Engineering Management Quotes

The planet is spinning on time: not a small event. All the galaxies are managing fine; the whole cosmos is doing great. But you have one nasty little thought crawling through your head, and it is a bad day! The problem is you are living in a psychological space that bears no connection with reality. And you are insecure, because it can collapse at any moment.

I'd love to write some porn, but I don't know if I have the right engines. When I was a young man and I was tempted to write porn, imaginary parents would appear over my shoulder and read what I was writing; just about the point that I managed to banish the imaginary parents, real children would lean over my shoulder and read what I was writing.

The bearing of a child takes nine months, no matter how many women are assigned.

Software engineers are sneaky bastards when it comes to data management.

You must excuse my gruff conduct,” the watchdog said, after they’d been driving for some time, “but you see it’s traditional for watchdogs to be ferocious.

My definition of a great manager is someone with whom you can make a connection no matter where you sit in the organization chart.

I was happy in the dream; but when I woke up it was with a feeling that I was falling apart, that I was cracking up from the inside and slowly falling to pieces. My heart was jumping and grating like a cold engine that doesn't want to start. My skin was crawling, and I couldn't manage a single clear thought. It was as if all my thoughts were crushed to bits just as they began to take shape. I didn't get much done that day.

It is surely significant that the adults who feature in children's books are rarely, if ever, Regional Sales Managers or Building Services Engineers.

I look on, it manages to hit the Colonies plane and ignite one of its engines, sending it careening wildly to one side and leaving a trail of dark smoke behind

A baseball manager recognizes a nonphysical talent, hustle, as an essential gift of great players and great teams. It is the characteristic of running faster than necessary, moving sooner than necessary, trying harder than necessary. It is essential for great programming teams, too.

no manager at any level can expect to succeed without the skill set of an organizational engineer.

Persons who reach the higher rungs in business management, selling, engineering, religious work, writing, acting & in every other pursuit get there by following conscientiously & continuously a plan for self-development & growth.

The management question, therefore, is not whether to build a pilot system and throw it away. You will do that. The only question is whether to plan in advance to build a throwaway, or to promise to deliver the throwaway to customers.

To be a good professional engineer, always start to study late for exams. Because it teaches you how to manage time and tackle emergencies.

People at McDonald’s get trained for their positions, but people with far more complicated jobs don’t. It makes no sense. Would you want to stand on the line of the untrained person at McDonald’s? Would you want to use the software written by the engineer who was never told how the rest of the code worked? A lot of companies think their employees are so smart that they require no training. That’s silly. When I first became a manager,

The conclusion is simple: if a 200-man project has 25 managers who are the most competent and experienced programmers, fire the 175 troops and put the managers back to programming.

The GPS still has return coordinates programmed, although when I crank over the engine, I get the "reprogramming route" message. I hate the tone of these things-it manages to be mechanical yet condescending at the same time. All systems have it. Some frustrated engineer's idea of a joke, I suppose.

Just as medieval culture did not manage to square chivalry with Christianity, so the modern world fails to square liberty with equality. But this is no defect. Such contradictions are an inseparable part of every human culture. In fact, they are culture’s engines, responsible for the creativity and dynamism of our species. Just as when two clashing musical notes played together force a piece of music forward, so discord in our thoughts, ideas and values compel us to think, re-evaluate and criticise. Consistency is the playground of dull minds.

One of your many jobs as manager is information conduit, and the rules are deceptively simple: for each piece of information you see, you must correctly determine who on your team needs that piece of information to do their job.

Alright, I've been thinking. When life gives you lemons, don't make lemonade - make life take the lemons back! Get mad! I don't want your damn lemons, what am I supposed to do with these? Demand to see life's manager. Make life rue the day it thought it could give Cave Johnson lemons. Do you know who I am? I'm the man who's gonna burn your house down! With the lemons. I'm going to to get my engineers to invent a combustible lemon that burns your house down!

Would you like me to drive so you can manage your social life?” I asked. It came out much snippier than I'd intended but he was oblivious to my tone, still looking at his newest message. “No, no, I'm fine.” “We'd better not get in an accident because you're busy sexting and driving,” I said. He burst out laughing. “I've got my hearing senses on the car in front of us is two and three-quarter car lengths ahead, and the one behind us is a quarter of a mile back. Next to him a compact car is passing. Engine sounds foreign, probably a Honda. He'll be passing us in about twelve seconds. He's got extra-thick treads, racing-quality tires. Sexting...” He laughed again. Twelve seconds later a Civic zoomed past, low to the ground, with wide tires. Show-off.

I never worried about money. I grew up in a middle-class family, so I never thought I would starve. And I learned at Atari that I could be an okay engineer, so I always knew I could get by. I was voluntarily poor when I was in college and India, and I lived a pretty simple life even when I was working. So I went from fairly poor, which was wonderful, because I didn’t have to worry about money, to being incredibly rich, when I also didn’t “have to worry about money. I watched people at Apple who made a lot of money and felt they had to live differently. Some of them bought a Rolls-Royce and various houses, each with a house manager and then someone to manage the house managers. Their wives got plastic surgery and turned into these bizarre people. This was not how I wanted to live. It’s crazy. I made a promise to myself that I’m not going to let this money ruin my life.

Understand that a great manager is essentially an organizational engineer.

Quality must be enforced, otherwise it won't happen. We programmers must be required to write tests, otherwise we won't do it.

There is a reason all past management revolutions have been led by engineers: management is human systems engineering.

The difference between a manager who knows what’s going on in an organization and one who is a purely politically driven slimeball is thin. But I would take either of those over some passive manager who lets the organization happen to him.

Are you trying new ideas, new techniques, and new technologies, and I mean personally trying them, not just reading about them? Or are you waiting for others to figure out how they can re-engineer your workplace—and you out of that workplace?

Investors are people with more money than time. Employees are people with more time than money. Entrepreneurs are simply the seductive go-betweens. Startups are business experiments performed with other people’s money. Marketing is like sex: only losers pay for it.” “Company culture is what goes without saying. There are no real rules, only laws. Success forgives all sins. People who leak to you, leak about you. Meritocracy is the propaganda we use to bless the charade. Greed and vanity are the twin engines of bourgeois society. Most managers are incompetent and maintain their jobs via inertia and politics. Lawsuits are merely expensive feints in a well-scripted conflict narrative between corporate entities. Capitalism is an amoral farce in which every player—investor, employee, entrepreneur, consumer—is complicit.

Googlers working in engineering or product management can nominate themselves for promotion.xlv Interestingly enough, we found that women are less likely to nominate themselves for promotion, but that when they do, they are promoted at slightly higher rates than men.

Of course!” Jack beamed. “Software engineers are sneaky bastards when it comes to data management.

A manager’s job is to transform his glaring deficiency into a strength by finding the best person to fill it and trusting him to do the job.

Traditional managers worry about how to get things done, whereas great managers worry about what things get done (and trust their team to figure out how to do it).

This is what good management is about: 95% observation and listening, and 5% making critical adjustments in just the right place.

We must not blame programmers for their bugs. They belong to them only until the code is merged to the repository. After that, all bugs are ours!

The fact that something stops working at significantly increased scale is a sign that it was designed appropriately to the previous constraints rather than being over-designed.23

The sooner we associate long hours and multitasking with incompetence and carelessness the better. The next time you hear boasts of executives pulling an all-nighter or holding conference calls in their cars, be sure to offer your condolences; it's grim being stuck in sweatshops run by managers too ignorant to understand productivity and risk. Working people like this is as smart as running your factory without maintenance. In manufacturing and engineering businesses, everyone learns that the top priority is asset integrity: protecting the machinery on which the business depends. In knowledge-based economies, that machinery is the mind.

