Factory Motivational Quotes

Making a product is just an activity, making a profit on a product is the achievement.

According to an equally lovingly preserved English translation of the prospectus, the purpose of Ibuka’s firm was “to establish an ideal factory that stresses a spirit of freedom and open-mindedness, and where engineers with sincere motivation can exercise their technological skills to the highest level.” We shall, he pledged, “eliminate any unfair profit-seeking exercises” and “seek expansion not only for the sake of size.” Further, “we shall carefully select employees . . . we shall avoid to have [sic] formal positions for the mere sake of having them, and shall place emphasis on a person’s ability, performance and character, so that each

We are all part of a God factory. Gods are what come off the production line at the end of an eons-long, protracted, dialectical process designed to overcome every possible obstacle, trial, setback, difficulty and ordeal. You need to be a God to survive the dialectic. It takes you to hell and forces you to confront the Devil. The Devil is you. The Devil is your Shadow. Only Devils can become Gods. That is the law of the dialectic.

At the onset of the Civil War, our stolen bodies were worth four billion dollars, more than all of American industry, all of American railroads, workshops, and factories combined, and the prime product rendered by our stolen bodies—cotton—was America’s primary export. The richest men in America lived in the Mississippi River Valley, and they made their riches off our stolen bodies. Our bodies were held in bondage by the early presidents. Our bodies were traded from the White House by James K. Polk. Our bodies built the Capitol and the National Mall. The first shot of the Civil War was fired in South Carolina, where our bodies constituted the majority of human bodies in the state. Here is the motive for the great war. It’s not a secret.

Writer Brigid Brophy exposes [their motives] with great precision: "Whenever people say 'We mustn't be sentimental,' you can take it they are about to do something cruel. And if they add 'We must be realistic,' they mean they are going to make money out of it. These slogans have a long history. After being used to justify slave traders, ruthless industrialists, and contractors who had found that the most economically 'realistic' method of cleaning a chimney was to force a small child to climb it, they have now been passed on, like an heirloom, to the factory farmers. 'We mustn't be sentimental' tries to persuade us that factory farming isn't, in fact, cruel. It implies that the whole problem had been invented by our sloppy imaginations.

Challenges also helped combat the final most difficult barrier of all—motivation. There was a sense of immediacy. Users either chose to participate in the fun challenge while it was trending today or risk missing out. Participation also gave people a sense of being part of a wider community.

Some foreigners wanted to make Afghanistan a better place, viewed Afghanistan as a home rather than a party, and even genuinely liked Afghans. But they were in the minority, and many had left, driven out by the corruption and the inability to accomplish anything. For most, Afghanistan was Kabul High, a way to get your war on, an adrenaline rush, a résumé line, a money factory. It was a place to escape, to run away from marriages and mistakes, a place to forget your age, your responsibilities, your past, a country in which to reinvent yourself. Not that there was anything wrong with that, but the motives of most people were not likely to help a fragile and corrupt country stuck somewhere between the seventh century and Vegas.

Markets are not just about the steam engine, iron foundries, or today’s silicon-chip factories. Markets also supported Shakespeare, Haydn, and the modern book superstore. The rise of oil painting, classical music, and print culture were all part of the same broad social and economic developments, namely the rise of capitalism, modern technology, rule of law, and consumer society.

in the following two centuries a common argument in defence of democracy explained that giving citizens political rights is good, because the soldiers and workers of democratic countries perform better than those of dictatorships. Allegedly, granting political rights to people increases their motivation and their initiative, which is useful both on the battlefield and in the factory.

I am criticizing the professionalization of teaching children because these young human beings are not cogs in a machine, And I am trying to identify the root of the problem for all those wonderful adults who went into teaching thinking that they could commit to nurturing the lives of many children only to end up having the system squash their excellent motives. Our current school system replicates factories and requires classroom managers more than teachers. Teachers are appreciably frustrated.

