Diversity Day The Office Quotes

Poetry empowers the simplest of lives to confront the most extreme sorrows with courage, and motivates the mightiest of offices to humbly heed lessons in compassion.

I am sitting down to write in a state of some confusion; I have been reading a lot of different things that are merging into one another, and if one hopes to find a solution for oneself by this kind of reading, one is mistaken; one comes up against a wall, and cannot proceed. Your life is so very different, dearest. Except in relation to your fellow men, have you ever known uncertainty? Have you ever observed how, within yourself and independent of other people, diverse possibilities open up in several directions, thereby actually creating a ban on your every movement? Have you ever, without giving the slightest thought to anyone else, been in despair simply about yourself? Desperate enough to throw yourself on the ground and remain there beyond the Day of Judgment? How devout are you? You go to the synagogue; but I dare say you have not been recently. And what is it that sustains you, the idea of Judaism or of God? Are you aware, and this is the most important thing, of a continuous relationship between yourself and a reassuringly distant, if possibly infinite height or depth? He who feels this continuously has no need to roam about like a lost dog, mutely gazing around with imploring eyes; he never need yearn to slip into a grave as if it were a warm sleeping bag and life a cold winter night; and when climbing the stairs to his office he never need imagine that he is careering down the well of the staircase, flickering in the uncertain light, twisting from the speed of his fall, shaking his head with impatience. There are times, dearest, when I am convinced I am unfit for any human relationship.

The connection between radical attentiveness, prayer, and joy pervades Jewish mystical thinking in its diverse phases but never so brightly, so every-day-related, and so clearly as in Hasidism. Melancholy is the dust in the soul that Satan spreads out. Worry and dejection are seen to be the roots of every evil force. Melancholy is a wicked quality and displeasing to God, says Martin Buber. Rabbi Bunam said: "Once when I was on the road near Warsaw, I felt that I had to tell a certain story. But this story was of a worldly nature and I knew that it would only rouse laughter among the many people who had gathered about me. The Evil Urge tried very hard to dissuade me, saying that I would lose all those people because once they heard this story they would no longer consider me a rabbi. But I said to my heart: `Why should you he concerned about the secret ways of God?' And I remembered the words of Rabbi Pinhas of Koretz: 'All joys hail from paradise, and jests too, provided they are uttered in true joy’ And so in my heart of hearts I renounced my rabbi's office and told the story. The gathering burst out laughing. And those who up to this point had been distant from me attached themselves to me." (a quote from Tales of the Hasidim by Martin Buber). Joy, laughter, and delight are so powerful because, like all mysticism, they abolish conventional divisions, in this case the division between secular and sacred. The often boisterous laughter, especially of women, is part and parcel of the everyday life of mystical movements.

In his early days in business, Rockefeller often suffered from severe neck pains that might have indicated stress on the job, and he turned to horses as a therapeutic diversion. “I would leave my office in the afternoon and drive a pair of fast horses as hard as they could go: trot, break, gallop—everything.

ALL JUNE, disasters in the Vendée. At different times the rebels have Angers, Saumur, Chinon; are narrowly defeated in the battle for Nantes, where off the coast the British navy waits to support them. The Danton Committee is not winning the war, nor can it promise a peace. If by autumn there is no relief from the news of disaster and defeat, the sansculottes will take the law into their own hands, turning on the government and their elected leaders. That at least is the feeling (Danton present or absent) in the chamber of the Committee of Public Safety, whose proceedings are secret. Beneath the black tricorne hat which is the badge of his office, Citizen Fouquier becomes more haggard each day, peering over the files of papers stacked on his desk, planning diversions for the days ahead: acquiring a lean and hungry look which he shares with the Republic herself.