Any software project must have a technical leader, who is responsible for all technical decisions made by the team and have enough authority to make them. Responsibility and authority are two mandatory components that must be present in order to make it possible to call such a person an architect.

If he is going into management, he writes. If he is an engineer or architect why he paints or sculpts. He will straddle the line, aware up to the point of knowing he is getting the worst of both worlds, but never stopping to wonder why there should ever be a line, or even if there is a line at all.

The value system at Intel is completely the reverse. The Ph.D. in computer science who knows an answer in the abstract, yet does not apply it to create some tangible output, gets little recognition, but a junior engineer who produces results is highly valued and esteemed. And that is how it should be.

Are engineers better at business than business people? It’s debatable. Business people certainly seems to have bigger houses, drive fancier cars, wear nicer clothes and have better looking mates. Engineers lack the time management skills to spend that kind of money. They waste all their time inventing ways to make the most money in the quickest, most efficient way possible. And then when they figure it out, they optimize the process.

She's a bright girl. She learned in her thirteenth year that you can get old films of Mae West or Marlene Dietrich (who is a Vulcan; look at the eyebrows) after midnight on UHF if you know where to look, at fourteen that pot helps, at fifteen that reading's even better. She learned, wearing her rimless glasses, that the world is full of intelligent, attractive, talented women who manage to combine careers with their primary responsibilities as wives and mothers and whose husbands beat them. She's put a gold circle pin on her shirt as a concession to club day. She loves her father and once is enough. Everyone knows that much as women want to be scientists and engineers, they want foremost to be womanly companions to men (what?) and caretakers of childhood; everyone knows that a large part of a woman's identity inheres in the style of her attractiveness. Laur is daydreaming. She looks straight before her, blushes, smiles, and doesn't see a thing... Laur is daydreaming that she's Genghis Khan.

Almost every software development organization has at least one developer who takes tactical programming to the extreme: a tactical tornado. The tactical tornado is a prolific programmer who pumps out code far faster than others but works in a totally tactical fashion. When it comes to implementing a quick feature, nobody gets it done faster than the tactical tornado. In some organizations, management treats tactical tornadoes as heroes. However, tactical tornadoes leave behind a wake of destruction. They are rarely considered heroes by the engineers who must work with their code in the future. Typically, other engineers must clean up the messes left behind by the tactical tornado, which makes it appear that those engineers (who are the real heroes) are making slower progress than the tactical tornado.

That decision falls to scientists, engineers, and managers—with at least the tacit approval of company officers and boards of directors. All complex technology is inseparably coupled to an equally complex team of people and systems of people who should interact with one another as smoothly and with as clear a purpose as a set of well-meshed gears.

The liberal political system was shaped during the industrial era to manage a world of steam engines, oil refineries, and television sets. It has difficulty dealing with the ongoing revolutions in information technology and biotechnology.

Senior engineers can develop bad habits, and one of the worst is the tendency to lecture and debate with anyone who does not understand them or who disagrees with what they are saying. To work successfully with a newcomer or a more junior teammate, you must be able to listen and communicate in a way that person can understand, even if you have to try several times to get it right. Software development is a team sport in most companies, and teams have to communicate effectively to get anything done.

He strode briskly away, to do whatever it was the managers did. Have meetings, I guess. Make phone calls. It was hard for us on the technical side to understand why the company required so many managers. Engineers built things. Salespeople sold things. Even Human Resources I could understand, kind of. But managers proliferated despite performing very few identifiable functions.

Throughout the world, more and more entrepreneurs, engineers, experts, scholars, lawyers and managers are called to join the empire. They must ponder whether to answer the imperial call or to remain loyal to their state and their people. More and more choose the empire.

Bill liked to tell a story about when he was at Intuit and they started getting into banking products. They hired some product managers with banking experience. One day, Bill was at a meeting with one of those product managers, who presented his engineers with a list of features he wanted them to build. Bill told the poor product manager, if you ever tell an engineer at Intuit which features you want, I’m going to throw you out on the street. You tell them what problem the consumer has. You give them context on who the consumer is. Then let them figure out the features. They will provide you with a far better solution than you’ll ever get by telling them what to build.

But somehow I manage to miss the faded blue Toyota pickup until it's so close I can feel the warmth of the engine and smell the smoke of locking brakes. Until the only thing I have time to do is haphazardly throw an arm in front of my face. Because apparently I'm vain like that.

Adopting a remote, managerial point of view, you could say that the Eagle project was a case where a local system of management worked as it should: competition for resources creating within a team inside a company an entrepreneurial spirit, which was channeled in the right direction by constraints sent down from the top. But it seems more accurate to say that a group of engineers got excited about building a computer.

Ian also had issues with Elizabeth’s management, especially the way she siloed the groups off from one another and discouraged them from communicating. The reason she and Sunny invoked for this way of operating was that Theranos was “in stealth mode,” but it made no sense to Ian. At the other diagnostics companies where he had worked, there had always been cross-functional teams with representatives from the chemistry, engineering, manufacturing, quality control, and regulatory departments working toward a common objective. That was how you got everyone on the same page, solved problems, and met deadlines.

Approaching the Williamsburg Bridge - not really certain of how he had managed to find himself there - he experienced an extraordinary moment of buoyancy, of grace. There was a lot more traffic now, but his shifting was smooth and the sturdy little car was adroit at changing lanes. He launched himself out over the East River. He could feel the bridge humming underneath his wheels and all around him could sense the engineering of it, the forces and tensions and rivets that were all conspiring to keep him aloft. To the south, he glimpsed the Manhattan Bridge, with its Parisian air, refined, elegant, its skirts hiked to reveal tapered steel legs, and, beyond, the Brooklyn Bridge, like a great ropy strand of muscle. In the other direction lay the Queensboro Bridge, like two great iron tsarinas linking hands to dance. And before him, the city that had sheltered him and swallowed him and made him a modest fortune loomed, gray and brown, festooned with swags and boas of some misty gray stuff, a compound of harbor fog and spring dew and its own steamy exhalations. Hope had been his enemy, a frailty that he must at all costs master, for so long now that it was a moment before he was willing to concede that he had let it back into his heart.

Among engineers generally, the most common form of ambition—the one made most socially acceptable—has been the desire to become a manager. If you don’t become one by a certain age, then in the eyes of many of your peers you become a failure. Among computer engineers, I think, the wish to manage must be a virtual instinct.

I think that happiness is very important. But I will also say that the most effective people I know are not the happiest, and there is something to be said for effectiveness. Even if we were managing a team of nearly a hundred thousand volunteer social media users, living with my girlfriend and my monkey, watching Netflix, having breakfast, and taking care of a single lovingly spoiled potato plant was pretty fucking relaxing. But I think there's somethng inside of us, something that blooms in us in adolescence and never leaves...and it's just...want. Some people have more of it than others, but I think we all have it. And the most amazing tool that I think anyone in the world can have is the ability to control and direct that want. Some people work to minimize it with mindfulness and meditation; some people let it grow and run free and take over their lives. But some people, and I consider myself one of them, study their want, refine it, and build an engine that burns it. Even if their want pushes all in one direction, they can tack against it like a sailboat, getting somewhere better than where they wanted to be.

Historically, shamans have always been part of the society where they lived, taking care of its problems, whenever they were allowed to operate. For centuries shamanic cultures have been persecuted in the western world until they were almost entirely exterminated. They have managed to survive in secrecy or through complex esoteric camouflage. Nowadays there seems to be more freedom and this ancient knowledge can re-emerge and be used in our own cultural context and not relegated somewhere else. The world needs shamans able to function on the roads, among the electronic equipment and engines, in the squares and markets of our contemporary society.

