Famous Adaptability Quotes

After Darwin, human morality became a scientific mystery. Natural selection could explain how intelligent, upright, linguistic, not so hairy, bipedal primates could evolve, but where did our morals come from? Darwin himself was absorbed by this question. Natural selection, it was thought, promotes ruthless self-interest. Individuals who grab up all the resources and destroy the competition will survive better, reproduce more often, and thus populate the world with their ruthlessly selfish offspring. How, then, could morality evolve in a world that Tennyson famously described as “red in tooth and claw”? We now have an answer. Morality evolved as a solution to the problem of cooperation, as a way of averting the Tragedy of the Commons: Morality is a set of psychological adaptations that allow otherwise selfish individuals to reap the benefits of cooperation.

The Age Of Reason 1. ‘Well, it’s that same frankness you fuss about so much. You’re so absurdly scared of being your own dupe, my poor boy, that you would back out of the finest adventure in the world rather than risk telling yourself a lie.’ 2. “ I’m not so much interested in myself as all that’ he said simply. ‘I know’, said Marcelle. It isn’t an aim , it’s a means. It helps you to get rid of yourself; to contemplate and criticize yourself: that’s the attitude you prefer. When you look at yourself, you imagine you aren’t what you see, you imagine you are nothing. That is your ideal: you want to be nothing.’’ 3. ‘In vain he repeated the once inspiring phrase: ‘I must be free: I must be self-impelled, and able to say: ‘’I am because I will: I am my own beginning.’’ Empty, pompous words, the commonplaces of the intellectual.’ 4. ‘He had waited so long: his later years had been no more than a stand-to. Oppressed with countless daily cares, he had waited…But through all that, his sole care had been to hold himself in readiness. For an act. A free, considered act; that should pledge his whole life, and stand at the beginning of a new existence….He waited. And during all that time, gently, stealthily, the years had come, they had grasped him from behind….’ 5. ‘ ‘It was love. This time, it was love. And Mathiue thought:’ What have I done?’ Five minutes ago this love didn’t exist; there was between them a rare and precious feeling, without a name and not expressible in gestures.’ 6. ‘ The fact is, you are beyond my comprehension: you, so prompt with your indignation when you hear of an injustice, you keep this woman for years in a humiliating position, for the sole pleasure of telling yourself that you are respecting your principles. It wouldn’t be so bad if it were true, if you really did adapt your life to your ideas. But, I must tell you once more…you like that sort of life-placid, orderly, the typical life of an official.’ ‘’That freedom consisted in frankly confronting situations into which one had deliberately entered, and accepting all one’s responsibilities.’ ‘Well…perhaps I’m doing you an injustice. Perhaps you haven’t in fact reached the age of reason, it’s really a moral age…perhaps I’ve got there sooner than you have.’ 7. ‘ I have nothing to defend. I am not proud of my life and I’m penniless. My freedom? It’s a burden to me, for years past I have been free and to no purpose. I simply long to exchange it for a good sound of certainty….Besides, I agree with you that no one can be a man who has not discovered something for which he is prepared to die.’ 8. ‘‘I have led a toothless life’, he thought. ‘ A toothless life. I have never bitten into anything. I was waiting. I was reserving myself for later on-and I have just noticed that my teeth have gone. What’s to be done? Break the shell? That’s easily said. Besides, what would remain? A little viscous gum, oozing through the dust and leaving a glistering trail behind it.’ 9.’’ A life’, thought Mathieu, ‘is formed from the future just like the bodies are compounded from the void’. He bent his head: he thought of his own life. The future had made way into his heart, where everything was in process and suspense. The far-off days of childhood, the day when he has said:’I will be free’, the day when he had said: ’I will be famous’, appeared to him even now with their individual future, like a small, circled individual sky above them all, and the future was himself, himself just as he was at present, weary and a little over-ripe, they had claims upon him across the passage of time past, they maintained their insistencies, and he was often visited by attacks of devastating remorse, because his casual, cynical present was the original future of those past days.

To find his successor, Yeltsin’s entourage organized a public opinion poll about favorite heroes in popular entertainment. The winner was Max Stierlitz, the hero of a series of Soviet novels that were adapted into a number of films, most famously the television serial Seventeen Moments of Spring in 1973.

How many times have we heard from people who got rich or famous and it wasn’t enough? Rock stars with drug problems. Lottery winners who kill themselves. There’s actually a term for this—“hedonic adaptation.” When good things happen, we bake them very quickly into our baseline expectations, and yet the primordial void goes unfilled.

