Better that each serve as a Hallmark card that greets your fitful fevers with reason and uncurtains your valor. Then, so gospeled, you may see that defeating a disaster is as innocently easy as deciding to go out to dinner. Remove the dread that bars your doors of perception, and you will enjoy a banquet of treats that will make the difference between suffering and safety. You will enter a brave new world that will erase your panic, and release you from the grip of terror, and relieve you of the deadening effects of indifference —and you will find that switch of initiative that will energize your intelligence, empower your imagination, and rouse your sense of vigilance in ways that will tilt the odds of danger from being forever against you to being always in your favor. Indeed, just thinking about a disaster is one of the best things you can do —because it allows you to imagine how you would respond in a way that is free of pain and destruction. Another reason why disasters seem so scary is that many victims tend to see them as a whole rather than divide them into much smaller and more manageable problems. A disaster can seem overwhelming when confronted with everything at once —but if you dice it into its tiny parts and knock them off one at a time, the whole thing can seem as easy as eating a lavish dinner one bite at a time. In a disaster you must also plan for disruption as well as destruction. Death and damage may make the news, but in almost every disaster far more lives are disrupted than destroyed. Wit­ness the tornado that struck Joplin, Missouri, in May 2011 and killed 158 people. The path of death and destruction was less than a mile wide and only 22 miles long —but within thirty miles 160,000 citizens whose property didn’t suffer a dime of damage were profoundly disrupted by the carnage, loss of power and water, suspension of civic services, and inability to buy food, gas, and other necessities. You may rightfully believe your chances of dying in a disaster in your lifetime may be nearly nil, but the chances of your life being disrupted by a disaster in the next decade is nearly a sure thing. Not only should you prepare for disasters, you should learn to premeditate them. Prepare concerns the body; premeditate concerns the mind. Everywhere you go, think what could happen and how you might/could/would/should respond. Use your imagination. Fill your brain with these visualizations —run mind-movies in your head —develop a repertoire —until when you walk into a building/room/situation you’ll automatically know what to do. If a disaster does ambush you —sure you’re apt to panic, but in seconds your memory will load the proper video into your mobile disk drive and you’ll feel like you’re watching a scary movie for the second time and you’ll know what to expect and how to react. That’s why this book is important: its manner of vivifying disasters kickstarts and streamlines your acquiring these premeditations, which lays the foundation for satisfying your needs when a disaster catches you by surprise.

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

The quality of the people involved in the company was just as critical. I use the word quality to encompass two quite different characteristics. One of these is business ability. Business ability can be further broken down into two very different types of skills. One of these is handling the day-to-day tasks of business with above-average efficiency. In the day-to-day tasks, I include a hundred and one matters, varying all the way from constantly seeking and finding better ways to produce more efficiently to watching receivables with sufficient closeness. In other words, operating skill implies above-average handling of the many things that have to do with the near-term operation of the business. However, in the business world, top-notch managerial ability also calls for another skill that is quite different. This is the ability to look ahead and make long-range plans that will produce significant future growth for the business without at the same time running financial risks that may invite disaster. Many companies contain managements that are very good at one or the other of these skills. However, for real success, both are necessary.

A year after Calder Hall opened, in October 1957, technicians at the neighboring Windscale breeder reactor faced an almost impossible deadline to produce the tritium needed to detonate a British hydrogen bomb. Hopelessly understaffed, and working with an incompletely understood technology, they operated in emergency conditions and cut corners on safety. On October 9 the two thousand tons of graphite in Windscale Pile Number One caught fire. It burned for two days, releasing radiation across the United Kingdom and Europe and contaminating local dairy farms with high levels of iodine 131. As a last resort, the plant manager ordered water poured onto the pile, not knowing whether it would douse the blaze or cause an explosion that would render large parts of Great Britain uninhabitable. A board of inquiry completed a full report soon afterward, but, on the eve of publication, the British prime minister ordered all but two or three existing copies recalled and had the metal type prepared to print it broken up. He then released his own bowdlerized version to the public, edited to place the blame for the fire on the plant operators. The British government would not fully acknowledge the scale of the accident for another thirty years.

