Enterprise Important Quotes

Artists use frauds to make human beings seem more wonderful than they really are. Dancers show us human beings who move much more gracefully than human beings really move. Films and books and plays show us people talking much more entertainingly than people really talk, make paltry human enterprises seem important. Singers and musicians show us human beings making sounds far more lovely than human beings really make. Architects give us temples in which something marvelous is obviously going on. Actually, practically nothing is going on.

Fear is good. Like self-doubt, fear is an indicator. Fear tells us what we have to do. Remember our rule of thumb: The more scared we are of a work or calling, the more sure we can be that we have to do it. Resistance is experienced as fear; the degree of fear equates to the strength of Resistance. Therefore the more fear we feel about a specific enterprise, the more certain we can be that that enterprise is important to us and to the growth of our soul. That's why we feel so much Resistance. If it meant nothing to us, there'd be no Resistance.

The more resistance you experience, the more important your unmanifested art/project/enterprise is to you - and the more gratification you will fell when you finally do it.

Touch and away, Jack?’ asked Stephen. ‘Touch and away? Do you not recall that I have important business there? Enquiries of the very first interest?’ To do with our enterprise? To do with this voyage?’ Perhaps not quite directly.

No enterprise is more likely to succeed than one concealed from the enemy until it is ripe for execution. Nothing is of greater importance in time of war than in knowing how to make the best use of a fair opportunity when it is offered. Few men are brave by nature, but good discipline and experience make many so.

Psycholinguists argue about whether language reflects our perception of reality or helps create them. I am in the latter camp. Take the names we give the animals we eat. The Patagonian toothfish is a prehistoric-looking creature with teeth like needles and bulging yellowish eyes that lives in deep waters off the coast of South America. It did not catch on with sophisticated foodies until an enterprising Los Angeles importer renamed it the considerably more palatable "Chilean sea bass.

...Greyhald Spold knows that Death is looking for him, and has spent many years designing an impregnable hiding place. He has just set the complicated clockwork of the lock and shut the lid, lying back in the knowledge that here at last is the perfect defence against the most ultimate of all his enemies, although as yet he has not considered the important part that airholes must play in an enterprise of this kind. And right beside him, very lose to his ear, a voice has just said: DARK IN HERE, ISN'T IT?

The strong women told the faggots that there are two important things to remember about the coming revolutions. The first is that we will get our asses kicked. The second is that we will win. The faggots knew the first. Faggot ass-kicking is a time-honored sport of the men. But the faggots did not know about the second. They had never thought about winning before. They did not even know what winning meant. So they asked the strong women and the strong women said winning was like surviving, only better. As the strong women explained winning, the faggots were surprised and then excited. The faggots knew about surviving for they always had and this was going to be just plain better. That made ass-kicking different. Getting your ass kicked and then winning elevated the entire enterprise of making revolution.

And each time the cowardice that deters us from every difficult task, every important enterprise, has urged me to leave the thing alone, to drink my tea and to think merely of the worries of today and my hopes for tomorrow, which can be brooded over painlessly.

So, execution is really the critical part of a successful strategy. Getting it done, getting it done right, getting it done better than the next person is far more important than dreaming up new visions of the future.

Existence would be a quite impracticable enterprise if we stopped granting importance to what has none.

Building a family is an entrepreneurial experience. No doubt about it. The family is the greatest and most important enterprise on earth. Lead yours with passion and joy!

Now, I’m not saying that we don’t need rules in society. But the question of who makes the rules and on what basis becomes supremely important. Will the rule-making flow from the matrix of voluntary exchange based on the ethic of serving others through private enterprise? Or will the rules be made and enforced by people wearing guns and bulletproof vests with a license to shock or kill based on minor annoyances?

Somebody once said that all people are either intelligent or stupid, and either lazy or enterprising. There are lazy idiots, usually irrelevant and innocuous; then there are the intelligent and ambitious, who can be given important tasks to perform. The greatest achievements, in all fields, are nearly always the work of those intelligent and lazy. But one thing should be kept in mind: the most dangerous category, the people who are unfailingly responsible for the most appalling disasters, the ones you have to avoid at all costs, are enterprising idiots.

Ability to see the cultural value of wilderness boils down, in the last analysis, to a question of intellectual humility. The shallow-minded modern who has lost his rootage in the land assumes that he has already discovered what is important; it is such who prate of empires, political or economic, that will last a thousand years. It is only the scholar who appreciates that all history consists of successive excursions from a single starting-point, to which man returns again and again to organize yet another search for a durable scale of values. It is only the scholar who understands why the raw wilderness gives definition and meaning to the human enterprise.

The life of wisdom is a life of reason. It is important to learn how to think clearly. Clear thinking is not a haphazard enterprise. It requires proper training.

Resistance is experienced as fear; the degree of fear equates to the strength of Resistance. Therefore the more fear we feel about a specific enterprise, the more certain we can be that that enterprise is important to us and to the growth of our soul. That's why we feel so much Resistance. If it meant nothing to us, there'd be no Resistance.

Why should we be in such desperate haste to succeed and in such desperate enterprises? If a man does not keep pace with his companions, perhaps it is because he hears a different drummer. Let him step to the music which he hears, however measured or far away. It is not important that he should mature as soon as an apple tree or an oak. Shall he turn his spring into summer? If the condition of things which we were made for is not yet, what were any reality which we can substitute? We will not be shipwrecked on a vain reality. Shall we with pains erect a heaven of blue glass over ourselves, though when it is done we shall be sure to gaze still at the true ethereal heaven far above, as if the former were not?

They were not bad men. They had worked hard on behalf of the valley for hundreds of years. But it is possible, after a while, to develop certain dangerous habits of thought. One is that, while all important enterprises need careful organization, it is the organization that needs organizing, rather than the enterprise. And another is that tranquillity is always a good thing.

RESISTANCE AND FEAR Are you paralyzed with fear? That's a good sign. Fear is good. Like self-doubt, fear is an indicator. Fear tells us what we have to do. Remember our rule of thumb: The more scared we are of a work or calling, the more sure we can be that we have to do it. Resistance is experienced as fear; the degree of fear equates to the strength of Resistance. Therefore the more fear we feel about a specific enterprise, the more certain we can be that that enterprise is important to us and to the growth of our soul. That's why we feel so much Resistance. If it meant nothing to us, there'd be no Resistance. Have you ever watched Inside the Actors Studio? The host, James Lipton, invariably asks his guests, "What factors make you decide to take a particular role?" The actor always answers: "Because I'm afraid of it." The professional tackles the project that will make him stretch. He takes on the assignment that will bear him into uncharted waters, compel him to explore unconscious parts of himself. Is he scared? Hell, yes. He's petrified. (Conversely, the professional turns down roles that he's done before. He's not afraid of them anymore. Why waste his time?) So if you're paralyzed with fear, it's a good sign. It shows you what you have to do.

Marketing is the master skill of business. It will help you make your current business a success and, importantly, it will help make other businesses and enterprises you may be involved with in the future successful. Throughout this book, you’ve been the recipient of some extremely valuable information. It’s information that most of your competitors will never

The bigger story was competition causing more productive business enterprises to replace less productive ones...However, it provides even more reason to worry about all the people living in economies where protection and distortion of competition allow unproductive enterprises to persist and cause these people to fall further behind, but even more importantly, to remain in poverty.

It was the kind of thing brands had started posting recently, as if they were moral entities instead of capitalist enterprises, as if they had values beyond customer retention and profit margin. We’d come to expect this from them—they were now our legislators, our educators, and, most importantly, our friends. As people began to think of themselves more and more as brands, brands started to feel more and more like people.

Ever since 1945 the federal government has held and indeed increased its importance as the first customer of the American economy. Government spending had been the primary economic stimulant and to increase it had been the goal of hundreds of interest groups; hopes of balanced budgets and cheap, business-like administration always ran aground upon this fact. What was more, the United States was a democracy; whatever the doctrinaire objections to it, and however much rhetoric might be devoted to attacking it, a welfare state slowly advanced because voters wanted it that way. These facts gradually made the old ideal of totally free enterprise, unchecked and uninvaded by the influence of government, unreal.

Vegas is more than a city, it's the remedy to mankind's ... derailment. The city's economy is a blast furnace, in which can be forged the steel of a new rail line running straight to a new horizon. What is the NCR? A society of people desperate to experience comfort, ease, luxury. A society of customers. Give me 20 years and I'll reignite the high technology development sectors. 50 years and I'll have people in orbit. 100 years and my colony ships will be heading for the stars to search for planets unpolluted by the wrath and folly of a bygone generation. What I'm offering you is a ground floor opportunity in the most important enterprise on earth. What I'm offering is a future - for you, and for what remains of the human race.

It was all a mistake,” he pleaded, standing out of his ship, his wife slumped behind him in the deeps of the hold, like a dead woman. “I came to Mars like any honest enterprising businessman. I took some surplus material from a rocket that crashed and I built me the finest little stand you ever saw right there on that land by the crossroads—you know where it is. You’ve got to admit it’s a good job of building.” Sam laughed, staring around. “And that Martian—I know he was a friend of yours—came. His death was an accident, I assure you. All I wanted to do was have a hot-dog stand, the only one on Mars, the first and most important one. You understand how it is? I was going to serve the best darned hot dogs there, with chili and onions and orange juice.” The

Almost as important is the need to guard Myself against the return of illness. To this end I have resolved to take better care of Myself. I must not become so absorbed in my scientific work that I forget to fish and end up with nothing to eat. (The House provides much food for the active and enterprising person. There is no excuse for going hungry!) I must devote more of my energies to mending my clothes and making coverings for my feet, which are often cold. (Question: is it possible to knit socks from seaweed? Doubtful.)

In the early months of World War II, San Francisco's Fill-more district, or the Western Addition, experienced a visible revolution. On the surface it appeared to be totally peaceful and almost a refutation of the term “revolution.” The Yakamoto Sea Food Market quietly became Sammy's Shoe Shine Parlor and Smoke Shop. Yashigira's Hardware metamorphosed into La Salon de Beauté owned by Miss Clorinda Jackson. The Japanese shops which sold products to Nisei customers were taken over by enterprising Negro businessmen, and in less than a year became permanent homes away from home for the newly arrived Southern Blacks. Where the odors of tempura, raw fish and cha had dominated, the aroma of chitlings, greens and ham hocks now prevailed. The Asian population dwindled before my eyes. I was unable to tell the Japanese from the Chinese and as yet found no real difference in the national origin of such sounds as Ching and Chan or Moto and Kano. As the Japanese disappeared, soundlessly and without protest, the Negroes entered with their loud jukeboxes, their just-released animosities and the relief of escape from Southern bonds. The Japanese area became San Francisco's Harlem in a matter of months. A person unaware of all the factors that make up oppression might have expected sympathy or even support from the Negro newcomers for the dislodged Japanese. Especially in view of the fact that they (the Blacks) had themselves undergone concentration-camp living for centuries in slavery's plantations and later in sharecroppers' cabins. But the sensations of common relationship were missing. The Black newcomer had been recruited on the desiccated farm lands of Georgia and Mississippi by war-plant labor scouts. The chance to live in two-or three-story apartment buildings (which became instant slums), and to earn two-and even three-figured weekly checks, was blinding. For the first time he could think of himself as a Boss, a Spender. He was able to pay other people to work for him, i.e. the dry cleaners, taxi drivers, waitresses, etc. The shipyards and ammunition plants brought to booming life by the war let him know that he was needed and even appreciated. A completely alien yet very pleasant position for him to experience. Who could expect this man to share his new and dizzying importance with concern for a race that he had never known to exist? Another reason for his indifference to the Japanese removal was more subtle but was more profoundly felt. The Japanese were not whitefolks. Their eyes, language and customs belied the white skin and proved to their dark successors that since they didn't have to be feared, neither did they have to be considered. All this was decided unconsciously.