Our most heated argument concerned the preponderance of women in my epic and Athene’s ubiquity, and the precedence given to famous women when Odysseus meets the ghosts of the departed. I had mentioned only Tyro, Antiope, Alcmene, Jocasta, Chloris, Leda, Iphimedeia, Phaedra, Procris, Ariadne, Maera, Clymene and, naturally, Eriphyle, and let Odysseus describe them to Alcinous. “My dear Princess,” said Phemius, “if you really think that you can pass off this poem as the work of a man, you deceive yourself. A man would give pride of place to the ghosts of Agamemnon, Achilles, Ajax, Odysseus’s old comrades, and other more ancient heroes such as Minos, Orion, Tityus, Salmoneus, Tantalus, Sisyphus and Hercules; and mention their wives and mothers incidentally, if at all; and make at least one god help Odysseus at some stage or other.” I admitted the force of his argument, which explains why, now, Odysseus first meets a comrade who has fallen off a roof at Circe’s house—I call him Elpenor—and cracks a mild joke about Elpenor’s having come more quickly to the Grove of Persephone by land than he by sea. I also allow Alcinous to ask after Agamemnon, Achilles and the rest, and Odysseus to satisfy his curiosity. For Phemius’s sake I have even let Hermes supply the moly in passages adapted from my uncle Mentor’s story of Ulysses. In my original version I had given all the credit to Athene.

The chief mate of the Pequod was Starbuck, a native of Nantucket, and a Quaker by descent. He was a long, earnest man, and though born on an icy coast, seemed well adapted to endure hot latitudes, his flesh being hard as twice-baked biscuit. Transported to the Indies, his live blood would not spoil like bottled ale. He must have been born in some time of general drought and famine, or upon one of those fast days for which his state is famous. Only some thirty arid summers had he seen; those summers had dried up all his physical superfluousness. But this, his thinness, so to speak, seemed no more the token of wasting anxieties and cares, than it seemed the indication of any bodily blight. It was merely the condensation of the man. He was by no means ill-looking; quite the contrary.

Ireland, like Ukraine, is a largely rural country which suffers from its proximity to a more powerful industrialised neighbour. Ireland’s contribution to the history of tractors is the genius engineer Harry Ferguson, who was born in 1884, near Belfast. Ferguson was a clever and mischievous man, who also had a passion for aviation. It is said that he was the first man in Great Britain to build and fly his own aircraft in 1909. But he soon came to believe that improving efficiency of food production would be his unique service to mankind. Harry Ferguson’s first two-furrow plough was attached to the chassis of the Ford Model T car converted into a tractor, aptly named Eros. This plough was mounted on the rear of the tractor, and through ingenious use of balance springs it could be raised or lowered by the driver using a lever beside his seat. Ford, meanwhile, was developing its own tractors. The Ferguson design was more advanced, and made use of hydraulic linkage, but Ferguson knew that despite his engineering genius, he could not achieve his dream on his own. He needed a larger company to produce his design. So he made an informal agreement with Henry Ford, sealed only by a handshake. This Ford-Ferguson partnership gave to the world a new type of Fordson tractor far superior to any that had been known before, and the precursor of all modern-type tractors. However, this agreement by a handshake collapsed in 1947 when Henry Ford II took over the empire of his father, and started to produce a new Ford 8N tractor, using the Ferguson system. Ferguson’s open and cheerful nature was no match for the ruthless mentality of the American businessman. The matter was decided in court in 1951. Ferguson claimed $240 million, but was awarded only $9.25 million. Undaunted in spirit, Ferguson had a new idea. He approached the Standard Motor Company at Coventry with a plan, to adapt the Vanguard car for use as tractor. But this design had to be modified, because petrol was still rationed in the post-war period. The biggest challenge for Ferguson was the move from petrol-driven to diesel-driven engines and his success gave rise to the famous TE-20, of which more than half a million were built in the UK. Ferguson will be remembered for bringing together two great engineering stories of our time, the tractor and the family car, agriculture and transport, both of which have contributed so richly to the well-being of mankind.

I should know, but I don't, so I have to ask,' said Maggie, 'what's the most famous thing you ever wrote?' 'It was about a funeral for a great French chef.' 'That sounds interesting.' 'All the great chefs in the world are there. It's a beautiful ceremony.' Trout was making this up as he went along. 'Just before the casket is closed, the mourners sprinkle parsley and paprika on the deceased.' So it goes.

In four separate fires in the 1990s, twenty-three elite wildland firefighters refused orders to drop their tools and perished beside them. Even when Rhoades eventually dropped his chainsaw, he felt like he was doing something unnatural. Weick found similar phenomena in Navy seamen who ignored orders to remove steel-toed shoes when abandoning a ship, and drowned or punched holes in life rafts; fighter pilots in disabled planes refusing orders to eject; and Karl Wallenda, the world-famous high-wire performer, who fell 120 feet to his death when he teetered and grabbed first at his balance pole rather than the wire beneath him. He momentarily lost the pole while falling, and grabbed it again in the air. “Dropping one’s tools is a proxy for unlearning, for adaptation, for flexibility,” Weick wrote. “It is the very unwillingness of people to drop their tools that turns some of these dramas into tragedies.