Paul makes a salvation-historical argument here, for those who are led by the Spirit do not belong to the old era of redemptive history when the law reigned.27 To be “under law,” as was noted previously (see also 3:23; 4:21), is to be “under a curse” (3:10), “under sin” (3:22), “under the custodian” (3:25), “under guardians and managers” (4:2), “enslaved under the elements of the world” (4:3), and in need of redemption (4:4–5). If one is “under law,” then one is not “under grace” (Rom 6:14–15). Paul’s argument here is illuminating and fits with what he says in Romans 6 as well. Those who are directed by the Spirit are no longer under the law, and therefore they no longer live in the old era of redemptive history under the reign of sin. Freedom from law does not, according to Paul, mean freedom to sin; it means freedom from sin. Conversely, those who are under the law live under the dominion of the sin. Hence, for the Galatians to subjugate themselves to the message of the Judaizers would be a disaster, for it would open the floodgates for the power of sin to be unleashed in the Galatian community. The answer to the dominion of sin is the cross of Christ and the gift of the Spirit. If the Galatians follow the Spirit, they will not live under the tyranny of sin and the law.

If anything, the LAPD had long and famously been guilty of overreaction, as they had shown, for example, during the infamous 1988 raid on two small, adjacent apartment buildings on South Central’s Dalton Avenue. There, eighty LAPD officers had stormed the buildings looking for drugs on a bullshit tip. After handcuffing the terrorized residents—including small children and their grandparents—they then spent the next several hours tearing all the toilets from the floors; smashing in walls, stairwells, bedroom sets, and televisions with sledgehammers; slashing open furniture; and then sending it all crashing through windows into the front yard and arresting anyone who happened by to watch. As they were leaving, the officers spray-painted a large board located down the street with some graffiti. “LAPD Rules,” read one message; “Rolling 30s Die” read another. So completely uninhabitable were the apartments rendered that the Red Cross had to provide the occupants with temporary shelter, as if some kind of natural disaster had occurred. No gang members lived there, no charges were ever filed. In the end, the city paid $3.8 million to the victims of the destruction. A report later written by LAPD assistant chief Robert Vernon called it “a poorly planned and executed field operation [that] involved . . . an improperly focused and supervised aggressive attitude of police officers, supervisors and managers toward being ‘at war’ with gang members.” The

#1. No Escape and feature keys Today’s Apple Event confirmed many of the rumors surrounding the lengthy-awaited refresh of the Macbook Pro line. The Escape and Function keys at the laptops had been deserted in choose of a hint bar that changed relying at the software that is getting used. The last the Macbook Pro got a chief update was a shocking 4 years in the past and many guides are celebrating the brand new design. However, the lack of bodily Escape and Function keys is a disaster for one major set of Apple’s customers — Developers. Let’s test numbers: There are ~ 19 million developers inside the global. And Apple has managed to promote ~19 million Macs over the past four quarters. What a twist of fate! Yes, builders are drawn toward Apple products mainly for software program reasons: the Unix-like running gadget and the proprietary development atmosphere. But builders want to have a useful keyboard to make use of that software and now they don’t. Why Tim Cook, why? This isn’t to say that the contact bar is an inherently awful concept. You should locate it on pinnacle of the Esc and feature keys as opposed to doing away with them completely! Something like this: #2 Power. Almost no improvement for RAM and a processor The 2016 MacBook Pro ships with RAM and processor specifications that are nearly equal to the 2010 model. Deja vu? RAM: At least it appears like that, because the MacBook Pro has had alternatives of as much as 16 GB of RAM in view that 2010. The best difference now's that you pay for the update. Processors: The MacBook Pro had options with 2.4 gigahertz twin-middle processors again in 2010. Anything new in 2016? Not absolutely, well… nope.

This was the first time that Buck had failed, in itself a sufficient reason to drive Hal into a rage. He exchanged the whip for the customary club. Buck refused to move under the rain of heavier blows which now fell upon him. Like his mates, he was barely able to get up, but, unlike them, he had made up his mind not to get up. He had a vague feeling of impending doom. This had been strong upon him when he pulled into the bank, and it had not departed from him. What of the thin and rotten ice he had felt under his feet all day, it seemed that he sensed disaster close at hand, out there ahead on the ice where his master was trying to drive him. He refused to stir. So greatly had he suffered, and so far gone was he, that the blows did not hurt much. And as they continued to fall upon him, the spark of life within flickered and went down. It was nearly out. He felt strangely numb. As though from a great distance, he was aware that he was being beaten. The last sensations of pain left him. He no longer felt anything, though very faintly he could hear the impact of the club upon his body. But it was no longer his body, it seemed so far away. And then, suddenly, without warning, uttering a cry that was inarticulate and more like the cry of an animal, John Thornton sprang upon the man who wielded the club. Hal was hurled backward, as though struck by a falling tree. Mercedes screamed. Charles looked on wistfully, wiped his watery eyes, but did not get up because of his stiffness. John Thornton stood over Buck, struggling to control himself, too convulsed with rage to speak. "If you strike that dog again, I'll kill you," he at last managed to say in a choking voice. p63

