Famous Efficiency Quotes

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Marketing is bad manners—and I rely on my naturalistic and ecological instincts. Say you run into a person during a boat cruise. What would you do if he started boasting of his accomplishments, telling you how great, rich, tall, impressive, skilled, famous, muscular, well educated, efficient, and good in bed he is, plus other attributes? You would certainly run away (or put him in contact with another talkative bore to get rid of both of them). It is clearly much better if others (preferably someone other than his mother) are the ones saying good things about him, and it would be nice if he acted with some personal humility.
Nassim Nicholas Taleb (Antifragile: Things that Gain from Disorder)
This is a great wedding. I like weddings." "It is a good one, isn't it?" she agreed. "But it was always going to be--Emma so efficient." "Isn't she," he said. "I like weddings." Lulu said nothing. "Weddings," he said after a moment. "Funny things, but I like them." Lulu stopped dancing and drew back to look up into his eyes. "If you say that one more time," she said levelly, "I won't take you to the Cheddar cheese shop." "Sorry," he said quickly "I like funerals, too, if that's any help? We do marvelous ones in Ireland, we're famous for them.
Gabrielle Donnelly (The Little Women Letters)
The Peacemaker Colt has now been in production, without change in design, for a century. Buy one to-day and it would be indistinguishable from the one Wyatt Earp wore when he was the Marshal of Dodge City. It is the oldest hand-gun in the world, without question the most famous and, if efficiency in its designated task of maiming and killing be taken as criterion of its worth, then it is also probably the best hand-gun ever made. It is no light thing, it is true, to be wounded by some of the Peacemaker’s more highly esteemed competitors, such as the Luger or Mauser: but the high-velocity, narrow-calibre, steel-cased shell from either of those just goes straight through you, leaving a small neat hole in its wake and spending the bulk of its energy on the distant landscape whereas the large and unjacketed soft-nosed lead bullet from the Colt mushrooms on impact, tearing and smashing bone and muscle and tissue as it goes and expending all its energy on you. In short when a Peacemaker’s bullet hits you in, say, the leg, you don’t curse, step into shelter, roll and light a cigarette one-handed then smartly shoot your assailant between the eyes. When a Peacemaker bullet hits your leg you fall to the ground unconscious, and if it hits the thigh-bone and you are lucky enough to survive the torn arteries and shock, then you will never walk again without crutches because a totally disintegrated femur leaves the surgeon with no option but to cut your leg off. And so I stood absolutely motionless, not breathing, for the Peacemaker Colt that had prompted this unpleasant train of thought was pointed directly at my right thigh. Another thing about the Peacemaker: because of the very heavy and varying trigger pressure required to operate the semi-automatic mechanism, it can be wildly inaccurate unless held in a strong and steady hand. There was no such hope here. The hand that held the Colt, the hand that lay so lightly yet purposefully on the radio-operator’s table, was the steadiest hand I’ve ever seen. It was literally motionless. I could see the hand very clearly. The light in the radio cabin was very dim, the rheostat of the angled table lamp had been turned down until only a faint pool of yellow fell on the scratched metal of the table, cutting the arm off at the cuff, but the hand was very clear. Rock-steady, the gun could have lain no quieter in the marbled hand of a statue. Beyond the pool of light I could half sense, half see the dark outline of a figure leaning back against the bulkhead, head slightly tilted to one side, the white gleam of unwinking eyes under the peak of a hat. My eyes went back to the hand. The angle of the Colt hadn’t varied by a fraction of a degree. Unconsciously, almost, I braced my right leg to meet the impending shock. Defensively, this was a very good move, about as useful as holding up a sheet of newspaper in front of me. I wished to God that Colonel Sam Colt had gone in for inventing something else, something useful, like safety-pins.
Alistair MacLean (When Eight Bells Toll)
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.
