Famous Growth Quotes

Dare to love yourself as if you were a rainbow with gold at both ends.

Everywhere we shine death and life burn into something new…

Hash, x. There is no definition for this word - nobody knows what hash is. Famous, adj. Conspicuously miserable. Dictionary, n. A malevolent literary device for cramping the growth of a language and making it hard and inelastic. This dictionary, however, is a most useful work.

Your pain is a school unto itself–– and your joy a lovely temple.

Where humanity sowed faith, hope, and unity, joy’s garden blossomed.

Knowledge planted in truth grows in truth. Strength born of peace loses nothing to hate.

In honor of Oprah Winfrey: Even greater than the ability to inspire others with hope is the power to motivate them to give as much to the lives of others as they would give to their own; and to empower them to confront the worst in themselves in order to discover and claim the best in themselves.

When a reader enters the pages of a book of poetry, he or she enters a world where dreams transform the past into knowledge made applicable to the present, and where visions shape the present into extraordinary possibilities for the future.

The way to real growth is not to become more powerful or more famous, but to become more human and more tolerant.

The growth of intimacy is like that. First one gives off his best picture, the bight and finished product mended with bluff and falsehood and humor. Then more details are required and one paints a second portrait, and a third--before long the best lines cancel out--and the secret is exposed at last; the panes of the pictures have intermingled and given us away, and though we paint and paint we can no longer sell a picture. We must be satisfied with hoping that such famous accounts of ourselves as we make to our wives and children and business associates are accepted as true.

I see the most effective teacher being the one who facilitates learning in the same way a gardener facilitates growth, as opposed to the one who is just giving instruction.

Pick up a pinecone and count the spiral rows of scales. You may find eight spirals winding up to the left and 13 spirals winding up to the right, or 13 left and 21 right spirals, or other pairs of numbers. The striking fact is that these pairs of numbers are adjacent numbers in the famous Fibonacci series: 1, 1, 2, 3, 5, 8, 13, 21... Here, each term is the sum of the previous two terms. The phenomenon is well known and called phyllotaxis. Many are the efforts of biologists to understand why pinecones, sunflowers, and many other plants exhibit this remarkable pattern. Organisms do the strangest things, but all these odd things need not reflect selection or historical accident. Some of the best efforts to understand phyllotaxis appeal to a form of self-organization. Paul Green, at Stanford, has argued persuasively that the Fibonacci series is just what one would expects as the simplest self-repeating pattern that can be generated by the particular growth processes in the growing tips of the tissues that form sunflowers, pinecones, and so forth. Like a snowflake and its sixfold symmetry, the pinecone and its phyllotaxis may be part of order for free

I don't want to be rich and famous but I want to die knowing I stood infront of a broken man and gave him one reason to smile again.

As the family therapist Virginia Satir famously said, “We need four hugs a day for survival. We need eight hugs a day for maintenance. We need twelve hugs a day for growth.” Hug your child first thing every morning, every time you say good-bye or hello, and as often as you can in between.

The moments you are given are your true wealth. You don't need power, influence, or fame. The sunlight brings the power; the wind carries the influence. And as for fame, well, when you allow yourself to notice all those hands that have made your growth possible, you will also recognize what you have made possible for countless others — and how famous you already are. In this very moment, one of those others may be telling a story about how you helped them grow forward.

A famous citation from the American psychotherapist Virginia Satir (1916-1988) reads: 'We need four hugs a day for survival. We need eight hugs a day for maintenance. And we need twelve hugs a day for growth.

Journey through the Power of the Rainbow represents a condensed compendium of literary efforts from a life dedicated to transforming the themes of injustice, grief, and despair that we all encounter during some unavoidable point of our existence into a sustainable life-affirming poetics of passionate creativity, empowered spiritual vision, and inspired commitment.

The process of transforming the heart can be difficult because as we open it, we inevitably encounter our own pain and become more aware of the pain of others. In fact, much of our personality is designed to keep us from experiencing this suffering. We close down the sensitivity of our hearts so that we can block our pain and get on with things, but we are never entirely successful in avoiding it. Often, we are aware of our suffering just enough to make ourselves and everyone around us miserable. Carl Jung's famous dictum that "neurosis is a substitute for legitimate suffering" points to this truth. But if we are not willing to experience our own hurt and grief, it can never be healed. Shutting out our real pain also renders us unable to feel joy, compassion, love, or any of the other capacities of the heart.

To be sure, I had, and have, spent the better part of my post-college life growing up in the public eye, with my shameful warts, big and ugly, looming there for the world to see; and it has been a mighty battle trying to be a man, a Black man, a human being, a responsible and consistent human being, as I have interfaced with my past and with my personal demons, with friends and lovers, with enemies and haters. As Tupac Shakur once famously said to me, “There is no placed called careful.” On the one hand, Tupac was right: There is not much room for error in America if you are a Black male in a society ostensibly bent on profiling your every move, eager to capitalize on your falling into this or that trap, particularly keen to swoop down on your self-inflicted mishaps. But by the same token, Tupac was wrong: There can be a place called careful, once one becomes aware of the world one lives in, its potential, its limitations, and if one is willing to struggle to create a new model, some new and alternative space outside and away from the larger universe, where one can be free enough to comprehend that even if the world seems aligned against you, you do not have to give the world the rope to hang you with.

Waiting or pausing takes enormous skill and practice. However it is a skill that for you has become an essential way of being in the world without being so overwhelmed by it. Viktor Frankl, the Austrian psychiatrist and Holocaust survivor, went even further when he famously said, 'Between stimulus and response there is a space. In that space is our power to choose our response. In our response likes our growth and our freedom.' Waiting in the Light enables you to create a space for grace.

In 1995 Bank of America issued a famous report on sprawl in California. The bank pronounced: 'Urban job centers have decentralized to the suburbs. New housing tracts have moved even deeper into agriculturally and environmentally sensitive areas. Private auto use continues to rise. This acceleration of sprawl has surfaced enormous social, environmental, and economic costs, which until now have been hidden, ignored, or quietly borne by society.

China the Communist Party still pays lip service to traditional Marxist–Leninist ideals, but in practice it is guided by Deng Xiaoping’s famous maxims that ‘development is the only hard truth’ and that ‘it doesn’t matter if a cat is black or white, so long as it catches mice’. Which means, in plain language: do anything it takes to promote economic growth, even if Marx and Lenin wouldn’t have been happy with it. In Singapore, as befits that no-nonsense city state, they followed this line of thinking even further, and pegged ministerial salaries to the national GDP. When the Singaporean economy grows, ministers get a raise, as if that is what their job is all about

When I think of Tao, I think of the artist Bob Ross and his famous painting techniques. I can hear him say, “It’s your tree, you can make it look any way you want to.

Everyone wants to live on top of the mountain, but all the happiness and growth occurs while you're climbing it. ― Andy Rooney

Bill Gates famously said that he often hired senior executives so that he could learn from them.

Catfish always drink alcoholic ether if begged, for every catfish enjoys heightened intoxication; gross indulgence can be calamitous, however; duly, garfish babysit for dirty catfish children, helping catfish babies get instructional education just because garfish get delight assisting infants’ growth and famously inspire confidence in immature catfish, giving experience (and joy even); however, blowfish jeer insightful garfish, disparaging inappropriately, doing damage, even insulting benevolent, charming, jovial garfish, hurting and frustrating deeply; joy fades but hurt feelings bring just grief; inevitable irritation hastens feeling blue; however, jovial children declare happiness, blowfishes’ evil causes dejection, blues; accordingly, always glorift jolly, friendly garfish!