If you want to make money at some point, remember this, because this is one of the reasons startups win. Big companies want to decrease the standard deviation of design outcomes because they want to avoid disasters. But when you damp oscillations, you lose the high points as well as the low. This is not a problem for big companies, because they don't win by making great products. Big companies win by sucking less than other big companies.” - “The place to fight design wars is in new markets, where no one has yet managed to establish any fortifications. That's where you can win big by taking the bold approach to design, and having the same people both design and implement the product. Microsoft themselves did this at the start. So did Apple. And Hewlett- Packard. I suspect almost every successful startup has.” - “Great software, likewise, requires a fanatical devotion to beauty. If you look inside good software, you find that parts no one is ever supposed to see are beautiful too.” - “The right way to collaborate, I think, is to divide projects into sharply defined modules, each with a definite owner, and with interfaces between them that are as carefully designed and, if possible, as articulated as programming languages. Like painting, most software is intended for a human audience. And so hackers, like painters, must have empathy to do really great work. You have to be able to see things from the user's point of view.” - “It turns out that looking at things from other people's point of view is practically the secret of success.” - “Part of what software has to do is explain itself. So to write good software you have to understand how little users understand. They're going to walk up to the software with no preparation, and it had better do what they guess it will, because they're not going to read the manual.

I look over the recipe again. It sounds very simple. You boil some rice in water like pasta, I can do that. You cook some onion in butter, stir in the rice, pop it in the oven. Add some cream and grated cheese and mix it up. And voila! A real dinner. I pull out a couple of the pots Caroline gave me, and began to get everything laid out. Grant always yammered on about mise en place, that habit of getting all your stuff together before you start cooking so you can be organized. It seems to make sense, and appeals to the part of me that likes to make lists and check things off of them. I manage to chop a pile of onions without cutting myself, but with a lot of tears. At one point I walk over to the huge freezer and stick my head in it for some relief, while Schatzi looks at me like I'm an idiot. Which isn't unusual. Or even come to think of it, wrong. But I get them sliced and chopped, albeit unevenly, and put them in the large pot with some butter. I get some water boiling in the other pot and put in some rice. I cook it for a few minutes, drain it, and add it to the onions, stirring them all together. Then I put the lid on the pot and put it in the oven, and set my phone with an alarm for thirty-five minutes. The kitchen smells amazing. Nothing quite like onions cooked in butter to make the heart happy. While it cooks, I grab a beer, and grate some Swiss cheese into a pile. When my phone buzzes, I pull the pot out of the oven and put it back on the stovetop, stirring in the cream and cheese, and sprinkling in some salt and pepper. I grab a bowl and fill it with the richly scented mixture. I stand right there at the counter, and gingerly take a spoonful. It's amazing. Rich and creamy and oniony. The rice is nicely cooked, not mushy. And even though some of my badly cut onions make for some awkward eating moments, as the strings slide out of the spoon and attach themselves to my chin, the flavor is spectacular. Simple and comforting, and utterly delicious.