Stupefied, but unharmed, he allowed Mathis to lead him off towards the Splendide from which guests and servants were pouring in chattering fright. As the distant clang of bells heralded the arrival of ambulances and fire-engines, they managed to push through the throng and up the short stairs and along the corridor to Bond’s room.

Businesses frequently prioritize new feature releases over fixing technical debt. They choose to work on revenue-generating work instead of revenue-protection work. This rarely works out as the business hopes, particularly as problems discovered during the final stages of uncompleted projects drag engineers away from the newer projects.

Humans are producing no-analog climates, no-analog ecosystems, a whole no-analog future. At this point it might be prudent to scale back our commitments and reduce our impacts. But there are so many of us — as of this writing nearly eight billion — and we are stepped in so far, return seems impractical. And so we face a no-analog predicament. If there is to be an answer to the problem of control, it's going to be more control. Only now what's go to be managed is not a nature that exists — or is imagined to exist — apart from the human. Instead, the new effort begins with a planet remade and spirals back on itself — not so much the control of nature as the control of the control of nature.

Atro had once explained to him how this was managed, how the sergeants could give the privates orders, how the lieutenants could give the privates and the sergeants orders, how the captains... and so on and so on up to the generals, who could give everyone else orders and need take them from none, except the commander in chief. Shevek had listened with incredulous disgust. "You call that organization?" he had inquired. "You even call it discipline? But it is neither. It is a coercive mechanism of extraordinary inefficiency--a kind of seventh-millennium steam engine! With such a rigid and fragile structure what could be done that was worth doing?" This had given Atro a chance to argue the worth of warfare as the breeder of courage and manliness and weeder-out of the unfit, but the very line of his argument had forced him to concede the effectiveness of guerrillas, organized from below, self-disciplined. "But that only works when the people think they're fighting for something of their own--you know, their homes, or some notion or other," the old man had said. Shevek had dropped the argument. He now continued it, in the darkening basement among the stacked crates of unlabeled chemicals. He explained to Atro that he now understood why the Army was organized as it was. It was indeed quite necessary. No rational form of organization would serve the purpose. He simply had not understood that the purpose was to enable men with machine guns to kill unarmed men and women easily and in great quantities when told to do so.

There can be no question that Musk has mastered the art of getting the most out of his employees. Interview three dozen SpaceX engineers and each one of them will have picked up on a managerial nuance that Musk has used to get people to meet his deadlines. One example from Brogan: Where a typical manager may set the deadline for the employee, Musk guides his engineers into taking ownership of their own delivery dates. “He doesn’t say, ‘You have to do this by Friday at two P.M.,’” Brogan said. “He says, ‘I need the impossible done by Friday at two P.M. Can you do it?’ Then, when you say yes, you are not working hard because he told you to. You’re working hard for yourself. It’s a distinction you can feel. You have signed up to do your own work.” And by recruiting hundreds of bright, self-motivated people, SpaceX has maximized the power of the individual. One person putting in a sixteen-hour day ends up being much more effective than two people working eight-hour days together. The individual doesn’t have to hold meetings, reach a consensus, or bring other people up to speed on a project. He just keeps working and working and working. The ideal SpaceX employee is someone like Steve Davis, the director of advanced projects at SpaceX. “He’s been working sixteen hours a day every day for years,” Brogan said. “He gets more done than eleven people working together.

We have imagined that a white hospital train with a white Diesel engine has taken you through many a tunnel to a mountainous country by the sea. You are getting well there. But you cannot write because your fingers are so very weak. Moonbeams cannot hold even a white pencil. The picture is pretty, but how long can it stay on the screen? We expect the next slide, but the magic-lantern man has none left. Shall we let the theme of a long separation expand till it breaks into tears? Shall we say (daintily handling the disinfected white symbols) that the train is Death and the nursing home Paradise? Or shall we leave the picture to fade by itself, to mingle with other fading impressions? But we want to write letters to you even if you cannot answer. Shall we suffer the slow wobbly scrawl (we can manage our name and two or three words of greeting) to work its conscientious and unnecessary way across a post card which will never be mailed? Are not these problems so hard to solve because my own mind is not made up yet in regard to your death? My intelligence does not accept the transformation of physical discontinuity into the permanent continuity of a nonphysical element escaping the obvious law, nor can it accept the inanity of accumulating incalculable treasures of thought and sensation, and thought-behind-thought and sensation-behind-sensation, to lose them all at once and forever in a fit of black nausea followed by infinite nothingness. Unquote.

You know.... I've been thinking. When life gives you lemons, don't make lemonade ..... GET MAD! MAKE LIFE TAKE THE LEMONS BACK! WHAT THE HELL AM I SUPPOSED TO DO WITH THESE? Demand to see life's manager, and make him rue the day that he gave you lemons. DO YOU KNOW WHO I AM? I am the man who will burn your house down with lemons. I am going to get my engineers to invent a combustible lemon, which I will use to BURN YOUR HOUSE DOWN!

Just how long the ecosystems of Earth will be thrown into flux and disarray from anthropogenic climate change also depends on how much more of that change we choose to engineer—and perhaps how much we can manage to undo. But warming at the level necessary to fully melt ice sheets and glaciers and elevate sea level by several hundred feet promises to initiate rolling, radically transformative changes on a timescale measured not in decades or centuries or even millennia, but in the millions of years. Alongside that timeline, the entire lifespan of human civilization is rendered, effectively, an afterthought; and the much longer span of climate change becomes eternity.

Finding a taxi, she felt like a child pressing her nose to the window of a candy store as she watched the changing vista pass by while the twilight descended and the capital became bathed in a translucent misty lavender glow. Entering the city from that airport was truly unique. Charles de Gaulle, built nineteen miles north of the bustling metropolis, ensured that the final point of destination was veiled from the eyes of the traveller as they descended. No doubt, the officials scrupulously planned the airport’s location to prevent the incessant air traffic and roaring engines from visibly or audibly polluting the ambience of their beloved capital, and apparently, they succeeded. If one flew over during the summer months, the visitor would be visibly presented with beautifully managed quilt-like fields of alternating gold and green appearing as though they were tilled and clipped with the mathematical precision of a slide rule. The countryside was dotted with quaint villages and towns that were obviously under meticulous planning control. When the aircraft began to descend, this prevailing sense of exactitude and order made the visitor long for an aerial view of the capital city and its famous wonders, hoping they could see as many landmarks as they could before they touched ground, as was the usual case with other major international airports, but from this point of entry, one was denied a glimpse of the city below. Green fields, villages, more fields, the ground grew closer and closer, a runway appeared, a slight bump or two was felt as the craft landed, and they were surrounded by the steel and glass buildings of the airport. Slightly disappointed with this mysterious game of hide-and-seek, the voyager must continue on and collect their baggage, consoled by the reflection that they will see the metropolis as they make their way into town. For those travelling by road, the concrete motorway with its blue road signs, the underpasses and the typical traffic-logged hubbub of industrial areas were the first landmarks to greet the eye, without a doubt, it was a disheartening first impression. Then, the real introduction began. Quietly, and almost imperceptibly, the modern confusion of steel and asphalt was effaced little by little as the exquisite timelessness of Parisian heritage architecture was gradually unveiled. Popping up like mushrooms were cream sandstone edifices filigreed with curled, swirling carvings, gently sloping mansard roofs, elegant ironwork lanterns and wood doors that charmed the eye, until finally, the traveller was completely submerged in the glory of the Second Empire ala Baron Haussmann’s master plan of city design, the iconic grand mansions, tree-lined boulevards and avenues, the quaint gardens, the majestic churches with their towers and spires, the shops and cafés with their colourful awnings, all crowded and nestled together like jewels encrusted on a gold setting.