In Paley's famous illustration, the adaptation of all the parts of the watch to the function, or purpose, of showing the time, is held to be evidence that the watch was specially contrived to that end; on the ground, that the only cause we know of, competent to produce such an effect as a watch which shall keep time, is a contriving intelligence adapting the means directly to that end. Suppose, however, that any one had been able to show that the watch had not been made directly by any person, but that it was the result of the modification of another watch which kept time but poorly; and that this again had proceeded from a structure which could hardly be called a watch at all—seeing that it had no figures on the dial and the hands were rudimentary; and that going back and back in time we came at last to a revolving barrel as the earliest traceable rudiment of the whole fabric. And imagine that it had been possible to show that all these changes had resulted, first, from a tendency of the structure to vary indefinitely; and secondly, from something in the surrounding world which helped all variations in the direction of an accurate time-keeper, and checked all those in other directions; then it is obvious that the force of Paley's argument would be gone. For it would be demonstrated that an apparatus thoroughly well adapted to a particular purpose might be the result of a method of trial and error worked by unintelligent agents, as well as of the direct application of the means appropriate to that end, by an intelligent agent. Now it appears to us that what we have here, for illustration's sake, supposed to be done with the watch, is exactly what the establishment of Darwin's Theory will do for the organic world. For the notion that every organism has been created as it is and launched straight at a purpose, Mr. Darwin substitutes the conception of something which may fairly be termed a method of trial and error. Organisms vary incessantly; of these variations the few meet with surrounding conditions which suit them and thrive; the many are unsuited and become extinguished.

What happened? Many things. But the overriding problem was this: The auto industry got too comfortable. As Intel cofounder Andy Grove once famously proclaimed, “Only the paranoid survive.” Success, he meant, is fragile—and perfection, fleeting. The moment you begin to take success for granted is the moment a competitor lunges for your jugular. Auto industry executives, to say the least, were not paranoid. Instead of listening to a customer base that wanted smaller, more fuel-efficient cars, the auto executives built bigger and bigger. Instead of taking seriously new competition from Japan, they staunchly insisted (both to themselves and to their customers) that MADE IN THE USA automatically meant “best in the world.” Instead of trying to learn from their competitors’ new methods of “lean manufacturing,” they clung stubbornly to their decades-old practices. Instead of rewarding the best people in the organization and firing the worst, they promoted on the basis of longevity and nepotism. Instead of moving quickly to keep up with the changing market, executives willingly embraced “death by committee.” Ross Perot once quipped that if a man saw a snake on the factory floor at GM, they’d form a committee to analyze whether they should kill it. Easy success had transformed the American auto

Bertrand Russell famously said: “It is undesirable to believe a proposition when there is no ground whatsoever for supposing it is true.” [but] Russell’s maxim is the luxury of a technologically advanced society with science, history, journalism, and their infrastructure of truth-seeking, including archival records, digital datasets, high-tech instruments, and communities of editing, fact-checking, and peer review. We children of the Enlightenment embrace the radical creed of universal realism: we hold that all our beliefs should fall within the reality mindset. We care about whether our creation story, our founding legends, our theories of invisible nutrients and germs and forces, our conceptions of the powerful, our suspicions about our enemies, are true or false. That’s because we have the tools to get answers to these questions, or at least to assign them warranted degrees of credence. And we have a technocratic state that should, in theory, put these beliefs into practice. But as desirable as that creed is, it is not the natural human way of believing. In granting an imperialistic mandate to the reality mindset to conquer the universe of belief and push mythology to the margins, we are the weird ones—or, as evolutionary social scientists like to say, the WEIRD ones: Western, Educated, Industrialized, Rich, Democratic. At least, the highly educated among us are, in our best moments. The human mind is adapted to understanding remote spheres of existence through a mythology mindset. It’s not because we descended from Pleistocene hunter-gatherers specifically, but because we descended from people who could not or did not sign on to the Enlightenment ideal of universal realism. Submitting all of one’s beliefs to the trials of reason and evidence is an unnatural skill, like literacy and numeracy, and must be instilled and cultivated.

While the overall systems of heterosexism and ableism are still with us, they have adapted in limited ways. These adaptations are held up as reassurance to those who fought long and hard for a particular change that equality has now been achieved. These milestones—such as the recognition of same-sex marriage, the passage of the Americans with Disabilities Act, Title 9, the election of Barack Obama—are, of course, significant and worthy of celebration. But systems of oppression are deeply rooted and not overcome with the simple passage of legislation. Advances are also tenuous, as we can see in recent challenges to the rights of LGBTQI (lesbian, gay, bisexual, transgender, queer or questioning, and intersex) people. Systems of oppression are not completely inflexible. But they are far less flexible than popular ideology would acknowledge, and the collective impact of the inequitable distribution of resources continues across history. COLOR-BLIND RACISM What is termed color-blind racism is an example of racism’s ability to adapt to cultural changes.3 According to this ideology, if we pretend not to notice race, then there can be no racism. The idea is based on a line from the famous “I Have a Dream” speech given by Dr. Martin Luther King in 1963 during the March on Washington for Jobs and Freedom. At the time of King’s speech, it was much more socially acceptable for white people to admit to their racial prejudices and belief in white racial superiority. But many white people had never witnessed the kind of violence to which blacks were subjected. Because the struggle for civil rights was televised, whites across the nation watched in horror as black men, women, and children were attacked by police dogs and fire hoses during peaceful protests and beaten and dragged away from lunch counters.