At the time of our hike, the Appalachian Trail was fifty-nine years old. That is, by American standards, incredibly venerable. The Oregon and Santa Fe trails didn't last as long. Route 66 didn't last as long. The old coast-to-coast Lincoln Highway, a road that brought transforming wealth and life to hundreds of little towns, so important and familiar that it became known as "America's Main Street," didn't last as long. Nothing in America does. If a product or enterprise doesn't constantly reinvent itself, it is superseded, cast aside, abandoned without sentiment in favor of something bigger, newer, and, alas, nearly always uglier. And then there is the good old AT, still quietly ticking along after six decades, unassuming, splendid, faithful to its founding principles, sweetly unaware that the world has quite moved on. It's a miracle really.

SO, WHERE DOES this leave us? If we can’t rely on the market forces of supply and demand to set optimal market prices, and we can’t count on free-market mechanisms to help us maximize our utility, then we may need to look elsewhere. This is especially the case with society’s essentials, such as health care, medicine, water, electricity, education, and other critical resources. If you accept the premise that market forces and free markets will not always regulate the market for the best, then you may find yourself among those who believe that the government (we hope a reasonable and thoughtful government) must play a larger role in regulating some market activities, even if this limits free enterprise. Yes, a free market based on supply, demand, and no friction would be the ideal if we were truly rational. Yet when we are not rational but irrational, policies should take this important factor into account.

People have seen that I intend to sweep away everything we have been taught to consider - without question - as grace and beauty; but have overlooked my work to substitute a vaster beauty, touching all objects and beings, not excluding the most despised - and because of that, all the more exhilarating.... I would like people to look at my work as an enterprise for the rehabilitation of scorned values, and, in any case, make no mistake, a work of ardent celebration.... I am convinced that any table can be for each of us a landscape as inexhaustible as the whole Andes range... I am struck by the high value, for a man, of a simple permanent fact, like the miserable vista on which the window of his room opens daily, that comes, with the passing of time, to have an important role in his life. I often think that the highest destination at which a work of art can aim is to take on that function in someone's life.

What interested me in the Vita Activa was that the contrary notion of complete quietness in the Vita Contemplativa was so overwhelming that compared with this stillness all other differences between the various activities in the Vita Activa disappeared. Compared to this quiet, it was no longer important whether you labored and tilled the soil, or worked and produced use-objects, or acted together with others in certain enterprises. Even Marx, in whose work and thought the question of action played such a crucial role, “uses the expression ‘Praxis’ simply in the sense of ‘what man does’ as opposed to ‘what man thinks.’”6 I was, however, aware that one could look at this matter from an altogether different viewpoint, and to indicate my doubts I ended this study of active life with a curious sentence that Cicero ascribed to Cato, who used to say that “never is a man more active than when he does nothing, never is he less alone than when he is by himself’ (Numquam se plus agere quam nihil cum ageret, numquam minus solum esse quam cum solus esset).7 Assuming Cato was right, the questions are obvious: What are we “doing” when we do nothing but think? Where are we when we, normally always surrounded by our fellow-men, are together with no one but ourselves?

Strong as that repugnance became, I had an even stronger feeling that we were embarking on an important enterprise far too much upon the spur of the moment. The latter qualm I had the temerity to confess to Raffles; nor have I often loved him more than when he freely admitted it to be the most natural feeling in the world.

A global world puts unprecedented pressure on our personal conduct and morality. Each of us is ensnared within numerous all-encompassing spider webs, which on the one hand restrict our movements, but at the same time transmit our tiniest jiggle to faraway destinations. Our daily routines influence the lives of people and animals halfway across the world, and some personal gestures can unexpectedly set the entire world ablaze, as happened with the self-immolation of Mohamed Bouazizi in Tunisia, which ignited the Arab Spring, and with the women who shared their stories of sexual harassment and sparked the #MeToo movement. This global dimension of our personal lives means that it is more important than ever to uncover our religious and political biases, our racial and gender privileges, and our unwitting complicity in institutional oppression. But is that a realistic enterprise? How can I find a firm ethical ground in a world that extends far beyond my horizons, that spins completely out of human control, and that holds all gods and ideologies suspect?

They teach that having a story may be the most important part of your new venture; that fear can be useful; that having vast resources is not as critical as you might think; that simplicity is a core goal in successful enterprises; that trust is the most important quality you bring to your company; and, finally, that giving may be the best investment you’ll ever make.

A very poor Greek man once applied for a job as a janitor in a bank in Athens. “Can you write?” demanded the discriminating head of employment. “Only my name,” said the fellow. He didn’t get the job—so he borrowed the money required to travel steerage to the United States and followed his dreams to the “land of opportunity.” Many years later, an important Greek businessman held a press conference in his beautiful Wall Street offices. At the conclusion, an enterprising reporter said, “One day you should write your memoirs.” The gentleman smiled. “Impossible,” he said. “I cannot write.” The reporter was astounded. “Just think,” he remarked, “how much further you would have gone if you could write.” The Greek shook his head and said, “If I could write, I’d be a janitor.

...I suppose it is a lingering trace of Plutarch and my ineradicable boyish imagination that at bottom our State should be wise, sane, and dignified, that makes me think a country which leaves its medical and literary criticism, or indeed any such vitally important criticism, entirely to private enterprise and open to the advances of any purchaser much be in a frankly hopeless condition.

The Enterprise is on a diplomatic mission to meet the Jarada, an alien species with a peculiar affinity for protocol: if Picard doesn’t speak a particular greeting in exactly the right way at exactly the right time, the Jarada won’t join the Federation, and they’ll take all their mythical Jaradan weed with them. You can imagine, the success of this mission is especially important to everyone on Starbase 420.

We're living in a world in which we're all survived, targeted, herded, and indoctrinated to an unprecedented degree. Our fallen, debased state is ghastly. Our bodies have been transformed into profit-optimized enterprise zones, our minds have been hacked and neutered, our social milieus have been completely leached of authenticity.... [...] Bro, we're living in the Kali Yuga, a Dark Age of petite bourgeoisie ideology whose resources and ruses are infinite and which ubiquitously permeates the world -- high culture, low culture, bienpensant media, prestige literature, pop music, commerce, sports, academia, you name it. The only reasonable response to the situation is to maintain an implacable antipathy toward everything. Denounce everyone. Make war against yourself. Guillotine all groveling intellectuals. That said, I think it's important to maintain a cheery disposition. This will hasten the restoration of Paradise. I've memorized this line from Andre Breton's magnificent homage to Antonin Artaud -- "I salute Antonin Artaud for his passionate, heroic negation of everything that causes us to be dead while alive." Given the state of things, that's what we need to be doing all the time -- negating everything that causes us to be dead while alive.

This global dimension of our personal lives means that it is more important than ever to uncover our religious and political biases, our racial and gender privileges, and our unwitting complicity in institutional oppression. But is that a realistic enterprise? How can I find a firm ethical ground in a world that extends far beyond my horizons, that spins completely out of human control, and that holds all gods and ideologies suspect?

Why should we be in such desperate haste to succeed and in such desperate enterprises? If a man does not keep pace with his companions, perhaps it is because he hears a different drummer. Let him step to the music which he hears, however measured or far away. It is not important that he should mature as soon as an apple tree or an oak. Shall he turn his spring into summer? If the condition of things which we were made for is not yet, what were any reality which we can substitute?

Woolf drew on her memories of her holidays in Cornwall for To the Lighthouse, which was conceived in part as an elegy on her parents. Her father was a vigorous walker and an Alpinist of some renown, a member of the Alpine Club and editor of the Alpine Journal from 1868 to 1872; he was the first person to climb the Schreckhorn in the Alps and he wrote on Alpine pleasures in The Playground of Europe (1871). By the time he married Julia Duckworth in 1878, however, a more sedentary Leslie Stephen was the established editor of the Cornhill Magazine, from which he later resigned to take up the editorship of the Dictionary of National Biography in 1882, the year of Woolf ’s birth. Stephen laboured on this monumental Victorian enterprise until 1990, editing single-handed the first twenty-six volumes and writing well over 300 biographical entries. He also published numerous volumes of criticism, the most important of which were on eighteenth-century thought and literature.

To anticipate, not the sunrise and the dawn merely, but, if possible, Nature herself!  How many mornings, summer and winter, before yet any neighbor was stirring about his business, have I been about mine! No doubt, many of my townsmen have met me returning from this enterprise, farmers starting for Boston in the twilight, or woodchoppers going to their work. It is true, I never assisted the sun materially in his rising, but, doubt not, it was of the last importance only to be present at it.

So identified has the State become in the public mind with the provision of these services that an attack on State financing appears to many people as an attack on the service itself. Thus if one maintains that the State should not supply court services, and that private enterprise on the market could supply such service more efficiently as well as more morally, people tend to think of this as denying the importance of courts themselves. The libertarian who wants to replace government by private enterprises in the above areas is thus treated in the same way as he would be if the government had, for various reasons, been supplying shoes as a tax-financed monopoly from time immemorial. If the government and only the government had had a monopoly of the shoe manufacturing and retailing business, how would most of the public treat the libertarian who now came along to advocate that the government get out of the shoe business and throw it open to private enterprise? He would undoubtedly be treated as follows: people would cry, “How could you? You are opposed to the public, and to poor people, wearing shoes! And who would supply shoes to the public if the government got out of the business? Tell us that! Be constructive! It’s easy to be negative and smart-alecky about government; but tell us who would supply shoes? Which people? How many shoe stores would be available in each city and town? How would the shoe firms be capitalized? How many brands would there be? What material would they use? What lasts? What would be the pricing arrangements for shoes? Wouldn’t regulation of the shoe industry be needed to see to it that the product is sound? And who would supply the poor with shoes? Suppose a poor person didn’t have the money to buy a pair?” These questions, ridiculous as they seem to be and are with regard to the shoe business, are just as absurd when applied to the libertarian who advocates a free market in fire, police, postal service, or any other government operation. The point is that the advocate of a free market in anything cannot provide a “constructive” blueprint of such a market in advance. The essence and the glory of the free market is that individual firms and businesses, competing on the market, provide an ever-changing orchestration of efficient and progressive goods and services: continually improving products and markets, advancing technology, cutting costs, and meeting changing consumer demands as swiftly and as efficiently as possible.

Throughout the Middle Ages, Jews had no part in the culture of Christian countries, and were too severely persecuted to be able to make contributions to civilization, beyond supplying capital for the building of cathedrals and such enterprises. It was only among the Mohammedans, at that period, that Jews were treated humanely, and were able to pursue philosophy and enlightened speculation. Throughout the Middle Ages, the Mohammedans were more civilized and more humane than the Christians. Christians persecuted Jews, especially at times of religious excitement; the Crusades were associated with appalling pogroms. In Mohammedan countries, on the contrary, Jews at most times were not in any way ill treated. Especially in Moorish Spain, they contributed to learning; Maimonides (1135–1204), who was born at Cordova, is regarded by some as the source of much of Spinoza’s philosophy.Mohammedan civilization in its great days was admirable in the arts and in many technical ways, but it showed no capacity for independent speculation in theoretical matters. Its importance, which must not be under-rated, is as a transmitter. Between ancient and modern European civilization, the dark ages intervened. The Mohammedans and the Byzantines, while lacking the intellectual energy required for innovation, preserved the apparatus of civilization—education, books, and learned leisure. Both stimulated the West when it emerged from barbarism—the Mohammedans chiefly in the thirteenth century, the Byzantines chiefly in the fifteenth.