Why is our life the way it is? Why is it not better, or worse or different? The simple answer is ‘thoughts’. Life is the way it is because of the way we think. When we think differently, we perceive things differently. We behave differently. Rich people are rich because they think in that manner. Engineers are engineers because they think in that manner.  So too with artists. Sad people are sad because they think that way. And happy people think in happy ways.

Today I am more convinced than ever. Conceptual integrity is central to product quality. Having a system architect is the most important single step toward conceptual integrity. These principles are by no means limited to software systems, but to the design of any complex construct, whether a computer, an airplane, a Strategic Defense Initiative, a Global Positioning System. After teaching a software engineering laboratory more than 20 times, I came to insist that student teams as small as four people choose a manager and a separate architect. Defining distinct roles in such small teams may be a little extreme, but I have observed it to work well and to contribute to design success even for small teams.

He put this engine [a silver pocket watch] into our ears, which made an incessant noise, like that of a water-mill: and we conjecture it is either some unknown animal, or the god that he worships; but we are more inclined to the latter opinion, because he assured us, (if we understood him right, for he expressed himself very imperfectly) that he seldom did any thing without consulting it. He called it his oracle, and said, it pointed out the time for every action of his life.

His deepest detestation was often reserved for the nicest of liberal academics, as if their lives were his own life but a step escaped. Like the scent of the void which comes off the pages of a Xerox copy, so was he always depressed in such homes by their hint of oversecurity. If the republic was now managing to convert the citizenry to a plastic mass, ready to be attached to any manipulative gung ho, the author was ready to cast much of the blame for such success into the undernourished lap, the overpsychologized loins, of the liberal academic intelligentsia. They were of course politically opposed to the present programs and movements of the republic in Asian foreign policy, but this political difference seemed no more than a quarrel among engineers. Liberal academics had no root of a real war with technology land itself, no, in all likelihood, they were the natural managers of that future air-conditioned vault where the last of human life would still exist.

Thirty years after Apple went public, he reflected on what it was like to come into money suddenly: I never worried about money. I grew up in a middle-class family, so I never thought I would starve. And I learned at Atari that I could be an okay engineer, so I always knew I could get by. I was voluntarily poor when I was in college and India, and I lived a pretty simple life even when I was working. So I went from fairly poor, which was wonderful, because I didn’t have to worry about money, to being incredibly rich, when I also didn’t have to worry about money. I watched people at Apple who made a lot of money and felt they had to live differently. Some of them bought a Rolls-Royce and various houses, each with a house manager and then someone to manage the house managers. Their wives got plastic surgery and turned into these bizarre people. This was not how I wanted to live. It’s crazy. I made a promise to myself that I’m not going to let this money ruin my life.

This creature's career could produce but one result, and it speedily followed. Boy after boy managed to get on the river. The minister's son became an engineer. The doctor's and the post-master's sons became 'mud clerks;' the wholesale liquor dealer's son became a barkeeper on a boat; four sons of the chief merchant, and two sons of the county judge, became pilots. Pilot was the grandest position of all. The pilot, even in those days of trivial wages, had a princely salary—from a hundred and fifty to two hundred and fifty dollars a month, and no board to pay. Two months of his wages would pay a preacher's salary for a year. Now some of us were left disconsolate. We could not get on the river—at least our parents would not let us.

This crusading spirit of the managers and engineers, the idea of designing and manufacturing and distributing being sort of a holy war: all that folklore was cooked up by public relations and advertising men hired by managers and engineers to make big business popular in the old days, which it certainly wasn't in the beginning. Now, the engineers and managers believe with all their hearts the glorious things their forebears hired people to say about them. Yesterday's snow job becomes today's sermon.

Adopting a remote, managerial point of view, you could say that the Eagle project was a case where a local system of management worked as it should: competition for resources creating within a team inside a company an entrepreneurial spirit, which was channeled in the right direction by constraints sent down from the top. But it seems more accurate to say that a group of engineers got excited about building a computer. Whether it arose by corporate bungling or by design, the opportunity had to be grasped.

From what I’d written in “The Improper Princess” and from the history I’d given in Talking to Dragons, I already knew the general outline of her adventures, which, again, required someone smart, practical, and sure of herself. Explaining this occasionally confounds people who think that I wrote Cimorene as some sort of feminist statement about what women can achieve. I find their surprise hard to understand. My real-life family and friends are full of women like Cimorene, from my twin cousins, who have been fur trappers in the Alaskan bush for most of their lives, to my mother, who became an engineer long before women’s liberation officially opened “nontraditional careers” to women, to my grandmothers, aunts, and cousins, who were office managers, farmers, nurses, nuns, geologists, and bookkeepers, among other things. None of these women takes any guff from anyone. They aren’t proving a point about what women could, should, or can do; they are ignoring that whole question (which none of them considers a question worth asking at all) and getting on with doing the things that interest them most.

Another example is the modern political order. Ever since the French Revolution, people throughout the world have gradually come to see both equality and individual freedom as fundamental values. Yet the two values contradict each other. Equality can be ensured only by curtailing the freedoms of those who are better off. Guaranteeing that every individual will be free to do as he wishes inevitably short-changes equality. The entire political history of the world since 1789 can be seen as a series of attempts to reconcile this contradiction. Anyone who has read a novel by Charles Dickens knows that the liberal regimes of nineteenth-century Europe gave priority to individual freedom even if it meant throwing insolvent poor families in prison and giving orphans little choice but to join schools for pickpockets. Anyone who has read a novel by Alexander Solzhenitsyn knows how Communism’s egalitarian ideal produced brutal tyrannies that tried to control every aspect of daily life. Contemporary American politics also revolve around this contradiction. Democrats want a more equitable society, even if it means raising taxes to fund programmes to help the poor, elderly and infirm. But that infringes on the freedom of individuals to spend their money as they wish. Why should the government force me to buy health insurance if I prefer using the money to put my kids through college? Republicans, on the other hand, want to maximise individual freedom, even if it means that the income gap between rich and poor will grow wider and that many Americans will not be able to afford health care. Just as medieval culture did not manage to square chivalry with Christianity, so the modern world fails to square liberty with equality. But this is no defect. Such contradictions are an inseparable part of every human culture. In fact, they are culture’s engines, responsible for the creativity and dynamism of our species. Just

In my classes, we read great fiction obsessively, and then attempt to see how a writer managed to affect us. We try to understand which elements—diction, syntax, point of view and so forth—made us feel that way. After we spend several weeks reading this way, wondering how the author made us shiver like that, we try our own hand. I ask students to begin with ‘green lines,’ to isolate writing so good it makes one writer envious of another. Which parts do they wish they had written themselves? Students start to understand how their own writing works, where it ripples with energy… What they really want is to have some kind of firsthand, visceral relationship with a book—to see what it’s like to take a work apart and put it back together—using great stories as structural models, just the way the kids I grew up with in Detroit fell in love with cars by spending weekends trying to make derelict Ford Mustangs run again. When the engine finally starts, when you figure out how to make it fire, it’s an incredibly powerful learning experience.