Marina Lewycka (A Short History of Tractors in Ukrainian)
The “German problem” after 1970 became how to keep up with the Germans in terms of efficiency and productivity. One way, as above, was to serially devalue, but that was beginning to hurt. The other way was to tie your currency to the deutsche mark and thereby make your price and inflation rate the same as the Germans, which it turned out would also hurt, but in a different way. The problem with keeping up with the Germans is that German industrial exports have the lowest price elasticities in the world. In plain English, Germany makes really great stuff that everyone wants and will pay more for in comparison to all the alternatives. So when you tie your currency to the deutsche mark, you are making a one-way bet that your industry can be as competitive as the Germans in terms of quality and price. That would be difficult enough if the deutsche mark hadn’t been undervalued for most of the postwar period and both German labor costs and inflation rates were lower than average, but unfortunately for everyone else, they were. That gave the German economy the advantage in producing less-than-great stuff too, thereby undercutting competitors in products lower down, as well as higher up the value-added chain. Add to this contemporary German wages, which have seen real declines over the 2000s, and you have an economy that is extremely hard to keep up with. On the other side of this one-way bet were the financial markets. They looked at less dynamic economies, such as the United Kingdom and Italy, that were tying themselves to the deutsche mark and saw a way to make money. The only way to maintain a currency peg is to either defend it with foreign exchange reserves or deflate your wages and prices to accommodate it. To defend a peg you need lots of foreign currency so that when your currency loses value (as it will if you are trying to keep up with the Germans), you can sell your foreign currency reserves and buy back your own currency to maintain the desired rate. But if the markets can figure out how much foreign currency you have in reserve, they can bet against you, force a devaluation of your currency, and pocket the difference between the peg and the new market value in a short sale. George Soros (and a lot of other hedge funds) famously did this to the European Exchange Rate Mechanism in 1992, blowing the United Kingdom and Italy out of the system. Soros could do this because he knew that there was no way the United Kingdom or Italy could be as competitive as Germany without serious price deflation to increase cost competitiveness, and that there would be only so much deflation and unemployment these countries could take before they either ran out of foreign exchange reserves or lost the next election. Indeed, the European Exchange Rate Mechanism was sometimes referred to as the European “Eternal Recession Mechanism,” such was its deflationary impact. In short, attempts to maintain an anti-inflationary currency peg fail because they are not credible on the following point: you cannot run a gold standard (where the only way to adjust is through internal deflation) in a democracy.
Mark Blyth (Austerity: The History of a Dangerous Idea)
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
Reid Hoffman (The Startup of You: Adapt to the Future, Invest in Yourself, and Transform Your Career)
This was, he told the King, a femfatalatron, an erotifying device stochastic, elastic and orgiastic, and with plenty of feedback; whoever was placed inside the apparatus instantaneously experienced all the charms, lures, wiles, winks and witchery of all the fairer sex in the Universe at once. The femfatalatron operated on a power of forty megamors, with a maximum attainable efficiency—given a constant concupiscence coefficient—of ninety-six percent, while the system's libidinous lubricity, measured of course in kilocupids, produced up to six units for every remote-control caress. This marvelous mechanism, moreover, was equipped with reversible ardor dampers, omnidirectional consummation amplifiers, absorption philters, paphian peripherals, and "first-sight" flip-flop circuits, since Trurl held here to the position of Dr. Yentzicus, creator of the famous oculo-oscular feel theory. There were also all sorts of auxiliary components, like a high-frequency titillizer, an alternating tantalator, plus an entire set of lecherons and debaucheraries; on the outside, in a special glass case, were enormous dials, on which one could carefully follow the course of the whole decaptivation process. Statistical analysis revealed that the femfatalatron gave positive, permanent results in ninety-eight cases of unrequited amatorial superfixation out of a hundred.
