Examination Day Short Story Quotes

In these days,” she would say, “all girls are what is called highly educated. Girls and boys alike must go in for competitive examinations, must take out diplomas, and must pass certain standards of excellence. The system is cramming from beginning to end. There is no time for reflection. In short, my dear girls, you swallow a great deal, but you do not digest your intellectual food.

In my experience, the pupil who sets down the night's dream, or recasts the day before into ideal form, who takes the morning hour to write a complete anecdote or a passage of sharp dialogue, is likely to be the short story writer in embryo. Certain types of character sketching, when it is brief and concerned with rather general (or even obvious) traits, point the same way. A subtler analysis of characters, a consideration of motives, acute self-examination (as distinct from romanticizing one's actions), the contrasting of different characters faced by the same dilemma, most often indicate the novelist. A kind of musing introspection or of speculation only sketched in is found in the essay writer's notebook, although with a grain of drama added, and with the particularizing of an abstract speculation by assigning the various elements of the problem to characters who act out the idea, there is promise of the more meditative type of novelist.

She shielded her eyes from the sun, her truck keys dangling down the back of her free hand, as Cooper lowered the passenger window and leaned forward so he could see her. “G’day, Starfish. Need a lift?” She needed a lot of things. Hot coffee, sisters who weren’t nosy, a clear vision about what should be next on her life agenda. Being inside a small, sporty vehicle, trapped mere inches from Cooper Jax, even for the short ride down to Half Moon Harbor? That she definitely did not need. “I’m good, thanks. And can we retire the nickname? Please?” He’d begun calling her that after she’d regaled him with a steady string of childhood stories of life lived by the sea, and he’d commented that she seemed too big a fish for such a small pond. A starfish, as it were. She’d rolled her eyes at the very bad pun, but the nickname had stuck. Aussies were big on nicknames. And the honest truth of it was, she hadn’t minded hearing him call her that, even though it had been a joke, delivered as a ribbing, not an endearment. Now? Now she wasn’t sure how he meant it, or what it made her feel when he said it. Better to just bury it right, Ker? Like you do everything that makes you uncomfortable. She really needed to find a way to strangle her little voice. “I’ve got a meeting,” she went on, not giving him a chance to respond. He nodded to the basket in her arms. “Yes, I can see that. Demanding lot, laundry.” She glanced down, then back at him. “No, with my sisters. About Fiona’s wedding.” “Yes, I heard about it.” She didn’t ask how he could possible know that, or who he’d been talking to this time, because any person in town could have brought him up to speed on the goings-on about pretty much any person he wanted to know about. The downside to being home. One of the great things about being a wanderer was that folks only knew whatever parts of her story she opted to share with them. Cooper, she realized now, had already known more than pretty much anyone she’d met in her travels up to that point. God only knows what he’d learned in the twenty-four hours he’d been in the Cove. She didn’t want to examine how that made her feel either. “Three McCrae weddings in less than a year,” he commented, as if casually discussing the weather. Then he grinned. “Is it catching?

On an early morning scouting trip in the foothills north of Los Angeles, two van-loads of crew people fan out over an area that the production designer wants to make into a guerrilla army encampment. I stay close to the vans, keeping an overview of the area and waiting for the director to emerge. It’s a warm sunny day. Most of the crew is wearing shorts and running shoes. The director is another story. He climbs out of his van wearing a location-specific hunter-outdoorsman khaki outfit complete with an impressive pair of lug-sole hiking boots and walks off in the general direction the crew has taken, thumbing through some script notes. A few seconds later he steps squarely into a pile of dog-doo that everyone else has successfully navigated. I watch, transfixed, as he leaps back in horror and freezes. He does not spot me as he quickly looks around to see if anyone has noticed his predicament. No one else has. He hurriedly examines the bottom of his now-disgusting hiking boot. I take a deep breath and step from beside the van, pretending I am deeply involved in a conversation on my walkie-talkie. As I walk toward him, I pull a little folding penknife from my pocket and flip the blade open. I hand it to him without a word as I pass and continue on toward the location, still pretending to be talking into the radio. I round the corner of a building and find a vantage point. The director is hopping up and down on one foot, hurriedly scraping the bottom of his boot with the tiny knife. He finishes the messy job, pulls himself together, and strides purposefully around the building and toward a clearing where the crew has gathered, waiting for his comments. I quickly take my place as the director approaches. He walks briskly past me and without looking, hands the little knife back to me with the dog-doo-covered blade still open. He continues on to the front of the group and with complete authority runs through his ideas for the scene. Over the next few months of filming, neither of us ever mentions the incident.