The exponential growth of this industry was correlated with the phenomenon famously discovered by Moore, who in 1965 drew a graph of the speed of integrated circuits, based on the number of transistors that could be placed on a chip, and showed that it doubled about every two years, a trajectory that could be expected to continue. This was reaffirmed in 1971, when Intel was able to etch a complete central processing unit onto one chip, the Intel 4004, which was dubbed a “microprocessor.” Moore’s Law has held generally true to this day, and its reliable projection of performance to price allowed two generations of young entrepreneurs, including Steve Jobs and Bill Gates, to create cost projections for their forward-leaning products.

True sanctification, true growth in holiness, is internal. It will manifest itself on the outside; "The tree is known by its fruit" (Matt. 12:33). But the tree creates the fruit; the fruit does not create the tree. Edward Fisher, in his famous Puritan treatise on sanctification, explained that external conformity to rules without an internal reality fueling it is akin to watering every part of a tree except its roots and expecting it to grow. The internal realities of the Christian are what define true growth in Christ.

A period of tranquil growth thus leads to rising expectations, and a tendency to increase leverage: as Minsky put it in his most famous sentence, ‘Stability – or tranquility – in a world with a cyclical past and capitalist financial institutions is destabilizing’ (1978, p. 10).

Ford hired the quality management guru Edward Deming to train his people on quality principles. In the kick-off meeting, he introduced Deming, spoke briefly about the critical need for quality management and then, leaving Deming to do the rest, left the room. As he was walking out, he realized Deming was following him. Surprised, he asked what had happened. In answer, Deming famously quipped that he was simply following the leader. Ford immediately realized his mistake and turned back to sit down with his team to learn about Total Quality Management (TQM).

Hearst was eager to stoke the flames of conflict between Spain and the United States over Cuba and sent Frederick Remington the photographer, who could find no signs of war. In a famous exchange of cables, Hearst responded to Remington, “You provide the pictures; I’ll provide the war.”10

I finally understand that there is no age limit on growth and self-discovery. We see our lives and ourselves in different chapters, different versions, through different perspectives as we age. We are a prism of ourselves. But we cannot clearly see our future until we clearly see ourselves.

Can two walk together, unless they are agreed?’ Amos 3:3 ‘Does This Person Belong in your Life?’ A toxic relationship is like a limb with gangrene: unless you amputate it the infection can spread and kill you. Without the courage to cut off what refuses to heal, you’ll end up losing a lot more. Your personal growth - and in some cases your healing - will only be expedited by establishing relationships with the right people. Maybe you’ve heard the story about the scorpion who asked the frog to carry him across the river because he couldn’t swim. ‘I’m afraid you’ll sting me,’ replied the frog. The scorpion smiled reassuringly and said, ‘Of course I won’t. If I did that we’d both drown!’ So the frog agreed, and the scorpion hopped on his back. Wouldn’t you know it: halfway across the river the scorpion stung him! As they began to sink the frog lamented, ‘You promised you wouldn’t sting me. Why’d you do it?’ The scorpion replied, ‘I can’t help it. It’s my nature!’ Until God changes the other person’s nature, they have the power to affect and infect you. For example, when you feel passionately about something but others don’t, it’s like trying to dance a foxtrot with someone who only knows how to waltz. You picked the wrong dance partner! Don’t get tied up with someone who doesn’t share your values and God-given goals. Some issues can be corrected through counselling, prayer, teaching, and leadership. But you can’t teach someone to care; if they don’t care they’ll pollute your environment, kill your productivity, and break your rhythm with constant complaints. That’s why it’s important to pray and ask God, ‘Does this person belong in my life?

The great irony, then, is that the nation’s most famous modern conservative economist became the father of Big Government, chronic deficits, and national fiscal bankruptcy. It was Friedman who first urged the removal of the Bretton Woods gold standard restraints on central bank money printing, and then added insult to injury by giving conservative sanction to perpetual open market purchases of government debt by the Fed. Friedman’s monetarism thereby institutionalized a régime which allowed politicians to chronically spend without taxing. Likewise, it was the free market professor of the Chicago school who also blessed the fundamental Keynesian proposition that Washington must continuously manage and stimulate the national economy. To be sure, Friedman’s “freshwater” proposition, in Paul Krugman’s famous paradigm, was far more modest than the vast “fine-tuning” pretensions of his “salt-water” rivals. The saltwater Keynesians of the 1960s proposed to stimulate the economy until the last billion dollars of potential GDP was realized; that is, they would achieve prosperity by causing the state to do anything that was needed through a multiplicity of fiscal interventions. By contrast, the freshwater Keynesian, Milton Friedman, thought that capitalism could take care of itself as long as it had precisely the right quantity of money at all times; that is, Friedman would attain prosperity by causing the state to do the one thing that was needed through the single spigot of M1 growth.

When a blind man gets his sight back, he says "I am a divine seer, an oracle." With the excitement of the change he's a little drunk. A drunk becoming sober is very different from the ecstatic change that comes in the living presence of an enlightened one. There's no way to say how that is, even if Abu ibn Sina were here. Only by the great Names, or by meditation inside music that plays without instruments, can coverings be lifted. Not by sermons or mental effort. One who tries to do that will cut off his hand with his famous sword. This is all metaphoric: there is no covering or hand. It's like the country saying, Yeah, if my aunt had testicles, she'd be my uncle. It's what-if talking: the distance from words to living is a journey of a hundred thousand years, but don't be discouraged! It can happen any moment. It takes thirty-five hundred years to get to Saturn, but Saturnine qualities are constantly here making us solemn and serious. Influence goes the other way too. An enlightened master, which is to say the inner nature of each of us, is continually affecting the universe. Philosophers say a human being is the universe in samll, but it is more true that the essence of a human is the whole from which the cosmos grew. It looks as if fruit grows from a branch, but growth comes more truly from the gardener's hope and the work of sowing the seed that grew inside the fruit. The tree of the universe grows out of the fruit and its seed, even though in form the tree bears the fruit.

Here is the voice of my main Character in my Talon book series, I’ll let her introduce herself to you: My name is Matica and I am a special needs child with a growth disability. I am stuck in the body of a two year old, even though I am ten years old when my story begins in the first book of the Talon series, TALON, COME FLY WITH ME. Because of that disability, (I am saying ‘that’ disability, not ‘my’ disability because it’s a thing that happens to me, nothing more and because I am not accepting it as something bad. I can say that now after I learned to cope with it.) I was rejected by the local Indians as they couldn’t understand that that condition is not a sickness and so it can’t be really cured. It’s just a disorder of my body. But I never gave up on life and so I had lots of adventures roaming around the plateau where we live in Peru, South America, with my mother’s blessings. But after I made friends with my condors I named Tamo and Tima, everything changed. It changed for the good. I was finally loved. And I am the hero and I embrace my problem. In better words: I had embraced my problem before I made friends with my condors Tamo and Tima. I held onto it and I felt sorry for myself and cried a lot, wanting to run away or something worse. But did it help me? Did it become better? Did I grow taller? No, nothing of that helped me. I didn’t have those questions when I was still in my sorrow, but all these questions came to me later, after I was loved and was cherished. One day I looked up into the sky and saw the majestic condors flying in the air. Here and now, I made up my mind. I wanted to become friends with them. I believed if I could achieve that, all my sorrow and rejection would be over. And true enough, it was over. I was loved. I even became famous. And so, if you are in a situation, with whatever your problem is, find something you could rely on and stick to it, love that and do with that what you were meant to do. And I never run from conflicts.