Hope, in this deep and powerful sense, is not the same as joy that things are going well, or willingness to invest in enterprises that are obviously headed for early success, but, rather, an ability to work for something because it is good, not just because it stands a chance to succeed. The more unpropitious the situation in which we demonstrate hope, the deeper that hope is. Hope is definitely not the same thing as optimism. It is not the conviction that something will turn out well, but the certainty that something makes sense, regardless of how it turns out. In short, I think that the deepest and most important form of hope, the only one that can keep us above water and urge us to good works, and the only true source of the breathtaking dimension of the human spirit and its efforts, is something we get, as it were, from ‘elsewhere.’ It is also this hope, above all, which gives us the strength to live and continually to try new things, even in conditions that seem as hopeless as ours do, here and now.54

How can I further encourage you to go about the business of life? Young women, I would say, and please attend, for the peroration is beginning, you are, in my opinion, disgracefully ignorant. You have never made a discovery of any sort of importance. You have never shaken an empire or led an army into battle. The plays of Shakespeare are not by you, and you have never introduced a barbarous race to the blessings of civilization. What is your excuse? It is all very blessings of civilisation. What is you excuse? it is all very well for you to say, pointing to the streets and squares and forests of the globe swarming with black and white and coffee-coloured inhabitants, all busily engaged in traffic and enterprise and love-making, we have had other work on our hands. Without our doing, those seas would be unsailed and those fertile lands a desert. We have borne and bred and washed and taught, perhaps to the age of six or seven years, the one thousand six hundred and twenty-three million human beings who are, according to statistics, at present in existence, and that, allowing that some had help, takes time. There is truth in what you say—I will not deny it. But at the same time may I remind you that there have been at least two colleges for women in existence in England since the year 1886; that after the year 1880 a married woman was allowed by the law to possess her own property; and that in 1919—which is a whole nine years ago—she was given a vote? May I also remind you that most of the professions have been open to you for close to ten years now? When you reflect upon these immense privileges and the length of time during which they have been enjoyed, and the fact that there must be at this moment some two thousand women capable of earning over five hundred a year in one way or another, you will agree that the excuse of lack of opportunity, training, encouragement, leisure and money no longer holds good. Moreover, the economists are telling us that Mrs. Seton has had too many children. You must, of course, go on bearing children, but, so they say, in twos and threes, not in tens and twelves. Thus, with some time on your hands and with some book learning in your brains—you have had enough of the other kind, and are sent to college partly, I suspect, to be uneducated—surely you should embark upon another stage of your very long, very laborious and highly obscure career. A thousand pens are ready to suggest what you should do and what effect you will have. My own suggestion is a little fantastic, I admit; I prefer, therefore, to put it in the form of fiction.

One of the most important variables in whether an enterprise remains great lies in a simple question: what is the truth about the inner motivations, character, and ambition of those who hold power? Their true, internal motivations will absolutely show up in their decisions and actions—if not immediately, then over time, and certainly under duress—no matter what they say or how they pose. And thus, we return full circle to a central tenet of Covey’s framework: build inner character first—private victory before public victory.

What an extraordinary episode in the economic progress of man that age was which came to an end in August 1914! The greater part of the population, it is true, worked hard and lived at a low standard of comfort, yet were, to all appearances, reasonably contented with this lot. But escape was possible, for any man of capacity or character at all exceeding the average, into the middle and upper classes, for whom life offered, at a low cost and with the least trouble, conveniences, comforts, and amenities beyond the compass of the richest and most powerful monarchs of other ages. The inhabitant of London could order by telephone, sipping his morning tea in bed, the various products of the whole earth, in such quantity as he might see fit, and reasonably expect their early delivery upon his doorstep; he could at the same moment and by the same means adventure his wealth in the natural resources and new enterprises of any quarter of the world, and share, without exertion or even trouble, in their prospective fruits and advantages; or he could decide to couple the security of his fortunes with the good faith of the townspeople of any substantial municipality in any continent that fancy or information might recommend. He could secure forthwith, if he wished it, cheap and comfortable means of transit to any country or climate without passport or other formality, could despatch his servant to the neighbouring office of a bank for such supply of the precious metals as might seem convenient, and could then proceed abroad to foreign quarters, without knowledge of their religion, language, or customs, bearing coined wealth upon his person, and would consider himself greatly aggrieved and much surprised at the least interference. But, most important of all, he regarded this state of affairs as normal, certain, and permanent, except in the direction of further improvement, and any deviation from it as aberrant, scandalous, and avoidable. The projects and politics of militarism and imperialism, of racial and cultural rivalries, of monopolies, restrictions, and exclusion, which were to play the serpent to this paradise, were little more than the amusements of his daily newspaper, and appeared to exercise almost no influence at all on the ordinary course of social and economic life, the internationalisation of which was nearly complete in practice.

The inhabitant of London could order by telephone, sipping his morning tea in bed, the various products of the whole earth, in such quantity as he might see fit, and reasonably expect their early delivery upon his doorstep; he could at the same moment and by the same means adventure his wealth in the natural resources and new enterprises of any quarter of the world, and share, without exertion or even trouble, in their prospective fruits and advantages; or he could decide to couple the security of his fortunes with the good faith of the townspeople of any substantial municipality in any continent that fancy or information might recommend. He could secure forthwith, if he wished it, cheap and comfortable means of transit to any country or climate without passport or other formality, could despatch his servant to the neighboring office of a bank for such supply of the precious metals as might seem convenient, and could then proceed abroad to foreign quarters, without knowledge of their religion, language, or customs, bearing coined wealth upon his person, and would consider himself greatly aggrieved and much surprised at the least interference. But, most important of all, he regarded this state of affairs as normal, certain, and permanent, except in the direction of further improvement, and any deviation from it as aberrant, scandalous, and avoidable. The projects and politics of militarism and imperialism, of racial and cultural rivalries, of monopolies, restrictions, and exclusion, which were to play the serpent to this paradise, were little more than the amusements of his daily newspaper, and appeared to exercise almost no influence at all on the ordinary course of social and economic life, the internationalization of which was nearly complete in practice.

I know that you, ladies and gentlemen, have a philosophy, each and all of you, and that the most interesting and important thing about you is the way in which it determines the perspective in your several worlds. You know the same of me. And yet I confess to a certain tremor at the audacity of the enterprise which I am about to begin. For the philosophy which is so important in each of us is not a technical matter; it is our more or less dumb sense of what life honestly and deeply means. It is only partly got from books; it is our individual way of just seeing and feeling the total push and pressure of the cosmos.

It seems as if many church people have been living in Plato’s cave. They think the church enterprise is about “me.” What is at stake is my salvation. The me-and-my-salvation individual “does church” by making a fair exchange of time and money for eternal assurances. But the effect of teaching the fate of the individual soul downplays the beginning of God’s restoration now. It teaches that the important stuff comes later and that “going to heaven” is the benchmark of Christian life. Yet, the Christian life is so much more than any one person’s long-term survival. It is about the world’s future; it is about our hope turning our heads and hearts toward the world.

Letter II To Mrs. Saville, England. Archangel, 28th March, 17—. How slowly the time passes here, encompassed as I am by frost and snow! Yet a second step is taken towards my enterprise. I have hired a vessel and am occupied in collecting my sailors; those whom I have already engaged appear to be men on whom I can depend and are certainly possessed of dauntless courage. But I have one want which I have never yet been able to satisfy, and the absence of the object of which I now feel as a most severe evil, I have no friend, Margaret: when I am glowing with the enthusiasm of success, there will be none to participate my joy; if I am assailed by disappointment, no one will endeavour to sustain me in dejection. I shall commit my thoughts to paper, it is true; but that is a poor medium for the communication of feeling. I desire the company of a man who could sympathise with me, whose eyes would reply to mine. You may deem me romantic, my dear sister, but I bitterly feel the want of a friend. I have no one near me, gentle yet courageous, possessed of a cultivated as well as of a capacious mind, whose tastes are like my own, to approve or amend my plans. How would such a friend repair the faults of your poor brother! I am too ardent in execution and too impatient of difficulties. But it is a still greater evil to me that I am self-educated: for the first fourteen years of my life I ran wild on a common and read nothing but our Uncle Thomas' books of voyages. At that age I became acquainted with the celebrated poets of our own country; but it was only when it had ceased to be in my power to derive its most important benefits from such a conviction that I perceived the necessity of becoming acquainted with more languages than that of my native country. Now I am twenty-eight and am in reality more illiterate than many schoolboys of fifteen. It is true that I have thought more and that my daydreams are more extended and magnificent, but they want (as the painters call it) keeping; and I greatly need a friend who would have sense enough not to despise me as romantic, and affection enough for me to endeavour to regulate my mind.

The average doctor may be more likely than the average widow to elect to become an enterprising investor, and he is perhaps more likely to succeed in the undertaking. He has one important handicap, however—the fact that he has less time available to give to his investment education and to the administration of his funds. In fact, medical men have been notoriously unsuccessful in their security dealings. The reason for this is that they usually have an ample confidence in their own intelligence and a strong desire to make a good return on their money, without the realization that to do so successfully requires both considerable attention to the matter and something of a professional approach to security values.

Throughout the Middle Ages, Jews had no part in the culture of Christian countries, and were too severely persecuted to be able to make contributions to civilization, beyond supplying capital for the building of cathedrals and such enterprises. It was only among the Mohammedans, at that period, that Jews were treated humanely, and were able to pursue philosophy and enlightened speculation. Throughout the Middle Ages, the Mohammedans were more civilized and more humane than the Christians. Christians persecuted Jews, especially at times of religious excitement; the Crusades were associated with appalling pogroms. In Mohammedan countries, on the contrary, Jews at most times were not in any way ill treated. Especially in Moorish Spain, they contributed to learning; Maimonides (1135–1204), who was born at Cordova, is regarded by some as the source of much of Spinoza’s philosophy. (..) Mohammedan civilization in its great days was admirable in the arts and in many technical ways, but it showed no capacity for independent speculation in theoretical matters. Its importance, which must not be under-rated, is as a transmitter. Between ancient and modern European civilization, the dark ages intervened. The Mohammedans and the Byzantines, while lacking the intellectual energy required for innovation, preserved the apparatus of civilization—education, books, and learned leisure. Both stimulated the West when it emerged from barbarism—the Mohammedans chiefly in the thirteenth century, the Byzantines chiefly in the fifteenth.