Fifteen years ago, a business manager from the United States came to Plum Village to visit me. His conscience was troubled because he was the head of a firm that designed atomic bombs. I listened as he expressed his concerns. I knew if I advised him to quit his job, another person would only replace him. If he were to quit, he might help himself, but he would not help his company, society, or country. I urged him to remain the director of his firm, to bring mindfulness into his daily work, and to use his position to communicate his concerns and doubts about the production of atomic bombs. In the Sutra on Happiness, the Buddha says it is great fortune to have an occupation that allows us to be happy, to help others, and to generate compassion and understanding in this world. Those in the helping professions have occupations that give them this wonderful opportunity. Yet many social workers, physicians, and therapists work in a way that does not cultivate their compassion, instead doing their job only to earn money. If the bomb designer practises and does his work with mindfulness, his job can still nourish his compassion and in some way allow him to help others. He can still influence his government and fellow citizens by bringing greater awareness to the situation. He can give the whole nation an opportunity to question the necessity of bomb production. Many people who are wealthy, powerful, and important in business, politics, and entertainment are not happy. They are seeking empty things - wealth, fame, power, sex - and in the process they are destroying themselves and those around them. In Plum Village, we have organised retreats for businesspeople. We see that they have many problems and suffer just as others do, sometimes even more. We see that their wealth allows them to live in comfortable conditions, yet they still suffer a great deal. Some businesspeople, even those who have persuaded themselves that their work is very important, feel empty in their occupation. They provide employment to many people in their factories, newspapers, insurance firms, and supermarket chains, yet their financial success is an empty happiness because it is not motivated by understanding or compassion. Caught up in their small world of profit and loss, they are unaware of the suffering and poverty in the world. When we are not int ouch with this larger reality, we will lack the compassion we need to nourish and guide us to happiness. Once you begin to realise your interconnectedness with others, your interbeing, you begin to see how your actions affect you and all other life. You begin to question your way of living, to look with new eyes at the quality of your relationships and the way you work. You begin to see, 'I have to earn a living, yes, but I want to earn a living mindfully. I want to try to select a vocation not harmful to others and to the natural world, one that does not misuse resources.' Entire companies can also adopt this way of thinking. Companies have the right to pursue economic growth, but not at the expense of other life. They should respect the life and integrity of people, animals, plants and minerals. Do not invest your time or money in companies that deprive others of their lives, that operate in a way that exploits people or animals, and destroys nature. Businesspeople who visit Plum Village often find that getting in touch with the suffering of others and cultivating understanding brings them happiness. They practise like Anathapindika, a successful businessman who lived at the time of the Buddha, who with the practise of mindfulness throughout his life did everything he could to help the poor and sick people in his homeland.

Our plan? We put into practice that noble historical precept: From each according to his ability, to each according to his need. Everybody in the factory, from charwomen to president, received the same salary—the barest minimum necessary. Twice a year, we all gathered in a mass meeting, where every person presented his claim for what he believed to be his needs. We voted on every claim, and the will of the majority established every person’s need and every person’s ability. The income of the factory was distributed accordingly. Rewards were based on need, and the penalties on ability. Those whose needs were voted to be the greatest, received the most. Those who had not produced as much as the vote said they could, were fined and had to pay the fines by working overtime without pay. That was our plan. It was based on the principle of selflessness. It required men to be motivated, not by personal gain, but by love for their brothers.” Dagny heard a cold, implacable voice saying somewhere within her: Remember it—remember it well—it is not often that one can see pure evil—look at it—remember—and some day you’ll find the words to name its essence. . . . She heard it through the screaming of other voices that cried in helpless violence: It’s nothing—I’ve heard it before—I’m hearing it everywhere—it’s nothing but the same old tripe—why can’t I stand it?—I can’t stand it—I can’t stand it! “What’s

Leandred is insanely useful—never tell him I said that. he made enough for all of us, and helped imbue them with the spells. We included some of your magic, too. You know Leandred has a ton of it, right?" She frowned at me, but it wasn't nearly as frowny as it used to be when aimed at Constantine. "You're going soft." I smiled. "No, I just agree with Axer Dare—Leandred's motives are transparent at this point. Leandred would burn the world for you." "It's not like that," I said automatically. "No. It's way worse," she said frankly. "You are like the sole family gold nugget and the crystal on the pedestal and all the frankincense in the factory. He'd never touch you. And the world will burn if someone intent on harm does.

The unreal is the illogical. And this age seems to have a capacity for surpassing even the acme of illogicality, of anti-logicality: it is as if the monstrous reality of the war had blotted out the reality of the world. Fantasy has become logical reality, but reality evolves the most a-logical phantasmagoria. An age that is softer and more cowardly than any preceding age suffocates in waves of blood and poison-gas; nations of bank clerks and profiteers hurl themselves upon barbed wire; a well-organized humanitarianism avails to hinder nothing, but calls itself the Red Cross and prepares artificial limbs for the victims; towns starve and coin money out of their own hunger; spectacled school-teachers lead storm-troops; city dwellers live in caves; factory hands and other civilians crawl out on their artificial limbs once more to the making of profits. Amid a blurring of all forms, in a twilight of apathetic uncertainty brooding over a ghostly world, man like a lost child gropes his way by the help of a small frail thread of logic through a dream landscape that he calls reality and that is nothing but a nightmare to him. The melodramatic revulsion which characterizes this age as insane, the melodramatic enthusiasm which calls it great, are both justified by the swollen incomprehensibility and illogicality of the events that apparently make up its reality. Apparently! For insane or great are terms that can never be applied to an age, but only to an individual destiny. Our individual destinies, however, are as normal as they ever were. Our common destiny is the sum of our single lives, and each of these single lives is developing quite normally, in accordance, as it were, with its private logicality. We feel the totality to be insane, but for each single life we can easily discover logical guiding motives. Are we, then, insane because we have not gone mad?

