Gerald Key Quotes

The key to understanding complicated things is knowing what not to look at.

His colleague in the United Kingdom, Gerald Shaper, the researcher who studied the Samburu tribe in Kenya, also found the American diet-heart proponents incomprehensible: “People like Jerry Stamler and Ancel Keys raised the blood pressure of British cardiologists to a level which was not believable. It was something strange; it was not rational, it was not scientific.

There was a very big emotional component into the interpretation in those days,” said the influential British cardiologist Michael Oliver. “It was quite extraordinary to me. I could never understand this huge emotion towards lowering cholesterol.” His colleague in the United Kingdom, Gerald Shaper, the researcher who studied the Samburu tribe in Kenya, also found the American diet-heart proponents incomprehensible: “People like Jerry Stamler and Ancel Keys raised the blood pressure of British cardiologists to a level which was not believable. It was something strange; it was not rational, it was not scientific.

The shift in focus served to align the goals of the Civil Rights Movement with key political goals of poor and working-class whites, who were also demanding economic reforms. As the Civil Rights Movement began to evolve into a “Poor People’s Movement,” it promised to address not only black poverty, but white poverty as well—thus raising the specter of a poor and working-class movement that cut across racial lines. Martin Luther King Jr. and other civil rights leaders made it clear that they viewed the eradication of economic inequality as the next front in the “human rights movement” and made great efforts to build multiracial coalitions that sought economic justice for all. Genuine equality for black people, King reasoned, demanded a radical restructuring of society, one that would address the needs of the black and white poor throughout the country. Shortly before his assassination, he envisioned bringing to Washington, D.C., thousands of the nation’s disadvantaged in an interracial alliance that embraced rural and ghetto blacks, Appalachian whites, Mexican Americans, Puerto Ricans, and Native Americans to demand jobs and income—the right to live. In a speech delivered in 1968, King acknowledged there had been some progress for blacks since the passage of the Civil Rights Act of 1964, but insisted that the current challenges required even greater resolve and that the entire nation must be transformed for economic justice to be more than a dream for poor people of all colors. As historian Gerald McKnight observes, “King was proposing nothing less than a radical transformation of the Civil Rights Movement into a populist crusade calling for redistribution of economic and political power. America’s only civil rights leader was now focusing on class issues and was planning to descend on Washington with an army of poor to shake the foundations of the power structure and force the government to respond to the needs of the ignored underclass.”36

The phone rang. It was a familiar voice. It was Alan Greenspan. Paul O'Neill had tried to stay in touch with people who had served under Gerald Ford, and he'd been reasonably conscientious about it. Alan Greenspan was the exception. In his case, the effort was constant and purposeful. When Greenspan was the chairman of Ford's Council of Economic Advisers, and O'Neill was number two at OMB, they had become a kind of team. Never social so much. They never talked about families or outside interests. It was all about ideas: Medicare financing or block grants - a concept that O'Neill basically invented to balance federal power and local autonomy - or what was really happening in the economy. It became clear that they thought well together. President Ford used to have them talk about various issues while he listened. After a while, each knew how the other's mind worked, the way married couples do. In the past fifteen years, they'd made a point of meeting every few months. It could be in New York, or Washington, or Pittsburgh. They talked about everything, just as always. Greenspan, O'Neill told a friend, "doesn't have many people who don't want something from him, who will talk straight to him. So that's what we do together - straight talk." O'Neill felt some straight talk coming in. "Paul, I'll be blunt. We really need you down here," Greenspan said. "There is a real chance to make lasting changes. We could be a team at the key moment, to do the things we've always talked about." The jocular tone was gone. This was a serious discussion. They digressed into some things they'd "always talked about," especially reforming Medicare and Social Security. For Paul and Alan, the possibility of such bold reinventions bordered on fantasy, but fantasy made real. "We have an extraordinary opportunity," Alan said. Paul noticed that he seemed oddly anxious. "Paul, your presence will be an enormous asset in the creation of sensible policy." Sensible policy. This was akin to prayer from Greenspan. O'Neill, not expecting such conviction from his old friend, said little. After a while, he just thanked Alan. He said he always respected his counsel. He said he was thinking hard about it, and he'd call as soon as he decided what to do. The receiver returned to its cradle. He thought about Greenspan. They were young men together in the capital. Alan stayed, became the most noteworthy Federal Reserve Bank chairman in modern history and, arguably the most powerful public official of the past two decades. O'Neill left, led a corporate army, made a fortune, and learned lessons - about how to think and act, about the importance of outcomes - that you can't ever learn in a government. But, he supposed, he'd missed some things. There were always trade-offs. Talking to Alan reminded him of that. Alan and his wife, Andrea Mitchell, White House correspondent for NBC news, lived a fine life. They weren't wealthy like Paul and Nancy. But Alan led a life of highest purpose, a life guided by inquiry. Paul O'Neill picked up the telephone receiver, punched the keypad. "It's me," he said, always his opening. He started going into the details of his trip to New York from Washington, but he's not much of a phone talker - Nancy knew that - and the small talk trailed off. "I think I'm going to have to do this." She was quiet. "You know what I think," she said. She knew him too well, maybe. How bullheaded he can be, once he decides what's right. How he had loved these last few years as a sovereign, his own man. How badly he was suited to politics, as it was being played. And then there was that other problem: she'd almost always been right about what was best for him. "Whatever, Paul. I'm behind you. If you don't do this, I guess you'll always regret it." But it was clearly about what he wanted, what he needed. Paul thanked her. Though somehow a thank-you didn't seem appropriate. And then he realized she was crying.