Just walking,” he said quickly. “I know it looks odd, but we didn’t come to the Lower City for trouble.” “We came here for love,” Romeo said earnestly. “Love,” the subcaptain echoed, sounding faintly amused. It was like the time when Paris was a child, and he’d accidentally knocked over a pile of expensive dishes waiting for the servants to clean them. The pile had tottered for several moments, but Paris hadn’t been able to grab and steady them, or even flee before the crash gave him away. He’d been too entranced by the oncoming disaster. It was like that now. Paris knew this was going to end badly, but he couldn’t seem to get his mouth working, and meanwhile Romeo was rambling enthusiastically. “Yes!” he said. “It’s my friend here—he fell in love with a girl who worked in his family’s kitchen, and she loved him in return, but when his father found out he was furious and had her cast out into the Lower City, and then he lied and forged letters and tried to make him believe she had renounced him. But my friend loved her too dearly and trusted her too deeply, and he discovered the truth, and so we’ve come to find her!” Paris found that his panic was turning into a peculiar sort of calm. They were doomed. If he was lucky, he would be executed along with Romeo. If not, he would be handed back to Lord Catresou. “And you, a Mahyanai, are helping him?” asked the subcaptain. “Because I love her as well,” Romeo said earnestly, “and I will see her happy though it breaks my heart in two. Lovely, kind Maretta with eyes like the summer sky at twilight. Have you seen her?” “No,” said the subcaptain, “but I’m not sure I’ve ever seen anyone so bad at lying, either.” Romeo looked uncommonly like a bird fluffing itself up for a mating display. “My love is as true as the stars are bright,” he said with terrifying intensity. “So is his.” The subcaptain’s mouth quirked. “Tiny and flickering and easily clouded over?” She doesn’t believe you, said Paris silently, so can you stop humiliating us? There is no shame in love! It shouldn’t have been possible to shout silently, but Romeo managed it.

The scheme began to unravel following the Panic of 1873 when railroad investments failed. The bank experienced several runs at the height of the panic. The panic would not have affected the bank if it had been a savings bank, but by 1866, the business of the bank had become…reckless speculation, over-capitalization, stock manipulation, intrigue and bribery, and downright plundering…. In a last ditch effort to save the bank, the Trustees appointed Frederick Douglas as Bank President in March of 1874. Douglass did not ask to be nominated and the Bank Board knew that Douglass had no experience in banking, but they felt that his reputation and popularity would restore confidence to fleeing depositors….Douglas lent the bank $10,000 of his own money to cover the bank’s illiquid assets….Douglass quickly discovered that the bank was full of dead men’s bones, rottenness and corruption. As soon as Douglass realized that the bank was headed towards certain failure, he imposed drastic spending cuts to limit depositors’ losses. He then relayed this information to Congress, underscoring the bank’s insolvency, and declaring that he could no longer ask his people to deposit their money in it. Despite the other Trustees’ attempts to convince Congress otherwise, Congress sided with Douglass, and on June 20, 1874, Congress amended the Charter to authorize the Trustees to end operations. Within a few weeks’ time, the bank’s doors were shut for good on June 29, 1874, leaving 61,131 depositors without access to nearly $3 million dollars in deposits. More than half of accumulated black wealth disappeared through the mismanagement of the Freedman’s Savings Bank. And what is most lamentable…is the fact that only a few of those who embezzled and defrauded the one-time liquid assets of this bank were ever prosecuted….Congress did appoint a commission led by John AJ Cresswell to look into the failure and to recover as much of the deposits as possible. In 1880, Henry Cook testified about the bank failure and said that bank’s depositors were victims of a widespread universal sweeping financial disaster. In other words, it was the Market’s fault, not his. The misdeeds of the bank’s management never came to light.

Catch Either/Or Thinking Anxious perfectionists will typically think “I need to perform flawlessly at all times,” with their underlying assumption being “or else it will result in disaster.” This is a common type of thinking trap termed either/or thinking. In this case, the either/or is this: Either there is flawless performance or complete and utter failure, and nothing in between. Not only can this style of thinking make you feel crushed when you don’t meet your own ideal standards, but it also often leads to perfectionism paralysis. Take, for example, an artist who sees his future career prospects as becoming either the next Picasso or a penniless flop; this person doesn’t see other possible outcomes in between. You can see how this would give the artist a creative block. For other folks, their hidden assumption may be slightly different: “Either I need to perform flawlessly at all times, or other people will reject me.” When I look back at my clinical psychology training, I realize I had this belief at that time. At a semiconscious level, I thought that the only way to prevent getting booted out of the program was to score at the top of the class for every test or assignment. Ultra-high standards often arise because a person is trying to hide imagined catastrophic flaws. In this scenario, people often think that if their flaws get revealed they’ll be shunned, and so the only way to conceal their defects is by always excelling. When people who have this belief do excel, their brain jumps to the conclusion that excelling was the only reason they managed to avoid catastrophe. This then perpetuates their belief that excelling is necessary for preventing future disasters. Researchers have used the term clinical perfectionism to describe the most problematic kind of perfectionism. When clinical perfectionists manage to meet their ultra-high standards, they often conclude that those standards must not have been high enough and revise them upward, meaning they can never feel any sense of peace. All this being said, I’m not suggesting you shoot for “acceptable” performance standards if you’re capable of excellence. Most of the anxious perfectionists I’ve worked with would hate that. It’s not in their nature to feel comfortable with mediocre performance.