Entrepreneurs who kept their day jobs had 33 percent lower odds of failure than those who quit. If you’re risk averse and have some doubts about the feasibility of your ideas, it’s likely that your business will be built to last. If you’re a freewheeling gambler, your startup is far more fragile. Like the Warby Parker crew, the entrepreneurs whose companies topped Fast Company’s recent most innovative lists typically stayed in their day jobs even after they launched. Former track star Phil Knight started selling running shoes out of the trunk of his car in 1964, yet kept working as an accountant until 1969. After inventing the original Apple I computer, Steve Wozniak started the company with Steve Jobs in 1976 but continued working full time in his engineering job at Hewlett-Packard until 1977. And although Google founders Larry Page and Sergey Brin figured out how to dramatically improve internet searches in 1996, they didn’t go on leave from their graduate studies at Stanford until 1998. “We almost didn’t start Google,” Page says, because we “were too worried about dropping out of our Ph.D. program.” In 1997, concerned that their fledgling search engine was distracting them from their research, they tried to sell Google for less than $2 million in cash and stock. Luckily for them, the potential buyer rejected the offer. This habit of keeping one’s day job isn’t limited to successful entrepreneurs. Many influential creative minds have stayed in full-time employment or education even after earning income from major projects. Selma director Ava DuVernay made her first three films while working in her day job as a publicist, only pursuing filmmaking full time after working at it for four years and winning multiple awards. Brian May was in the middle of doctoral studies in astrophysics when he started playing guitar in a new band, but he didn’t drop out until several years later to go all in with Queen. Soon thereafter he wrote “We Will Rock You.” Grammy winner John Legend released his first album in 2000 but kept working as a management consultant until 2002, preparing PowerPoint presentations by day while performing at night. Thriller master Stephen King worked as a teacher, janitor, and gas station attendant for seven years after writing his first story, only quitting a year after his first novel, Carrie, was published. Dilbert author Scott Adams worked at Pacific Bell for seven years after his first comic strip hit newspapers. Why did all these originals play it safe instead of risking it all?

Still allergic to PowerPoints and formal presentations, he insisted that the people around the table hash out issues from various vantages and the perspectives of different departments. Because he believed that Apple's great advantage was its integration of the whole widget- from design to hardware to software to content-he wanted all departments at the company to work together in parallel. The phrases he used were "deep collaboration" and "concurrent engineering." Instead of a development process in which a product would be passed sequentially from engineering to design to manufacturing to marketing and distribution, these various departments collaborated simultaneously. " Our method was to develop integrated products, and that meant our process had to be integrated and collaborative," Jobs said. This approach also applied to key hires. He would have candidates meet the top leaders-Cook, Tevanian, Schiller, Rubinstein, Ive- rather than just the managers of the department where they wanted to work. " Then we all get together without the person and talk about whether they'll fit in," Jobs said.

Time was minutely calculated everywhere in the vast plant so that top managers knew precisely what everyone was supposed to be doing at a given moment. Bell was struck, for instance, by how General Motors “divides the hour into ten six-minute periods…the worker is paid by the numbers of tenths of an hour he works.”27 This minute engineering of work time was connected to very long measures of time in the corporation as well. Seniority pay was finely tuned to the total number of hours a man or woman had worked for General Motors; a laborer could minutely calculate benefits of vacation time and sick leave. The micrometrics of time governed the lower echelons of white-collar offices as well as manual labor on the assembly line, in terms of promotion and benefits.

I released a breath I didn’t remember holding. Turned to Ben. Found him looking at me, face inches from mine on Sewee’s deck. Panic flared, white hot, paralyzing me as I lay beside him. Our gazes met. I saw fear in his dark brown eyes. Indecision. Doubt. Ben went rigid, his chest rising and falling like a bellows. Then something changed. His face relaxed, a small smile playing on his lips. Before I could blink, his mouth covered mine. We shared a breath. A tingle ran my spine. Then I pulled back, breathing hard, unsure what either my mind or body were doing. Ben’s unsure look returned. Then vanished. He pulled me near again, his lips melting into mine. Strong, calloused fingers stroked the side of my face. His smell enveloped me. Earthy. Masculine. Ben. Fire rolled through my body. So this is what it’s like. I broke away again, gasping slightly for breath. Reality crashed home. I sat up and scooted a few feet away, rubbing my face with both hands. What was I doing? “Ben, I—” His hand rose to cut me off. He leaned against the bench, face suddenly serious. “I’m not going to pretend anymore. One way or another, I’m going to say how I feel.” Ben snorted softly. “Make my case.” We sat still in the darkness, Sewee rocking gently, the scene dream-like and surreal. “You don’t have to make a case.” I stared at my shoes, had no idea where I wanted this conversation to go. “It’s just, things are—” “YO!” Our heads whipped in the voice’s direction. Ben scrambled to a crouch, scanning the silent bulk of Tern Point, as if just now recalling we were adrift at sea. The voice called down again, suddenly familiar. “What, are you guys paddling around the island? I don’t have a boat license, but that seems dumb.” “Shut up, Hi!” Ben shouted, with more heat than was necessary. Scowling, he slid behind the controls and fired the engine. I scurried to the bow, as far from the captain’s chair as I could manage and stay dry. You’ve done it now, Tory Brennan. Better hope there’s a life preserver somewhere. A glance back. Ben was watching me, looking for all the world like he had more to say. I quickly turned away. Nope. Nope nope nope. I needed some time to think about this one. Perhaps a decade? “Where are we?” I asked, changing the subject. Ben must’ve sensed that my “personal” shop was closed for business.

We became the most successful advanced projects company in the world by hiring talented people, paying them top dollar, and motivating them into believing that they could produce a Mach 3 airplane like the Blackbird a generation or two ahead of anybody else. Our design engineers had the keen experience to conceive the whole airplane in their mind’s-eye, doing the trade-offs in their heads between aerodynamic needs and weapons requirements. We created a practical and open work environment for engineers and shop workers, forcing the guys behind the drawing boards onto the shop floor to see how their ideas were being translated into actual parts and to make any necessary changes on the spot. We made every shop worker who designed or handled a part responsible for quality control. Any worker—not just a supervisor or a manager—could send back a part that didn’t meet his or her standards. That way we reduced rework and scrap waste. We encouraged our people to work imaginatively, to improvise and try unconventional approaches to problem solving, and then got out of their way. By applying the most commonsense methods to develop new technologies, we saved tremendous amounts of time and money, while operating in an atmosphere of trust and cooperation both with our government customers and between our white-collar and blue-collar employees. In the end, Lockheed’s Skunk Works demonstrated the awesome capabilities of American inventiveness when free to operate under near ideal working conditions. That may be our most enduring legacy as well as our source of lasting pride.

Historically, noted James Manyika, one of the authors of the McKinsey report, companies kept their eyes on competitors “who looked like them, were in their sector and in their geography.” Not anymore. Google started as a search engine and is now also becoming a car company and a home energy management system. Apple is a computer manufacturer that is now the biggest music seller and is also going into the car business, but in the meantime, with Apple Pay, it’s also becoming a bank. Amazon, a retailer, came out of nowhere to steal a march on both IBM and HP in cloud computing. Ten years ago neither company would have listed Amazon as a competitor. But Amazon needed more cloud computing power to run its own business and then decided that cloud computing was a business! And now Amazon is also a Hollywood studio.

But the biggest news that month was the departure from Apple, yet again, of its cofounder, Steve Wozniak. Wozniak was then quietly working as a midlevel engineer in the Apple II division, serving as a humble mascot of the roots of the company and staying as far away from management and corporate politics as he could. He felt, with justification, that Jobs was not appreciative of the Apple II, which remained the cash cow of the company and accounted for 70% of its sales at Christmas 1984. “People in the Apple II group were being treated as very unimportant by the rest of the company,” he later said. “This was despite the fact that the Apple II was by far the largest-selling product in our company for ages, and would be for years to come.” He even roused himself to do something out of character; he picked up the phone one day and called Sculley, berating him for lavishing so much attention on Jobs and the Macintosh division. Frustrated, Wozniak decided to leave quietly to start a new company that would make a universal remote control device he had invented. It would control your television, stereo, and other electronic devices with a simple set of buttons that you could easily program. He informed the head of engineering at the Apple II division, but he didn’t feel he was important enough to go out of channels and tell Jobs or Markkula. So Jobs first heard about it when the news leaked in the Wall Street Journal. In his earnest way, Wozniak had openly answered the reporter’s questions when he called. Yes, he said, he felt that Apple had been giving short shrift to the Apple II division. “Apple’s direction has been horrendously wrong for five years,” he said.