A drone is often preferred for missions that are too "dull, dirty, or dangerous" for manned aircraft.” PROLOGUE The graffiti was in Spanish, neon colors highlighting the varicose cracks in the wall. It smelled of urine and pot. The front door was metal with four bolt locks and the windows were frosted glass, embedded with chicken wire. They swung out and up like big fake eye-lashes held up with a notched adjustment bar. This was a factory building on the near west side of Cleveland in an industrial area on the Cuyahoga River known in Ohio as The Flats. First a sweatshop garment factory, then a warehouse for imported cheeses then a crack den for teenage potheads. It was now headquarters for Magic Slim, the only pimp in Cleveland with his own film studio and training facility. Her name was Cosita, she was eighteen looking like fourteen. One of nine children from El Chorillo. a dangerous poverty stricken barrio on the outskirts of Panama City. Her brother, Javier, had been snatched from the streets six months ago, he was thirteen and beautiful. Cosita had a high school education but earned here degree on the streets of Panama. Interpol, the world's largest international police organization, had recruited Cosita at seventeen. She was smart, street savvy, motivated and very pretty. Just what Interpol was looking for. Cosita would become a Drone!

Perhaps the most common device for giving people focus and direction is goal setting, but goals, as often as they are used, have their pros and cons. Sure, if you can convince everybody that profits must increase 20% next quarter or we’re going out of business, people will hurry around looking for ways to hype profits by 20%. When discussing “mission” I assigned Susan a goal of 25% improvement in sales, based on what I calculated was needed to avoid closing the factory and on what I felt her district could reasonably provide. It was not a number pulled from the ether, and I went to some length to explain this to her. Short of any such basis in reality, people will often do the easiest things, such as firing 20% of the workforce, canceling vital R&D programs, or simply not making any payments to suppliers. In other words, they will take achieving the goal as seriously as they feel you were in setting it; they will sense whether you have positioned yourself at the Schwerpunkt. Goals, as we all know, can be motivators. Cypress Semiconductor, a communications-oriented company founded in 1982, used to have a computer that tracked the thousands of self-imposed goals that its people fed into the system. Cypress founder T. J. Rodgers identified this automated goal tending system as the heart of his management style and a big factor in the company’s early success.136 Frankly, I find this philosophy depressing, not to mention a temptation to focus inward: If the boss places great importance on entering and tracking goals, as he obviously does, then that is what the other employees are going to consider important.137 In any case, what’s the big deal about meeting or missing a goal? A goal is an intention at a point in time. It is, to a large extent, an arbitrary target, whether you set it or someone above you assigns it. And we all know that numerical goals can be gamed, like banking (delaying) sales that we could have made this quarter to help us make quota next quarter. Unlike a Schwerpunkt, which gives focus and direction for chaotic and uncertain situations, what does a goal tell you? Just keep your head down and continue plugging away?

Countries with successful vocational systems such as Germany have done a better job than Anglo-Saxon countries of motivating non-academic boys and guiding them into jobs, but policymakers need to reinvent vocational education for an age when trainees are more likely to get jobs in hospitals than factories.

THE BIGGER PICTURE   During World War II, thousands in factories across the United States constructed parachutes. From the worker’s point of view, the job was tedious. It required stitching endless lengths of colorless fabric, crouched over a sewing machine eight to ten hours a day. A day’s work produced a formless, massive heap of cloth with no visible resemblance to a parachute. In order to motivate workers and keep them concerned with quality, the management in one factory held a meeting. Management informed workers each day of the approximate number of parachutes that had been strapped to the back of pilots, copilots, and other “flying” personnel the previous day. They learned just how many men had jumped to safety from disabled planes as a result of their high-quality work. The managers encouraged their workers to see the big picture on their job. As a second means of motivation, the workers were asked to form a mental picture of a husband, brother, or son who might be the one saved by the parachute they sewed. That factory held one of the highest levels of quality on record!3 Don’t let the tedium of each day’s chores and responsibilities wear you down so you only see the “stitching” in front of you. Keep your eyes on the big picture. Focus on why you do what you do and who will benefit from your work, including those you don’t know and may never meet. You may not have all the answers to the question, “Why am I here?” but you can rest assured, the Lord does! Ultimately, the Bible tells us we will be in heaven for eternity—and that is the biggest picture of all! God is preparing us for heaven, just as He is preparing heaven for us. He is creating us to be the people He wants to live with forever. Whatever mundane tasks or trivial pursuits you undertake today, see them in the light of eternity. They will take on a whole new meaning!   “I GO TO PREPARE A PLACE FOR YOU. AND IF I GO AND PREPARE A PLACE FOR YOU, I WILL COME AGAIN AND RECEIVE YOU TO MYSELF; THAT WHERE I AM, THERE YOU MAY BE ALSO.” JOHN 14:2-3 NKJV