With the threat of failure looming, students with the growth mindset set instead mobilized their resources for learning. They told us that they, too, sometimes felt overwhelmed, but their response was to dig in and do what it takes. They were like George Danzig. Who? George Danzig was a graduate student in math at Berkeley. One day, as usual, he rushed in late to his math class and quickly copied the two homework problems from the blackboard. When he later went to do them, he found them very difficult, and it took him several days of hard work to crack them open and solve them. They turned out not to be homework problems at all. They were two famous math problems that had never been solved.

The exponential growth of this industry was correlated with the phenomenon famously discovered by Moore, who in 1965 drew a graph of the speed of integrated circuits, based on the number of transistors that could be placed on a chip, and showed that it doubled about every two years, a trajectory that could be expected to continue. This was reaffirmed in 1971, when Intel was able to etch a complete central processing unit onto one chip, the Intel 4004, which was dubbed a “microprocessor.”Moore’s Law has held generally true to this day, and its reliable projection of performance to price allowed two generations of young entrepreneurs, including Steve Jobs and Bill Gates, to create cost projections for their forward- leaning products.

millions—often more than the budget of the movie itself—studios regularly write off major releases as complete washes. And when they do succeed, no one has any idea why or which of the ingredients were responsible for it. As screenwriter William Goldman famously put it, nobody knows anything—even the people in charge. It’s all a big gamble. Which is fine, because their system is designed to absorb these losses. The hits pay for the mistakes many times over. But there is a big difference between them and everyone else in the world. You can’t really afford for your start-up to fail; your friend has sunk everything into her new business; and I can’t allow my book to flop. We don’t have ten other projects coming down the pike. This is it.

The exponential growth of this industry was correlated with the phenomenon famously discovered by Moore, who in 1965 drew a graph of the speed of integrated circuits, based on the number of transistors that could be placed on a chip, and showed that it doubled about every two years, a trajectory that could be expected to continue. This was reaffirmed in 1971, when Intel was able to etch a complete central processing unit onto one chip, the Intel 4004, which was dubbed a “microprocessor.” Moore’s Law has held generally true to this day, and its reliable projection of performance to price allowed two generations of young entrepreneurs, including Steve Jobs and Bill Gates, to create cost projections for their forward-leaning products. The

Today Hindu revivalists, pious Muslims, Japanese nationalists and Chinese communists may declare their adherence to very different values and goals, but they have all come to believe that economic growth is the key to realising their disparate goals. Thus in 2014 the devout Hindu Narendra Modi was elected prime minister of India thanks largely to his success in boosting economic growth in his home state of Gujarat, and to the widely held view that only he could reinvigorate the sluggish national economy. Analogous views have kept the Islamist Recep Tayyip Erdoğan in power in Turkey since 2003. The name of his party – the Justice and Development Party – highlights its commitment to economic development, and the Erdoğan government has indeed managed to maintain impressive growth rates for more than a decade. Japan’s prime minister, the nationalist Shinzō Abe, came to office in 2012 pledging to jolt the Japanese economy out of two decades of stagnation. His aggressive and somewhat unusual measures to achieve this have been nicknamed Abenomics. Meanwhile in neighbouring China the Communist Party still pays lip service to traditional Marxist–Leninist ideals, but in practice is guided by Deng Xiaoping’s famous maxims that ‘development is the only hard truth’ and that ‘it doesn’t matter if a cat is black or white, so long as it catches mice’. Which means, in plain language: do whatever it takes to promote economic growth, even if Marx and Lenin wouldn’t have been happy with it. In Singapore, as befits that no-nonsense city-state, they pursue this line of thinking even further, and peg ministerial salaries to the national GDP. When the Singaporean economy grows, government ministers get a raise, as if that is what their jobs are all about.2

Near the exit to the blue patio, DeCoverley Pox and Joaquin Stick stand by a concrete scale model of the Jungfrau, ... socking the slopes of the famous mountain with red rubber hot-water bags full of ice cubes, the idea being to pulverize the ice for Pirate's banana frappes. With their nights' growths of beard, matted hair, bloodshot eyes, miasmata of foul breath, DeCoverley and Joaquin are wasted gods urging on a tardy glacier. Elsewhere in the maisonette, other drinking companions disentangle from blankets (one spilling wind from his, dreaming of a parachute), piss into bathroom sinks, look at themselves with dismay in concave shaving mirrors, slab water with no clear plan in mind onto heads of thinning hair, struggle into Sam Brownes, dub shoes against rain later in the day with hand muscles already weary of it, sing snatches of popular songs whose tunes they don't always know, lie, believing themselves warmed, in what patches of the new sunlight come between the mullions, begin tentatively to talk shop as a way of easing into whatever it is they'll have to be doing in less than an hour, lather necks and faces, yawn, pick their noses, search cabinets or bookcases for the hair of the dog that not without provocation and much prior conditioning bit them last night. Now there grows among all the rooms, replacing the night's old smoke, alcohol and sweat, the fragile, musaceous odor of Breakfast:flowery, permeating, surprising, more than the color of winter sunlight, taking over not so much through any brute pungency or volume as by the high intricacy to the weaving of its molecules, sharing the conjuror's secret by which-- though it is not often Death is told so clearly to fuck off--- the genetic chains prove labyrinthine enough to preserve some human face down ten or twenty generations. . . so the same assertion-through-structure allows this war morning's banana fragrance to meander, repossess, prevail. Is there any reason not to open every window, and let the kind scent blanket all Chelsea? As a spell, against falling objects. . . .

Economists have always been haunted by the spectre of ‘diminishing returns’. Ricardo had famously seen ‘diminishing returns’ in agriculture leading to a progressive fall in the rate of profit, a progressive shift of the terms of trade between manufacturing and agriculture in favour of the latter and the eventual denouement of a stationary state where further growth became impossible. Even Keynes in the aforementioned work saw ‘diminishing returns’ in food production as undermining the Eldorado even if the war had not done so. And yet none of these fears have come true. The terms of trade between manufacturing and agriculture have shown a secular tendency to shift against, rather than in favour of, the latter; and while the growth rate under capitalism has come down of late, this has nothing to do with any fall in the profit rate caused by ‘diminishing returns’. Likewise, the advanced capitalist world has no difficulty to this day in meeting its food requirements, belying the fears of Keynes. How then do we explain this contrast between fears and reality?

Westerners, not just Lincoln Steffens. It took in the Central Intelligence Agency of the United States. It even took in the Soviet Union’s own leaders, such as Nikita Khrushchev, who famously boasted in a speech to Western diplomats in 1956 that “we will bury you [the West].” As late as 1977, a leading academic textbook by an English economist argued that Soviet-style economies were superior to capitalist ones in terms of economic growth, providing full employment and price stability and even in producing people with altruistic motivation. Poor old Western capitalism did better only at providing political freedom. Indeed, the most widely used university textbook in economics, written by Nobel Prize–winner Paul Samuelson, repeatedly predicted the coming economic dominance of the Soviet Union. In the 1961 edition, Samuelson predicted that Soviet national income would overtake that of the United States possibly by 1984, but probably by 1997. In the 1980 edition there was little change in the analysis, though the two dates were delayed to 2002 and 2012. Though the policies of Stalin and subsequent Soviet leaders could produce rapid economic growth, they could not do so in a sustained way. By the 1970s, economic growth had all but stopped. The most important lesson is that extractive institutions cannot generate sustained technological change for two reasons: the lack of economic incentives and resistance by the elites. In addition, once all the very inefficiently used resources had been reallocated to industry, there were few economic gains to be had by fiat. Then the Soviet system hit a roadblock, with lack of innovation and poor economic incentives preventing any further progress. The only area in which the Soviets did manage to sustain some innovation was through enormous efforts in military and aerospace technology. As a result they managed to put the first dog, Leika, and the first man, Yuri Gagarin, in space. They also left the world the AK-47 as one of their legacies. Gosplan was the supposedly all-powerful planning agency in charge of the central planning of the Soviet economy. One of the benefits of the sequence of five-year plans written and administered by Gosplan was supposed to have been the long time horizon necessary for rational investment and innovation. In reality, what got implemented in Soviet industry had little to do with the five-year plans, which were frequently revised and rewritten or simply ignored. The development of industry took place on the basis of commands by Stalin and the Politburo, who changed their minds frequently and often completely revised their previous decisions. All plans were labeled “draft” or “preliminary.” Only one copy of a plan labeled “final”—that for light industry in 1939—has ever come to light. Stalin himself said in 1937 that “only bureaucrats can think that planning work ends with the creation of the plan. The creation of the plan is just the beginning. The real direction of the plan develops only after the putting together of the plan.” Stalin wanted to maximize his discretion to reward people or groups who were politically loyal, and punish those who were not. As for Gosplan, its main role was to provide Stalin with information so he could better monitor his friends and enemies. It actually tried to avoid making decisions. If you made a decision that turned