Patriotism comes from the same Latin word as father. Blind patriotism is collective transference. In it the state becomes a parent and we citizens submit our loyalty to ensure its protection. We may have been encouraged to make that bargain from our public school education, our family home, religion, or culture in general. We associate safety with obedience to authority, for example, going along with government policies. We then make duty, as it is defined by the nation, our unquestioned course. Our motivation is usually not love of country but fear of being without a country that will defend us and our property. Connection is all-important to us; excommunication is the equivalent of death, the finality we can’t dispute. Healthy adult loyalty is a virtue that does not become blind obedience for fear of losing connection, nor total devotion so that we lose our boundaries. Our civil obedience can be so firm that it may take precedence over our concern for those we love, even our children. Here is an example: A young mother is told by the doctor that her toddler is allergic to peanuts and peanut oil. She lets the school know of her son’s allergy when he goes to kindergarten. Throughout his childhood, she is vigilant and makes sure he is safe from peanuts in any form. Eighteen years later, there is a war and he is drafted. The same mother, who was so scrupulously careful about her child’s safety, now waves goodbye to him with a tear but without protest. Mother’s own training in public school and throughout her life has made her believe that her son’s life is expendable whether or not the war in question is just. “Patriotism” is so deeply ingrained in her that she does not even imagine an alternative, even when her son’s life is at stake. It is of course also true that, biologically, parents are ready to let children go just as the state is ready to draft them. What a cunning synchronic-ity. In addition, old men who decide on war take advantage of the timing too. The warrior archetype is lively in eighteen-year-olds, who are willing to fight. Those in their mid-thirties, whose archetype is being a householder and making a mark in their chosen field, will not show an interest in battlefields of blood. The chiefs count on the fact that young braves will take the warrior myth literally rather than as a metaphor for interior battles. They will be willing to put their lives on the line to live out the collective myth of societies that have not found the path of nonviolence. Our collective nature thus seems geared to making war a workable enterprise. In some people, peacemaking is the archetype most in evidence. Nature seems to have made that population smaller, unfortunately. Our culture has trained us to endure and tolerate, not to protest and rebel. Every cell of our bodies learned that lesson. It may not be virtue; it may be fear. We may believe that showing anger is dangerous, because it opposes the authority we are obliged to appease and placate if we are to survive. This explains why we so admire someone who dares to say no and to stand up or even to die for what he believes. That person did not fall prey to the collective seduction. Watching Jeopardy on television, I notice that the audience applauds with special force when a contestant risks everything on a double-jeopardy question. The healthy part of us ardently admires daring. In our positive shadow, our admiration reflects our own disavowed or hidden potential. We, too, have it in us to dare. We can stand up for our truth, putting every comfort on the line, if only we can calm our long-scared ego and open to the part of us that wants to live free. Joseph Campbell says encouragingly, “The part of us that wants to become is fearless.” Religion and Transference Transference is not simply horizontal, from person to person, but vertical from person to a higher power, usually personified as God. When

The question we must all ask ourselves is how Mr. Benn was able to come within striking distance of the very heart of our economic life in the first place...an important part of the answer must be that our industry, economic life and society have been so debilitated by 30 years of Socialistic fashions that their very weakness tempts further inroads. The path to Benn is paved with 30 years of interventions: 30 years of good intentions: 30 years of disappointments. These have led the collectivists to say that we are failing only because we are taking half measures. The reality is that for 30 years the private sector of our economy has been forced to work with one hand tied behind its back by government and unions. Socialist measures and Socialist legacies have weakened free enterprise.

He had been a strict socialist at Oxford. Everything ought to be run by the State; private enterprise and independent professions were for him the great evil. He then went away and became a schoolmaster. After about ten years of that he came to see me. He said his political views had been wholly reversed. You never heard a fuller recantation. He now saw that State interference was fatal. What had converted him was his experience as a schoolmaster of the Ministry of Education—a set of ignorant meddlers armed with insufferable powers to pester, hamper, and interrupt the work of real, practical teachers who knew the subjects they taught, who knew boys, parents, and all the real conditions of their work. It makes no difference to the point of the story whether you agree with his view of the Ministry; the important thing is that he held that view.

As it turned out, Sharpe was right. Cooperation succumbed to market forces, but even more to the war waged on it by the business classes. By 1887 the latter were determined to destroy the Knights, with their incessant boycotts, their strikes (sometimes involving hundreds of thousands), their revolutionary agitation, and their labor parties organized across the country. In the two years after the infamous Haymarket bombing in Chicago and the Great Upheaval of 1886, in which 200,000 trade unionists across the country went on a four-day-long strike for the eight-hour day but in most cases failed—partly because Terence Powderly, the leader of the Knights, who had always disliked strikes, refused to endorse the action and encouraged the Knights not to participate—capitalist repression swept the nation. Joseph Rayback summarizes: The first of the Knights’ ventures to feel the full effect of the post-Haymarket reaction were their cooperative enterprises. In part the very nature of such enterprises worked against them. The successful ventures became joint-stock corporations, the wage-earning shareholders and managers hiring labor like any other industrial unit. In part the cooperatives were destroyed by inefficient managers, squabbles among shareholders, lack of capital, and injudicious borrowing of money at high rates of interest. Just as important was the attitude of competitors. Railroads delayed the building of tracks, refused to furnish cars, or refused to haul them. Manufacturers of machinery and producers of raw materials, pressed by private business, refused to sell their products to the cooperative workshops and paralyzed operations. By 1888 none of the Order’s cooperatives were in existence.170

The Louvre’s much restored three wings or pavilions, the Sully, Denon, and Richelieu, were once the galleries where courtiers enjoyed royal hospitality and entertainments (and The Princesse de Clèves her secret surges of immoral passion). On a quiet un-crowded evening visit to the Louvre, it’s easy to imagine the masked and dancing couples in these pavilions, the rustle of silk, the whisperings of lovers, the royal entourage. The Louvre’s art collection was the result of François I’s enterprising enthusiasm for Italian art. He imported masterpieces by Uccello, Titian, Giorgione, and, most notably, Leonardo da Vinci himself, whose Mona Lisa—La Joconde in French—was and remains the most valued painting in the royal collection. Montaigne does not mention the paintings or the Italian sculptor Benvenuto Cellini whom François also imported to help transform gloomy Paris into a city of bright and saucy opulence.

How can I further encourage you to go about the business of life? Young women, I would say...you are, in my opinion, disgracefully ignorant. You have never made a discovery of any sort of importance. You have never shaken an empire or led an army into battle. The plays of Shakespeare are not written by you, and you have never introduced a barbarous race to the blessings of civilization. What is your excuse? It is all very well for you to say, pointing to the streets and squares and forests of the globe swarming with black and white and coffee-coloured inhabitants, all busily engaged in traffic and enterprise and love-making, we have had other work on our hands. Without our doing, those seas would be unsailed and those fertile lands a desert. We have borne and bred and washed and taught...the one thousand six hundred and twenty-three million human beings who are...at present in existences, and that...takes time.

No society has succeeded in abolishing the distinction between ruler and ruled... to be a ruler gives one special status and, usually, special privileges. During the Communist era, important officials in the Soviet Union had access to special shops selling delicacies unavailable to ordinary citizens; before China allowed capitalist enterprises in its economy, travelling by car was a luxury limited to tourists and those high in the party hierarchy Throughout the 'communist' nations, the abolition of the old ruling class was followed by the rise of a new class of party bosses and well-placed bureaucrats, whose behaviour and life-style came more and more to resemble that of their much-denounced predecessors. In the end, nobody believed in the system any more. That, couple with its inability to match the productivity of the less bureaucratically controlled, more egoistically driven capitalist economies, led to its downfall.

I begin this chapter with President Ronald Reagan’s Farewell Speech on January 11, 1989. President Reagan encouraged the rising generation to “let ’em know and nail ’em on it”—that is, to push back against teachers, professors, journalists, politicians, and others in the governing generation who manipulate and deceive them: An informed patriotism is what we want. And are we doing a good enough job teaching our children what America is and what she represents in the long history of the world? Those of us who are over 35 or so years of age grew up in a different America. We were taught, very directly, what it means to be an American. And we absorbed, almost in the air, a love of country and an appreciation of its institutions. If you didn’t get these things from your family, you got them from the neighborhood, from the father down the street who fought in Korea or the family who lost someone at Anzio. Or you could get a sense of patriotism from school. And if all else failed, you could get a sense of patriotism from the popular culture. The movies celebrated democratic values and implicitly reinforced the idea that America was special. TV was like that, too, through the mid-sixties. But now, we’re about to enter the nineties, and some things have changed. Younger parents aren’t sure that an unambivalent appreciation of America is the right thing to teach modern children. And as for those who create the popular culture, well-grounded patriotism is no longer the style. Our spirit is back, but we haven’t reinstitutionalized it. We’ve got to do a better job of getting across that America is freedom—freedom of speech, freedom of religion, freedom of enterprise. And freedom is special and rare. It’s fragile; it needs [protection]. So, we’ve got to teach history based not on what’s in fashion but what’s important—why the Pilgrims came here, who Jimmy Doolittle was, and what those 30 seconds over Tokyo meant. You know, 4 years ago on the 40th anniversary of D-Day, I read a letter from a young woman writing to her late father, who’d fought on Omaha Beach. Her name was Lisa Zanatta Henn, and she said, “We will always remember, we will never forget what the boys of Normandy did.” Well, let’s help her keep her word. If we forget what we did, we won’t know who we are. I’m warning of an eradication of the American memory that could result, ultimately, in an erosion of the American spirit. Let’s start with some basics: more attention to American history and a greater emphasis on civic ritual. And let me offer lesson number one about America: All great change in America begins at the dinner table. So, tomorrow night in the kitchen, I hope the talking begins. And children, if your parents haven’t been teaching you what it means to be an American, let ’em know and nail ’em on it. That would be a very American thing to do.1

The most important political effect of this displacement of civil by enterprise association has been the gradual loss of authority and decision-making from the bottom of society, and its transfer to the top. If you supply society with a dynamic purpose, especially one conceived in these linear terms, as moving always forwards towards greater equality, greater justice, greater prosperity or, in the case of the EU, ‘ever closer union’, you at the same time license the would-be leaders. You give credentials to those who promise to guide society along its allotted path, and you confer on them the authority to conscript, dictate, organize and punish the rest of us, regardless of how we might otherwise wish to lead our lives. In particular, you authorize the invasion of those institutions and associations that form the heart of civil society, in order to impose on them a direction and a goal that may have nothing to do with their intrinsic nature.

One of the patterns from domain-driven design is called bounded context. Bounded contexts are used to set the logical boundaries of a domain’s solution space for better managing complexity. It’s important that teams understand which aspects, including data, they can change on their own and which are shared dependencies for which they need to coordinate with other teams to avoid breaking things. Setting boundaries helps teams and developers manage the dependencies more efficiently. The logical boundaries are typically explicit and enforced on areas with clear and higher cohesion. These domain dependencies can sit on different levels, such as specific parts of the application, processes, associated database designs, etc. The bounded context, we can conclude, is polymorphic and can be applied to many different viewpoints. Polymorphic means that the bounded context size and shape can vary based on viewpoint and surroundings. This also means you need to be explicit when using a bounded context; otherwise it remains pretty vague.

one day Milo contracted with the American military authorities to bomb the German-held highway bridge at Orvieto and with the German military authorities to defend the highway bridge at Orvieto with antiaircraft fire against his own attack. His fee for attacking the bridge for America was the total cost of the operation plus six per cent and his fee from Germany for defending the bridge was the same cost-plus-six agreement augmented by a merit bonus of a thousand dollars for every American plane he shot down. The consummation of these deals represented an important victory for private enterprise, he pointed out, since the armies of both countries were socialized institutions. Once the contracts were signed, there seemed to be no point in using the resources of the syndicate to bomb and defend the bridge, inasmuch as both governments had ample men and material right there to do so and were perfectly happy to contribute them, and in the end Milo realized a fantastic profit from both halves of his project for doing nothing more than signing his name twice.

The objection that science is self-correcting and thus needs no outside interference overlooks, first, that every enterprise is self-correcting (look at what happened to the Catholic Church after Vatican II) and, secondly, that in a democracy the self-correction of the whole which tries to achieve more humane ways of living overrules the self-correction of the parts which has a more narrow aim -- unless the parts are given temporary independence. Hence in a democracy local populations not only will, but also should, use the sciences in ways most suitable to them. The objection that citizens do not have the expertise to judge scientific matters overlooks that important problems often lie across the boundaries of various sciences so that scientists within these sciences don't have the needed expertise either. Moreover, doubtful cases always produce experts for the one side, experts for the other side, and experts in between. But the competence of the general public could be vastly improved by an education that exposes expert fallibility instead of acting as if it did not exist. (Chapter 19)

Milo's planes were a familiar sight. They had freedom of passage everywhere, and one day Milo contracted with the American military authorities to bomb the German-held highway bridge at Orvieto and with the German military authorities to defend the highway bridge at Orvieto with antiaircraft fire against his own attack. His fee for attacking the bridge for America was the total cost of the operation plus six percent, and his fee from Germany for defending the bridge was the same cost-plus-six agreement augmented by a merit bonus of a thousand dollars for every American plane he shot down. The consummation of these deals represented an important victory for private enterprise, he pointed out, since the armies of both countries were socialized institutions. Once the contracts were signed, there seemed to be no point in using the resources of the syndicate to bomb and defend the bridge, inasmuch as both governments had ample men and materiel right there to do so and were perfectly happy to contribute them, and in the end Milo realized a fantastic profit from both halves of his project for doing nothing more than signing his name twice.