What are we taking away from England, what from France, what from America? Nothing at all! How many times did I offer them peace?! What else should I be offering them? They are men who say, like Churchill, “I want war.” With them, there is a certain clique. And behind these corrupt, drunk creatures, there are the paying forces of international Jewry. On the other side, there is an old Freemason who believes that through a war he can win time for stabilizing his bankrupt economy again. And so, both states again confront the same enemies for the very same reasons. And they are forced to fight together, to lead the same struggle, which ties them in life and in death. And there is a fourth element: in both cases, there are two men who come from the people, who have kindled the revolutions and have uplifted their states. In the few free hours I have had these last weeks, I read a lot about the Fascist revolution in Italy. It seemed to me as though I had before me the history of my own party: everything so similar, so much the same. The same struggle, the same enemies, the same opponents, the same arguments-it really is a miracle. And now, we fight in the same theaters of war: Germans in Africa, Italians in the east. We fight together, and nobody should deceive himself: This struggle will be seen through to our joint victory! And finally, a third state joined us. For many years, I have wanted to have good relations with this state-Japan-as you know from Mein Kampf. And so, the three great have-nots are now united. We will see who will be stronger in this struggle: those who have nothing to lose and everything to win, or those who have everything to lose and who cannot win anything. What does England want to win? What does America want to win? They have so much that they do not know what to do with all they own. They need to feed only a few people per square kilometer. They do not have all those worries that trouble us. For us, a single bad harvest is a national disaster. They have the whole world at their disposal. For decades now, they have robbed us, exploited us, bled us white, and still they have not eliminated their own economic misery. They have more raw materials than they could possibly need, and still they have not managed to find a reasonable solution to their problems. We will see on whom Providence will bestow the victor’s laurels in this struggle: on the man who has everything and wants to take even the last bit from the man who has almost nothing, or on the man, who defends the last bit he owns. And when a British archbishop prays to the Lord that He might strike Germany and Europe with Bolshevism as a punishment-then I can only say, it will not come to Germany. But whether or not He will strike England, that is another question. Speech in the Sportpalast Berlin, January 30, 1942

If we take God’s Word seriously, we should avoid debt when possible. In those rare cases where we go into debt, we should make every effort to get out as soon as we can. We should never undertake debt without prayerful consideration and wise counsel. Our questions should be, Why go into debt? Is the risk called for? Will the benefits of becoming servants to the lender really outweigh the costs? What should we ask ourselves before going into debt? Before we incur debt, we should ask ourselves some basic spiritual questions: Is the fact that I don’t have enough resources to pay cash for something God’s way of telling me it isn’t his will for me to buy it? Or is it possible that this thing may have been God’s will but poor choices put me in a position where I can’t afford to buy it? Wouldn’t I do better to learn God’s lesson by foregoing it until—by his provision and my diligence—I save enough money to buy it? What I would call the “debt mentality” is a distorted perspective that involves invalid assumptions: • We need more than God has given us. • God doesn’t know best what our needs are. • God has failed to provide for our needs, forcing us to take matters into our own hands. • If God doesn’t come through the way we think he should, we can find another way. • Just because today’s income is sufficient to make our debt payments, tomorrow’s will be too (i.e., our circumstances won’t change). Those with convictions against borrowing will normally find ways to avoid it. Those without a firm conviction against going into debt will inevitably find the “need” to borrow. The best credit risks are those who won’t borrow in the first place. The more you’re inclined to go into debt, the more probable it is that you shouldn’t. Ask yourself, “Is the money I’ll be obligated to repay worth the value I’ll receive by getting the money or possessions now? When it comes time for me to repay my debt, what new needs will I have that my debt will keep me from meeting? Or what new wants will I have that will tempt me to go further into debt?” Consider these statements of God’s Word: • “True godliness with contentment is itself great wealth. After all, we brought nothing with us when we came into the world, and we can’t take anything with us when we leave it. So if we have enough food and clothing, let us be content” (1 Timothy 6:6-8). • “Those who love money will never have enough. How meaningless to think that wealth brings true happiness!” (Ecclesiastes 5:10). • “My child, don’t lose sight of common sense and discernment. Hang on to them, for they will refresh your soul. They are like jewels on a necklace. They keep you safe on your way, and your feet will not stumble. You can go to bed without fear; you will lie down and sleep soundly. You need not be afraid of sudden disaster or the destruction that comes upon the wicked, for the LORD is your security. He will keep your foot from being caught in a trap” (Proverbs 3:21-26). • “Don’t copy the behavior and customs of this world, but let God transform you into a new person by changing the way you think. Then you will learn to know God’s will for you, which is good and pleasing and perfect” (Romans 12:2).