Stanisław Lem (The Cyberiad)
There is only one historical development that has real significance. Today, when we finally realise that the keys to happiness are in the hands of our biochemical system, we can stop wasting our time on politics and social reforms, putsches and ideologies, and focus instead on the only thing that can make us truly happy: manipulating our biochemistry. If we invest billions in understanding our brain chemistry and developing appropriate treatments, we can make people far happier than ever before, without any need of revolutions. Prozac, for example, does not change regimes, but by raising serotonin levels it lifts people out of their depression. Nothing captures the biological argument better than the famous New Age slogan: ‘Happiness begins within.’ Money, social status, plastic surgery, beautiful houses, powerful positions – none of these will bring you happiness. Lasting happiness comes only from serotonin, dopamine and oxytocin.1 In Aldous Huxley’s dystopian novel Brave New World, published in 1932 at the height of the Great Depression, happiness is the supreme value and psychiatric drugs replace the police and the ballot as the foundation of politics. Every day, each person takes a dose of ‘soma’, a synthetic drug which makes people happy without harming their productivity and efficiency. The World State that governs the entire globe is never threatened by wars, revolutions, strikes or demonstrations, because all people are supremely content with their current conditions, whatever they may be. Huxley’s vision of the future is far more troubling than George Orwell’s Nineteen Eighty-Four. Huxley’s world seems monstrous to most readers, but it is hard to explain why. Everybody is happy all the time – what could be wrong with that?
Yuval Noah Harari (Sapiens: A Brief History of Humankind)
George Romney’s private-sector experience typified the business world of his time. His executive career took place within a single company, American Motors Corporation, where his success rested on the dogged (and prescient) pursuit of more fuel-efficient cars.41 Rooted in a particular locale, the industrial Midwest, AMC was built on a philosophy of civic engagement. Romney dismissed the “rugged individualism” touted by conservatives as “nothing but a political banner to cover up greed.”42 Nor was this dismissal just cheap talk: He once returned a substantial bonus that he regarded as excessive.43 Prosperity was not an individual product, in Romney’s view; it was generated through bargaining and compromises among stakeholders (managers, workers, public officials, and the local community) as well as through individual initiative. When George Romney turned to politics, he carried this understanding with him. Romney exemplified the moderate perspective characteristic of many high-profile Republicans of his day. He stressed the importance of private initiative and decentralized governance, and worried about the power of unions. Yet he also believed that government had a vital role to play in securing prosperity for all. He once famously called UAW head Walter Reuther “the most dangerous man in Detroit,” but then, characteristically, developed a good working relationship with him.44 Elected governor in 1962 after working to update Michigan’s constitution, he broke with conservatives in his own party and worked across party lines to raise the minimum wage, enact an income tax, double state education expenditures during his first five years in office, and introduce more generous programs for the poor and unemployed.45 He signed into law a bill giving teachers collective bargaining rights.46 At a time when conservatives were turning to the antigovernment individualism of Barry Goldwater, Romney called on the GOP to make the insurance of equal opportunity a top priority. As
Jacob S. Hacker (American Amnesia: How the War on Government Led Us to Forget What Made America Prosper)
The most celebrated germ expert in the world is almost certainly Dr. Charles P. Gerba of the University of Arizona, who is so devoted to the field that he gave one of his children the middle name Escherichia, after the bacterium Escherichia coli. Dr. Gerba established some years ago that household germs are not always most numerous where you would expect them to be. In one famous survey he measured bacterial content in different rooms in various houses and found that typically the cleanest surface of all in the average house was the toilet seat. That is because it is wiped down with disinfectant more often than any other surface. By contrast the average desktop has five times more bacteria living on it than the average toilet seat. The dirtiest area of all was the kitchen sink, closely followed by the kitchen counter, and the filthiest object was the kitchen washcloth. Most kitchen cloths are drenched in bacteria, and using them to wipe counters (or plates or breadboards or greasy chins or any other surface) merely transfers microbes from one place to another, affording them new chances to breed and proliferate. The second most efficient way of spreading germs, Gerba found, is to flush a toilet with the lid up. That spews billions of microbes into the air. Many stay in the air, floating like tiny soap bubbles, waiting to be inhaled, for up to two hours; others settle on things like your toothbrush. That is, of course, yet another good reason for putting the lid down.