The situation was similar in the Soviet Union, with industry playing the role of sugar in the Caribbean. Industrial growth in the Soviet Union was further facilitated because its technology was so backward relative to what was available in Europe and the United States, so large gains could be reaped by reallocating resources to the industrial sector, even if all this was done inefficiently and by force. Before 1928 most Russians lived in the countryside. The technology used by peasants was primitive, and there were few incentives to be productive. Indeed, the last vestiges of Russian feudalism were eradicated only shortly before the First World War. There was thus huge unrealized economic potential from reallocating this labor from agriculture to industry. Stalinist industrialization was one brutal way of unlocking this potential. By fiat, Stalin moved these very poorly used resources into industry, where they could be employed more productively, even if industry itself was very inefficiently organized relative to what could have been achieved. In fact, between 1928 and 1960 national income grew at 6 percent a year, probably the most rapid spurt of economic growth in history up until then. This quick economic growth was not created by technological change, but by reallocating labor and by capital accumulation through the creation of new tools and factories. Growth was so rapid that it took in generations of Westerners, not just Lincoln Steffens. It took in the Central Intelligence Agency of the United States. It even took in the Soviet Union’s own leaders, such as Nikita Khrushchev, who famously boasted in a speech to Western diplomats in 1956 that “we will bury you [the West].” As late as 1977, a leading academic textbook by an English economist argued that Soviet-style economies were superior to capitalist ones in terms of economic growth, providing full employment and price stability and even in producing people with altruistic motivation. Poor old Western capitalism did better only at providing political freedom. Indeed, the most widely used university textbook in economics, written by Nobel Prize–winner Paul Samuelson, repeatedly predicted the coming economic dominance of the Soviet Union. In the 1961 edition, Samuelson predicted that Soviet national income would overtake that of the United States possibly by 1984, but probably by 1997. In the 1980 edition there was little change in the analysis, though the two dates were delayed to 2002 and 2012. Though the policies of Stalin and subsequent Soviet leaders could produce rapid economic growth, they could not do so in a sustained way. By the 1970s, economic growth had all but stopped. The most important lesson is that extractive institutions cannot generate sustained technological change for two reasons: the lack of economic incentives and resistance by the elites. In addition, once all the very inefficiently used resources had been reallocated to industry, there were few economic gains to be had by fiat. Then the Soviet system hit a roadblock, with lack of innovation and poor economic incentives preventing any further progress. The only area in which the Soviets did manage to sustain some innovation was through enormous efforts in military and aerospace technology. As a result they managed to put the first dog, Leika, and the first man, Yuri Gagarin, in space. They also left the world the AK-47 as one of their legacies. Gosplan was the supposedly all-powerful planning agency in charge of the central planning of the Soviet economy.

Products are made in the factory, but brands are made in the mind

President Calvin Coolidge captured the spirit of the decade when he declared: “After all, the chief business of the American people is business.” Coolidge’s defenders note that in the same speech, the president also insisted: “The chief ideal of the American people is idealism. I cannot repeat too often that America is a nation of idealists. That is the only motive to which they ever give any strong and lasting reaction.” Coolidge’s idealism, however, seemed inspired primarily by an almost mystical (and perhaps idolatrous) devotion to the American business system. “The man who builds a factory builds a temple,” Coolidge wrote. “The man who works there worships there.” Yet the “normalcy” of the Harding-Coolidge years