Moore’s Law, the rule of thumb in the technology industry, tells us that processor chips—the small circuit boards that form the backbone of every computing device—double in speed every eighteen months. That means a computer in 2025 will be sixty-four times faster than it is in 2013. Another predictive law, this one of photonics (regarding the transmission of information), tells us that the amount of data coming out of fiber-optic cables, the fastest form of connectivity, doubles roughly every nine months. Even if these laws have natural limits, the promise of exponential growth unleashes possibilities in graphics and virtual reality that will make the online experience as real as real life, or perhaps even better. Imagine having the holodeck from the world of Star Trek, which was a fully immersive virtual-reality environment for those aboard a ship, but this one is able to both project a beach landscape and re-create a famous Elvis Presley performance in front of your eyes. Indeed, the next moments in our technological evolution promise to turn a host of popular science-fiction concepts into science facts: driverless cars, thought-controlled robotic motion, artificial intelligence (AI) and fully integrated augmented reality, which promises a visual overlay of digital information onto our physical environment. Such developments will join with and enhance elements of our natural world. This is our future, and these remarkable things are already beginning to take shape. That is what makes working in the technology industry so exciting today. It’s not just because we have a chance to invent and build amazing new devices or because of the scale of technological and intellectual challenges we will try to conquer; it’s because of what these developments will mean for the world.

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.

what makes life worth living when we are old and frail and unable to care for ourselves? In 1943, the psychologist Abraham Maslow published his hugely influential paper “A Theory of Human Motivation,” which famously described people as having a hierarchy of needs. It is often depicted as a pyramid. At the bottom are our basic needs—the essentials of physiological survival (such as food, water, and air) and of safety (such as law, order, and stability). Up one level are the need for love and for belonging. Above that is our desire for growth—the opportunity to attain personal goals, to master knowledge and skills, and to be recognized and rewarded for our achievements. Finally, at the top is the desire for what Maslow termed “self-actualization”—self-fulfillment through pursuit of moral ideals and creativity for their own sake. Maslow argued that safety and survival remain our primary and foundational goals in life, not least when our options and capacities become limited. If true, the fact that public policy and concern about old age homes focus on health and safety is just a recognition and manifestation of those goals. They are assumed to be everyone’s first priorities. Reality is more complex, though. People readily demonstrate a willingness to sacrifice their safety and survival for the sake of something beyond themselves, such as family, country, or justice. And this is regardless of age. What’s more, our driving motivations in life, instead of remaining constant, change hugely over time and in ways that don’t quite fit Maslow’s classic hierarchy. In young adulthood, people seek a life of growth and self-fulfillment, just as Maslow suggested. Growing up involves opening outward. We search out new experiences, wider social connections, and ways of putting our stamp on the world. When people reach the latter half of adulthood, however, their priorities change markedly. Most reduce the amount of time and effort they spend pursuing achievement and social networks. They narrow in. Given the choice, young people prefer meeting new people to spending time with, say, a sibling; old people prefer the opposite. Studies find that as people grow older they interact with fewer people and concentrate more on spending time with family and established friends. They focus on being rather than doing and on the present more than the future.

Growth was so rapid that it took in generations of Westerners, not just Lincoln Steffens. It took in the Central Intelligence Agency of the United States. It even took in the Soviet Union’s own leaders, such as Nikita Khrushchev, who famously boasted in a speech to Western diplomats in 1956 that “we will bury you [the West].” As late as 1977, a leading academic textbook by an English economist argued that Soviet-style economies were superior to capitalist ones in terms of economic growth, providing full employment and price stability and even in producing people with altruistic motivation. Poor old Western capitalism did better only at providing political freedom. Indeed, the most widely used university textbook in economics, written by Nobel Prize–winner Paul Samuelson, repeatedly predicted the coming economic dominance of the Soviet Union. In the 1961 edition, Samuelson predicted that Soviet national income would overtake that of the United States possibly by 1984, but probably by 1997. In the 1980 edition there was little change in the analysis, though the two dates were delayed to 2002 and 2012. Though the policies of Stalin and subsequent Soviet leaders could produce rapid economic growth, they could not do so in a sustained way. By the 1970s, economic growth had all but stopped. The most important lesson is that extractive institutions cannot generate sustained technological change for two reasons: the lack of economic incentives and resistance by the elites. In addition, once all the very inefficiently used resources had been reallocated to industry, there were few economic gains to be had by fiat. Then the Soviet system hit a roadblock, with lack of innovation and poor economic incentives preventing any further progress. The only area in which the Soviets did manage to sustain some innovation was through enormous efforts in military and aerospace technology. As a result they managed to put the first dog, Leika, and the first man, Yuri Gagarin, in space. They also left the world the AK-47 as one of their legacies. Gosplan was the supposedly all-powerful planning agency in charge of the central planning of the Soviet economy. One of the benefits of the sequence of five-year plans written and administered by Gosplan was supposed to have been the long time horizon necessary for rational investment and innovation. In reality, what got implemented in Soviet industry had little to do with the five-year plans, which were frequently revised and rewritten or simply ignored. The development of industry took place on the basis of commands by Stalin and the Politburo, who changed their minds frequently and often completely revised their previous decisions. All plans were labeled “draft” or “preliminary.” Only one copy of a plan labeled “final”—that for light industry in 1939—has ever come to light. Stalin himself said in 1937 that “only bureaucrats can think that planning work ends with the creation of the plan. The creation of the plan is just the beginning. The real direction of the plan develops only after the putting together of the plan.” Stalin wanted to maximize his discretion to reward people or groups who were politically loyal, and punish those who were not. As for Gosplan, its main role was to provide Stalin with information so he could better monitor his friends and enemies. It actually tried to avoid making decisions. If you made a decision that turned out badly, you might get shot. Better to avoid all responsibility. An example of what could happen

Catfish always drink alcoholic ether if begged, for every catfish enjoys heightened intoxication; gross indulgence can be calamitous, however; duly, garfish babysit for dirty catfish children, helping catfish babies get instructional education just because garfish get delight assisting infants’ growth and famously inspire confidence in immature catfish, giving experience (and joy even); however, blowfish jeer insightful garfish, disparaging inappropriately, doing damage, even insulting benevolent, charming, jovial garfish, hurting and frustrating deeply; joy fades but hurt feelings bring just grief; inevitable irritation hastens feeling blue; however, jovial children declare happiness, blowfishes’ evil causes dejection, blues; accordingly, always glorify jolly, friendly garfish!

As screenwriter William Goldman famously put it, nobody knows anything—even the people in charge. It’s all a big gamble.