A more recent concern relates to “financialization” and associated short-termism. Financialization is the growing importance of norms, metrics, and incentives from the financial sector to the wider economy. Some of the concerns expressed are that, for example, managers are increasingly awarded stock options to align their incentives with those of shareholders; companies are often explicitly managed to increase short-term shareholder value; and financial engineering, such as share buybacks and earnings management, has become a more important part of senior managers’ jobs. The end result is that rather than finance serving business, business serves finance: the tail wags the dog. What John Kay described as “obliquity,” the idea that making money was a consequence of, or a second-order benefit of, serving one’s customers and building good businesses, is driven out (Kay 2010).

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.

India is a land where contradictions will continue to abound, because there are many Indias that are being transformed, with different levels of intensity, by different forces of globalization. Each of these Indias is responding to them in different ways. Consider these coexisting examples of progress and status quo: India is a nuclear-capable state that still cannot build roads that will survive their first monsoon. It has eradicated smallpox through the length and breadth of the country, but cannot stop female foeticide and infanticide. It is a country that managed to bring about what it called the ‘green revolution’, which heralded food grain self-sufficiency for a nation that relied on external food aid and yet, it easily has the most archaic land and agricultural laws in the world, with no sign of anyone wanting to reform them any time soon. It has hundreds of millions of people who subsist on less that a dollar a day, but who vote astutely and punish political parties ruthlessly. It has an independent judiciary that once set aside even Indira Gandhi’s election to parliament and yet, many members of parliament have criminal records and still contest and win elections from prison. India is a significant exporter of intellectual capital to the rest of the world—that capital being spawned in a handful of world class institutions of engineering, science and management. Yet it is a country with primary schools of pathetic quality and where retaining children in school is a challenge. India truly is an equal opportunity employer of women leaders in politics, but it took over fifty years to recognize that domestic violence is a crime and almost as long to get tough with bride burning. It is the IT powerhouse of the world, the harbinger of the offshore services revolution that is changing the business paradigms of the developed world. But regrettably, it is also the place where there is a yawning digital divide.

Doudna deeply enjoyed being a bench scientist, a researcher who gets to the lab early, puts on latex gloves and a white coat, and begins working with pipettes and Petri dishes. For the first few years after setting up her lab at Berkeley, she was able to work at the bench half her time. “I didn’t want to give that up,” she says. “I think I was a pretty good experimenter. That’s how my mind works. I can see experiments in my mind, especially when I am working myself.” But by 2009, after her return from Genentech, Doudna realized that she had to spend more time cultivating her lab rather than her bacterial cultures. This transition from player to coach happens in many fields. Writers become editors, engineers become managers. When bench scientists become lab heads their new managerial duties include hiring the right young researchers, mentoring them, going over their results, suggesting new experiments, and offering up the insights that come from having been there.

A tall, leggy French girl on her way to work was looking at her phone and almost walked into me as I crossed the street. I dodged her just in time and she glanced back to give me a dirty look. How dare I not realize the importance of her early morning text message. I wondered how humanity managed to work and accomplish things before our time in history; the invention of electricity, the radio and the light bulb; creating the combustion engine and then building roads for people to travel on; creating aircraft so mankind could travel faster between great cities they planned and built; the industrial revolution; NASA landing a man on the moon; the invention of the microwave so single guys could make TV dinners and not starve. How had mankind managed it all without texting each other every five minutes? Or had they been able to accomplish all these things because they didn’t have this frivolous distraction disconnecting them from dreaming and inventing, and human interaction?

REINHOLD JOBS. Wisconsin-born Coast Guard seaman who, with his wife, Clara, adopted Steve in 1955. REED JOBS. Oldest child of Steve Jobs and Laurene Powell. RON JOHNSON. Hired by Jobs in 2000 to develop Apple’s stores. JEFFREY KATZENBERG. Head of Disney Studios, clashed with Eisner and resigned in 1994 to cofound DreamWorks SKG. ALAN KAY. Creative and colorful computer pioneer who envisioned early personal computers, helped arrange Jobs’s Xerox PARC visit and his purchase of Pixar. DANIEL KOTTKE. Jobs’s closest friend at Reed, fellow pilgrim to India, early Apple employee. JOHN LASSETER. Cofounder and creative force at Pixar. DAN’L LEWIN. Marketing exec with Jobs at Apple and then NeXT. MIKE MARKKULA. First big Apple investor and chairman, a father figure to Jobs. REGIS MCKENNA. Publicity whiz who guided Jobs early on and remained a trusted advisor. MIKE MURRAY. Early Macintosh marketing director. PAUL OTELLINI. CEO of Intel who helped switch the Macintosh to Intel chips but did not get the iPhone business. LAURENE POWELL. Savvy and good-humored Penn graduate, went to Goldman Sachs and then Stanford Business School, married Steve Jobs in 1991. GEORGE RILEY. Jobs’s Memphis-born friend and lawyer. ARTHUR ROCK. Legendary tech investor, early Apple board member, Jobs’s father figure. JONATHAN “RUBY” RUBINSTEIN. Worked with Jobs at NeXT, became chief hardware engineer at Apple in 1997. MIKE SCOTT. Brought in by Markkula to be Apple’s president in 1977 to try to manage Jobs.

In the early 1980s, managers at the National Aeronautics and Space Administration (NASA) estimated that the flights would be 99.999 percent reliable, which represents a failure rate of only 1 in 100,000. According to the physicist Richard Feynman, who was a member of the commission that investigated the January 1986 Challenger accident, in which the shuttle broke apart shortly into its flight, killing all seven astronauts on board, this “would imply that one could put a Shuttle up each day for 300 years expecting to lose only one.” He wondered, “What is the cause of management’s fantastic faith in the machinery?” Engineers, who were more familiar with the shuttle itself and with machines in general, predicted only a 99 percent success rate, or a failure every 100 launches. A range safety officer, who personally observed test firings during the developmental phase of the rocket motors, expected a failure rate of 1 in 25. The Challenger accident proved that estimate to be the actual failure rate, giving a success rate of 96 percent after exactly 25 launchings.

If you cannot drop a wrong problem, then the first time you meet one you will be stuck with it for the rest of your career. Einstein was tremendously creative in his early years, but once he began, in midlife, the search for a unified theory, he spent the rest of his life on it and had about nothing to show for all the effort. I have seen this many times while watching how science is done. It is most likely to happen to the very creative people; their previous successes convince them they can solve any problem, but there are other reasons besides overconfidence why, in many fields, sterility sets in with advancing age. Managing a creative career is not an easy task, or else it would often be done. In mathematics, theoretical physics, and astrophysics, age seems to be a handicap (all characterized by high, raw creativity), while in music composition, literature, and statesmanship, age and experience seem to be an asset. As valued by Bell Telephone Laboratories in the late 1970s, the first 15 years of my career included all they listed, and for my second 15 years they listed nothing I was very closely associated with! Yes, in my areas the really great things are generally done while the person is young, much as in athletics, and in old age you can turn to coaching (teaching), as I have done. Of course, I do not know your field of expertise to say what effect age will have, but I suspect really great things will be realized fairly young, though it may take years to get them into practice. My advice is if you want to do significant things, now is the time to start thinking (if you have not already done so) and not wait until it is the proper moment—which may never arrive!