Man/Woman, it has always insisted, does not live by bread alone. The weakness of the church is that it has too often accepted the separation between the material and the spiritual … leaving the material to the economic and political power structure.… The crisis of a city like Detroit provides the church with an extraordinary opportunity to develop and practice a vision of a new economy and a new educational system which meets both the material and spiritual needs of human beings.… Churches are … in an excellent position to develop small enterprises that provide models of how to meet the needs of the community and the city and at the same time teach young people the importance of skills, process and respect for Nature. All over the city churches are surrounded by vacant and unused land. If Detroiters, and especially young Detroiters, could see this land being used by churches for organic gardens to supply produce for local needs or to plant Christmas trees for sale at Yuletide or greenhouses where vegetables are grown year round, the idea of a self-reliant living economy to meet the material and spiritual needs of people could come alive.10

As she pondered how to reply, she thought of a conversation she'd once had with her father, the most sensible man who'd ever existed. They'd been talking about various problems she'd faced after taking the reins at Sterling Enterprises, and she'd asked how he knew whether a risk was worth taking. Her father had said, "Before taking a risk, begin by asking yourself what's important to you." Time, Merritt thought. Life is full of wasted time. She hadn't realized it until now, but her awareness of squandered time had been growing during the past year, eroding her usual patience. So many rules had been invented to keep people apart and wall off every natural instinct. She was tired of them. She had started to resent all the invisible barriers between herself and what she wanted. It occurred to her this must be how her mother often felt. As a strong-willed young heiress, Mama had come to England with her younger sister, Aunt Daisy, when no gentlemen in New York had been willing to offer for either of them. Wallflowers, both of them, chafing at the limitations of polite behavior. Even now, Mama spoke and acted a little too freely at times, but Papa seemed to enjoy it.

This neo-liberal establishment would have us believe that, during its miracle years between the 1960s and the 1980s, Korea pursued a neo-liberal economic development strategy. The reality, however, was very different indeed. What Korea actually did during these decades was to nurture certain new industries, selected by the government in consultation with the private sector, through tariff protection, subsidies and other forms of government support (e.g., overseas marketing information services provided by the state export agency) until they 'grew up' enough to withstand international competition. The government owned all the banks, so it could direct the life blood of business-credit. Some big projects were undertaken directly by state-owned enterprises-the steel maker, POSCO, being the best example-although the country had a pragmatic, rather than ideological, attitude to the issue of state ownership. If private enterprises worked well, that was fine; if they did not invest in important areas, the government had no qualms about setting up state-owned enterprises (SOEs); and if some private enterprises were mismanaged, the government often took them over, restructured them, and usually (but not always) sold them off again.

In the early stages of the state, taxes are light in their incidence, but fetch in a large revenue; in the later stages the incidence of taxation increases while the aggregate revenue falls off. Now where taxes and imposts are light, private individuals are encouraged to engage actively in business; enterprise develops, because business men feel it worth their while, in view of the small share of their profits which they have to give up in the form of taxation. And as business prospers the number of taxes increases and the total yield of taxation grows. As time passes and kings succeed each other, they lose their tribal habits in favour of more civilized ones. Their needs and exigencies grow.... owing to the luxury in which they have been brought up. Hence they impose fresh taxes on their subjects -farmers, peasants, and others subject to taxation; sharply raise the rate of old taxes to increase their yield; and impose sales taxes and octrois, as we shall describe later. These increases grow with the spread of luxurious habits in the state, and the consequent growth in needs and public expenditure, until taxation burdens the subjects and deprives them of their gains. People get accustomed to this high level of taxation, because the increases have come about gradually, without anyone’s being aware of who exactly it was who raised the rates of the old taxes or imposed the new ones. But the effects on business of this rise in taxation make themselves felt. For business men are soon discouraged by the comparison of their profits with the burden of their taxes, and between their output and their net profits. Consequently production falls off, and with it the yield of taxation. The rulers may, mistakenly, try to remedy this decrease in the yield of taxation by raising the rate of the taxes; hence taxes and imposts reach a level which leaves no profits to business men, owing to high costs of production, heavy burden of taxation, and inadequate net profits. This process of higher tax rates and lower yields (caused by the government’s belief that higher rates result in higher returns) may go on until production begins to decline owing to the despair of business men, and to affect population. The main injury of this process is felt by the state, just as the main benefit of better business conditions is enjoyed by it. From this you must understand that the most important factor making for business prosperity is to lighten as much as possible the burden of taxation on business men, in order to encourage enterprise by giving assurance of greater profits.

Only as a young man playing pool all night for money had he been able to find what he wanted in life, and then only briefly. People thought pool hustling was corrupt and sleazy, worse than boxing. But to win at pool, to be a professional at it, you had to deliver. In a business you could pretend that skill and determination had brought you along, when it had only been luck and muddle. A pool hustler did not have the freedom to believe that. There were well-paid incompetents everywhere living rich lives. They arrogated to themselves the plush hotel suites and Lear Jets that America provided for the guileful and lucky far more than it did for the wise. You could fake and bluff and luck your way into all of it. Hotel suites overlooking Caribbean private beaches. Bl*wj*bs from women of stunning beauty. Restaurant meals that it took four tuxedoed waiters to serve, with the sauces just right. The lamb or duck in tureen sliced with precise and elegant thinness, sitting just so on the plate, the plate facing you just so on the heavy white linen, the silver fork heavy gleaming in your manicured hand below the broad cloth cuff and mother of pearl buttons. You could get that from luck and deceit even while causing the business or the army or the government that supported you to do poorly at what it did. The world and all its enterprises could slide downhill through stupidity and bad faith. But the long gray limousines would still hum through the streets of New York, of Paris, of Moscow, of Tokyo. Though the men who sat against the soft leather in back with their glasses of 12-year-old scotch might be incapable of anything more than looking important, of wearing the clothes and the hair cuts and the gestures that the world, whether it liked to or not, paid for, and always had paid for. Eddie would lie in bed sometimes at night and think these things in anger, knowing that beneath the anger envy lay like a swamp. A pool hustler had to do what he claimed to be able to do. The risks he took were not underwritten. His skill on the arena of green cloth, cloth that was itself the color of money, could never be only pretense. Pool players were often cheats and liars, petty men whose lives were filled with pretensions, who ran out on their women and walked away from their debts. But on the table with the lights overhead beneath the cigarette smoke and the silent crowd around them in whatever dive of a billiard parlor at four in the morning, they had to find the wherewithal inside themselves to do more than promise excellence. Under whatever lies might fill the life, the excellence had to be there, it had to be delivered. It could not be faked. But Eddie did not make his living that way anymore.

The secret—to being you, to being Happy?” “Just keep on smiling. Even when you’re sad. Keep on smiling.” Not the most profound advice, admittedly. But Happy is wise, for only a fool or a philosopher would make sweeping generalizations about the nature of happiness. I am no philosopher, so here goes: Money matters, but less than we think and not in the way that we think. Family is important. So are friends. Envy is toxic. So is excessive thinking. Beaches are optional. Trust is not. Neither is gratitude. To venture any further, though, is to enter treacherous waters. A slippery seal, happiness is. On the road, I encountered bushels of inconsistencies. The Swiss are uptight and happy. The Thais are laid-back and happy. Icelanders find joy in their binge drinking, Moldovans only misery. Maybe an Indian mind can digest these contradictions, but mine can’t. Exasperated, I call one of the leading happiness researchers, John Helliwell. Perhaps he has some answers. “It’s simple,” he says. “There’s more than one path to happiness.” Of course. How could I have missed it? Tolstoy turned on his head. All miserable countries are alike; happy ones are happy in their own ways. It’s worth considering carbon. We wouldn’t be here without it. Carbon is the basis of all life, happy and otherwise. Carbon is also a chameleon atom. Assemble it one way—in tight, interlocking rows—and you have a diamond. Assemble it another way—a disorganized jumble—and you have a handful of soot. The arranging makes all the difference. Places are the same. It’s not the elements that matter so much as how they’re arranged and in which proportions. Arrange them one way, and you have Switzerland. Arrange them another way, and you have Moldova. Getting the balance right is important. Qatar has too much money and not enough culture. It has no way of absorbing all that cash. And then there is Iceland: a country that has no right to be happy yet is. Iceland gets the balance right. A small country but a cosmopolitan one. Dark and light. Efficient and laid-back. American gumption married to European social responsibility. A perfect, happy arrangement. The glue that holds the entire enterprise together is culture. It makes all the difference. I have some nagging doubts about my journey. I didn’t make it everywhere. Yet my doubts extend beyond matters of itinerary. I wonder if happiness is really the highest good, as Aristotle believed. Maybe Guru-ji, Sri Sri Ravi Shankar, is right. Maybe love is more important than happiness. Certainly, there are times when happiness seems beside the point. Ask a single, working mother if she is happy, and she’s likely to reply, “You’re not asking the right question.” Yes, we want to be happy but for the right reasons, and,

The important thing is that short and strenuous reverence be paid to the spirit of discipline. Three things keep a body of troops in fighting form: fighting spirit, strength and discipline. Fighting spirit – as I have said before – is the least easy to influence. It is the great prerequisite and justification of war – the spirit of the race and of the blood pledged to the last drop. There lie the roos of the strength whose full development is dependent on outward conditions, fresh air nourishment, clothing, and a lot else. When this soil fails fighting spirit is like a seedling plated in arenaceous quartz – it goes on growing for a while of its own resources and then gives out. It is a tragic destiny when a great enterprise comes to grief from this cause. Finally, the purpose of discipline is to economize and direct the two elements so that they are brought to bear on one aim with overwhelming force. It is a means, not an end; it is in seeing it in its true proportion that the real fighter is distinguished from the soldier. It is one of the danger-points of the Prussian system that it easily loses sight of the spirit in the letter and of real strength in the empty show of it. One of the most terrible apparitions is the sheer drill-master – a machine that goes by clockwork. It is bound to break down for the mere reason that in war there is no rule but the exception.