Legacy items. That’s the term we used to describe these golden moments. Sometimes we even knew what it meant. Taking out bin Laden was a legacy item. So was rescuing the auto industry, bringing troops home from Iraq and Afghanistan, or repealing “Don’t Ask, Don’t Tell.” But just as often, we imagined our legacy with the starry eyes of a hobo describing the Big Rock Candy Mountain. We dreamed of a distant utopia, a sunny political paradise, where the credit flows like a waterfall and approvals stay sky-high. We weren’t there yet. With twenty months to go until POTUS left office, our place in history was far from certain. But inside the building, something had undoubtedly changed. President Obama’s jaunty, let’s-go-for-it attitude was infectious. We no longer felt like turtles in our shells. Our growing confidence was matched by growing competence as well. That’s not to disparage the early days: as White Houses go, Obama’s functioned fairly smoothly from the start. Still, the longer POTUS ran the institution, the more we learned from our mistakes. After the Healthcare.gov disaster, we began “red-teaming” a growing number of big decisions, assigning designated cynics to guard against undiluted hope. Confronted with its lack of diversity, Obamaworld gradually became a place where rooms full of white guys were the exception and not the rule. Baby steps, I know. But these baby steps made us a unicorn among bureaucracies—we improved over time. Somewhat to my astonishment, so did I. At the risk of sounding boastful, I had now gone two full years without angering a sovereign nation. Even better, the White House finally felt like home. There was no one moment when the transformation happened. I didn’t burst forth from a cocoon. It was more like learning a language. You study, you practice, you embarrass yourself. And then one day someone cuts you off in traffic and you call them a motherfucker in perfect Portuguese. Whoa, you think. I guess I’m learning.

A word of explanation about how the information in this book was obtained, evaluated and used. This book is designed to present, as best my reporting could determine, what really happened. The core of this book comes from the written record—National Security Council meeting notes, personal notes, memos, chronologies, letters, PowerPoint slides, e-mails, reports, government cables, calendars, transcripts, diaries and maps. Information in the book was supplied by more than 100 people involved in the Afghanistan War and national security during the first 18 months of President Barack Obama’s administration. Interviews were conducted on “background,” meaning the information could be used but the sources would not be identified by name. Many sources were interviewed five or more times. Most allowed me to record the interviews, which were then transcribed. For several sources, the combined interview transcripts run more than 300 pages. I have attempted to preserve the language of the main characters and sources as much as possible, using their words even when they are not directly quoted, reflecting the flavor of their speech and attitudes. Many key White House aides were interviewed in-depth. They shared meeting notes, important documents, recollections of what happened before, during and after meetings, and assisted extensively with their interpretations. Senior and well-placed military, intelligence and diplomatic officials also provided detailed recollections, read from notes or assisted with documents. Since the reporting was done over 18 months, many interviews were conducted within days or even hours after critical discussions. This often provided a fresher and less-calculated account. Dialogue comes mostly from the written record, but also from participants, usually more than one. Any attribution of thoughts, conclusions or feelings to a person was obtained directly from that person, from notes or from a colleague whom the person told. Occasionally, a source said mid-conversation that something was “off-the-record,” meaning it could not be used unless the information was obtained elsewhere. In many cases, I was able to get the information elsewhere so that it could be included in this book. Some people think they can lock up and prevent publication of information by declaring it “off-the-record” or that they don’t want to see it in the book. But inside any White House, nearly everyone’s business and attitudes become known to others. And in the course of multiple, extensive interviews with firsthand sources about key decision points in the war, the role of the players became clear. Given the diversity of sources, stakes and the lives involved, there is no way I could write a sterilized or laundered version of this story. I interviewed President Obama on-the-record in the Oval Office for one hour and 15 minutes on Saturday, July 10, 2

