Hospitality Management Quotes

Why do you keep coming?" she asked. "Because," he said. Click on this word, he thought, and you will find links to everything it means. Because you are my oldest friend. Because, once, when I was at my lowest, you saved me. Because I might have died without you or ended up in a children's psychiatric hospital. Because I owe you. Because, selfishly, I see a future where we make fantastic games together, if you can manage to get out of bed. "Because," he repeated.

There are so many things I want to tell her, so many things she doesn't know; like how I remember when she first came home from the hospital, a big pink blob with a perma-smile, and she used to fall asleep while grabbing on to my pinter finger; how I sued to give her piggyback rides up and down the beach on Cape Cod, and she would tub on my ponytail to direct me one way or the other; how soft and furry her head was when she was first born; that the first time you kiss someone you'll be nervous, and it will be weird, and it won't be as good as you want it to be, and that's okay; how you should only fall in love with people who will fall in love back... I feel an ache in my throat, but i manage to smile. Two conflicting desires go through me at the same time, each as sharp as a razor blade: I want to see you grow up and Don't ever change.

Death avoidance is not an individual failing; it’s a cultural one. Facing death is not for the faint-hearted. It is far too challenging to expect that each citizen will do so on his or her own. Death acceptance is the responsibility of all death professionals—funeral directors, cemetery managers, hospital workers. It is the responsibility of those who have been tasked with creating physical and emotional environments where safe, open interaction with death and dead bodies is possible.

The One Minute Manager by Ken Blanchard and Spencer Johnson. I still give The One Minute Manager to every person I promote. It’s an amazing resource, in particular on how to give feedback. My biggest takeaways were: Criticize the behavior, not the person. Praise in public; criticize in private. Praise with emotion, criticize without emotion.

How did Homo sapiens manage to cross this critical threshold, eventually founding cities comprising tens of thousands of inhabitants and empires ruling hundreds of millions? The secret was probably the appearance of fiction. Large numbers of strangers can cooperate successfully by believing in common myths. Any large-scale human cooperation – whether a modern state, a medieval church, an ancient city or an archaic tribe – is rooted in common myths that exist only in people’s collective imagination. Churches are rooted in common religious myths. Two Catholics who have never met can nevertheless go together on crusade or pool funds to build a hospital because they both believe that God was incarnated in human flesh and allowed Himself to be crucified to redeem our sins. States are rooted in common national myths. Two Serbs who have never met might risk their lives to save one another because both believe in the existence of the Serbian nation, the Serbian homeland and the Serbian flag. Judicial systems are rooted in common legal myths. Two lawyers who have never met can nevertheless combine efforts to defend a complete stranger because they both believe in the existence of laws, justice, human rights – and the money paid out in fees.

In my experience, people usually want to be heard more than they want to be agreed with. Even if neither of them managed to change the other’s mind, at the very least they’d have shown each other respect by taking the time to listen.

there wasn't a stove and we put cans of beans in hot water in the sink to heat them up and we read the Sunday papers on Monday after digging them out of the trash cans but somehow we managed money for wine and the rent and the money came off the streets out of hock shops out of nowhere and all that mattered was the next bottle and we drank and sang and fought were in and out of drunk tanks car crashes hospitals we barricaded ourselves against the police and the other roomers hated us and the desk clerk of the hotel feared us and it went on and on and it was one of the most wonderful times of my life. -- Bumming with Jane

There is, however, a skill to it, a developed body of professional expertise. One may not be able to fix such problems, but one can manage them. And until I visited my hospital’s geriatrics clinic and saw the work that the clinicians there do, I did not fully grasp the nature of the expertise involved, or how important it could be for all of us.

But finally, as Montaigne said, it was useless to "worry about death, it will take care of itself. Worry about life, that needs management.

When a worker is injured at an IBP plant in Texas, he or she is immediately presented with a waiver. Signing the waiver means forever surrendering the right to sue IBP on any grounds. Workers who sign the waiver may receive medical care under IBP's Workplace Injury Settlement Program. Or they may not. Once workers sign, IBP and its company-approved doctors have control over the job-related medical treatment - for life. Under the program's terms, seeking treatment from an independent physician can be grounds for losing all medical benefits. Workers who refuse to sign the IBP waiver not only risk getting no medical care from the company, but also risk being fired on the spot...Injured workers almost always sign the waiver. The pressure to do so is immense. An IBP medical case manager will literally bring the waiver to a hospital emergency room in order to obtain an injured worker's signature. When Lonita Leal's right hand was mangled by a hamburger grinder at the IBP plant in Amarillo, a case manager talked her into signing the waiver with her left hand as she waited in the hospital for surgery. When Duane Mullin had both hands crushed in a hammer mill at the same plant, an IBP representative persuaded him to sign the waiver with a pen held in his mouth.