O remarcă, asupra căreia Leonte revenea, era că Psihanaliza nu este una singură, ea ar fi multiplă. Sunt posibile atâtea Psihanalize câte instincte fundamentale stau la baza vieții. Explicațiile, ce Materialismul istoric le dă faptelor istorice, fac, cel mai adesea, impresia unor explicații caricaturale; dar același lucru se întâmplă și în cazul explicațiilor pe care Psihanaliza curentă le dă atâtor fapte psihologice și istorice. Impresia de „caricatural” nu constituie însă un suficient motiv pentru a bagateliza aceste „explicații”. Cu repudierea pur și simplu a acestor „teorii” n-am făcut încă nimic. Și Leonte continuă: „Ca primă formă sistematică a Psihanalizei, Materialismul istoric trebuie examinat cu desăvârșită seriozitate. Câte un mic adevăr cuprind toate Psihanalizele posibile. Materialismul istoric își descoperă neajunsurile numai când ridică pretenții de exclusivitate, devenind dogmatic. Doctrinarii intoleranți și cu mintea îngustă, care transformă o perspectivă și o ipoteză de lucru, relativ valabile, în armă de luptă socială, cad mereu în acest păcat, aducând în mare impas o idee asupra căreia discuțiile sunt până la un punct posibile. Trebuie să ne ținem treji. Să avem mereu în vedere împrejurarea că istoria are la bază nu un singur instinct, ci toate instinctele omenești. Trebuie să mai ținem seama și de-un aspect mai fundamental decât acesta, al istoriei. Instinctele omenești nu fac niciodată istorie fără de complicitatea atâtor factori de natură spirituală. Orice psihanaliză, ce s-ar aplica asupra faptelor istorice, este condamnată să rămână unilaterală. Materialismul istoric nu poate fi privit, deci, ca o explicație de ansamblu a fenomenelor „istorice”.” După o scurtă întrerupere Leonte încheie: „Materialismul istoric nu poate servi drept temei pentru alcătuirea unui program de mișcare socială. Rămâne la îndemâna oricui să acorde o preferință unei atari doctrine, dar aceasta e o chestiune de opțiune subiectivă. O mișcare socială ce se întemeiază pe Materialismul istoric, nu este în nici un fel mai ancorată în „absolut” decât ar fi eventualele mișcări ce ar porni de la o preferință arătată unei alte Psihanalize”.

Your thinking is the factory of life. What product are you producing?

Don’t become obsessed with the possibilities of infinity. There’s nothing out there that’s new or alien. We have it all on our own doorstep. In fact we have it all within ourselves. We are made of stardust and we are a microcosm of the macrocosm. As above, so below. The answers to everything lie within ourselves. Look inwards, not outwards. YOU are the answer to your questions if you did but know it.

Tesla Motors was created to accelerate the advent of sustainable transport. If we clear a path to the creation of compelling electric vehicles, but then lay intellectual property landmines behind us to inhibit others, we are acting in a manner contrary to that goal. Tesla will not initiate patent lawsuits against anyone who, in good faith, wants to use our technology. When I started out with my first company, Zip2, I thought patents were a good thing and worked hard to obtain them. And maybe they were good long ago, but too often these days they serve merely to stifle progress, entrench the positions of giant corporations and enrich those in the legal profession, rather than the actual inventors. After Zip2, when I realized that receiving a patent really just meant that you bought a lottery ticket to a lawsuit, I avoided them whenever possible. At Tesla, however, we felt compelled to create patents out of concern that the big car companies would copy our technology and then use their massive manufacturing, sales and marketing power to overwhelm Tesla. We couldn’t have been more wrong. The unfortunate reality is the opposite: electric car programs (or programs for any vehicle that doesn’t burn hydrocarbons) at the major manufacturers are small to non-existent, constituting an average of far less than 1% of their total vehicle sales. Given that annual new vehicle production is approaching 100 million per year and the global fleet is approximately 2 billion cars, it is impossible for Tesla to build electric cars fast enough to address the carbon crisis. By the same token, it means the market is enormous. Our true competition is not the small trickle of non-Tesla electric cars being produced, but rather the enormous flood of gasoline cars pouring out of the world’s factories every day. We believe that Tesla, other companies making electric cars, and the world would all benefit from a common, rapidly-evolving technology platform. Technology leadership is not defined by patents, which history has repeatedly shown to be small protection indeed against a determined competitor, but rather by the ability of a company to attract and motivate the world’s most talented engineers. We believe that applying the open source philosophy to our patents will strengthen rather than diminish Tesla’s position in this regard.[431]

For many, the traditional motivations of job security, money rewards, and opportunity for personal advancement are proving insufficient. Large numbers of those we hire find factory life so distasteful they quit after only brief exposure to it. The general increase in real wage levels in our economy has afforded more alternatives for satisfying economic needs. Because they are unfamiliar with the harsh economic facts of earlier years, [new workers] have little regard for the consequences if they take a day or two off . . . the traditional work ethic—the concept that hard work is a virtue and a duty—will undergo additional erosion.

You cant find any Shop,factory or school of building human character without rough journey or hard situations college that comes in life as it heppens to me and other people it will come to you too, not that it for some certain people it for everyone. Human character needs to be shaped, prooned or builded for some work that we send to do in living that is other plan of God so you can't escape it as you did'nt escaped to be born the better thing to do is to pray for it process to be done successfully , I know nothing will stand on it cause it God's will but will going to help you to gain strength you need.