45. No Plan Survives First Contact With The Enemy No matter how well you have prepared for something in advance - whether it’s an expedition, an exam, a marriage or a race - when you find yourself in the thick of the action, however good your plan, things happen. Adventure is unpredictable, and you had better learn to be flexible and to swing with the punches, or you will get beaten - it’s as simple as that. Mike Tyson famously once said: ‘Everyone has a plan…until they get punched in the face!’ If the adventure is an exciting one, you can bet your bottom dollar you will get hit by the occasional punch in the face. So prepare for the unexpected, and remember that forewarned is forearmed. Knowing that things will and do go wrong in the heat of battle is actually half the battle. It means that when it happens you are ready for it - you can react fast, stay nimble and you can survive the barrage. We used to say in the military that when things took a turn for the worse you have to ‘improvise, adapt and overcome.’ IAO. It is a good one to remember. It gives us a road map to deal with the unexpected. Being caught out, being caught off guard often makes people freeze - it is a human reaction to shock. But freezing can cost you the edge. So learn to anticipate the unexpected, and when it happens, smile to yourself and treat it as a solid marker that you are doing something right on your road to success. If nothing ever goes wrong then you haven’t been ambitious enough! I also like to say that the real adventure begins in earnest when things go a little bit wrong. It is only then that you get to pit yourself against the worst the wild has to throw at you. When all is going to plan, with all the kit working perfectly and the weather benign, then it isn’t really a test of character. It is easy to be the hero when all is going your way. But when it all goes wrong and life feels like a battle, it is then that we can see what sort of people we have around us. It is only through the hardships that our character becomes forged. Without struggle there can be no growth - physically or emotionally. So embrace the unexpected, feed off it, train yourself to be a master of the curve ball, and you will have built yourself another solid ‘character’ rung on the ladder to success.

When it’s all said and done, how would you like to be remembered? It’s sort of a funny question, isn’t it? Asking how you want to be remembered after you’re gone. No one ever knows how they’re remembered after they’re gone, nor does anyone ever experience it. And yet, for some reason, we still ask ourselves these sorts of questions. It’s a paradox, really; to want something after I’m dead, but only be able to want anything while I’m alive. The question is really more about what I want to imagine while I’m alive then, isn’t it? What I want to convince myself my life can be for beyond my own life; seeing as how I can only imagine beyond my own life while my own life still exists? If I were to humor the question, though, I don’t think I would want to claim any sort of banal, grandiose answers. I don’t think I would want to say that I want to be remembered as significant, or influential, or smart, or famous, or wealthy, or powerful, or successful, or that I changed the world in some way. All of that would suggest that I can know what any of that even means in the bigger picture. In truth, I don’t know what it means to be influential in a world that lacks clear direction. I don’t know what it means to be wealthy in a world filled with poverty. I don’t know what it means to be powerful in a universe that trumps everyone and everything. And I don’t know what it means to be smart or successful or to change the world as a member of a species that’s restricted from understanding what anything might really mean or cause. I suppose I am attracted to these things as much as the next person, but I cannot say with certain honesty that I believe that in the end, any of these things are worth being remembered for. I guess the next answer would be that I want to be remembered as someone who tried. Someone who tried their best to care. To help. To love. To be ok. To air on the side of sympathy and compassion as best I could. To be a good friend, good son, father, and husband. Someone who lived honestly, with both conviction and a willingness to adapt in what they think and believe. Someone who contributed towards something they enjoyed and believed in simply because they could. But the truth is, history is coated with innumerable amounts of people who lived with these qualities, and mostly none of them are remembered by anyone at all. Perhaps being remembered isn’t all that important then, if most people aren’t remembered for what’s important.

Late in the nineteenth century came the first signs of a “Politics in a New Key”: the creation of the first popular movements dedicated to reasserting the priority of the nation against all forms of internationalism or cosmopolitanism. The decade of the 1880s—with its simultaneous economic depression and broadened democratic practice—was a crucial threshold. That decade confronted Europe and the world with nothing less than the first globalization crisis. In the 1880s new steamships made it possible to bring cheap wheat and meat to Europe, bankrupting family farms and aristocratic estates and sending a flood of rural refugees into the cities. At the same time, railroads knocked the bottom out of what was left of skilled artisanal labor by delivering cheap manufactured goods to every city. At the same ill-chosen moment, unprecedented numbers of immigrants arrived in western Europe—not only the familiar workers from Spain and Italy, but also culturally exotic Jews fleeing oppression in eastern Europe. These shocks form the backdrop to some developments in the 1880s that we can now perceive as the first gropings toward fascism. The conservative French and German experiments with a manipulated manhood suffrage that I alluded to earlier were extended in the 1880s. The third British Reform Bill of 1884 nearly doubled the electorate to include almost all adult males. In all these countries, political elites found themselves in the 1880s forced to adapt to a shift in political culture that weakened the social deference that had long produced the almost automatic election of upper-class representatives to parliament, thereby opening the way to the entry of more modest social strata into politics: shopkeepers, country doctors and pharmacists, small-town lawyers—the “new layers” (nouvelles couches) famously summoned forth in 1874 by Léon Gambetta, soon to be himself, the son of an immigrant Italian grocer, the first French prime minister of modest origins. Lacking personal fortunes, this new type of elected representative lived on their parliamentarians’ salary and became the first professional politicians. Lacking the hereditary name recognition of the “notables” who had dominated European parliaments up to then, the new politicians had to invent new kinds of support networks and new kinds of appeal. Some of them built political machines based upon middle-class social clubs, such as Freemasonry (as Gambetta’s Radical Party did in France); others, in both Germany and France, discovered the drawing power of anti-Semitism and nationalism. Rising nationalism penetrated at the end of the nineteenth century even into the ranks of organized labor. I referred earlier in this chapter to the hostility between German-speaking and Czech-speaking wage earners in Bohemia, in what was then the Habsburg empire. By 1914 it was going to be possible to use nationalist sentiment to mobilize parts of the working class against other parts of it, and even more so after World War I. For all these reasons, the economic crisis of the 1880s, as the first major depression to occur in the era of mass politics, rewarded demagoguery. Henceforth a decline in the standard of living would translate quickly into electoral defeats for incumbents and victories for political outsiders ready to appeal with summary slogans to angry voters.