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Jackson gaped at her, wondering how this had all turned so terrible wrong. But he knew how. The woman was clearly daft. Bedlam-witted. And trying to drive him in the same direction. "You can't be serious. Since when do you know anything about investigating people?" She planted her hands on her hips. "You won't do it, so I must." God save him, she was the most infuriating, maddening-"How do you propose to manage that?" She shrugged. "Ask them questions, I suppose. The house party for Oliver's birthday is next week. Lord Devonmont is already coming, and it will be easy to convince Gran to invite my other two. Once they're here, I could try sneaking into their rooms and listening in on their conversations or perhaps bribing their servants-" "You've lost your bloody mind," he hissed. Only after she lifted an eyebrow did he realize he'd cursed so foully in front of her. But the woman would turn a sane man into a blithering idiot! The thought of her wandering in and out of men's bedchambers, risking her virtue and her reputation, made his blood run cold. "You don't seem to understand," she said in a clipped tone, as if speaking to a child. "I have to catch a husband somehow. I need help, and I've nowhere else to turn. Minerva is rarely here, and Gran's matchmaking efforts are as subtle as a sledgehammer. And even if my brothers and their wives could do that sort of work, they're preoccupied with their own affairs. That leaves you, who seem to think that suitors drop from the skies at my whim. If I can't even entice you to help me for money, then I'll have to manage on my own." Turning on her heel, she headed for the door. Hell and blazes, she was liable to attempt such an idiotic thing, too. She had some fool notion she was invincible. That's why she spent her time shooting at targets with her brother's friends, blithely unconcerned that her rifle might misfire or a stray bullet hit her by mistake. The wench did as she pleased, and the men in her family let her. Someone had to curb her insanity, and it looked as if it would have to be him. "All right!" he called out. "I'll do it." She halted but didn't turn around. "You'll find out what I need in order to snag one of my choices as a husband?" "Yes." "Even if it means being a trifle underhanded?" He gritted his teeth. This would be pure torture. The underhandedness didn't bother him; he'd be as underhanded as necessary to get rid of those damned suitors. But he'd have to be around the too-tempting wench a great deal, if only to make sure the bastards didn't compromise her. Well, he'd just have to find something to send her running the other way. She wanted facts? By thunder, he'd give her enough damning facts to blacken her suitors thoroughly. Then what? If you know of some eligible gentleman you can strong-arm into courting me, then by all means, tell me. I'm open to suggestions. All right, so he had no one to suggest. But he couldn't let her marry any of her ridiculous choices. They would make her miserable-he was sure of it. He must make her see that she was courting disaster. Then he'd find someone more eligible for her. Somehow. She faced him. "Well?" "Yes," he said, suppressing a curse. "I'll do whatever you want." A disbelieving laugh escaped her. "That I'd like to see." When he scowled, she added hastily, "But thank you. Truly. And I'm happy to pay you extra for your efforts, as I said." He stiffened. "No need." "Nonsense," she said firmly. "It will be worth it to have your discretion." His scowl deepened. "My clients always have my discretion.