The indirect harvesting of valued-per-click leisure time by corporations has led many technocapitalists to support projects like the Universal Basic Income (UBI), which would free up users’ time which could then potential y be spent generating valuable data and content on their own platforms. The driving force of this trend is the Pay Per Click (PPC) advertising campaigns that have grown simultaneously with corporations like Google over the last 15 years, but now the value of the click is not based only on the likelihood of purchasing success, as older models of Google AdWords and other targeted ad campaigns functioned. Instead, the click is conceptualised as a data-point that connects two or more actors in the network. It is those moments of connection between subjects and objects that have potential value to data-driven companies from corporate advertisers to election meddlers like Cambridge Analytica and policy influencers like Palantir. This only works because the user can be libidinally motivated to conduct the ‘free labour’ constituted by the click. The situation was prophetically predicted by one of the most historically influential Marxists still alive, Mario Tronti. His 1966 book Workers and Capital gave rise to the concept of ‘neocapitalism’, which anticipates the environment in which the digital worker operates today. For Tronti: At the highest level of capitalist development, the social relation is transformed into a moment of the relation of production. In this environment, the data-point connecting two people, generated at the moment of every click between social media pages, connects the social relation itself to a relation of production in real time. Seeing this in his own future, Tronti worried that society itself would run by the logic of the factory. Each interaction between individuals would incorporate a surplus value turned to profit by the class owning the means. dream lovers of social production. If the factory workers could be made to relate to each other in a way that was productive for the factory owners, so too could the entirety of social life be modified and edited for the profit of the capitalists. The whole of society is turned into an articulation of production, that is, the whole of society lives as a function of the factory and the factory extends its exclusive domination to the whole of society.

At the onset of the Civil War, our stolen bodies were worth four billion dollars, more than all of American industry, all of American railroads, workshops, and factories combined, and the prime product rendered by our stolen bodies - cotton - was America's primary export. The richest men in America lived in the Mississippi River Valley, and they made their riches off our stolen bodies. Our bodies were held in bondage by the early presidents. Our bodies were traded from the White House by James K. Polk. Our bodies built the Capitol and the National Mall. The first shot of the Civil War was fired in South Carolina, where our bodies constituted the majority of human bodies in the state. Here is the motive for the great war.

Even on factory assembly lines respect and trust between leaders and followers may inspire line workers to exceed design expectations and motivate them not to slack off. Respect for leaders by followers can't be mandated; it must be earned. It has to be given to leaders by their followers.

I did not understand what a cosseted life would do to the spirit of enterprise of a people, diminishing their desire to achieve and succeed. I believed that wealth came naturally from wheat growing in the fields, orchards bearing fruit every summer, and factories turning out all that was needed to maintain a comfortable life. Only two decades later, when I had to make an outdated entrepôt economy feed a people, did I realize we needed to create the wealth before we can share it. And to create wealth, high motivation and incentives are crucial to drive a people to achieve, to take risks for profit, or there will be nothing to share.37

Defining the Task in Knowledge Work In knowledge work, the how only comes after the what has been answered. In manual work the task is always given. Wherever there still are domestic servants, the owner of the house tells them what to do. The machine or the assembly line programs the factory worker. But, in knowledge work, what to do becomes the first and decisive question. For knowledge workers are not programmed by the machine. They largely are in control of their own tasks and must be in control of their own tasks. For they, and only they, own and control the most expensive of the means of production—their education—and their most important tool—their knowledge. They do use other tools, of course, whether the nurse’s IV or the engineer’s computer. But their knowledge decides how these tools are being used and for what. They know what steps are most important and what methods need to be used to complete the tasks; and it is their knowledge that tells them what chores are unnecessary and should be eliminated. Work on knowledge-worker productivity therefore begins with asking the knowledge workers themselves: What is your task? What should it be? What should you be expected to contribute? and What hampers you in doing your task and should be eliminated? The how only comes after the what has been answered. ACTION POINT: Define your task as a knowledge worker by asking yourself: “What do I get paid for?” and “What should I get paid for?

Regardless of the details of your story, your time bank is growing smaller every day. You are the manufacturer! You have the power to set the tone and control the factory floor.