Oh my God, oh my God, oh my God!" Lydia bounced up and down and pointed. "It's Layla Falls! She's here!" "Who?" Jane asked, looking around. "Who fell?" "No,Layla Falls, the movie star," Lydia explained, pointing Jane in the right direction. "She just released a new movie. She's so famous.

For too long, the creative world has focused on idea generation at the expense of idea execution. As the legendary inventor Thomas Edison famously said, “Genius is 1 percent inspiration, and 99 percent perspiration.” To make great ideas a reality, we must act, experiment, fail, adapt, and learn on a daily basis. 99U

Enterprise deals or “how to lose your freedom in 5 minutes” Being able to use our product for sales prospecting, I decided to go after some big names at the enterprise level. After one week I had booked meetings with companies like Uber, Facebook, etc. This is where the fun begins…or not… I spent 3 months doing between 4 to 9 meetings for each enterprise company I had booked meetings with. Every meeting leads to the next one as you go up the chain of command. And then comes the pilot phase. Awesome you might think! Well, not really… Working with enterprise-level clients requires a lot of custom work and paperwork. And when I say “a lot” I mean a sh*t ton of work. You need an entire department to handle the legal aspect, and hire another 10 people to entirely change your tech department to meet their requirements. During 4 months I went from being super excited to work with the most famous companies in the world to “this deal will transform our company entirely and we’ll have to start doing custom everything”. Losing my freedom and flexibility quickly became a no-go. The issue here is, with all these meetings I thought that they would adapt to our standards. That they understood from the start that we were a startup and that we couldn’t comply with all their needs. But it doesn’t work like this. It’s actually the other way around even though the people you meet working at these companies tell you otherwise. The bottleneck often comes from the legal department. It doesn’t matter if everyone is excited to use your product, if you don’t comply with their legal requirements or try to negotiate it will never work out. To give you an example, we had enterprise companies asking us to specifically have all our employee’s computers locked down in the office after they end their day. Knowing that we’re a remote company, it’s impossible to comply with that... If you want to target enterprise accounts, do it. But make sure to know that you need a lot of time and effort to make things work. It won’t be quick. I was attracted to the BIG names thinking that it would be an amazing way to grow faster, but instead, I should have been 100% focused on our target market (startups, SMBs).

[Simone de Beauvoir] provoked and disturbed feminists with her famous comment about her relationship with Sartre: 'There has been one undoubted success in my life: my relationship with Sartre.' I can almost understand. She adapts her whole being to the situation. She will not be hurt because she will change herself like a sculptor working in clay. She labors for it, sacrifices for it. It is an achievement, a consummately creative act: she invents herself in it.

The first known published text of the classic fairy tale "Beauty and the Beast" was written by Gabrielle-Suzanne Barbot de Villeneuve in 1740 and collected in her compilation La Jeune Américaine et les contes marins. To say that the story met with favor is an understatement. By 1756, "Beauty and the Beast" was so well known that Jeanne-Marie Leprince de Beaumont wrote an abridged edition of it that would become the popular version included in collections of fairy tales throughout the nineteenth century (although Andrew Lang went back to de Villeneuve's original for his groundbreaking anthology The Blue Fairy Book, first published in 1891 as the beginning of a twelve-book series that would revolutionize the anthologizing of fairy tales for young read ers). Fifteen years later. Jean-François Marmontel and André Ernest Modeste Grétry adapted de Villeneuve's story as the book for the opera Zémire et Azor. the start of more than two centuries of extraliterary treatments that now include Jean Cocteau's famous 1946 film La Belle et la Bête, Walt Disney's 1991 animated feature Beauty and the Beast, and countless other cinematic, televi sion, stage, and musical variations on the story's theme. More than 4,000 years after it became part of the oral storytelling tradi tion, it is easy to understand why "Beauty and the Beast" continues to be one of the most popular fairy tales of all time, and a seemingly inexhaustible source of inspiration for artists working in all mediums. Its theme of the power of unconditional love is one that never grows old.

As the biochemist Leslie Orgel famously remarked, ‘Evolution is cleverer than you are’, meaning that when an evolutionary process is let loose upon a problem, it will often find solutions that no human designer would have dreamed of.