To be able to use rich-country methods of production requires rich-country infrastructure—roads, railways, telecommunications, factories, and machines—not to mention rich-country educational levels, all of which take time and money to achieve. Yet the gaps between rich and poor provide plenty of incentives to make the investment in that infrastructure and equipment, and, as Robert Solow showed in one of the most famous papers in all of economics, average living standards should draw closer over time.4 Why this has not happened is a central question in economics. Perhaps the best answer is that poor countries lack the institutions—government capacity, a functioning legal and tax system, security of property rights, and traditions of trust—that are a necessary background for growth to take place.

Before he became the most brilliant and famous man in the ad business, David Ogilvy sold ovens door-to-door. Because of that, he never forgot that advertising is just a slightly more scalable form of creating demand than door-to-door sales.

How did Facebook successfully overcome the growth limiter of operational scalability? On the technology side, one of the philosophies that helped Facebook become successful was its famous motto “Move fast and break things.” This emphasis on speed, which came directly from Mark Zuckerberg, allowed Facebook to achieve rapid product development and continuous product improvement. Even today, every new software engineer who joins Facebook is asked to make a revision to the Facebook codebase (potentially affecting millions or even billions of users) on his or her first day of work. However, as Facebook’s user base and engineering team grew to a massive size, Mark had to change the philosophy to “Move fast and break things with stable infrastructure.

The growth of humanitarianism is not being trumpeted from the rooftops and announced in the media. It is a quiet growth from the grass roots, ´behind the scenes´, ´undercover´, from all the people who live in obscurity and are found in all parts of the world. They go completely quietly about it and have no desire for honour and ´glamour´. They are humility itself and are neither rich nor famous. They have ordinary jobs and earn an ordinary salary. They do not have large demands and just want to be a source of joy and assistance for others

The growth of humanitarianism is not being trumpeted from the rooftops and announced in the media. It is a quiet growth from the grass roots, ´behind the scenes´, ´undercover´, from all the people who live in obscurity and are found in all parts of the world. They go completely quietly about it and have no desire for honour and ´glamour´. They are humility itself and are neither rich nor famous. They have ordinary jobs and earn an ordinary salary. They do not have large demands and just want to be a source of joy and assistance for others.

In the mid-1950s, Governor Luther Hodges cited Aycock’s “march of progress” in his defense of Jim Crow as a system that both ensured political tranquility and enabled racial uplift. His successor in the state house, Terry Sanford, noted that Aycock famously proclaimed “as a white man, I am afraid of but one thing for my race and that is we shall become afraid to give the Negro a fair chance. The white man in the South can never attain to his fullest growth until he does absolute justice to the Negro race.” This framing enabled Hodges, Sanford, and, later, Governor Dan Moore to define the “North Carolina way” in sharp contrast with the racially charged massive resistance rhetoric that defined the approaches of Alabama under George Wallace and Mississippi under Ross Barnett. This moderate course caused early observers like V. O. Key to view the state as “an inspiring exception to southern racism.” Crucially, it operated hand-in-hand with North Carolina’s anti-labor stance to advance the state’s economic interests. Hodges, Sanford, and Moore approached racial policy by emphasizing tranquility, and thus an intolerance for political contention. These officials placed a high value on law and order, condemning as “extremists” those who threatened North Carolina’s “harmonious” race relations by advocating either civil rights or staunch segregation. While racial distinctions could not be elided in the Jim Crow South, where the social fabric was shot through with racial disparity, an Aycock-style progressivist stance emphasized the maintenance of racial separation alongside white elites’ moral and civic interest in the well-being of black residents. This interest generally took the form of a pronounced paternalism, which typically enabled powerful white residents to serve as benefactors to their black neighbors, in a sort of patron-client relationship. “It was white people doing something for blacks—not with them,” explained Charlotte-based Reverend Colemon William Kerry Jr. While often framed as gestures of beneficence and closeness, such acts reproduced inequity and distance. More broadly, this racial order served dominant economic and political interests, as it preserved segregation with a progressive sheen that favored industrial expansion.12

A sobering denouement had to come...exponential growth is a potent delusion-maker, and in 1999, 10 years after the Nikkei’s peak, I was thinking about the Japanese experience as we were waiting to claim our rental car at San Francisco airport. Silicon Valley was years into its first dotcom bubble, and even with advance reservations people had to wait for the just-returned cars to get serviced and released again into the halting traffic on the clogged Bayshore freeway. Mindful of the Japanese experience, I was thinking that every year after 1995 might be the last spell of what Alan Greenspan famously called irrational exuberance, but it was not in 1996 or 1997 or 1998. And even more so than a decade earlier, there were many economists ready to assure American investors that this spell of exponential growth was really different, that the old rules do not apply in the New Economy where endless rapid growth will readily continue.

Zen teaches the release of nothingness. A famous series of pictures designed to show growth in man’s nature ends with a circle enclosed in a square. The circle depicts man in a state of nothingness; the square represents the framework of limitations man must learn to live within. In this blank state, “Nothing is easy, nothing hard,” and so Zen, too, has linked nothingness, humbleness, and grace.

Death and life are two sides of the same coin; you cannot have one without the other. Each time you surrender, each time you trust the dying, your faith is led to a deeper level and you discover a Larger Self underneath. You decide not to push yourself to the front of the line, and something much better happens in the back of the line. You let go of your narcissistic anger, and you find that you start feeling much happier. You surrender your need to control your partner, and finally the relationship blossoms or ends. Yet each time it is a choice—and each time it is a kind of dying. It seems we only know what life is when we know what death is. The mystics and great saints were those who had learned to trust and allow this pattern, and often said in effect, “What did I ever lose by dying?” Or try Paul’s famous one-liner: “For me to live is Christ and to die is gain” (Philippians 1:21). Now even scientific studies, including those of near-death experiences, reveal the same universal pattern. Things change and grow by dying to their present state, but each time it is a risk. We always wonder, “Will it work this time?” So many academic disciplines are coming together, each in their own way, to say that there’s a constant movement of loss and renewal at work in this world at every level. It seems to be the pattern of all growth and evolution. To be alive means to surrender to this inevitable flow. It’s the same pattern in every atom, in every human relationship, and in every galaxy. Indigenous peoples, Hindu gurus, Buddha, Moses, Muhammad, and Jesus all saw it clearly in human history and named it as a kind of “necessary dying.” If this pattern is true, it has been true all the time and everywhere. Such seeing did not just start two thousand years ago. All of us have to eventually learn to let go of something smaller so something bigger can happen. But that’s not a religion—it’s highly visible truth. It is the Way Reality Works. Yes, I am saying that the way things work and Christ are one and the same. This is not a religion to be either fervently joined or angrily rejected. It is a train ride already in motion. The tracks are visible everywhere. You can be a willing and happy traveler. Or not.

The estate Marjorie envisioned was to be erected in the middle of the seventeen-acre lot, which, when cleared of jungle growth, would be surrounded by great stretches of rolling lawn with views of Lake Worth and the Atlantic.

Tony Hseih, CEO of Zappos, helped disrupt the retail space by emphasizing mastery, making the “pursuit of growth and learning” central to his corporate philosophy and famously saying: “Failure isn’t a badge of shame. It is a rite of passage.