It would be logical for any group whose only sense of identity is the negative one of wickedness and oppression to dilute its wickedness by mixing with more virtuous groups. This is, upon reflection, exactly what celebrating diversity implies. James Carignan, a city councilor in Lewiston, Maine, encouraged the city to welcome refugees from the West African country of Togo, writing, “We are too homogeneous at present. We desperately need diversity.” He said the Togolese—of whom it was not known whether they were literate, spoke English, or were employable—“will bring us the diversity that is essential to our quest for excellence.” Likewise in Maine, long-serving state’s attorney James Tierney wrote of racial diversity in the state: “This is not a burden. This is essential.” An overly white population is a handicap. Gwynne Dyer, a London-based Canadian journalist, also believes whites must be leavened with non-whites in a process he calls “ethnic diversification.” He noted, however, that when Canada and Australia opened their borders to non-white immigration, they had to “do good by stealth” and not explain openly that the process would reduce whites to a minority: “Let the magic do its work, but don’t talk about it in front of the children. They’ll just get cross and spoil it all.” Mr. Dyer looked forward to the day when politicians could be more open about their intentions of thinning out whites. President Bill Clinton was open about it. In his 2000 State of the Union speech, he welcomed predictions that whites would become a minority by mid-century, saying, “this diversity can be our greatest strength.” In 2009, before a gathering of the American-Arab Anti-Discrimination Committee, he again brought up forecasts that whites will become a minority, adding that “this is a very positive thing.” [...] Harvard University professor Robert Putnam says immigrants should not assimilate. “What we shouldn’t do is to say that they should be more like us,” he says. “We should construct a new us.” When Marty Markowitz became the new Brooklyn borough president in 2002, he took down the portrait of George Washington that had hung in the president’s office for many years. He said he would hang a picture of a black or a woman because Washington was an “old white man.” [...] In 2000, John Sharp, a former Texas comptroller and senator told the state Democratic Hispanic Caucus that whites must step aside and let Hispanics govern, “and if that means that some of us gringos are going to have to give up some life-long dreams, then we’ve got to do that.” When Robert Dornan of California was still in Congress, he welcomed the changing demographics of his Orange County district. “I want to see America stay a nation of immigrants,” he said. “And if we lose our Northern European stock—your coloring and mine, blue eyes and fair hair—tough!” Frank Rich, columnist for the New York Times, appears happy to become a minority. He wrote this about Sonya Sotomayor’s Senate confirmation hearings: “[T]his particular wise Latina, with the richness of her experiences, would far more often than not reach a better [judicial] conclusion than the individual white males she faced in that Senate hearing room. Even those viewers who watched the Sotomayor show for only a few minutes could see that her America is our future and theirs is the rapidly receding past.” It is impossible to imagine people of any other race speaking of themselves this way.

Crews that fight forest fires in Oregon are now so heavily Hispanic that in 2003, the Oregon Department of Forestry required that crew chiefs be bilingual. In 2006, the department started forcing out veterans. Jaime Pickering, who used to run a squad of 20 firefighters, says the rule means “job losses for Americans—the white people.” Zita Wilensky, a 16-year veteran, was the only white employee of Miami-Dade County Domestic Violence Unit. Her co-workers made fun of her and called her gringa and Americana. Miss Wilensky says her boss gave her 60 days to learn Spanish, and fired her when she failed to do so. It is increasingly common, therefore, for Americans to be penalized because they cannot speak Spanish, but employers who insist that workers speak English are guilty of discrimination. In 2001, the Equal Employment Opportunity Commission forced a small Catholic college in San Antonio to pay $2.4 million to housekeepers who were required to speak English at work. There are now about 45 million Hispanics in the country. What will the status of Spanish be when there are 130 million Hispanics, as the Census Bureau projects for 2050? In 2000, President Bill Clinton decided that the prohibition against discrimination because of “national origin” in the Civil Rights Act of 1964 meant that if a foreigner cannot speak to a government agency in his own language he is a victim. Executive Order 13166 required all local governments that receive federal money (all of them, essentially) to translate official documents into any language spoken by at least 3,000 people in the area or 10 percent of the local population. It also required interpreters for non-English speakers. In 2002, the Office of Management and Budget estimated that hospitals alone would spend $268 million every year implementing Executive Order 13166, and state departments of motor vehicles would spend $8.5 million. OMB estimated that communicating with food stamp recipients who don’t speak English would cost $25.2 million per year.