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Barbary Coast was rather a mess when Howard Hawks took over direction of a film initially assigned by Sam Goldwyn to William Wyler. Hawks was famous—and sometimes notorious—for rewriting scripts on the set, inviting his actors to contribute lines. At the same time, he was loath to cede his authority, or to allow actors to take over a production. Meta Carpenter, Hawks’s secretary and sometime script supervisor, vividly recalled how curt—even insulting—the director could be. “Shut up, Walter,” Hawks barked after Brennan apparently offered one too many suggestions. Carpenter never forgot the sight of the deflated actor, who took a day to recover from this rebuff. But Walter was resilient and adaptable. He later told his granddaughter Claudia that he survived the exhausting work of filmmaking by taking catnaps during breaks. He could sleep anywhere on anything—even a coil of rope.

For too long, the creative world has focused on idea generation at the expense of idea execution. As the legendary inventor Thomas Edison famously said, “Genius is 1 percent inspiration, and 99 percent perspiration.” To make great ideas a reality, we must act, experiment, fail, adapt, and learn on a daily basis.

For example, every year, I rent Intuit’s TurboTax so I can do my income taxes. I pay for something I only need for a few weeks in February even though it holds my data for the entire year. That is because it has my data from the previous year (and for years before that). It simply asks if my financial situation has changed or if I have unique needs for a given tax year. It even has built-in, crowd-based support to help me when I get stuck. TurboTax meets many of the lovability requirements. It solves my problem, meets needs I did not know I had, makes my life easier, and adapts as my circumstances change. Best of all, I pay a reasonable price to rent it every year. But how does Intuit really know what I need? Well, Intuit is famous for a program they call Follow Me Home. It sounds exactly like what it is — a way to observe customers in their homes or offices in order to understand how they actually use Intuit’s products. The founding team used Follow Me Home as a way to help their teams get an immersive look at what customers liked and what they needed, as well as what worked and what did not work. By observing customers in their own spaces, the Intuit team was able to see how often customers were interrupted while trying to use their product, or if they started on one device and finished the task on another. They were able to funnel that information back to their development team to make updates in subsequent releases. It is important to note that they were not following customers home to look for bugs in the product. No, they had a deeper purpose — to truly understand the experience of their customers and if their products were making their work and life easier. That deep commitment to understanding customers helped Intuit find elegant ways to help them. It is a simple concept and one that more product builders would benefit from.

Conversational Chameleon We know that chameleons are lizards who are famous for their ability to change their colors and fit in as their environments require. This ability enables them to change themselves for safety, survival, and healthy well-being. Their colors adjust to reflect their mood, their surroundings, and serve as camouflage when necessary. Fossils prove they have been on this planet for over eighty million years, so they must be doing something right. Their innate ability for adaptability deserves appreciation, respect, and further consideration. It obviously works!

Freud to his famous reading of the Oedipus myth and the sense of the Father’s law, since it is the competition with the Father - arising as a correlate of the infant’s incestual longing for the mother - that first brings the relation between desire and survival to a crisis. Later, in the formulation of the death drive, the sacrificial character of desire is thought even more immediately, so that desire is not merely integrated structurally with a threat to existence within the oedipal triangle, but is rather related to death by the intrinsic tendency of its own economy. The intensity of the affect is now thought as inherently oriented to its own extinction, as a differentiation from death or the inorganic that is from its beginning a compulsion to return. But despite recognizing that the conscious self is a modulation of the drives, so that all psychical energy stems from the unconscious (from which ego-energy is borrowed), Freud seems to remain committed to the right of the reality principle, and its representative the ego, and thus to accept a survival (or adaptation) imperative as the principle of therapeutic practice. It is because of this basic prejudice against the claims of desire that psychoanalysis has always had a tendency to degenerate into a technology of repression that subtilizes, and therefore reinforces, the authority of the ego. In the terms both of the reality principle and the conservative moment of psychoanalysis, desire is a negative pressure working against the conservation of life, a dangerous internal onslaught against the self, tending with inexorable force towards the immolation of the individual and his civilization

Darwin’s most famous quote. It is not the strongest of the species that survive, and it is not the most intelligent. It is the one most adaptable to change.

With Bob Dylan, Black Panther Eldridge Cleaver, and convicted Watergate lawyer Charles Colson proudly declaring to be 'born again,' Newsweek and Time called 1976 'the Year of the Evangelical.' The most famous 'born-again' Christian in the United States that year, however, was president-elect James Earl Carter. That same year, Francis Schaefer wrote How Should We Then Live, explicitly arguing that proliferating pornography, accelerating abortion rates, prohibition of prayer in public school, and other examples of 'secular humanism' were the work of Satan. It was the mission of evangelical Christians to save the country from Satan by taking back their government. Schaefer was central in bringing evangelical Christians to politics, but he was a reclusive intellectual theologian living on a mountaintop in Switzerland. His clarion call would not have been distributed so extensively without an infusion of money from Nelson Bunker Hunt. The rotund international oilman bankrolled a documentary adaptation of How Should We The n Live. A phenomenal success, the film convinced thousands of evangelical Christian that a culture war was afoot, and they had an obligation to take the fight to Satan by abandoning any past reluctance to engage in politics.