Television’s greatest appeal is that it is engaging without being at all demanding. One can rest while undergoing stimulation. Receive without giving. It’s the same in all low art that has as goal continued attention and patronage: it’s appealing precisely because it’s at once fun and easy. And the entrenchment of a culture built on Appeal helps explain a dark and curious thing: at a time when there are more decent and good and very good serious fiction writers at work in America than ever before, an American public enjoying unprecedented literacy and disposable income spends the vast bulk of its reading time and book dollar on fiction that is, by any fair standard, trash. Trash fiction is, by design and appeal, most like televised narrative: engaging without being demanding. But trash, in terms of both quality and popularity, is a much more sinister phenomenon. For while television has from its beginnings been openly motivated by — has been about—considerations of mass appeal and L.C.D. and profit, our own history is chock-full of evidence that readers and societies may properly expect important, lasting contributions from a narrative art that understands itself as being about considerations more important than popularity and balance sheets. Entertainers can divert and engage and maybe even console; only artists can transfigure. Today’s trash writers are entertainers working artists’ turf. This in itself is nothing new. But television aesthetics, and television-like economics, have clearly made their unprecedented popularity and reward possible. And there seems to me to be a real danger that not only the forms but the norms of televised art will begin to supplant the standards of all narrative art. This would be a disaster. [...] Even the snottiest young artiste, of course, probably isn’t going to bear personal ill will toward writers of trash; just as, while everybody agrees that prostitution is a bad thing for everyone involved, few are apt to blame prostitutes themselves, or wish them harm. If this seems like a non sequitur, I’m going to claim the analogy is all too apt. A prostitute is someone who, in exchange for money, affords someone else the form and sensation of sexual intimacy without any of the complex emotions or responsibilities that make intimacy between two people a valuable or meaningful human enterprise. The prostitute “gives,” but — demanding nothing of comparable value in return — perverts the giving, helps render what is supposed to be a revelation a transaction. The writer of trash fiction, often with admirable craft, affords his customer a narrative structure and movement, and content that engages the reader — titillates, repulses, excites, transports him — without demanding of him any of the intellectual or spiritual or artistic responses that render verbal intercourse between writer and reader an important or even real activity." - from "Fictional Futures and the Conspicuously Young

The last refuge of the Self, perhaps, is “physical continuity.” Despite the body’s mercurial nature, it feels like a badge of identity we have carried since the time of our earliest childhood memories. A thought experiment dreamed up in the 1980s by British philosopher Derek Parfit illustrates how important—yet deceiving—this sense of physical continuity is to us.15 He invites us to imagine a future in which the limitations of conventional space travel—of transporting the frail human body to another planet at relatively slow speeds—have been solved by beaming radio waves encoding all the data needed to assemble the passenger to their chosen destination. You step into a machine resembling a photo booth, called a teletransporter, which logs every atom in your body then sends the information at the speed of light to a replicator on Mars, say. This rebuilds your body atom by atom using local stocks of carbon, oxygen, hydrogen, and so on. Unfortunately, the high energies needed to scan your body with the required precision vaporize it—but that’s okay because the replicator on Mars faithfully reproduces the structure of your brain nerve by nerve, synapse by synapse. You step into the teletransporter, press the green button, and an instant later materialize on Mars and can continue your existence where you left off. The person who steps out of the machine at the other end not only looks just like you, but etched into his or her brain are all your personality traits and memories, right down to the memory of eating breakfast that morning and your last thought before you pressed the green button. If you are a fan of Star Trek, you may be perfectly happy to use this new mode of space travel, since this is more or less what the USS Enterprise’s transporter does when it beams its crew down to alien planets and back up again. But now Parfit asks us to imagine that a few years after you first use the teletransporter comes the announcement that it has been upgraded in such a way that your original body can be scanned without destroying it. You decide to give it a go. You pay the fare, step into the booth, and press the button. Nothing seems to happen, apart from a slight tingling sensation, but you wait patiently and sure enough, forty-five minutes later, an image of your new self pops up on the video link and you spend the next few minutes having a surreal conversation with yourself on Mars. Then comes some bad news. A technician cheerfully informs you that there have been some teething problems with the upgraded teletransporter. The scanning process has irreparably damaged your internal organs, so whereas your replica on Mars is absolutely fine and will carry on your life where you left off, this body here on Earth will die within a few hours. Would you care to accompany her to the mortuary? Now how do you feel? There is no difference in outcome between this scenario and what happened in the old scanner—there will still be one surviving “you”—but now it somehow feels as though it’s the real you facing the horror of imminent annihilation. Parfit nevertheless uses this thought experiment to argue that the only criterion that can rationally be used to judge whether a person has survived is not the physical continuity of a body but “psychological continuity”—having the same memories and personality traits as the most recent version of yourself. Buddhists

Entrenched myth: Successful leaders in a turbulent world are bold, risk-seeking visionaries. Contrary finding: The best leaders we studied did not have a visionary ability to predict the future. They observed what worked, figured out why it worked, and built upon proven foundations. They were not more risk taking, more bold, more visionary, and more creative than the comparisons. They were more disciplined, more empirical, and more paranoid. Entrenched myth: Innovation distinguishes 10X companies in a fast-moving, uncertain, and chaotic world. Contrary finding: To our surprise, no. Yes, the 10X cases innovated, a lot. But the evidence does not support the premise that 10X companies will necessarily be more innovative than their less successful comparisons; and in some surprise cases, the 10X cases were less innovative. Innovation by itself turns out not to be the trump card we expected; more important is the ability to scale innovation, to blend creativity with discipline. Entrenched myth: A threat-filled world favors the speedy; you’re either the quick or the dead. Contrary finding: The idea that leading in a “fast world” always requires “fast decisions” and “fast action”—and that we should embrace an overall ethos of “Fast! Fast! Fast!”—is a good way to get killed. 10X leaders figure out when to go fast, and when not to. Entrenched myth: Radical change on the outside requires radical change on the inside. Contrary finding: The 10X cases changed less in reaction to their changing world than the comparison cases. Just because your environment is rocked by dramatic change does not mean that you should inflict radical change upon yourself. Entrenched myth: Great enterprises with 10X success have a lot more good luck. Contrary finding: The 10X companies did not generally have more luck than the comparisons. Both sets had luck—lots of luck, both good and bad—in comparable amounts. The critical question is not whether you’ll have luck, but what you do with the luck that you get.

But employee ownership is not just about sharing. It is also, in practice, often about giving. Such schemes depend on someone, usually the proprietor, deciding at some point to transfer ownership of some or all of a company to its employees. And it is this aspect of the ideal, I think, that has the greatest significance for my story. Of all the things I have given, it is arguable that the shares in my company that I gave away had the greatest financial value. In fact, I have rarely thought of this transfer of ownership as a gift, and I would be wrong if I did. The staff had a right to share in the company. Without them, the company would not have been so prosperous (and I am certain that Xansa would never have reached anything like the financial heights it eventually did if it hadn’t been powered by the fuel of staff ownership). But while I never doubted that aspect of the transfer, I did sometimes struggle with a more abstract issue: the fact that transferring ownership also means, ultimately, transferring control. That was the real challenge: surrendering power. Anyone can adjust to having a bit less money; ceding control of an enterprise that really matters to you is, by contrast, painfully counterintuitive. Who in their right mind would entrust an organisation that they have built up against all the odds, through years of tears, toil and sweat, to someone else? What if they mess it up? What if they don’t really understand what it is that you have created? What if they take it in some dangerous new direction, or manage it in a less idealistic way? Yet without that surrender, the most important part of the transaction is lost. A feudal grandee can be as generous as he likes with his wealth and property, but as long as he remains the grandee then his dependants are not empowered: they are merely well-fed. Empowering them means letting go: in other words, ceasing to be the grandee. I have struggled all my life with an instinct to hang on to the things that matter most to me, to control and protect them myself. Yet the art of surrender is, I am convinced, a key to many kinds of success - and fulfilment. And many lives are limited by a failure to master it.

From the first moment of life, men ought to begin learning to deserve to live; and, as at the instant of birth we partake of the rights of citizenship, that instant ought to be the beginning of the exercise of our duty. If there are laws for the age of maturity, there ought to be laws for infancy, teaching obedience to others. [...] Public education, therefore, under regulations prescribed by the government, and under magistrates established by the Sovereign, is one of the fundamental rules of popular or legitimate government. If children are brought up in common in the bosom of equality; if they are imbued with the laws of the State and the precepts of the general will; if they are taught to respect these above all things; if they are surrounded by examples and objects which constantly remind them of the tender mother who nourishes them, of the love she bears them, of the inestimable benefits they receive from her, and of the return they owe her, we cannot doubt that they will learn to cherish one another mutually as brothers, to will nothing contrary to the will of society, to substitute the actions of men and citizens for the futile and vain babbling of sophists, and to become in time defenders and fathers of the country of which they will have been so long the children. I shall say nothing of the Magistrates destined to preside over such an education, which is certainly the most important business of the State. It is easy to see that if such marks of public confidence were conferred on slight grounds, if this sublime function were not, for those who have worthily discharged all other offices, the reward of labour, the pleasant and honourable repose of old age, and the crown of all honours, the whole enterprise would be useless and the education void of success. For wherever the lesson is not supported by authority, and the precept by example, all instruction is fruitless; and virtue itself loses its credit in the mouth of one who does not practise it. But let illustrious warriors, bent under the weight of their laurels, preach courage: let upright Magistrates, grown white in the purple and on the bench teach justice. Such teachers as these would thus get themselves virtuous successors, and transmit from age to age, to generations to come, the experience and talents of rulers, the courage and virtue of citizens, and common emulation in all to live and die for their country.

The key to preventing this is balance. I see the give and take between different constituencies in a business as central to its success. So when I talk about taming the Beast, what I really mean is that keeping its needs balanced with the needs of other, more creative facets of your company will make you stronger. Let me give you an example of what I mean, drawn from the business I know best. In animation, we have many constituencies: story, art, budget, technology, finance, production, marketing, and consumer products. The people within each constituency have priorities that are important—and often opposing. The writer and director want to tell the most affecting story possible; the production designer wants the film to look beautiful; the technical directors want flawless effects; finance wants to keep the budgets within limits; marketing wants a hook that is easily sold to potential viewers; the consumer products people want appealing characters to turn into plush toys and to plaster on lunchboxes and T-shirts; the production managers try to keep everyone happy—and to keep the whole enterprise from spiraling out of control. And so on. Each group is focused on its own needs, which means that no one has a clear view of how their decisions impact other groups; each group is under pressure to perform well, which means achieving stated goals. Particularly in the early months of a project, these goals—which are subgoals, really, in the making of a film—are often easier to articulate and explain than the film itself. But if the director is able to get everything he or she wants, we will likely end up with a film that’s too long. If the marketing people get their way, we will only make a film that mimics those that have already been “proven” to succeed—in other words, familiar to viewers but in all likelihood a creative failure. Each group, then, is trying to do the right thing, but they’re pulling in different directions. If any one of those groups “wins,” we lose. In an unhealthy culture, each group believes that if their objectives trump the goals of the other groups, the company will be better off. In a healthy culture, all constituencies recognize the importance of balancing competing desires—they want to be heard, but they don’t have to win. Their interaction with one another—the push and pull that occurs naturally when talented people are given clear goals—yields the balance we seek. But that only happens if they understand that achieving balance is a central goal of the company.

The universal survey of life as a whole, an advantage which man has over the animal through his faculty of reason, is also comparable to a geometrical, colourless, abstract, reduced plan of his way of life. He is therefore related to the animal as the navigator, who by means of chart, compass, and quadrant knows accurately at any moment his course and position on the sea, is related to the uneducated crew who see only the waves and skies. It is therefore worth noting, and indeed wonderful to see, how man, besides his life in the concrete, always lives a second life in the abstract. In the former he is abandoned to all the storms of reality and to the influence of the present; he must struggle, suffer, and die like the animal. But his life in the abstract, as it stands before his rational consciousness, is the calm reflection of his life in the concrete, and of the world in which he lives; it is precisely that reduced chart or plan previously mentioned. Here in the sphere of calm deliberation, what previously possessed him completely and moved him intensely appears to him cold, colourless, and, for the moment, foreign and strange; he is a mere spectator and observer. In respect of this withdrawal into reflection, he is like an actor who has played his part in one scene, and takes his place in the audience until he must appear again. In the audience he quietly looks on at whatever may happen, even though it be the preparation of his own death (in the play); but then he again goes on the stage, and acts and suffers as he must. From this double life proceeds that composure in man, so very different from the thoughtlessness of the animal. According to previous reflection, to a mind made up, or to a recognized necessity, a man with such composure suffers or carries out in cold blood what is of the greatest, and often most terrible, importance to him, such as suicide, execution, duels, hazardous enterprises of every kind fraught with danger to life, and generally things against which his whole animal nature rebels. We then see to what extent reason is master of the animal nature, and we exclaim to the strong: ferreum certe tibi cor! (Truly hast thou a heart of iron!) [Iliad, xxiv, 521.] Here it can really be said that the faculty of reason manifests itself practically, and thus practical reason shows itself, wherever action is guided by reason, where motives are abstract concepts, wherever the determining factors are not individual representations of perception, or the impression of the moment which guides the animal.