Bill Bryson (At Home: A Short History of Private Life)
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Some people smoked when they were upset, some did yoga, or drank, or paced, or picked fights, or counted to one hundred. Georgia cooked. As a small girl growing up in Massachusetts, she'd spent most of her time in her grandmother's kitchen, watching wide-eyed as Grammy kneaded the dough for her famous pumpernickel bread, sliced up parsnips and turnips for her world-class pot roast, or, if she was feeling exotic, butterflied shrimp for her delicious Thai basil seafood. A big-boned woman of solid peasant stock, as she herself used to say, Grammy moved around the cramped kitchen with grace and efficiency, her curly gray hair twisted into a low bun. Humming pop songs from the forties, her cheeks a pleasing pink, she turned out dish after fabulous dish from the cranky Tappan stove she refused to replace. Those times with Grammy were the happiest Georgia could remember. It had been almost a year since she died, and not a day passed that Georgia didn't miss her. She pulled out half a dozen eggs, sliced supermarket Swiss and some bacon from the double-width Sub-Zero. A quick scan of the spice rack yielded a lifetime supply of Old Bay seasoning, three different kinds of peppercorns, and 'sel de mer' from France's Brittany coast. People's pantries were as perplexing as their lives.
Jenny Nelson (Georgia's Kitchen)
One thing that we conclude from all this is that the 'learning robot' procedure for doing mathematics is not the procedure that actually underlies human understanding of mathematics. In any case, such bottom-up-dominated procedure would appear to be hopelessly bad for any practical proposal for the construction of a mathematics-performing robot, even one having no pretensions whatever for simulating the actual understandings possessed by a human mathematician. As stated earlier, bottom-up learning procedures by themselves are not effective for the unassailable establishing of mathematical truths. If one is to envisage some computational system for producing unassailable mathematical results, it would be far more efficient to have the system constructed according to top-down principles (at least as regards the 'unassailable' aspects of its assertions; for exploratory purposes, bottom-up procedures might well be appropriate). The soundness and effectiveness of these top-down procedures would have to be part of the initial human input, where human understanding an insight provide the necesssary additional ingredients that pure computation is unable to achieve. In fact, computers are not infrequently employed in mathematical arguments, nowadays, in this kind of way. The most famous example was the computer-assisted proof, by Kenneth Appel and Wolfgang Haken, of the four-colour theorem, as referred to above. The role of the computer, in this case, was to carry out a clearly specified computation that ran through a very large but finite number of alternative possibilities, the elimination of which had been shown (by the human mathematicians) to lead to a general proof of the needed result. There are other examples of such computer-assisted proofs and nowadays complicated algebra, in addition to numerical computation, is frequently carried out by computer. Again it is human understanding that has supplied the rules and it is a strictly top-down action that governs the computer's activity.
Roger Penrose (Shadows of the Mind: A Search for the Missing Science of Consciousness)
There are. Storytelling may be the mind’s way of rehearsing for the real world, a cerebral version of the playful activities documented across numerous species which provide a safe means for practicing and refining critical skills. Leading psychologist and all-around man of the mind Steven Pinker describes a particularly lean version of the idea: “Life is like chess, and plots are like those books of famous chess games that serious players study so they will be prepared if they ever find themselves in similar straits.” Pinker imagines that through story we each build a “mental catalogue” of strategic responses to life’s potential curveballs, which we can then consult in moments of need. From fending off devious tribesmen to wooing potential mates, to organizing collective hunts, to avoiding poisonous plants, to instructing the young, to apportioning meager food supplies, and so on, our forebears faced one obstacle after another as their genes sought a presence in subsequent generations. Immersion in fictional tales grappling with a wide assortment of similar challenges would have had the capacity to refine our forebears’ strategies and responses. Coding the brain to engage with fiction would thus be a clever way to cheaply, safely, and efficiently give the mind a broader base of experience from which to operate.