Silly little plastic belt, made for a skinny pinny; it could barely tie around her. She managed, though - a tiny white bow. Waiting, she folded her hands and realized how every single time she went by this hospital, the same two thoughts occurred to her: that she'd been born here and that her father's body had been brought here after his suicide. She'd been through some things, but never mind. She straightened her back. Other people had been through things, too.

Try and make yourself comfortable on the sofa,” invited Reg, fussing around hospitably. “I don’t know if you’ll manage it. It always feels to me as if it’s been stuffed with cabbage leaves and cutlery.

For instance, when a lion was chasing your ancestors, the stress response was doing what it was designed to do—protect them from their outer environment. That’s adaptive. But if, for days on end, you fret about your promotion, overfocus on your presentation to upper management, or worry about your mother being in the hospital, these situations create the same chemicals as though you were being chased by a lion.

This is what I would later call the Rule of 95/5: Manage 95 percent of your business down to the penny; spend the last 5 percent “foolishly.” It sounds irresponsible; in fact, it’s anything but. Because that last 5 percent has an outsize impact on the guest experience, it’s some of the smartest money you’ll ever spend.

Occupation prevents you from managing your affairs in your own way. It interferes in every aspect of life and death; it interferes with longing and anger and desire and walking in the street. It interferes with going anywhere and coming back, with going to market, the emergency hospital, the beach, the bedroom, or a distant capital.

I have noticed over the past three years that most African Christians depend on their pastor or preachers for directions in life than their lecturers, politicians and nurses. That tells why most people refuse certain medical priorities with regards to their pastor's messages. I think if every pastor should have entrepreneurial knowledge coupled with spiritual integrity, Africa will shake!

It is this kind of resourcefulness, I think, that explains how this hardy band of Vikings managed to survive more than one thousand years on an island that is about as hospitable to human habitation as the planet Pluto—if Pluto were a planet, that is, which it’s not.

It seemed especially cruel, then, three days later, in the hospital when the doctor came into the room to tell Leonard that he suffered from something that would never go away, something that could only be "managed," as if managing, for an eighteen-year-old looking out on life, could be any life at all.

Death avoidance is not an individual failing; it's a cultural one. Facing death is not for the faint-hearted. It is far too challenging to expect that each citizen will do so on his or her own. Death acceptance is the responsibility of all death professionals--funeral directors, cemetery managers, hospital workers. It is the responsibility of those who have been tasked with creating physical and emotional environments where safe, open interaction with death and dead bodies is possible. Nine years ago, when I began working with the dead, I heard other practitioners speak about holding the space for the dying person and their family. With my secular bias, "holding the space" sounded like saccharine hippie lingo. This judgment was wrong. Holding the space is crucial, and exactly what we are missing. To hold the space is to create a ring of safety around the family and friends of the dead, providing a place where they can grieve openly and honestly, without fear of being judged.

We began our hospital visits: one day Susan, one day me, everyday The Big Hoom. On one of these visits, she told me about the tap that opened at my birth and the lack drip filling her up, and it tore a hole in my heart. If this was what she could manage with a single sentence, what did thirsty years of marriage do to The Big Hoom?

But such is the nature of man that as soon as you begin to force him to do a thing, from that moment he begins to seek ways by which he can avoid doing the thing you are trying to force upon him. A man with malaria parasites in his blood is a danger to his companions. To kill all the parasites, he was then required to continue doses of quinine a week or ten days after his fever. When the convalescing men were given their daily dose of quinine they would manage to throw their tablets out of the dispensary window. The old turkey-gobbler pet of the hospital gobbled up all the tablets he could find. He became so dissipated he finally developed a species of blindness caused by too much quinine. I cannot vouch for this, but I was often twitted with this story as an illustration of how the men were treating prophylactic quinine.

Your USP is never what you think it is. It is what your customer think it is.

So briefly outline your problem, offer a solution if you have one, and then ask whom you should speak with to have the problem solved. “Should I speak to a manager about this?