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Richard N. Gardner, The Hard Road to World Order, Foreign Affairs, Volume 52 No. 3, pg. 558. If instant world government, Charter review, and a greatly strengthened International Court do not provide the answers, what hope for progress is there? The answer will not satisfy those who seek simple solutions to complex problems, but it comes down essentially to this: The hope for the foreseeable lies, not in building up a few ambitious central institutions of universal membership and general jurisdiction as was envisaged at the end of the last war, but rather in the much more decentralized, disorderly and pragmatic process of inventing or adapting institutions of limited jurisdiction and selected membership to deal with specific problems on a case-by-case basis … In short, the ‘house of world order’ will have to be built from the bottom up rather than from the top down. It will look like a great ‘booming, buzzing confusion,’ to use William James’ famous description of reality, but an end run around national sovereignty, eroding it piece by piece, will accomplish much more than the old-fashioned frontal assault.

Resilience is not the absence of adversity, but the strength to rise, adapt, and flourish in its presence.

short, the occurrences of life, by the time we come to know it a little, would be incapable of affecting the mind with any other sensations than those of loathing and weariness, if many things were not adapted to affect the mind by means of other powers besides novelty in them, and of other passions besides curiosity in ourselves.

The idea of a child (of whatever age) forgiving a bad parent, and the unthinkableness of a happy ending without it, is very modern and not one that has much to do with Roald's world view at all. It is idealistic and sentimental, and is more concerned with relieving adult anxieties (there is nothing we can do so bad that it cannot ultimately be undone) than entertaining child viewers/readers or slaking their thirst for natural justice.

There was also a peculiarly Japanese adaptation of things foreign. I first noticed this one rainy November evening when I stopped by Rub-a-Dub, a funky reggae watering hole located near the Pontocho, the city's former red-light district now known for its restaurants, bars, and geisha teahouses. After ordering one of the bar's famous daiquiris, I anticipated receiving an American-style rum-in-your-face daiquiri with an explosive citrus pucker. Instead, I was handed a delicate fruity drink that tasted more like a melted lime Popsicle. Over time I noticed other items had been similarly adapted. McDonald's offered hamburgers with sliced pineapple and ham to satisfy Japanese women's notorious sweet tooth. "Authentic" Italian restaurants topped their tomato-seafood linguini with thin strands of nori seaweed, instead of grated Parmesan. And slim triangles of "real" New York-style chizu-keki (cheesu-cakey) in dessert shops tasted like cream cheese-sweetened air.

To borrow and adapt the Spanish philosopherpoet George Santayana’s famous phrase, it is likely only the dead have seen the last of submarine warfare.4 Humanity will have to put its faith in ‘the better angels’. The submarine, for good or ill, seems destined to play a major part in world events, and indeed its activities could yet decide the fate of all humanity.

After the Marxist revolution failed to topple capitalism in the early twentieth century, many Marxists went back to the drawing board, modifying and adapting Marx’s ideas. Perhaps the most famous was a group associated with the Institute for Social Research in Frankfurt, Germany, which applied Marxism to a radical interdisciplinary social theory. The group included Max Horkheimer, T.W. Adorno, Erich Fromm, Herbert Marcuse, Georg Lukács, and Walter Benjamin and came to be known as the Frankfurt School. These men developed Critical Theory as an expansion of Conflict Theory and applied it more broadly, including other social sciences and philosophy. Their main goal was to address structural issues causing inequity. They worked from the assumption that current social reality was broken, and they needed to identify the people and institutions that could make changes and provide practical goals for social transformation.

In recent years, Eric Ries famously adapted Lean to solve the wicked problem of software startups: what if we build something nobody wants?[ 41] He advocates use of a minimum viable product (“ MVP”) as the hub of a Build-Measure-Learn loop that allows for the least expensive experiment. By selling an early version of a product or feature, we can get feedback from customers, not just about how it’s designed, but about what the market actually wants. Lean helps us find the goal. Figure 1-7. The Lean Model. Agile is a similar mindset that arose in response to frustration with the waterfall model in software development. Agilistas argue that while Big Design Up Front may be required in the contexts of manufacturing and construction where it’s costly if not impossible to make changes during or after execution, it makes no sense for software. Since requirements often change and code can be edited, the Agile Manifesto endorses flexibility. Individuals and interactions over processes and tools. Working software over comprehensive documentation. Customer collaboration over contract negotiation. Responding to change over following a plan.

This included the famous tale Cavalleria rusticana, later adapted by Verga for the theatre, this adaptation then being used as the basis for the libretto of Mascagni’s opera.

How many times have we heard from people who got rich or famous and it wasn’t enough? Rock stars with drug problems. Lottery winners who kill themselves. There’s actually a term for this—“hedonic adaptation.” When good things happen, we bake them very quickly into our baseline expectations,

The financial crisis didn't happen because its techniques didn't work; it happened because they worked all too well. There is an element of truth to Warren Buffett's characterization of these techniques as 'financial weapons of mass destruction.' Securization, credit default swaps, and other derivative securities are the financial equivalent of Einstein's famous formula. Global financial markets contain enormous financial energy, and when detonated in an uncontrolled and irresponsible manner, you get bubbles, crashes, and years of nuclear fallout. But the analogy works both ways - it also implies that when we use these tools carefully and responsibly, we get virtually unlimited power for fueling innovation and economic growth.