Brian Greene (Until the End of Time: Mind, Matter, and Our Search for Meaning in an Evolving Universe)
Take for instance a phenomenon called frustrated spontaneous emission. It sounds like an embarrassing sexual complaint that psychotherapy might help with. In fact, it involves the decay of radioactive particles, which ordinarily takes place at a predictably random rate. The exception, however, is when radioactive material is placed in an environment that cannot absorb the photons that are emitted by decay. In that case, decay ceases—the atoms become “frustrated.” How do these atoms “know” to stop decaying until conditions are suitable? According to Wharton, the unpredictable decay of radioactive particles may be determined in part by whatever receives their emitted photons in the future.20 Decay may not really be random at all, in other words. Another quantum mystery that arguably becomes less mysterious in a retrocausal world is the quantum Zeno effect. Usually, the results of measurements are unpredictable—again according to the famous uncertainty believed to govern the quantum kingdom—but there is a loophole. Persistent, rapid probing of reality by repeating the same measurement over and over produces repetition of the same “answer” from the physical world, almost as if it is “stopping time” in some sense (hence the name of the effect, which refers to Zeno’s paradoxes like an arrow that must first get halfway to its target, and then halfway from there, and so on, and thus is never able to reach the target at all).21 If the measurement itself is somehow influencing a particle retrocausally, then repeating the same measurement in the same conditions may effectively be influencing the measured particles the same way in their past, thereby producing the consistent behavior. Retrocausation may also be at the basis of a long-known but, again, hitherto unsatisfyingly explained quirk of light’s behavior: Fermat’s principle of least time. Light always takes the fastest possible path to its destination, which means taking the shortest available path through different media like water or glass. It is the rule that accounts for the refraction of light through lenses, and the reason why an object underwater appears displaced from its true location.22 It is yet another example of a creature in the quantum bestiary that makes little sense unless photons somehow “know” where they are going in order to take the most efficient possible route to get there. If the photon’s angle of deflection when entering a refractive medium is somehow determined by its destination, Fermat’s principle would make much more sense. (We will return to Fermat’s principle later in this book; it plays an important role in Ted Chiang’s short story, “Story of Your Life,” the basis for the wonderful precognition movie Arrival.) And retrocausation could also offer new ways of looking at the double-slit experiment and its myriad variants.
Eric Wargo (Time Loops: Precognition, Retrocausation, and the Unconscious)
it's rather interesting because one of the greatest economists of the world is a substantial shareholder in Berkshire Hathaway and has been from the very early days after Buffett was in control. His textbook always taught that the stock market was perfectly efficient and that nobody could beat it.But his own money went into Berkshire and made him wealthy. So, like Pascal in his famous wager, he hedged his bet.The iron rule of life is that only twenty percent of the people can be in the top fifth Is the stock market so efficient that people can't beat it? Well, the efficient market theory is obviously roughly right-meaning that markets are quite efficient and it's quite hard for anybody to beat the market by significant margins as a stock picker by just being intelligent and working in a disciplined way.Indeed, the average result has to be the average result. By definition, everybody can't beat the market.
Peter D. Kaufman (Poor Charlie's Almanack: The Wit and Wisdom of Charles T. Munger, Expanded Third Edition)
Samuel Gregg: Smith’s experiments have also provided considerable evidence that, as he wrote in a 1994 paper, “economic agents can achieve efficient outcomes which are not part of their intention.” Many will recognize this as one of the central claims of The Wealth of Nations, the book written by Smith’s famous namesake two and a half centuries ago. Interestingly, Adam Smith’s argument was not one that Vernon Smith had been inclined to accept before beginning his experimental research. As the latter went on to say in his 1994 paper, fey outside of the Austrian and Chicago traditions believed it, circa 1956. Certainly, I was not primed to believe it, having been raised by a socialist mother, and further handicapped (in this regard) by a Harvard education.” Given, however, what his experiments revealed about what he called “the error in my thinking,” Smith changed his mind. Truth was what mattered—not ego or preexisting ideological commitments.