This is what I would later call the Rule of 95/5: Manage 95 percent of your business down to the penny; spend the last 5 percent “foolishly.

Montaigne said, it was useless to “worry about death, it will take care of itself. Worry about life, that needs management.

The manager had just returned from a hospitality conference in Jakarta, where he had learned that the main duty of hotel staff was not to deliver but to over-deliver.

The U.S. has a so-called health care system that has nothing to do with the promotion of health. Those who run this system do not care about your health, and it's far from being a system. It's a fragmented patchwork of procedure-oriented services that are meshed in a voluminous trail of paper payments, with little relevance to community-based needs. This misdirected, disease-managed non-care system of symptom suppression demands more and more treatment at higher and higher costs. If they cared at all, you'd be treated like a human, not like a number resembling, quite frankly, the ear tags on a cattle herd.

At our manager meetings, we talked about how to avoid moments like this. Many of these confrontations could be avoided with early, clear, and drama-free corrections—like pulling that guy with the wrinkled shirt aside on day one to say: “Hey! Good to see you this morning. That shirt’s looking a little rough; why don’t you head upstairs and give it a once-over with the iron before we sit down for family meal?

Of all the so-called variety meats, none presents a steeper challenge to the food persuader than the reproductive organs. Good luck to Deanna Pucciarelli, the woman who seeks to introduce mainstream America to the culinary joys of pig balls. “I am indeed working on a project on pork testicles,” said Pucciarelli, director of the Hospitality and Food Management Program at—fill my heart with joy!—Ball State University.

We have imagined that a white hospital train with a white Diesel engine has taken you through many a tunnel to a mountainous country by the sea. You are getting well there. But you cannot write because your fingers are so very weak. Moonbeams cannot hold even a white pencil. The picture is pretty, but how long can it stay on the screen? We expect the next slide, but the magic-lantern man has none left. Shall we let the theme of a long separation expand till it breaks into tears? Shall we say (daintily handling the disinfected white symbols) that the train is Death and the nursing home Paradise? Or shall we leave the picture to fade by itself, to mingle with other fading impressions? But we want to write letters to you even if you cannot answer. Shall we suffer the slow wobbly scrawl (we can manage our name and two or three words of greeting) to work its conscientious and unnecessary way across a post card which will never be mailed? Are not these problems so hard to solve because my own mind is not made up yet in regard to your death? My intelligence does not accept the transformation of physical discontinuity into the permanent continuity of a nonphysical element escaping the obvious law, nor can it accept the inanity of accumulating incalculable treasures of thought and sensation, and thought-behind-thought and sensation-behind-sensation, to lose them all at once and forever in a fit of black nausea followed by infinite nothingness. Unquote.

Fallujah was a Guernica with no Picasso. A city of 300,000 was deprived of water, electricity, and food, emptied of most of its inhabitants who ended up parked in camps. Then came the methodical bombing and recapture of the city block by block. When soldiers occupied the hospital, The New York Times managed to justify this act on grounds that the hospital served as an enemy propaganda center by exaggerating the number of casualties. And by the way, just how many casualties were there? Nobody knows, there is no body count for Iraqis. When estimates are published, even by reputable scientific reviews, they are denounced as exaggerated. Finally, the inhabitants were allowed to return to their devastated city, by way of military checkpoints, and start to sift through the rubble, under the watchful eye of soldiers and biometric controls.

Any existing organization, whether a business, a church, a labor union, or a hospital, goes down fast if it does not innovate. Conversely, any new organization, whether a business, a church, a labor union, or a hospital, collapses if it does not manage. Not to innovate is the single largest reason for the decline of existing organizations. Not to know how to manage is the single largest reason for the failure of new ventures.

My opinion means nothing. It happens every day. The most unlikely people commit the most unlikely crimes. Nice old ladies poison whole families. Clean-cut kids commit multiple holdups and shootings. Bank managers with spotless records going back twenty years are found out to be long-term embezzlers. And successful and popular and supposedly happy novelists get drunk and put their wives in the hospital. We know damn little about what makes even our best friends tick.

Death avoidance is not an individual failing; it's a cultural one. Facing death is not for the faint-hearted. It is far too challenging to expect that each citizen will do so on his or her own. Death acceptance is the responsibility of all death professionals - funeral directors, cemetery managers, hospital workers. It is the responsibility of those who have been tasked with creating physical and emotional environments where safe, open interaction with death and dead bodies is possible.