In brief, everything that appears as the ground manifestations arises from the ground of rigpa, while not being different from it. Recognizing these manifestations as nothing other than this basic ground means being free. Thus, both delusion and freedom—and therefore everything in saṃsāra and nirvāṇa—occurs within this basic awareness and never goes beyond it. In looser parlance, this could be phrased by adapting the famous dictum about Las Vegas: “Whatever happens in rigpa stays in rigpa.

Much ink has been spilled over whether fascism represented an emergency form of capitalism, a mechanism devised by capitalists by which the fascist state—their agent—disciplined the workforce in a way no traditional dictatorship could do. Today it is quite clear that businessmen often objected to specific aspects of fascist economic policies, sometimes with success. But fascist economic policy responded to political priorities, and not to economic rationale. Both Mussolini and Hitler tended to think that economics was amenable to a ruler’s will. Mussolini returned to the gold standard and revalued the lira at 90 to the British pound in December 1927 for reasons of national prestige, and over the objections of his own finance minister. Fascism was not the first choice of most businessmen, but most of them preferred it to the alternatives that seemed likely in the special conditions of 1922 and 1933—socialism or a dysfunctional market system. So they mostly acquiesced in the formation of a fascist regime and accommodated to its requirements of removing Jews from management and accepting onerous economic controls. In time, most German and Italian businessmen adapted well to working with fascist regimes, at least those gratified by the fruits of rearmament and labor discipline and the considerable role given to them in economic management. Mussolini’s famous corporatist economic organization, in particular, was run in practice by leading businessmen. Peter Hayes puts it succinctly: the Nazi regime and business had “converging but not identical interests.” Areas of agreement included disciplining workers, lucrative armaments contracts, and job-creation stimuli. Important areas of conflict involved government economic controls, limits on trade, and the high cost of autarky—the economic self-sufficiency by which the Nazis hoped to overcome the shortages that had lost Germany World War I. Autarky required costly substitutes—Ersatz— for such previously imported products as oil and rubber. Economic controls damaged smaller companies and those not involved in rearmament. Limits on trade created problems for companies that had formerly derived important profits from exports. The great chemical combine I. G. Farben is an excellent example: before 1933, Farben had prospered in international trade. After 1933, the company’s directors adapted to the regime’s autarky and learned to prosper mightily as the suppliers of German rearmament. The best example of the expense of import substitution was the Hermann Goering Werke, set up to make steel from the inferior ores and brown coal of Silesia. The steel manufacturers were forced to help finance this operation, to which they raised vigorous objections.

In The Archangel Raphael Leaving Tobias' Family, Rembrandt leaves dirt on the shadowed soles of Raphael's feet as he flies off, illuminated in glory. Passing by the painting, one sees the dramatic action, the melodramatic emotions, and the re-created narrative events of the Bible. Slowed down a bit, the viewer sees light across a large muscular calf, a strong and sharply shaped ankle, and then dirty feet. The angel who tells us he only pretended to eat - this to explain away all traces of his apparent earthliness as a fallen creaturely being - is here on the canvas with dirty feet, carrying soil, the created, to the creator. Van Gogh had rightly said there are mysteries in these paintings. They are mysteries of device and design, not of messianic significance. They require a docent and not a priest, a creative critic to guide the view of specific images, not a guardian of mysteries and master of their enigmatic authority. Dirty feet on the soles of an archangel famous for his annunciations give the viewer a point of view on the inescapably human nature of the narrated God. Raphael may no eat. He may believe he creates an illusion to satisfy the religious desire for mythological consistency, but even archangels deceive themselves as well as others. Humans sometimes do the same in inventing the transcendence they need or think they want - creating a regime from which the priestly classes rule, even theorizing the alienation of the divine. Deceit is an essential device of cultural adaptation. It constructs needed beliefs that at high and low levels of thought or action complement their existence with modes of self-defense, which protect them from not only needed analysis but also the importance of failure.

A generation that finds itself at the crux of such change has a significant responsibility for shaping the new ways of thinking that will define not only its own age but also that of the coming era. When Christians get it right at such times, adapting themselves to changing culture and finding new language for timeless truths, the gospel spreads more easily for years to come because it makes sense to people. However, when the church gets it wrong by resisting change and enshrining nostalgia, we risk apparent irrelevance and an upward struggle. Will Jesus Christ be famous and favoured in the coming age, or will he be a peripheral choice on the menu of social preference? You can call the culture 'progressive', 'emerging' or 'postmodern', but the challenge is the same: to reinvent the church without changing the message, to reach this generation for the sake of the generation to come.

dominate. Bill Gates did not start out with the business model that made him rich and famous. Initially, after dropping out of Harvard, he and Paul Allen sold their own line of BASIC software for the Altair 8800.7 It was only when the company was about five years old, in 1981, that Gates found out that IBM was seeking an operating system for its proposed personal computer line. He bought an operating system from another company in Seattle, called it MS-DOS, licensed it to IBM, and built Microsoft into a juggernaut. You may not find the right business model on the first cut, so you may have to adapt—before you run out of cash.

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