I had several friends from law school who were very enterprising guys, much more so than the average law student. They each started businesses after practicing law at large firms for multiple years. What kind of businesses did they start? They started boutique law firms. This is completely unsurprising if you think about it. They’d spent years becoming good at delivering legal services. It was a field that they understood and could compete in. Their credentials translated too. People learn from what they’re doing and do it again on their own. It’s not just lawyers; the consulting firm Bain and Company was started by seven former partners and managers from the Boston Consulting Group. Myriad boutique investment banks and hedge funds have spun out of large financial organizations. You can see the same pattern in the startup world. After PayPal was acquired by eBay in 2002, its founders and employees went on to found or cofound LinkedIn (Reid Hoffman), YouTube (Steve Chen, Jawed Karim, and Chad Hurley), Yelp (Russel Simmons and Jeremy Stoppelman), Tesla Motors (Elon Musk), SpaceX (Musk again), Yammer (David Sacks), 500 Startups (Dave McClure), and many other companies. PayPal’s CEO, Peter Thiel, famously made a $500,000 investment in Facebook that grew to over $1 billion. In this sense, PayPal is one of the most prolific companies of recent times. But if you look at any successful growth company you’ll start to see their alumni show up doing parallel things. Former Apple employees founded or cofounded Android, Palm, Nest, and Handspring, companies that revolve around devices. Former Yahoo! employees founded Ycombinator, Cloudera, Hunch.com, AppNexus, Polyvore, and many other web-oriented companies. Organizations give rise to other organizations like themselves.

In 1930, in a speech titled “Economic Possibilities for Our Grandchildren,” the economist John Maynard Keynes made a famous prediction: Within a century, thanks to the growth of wealth and the advance of technology, no one would have to work more than about fifteen hours a week. The challenge would be how to fill all our newfound leisure time without going crazy. “For the first time since his creation,” Keynes told his audience, “man will be faced with his real, his permanent problem—how to use his freedom from pressing economic cares.” But Keynes was wrong. It turns out that when people make enough money to meet their needs, they just find new things to need and new lifestyles to aspire to; they never quite manage to keep up with the Joneses, because whenever they’re in danger of getting close, they nominate new and better Joneses with whom to try to keep up. As a result, they work harder and harder, and soon busyness becomes an emblem of prestige. Which is clearly completely absurd: for almost the whole of history, the entire point of being rich was not having to work so much. Moreover,

In 1988, NDTV got a good contract from Doordarshan to produce a famous weekly show called The World This Week, which was anchored by the owner Prannoy Roy. As per records, Doordarshan granted Rs.2 lakhs ($6000[1]) per episode to NDTV, which was a princely sum in those days. Incidentally the head of Doordarshan at that time was Bhaskar Ghose and his son-in-law journalist Rajdeep Sardesai became the No. 2 in NDTV. The Congress Party was in power then and showed all possible support to NDTV and provided a red-carpet welcome to the private media unit to enjoy the national resources of Doordarshan. Every resource and infrastructure of Doordarshan was used for NDTV’s growth. In fact, in the early days (1995-1997), it is this tax payer money (Doordarshan contract) that got him personal gains again when he did “sweet” private equity deals (for sale of personal stake belonging to him and his wife) to a few global private equity funds. Thus, he built a business from patronage (government money) and then created value and cashed some of it by selling to private equity investors such as Goldman Sachs, Morgan Stanley, Alliance Capital, Jardine Fleming etc.

Under Welch, GE was changing rapidly. He famously gave a speech in his first year as CEO titled "Growing Fast in a Slow-Growth Economy." With the power of the GE brand providing credibility to his strategy, the new CEO oversaw almost one thousand acquisitions, or about four deals a month over his two decades, with a value topping $130 billion. p17

As a chief ingredient in the mythology of science, the accumulation of objective facts supposedly controls the history of conceptual change–as logical and self-effacing scientists bow before the dictates of nature and willingly change their views to accommodate the growth of conceptual knowledge. The paradigm for such an idealistic notion remains Huxley’s famous remark about “a beautiful theory killed by a nasty, ugly little fact.” But single facts almost never slay worldviews, at least not right away (and properly so, for the majority of deeply anomalous observations turn out to be wrong)... Anomalous facts get incorporated into existing theories, often with a bit of forced stretching to be sure, but usually with decent fit because most worldviews contain considerable flexibility. (How else could they last so long, or be so recalcitrant to overthrow?)

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.

The properties of the renewal tissues enabled the original definition of stem cell behaviour in terms of the ability to self-renew and to generate differentiated progeny. But the most famous stem cell of them all is now the embryonic stem cell (ES cell). In one sense, the ES cell is the iconic stem cell. It is the type of stem cell that has attracted all of the ethical controversy, and it is what lay people are thinking of when they refer to ‘stem cell research’. But ironically, the embryonic stem cell does not exist in nature. It is a creature that has been created by mankind and exists only in the world of tissue culture: the growth of cells in flasks in the laboratory, kept in temperature-controlled incubators, exposed to controlled concentrations of oxygen and carbon dioxide, and nourished by complex artificial media. Cells grown in culture are often referred to by the Latin phrase in vitro (in glass, since the relevant containers used to be made of glass) and distinguished from in vivo (inside the living body).

Thinking that a demonstration of the New Psychology’s practical applications might make it less threatening to traditionalists, Hall delivered a series of lectures on education in Boston (arranged by Charles Eliot). The lectures drew on the work of a man named Francis Parker, who had become famous as the superintendent of schools in Quincy, Massachusetts, and the founder of a theory of pedagogy known as “the Quincy system.” Parker had served as a colonel in the Union Army (he retained the title ever after); after the war, he had spent several years in Europe, returning with a philosophy of education derived from Kantian and Fichtean ideas of mental growth, and emphasizing the importance of experience in acquiring knowledge. Hall expressed the germ of the theory in recapitulationist language: “The pupil should, and in fact naturally does, repeat the course of the development of the race, and education is simply the expediting and shortening of this course.”24 The lectures, attended mostly by teachers, were hugely successful. Hall still couldn’t get a job. He started to think about going to medical school.

I’ve never been afraid of the darkness. It’s always been a part of my life. But I cannot live in the darkness forever. I better change the way I live and start to crawl toward the light.

The mainstream of Chinese Ch'an provided the background tradition for Buddhism in Vietnam, particularly Vietnamese Zen Buddhism. An Indian monk and student of the third patriarch of Chinese Ch'an, Sêng-ts'an, a Chinese monk and disciple of the prominent master Pai-chang, and a second Chinese monk and follower of the famous Hsüeh-t'ou founded the first three schools of Zen Buddhism in Vietnam. Other schools of Buddhist philosophy and practice were also introduced to the country, and various indigenous sects grew up around celebrated Vietnamese masters. In the later development of Vietnamese Zen, the Lâm-Tế (C. Lin-chi, J. Rinzai) branch of practice came to the country and found firm basis for its growth through the innovations of a talented Vietnamese master, so that today most Buddhist monks, nuns, and laymen in Vietnam belong to the Lâm-Tế Zen tradition.

True self-worth lies not in the possession of wealth, but in the journey of personal growth and transformation undertaken on the path to success. Money may come and go, but the character you cultivate and the person you become along the way will forever shape your sense of self. Value the journey, embrace growth, and let your inner worth shine brighter than any material riches.

In the delicate dance of life, let your footsteps be guided by courage and audacity. Embrace the symphony of risks, for within their embrace lies the essence of growth and discovery. Unveil your authentic self, for it is in the radiance of your uniqueness that the world finds its inspiration, and you find your truest fulfillment.