What most people underestimate, he suggests, is how much time they spend on small tasks and small diversions that are of little consequence: ten minutes here, twenty minutes there. Over the course of a day it adds up to more time than you might think. If all those bits of time are devoted single-mindedly to what really interests—or obsesses—you, Marshall suggests, a big window opens.

Hiba S. is one of the pioneer Iraqi women academics and authors in the field of media and journalism, currently exiled in Amman. During a visit to her office in summer 2014, Hiba shared that the early days of the occupation in 2003 were the most difficult she had ever experienced. She recollected: ‘I was sitting in my garden smoking when I suddenly saw a huge American tank driving through the street. I saw a Black soldier on the top of the tank. He looked at me and did the victory sign with his fingers. Had I had a pistol in my hand, I would have immediately shot myself in the head right then and there. The pain I felt upon seeing that image is indescribable. I felt as though all the years we had spent building our country, educating our students to make them better humans were gone with the wind.’ Hiba’s description carries strong feelings of loss, defeat, and humiliation. Also significant in her narrative is that the first American soldier she encountered in post-invasion Iraq was a Black soldier making the victory sign. This is perhaps one of the most ironic and paradoxical images of the occupation. A Black soldier from a historically and consistently oppressed group in American society, who, one might imagine had no choice but to join the military, coming to Iraq and making the victory sign to a humiliated Iraqi academic whose country was ravaged by war. In a way, this image is worthy of a long pause. It is an encounter of two oppressed and defeated groups of people—Iraqis and African Americans meeting as enemies in a warzone. But, if one digs deeper, are these people really 'enemies' or allies struggling against the same oppressors? Do the real enemies ever come to the battlefield? Or do they hide behind closed doors planning wars and invasions while sending other 'oppressed' and 'diverse' faces to the battlefield to fight wars on their behalf? Hiba then recalled the early months of the occupation at the University of Baghdad where she taught. She noted that the first thing the Coalition Provisional Authority (CPA) tried to do was to change the curriculum Iraqi academics had designed, taught, and improved over the decades. While the Americans succeeded in doing this at the primary and high school levels, Hiba believed that they did not succeed as much at the university level. Iraqi professors knew better than to allow the 'Americanization of the curriculum' to take place. 'We knew the materials we were teaching were excellent even compared to international standards,' she said. 'They [the occupiers] tried to immediately inject subjects like "democracy" and "human rights" as if we Iraqis didn’t know what these concepts meant.' It is clear from Hiba’s testimony, also articulated by several other interviewees, that the Iraqi education system was one of the occupying forces’ earliest targets in their desire to reshape and restructure Iraqi society and peoples’ collective consciousness.

When you conceptualize diversity as something you add onto an existing monoculture, chances are high those employees will always feel as if they were somehow on the outside of it. And when you treat DEI as a module to complete, you can blind yourself to the way your company fails to integrate its ethos into basic, day-to-day operations.

In April 2001, a student group called the Progressive Student Labor Movement took over the offices of the university’s president, demanding a living wage for Harvard janitors and food workers. That spring, a daily diversion on the way to class was to see which national figure—Cornel West or Ted Kennedy one day, John Kerry or Robert Reich another—had turned up in the Yard to encourage the protesters. Striding past the protesters and the politicians addressing them, on my way to a “Pizza and Politics” session with a journalist like Matt Bai or a governor like Howard Dean, I did not guess that the students poised to have the greatest near-term impact were not the social justice warriors at the protests […] but a few mostly apolitical geeks who were quietly at work in Kirkland House

There should be three types of Issues Lists in your organization: 1. The Issues List in your Vision/Traction Organizer (V/TO). These are all company issues that can be shelved beyond 90 days. These issues are tackled in future quarterly meetings. The issues that are not a big enough priority for this week or this quarter must be stored somewhere so that you don’t lose sight of them. The V/TO Issues List is the place for that. This list will include issues as diverse as new product ideas, key employee issues, technology needs, office relocation, capital needs, and the need for HR policies.