Vernon L. Smith (The Evidence of Things Not Seen: Reflections on Faith, Science, and Economics)
Initially working out of our home in Northern California, with a garage-based lab, I wrote a one page letter introducing myself and what we had and posted it to the CEOs of twenty-two Fortune 500 companies. Within a couple of weeks, we had received seventeen responses, with invitations to meetings and referrals to heads of engineering departments. I met with those CEOs or their deputies and received an enthusiastic response from almost every individual. There was also strong interest from engineers given the task of interfacing with us. However, support from their senior engineering and product development managers was less forthcoming. We learned that many of the big companies we had approached were no longer manufacturers themselves but assemblers of components or were value-added reseller companies, who put their famous names on systems that other original equipment manufacturers (OEMs) had built. That didn't daunt us, though when helpful VPs of engineering at top-of-the-food-chain companies referred us to their suppliers, we found that many had little or no R & D capacity, were unwilling to take a risk on outside ideas, or had no room in their already stripped-down budgets for innovation. Our designs found nowhere to land. It became clear that we needed to build actual products and create an apples-to-apples comparison before we could interest potential manufacturing customers. Where to start? We created a matrix of the product areas that we believed PAX could impact and identified more than five hundred distinct market sectors-with potentially hundreds of thousands of products that we could improve. We had to focus. After analysis that included the size of the addressable market, ease of access, the cost and time it would take to develop working prototypes, the certifications and metrics of the various industries, the need for energy efficiency in the sector, and so on, we prioritized the list to fans, mixers, pumps, and propellers. We began hand-making prototypes as comparisons to existing, leading products. By this time, we were raising working capital from angel investors. It's important to note that this was during the first half of the last decade. The tragedy of September 11, 2001, and ensuing military actions had the world's attention. Clean tech and green tech were just emerging as terms, and energy efficiency was still more of a slogan than a driver for industry. The dot-com boom had busted. We'd researched venture capital firms in the late 1990s and found only seven in the United States investing in mechanical engineering inventions. These tended to be expansion-stage investors that didn't match our phase of development. Still, we were close to the famous Silicon Valley and had a few comical conversations with venture capitalists who said they'd be interested in investing-if we could turn our technology into a website. Instead, every six months or so, we drew up a budget for the following six months. Via a growing network of forward-thinking private investors who could see the looming need for dramatic changes in energy efficiency and the performance results of our prototypes compared to currently marketed products, we funded the next phase of research and business development.
Jay Harman (The Shark's Paintbrush: Biomimicry and How Nature is Inspiring Innovation)
When he died, much was made of how singular Steve Jobs had been. For comparisons, observers needed to reach back to the mythic inventors and showmen of earlier eras, particularly Thomas Edison and Walt Disney. Jobs was singular, to be sure. But he also was of a type. He was what psychotherapist and business coach Michael Maccoby called a “productive narcissist.” In 2000, Maccoby published an insightful article in the Harvard Business Review that applies Freudian terminology to three categories of executives Maccoby had observed in corporate life. “Erotics” feel a need to be loved, value consensus, and as a result are not natural leaders. These are the people to whom a manager should assign tasks—and then heap praise for a job well done. “Obsessives” are by-the-books tacticians with a knack for making the trains run on time. An efficient head of logistics or bottom-line-oriented spreadsheet jockey is the classic obsessive. The greats of business history, however, are “productive narcissists,” visionary risk takers with a burning desire to “change the world.” Corporate narcissists are charismatic leaders willing to do whatever it takes to win and who couldn’t give a fig about being liked. Steve Jobs was the textbook example of a productive narcissist. An unimpressed Jobs was famous for calling other companies “bozos.” His own executives endured their rides on what one called the “bozo/hero rollercoaster,” often within the same marathon meeting.