But his sister Ivy was worse. She really did not care for material wealth. The alms she got was no bigger than ours, and she went about in scuffed, flat-heeled shoes and shirtwaists—just to show how selfless she was. She was our Director of Distribution. She was the lady in charge of our needs. She was the one who held us by the throat. Of course, distribution was supposed to be decided by voting—by the voice of the people. But when the people are six thousand howling voices, trying to decide without yardstick, rhyme or reason, when there are no rules to the game and each can demand anything, but has a right to nothing, when everybody holds power over everybody’s life except his own—then it turns out, as it did, that the voice of the people is Ivy Starnes. By the end of the second year, we dropped the pretense of the ‘family meetings’—in the name of ‘production efficiency and time economy,’ one meeting used to take ten days—and all the petitions of need were simply sent to Miss Starnes’ office. No, not sent. They had to be recited to her in person by every petitioner. Then she made up a distribution list, which she read to us for our vote of approval at a meeting that lasted three-quarters of an hour. We voted approval. There was a ten-minute period on the agenda for discussion and objections. We made no objections. We knew better by that time. Nobody can divide a factory’s income among thousands of people, without some sort of a gauge to measure people’s value. Her gauge was bootlicking. Selfless? In her father’s time, all of his money wouldn’t have given him a chance to speak to his lousiest wiper and get away with it, as she spoke to our best skilled workers and their wives. She had pale eyes that looked fishy, cold and dead. And if you ever want to see pure evil, you should have seen the way her eyes glinted when she watched some man who’d talked back to her once and who’d just heard his name on the list of those getting nothing above basic pittance. And when you saw it, you saw the real motive of any person who’s ever preached the slogan: ‘From each according to his ability, to each according to his need.

And if you cannot tame yourself, they will use your animalistic nature to supply their factories.

There is a reason why you were born. You are not a factory fault. Do not let your flaws hinder you from fulfilling your purpose.

The class struggle had a just motive, and Socialism at the beginning was in the right. What has happened is that instead of pursuing its original path of seeking after social justice among men. Socialism has turned into a mere doctrine, and one of the chilliest frigidity, and it has no concern, great or small, for the liberation of working men. Karl Marx was a German Jew who sat in his study and watched, with horrible impassivity, the most dramatic happenings of his age. He was a German Jew who, with the British factories in Manchester before his eyes, and in the middle of formulating inexorable laws about the accumulation of capital, in the middle of formulating inexorable laws about production and about the interests of employers and workmen, was all the time writing letters to his friend Friedrich Engels, telling him the workers were a mob and a rabble, which need not be bothered with except in so far as they might serve to test out his doctrines.

A corrupt and dynastic political party is antithetical to the rule of law and to carefully crafted constitutional checks and balances to prevent abuse of power. A tendency towards autocracy and consequent institutional subversion is inevitable with a party thus configured. The result is a prime minister bereft of real power, subservient to the dynastic head and a mute spectator to the loot and plunder of the nation’s resources; a president who is a loyal camp follower and will faithfully rubber stamp the decisions ordained by the dynasty: witness how unhesitatingly President Fakhruddin Ali Ahmed signed the Proclamation of Emergency at Mrs. Gandhi’s bidding in 1975 and ponder whether Mrs. Pratibha Patil, (besieged as she was by her co-operative sugar factory in liquidation, her co-operative bank bankrupt, and her family embroiled in the murder case of a popular intra-party rival in Jalgaon at the time of her nomination by Mrs. Sonia Gandhi), would have done otherwise; or for that matter whether President Pranab Mukherjee, whose many acts of subversion of the Constitution during the Emergency have been documented by the Shah Commission, is so radically transformed that he would now protect it; a judiciary accused of judicial overreach when it censures the government or brings its ministers to book while its inconvenient judgments are subjected to review or Presidential Reference; a CAG whose findings against the government’s decisions are vilified as being patently erroneous, in excess of jurisdiction and even motivated, although that august body, the Constituent Assembly had opined that as the guardian of the nation’s finances, the CAG was as important a Constitutional functionary as the justices of the Supreme Court; a CVC appointed despite the taint of corruption and over the protest of the leader of the Opposition, whose appointment was finally quashed by the Supreme Court; and a CBI whose only role on empirical evidence is to falsely implicate political opponents and wrongly exonerate the regime’s members and cronies.

The family farm is failing because the pattern it belongs to is failing, and the principal reason for this failure is the universal adoption, by our people and our leaders alike, of industrial values, which are based on three assumptions: 1. That value equals price—that the value of a farm, for example, is whatever it would bring on sale, because both a place and its price are “assets.” There is no essential difference between farming and selling a farm. 2. That all relations are mechanical. That a farm, for example, can be used like a factory, because there is no essential difference between a farm and a factory. 3. That the sufficient and definitive human motive is competitiveness—that a community, for example, can be treated like a resource or a market, because there is no difference between a community and a resource or a market. The industrial mind is a mind without compunction; it simply accepts that people, ultimately, will be treated as things and that things, ultimately, will be treated as garbage. Such