The thing about Dostoevsky's characters is that they are alive. By which I don't just mean that they're successfully realized or developed or "rounded". The best of them live inside us, forever, once we've met them. Recall the proud and pathetic Raskolnikov, the naive Devushkin, the beautiful and damned Nastasya of The Idiot, the fawning Lebyedev and spiderish Ippolit of the same novel; C&P's ingenious maverick detective Porfiry Petrovich (without whom there would probably be no commercial crime fiction w/ eccentrically brilliant cops); Marmeladov, the hideous and pitiful sot; or the vain and noble roulette addict Aleksey Ivanovich of The Gambler; the gold-hearted prostitutes Sonya and Liza; the cynically innocent Aglaia; or the unbelievably repellent Smerdyakov, that living engine of slimy resentment in whom I personally see parts of myself I can barely stand to look at; or the idealized and all too-human Myshkin and Alyosha, the doomed human Christ and triumphant child-pilgrim, respectively. These and so many other FMD creatures are alive-retain what Frank calls their "immense vitality"-not because they're just skillfully drawn types or facets of human beings but because, acting withing plausible and morally compelling plots, they dramatize the profoundest parts of all humans, the parts most conflicted, most serious-the ones with the most at stake. Plus, without ever ceasing to be 3-D individuals, Dostoevsky's characters manage to embody whole ideologies and philosophies of life: Raskolnikov the rational egoism of the 1860's intelligentsia, Myshkin mystical Christian love, the Underground Man the influence of European positivism on the Russian character, Ippolit the individual will raging against death's inevitability, Aleksey the perversion of Slavophilic pride in the face of European decadence, and so on and so forth....

America’s last step into the Vietnam quagmire came on November 22, 1963, when Lyndon Baines Johnson was sworn in as the thirty-sixth president of the United States. Unlike Kennedy, Johnson was no real veteran. During World War II he used his influence as a congressman to become a naval officer, and, despite an utter lack of military training, he arranged a direct commission as a lieutenant commander. Fully aware that “combat” exposure would make him more electable, the ambitious Johnson managed an appointment to an observation team that was traveling to the Pacific. Once there, he was able to get a seat on a B-26 combat mission near New Guinea. The bomber had to turn back due to mechanical problems and briefly came under attack from Japanese fighters. The pilot got the damaged plane safely back to its base and Johnson left the very next day. This nonevent, which LBJ had absolutely no active part of, turned into his war story. The engine had been “knocked out” by enemy fighters, not simply a routine malfunction; he, LBJ, had been part of a “suicide mission,” not just riding along as baggage. The fabrication grew over time, including, according to LBJ, the nickname of “Raider” Johnson given to him by the awestruck 22nd Bomber Group.

Take for example job applications. In the 21st century the decision wherever to hire somebody for a job while increasingly be made by algorithms. We cannot rely on the machines to set the relevant ethical standards, humans will still need to do that, but once we decide on an ethical standard in the job market, that it is wrong to discriminate against blacks or against women for example, we can rely on machines to implement and maintain these standards better than humans. A human manager may know and even agree that is unethical to discriminate against blacks and women but then when a black woman applies for a job the manager subconsciously discriminate against her and decides not to hire her. If we allow a computer to evaluate job applications and program computers to completely ignore race and gender we can be certain that the computer will indeed ignore these factors because computers do not have a subconscious. Of course it won't be easy to write code for evaluating job applications and there is always the danger that the engineers will somehow program their own subconscious biases into the software, yet once we discover such mistakes it would probably be far easier to debug the software than to get rid humans of their racist and misogynist biases.

How long will the Gilgamesh Project – the quest for immortality – take to complete? A hundred years? Five hundred years? A thousand years? When we recall how little we knew about the human body in 1900, and how much knowledge we have gained in a single century, there is cause for optimism. Genetic engineers have recently managed to double the average life expectancy of Caenorhabditis elegans worms.12 Could they do the same for Homo sapiens? Nanotechnology experts are developing a bionic immune system composed of millions of nano-robots, who would inhabit our bodies, open blocked blood vessels, fight viruses and bacteria, eliminate cancerous cells and even reverse ageing processes.13 A few serious scholars suggest that by 2050, some humans will become a-mortal (not immortal, because they could still die of some accident, but a-mortal, meaning that in the absence of fatal trauma their lives could be extended indefinitely). Whether or not Project Gilgamesh succeeds, from a historical perspective it is fascinating to see that most late-modern religions and ideologies have already taken death and the afterlife out of the equation. Until the eighteenth century, religions considered death and its aftermath central to the meaning of life. Beginning in the eighteenth century, religions and ideologies such as liberalism, socialism and feminism lost all interest in the afterlife. What, exactly, happens to a Communist after he or she dies? What happens to a capitalist? What happens to a feminist? It is pointless to look for the answer in the writings of Marx, Adam Smith or Simone de Beauvoir. The only modern ideology that still awards death a central role is nationalism. In its more poetic and desperate moments, nationalism promises that whoever dies for the nation will for ever live in its collective memory. Yet this promise is so fuzzy that even most nationalists do not really know what to make of it. The

Many speak of the legendary and gigantic starship Titanic, a majestic and luxurious cruise liner launched from the great shipbuilding asteroid complexes of Artrifactovol some hundreds of years ago now, and with good reason. It was sensationally beautiful, staggeringly huge and more pleasantly equipped than any ship in what now remains of history (see page 113 [on the Campaign for Real Time]) but it had the misfortune to be built in the very earliest days of Improbability Physics, long before this difficult and cussed branch of knowledge was fully, or at all, understood. The designers and engineers decided, in their innocence, to build a prototype Improbability Field into it, which was meant, supposedly, to ensure that it was Infinitely Improbable that anything would ever go wrong with any pan of the ship. They did not realize that because of the quasi-reciprocal and circular nature of all Improbability calculations, anything that was Infinitely Improbable was actually very likely to happen almost immediately. The starship Titanic was a monstrously pretty sight as it lay beached like a silver Arcturan Megavoidwhale among the laserlit tracery of its construction gantries, a brilliant cloud of pins and needles of light against the deep interstellar blackness; but when launched, it did not even manage to complete its very first radio message—an SOS—before undergoing a sudden and gratuitous total existence failure.

Jack coughed slightly and offered his hand. “Hi, uh. I’m Jack.” Kim took it. “Jack what?” “Huh?” “Your last name, silly.” “Jackson.” She blinked at him. “Your name is Jack Jackson?” He blushed. “No, uh, my first name’s Rhett, but I hate it, so…” He gestured to the chair and she sat. Her dress rode up several inches, exposing pleasing long lines of creamy skin. “Well, Jack, what’s your field of study?” “Biological Engineering, Genetics, and Microbiology. Post-doc. I’m working on a research project at the institute.” “Really? Oh, uh, my apple martini’s getting a little low.” “I’ve got that, one second.” He scurried to the bar and bought her a fresh one. She sipped and managed to make it look not only seductive but graceful as well. “What do you want to do after you’re done with the project?” Kim continued. “Depends on what I find.” She sent him a simmering smile. “What are you looking for?” Immediately, Jack’s eyes lit up and his posture straightened. “I started the project with the intention of learning how to increase the reproduction of certain endangered species. I had interest in the idea of cloning, but it proved too difficult based on the research I compiled, so I went into animal genetics and cellular biology. It turns out the animals with the best potential to combine genes were reptiles because their ability to lay eggs was a smoother transition into combining the cells to create a new species, or one with a similar ancestry that could hopefully lead to rebuilding extinct animals via surrogate birth or in-vitro fertilization. We’re on the edge of breaking that code, and if we do, it would mean that we could engineer all kinds of life and reverse what damage we’ve done to the planet’s ecosystem.” Kim stared. “Right. Would you excuse me for a second?” She wiggled off back to her pack of friends by the bar. Judging by the sniggering and the disgusted glances he was getting, she wasn’t coming back. Jack sighed and finished off his beer, massaging his forehead. “Yes, brilliant move. You blinded her with science. Genius, Jack.” He ordered a second one and finished it before he felt smallish hands on his shoulders and a pair of soft lips on his cheek. He turned to find Kamala had returned, her smile unnaturally bright in the black lights glowing over the room. “So…how did it go with Kim?” He shot her a flat look. “You notice the chair is empty.” Kamala groaned. “You talked about the research project, didn’t you?” “No!” She glared at him. “…maybe…” “You’re so useless, Jack.” She paused and then tousled his hair a bit. “Cheer up. The night’s still young. I’m not giving up on you.” He smiled in spite of himself. “Yet.” Her brown eyes flashed. “Never.