There should be three types of Issues Lists in your organization: 1. The Issues List in your Vision/ Traction Organizer (V/ TO). These are all company issues that can be shelved beyond 90 days. These issues are tackled in future quarterly meetings. The issues that are not a big enough priority for this week or this quarter must be stored somewhere so that you don’t lose sight of them. The V/ TO Issues List is the place for that. This list will include issues as diverse as new product ideas, key employee issues, technology needs, office relocation, capital needs, and the need for HR policies.

A later age would conflate them into a single, featureless demigod, possessed of mythical courage and fortitude, and animated by a determination to rebalance a wobbling world. Keith Douglas, a British officer who had fought in North Africa and would die at Normandy, described “a gentle obsolescent breed of heroes…. Unicorns, almost.” Yet it does them no disservice to recall their profound diversity in provenance and in character, or their feet of clay, or the mortality that would make them compelling long after their passing.

The modern day police force had been so bombarded with political-correctness that most officers didn’t dare breathe in the wrong direction, for fear of offending some minority group: blacks, gays, single parents, religious types. The modern day police force truly was a diverse population of individuals. Those

This book should never have happened. If it wasn’t for the most bizarre and twisted sequence of events involving a diverse array of people it wouldn’t have. Let us explain. If someone we, the authors, had wanted to impress - a publisher, say, or a book reviewer - had asked us how it had emerged, we could have come up with all kinds of things to establish our credentials for writing it. But they would have been only a small part of the story of how it came about, and not the interesting bit either. The truth is much more human and fascinating - and it also gets to the heart of the book and shows how networks really work. Greg has always been fascinated by ‘network theory’ - the findings of sociologists, mathematicians and physicists, which seemed to translate to the real world of links between people. Early in his professional life at Auto Trader magazine in Canada he got to see an extraordinary network of buyers and sellers in operation. Later, when he became a venture capitalist - someone who invests in new or young companies, hoping that some of them will become very valuable - he applied what he’d learned. He invested in businesses that could benefit from the way networks behave, and this approach yielded some notable successes. Richard came from a different slant. For twenty years, he was a ‘strategy consultant’, using economic analysis to help firms become more profitable than their rivals. He ended up co-founding LEK, the fastest-growing ‘strategy boutique’ of the 1980s, with offices in the US, Europe and Asia. He also wrote books on business strategy, and in particular championed the ‘star business’ idea, which stated that the most valuable venture was nearly always a ‘star’, defined as the biggest firm in a high-growth market. In the 1990s and 2000s, Richard successfully invested the money he had made as a management consultant in a series of star ventures. He also read everything available about networks, feeling intuitively that they were another reason for business success, and might also help explain why some people’s careers took off while equally intelligent and qualified people often languished. So, there were good reasons why Greg and Richard might want to write a book together about networks. But the problem with all such ‘formal’ explanations is that they ignore the human events and coincidences that took place before that book could ever see the light of day. The most