In light of all this, we’re now equipped to think about the relationship between laughter and humor. In any given comedic situation, humor precedes and causes laughter, but when we step back and take a broader perspective, the order is reversed. Our propensity to laugh comes first and provides the necessary goal for humor to achieve.34 Humor can thus be seen as an art form, a means of provoking laughter subject to certain stylistic constraints. Humorists, in general, work in the abstract media of words and images. They don’t get credit, as humorists, for provoking laughter by physical means—by tickling their audiences, for example. They’re also generally discouraged from eliciting contagious laughter, that is, by laughing themselves. In this way, humor is like opening a safe. There’s a sequence of steps that have to be performed in the right order and with a good deal of precision. First you need to get two or more people together.35 Then you must set the mood dial to “play.” Then you need to jostle things, carefully, so that the dial feints in the direction of “serious,” but quickly falls back to “play.” And only then will the safe come open, releasing the precious laugher locked inside.36 Different cultures may put different constraints on how a humorist is allowed to interact with the safe, or they may set a different “combination,” that is, by defining “playful” and “serious” in their own idiosyncratic ways such that one culture’s humor might not unlock a foreigner’s safe. But the core locking mechanism is the same in every human brain, and we come straight out of the factory ready to be tickled open, literally and metaphorically.

A major portion of the cost of defense against foreign aggression in a laissez-faire society would be borne originally by business and industry, as owners of industrial plants obviously have a much greater investment to defend than do owners of little houses in suburbia. If there were any real threat of aggression by a foreign power, businessmen would all be strongly motivated to buy insurance against that aggression, for the same reason that they buy fire insurance, even though they could save money in the short run by not doing so. An interesting result of this fact is that the cost of defense would ultimately tend to be spread among the whole population, since defense costs, along with overhead and other such costs, would have to be included in the prices paid for goods by consumers. So, the concern that “free riders” might get along without paying for their own defense by parasitically depending on the defenses paid for by their neighbors is groundless. It is based on a misconception of how the free-market system would operate. The role of business and industry as major consumers of foreign-aggression insurance would operate to unify the free area in the face of any aggression. An auto plant in Michigan, for example, might well have a vital source of raw materials in Montana, a parts plant in Ontario, a branch plant in California, warehouses in Texas, and outlets all over North America. Every one of these facilities is important to some degree to the management of that Michigan factory, so it will want to have them defended, each to the extent of its importance. Add to this the concern of the owners and managers of these facilities for their own businesses and for all the other businesses on which they, in turn, depend, and a vast, multiple network of interlocking defense systems emerges. The involvement of the insurance companies, with their diversified financial holdings and their far-flung markets would immeasurably strengthen this defensive network. Such a multiple network of interlocking defense systems is a far cry from the common but erroneous picture of small cities, businesses, and individuals, unprotected by a government, falling one by one before an advancing enemy horde.

What you won’t find in a factory is a motivated tribe making a difference. And what you won’t find waiting outside the factory is a tribe of customers, excited about what’s to come.

As more and more people know what model you’re using to manipulate them, they may decide not to respond to your incentives. As your competitors gain knowledge of the model, they respond in kind by adopting the model themselves, thus flattening the field. The model may have been mostly useful in a factory setting, and not in an office setting, or a technology setting. Human beings are not simple automatons: A more complete model would hone in on other motivations they

Pierce did not let people get in the way of his pursuit of ideas,” Mayo adds. “He did not compromise because it would make people feel good. He did his thing because he felt it was necessary to accomplish the development of ideas the way he wanted. He was excellent at that. And I loved those research people for that. They weren’t about making people feel good. They were about motivating people—not to do the conventional thing, but to do the unconventional thing.” To follow the progress of business now, Mayo adds, is to become accustomed to watching successful technology companies offer new engineers rich incentives for their work.

Most people accept a mechanistic worldview without thinking about it. They choose to live as little cogs inside a world they see as a huge factory. Their potential is shackled from early on and the limits to how much they can earn in their lifetime are already drawn. They think they need to control their greed and make sacrifices, and that only then can they overcome poverty.

The Civil War was the true American Revolution. The Republican Party expropriated $3.5 trillion in “private property” in emancipating the South’s four million slaves. The Reconstruction that followed saw the country’s most oppressed people attempt to construct a new world free of their former masters’ whips. The fight against black slavery inspired battles against what was denounced as “wage slavery.” Such a spirit motivated the Knights of Labor, which started off with just nine members in 1869 but organized hundreds of thousands by the 1880s. It rallied workers in all trades and brought tens of thousands of black workers into what had been an overwhelmingly white movement.4 Just as many women joined up, as the Knights spanned from Pennsylvania mines to New York garment factories to Denver railroads and Alabama foundries.

Frederic Herzberg, one of the great behavioral scientists, concurred. He studied in depth the work attitudes of thousands of people ranging from factory workers to senior executives. What do you think he found to be the most motivating factor—the one facet of the jobs that was most stimulating? Money? Good working conditions? Fringe benefits? No—not any of those. The one major factor that motivated people was the work itself. If the work was exciting and interesting, the worker looked forward to doing it and was motivated to do a good job.

Your thinking is the factory of life. What product are you producing?