During a belated New Year’s cleaning, I come across my grad-school coursework on the Austrian psychiatrist Viktor Frankl. Scanning my notes, I begin to remember his story. Frankl was born in 1905, and as a boy, he became intensely interested in psychology. By high school, he began an active correspondence with Freud. He went on to study medicine and lecture on the intersection of psychology and philosophy, or what he called logotherapy, from the Greek word logos, or “meaning.” Whereas Freud believed that people are driven to seek pleasure and avoid pain (his famous pleasure principle), Frankl maintained that people’s primary drive isn’t toward pleasure but toward finding meaning in their lives. He was in his thirties when World War II broke out, putting him, a Jew, in jeopardy. Offered immigration to the United States, he turned it down so as not to abandon his parents, and a year later, the Nazis forced Frankl and his wife to have her pregnancy terminated. In a matter of months, he and other family members were deported to concentration camps, and when Frankl was finally freed, three years later, he learned that the Nazis had killed his wife, his brother, and both of his parents. Freedom under these circumstances might have led to despair. After all, the hope of what awaited Frankl and his fellow prisoners upon their release was now gone—the people they cared about were dead, their families and friends wiped out. But Frankl wrote what became an extraordinary treatise on resilience and spiritual salvation, known in English as Man’s Search for Meaning. In it, he shares his theory of logotherapy as it relates not just to the horrors of concentration camps but also to more mundane struggles. He wrote, “Everything can be taken from a man but one thing: the last of the human freedoms—to choose one’s attitude in any given set of circumstances.” Indeed, Frankl remarried, had a daughter, published prolifically, and spoke around the world until his death at age ninety-two. Rereading these notes, I thought of my conversations with Wendell. Scribbled in my grad-school spiral were the words Reacting vs. responding = reflexive vs. chosen. We can choose our response, Frankl was saying, even under the specter of death. The same was true of John’s loss of his mother and son, Julie’s illness, Rita’s regrettable past, and Charlotte’s upbringing. I couldn’t think of a single patient to whom Frankl’s ideas didn’t apply, whether it was about extreme trauma or an interaction with a difficult family member. More than sixty years later, Wendell was saying I could choose too—that the jail cell was open on both sides. I particularly liked this line from Frankl’s book: “Between stimulus and response there is a space. In that space is our power to choose our response. In our response lies our growth and our freedom.

Once we realize how small we are in relation to everything else but stand tall in our wisdom and potency, we will grow and shine evermore.

When someone likes you, it often aligns with their needs and preferences. However, when they appreciate you for your true self, there's no expectation for you to fulfill their needs. In this space, comfort doesn't hinge on you; it's a realm where growth and authenticity coexist without constraints.

Reaganomics, as the dominant economics of this period came to be called, was quite open about the fact that the benefits of growth would come at the cost of some inequality. The idea was that the rich would benefit first but the poor would eventually benefit. This is the famous trickle-down theory, never better described than by Harvard professor John Kenneth Galbraith, who claimed this was what used to be called the “horse and sparrow” theory in the 1890s: “If you feed the horse enough oats, some will pass through to the road for the sparrows.”28 Indeed, the 1980s ushered a dramatic change in the social contract in the US and the UK. Whatever economic growth happened since 1980 has been, for all intents and purposes, siphoned off by the rich. Was Reaganomics or its UK version responsible for it?

But if we have carefully chosen indicators that characterize an administrative unit and watch them closely, we are ready to apply the methods of factory control to administrative work. We can use de facto standards, inferred from the trend data, to forecast the number of people needed to accomplish various anticipated tasks. By rigorous application of the principles of forecasting, manpower can be reassigned from one area to another, and the headcount made to match the forecasted growth or decline in administrative activity. Without rigor, the staffing of administrative units would always be left at its highest level and, given Parkinson’s famous law, people would find ways to let whatever they’re doing fill the time available for its completion.

still a blue-collar suburb, but after three decades of deunionization and stagnant wage growth, blue-collar suburbs like this one look and act very differently than before. Shawnee today burns hotter than nearly any place in the state to defund public education, to stamp out stem-cell research, to roll back taxes, and to abase itself before the throne of big business. The suburb is famous for having sent the most determined of the anti-evolutionists to the State Board of Education and for having chosen the most conservative of all Kansas state legislators,

Every time we sit down to breakfast, we are likely to be benefiting from a dozen such prehistoric inventions. Who was the first person to figure out that you could make bread rise by the addition of those microorganisms we call yeasts? We have no idea, but we can be almost certain she was a woman and would most likely not be considered ‘white’ if she tried to immigrate to a European country today; and we definitely know her achievement continues to enrich the lives of billions of people. What we also know is that such discoveries were, again, based on centuries of accumulated knowledge and experimentation – recall how the basic principles of agriculture were known long before anyone applied them systematically – and that the results of such experiments were often preserved and transmitted through ritual, games and forms of play (or even more, perhaps, at the point where ritual, games and play shade into each other). ‘Gardens of Adonis’ are a fitting symbol here. Knowledge about the nutritious properties and growth cycles of what would later become staple crops, feeding vast populations – wheat, rice, corn – was initially maintained through ritual play farming of exactly this sort. Nor was this pattern of discovery limited to crops. Ceramics were first invented, long before the Neolithic, to make figurines, miniature models of animals and other subjects, and only later cooking and storage vessels. Mining is first attested as a way of obtaining minerals to be used as pigments, with the extraction of metals for industrial use coming only much later. Mesoamerican societies never employed wheeled transport; but we know they were familiar with spokes, wheels and axles since they made toy versions of them for children. Greek scientists famously came up with the principle of the steam engine, but only employed it to make temple doors that appeared to open of their own accord, or similar theatrical illusions. Chinese scientists, equally famously, first employed gunpowder for fireworks.

Knowledge about the nutritious properties and growth cycles of what would later become staple crops, feeding vast populations – wheat, rice, corn – was initially maintained through ritual play farming of exactly this sort. Nor was this pattern of discovery limited to crops. Ceramics were first invented, long before the Neolithic, to make figurines, miniature models of animals and other subjects, and only later cooking and storage vessels. Mining is first attested as a way of obtaining minerals to be used as pigments, with the extraction of metals for industrial use coming only much later. Mesoamerican societies never employed wheeled transport; but we know they were familiar with spokes, wheels and axles since they made toy versions of them for children. Greek scientists famously came up with the principle of the steam engine, but only employed it to make temple doors that appeared to open of their own accord, or similar theatrical illusions. Chinese scientists, equally famously, first employed gunpowder for fireworks.

John Newton, the repentant former slaver, preached the gospel in his parish of Olney; created the Eclectic Society, whose members asked questions like “What is the best way of propagating the Gospel in the East Indies?”; and penned the famous lyrics of “Amazing Grace”: “Amazing grace, how sweet the sound, That saved a wretch like me. I once was lost, but now am found, was blind but now I see.

The lack of affordable housing regulation allows rents to rise with little restriction, and Oregon law prohibits local governments from enacting almost all rent-control policies outside of special subsidized units. But regulation, like Portland’s famous urban growth boundary, has also enhanced the number of multi-unit buildings being constructed inside a limited zone to avoid suburban-like sprawl. Although Portland’s rental rates are not skyrocketing at the speed of San Francisco or even Seattle, the U.S. Census ranks Portland as having one of the tightest markets in the nation. Despite tax-abatement programs for luxury neighbors like the Pearl District and the South Waterfront supposedly tied to affordable-housing units, the city Housing Bureau says they won’t even meet 2003 goals, much less expand and continue programs. Meanwhile, the average condo price rose 41 percent last year and the average apartment rental has climbed at a steady pace of six percent in 2012 and again in 2013.

Victor Hugo famously said, “Nothing is more powerful than an idea whose time has come.