But I went on thinking about false teeth, and then about piano-keys and about that time the blind man from Martinique came to tune the piano and then he played and we listened to him sitting in the dark with the jalousies shut because it was pouring with rain and my father said, 'You are a real musician.' He had a red moustache, my father. And Hester was always saying, 'Poor Gerald, poor Gerald.' But if you'd seen him walking up Market Street, swinging his arms and with his brown shoes flashing in the sun, you wouldn't have been sorry for him. That time when he say, 'The Welsh word for grief is hiraeth.' Hiraeth. And that time when I was crying about nothing and I thought he'd be wild, but he hugged me up and he didn't say anything. I had on a coral brooch and it got crushed. He hugged me up and then he said, 'I believe you're going to be like me, you poor little devil.' And that time when Mr Crowe said, 'You don't mean to say you're backing up that damned French monkey?' meaning the Governor, 'I've met some Englishmen,' he said, 'who were monkeys too.

Late that autumn a Venezuelan attorney, Alberto Jaime Berti, cooperated with Italian magistrates in return for immunity from prosecution on charges that the IOR was at the center of laundering several hundred million dollars through Swiss and Panamanian banks on behalf of a handful of senior Opus Dei officials.72 The Italian media reported that Berti fingered De Bonis as his Vatican Bank connection and produced dozens of documents with the monsignor’s signature. Prosecutors believed that De Bonis had the key to a safe deposit box at Geneva’s Banque de Paris et des Pays-Bas. It was in that box, said Berti, that a cache of documents laid out exactly how the IOR laundered the money. De Bonis, cloaked by immunity in his Knights of Malta position, denied even knowing Berti.73 The prosecutors, unable to move against him, had to stand down.

Leverage points can prove especially effective when the change is directed at a constraint in the system (a key idea in complexity theory).

The concepts of variation create a structure for understanding the key mistakes that people make in dealing with variation. The first is to treat common cause variation as if it is due to special causes and adjust or reset the system, when in fact the only way to improve the system is by fundamentally changing it. The second mistake is to accept special cause variation as if it were all due to common causes and miss an opportunity to fix a problem.

There is no rule about anything in the stock market save perhaps one. That rule is that the key to market tops and bottoms or the key to market advances or declines will never work more than once. The lock, so to speak, is always changed. Therefore, a little horse sense is far more useful than a lot of theory.

procedures each year. Table 2.5 shows inequities, though possibly not as consistently as for the cancer measure; 22.7 percent of whites received all four procedures within a year, compared to 18.7 percent of Hispanics and 16.6 percent of blacks. Income differences ranged from a high 27.8 percent of the 400 percent or more of the poverty level to a low 16.2 percent