After only eight months in office, Meadows made national headlines by sending an open letter to the Republican leaders of the House demanding they use the “power of the purse” to kill the Affordable Care Act. By then, the law had been upheld by the Supreme Court and affirmed when voters reelected Obama in 2012. But Meadows argued that Republicans should sabotage it by refusing to appropriate any funds for its implementation. And, if they didn’t get their way, they would shut down the government. By fall, Meadows had succeeded in getting more than seventy-nine Republican congressmen to sign on to this plan, forcing Speaker of the House John Boehner, who had opposed the radical measure, to accede to their demands. Meadows later blamed the media for exaggerating his role, but he was hailed by his local Tea Party group as “our poster boy” and by CNN as the “architect” of the 2013 shutdown. The fanfare grew less positive when the radicals in Congress refused to back down, bringing virtually the entire federal government to a halt for sixteen days in October, leaving the country struggling to function without all but the most vital federal services. In Meadows’s district, day-care centers that were reliant on federal aid reportedly turned distraught families away, and nearby national parks were closed, bringing the tourist trade to a sputtering standstill. National polls showed public opinion was overwhelmingly against the shutdown. Even the Washington Post columnist Charles Krauthammer, a conservative, called the renegades “the Suicide Caucus.” But the gerrymandering of 2010 had created what Ryan Lizza of The New Yorker called a “historical oddity.” Political extremists now had no incentive to compromise, even with their own party’s leadership. To the contrary, the only threats faced by Republican members from the new, ultraconservative districts were primary challenges from even more conservative candidates. Statistics showed that the eighty members of the so-called Suicide Caucus were a strikingly unrepresentative minority. They represented only 18 percent of the country’s population and just a third of the overall Republican caucus in the House. Gerrymandering had made their districts far less ethnically diverse and further to the right than the country as a whole. They were anomalies, yet because of radicalization of the party’s donor base they wielded disproportionate power. “In previous eras,” Lizza noted, “ideologically extreme minorities could be controlled by party leadership. What’s new about the current House of Representatives is that party discipline has broken down on the Republican side.” Party bosses no longer ruled. Big outside money had failed to buy the 2012 presidential election, but it had nonetheless succeeded in paralyzing the U.S. government. Meadows of course was not able to engineer the government shutdown by himself. Ted Cruz, the junior senator from Texas, whose 2012 victory had also been fueled by right-wing outside money, orchestrated much of the congressional strategy.

Vicente Fox, who succeeded Mr. Zedillo and was president of Mexico from 2000 to 2006, institutionalized the policy of ensuring that Mexican-Americans remained Mexican. In 2002, his government established the Instituto de los Mexicanos en el Exterior (Institute for Mexicans Abroad) to promote “a more comprehensive approach” to promoting Mexican loyalty. One method was to invite Mexican-American elected officials to Mexico, to deepen their Mexican identity. In October 2003, for example, the Instituto invited 30 American state legislators and mayors for two days in Mexico City, where they met lawmakers, ministry officials, scholars, and advocates for immigrants. The Instituto had plans to bring 400 Mexican-American officials on similar trips every year. The Instituto also sends representatives to the United States. Jacob Prado, counselor for Latino affairs at the Mexican Embassy, explained to the National Association of Latino Elected and Appointed Officials that it was in “Latino officials like yourselves that thousands of immigrants from Mexico find a political voice.” He went on to explain: “Mexico will be better able to achieve its full potential by calling on all members of the Mexican Nation, including those who live abroad, to contribute with their talents, skills and resources.” American citizens who hold elective office in the United States are still expected to be “members of the Mexican Nation.” One Instituto official is Juan Hernandez. Born in the United States, and therefore a US citizen, Mr. Hernandez was at one time a professor at the University of Texas at Dallas, but made no secret of his real loyalties. In 2002 he wrote that he had “been commissioned to bring a strong and clear message from the president to Mexicans abroad: Mexico is one nation of 123 million citizens—100 million who live in Mexico and 23 million who live in the United States.” On ABC’s Nightline on June 7, 2001, he explained, “I want the third generation, the seventh generation, I want them all to think ‘Mexico first.’ ” Adolfo Aguilar Zinser, who later became national security advisor to Vicente Fox, wrote in the Mexican newspaper El Siglo de Torreon that the Mexican government should work with the “20 million Mexicans” in the United States to advance Mexican “national interests.” Vicente Fox’s interior secretary Santiago Creel once complained, “It’s absurd that (the United States) is spending as much as it’s spending to stop immigration flows that can’t be stopped . . . .” When he took over in 2004 as the man in charge of border relations with the United States, Arturo Gonzalez Cruz explained that his ultimate goal was to see the border disappear entirely. Mr. Fox himself insisted that any measure the United States took to arrest or deport illegal immigrants was a violation of human rights.

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