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

In the tumultuous business of cutting-in and attending to a whale, there is much running backwards and forwards among the crew. Now hands are wanted here, and then again hands are wanted there. There is no staying in any one place; for at one and the same time everything has to be done everywhere. It is much the same with him who endeavors the description of the scene. We must now retrace our way a little. It was mentioned that upon first breaking ground in the whale’s back, the blubber-hook was inserted into the original hole there cut by the spades of the mates. But how did so clumsy and weighty a mass as that same hook get fixed in that hole? It was inserted there by my particular friend Queequeg, whose duty it was, as harpooneer, to descend upon the monster’s back for the special purpose referred to. But in very many cases, circumstances require that the harpooneer shall remain on the whale till the whole flensing or stripping operation is concluded. The whale, be it observed, lies almost entirely submerged, excepting the immediate parts operated upon. So down there, some ten feet below the level of the deck, the poor harpooneer flounders about, half on the whale and half in the water, as the vast mass revolves like a tread-mill beneath him. On the occasion in question, Queequeg figured in the Highland costume—a shirt and socks—in which to my eyes, at least, he appeared to uncommon advantage; and no one had a better chance to observe him, as will presently be seen. Being the savage’s bowsman, that is, the person who pulled the bow-oar in his boat (the second one from forward), it was my cheerful duty to attend upon him while taking that hard-scrabble scramble upon the dead whale’s back. You have seen Italian organ-boys holding a dancing-ape by a long cord. Just so, from the ship’s steep side, did I hold Queequeg down there in the sea, by what is technically called in the fishery a monkey-rope, attached to a strong strip of canvas belted round his waist. It was a humorously perilous business for both of us. For, before we proceed further, it must be said that the monkey-rope was fast at both ends; fast to Queequeg’s broad canvas belt, and fast to my narrow leather one. So that for better or for worse, we two, for the time, were wedded; and should poor Queequeg sink to rise no more, then both usage and honor demanded, that instead of cutting the cord, it should drag me down in his wake. So, then, an elongated Siamese ligature united us. Queequeg was my own inseparable twin brother; nor could I any way get rid of the dangerous liabilities which the hempen bond entailed. So strongly and metaphysically did I conceive of my situation then, that while earnestly watching his motions, I seemed distinctly to perceive that my own individuality was now merged in a joint stock company of two; that my free will had received a mortal wound; and that another’s mistake or misfortune might plunge innocent me into unmerited disaster and death. Therefore, I saw that here was a sort of interregnum in Providence; for its even-handed equity never could have so gross an injustice. And yet still further pondering—while I jerked him now and then from between the whale and ship, which would threaten to jam him—still further pondering, I say, I saw that this situation of mine was the precise situation of every mortal that breathes; only, in most cases, he, one way or other, has this Siamese connexion with a plurality of other mortals. If your banker breaks, you snap; if your apothecary by mistake sends you poison in your pills, you die. True, you may say that, by exceeding caution, you may possibly escape these and the multitudinous other evil chances of life. But handle Queequeg’s monkey-rope heedfully as I would, sometimes he jerked it so, that I came very near sliding overboard. Nor could I possibly forget that, do what I would, I only had the management of one end of it.

Have no anxiety about anything,' Paul writes to the Philippians. In one sense it is like telling a woman with a bad head cold not to sniffle and sneeze so much or a lame man to stop dragging his feet. Or maybe it is more like telling a wino to lay off the booze or a compulsive gambler to stay away from the track. Is anxiety a disease or an addiction? Perhaps it is something of both. Partly, perhaps, because you can't help it, and partly because for some dark reason you choose not to help it, you torment yourself with detailed visions of the worst that can possibly happen. The nagging headache turns out to be a malignant brain tumor. When your teenage son fails to get off the plane you've gone to meet, you see his picture being tacked up in the post office among the missing and his disappearance never accounted for. As the latest mid-East crisis boils, you wait for the TV game show to be interrupted by a special bulletin to the effect that major cities all over the country are being evacuated in anticipation of a nuclear attack. If Woody Allen were to play your part on the screen, you would roll in the aisles with the rest of them, but you're not so much as cracking a smile at the screen inside your own head. Does the terrible fear of disaster conceal an even more terrible hankering for it? Do the accelerated pulse and the knot in the stomach mean that, beneath whatever their immediate cause, you are acting out some ancient and unresolved drama of childhood? Since the worst things that happen are apt to be the things you don't see coming, do you think there is a kind of magic whereby, if you only can see them coming, you will be able somehow to prevent them from happening? Who knows the answer? In addition to Novocain and indoor plumbing, one of the few advantages of living in the twentieth century is the existence of psychotherapists, and if you can locate a good one, maybe one day you will manage to dig up an answer that helps. But answer or no answer, the worst things will happen at last even so. 'All life is suffering' says the first and truest of the Buddha's Four Noble Truths, by which he means that sorrow, loss, death await us all and everybody we love. Yet "the Lord is at hand. Have no anxiety about anything," Paul writes, who was evidently in prison at the time and with good reason to be anxious about everything, 'but in everything by prayer and supplication with thanksgiving let your requests be made known to God.' He does not deny that the worst things will happen finally to all of us, as indeed he must have had a strong suspicion they were soon to happen to him. He does not try to minimize them. He does not try to explain them away as God's will or God's judgment or God's method of testing our spiritual fiber. He simply tells the Philippians that in spite of them—even in the thick of them—they are to keep in constant touch with the One who unimaginably transcends the worst things as he also unimaginably transcends the best. 'In everything,' Paul says, they are to keep on praying. Come Hell or high water, they are to keep on asking, keep on thanking, above all keep on making themselves known. He does not promise them that as a result they will be delivered from the worst things any more than Jesus himself was delivered from them. What he promises them instead is that 'the peace of God, which passes all understanding, will keep your hearts and your minds in Christ Jesus.' The worst things will surely happen no matter what—that is to be understood—but beyond all our power to understand, he writes, we will have peace both in heart and in mind. We are as sure to be in trouble as the sparks fly upward, but we will also be "in Christ," as he puts it. Ultimately not even sorrow, loss, death can get at us there. That is the sense in which he dares say without risk of occasioning ironic laughter, "Have no anxiety about anything." Or, as he puts it a few lines earlier, 'Rejoice in the Lord always. I will say, Rejoice!