Chapter 1, “Esoteric Antiquarianism,” situates Egyptian Oedipus in its most important literary contexts: Renaissance Egyptology, including philosophical and archeological traditions, and early modern scholarship on paganism and mythology. It argues that Kircher’s hieroglyphic studies are better understood as an antiquarian rather than philosophical enterprise, and it shows how much he shared with other seventeenth-century scholars who used symbolism and allegory to explain ancient imagery. The next two chapters chronicle the evolution of Kircher’s hieroglyphic studies, including his pioneering publications on Coptic. Chapter 2, “How to Get Ahead in the Republic of Letters,” treats the period from 1632 until 1637 and tells the story of young Kircher’s decisive encounter with the arch-antiquary Peiresc, which revolved around the study of Arabic and Coptic manuscripts. Chapter 3, “Oedipus in Rome,” continues the narrative until 1655, emphasizing the networks and institutions, especially in Rome, that were essential to Kircher’s enterprise. Using correspondence and archival documents, this pair of chapters reconstructs the social world in which Kircher’s studies were conceived, executed, and consumed, showing how he forged his career by establishing a reputation as an Oriental philologist. The next four chapters examine Egyptian Oedipus and Pamphilian Obelisk through a series of thematic case studies. Chapter 4, “Ancient Theology and the Antiquarian,” shows in detail how Kircher turned Renaissance occult philosophy, especially the doctrine of the prisca theologia, into a historical framework for explaining antiquities. Chapter 5, “The Discovery of Oriental Antiquity,” looks at his use of Oriental sources, focusing on Arabic texts related to Egypt and Hebrew kabbalistic literature. It provides an in-depth look at the modus operandi behind Kircher’s imposing edifice of erudition, which combined bogus and genuine learning. Chapter 6, “Erudition and Censorship,” draws on archival evidence to document how the pressures of ecclesiastical censorship shaped Kircher’s hieroglyphic studies. Readers curious about how Kircher actually produced his astonishing translations of hieroglyphic inscriptions will find a detailed discussion in chapter 7, “Symbolic Wisdom in an Age of Criticism,” which also examines his desperate effort to defend their reliability. This chapter brings into sharp focus the central irony of Kircher’s project: his unyielding antiquarian passion to explain hieroglyphic inscriptions and discover new historical sources led him to disregard the critical standards that defined erudite scholarship at its best. The book’s final chapter, “Oedipus at Large,” examines the reception of Kircher’s hieroglyphic studies through the eighteenth century in relation to changing ideas about the history of civilization.

Never treat your launch team like a core group. It’s not. Your launch team is a time-limited, purpose-driven team. It ends with the debriefing session following your launch. At that meeting, release the launch team members to join a ministry team of their choice. Your launch team will not stay with you over the long haul. Many church planters make the mistake of thinking that the people from their launch team (whom they have grown to love) will be the same people who will grow the church with them in the long term. That is seldom, if ever, the case. While it’s sad to see people go, it’s part of God’s process in growing your church. So, expect it, be prepared for it, and be thankful that you have the opportunity to serve with so many different people at different points along the journey. Preparing a launch team to maximize your first service is first and foremost a spiritual enterprise. Pray and fast—a lot. Don’t be fooled into thinking that being a solid leader undermines the spirit of teamwork. You can lead a team, hold people accountable and ensure that things get done in a way that fosters teamwork and gives glory to God. So get ready. show people your heart before you ask for their hand. People want to know that you care, and they want to be part of something bigger than themselves. If you can articulate your vision in a way that excites people, they’ll want to be on your team. The launch team is not a democracy. Don’t vote. You are the leader. Lead. While it’s true that you want to share the gospel with as many people as possible, you will need to develop a clear picture of the specific demographic your new church is targeting in order to effectively reach the greatest number of people. Diffused light has little impact, but focused light has the ability to cut through steel. Take time to focus so that you are able to reach the specific people God has called you to. 1. Who Are the Key Population Groups Living in My Area? 2. What Population Group Is Not Being Reached Effectively? 3. What Population Group Do I Best Relate To? Healthy organisms grow, and that includes your church. If you feel stagnation setting in, your job is not to push growth any way you can but to identify the barriers that are hindering you and remove them. The only people who like full rooms are preachers and worship leaders. If you ignore this barrier, your church will stop growing. Early on, it’s best to remain flexible. The last thing you want to do is get in a position in which God can’t grow you because you aren’t logistically prepared. What if twice as many people showed up this Sunday? Would you be ready? When a lead pastor isn’t growing: The church stops growing, the sermons are stale, The staff and volunteers stop growing, The passion for ministry wanes. Keeping your church outwardly focused is just as important now as it was during your prelaunch stage. Make sure that you are continually working to expand God’s kingdom, not building your own. A healthy launch is the single greatest indicator of future church health.

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In temperament the Second Men were curiously different from the earlier species. The same factors were present, but in different proportions, and in far greater subordination to the considered will of the individual. Sexual vigour had returned. But sexual interest was strangely altered. Around the ancient core of delight in physical and mental contact with the opposite sex there now appeared a kind of innately sublimated, and no less poignant, appreciation of the unique physical and mental forms of all kinds of live things. It is difficult for less ample natures to imagine this expansion of the innate sexual interest; for to them it is not apparent that the lusty admiration which at first directs itself solely on the opposite sex is the appropriate attitude to all the beauties of flesh and spirit in beast and bird and plant. Parental interest also was strong in the new species, but it too was universalized. It had become a strong innate interest in, and a devotion to, all beings that were conceived as in need of help. In the earlier species this passionate spontaneous altruism occurred only in exceptional persons. In the new species, however, all normal men and women experienced altruism as a passion. And yet at the same time primitive parenthood had become tempered to a less possessive and more objective love, which among the First Men was less common than they themselves were pleased to believe. Assertiveness had also greatly changed. Formerly very much of a man's energy had been devoted to the assertion of himself as a private individual over against other individuals; and very much of his generosity had been at bottom selfish. But in the Second Men this competitive self-assertion, this championship of the most intimately known animal against all others, was greatly tempered. Formerly the major enterprises of society would never have been carried through had they not been able to annex to themselves the egoism of their champions. But in the Second Men the parts were reversed. Few individuals could ever trouble to exert themselves to the last ounce for merely private ends, save when those ends borrowed interest or import from some public enterprise. It was only his vision of a world-wide community of persons, and of his own function therein, that could rouse the fighting spirit in a man. Thus it was inwardly, rather than in outward physical characters, that the Second Men differed from the First. And in nothing did they differ more than in their native aptitude for cosmopolitanism. They had their tribes and nations. War was not quite unknown amongst them. But even in primitive times a man's most serious loyalty was directed toward the race as a whole; and wars were so hampered by impulses of kindliness toward the enemy that they were apt to degenerate into rather violent athletic contests, leading to an orgy of fraternization. It would not be true to say that the strongest interest of these beings was social. They were never prone to exalt the abstraction called the state, or the nation, or even the world-commonwealth. For their most characteristic factor was not mere gregariousness but something novel, namely an innate interest in personality, both in the actual diversity of persons and in the ideal of personal development. They had a remarkable power of vividly intuiting their fellows as unique persons with special needs. Individuals of the earlier species had suffered from an almost insurmountable spiritual isolation from one another. Not even lovers, and scarcely even the geniuses with special insight into personality, ever had anything like accurate vision of one another. But the Second Men, more intensely and accurately self-conscious, were also more intensely and accurately conscious of one another. This they achieved by no unique faculty, but solely by a more ready interest in each other, a finer insight, and a more active imagination.

Company Team Buildingis a tool that can help inside inspiring a team for that satisfaction associated with organizational objectives. Today?azines multi-cultural society calls for working in a harmonious relationship with assorted personas, particularly in global as well as multi-location companies. Business team building events strategies is a way by which team members tend to be met towards the requirements of the firm. They help achieve objectives together instead of working on their particular. Which are the benefits of company team building events? Team building events methods enhance conversation among co-workers. The huge benefits include improved upon morality as well as management skills, capacity to handle difficulties, and much better understanding of work environment. Additional positive aspects would be the improvements inside conversation, concentration, decision making, party problem-solving, and also reducing stress. What are the usual signs that reveal the need for team building? The common signs consist of discord or even hostility between people, elevated competitors organizations between staff, lack of function involvement, poor decision making abilities, lowered efficiency, as well as poor quality associated with customer care. Describe different methods of business team development? Company team development experts as well as person programs on ?working collaboratively? can supply different ways of business team building. An important method of business team building is actually enjoyment routines that want communication between the members. The favored activities are fly-fishing, sailing regattas, highway rallies, snow boarding, interactive workshops, polls, puzzle game titles, and so forth. Each one of these routines would help workers be competitive and hone their own side considering abilities. Just what services are offered by the team building events trainers? The majority of the coaches offer you enjoyable functions, coming from accommodation to be able to dishes and much more. The actual packages include holiday packages, rope courses, on-going business office video games, and also ice-breakers. Coaching fees would depend on location, number of downline, classes, and sophistication periods. Special discounts are available for long-term deals of course, if the quantity of associates will be higher. Name some well-known corporate team development event providers within the U.Utes. Several well-liked companies are Accel-Team, Encounter Based Studying Inc, Performance Supervision Organization, Team development Productions, The education Haven Incorporated, Enterprise Upwards, Group Contractors In addition, and Team development USA.If you want to find out more details, make sure you Clicking Here

Robert de Balsac, ended a study on warfare with the remark that “most important of all, success in war depends on having enough money to provide whatever the enterprise needs.

It is important to bear in mind that the Republicans long ago abandoned the pretense of functioning as a normal parliamentary party. They have, as respected conservative political commentator Norman Ornstein of the right-wing American Enterprise Institute observed, become a “radical insurgency” that scarcely seeks to participate in normal congressional politics.6 Since the days of President Ronald Reagan, the party leadership has plunged so far into the pockets of the very rich and the corporate sector that they can attract votes only by mobilizing parts of the population that have not previously been an organized political force. Among them are extremist evangelical Christians, now probably a majority of Republican voters; remnants of the former slaveholding states; nativists who are terrified that “they” are taking our white, Christian, Anglo-Saxon country away from us; and others who turn the Republican primaries into spectacles remote from the mainstream of modern society—though not from the mainstream of the most powerful country in world history.

Let’s look at the case of Opsware. Why did I sell Opsware? Another good question is why didn’t I sell Opsware until I did? At Opsware, we started in the server automation market. When we received our first inquiries and offers for the server automation company, we had fewer than fifty customers. I believed that there were at least ten thousand target customers and that we had a decent shot at being number one. In addition, although I knew the market would be redefined, I thought that we could expand to networks and storage (data center automation) faster than the competition and win that market as well. Therefore, assuming 30 percent market share, somebody would have had to pay sixty times what we were worth in forward credit to buy out our potential. You won’t be surprised to find that nobody was willing to pay that. Once we grew to several hundred customers and expanded into data center automation, we were still number one and were more valuable stand-alone than any of the prior acquisition offers. At that point both Opsware and our main competitor, BladeLogic, had developed into full-fledged companies (worldwide sales forces, built-out professional services, etc.). This was significant, because it meant that a large company could buy one of us and potentially execute successfully (big enterprise companies can’t generally succeed with small acquisitions, because too much of the important intellectual property is the sales methodology, and big companies can’t build that).

economic policymakers devised an approach with the following elements: •  A shift from capital-intensive heavy industry to labor-intensive light industry. •  A focus on light industrial exports to generate the foreign exchange needed to import capital equipment. •  The establishment of special economic zones (SEZs), allowing foreign companies to set up factories on preferential terms. •  Price reforms, to reduce the power of central planners and increase the role of the market. • Increased tolerance for private enterprises.