The thing about Dostoevsky's characters is that they are alive. By which I don't just mean that they're successfully realized or developed or "rounded". The best of them live inside us, forever, once we've met them. Recall the proud and pathetic Raskolnikov, the naive Devushkin, the beautiful and damned Nastasya of The Idiot, the fawning Lebyedev and spiderish Ippolit of the same novel; C&P's ingenious maverick detective Porfiry Petrovich (without whom there would probably be no commercial crime fiction w/ eccentrically brilliant cops); Marmeladov, the hideous and pitiful sot; or the vain and noble roulette addict Aleksey Ivanovich of The Gambler; the gold-hearted prostitutes Sonya and Liza; the cynically innocent Aglaia; or the unbelievably repellent Smerdyakov, that living engine of slimy resentment in whom I personally see parts of myself I can barely stand to look at; or the idealized and all too-human Myshkin and Alyosha, the doomed human Christ and triumphant child-pilgrim, respectively. These and so many other FMD creatures are alive-retain what Frank calls their "immense vitality"-not because they're just skillfully drawn types or facets of human beings but because, acting within plausible and morally compelling plots, they dramatize the profoundest parts of all humans, the parts most conflicted, most serious-the ones with the most at stake. Plus, without ever ceasing to be 3-D individuals, Dostoevsky's characters manage to embody whole ideologies and philosophies of life: Raskolnikov the rational egoism of the 1860's intelligentsia, Myshkin mystical Christian love, the Underground Man the influence of European positivism on the Russian character, Ippolit the individual will raging against death's inevitability, Aleksey the perversion of Slavophilic pride in the face of European decadence, and so on and so forth....

We've known each other for years." "In every sense of the word." Tanya gave him a nudge and they shared another laugh. In every sense of the word... Daisy felt a cold stab of jealousy at their intimate moment. It didn't make sense. Her relationship with Liam wasn't real. But the more time she spent with him, the more the line blurred and she didn't know where she stood. "Daisy is a senior software engineer for an exciting new start-up that's focused on menstrual products," Liam said. "She's in line for a promotion to product manager. The company couldn't run without her." Daisy grimaced. "I think that's a bit of an exaggeration." "Take the compliment," Tanya said. "Liam doesn't throw many around... At least, he didn't used to." At least, he didn't used to... Was the bitch purposely trying to goad her with little reminders about her shared past with Liam? Daisy's teeth gritted together. Well, she got the message. Tanya was a cool, bike-riding, smooth-haired venture capitalist ex who clearly wasn't suffering in any way after her journey. She was probably so tough she didn't need any padding in her seat. Maybe she just sat on a board or the bare steel frame. Liam ran a hand through his hair, ruffling the dark waves into a sexy tangle. Was he subconsciously grooming himself for Tanya? Or was he just too warm? "What are you riding now?" "Triumph Street Triple 675. I got rid of the Ninja. Not enough power." "You like the naked styling?" Liam asked. Tanya smirked. "Naked is my thing, as you know too well." Naked is my thing... As you know too well... Daisy tried to shut off the snarky voice in her head, but something about Tanya set her possessive teeth on edge. "Do you want to join us inside?" Liam asked. "We're going to have a coffee before we finish the loop." Say no. Say no. Say no. "Sounds good." Tanya took a few steps and looked back over her shoulder. "Do you need a hand, Daisy?" Only to slap you.

One other thing. And this really matters for readers of this book. According to official Myers–Briggs documents, the test can ‘give you an insight into what kinds of work you might enjoy and be successful doing’. So if you are, like me, classified as ‘INTJ’ (your dominant traits are being introverted, intuitive and having a preference for thinking and judging), the best-fit occupations include management consultant, IT professional and engineer.30 Would a change to one of these careers make me more fulfilled? Unlikely, according to respected US psychologist David Pittenger, because there is ‘no evidence to show a positive relation between MBTI type and success within an occupation…nor is there any data to suggest that specific types are more satisfied within specific occupations than are other types’. Then why is the MBTI so popular? Its success, he argues, is primarily due to ‘the beguiling nature of the horoscope-like summaries of personality and steady marketing’.31 Personality tests have their uses, even if they do not reveal any scientific ‘truth’ about us. If we are in a state of confusion they can be a great emotional comfort, offering a clear diagnosis of why our current job may not be right, and suggesting others that might suit us better. They also raise interesting hypotheses that aid self-reflection: until I took the MBTI, I had certainly never considered that IT could offer me a bright future (by the way, I apparently have the wrong personality type to be a writer). Yet we should be wary about relying on them as a magic pill that enables us suddenly to hit upon a dream career. That is why wise career counsellors treat such tests with caution, using them as only one of many ways of exploring who you are. Human personality does not neatly reduce into sixteen or any other definitive number of categories: we are far more complex creatures than psychometric tests can ever reveal. And as we will shortly learn, there is compelling evidence that we are much more likely to find fulfilling work by conducting career experiments in the real world than by filling out any number of questionnaires.32

Where to stash your organizational risk? Lately, I’m increasingly hearing folks reference the idea of organizational debt. This is the organizational sibling of technical debt, and it represents things like biased interview processes and inequitable compensation mechanisms. These are systemic problems that are preventing your organization from reaching its potential. Like technical debt, these risks linger because they are never the most pressing problem. Until that one fateful moment when they are. Within organizational debt, there is a volatile subset most likely to come abruptly due, and I call that subset organizational risk. Some good examples might be a toxic team culture, a toilsome fire drill, or a struggling leader. These problems bubble up from your peers, skip-level one-on-ones,16 and organizational health surveys. If you care and are listening, these are hard to miss. But they are slow to fix. And, oh, do they accumulate! The larger and older your organization is, the more you’ll find perched on your capable shoulders. How you respond to this is, in my opinion, the core challenge of leading a large organization. How do you continue to remain emotionally engaged with the challenges faced by individuals you’re responsible to help, when their problem is low in your problems queue? In that moment, do you shrug off the responsibility, either by changing roles or picking powerlessness? Hide in indifference? Become so hard on yourself that you collapse inward? I’ve tried all of these! They weren’t very satisfying. What I’ve found most successful is to identify a few areas to improve, ensure you’re making progress on those, and give yourself permission to do the rest poorly. Work with your manager to write this up as an explicit plan and agree on what reasonable progress looks like. These issues are still stored with your other bags of risk and responsibility, but you’ve agreed on expectations. Now you have a set of organizational risks that you’re pretty confident will get fixed, and then you have all the others: known problems, likely to go sideways, that you don’t believe you’re able to address quickly. What do you do about those? I like to keep them close. Typically, my organizational philosophy is to stabilize team-by-team and organization-by-organization. Ensuring any given area is well on the path to health before moving my focus. I try not to push risks onto teams that are functioning well. You do need to delegate some risks, but generally I think it’s best to only delegate solvable risk. If something simply isn’t likely to go well, I think it’s best to hold the bag yourself. You may be the best suited to manage the risk, but you’re almost certainly the best positioned to take responsibility. As an organizational leader, you’ll always have a portfolio of risk, and you’ll always be doing very badly at some things that are important to you. That’s not only okay, it’s unavoidable.