There is a wonderful story of a group of American car executives who went to Japan to see a Japanese assembly line. At the end of the line, the doors were put on the hinges, the same as in America. But something was missing. In the United States, a line worker would take a rubber mallet and tap the edges of the door to ensure that it fit perfectly. In Japan, that job didn’t seem to exist. Confused, the American auto executives asked at what point they made sure the door fit perfectly. Their Japanese guide looked at them and smiled sheepishly. “We make sure it fits when we design it.” In the Japanese auto plant, they didn’t examine the problem and accumulate data to figure out the best solution—they engineered the outcome they wanted from the beginning. If they didn’t achieve their desired outcome, they understood it was because of a decision they made at the start of the process. At the end of the day, the doors on the American-made and Japanese-made cars appeared to fit when each rolled off the assembly line. Except the Japanese didn’t need to employ someone to hammer doors, nor did they need to buy any mallets. More importantly, the Japanese doors are likely to last longer and maybe even be more structurally sound in an accident. All this for no other reason than they ensured the pieces fit from the start. What the American automakers did with their rubber mallets is a metaphor for how so many people and organizations lead. When faced with a result that doesn’t go according to plan, a series of perfectly effective short-term tactics are used until the desired outcome is achieved. But how structurally sound are those solutions? So many organizations function in a world of tangible goals and the mallets to achieve them. The ones that achieve more, the ones that get more out of fewer people and fewer resources, the ones with an outsized amount of influence, however, build products and companies and even recruit people that all fit based on the original intention. Even though the outcome may look the same, great leaders understand the value in the things we cannot see. Every instruction we give, every course of action we set, every result we desire, starts with the same thing: a decision. There are those who decide to manipulate the door to fit to achieve the desired result and there are those who start from somewhere very different. Though both courses of action may yield similar short-term results, it is what we can’t see that makes long-term success more predictable for only one. The one that understood why the doors need to fit by design and not by default.

The ability to make rational decisions is limited, or bounded, by the extent of people’s information. To broaden employees’ understanding, a firm should promote a tradition of teamwork and interdependence and develop future leaders by rotating them among work assignments in different departments and geographic locations. In order to reduce structural secrecy, there may be short-term opportunity costs, but the long-term benefits are significant.12 Firms must think about long-term greed and what it means. Through actions and training, leaders must explain the pressures on short-term thinking and how the firm resolves the conflicts of short- and long-term goals. Potentially conflicting or confusing organizational goals, such as putting clients first while also having a duty to shareholders, require strong signals from leadership as to what is acceptable and unacceptable behavior. These nuances cannot be left to statements of principles; they must be modeled by leaders’ actions each day. Leaders must understand that external influences can shape the culture. For example, there are competitive, technological, and regulatory pressures. Responses to them can have unintended consequences, including drifting from principles. This can increase the probability of an organizational failure. An organization needs to understand to what extent models impact behavior, decisions made by business leaders, and organizational culture. For example, boards of directors of public companies should ask questions if earnings per share (EPS) estimates are too consistent with analysts’ estimates. They should ask whether the firm is managing to models or to what is in the best long-term interests of the firm. Leaders get too much credit and too much blame. Leaders need to uphold the firm’s shared values—and that is a key component to leadership.13 But too little emphasis is given to the organizational elements that shape behavior or provide an environment for leadership or change. An organization’s structure, incentives, and values last longer and have more impact than those of individual leaders. Usually when there is a change or loss or failure there is a tendency to blame one thing or one person, when typically there are complex organizational cultural reasons. It is the duty of leaders and board members to examine what is responsible, not who is responsible.

Exercise Write the worst thing you can think of. Write a terrible short story, poem, or short play or screenplay around two to four pages. When you are finished, examine your piece and ask yourself the following questions: What “rules” did you break to make this so bad? How would you do the opposite of what you did here to craft a well-written piece?