Adam Lashinsky (Inside Apple: How America's Most Admired--and Secretive--Company Really Works)
As you enter ministry, you will be tempted to orient your desires toward doing large things in famous ways as fast and as efficiently as you can. But take note. A crossroads waits for you. Jesus is that crossroads. Because almost anything in life that truly matters will require you to do small, mostly overlooked things, over a long period of time with him. The pastoral vocation, because it focuses on helping people cultivate what truly matters, is therefore no exception.
Zack Eswine (The Imperfect Pastor: Discovering Joy in Our Limitations through a Daily Apprenticeship with Jesus)
British elections are mean-spirited and meretricious affairs that reveal what the country has become in its post-imperial form. In them, the focus flits between mercenary discussion of what the government is going to give the people and petty bickering over inconsequential details such as which schools the candidates went to and how much money they have. Few principles are at stake because classical liberalism is largely dead, so debates ultimately boil down to the question of who is going to run the welfare system more efficiently. The candidates’ arguments are full of nebulous, slippery words, such as 'fairness' and 'investment' — and the never-ending substitution of the word 'community' for “government.” You would never hear Kennedy’s famous 'Ask not what your country can do for you' line in a British political context because nobody would understand what he was talking about.
Charles C.W. Cooke
In 1982, economists at the Brookings Institute estimated that about 62 per cent of the value of a typical American firm stemmed from its physical assets—everything from tables and chairs to factories and inventories. Everything else consisted of more intangible “knowledge assets.” By 1992, the balance had completely reversed. They calculated that only 38 per cent of the average firm’s value came from its physical assets. With the shift towards more knowledge-intensive production processes, it is natural that firms should start to worry much more about employee loyalty. It is relatively easy to stop employees from making off with company property—just post guards at the gate. But when employees leave, they generally take with them all the knowledge and experience they have acquired, and there is no way to stop them. So the best way for a firm to retain control of its assets is to build a strong organizational culture, one that will inspire loyalty and allegiance from its employees. From this perspective, it is entirely predictable that the firms that depend most heavily on the knowledge of their workers will also be the firms that put the most effort into employee retention. Software companies in particular are famous for their efforts to create a corporate culture that will secure employee allegiance.
Joseph Heath (The Efficient Society: Why Canada Is As Close To Utopia As It Gets)
At the Royal Vauxhall Tavern, there are mirrors but, because of the tone of the place, they seem more flirty than licentious. An attractive man glanced at me with a smile and said cutely, Now I can’t go. Soon after, I saw him on the dance floor, whispering to his friend and nodding at me. We all knew he still had to pee. Fleeting, gently pervy interactions like that may be the closest I get to experiencing a sense of gay community. It was last call at the RVT. Famous stole away to the toilets. ‘Family Affair’ by Mary J. Blige began to play—a song meant for the start of the night. I danced on my own by the door, near the shelf of condoms and literature. I recalled another time I’d been there recently. I’d given my coat check ticket to the most boyish and poised of the bartenders, the one who moves with a distinct admixture of flirtatiousness and efficiency. He brought my jacket from the cloakroom, the blue nylon I wear when I predict I’ll end up going out, because it promises to wipe clean easily. About to hand it to me over the bar, he said, You know what…and brought himself around the hatch, with shoulders alert like a pantomime butler. He held up my jacket with alacrity to indicate I should turn around so he could slip me into it. I momentarily forgot that I don’t smile in gay bars. He both served and took the upper hand: to get into the jacket, I had to turn my back to him, and yet into the sleeves it was I who inserted. I submitted, but he received. On this night, I glanced over and saw that the bartender was busy, holding someone else’s attention in a brief exchange. He fetched them their extraneous last drink. Famous bounced forth. I caught his eye and pointed my index finger to the speakers. This song, I mouthed. Famous tilted his head. We pushed through the doors into the wind. I’d put my jacket on myself this time, without ceremony. But leaving on a good song also makes a fine exit. Mary J. Blige sang at our backs about starting the party as we took long strides down the street.