To say that the Open Society is one of ever-increasing diversity and complexity is not to say that all complexity is consistent with it. We need to inquire into the conditions that facilitate the sort of bottom-up self-organization we have been analyzing. Social morality is critical in this regard. The key of ultra-social life under conditions of disagreement is reconciliation on shared rules. It has never been the case that humans were able to live together because they simply shared common goals; we are primates, not ant, and so cooperation always needs to be reconciled with sharp differences and conflicts. Socially shared moral rules, it will be recalled, allow humans to develop both the common expectations and practices of accountability on which effective cooperation depends. The moral rules of a complex society serve to dampen its complexity with some firm expectations in the midst of constant adjustments. As Hayek insisted, without shared moral rules the highly diverse reflexive actors of the Open Society could not even begin to effectively coordinate their actions. Shared moral rules allow for significant prediction of what others will do - or, more accurately, not do. Yet, at the same time, while providing expectations on which to base planning, they must also leave individuals with great latitude to adjust their actions to the constant novelty which complexity generates. These two desiderata push in opposite directions: one toward stability of expectations, the other toward freedom to change them. Successfully securing both is the main challenge of the morality of an Open Society.

The philosopher William James noted, “Thinking is for doing,” meaning that the purpose of knowing things is to act in accordance with that knowledge.

The loss of reverence is another. Bishop Athanasius Schneider has been so insistent that reverence for the Eucharist is the key to the renewal of the Church.13 I agree with that. It would restore faith and devotion. How do you do that? In the United States, in the Catholic school system there were religious women who devoted themselves

The family were arranged on the veranda under the grapevine, each occupied with his or her own affairs. Mother was knitting, counting the stitches audibly at intervals to herself and saying ‘damn’ periodically when she went wrong. Leslie was squatting on the flag-stones, carefully weighing gunpowder and little piles of silver shot as he filled shiny red cartridge cases. Larry was reading a massive tome and occasionally glancing irritably at Margo, who was clattering away at her machine, making some diaphanous garment, and singing, off key, the only line she knew of her favourite song of the moment. ‘She wore her little jacket of blue,’ she warbled. ‘She wore her little jacket of blue, She wore her little jacket of blue, She wore her little jacket of blue.’ ‘The only remarkable thing about your singing is your tenacity,’ said Larry. ‘Anybody else, faced with the fact that they could not carry a tune and couldn’t remember the simplest lyric, would have given up, defeated, a long time ago.’ He threw his cigarette butt down on the flag-stones and this produced a roar of rage from Leslie. ‘Watch the gunpowder,’ he shouted. ‘Leslie dear,’ said Mother, ‘I do wish you wouldn’t shout like that, you’ve made me lose count.’ I produced my hedgehogs proudly and showed them to Mother

Biblical commentators [say that] the first six days of Genesis were six 24-hour days. This means that whoever was in charge recorded the passage of 24 hours per day. But who was there to measure the passage of time? Until Adam appeared on day six, God was watching the clock. And that is the key.

Kane pulled a key from a piece of thread around his neck that looked just like the skeleton key Gerald had given Peter the night before, and slid it into the keyhole. "Welcome," said Kane dramatically, as he pushed the doors open, "to the complete and secret history of the Watchers.

Knowing digital disruption is happening and doing something about it are entirely different matters.

However, all works of history lean on a smaller bank of key resources as a gateway into the research: The Nazi Hunters and Hunting Eichmann by Neal Bascomb; The Nazi Hunters by Andrew Nagorski; Hunting Evil by Guy Walters; Simon Wiesenthal: The Life and Legends by Tom Segev; Nazi Hunter: The Wiesenthal File by Alan Levy; Nazis on the Run: How Hitler’s Henchmen Fled Justice by Gerald Steinacher; The Nazis Next Door: How America Became a Safe Haven for Hitler’s Men by Eric Lichtblau; the seminal Eichmann in Jerusalem: A Report on the Banality of Evil by Hannah Arendt; and the equally spectacular Eichmann Before Jerusalem: The Unexamined Life of a Mass Murderer by Bettina Stangneth. The best research we came across concerning the validity of claims about the existence of an ODESSA group can be found in The Real Odessa: How Peron Brought the Nazi War Criminals to Argentina by Uki Goni.

We define digital maturity as aligning an organization’s people, culture, structure, and tasks to compete effectively by taking advantage of opportunities enabled by technological infrastructure, both inside and outside the organization.

The key to [the Ford Administration],” explained Bill Seidman, “was to go back to fundamentals. You deregulate the economy so you fight high inflation with competition. You reduce the government’s take so the private sector can provide growth. And by doing that you can reduce interest rates.