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How do they know what to do?" Mary Frances said. "To just rip into a building like that and expect it to stay standing." "For the parts you want to stay standing," Tim said. "Exactly." "Practice," Al said. "And of course, one of them is in charge." Mary Frances studied the tangle of men, all dressed alike, movingly easily together. "I can't tell them apart." "Well, it's like war, I guess," Al said. "If you knew whom to blame, it'd be too easy to shoot him.

She eased the ring from her finger and extended it to him. The frown returned, settling between his brows like claw marks in the sand. “Meridith. Put it back.” She opened his hand and placed the ring on his palm, the certainty growing roots. She looked at his clean-shaven jaw, the short-clipped hair that wasn’t long enough for the wind to disturb, his high forehead and straight nose. She was trading stability for chaos. Security for ambiguity. Predictability for uncertainty. In some ways, it would be her childhood all over again. But this time she was in charge. She was the one calling the shots. She was no helpless little girl swinging by the tail end of her mother’s illness. Even if he agreed in the end, what kind of father would he be if he didn’t want the children? She wouldn’t do that to her siblings. They deserved far more. “It’s over, Stephen.” “You don’t mean that.” He took her hand. “We’re perfect for each other, you’ve said it yourself a hundred times.” She had said it, believed it. She wondered now if it was true. She couldn’t deny the feelings that had sprung up for Jake, who was not at all what she needed, not at all the man for her. Still, if she truly loved Stephen, those feelings wouldn’t be there. “My future includes Noelle and Max and Ben. Things have changed since I agreed to marry you, and I’m doing what’s right for these kids. I have to do what’s best for them. That’s my reality, but it doesn’t have to be yours. I understand it’s not what you want.” His jaw twitched. “It’s that contractor, isn’t it?” “No.” “I saw the way he looked at you.” The comment sent a pleasant warmth flooding through her. “This is between us, Stephen. My future’s taken an unexpected turn. I can’t leave the kids, and you can’t accept them. There’s nothing to do now but say it’s over.” “Meridith . . .” His eyes pled, turned glossy. She’d never seen him get emotional, not even when his grandfather passed away last November. She

Valujet flight 592 crashed after takeoff from Miami airport because oxygen generators in its cargo hold caught fire. The generators had been loaded onto the airplane by employees of a maintenance contractor, who were subsequently prosecuted. The editor of Aviation Week and Space Technology “strongly believed the failure of SabreTech employees to put caps on oxygen generators constituted willful negligence that led to the killing of 110 passengers and crew. Prosecutors were right to bring charges. There has to be some fear that not doing one’s job correctly could lead to prosecution.”13 But holding individuals accountable by prosecuting them misses the point. It shortcuts the need to learn fundamental lessons, if it acknowledges that fundamental lessons are there to be learned in the first place. In the SabreTech case, maintenance employees inhabited a world of boss-men and sudden firings, and that did not supply safety caps for expired oxygen generators. The airline may have been as inexperienced and under as much financial pressure as people in the maintenance organization supporting it. It was also a world of language difficulties—not only because many were Spanish speakers in an environment of English engineering language: “Here is what really happened. Nearly 600 people logged work time against the three Valujet airplanes in SabreTech’s Miami hangar; of them 72 workers logged 910 hours across several weeks against the job of replacing the ‘expired’ oxygen generators—those at the end of their approved lives. According to the supplied Valujet work card 0069, the second step of the seven-step process was: ‘If the generator has not been expended install shipping cap on the firing pin.’ This required a gang of hard-pressed mechanics to draw a distinction between canisters that were ‘expired’, meaning the ones they were removing, and canisters that were not ‘expended’, meaning the same ones, loaded and ready to fire, on which they were now expected to put nonexistent caps. Also involved were canisters which were expired and expended, and others which were not expired but were expended. And then, of course, there was the simpler thing—a set of new replacement canisters, which were both unexpended and unexpired.”14 These were conditions that existed long before the Valujet accident, and that exist in many places today. Fear of prosecution stifles the flow of information about such conditions. And information is the prime asset that makes a safety culture work. A flow of information earlier could in fact have told the bad news. It could have revealed these features of people’s tasks and tools; these longstanding vulnerabilities that form the stuff that accidents are made of. It would have shown how ‘human error’ is inextricably connected to how the work is done, with what resources, and under what circumstances and pressures.

I don't know anything in the beginning, which makes it great fun to write, you know? You don't know anything. You don't even know how to write. So you begin every book as an amateur and as a dummy. And in the writing, you discover the book. Of course, you're in charge. But gradually by writing sentence after sentence, the book, as it were, reveals itself through you to your language - through your language, rather. So each sentence is a revelation. I'm not exaggerating. Each and every sentence is a revelation. And what you're trying to do is hook one sentence to the sentence before and the next one to that sentence. And as you do, you're building a house, you know? [But] the architect and the contractor, they know what the house will look like when it's done. And that's the big difference. I don't have any idea what it will look like when it's done.

You begin every book as an amateur...I don't know anything in the beginning, which makes it great fun to write, you know? You don't know anything. You don't even know how to write. So you begin every book as an amateur and as a dummy. And in the writing, you discover the book. Of course, you're in charge. But gradually by writing sentence after sentence, the book, as it were, reveals itself through you to your language - through your language, rather. So each sentence is a revelation. I'm not exaggerating. Each and every sentence is a revelation. And what you're trying to do is hook one sentence to the sentence before and the next one to that sentence. And as you do, you're building a house, you know? [But] the architect and the contractor, they know what the house will look like when it's done. And that's the big difference. I don't have any idea what it will look like when it's done.

If I were in this patio shade sail business, a method I would do it is to head out to the setting up resource enterprise and ask some of the guys behind the workplace about personnel who conduct your size job - they sure as heck not necessarily going to recommend technicians who not necessarily paying their bills and that will be a lifesaver there as well. It's impossible those men at the setting up source would become obtaining kickbacks from companies. Some of those men will not recommend contractors, but some will. Get four or five advice. We prepare subcontractor deals for our Standard Builder construction organization and just before preparing the arrangements, often check with the state office that gives away builder contractor licenses to make certain they're listed under the trade they state to get proficient in and find if there are any complaints filed. I also contact the talk about organization commission to see if they're posted now there and how lengthy they've been in business, and then have got their insurance agent to send us a copy of their insurance certificate showing that they have general liability and worker's compensation insurance (and make sure the name of their company on the contract matches the builder's license, the listed corporate entity, and insurance). And, you definitely want to make sure your contract has start and finish dates with liquidated damages for failure to finish on time, that the contractor supplies all materials and labor, that if the contractor breaches the contract that the contractor will be in charge of your legal fees, progress payments with lien waivers, as well as many other clauses AND a very detailed scope of work. It is important to specify the manufacturer and the exact type/quality & color of shingle, the underlayment brand and quality, the valleys' ice and water shield, tear-off or not of the existing shingles, how much will be charged if the sheathing is rotten per sheet for labor and material and type that it is to be replaced with, disposal of all construction debris, protection of your landscaping and personal property below the roof. I also attach a copy of the manufacturer's installation instructions and state that the product will be installed according to them. I prepare our contract and attach the subcontractor's contract to ours as an addendum (and our clauses supersede theirs). You want to get your scope of work ready to give to contractors to bid on so everyone is bidding on the same thing. When I first started, I would get several bids and cobble together a scope of work and then ask people to rework their bids based on it if their bids didn't include my new scope of work. So, this is going to be a large, important expense for you, and you probably want a good attorney, experienced in contracts, to review your contract. It will be worth the couple hundred extra dollars. (Ask how much the charge is up front.)