Jeremy Atherton Lin (Gay Bar: Why We Went Out)
In the same way that Firestone’s embrace of scientific and technological progress as manifest destiny tips its hat to Marx and Engels, so also it resembles (perhaps even more closely) the Marxist-inspired biofuturism of the interwar period, particularly in Britain, in the work of writers such as H. G. Wells, J. B. S. Haldane, J. D. Bernal, Julian Huxley, Conrad Waddington, and their contemporaries (including Gregory Bateson and Joseph Needham, the latter of whose embryological interests led to his enduring fascination with the history of technology in China). Interestingly, it is also in these early twentieth century writings that ideas about artificial reproduction, cybernation, space travel, genetic modification, and ectogenesis abound. As cultural theorist Susan Squier has demonstrated, debates about ectogenesis were crucial to both the scientific ambitions and futuristic narratives of many of the United Kingdom’s most eminent biologists from the 1920s and the 1930s onward. As John Burdon Sanderson (“Jack”) Haldane speculated in his famous 1923 paper “Daedalus, or Science and the Future” (originally read to the Heretics society in Cambridge) ectogenesis could provide a more efficient and rational basis for human reproduction in the future: [W]e can take an ovary from a woman, and keep it growing in a suitable fluid for as long as twenty years, producing a fresh ovum each month, of which 90 per cent can be fertilized, and the embryos grown successfully for nine months, and then brought out into the air.
Mandy Merck (Further Adventures of The Dialectic of Sex: Critical Essays on Shulamith Firestone (Breaking Feminist Waves))
Endeavour could be contacted only through PLANETCOM, which was an autonomous corporation famous for the strictness and efficiency of its accounting. It took a long time to establish a line of credit with PLANETCOM. Somewhere, someone was working on this, but, at the moment, PLANETCOM’s hardhearted computers did not recognize the existence of the Rama Committee.
Arthur C. Clarke (Rendezvous with Rama (Rama, #1))
the roughly $800 billion in available stimulus, we directed more than $90 billion toward clean energy initiatives across the country. Within a year, an Iowa Maytag plant I’d visited during the campaign that had been shuttered because of the recession was humming again, with workers producing state-of-the-art wind turbines. We funded construction of one of the world’s largest wind farms. We underwrote the development of new battery storage systems and primed the market for electric and hybrid trucks, buses, and cars. We financed programs to make buildings and businesses more energy efficient, and collaborated with Treasury to temporarily convert the existing federal clean energy tax credit into a direct-payments program. Within the Department of Energy, we used Recovery Act money to launch the Advanced Research Projects Agency–Energy (ARPA-E), a high-risk, high-reward research program modeled after DARPA, the famous Defense Department effort launched after Sputnik that helped develop not only advanced weapons systems like stealth technology but also an early iteration of the internet, automated voice activation, and GPS.
Barack Obama (A Promised Land)
There’s a car racing metaphor I find helpful when I’m trying to remind myself to look up from my laptop and take a break. When I was a child, I visited the maintenance pit of the famous Silverstone Formula One racetrack, and of course it was fascinating to learn about the tire switches and refueling that mechanics were able to do in just a few seconds. But what stayed with me most was the idea that success was determined not only by the car’s speed on the track, but also by the “pit strategy”—the race team’s scheduled pit stops. Each stop was a tactical investment in performance, a deliberate slowing down, to enable the car to speed up afterward. Pit stops are not wasted time—they’re an essential part of an efficient, well-planned race. And your brain is like that race car. Downtime is as important to your work as every other part of your day, and you need to make sure you get enough of that time throughout the day. Plan for it, protect it, respect it.
Caroline Webb (How To Have A Good Day: The Essential Toolkit for a Productive Day at Work and Beyond)