Similarly, if you happen to spot a particularly serious problem in a large-scale project undertaken by your organization, you would be wise to accompany your statements to management with at least one viable plan of action the company could take to avert the potential disaster (assuming you can design a plan quickly, of course). If you decide that you will tell management about a problem first and generate a plan later, by the time you and your coworkers have developed a plan, management may have already found ways to block out the message or refuse to admit that it applies to that particular project.

Technology made the life of professional photographers easier, but it also opened the doors for a generation of amateurs that do not know the industry. And, when it comes to commercial photography, this is the perfect recipe for disaster.

According to the NAT view, we delude ourselves by believing that we can control our hazardous technologies and forestall disaster; in reality, many of the efforts we make at management and design tend only to increase the opacity and complexity of the system (making more holes in the barriers), thereby increasing the likelihood of accidents.

But together they will represent the range of positions and the diversity of viewpoints that constitute the heterogeneity of the modern city and account for the variations in the ways that the heat wave was managed and interpreted.

Which makes it even weirder that Tommy still managed to fuck up the line in his script. No one involved in The Room had caught this gaffe, because no one but I had any idea how much James Dean meant to Tommy. (Meanwhile Tommy’s version of the line has a hundred times more hits on YouTube than James Dean’s version, which quite frankly makes me feel like I’m being torn apart.)

early to rise and late to sleep’ schedule had its pluses and minuses. On the plus side, his habit of tuning in to the BBC early in the morning helped the Government of India respond with alacrity to the tsunami in December 2004. Long before any disaster management, national security or intelligence agency woke up to alert government agencies, the PM was up and heard the news of the tsunami.

Mistakes are made at businesses, hospitals, and government departments all the time. It is an inevitable part of our everyday interaction with a complex world. And yet if professionals think they are going to be blamed for honest mistakes, why would they be open about them? If they do not trust their managers to take the trouble to see what really happened, why would they report what is going wrong, and how can the system adapt? And the truth is that companies blame all the time. It is not just because managers instinctively jump to the blame response. There is also a more insidious reason: managers often feel that it is expedient to blame. After all, if a major company disaster can be conveniently pinned on a few “bad apples,” it may play better in PR terms. “It wasn’t us; it was them!” There is also a widespread management view that punishment can exert a benign disciplinary effect. It will make people sit up and take notice. By stigmatizing mistakes, by being tough on them, managers think that staff will become more diligent and motivated.

If you think about it, the world around us, including the world in our computers, is all about trying to tempt us to do things right now. Take Facebook, for example. Do they want you to be more productive twenty years from now? Or do they want to take your time, attention, and money right now? The same thing goes for YouTube, online newspapers, and so on. The basic combination of these three things: (1) that the world around us tries to tempt us; (2) that we listen to the world around us (e.g., choice architecture); and (3) that we don’t deal very well with temptation… if you put all of those things together, you have a recipe for disaster.