Over the last 30 odd years, Democrats have moved to the right and the right has moved into the mental hospital. So what we have is one perfectly good party for hedge fund managers, credit card companies, banks, defense contractors, big agriculture and the pharmaceutical lobby... That's the Democrats. And they sit across the aisle from a small group of religious lunatics, flat-earthers and civil war re-enactors who mostly communicate by AM radio and call themselves the Republicans and who actually worry that Obama is a socialist. Socialist? He's not even a liberal.

I held a brain for the cameras at St Paul’s teaching hospital in Addis. It is the most complex single object in the known universe, a most intricate example of emergent complexity assembled over 4 billion years by natural selection operating within the constraints placed upon it by the laws of physics and the particular biochemistry of life on Earth. It contains around 85 billion individual neurons, which is of the same order as the number of stars in an average galaxy. But that doesn’t begin to describe its complexity. Each neuron is thought to make between 10,000 and 100,000 connections to other neurons, making the brain a computer way beyond anything our current technology can simulate. When we do manage to simulate one, I have no doubt that sentience will emerge; consciousness is not magic, it is an emergent property consistent with the known laws of nature.

That’s one small example, of a thousand that might happen over the course of an evening, of how a trusting team operates. And it’s why hiring is such a sobering responsibility. Because when you’re hiring, you’re hiring not only the people who are going to represent and support you, but the people who are going to represent and support the team already working for you. Morale is fickle, and even one individual can have an outsize and asymmetrical impact on the team, in either direction. Bring in someone who’s optimistic and enthusiastic and really cares, and they can inspire those around them to care more and do better. Hire someone lazy, and it means your best team members will be punished for their excellence, picking up the slack so the overall quality doesn’t drop. At the end of the day, the best way to respect and reward the A players on your team is to surround them with other A players. This is how you attract more A players. And it means you must invest as much energy into hiring as you expect the team to invest in their jobs. You cannot expect someone to keep giving all of themselves if you put someone alongside them who isn’t willing to do the same. You need to be as unreasonable in how you build your team as you are in how you build your product or experience. It’s also why you’ve got to hire slow. It’s so dreadful to be shorthanded that managers tend to rush in and find a body to fill the void. I know what it’s like to think, We need someone so desperately—how bad could this person be?

…she’d spent a great deal of time questioning the manager about the most efficacious ways of cleaning and sterilizing the device she’d reluctantly purchased. After being referred to the manufacturer, she’d finally gotten some answers, and had even made suggestions that he assured her would be added as an insert with the product.

Speaking to a foreigner was the dream of every student, and my opportunity came at last. When I got back from my trip down the Yangtze, I learned that my year was being sent in October to a port in the south called Zhanjiang to practice our English with foreign sailors. I was thrilled. Zhanjiang was about 75 miles from Chengdu, a journey of two days and two nights by rail. It was the southernmost large port in China, and quite near the Vietnamese border. It felt like a foreign country, with turn-of-the-century colonial-style buildings, pastiche Romanesque arches, rose windows, and large verandas with colorful parasols. The local people spoke Cantonese, which was almost a foreign language. The air smelled of the unfamiliar sea, exotic tropical vegetation, and an altogether bigger world. But my excitement at being there was constantly doused by frustration. We were accompanied by a political supervisor and three lecturers, who decided that, although we were staying only a mile from the sea, we were not to be allowed anywhere near it. The harbor itself was closed to outsiders, for fear of 'sabotage' or defection. We were told that a student from Guangzhou had managed to stow away once in a cargo steamer, not realizing that the hold would be sealed for weeks, by which time he had perished. We had to restrict our movements to a clearly defined area of a few blocks around our residence. Regulations like these were part of our daily life, but they never failed to infuriate me. One day I was seized by an absolute compulsion to get out. I faked illness and got permission to go to a hospital in the middle of the city. I wandered the streets desperately trying to spot the sea, without success. The local people were unhelpful: they did not like non-Cantonese speakers, and refused to understand me. We stayed in the port for three weeks, and only once were we allowed, as a special treat, to go to an island to see the ocean. As the point of being there was to talk to the sailors, we were organized into small groups to take turns working in the two places they were allowed to frequent: the Friendship Store, which sold goods for hard currency, and the Sailors' Club, which had a bar, a restaurant, a billiards room, and a ping-pong room. There were strict rules about how we could talk to the sailors. We were not allowed to speak to them alone, except for brief exchanges over the counter of the Friendship Store. If we were asked our names and addresses, under no circumstances were we to give our real ones. We all prepared a false name and a nonexistent address. After every conversation, we had to write a detailed report of what had been said which was standard practice for anyone who had contact with foreigners. We were warned over and over again about the importance of observing 'discipline in foreign contacts' (she waifi-lu). Otherwise, we were told, not only would we get into serious trouble, other students would be banned from coming.