The wealth of the Medici family was based on the wool trade but most importantly on banking. By the beginning of the fifteenth century they were one of the leading families in Florentine government. In 1421 Giovanni di Bicci de’Medici became gonfolaniere—literally, the standard-bearer of the republic, one of the most prestigious offices in the city. He was also a banker to the popes in Rome, and his bank has been called ‘the most successful commercial enterprise in Italy.’ It was the basis for his son Cosimo the Elder’s rise to power.

This capitalist mentality was evidenced also in the fact that these co-ops did not participate in cooperative social movements and were formed purely for the sake of providing employment to members. They had no strong ideological commitment to cooperation; they rarely even linked up with one another for political, economic or ideological reasons. Each enterprise was simply “one big family” (with the exception of the hired labor) united against a hostile outside world.196 As mentioned earlier, therefore, it is important that co-ops maintain a connection with social movements if their cooperative identity is not to erode. No great social change will happen if cooperatives simply speckle the economic landscape atomistically, even if there are quite a few of them; they have to actively spread their ideology, spawn new co-ops, maintain ties with the labor movement, fundraise continually, help agitate politically for grants and favorable legislation, look to progressive social experiments being undertaken in other parts of the world and learn from them or contribute to them. Besides, it is likely that the more connections they have with each other, the smaller is the possibility that they will fail economically.

From: Jonathan Rosenberg Date: Thu, Aug 5, 2010 at 2:59 PM Subject: Amidst boundless opportunities, 13 PMs whiff on OKRs (names included) Product Gang, As most of you know, I strongly believe that having a good set of quarterly OKRs is an important part of being successful at Google. That’s why I regularly send you notes reminding you to get them done on time, and why I ask managers to review them to make sure all of our OKRs are good. I’ve tried notes that are nice and notes that are mean. Personal favorites include threatening you with Jonathan’s Pit of Despair in October 07 and celebrating near perfection in July 08. Over time I iterated this carrot/stick approach until we reached near 100% compliance. Yay! So then I stopped sending notes, and look what happened: this quarter, SEVERAL of you didn’t get your OKRs done on time, and several others didn’t grade your Q2 OKRs. It turns out it’s not the type of note I send that matters, but the fact that I send anything at all! Names of the fallen are duly noted below (with a pass given to several AdMob employees who are new to the ways of Google, and to many of you who missed the deadline but still got them done in July). We have so many great opportunities before us (search, ads, display, YouTube, Android, enterprise, local, commerce, Chrome, TV, mobile, social . . .) that if you can’t come up with OKRs that get you excited about coming to work every day, then something must be wrong. In fact, if that’s really the case, come see me. In the meantime, please do your OKRs on time, grade your previous quarter’s OKRs, do a good job at it, and post them so that the OKR link from your moma [intranet] page works. This is not administrative busywork, it’s an important way to set your priorities for the quarter and ensure that we’re all working together. Jonathan

Gud Mould Industry Co., Ltd. is a professional manufacturer of plastic injection moulds and die-casting moulds. Founded in 2007, Gud Mould Industry Co., Ltd. covers an area of 7000 square meters and has more than 100 experienced staffs, of which more than 30 with years of experience in plastic engineering and die-casting. To meet customers' higher requirements for product quality and greater demand for mould production, we constantly introduce advanced equipment, technology and talents at home and abroad to enhance our production means and technical support, constantly expand processing area to increase our production capacity. At present, Gud Mould has a large number of international advanced CNC machining centers, EDM, WEDM, milling machines, tool grinders and other precision die and mould processing equipment; imported spectrometers, metallographic analyzers, water capacity detectors, coordinate detectors, gauges and other international advanced detection equipment and instruments. Gud Mould's die design and production all realize computerization, apply International advanced AutoCAD, Pro/E, UG, Cimatron, MASTERCAM, etc. File of IGS, DXF, STP, PORASLD and so on are acceptable here. After receiving drawings and data from customers, engineers of Gud Mould design and program first. Manufacture, produce and inspect them strictly according to the drawings of mould engineering. All manufacturing processes realize digitalization of drawings, so as to ensure stability of high precision and high quality of dies. All materials of die are made of high quality steel and precision standard die base, which ensures service performance and life of die. In line with principle of customer first, we provide the best quality, delivery date, quality service and reasonable price, absolutely guarantee interests of customers, and provide confidentiality commitment to all technical information of customers. Gud Mould Industry Co., Ltd. has always adhered to business philosophy of "people-oriented, quality first", and has been making progress and developing steadily. Although Gud Mould is medium-sized, it has been recognized by well-known domestic enterprises such as Chang'an, Changfei, Hafei, Lifan, Ford in China, and has established a good reputation among domestic customers. In 2018, we set up overseas department, which mainly develops overseas markets. We sincerely welcome you to visit our company and expand your business!

Orchid hunting is a mortal occupation. That has always been part of its charm. Laroche loved orchids, but I came to believe he loved the difficulty and fatality of getting them almost as much as the flowers themselves. The worse a time he had in the swamp the more enthusiastic he would be about the plants he'd come out with. Laroche's perverse pleasure in misery was traditional among orchid hunters. An article published in a 1906 magazine explained: "Most of the romance in connection with the cult of the orchid is in the collecting of specimens from the localities in which they grow, perhaps in a fever swamp or possibly in a country full of hostile natives ready and eager to kill and very likely eat the enterprising collector." In 1901 eight orchid hunters went on an expedition to the Philippines. Within a month one of them had been eaten by a tiger; another had been drenched with oil and burned alive; five had vanished into thin air; and one had managed to stay alive and walk out of the woods carrying forty-seven thousand Phalaenopsis plants. A young man commissioned in 1889 to find cattleyas for the English collector Sir Trevor Lawrence walked of fourteen days through jungle mud and never was seen again. Dozens of hunters were killed by fever or accidents or malaria or foul play. Others became trophies for headhunters or prey for horrible creatures such as flying yellow lizards and diamondback snakes and jaguars and ticks and stinging marabuntas. Some orchid hunters were killed by other orchid hunters. All of them traveled ready for violence. Albert Millican, who went on an expedition in the northern Andes in 1891, wrote in his diary that the most important supplies he was carrying were his knives, cutlasses, revolvers, daggers, rifles, pistols, and a year's worth of tobacco. Being an orchid hunter has always meant pursuing beautiful things in terrible places. From the mid-1800s to the early 1900s, when orchid hunting was at its prime, terrible places were really terrible places, and any man advertising himself as a hunter needed to be hardy, sharp, and willing to die far from home.

Our understanding of mentalization is not just as a cognitive process, but developmentally commences with the “discovery” of affects through the primary-object relationships. For this reason, we focus on the concept of “affect regulation,” which is important in many spheres of developmental theory and theories of psychopathology (e.g., Clarkin and Lenzenweger 1996). Affect regulation, the capacity to modulate affect states, is closely related to mentalization in that it plays a fundamental role in the unfolding of a sense of self and agency. In our account, affect regulation is a prelude to mentalization; yet, we also believe that once mentalization has occurred, the nature of affect regulation is transformed. Here we distinguish between affect regulation as a kind of adjustment of affect states and a more sophisticated variation, where affects are used to regulate the self. The concept of “mentalized affectivity” marks a mature capacity for the regulation of affect and denotes the capacity to discover the subjective meanings of one’s own affect states. Mentalized affectivity lies, we suggest, at the core of the psychotherapeutic enterprise. It represents the experiential understanding of one’s feelings in a way that extends beyond intellectual understanding.

In enterprise software companies, the two most important positions tend to be VP of sales and VP of engineering.

When we become an autonomous organization, we will be one of the largest unadulterated digital security organizations on the planet,” he told the annual Intel Security Focus meeting in Las Vegas. “Not only will we be one of the greatest, however, we will not rest until we achieve our goal of being the best,” said Young. This is the main focus since Intel reported on agreements to deactivate its security business as a free organization in association with the venture company TPG, five years after the acquisition of McAfee. Young focused on his vision of the new company, his roadmap to achieve that, the need for rapid innovation and the importance of collaboration between industries. “One of the things I love about this conference is that we all come together to find ways to win, to work together,” he said. First, Young highlighted the publication of the book The Second Economy: the race for trust, treasure and time in the war of cybersecurity. The main objective of the book is to help the information security officers (CISO) to communicate the battles that everyone faces in front of others in the c-suite. “So we can recruit them into our fight, we need to recruit others on our journey if we want to be successful,” he said. Challenging assumptions The book is also aimed at encouraging information security professionals to challenge their own assumptions. “I plan to send two copies of this book to the winner of the US presidential election, because cybersecurity is going to be one of the most important issues they could face,” said Young. “The book is about giving more people a vision of the dynamism of what we face in cybersecurity, which is why we have to continually challenge our assumptions,” he said. “That’s why we challenge our assumptions in the book, as well as our assumptions about what we do every day.” Young said Intel Security had asked thousands of customers to challenge the company’s assumptions in the last 18 months so that it could improve. “This week, we are going to bring many of those comments to life in delivering a lot of innovation throughout our portfolio,” he said. Then, Young used a video to underscore the message that the McAfee brand is based on the belief that there is power to work together, and that no person, product or organization can provide total security. By allowing protection, detection and correction to work together, the company believes it can react to cyber threats more quickly. By linking products from different suppliers to work together, the company believes that network security improves. By bringing together companies to share intelligence on threats, you can find better ways to protect each other. The company said that cyber crime is the biggest challenge of the digital era, and this can only be overcome by working together. Revealed a new slogan: “Together is power”. The video also revealed the logo of the new independent company, which Young called a symbol of its new beginning and a visual representation of what is essential to the company’s strategy. “The shield means defense, and the two intertwined components are a symbol of the union that we are in the industry,” he said. “The color red is a callback to our legacy in the industry.” Three main reasons for independence According to Young, there are three main reasons behind the decision to become an independent company. First of all, it should focus entirely on enterprise-level cybersecurity, solve customers ‘cybersecurity problems and address clients’ cybersecurity challenges. The second is innovation. “Because we are committed and dedicated to cybersecurity only at the company level, our innovation is focused on that,” said Young. Third is growth. “Our industry is moving faster than any other IT sub-segment, we have t

On Bindi’s first birthday in July 1999, we began a tradition of our own. We threw open the doors of the zoo with free admission to all children. We offered free birthday cake and invited cockatoos, camels, snakes, and lizards to party with us. It poured rain all day, but it didn’t matter. Steve placed a giant birthday cake in front of his daughter. It could have served one hundred people, and we’d ordered up several of them for the celebration. Bindi had never had sugar before, or any kind of dessert or lolly. She carefully took a frosting flower off the top and tasted it. Puzzlement and then joy transformed her face. She dove in headfirst. Cheers and laughter erupted from the crowd of three hundred, all of whom had shown up to celebrate. Steve’s mother, Lyn, looked on that day with a proud smile. I thought back to what it must have been like when Lyn first started the zoo. It was just a small wildlife park, with admission only forty cents for adults and twenty cents for kids. Now it was an expanding enterprise, part of an ambitious conservation effort and a complement to our wildlife documentaries. But her son’s favorite job was still the humble one of being Dad. I could read on Lyn’s face how important it was to her that Steve had started a family. And Bindi had a great day wearing a small pink sweater that her gran had made for her.