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

stars, the Gang of Four and China (and Japan in earlier decades) are all in East Asia. The idea of a regional growth effect has been especially unwelcome to development experts and aid officials who want to give advice on growth. They can advise the national policy makers, but they cannot give advice to the nonexistent regional policy makers. Another sign that regional growth is an important part of the action is that regions move together from one decade to the next. For example, Latin American nations in the 1980s collectively had a famous “lost decade.” A regional credit bubble had burst: global banks had given the region a supply of easy credit at low interest rates in the 1970s, then interest rates went up and credit was cut off in the 1980s. A sensible principle for attribution for national growth performance is that a nation does not get special recognition if its performance is just at the average. It would be foolish for a nation to claim credit for growth that is the same as the average for its region. If a nation is above (or below) these averages, then we can talk about special recognition for the nation’s growth performance. This principle further reduces the share of growth variation explained by permanent national differences. Some of the variation in decade growth rates explained by national differences was really explained by regional differences. Recalculating, we now get only a little more than a tenth of the variation in decade growth rates explained by national differences. Regional growth

Westerners, not just Lincoln Steffens. It took in the Central Intelligence Agency of the United States. It even took in the Soviet Union’s own leaders, such as Nikita Khrushchev, who famously boasted in a speech to Western diplomats in 1956 that “we will bury you [the West].” As late as 1977, a leading academic textbook by an English economist argued that Soviet-style economies were superior to capitalist ones in terms of economic growth, providing full employment and price stability and even in producing people with altruistic motivation. Poor old Western capitalism did better only at providing political freedom. Indeed, the most widely used university textbook in economics, written by Nobel Prize–winner Paul Samuelson, repeatedly predicted the coming economic dominance of the Soviet Union. In the 1961 edition, Samuelson predicted that Soviet national income would overtake that of the United States possibly by 1984, but probably by 1997. In the 1980 edition there was little change in the analysis, though the two dates were delayed to 2002 and 2012. Though the policies of Stalin and subsequent Soviet leaders could produce rapid economic growth, they could not do so in a sustained way. By the 1970s, economic growth had all but stopped. The most important lesson is that extractive institutions cannot generate sustained technological change for two reasons: the lack of economic incentives and resistance by the elites. In addition, once all the very inefficiently used resources had been reallocated to industry, there were few economic gains to be had by fiat. Then the Soviet system hit a roadblock, with lack of innovation and poor economic incentives preventing any further progress. The only area in which the Soviets did manage to sustain some innovation was through enormous efforts in military and aerospace technology. As a result they managed to put the first dog, Leika, and the first man, Yuri Gagarin, in space. They also left the world the AK-47 as one of their legacies. Gosplan was the supposedly all-powerful planning agency in charge of the central planning of the Soviet economy. One of the benefits of the sequence of five-year plans written and administered by Gosplan was supposed to have been the long time horizon necessary for rational investment and innovation. In reality, what got implemented in Soviet industry had little to do with the five-year plans, which were frequently revised and rewritten or simply ignored. The development of industry took place on the basis of commands by Stalin and the Politburo, who changed their minds frequently and often completely revised their previous decisions. All plans were labeled “draft” or “preliminary.” Only one copy of a plan labeled “final”—that for light industry in 1939—has ever come to light. Stalin himself said in 1937 that “only bureaucrats can think that planning work ends with the creation of the plan. The creation of the plan is just the beginning. The real direction of the plan develops only after the putting together of the plan.” Stalin wanted to maximize his discretion to reward people or groups who were politically loyal, and punish those who were not. As for Gosplan, its main role was to provide Stalin with information so he could better monitor his friends and enemies. It actually tried to avoid making decisions. If you made a decision that turned out badly, you might get shot. Better to avoid all responsibility. An example of what could happen

Research from Brunel University shows that chess students who trained with coaches increased on average 168 points in their national ratings versus those who didn’t. Though long hours of deliberate practice are unavoidable in the cognitively complex arena of chess, the presence of a coach for mentorship gives players a clear advantage. Chess prodigy Joshua Waitzkin (the subject of the film Searching for Bobby Fischer) for example, accelerated his career when national chess master Bruce Pandolfini discovered him playing chess in Washington Square Park in New York as a boy. Pandolfini coached young Waitzkin one on one, and the boy won a slew of chess championships, setting a world record at an implausibly young age. Business research backs this up, too. Analysis shows that entrepreneurs who have mentors end up raising seven times as much capital for their businesses, and experience 3.5 times faster growth than those without mentors. And in fact, of the companies surveyed, few managed to scale a profitable business model without a mentor’s aid. Even Steve Jobs, the famously visionary and dictatorial founder of Apple, relied on mentors, such as former football coach and Intuit CEO Bill Campbell, to keep himself sharp. SO, DATA INDICATES THAT those who train with successful people who’ve “been there” tend to achieve success faster. The winning formula, it seems, is to seek out the world’s best and convince them to coach us. Except there’s one small wrinkle. That’s not quite true. We just held up Justin Bieber as an example of great, rapid-mentorship success. But since his rapid rise, he’s gotten into an increasing amount of trouble. Fights. DUIs. Resisting arrest. Drugs. At least one story about egging someone’s house. It appears that Bieber started unraveling nearly as quickly as he rocketed to Billboard number one. OK, first of all, Bieber’s young. He’s acting like the rock star he is. But his mentor, Usher, also got to Billboard number one at age 18, and he managed to dominate pop music for a decade without DUIs or egg-vandalism incidents. Could it be that Bieber missed something in the mentorship process? History, it turns out, is full of people who’ve been lucky enough to have amazing mentors and have stumbled anyway.

The early to mid-1780s were years of exponential growth for Mozart, not only in terms of his family and career but in his style and exposure as a composer and musician. He met Gottfried van Swieten, a Viennese government official who was a keen patron of musicians at this time. He gave Mozart access to his formidable library of compositions, and Mozart delved into study of the works of some famous predecessors, most notably Johann Sebastian Bach and George Frideric Handel. Access to the breadth of their work highly influenced many of Mozart’s works in the year to come, as he shifted to a more Baroque style in many of his compositions. This influence can most clearly be heard in his opera The Magic Flute, as well as Symphony No. 41. It was also at this time, and perhaps influenced by his study of the greats that came so recently before him, that Mozart wrote one of his greatest liturgical pieces, Mass in C minor. It was performed for the first time in 1783 when Wolfgang and Constanze traveled to Salzburg in order to visit Mozart’s father and sister.

Correlation is enough,” 2 then-Wired editor in chief Chris Anderson famously declared in 2008. We can, he implied, solve innovation problems by the sheer brute force of the data deluge. Ever since Michael Lewis chronicled the Oakland A’s unlikely success in Moneyball (who knew on-base percentage was a better indicator of offensive success than batting averages?), organizations have been trying to find the Moneyball equivalent of customer data that will lead to innovation success. Yet few have. Innovation processes in many companies are structured and disciplined, and the talent applying them is highly skilled. There are careful stage-gates, rapid iterations, and checks and balances built into most organizations’ innovation processes. Risks are carefully calculated and mitigated. Principles like six-sigma have pervaded innovation process design so we now have precise measurements and strict requirements for new products to meet at each stage of their development. From the outside, it looks like companies have mastered an awfully precise, scientific process. But for most of them, innovation is still painfully hit or miss. And worst of all, all this activity gives the illusion of progress, without actually causing it. Companies are spending exponentially more to achieve only modest incremental innovations while completely missing the mark on the breakthrough innovations critical to long-term, sustainable growth. As Yogi Berra famously observed: “We’re lost, but we’re making good time!” What’s gone so wrong? Here is the fundamental problem: the masses and masses of data that companies accumulate are not organized in a way that enables them to reliably predict which ideas will succeed. Instead the data is along the lines of “this customer looks like that one,” “this product has similar performance attributes as that one,” and “these people behaved the same way in the past,” or “68 percent of customers say they prefer version A over version B.” None of that data, however, actually tells you why customers make the choices that they do.