Click on this word, he thought, and you will find links to everything it means. Because you are my oldest friend. Because once, when I was at my lowest, you saved me. Because I might have died without you or ended up in a children’s psychiatric hospital. Because I owe you. Because, selfishly, I see a future where we make fantastic games together, if you can manage to get out of bed.

And be it enacted, by the authority aforesaid, that when the said contributors shall have met and chosen their managers and treasurer, and shall have raised by their contributions a capital stock of ——- value (the yearly interest of which is to be applied to the accommodating of the sick poor in the said hospital, free of charge for diet, attendance, advice, and medicines), and shall make the same appear to the satisfaction of the speaker of the Assembly for the time being, that then it shall and may be lawful for the said speaker, and he is hereby required, to sign an order on the provincial treasurer for the payment of two thousand pounds, in two yearly payments, to the treasurer of the said hospital, to be applied to the founding, building, and finishing of the same.

term gains. If you insist on a manager having previous managerial experience, you’ll never be able to promote a promising server into the role. By definition, then, it’s impossible to promote from within if you wait until an employee has all the experience they need. Often, the perfect moment to give someone more responsibility is before they’re ready. Take a chance, and that person will almost always work extra hard to prove you right.

In the rearview mirror, they saw the young officer stumble out of the precinct just in time to see them speed away. "A little slower on the turns, Alfred," Bruce managed to say as they screeched around a corner and bolted into a freeway tunnel. Alfred chuckled. He still had his hospital band wrapped around his wrist. "WayneTech cars aren't made for slow turns, Master Wayne." "And you wonder where I get it from." Bruce felt as if his stomach could touch his spine. Even in his Aston Martin, he'd never been able to drive the way Alfred was now. "I used to be in the Royal Air Force, Master Wayne," Alfred answered in a dry tone. "At least I have an excuse. Just because one can doesn't mean one should. I expect you not to use this against me the next time you go for a joyride." "I'll try not to," Bruce managed to reply as he clutched the edges of his seat. In the back seat, Harvey looked green.

Instinctively the Englishman is no missionary, no conqueror. He prefers the country to the town, and home to foreign parts. He is rather glad and relieved if only natives will remain natives and strangers strangers, and at a comfortable distance from himself. Yet outwardly he is most hospitable and accepts almost anybody for the time being; he travels and conquers without a settled design, because he has the instinct of exploration. His adventures are all external; they change him so little that he is not afraid of them. He carries his English weather in his heart wherever he goes, and it becomes a cool spot in the desert, and a steady and sane oracle amongst all the deliriums of mankind. Never since the heroic days of Greece has the world had such a sweet, just, boyish master. It will be a black day for the human race when scientific blackguards, conspirators, churls, and fanatics manage to supplant him.

I told a story about how my dad had once worked in a lab at a VA hospital on the same floor with a guy who managed to get dogs addicted to cigarettes. There was a tracheostomy tube so the dogs had to inhale the smoke. At first the dogs hated smoking, but eventually they got addicted, and when the cigarettes were taken away, they howled, all day and all night. I didn’t realize until I got to the end that it was a really depressing story. There was a pause.

Why do you keep coming?” she asked. “Because,” he said. Click on this word, he thought, and you will find links to everything it means. Because you are my oldest friend. Because once, when I was at my lowest, you saved me. Because I might have died without you or ended up in a children’s psychiatric hospital. Because I owe you. Because, selfishly, I see a future where we make fantastic games together, if you can manage to get out of bed. “Because,” he repeated. On

Unlike most other health-care systems in the world, health care in the United States is largely profit driven. The reconstruction of the U.S. medical system around managed care led to the closure of hundreds of hospitals across the country,697 leaving many cities with little surge capacity to deal with an abnormal influx of patients.698 HMO corporate stock profiles can ill afford to provide extra beds and ventilators for some indeterminate future surge of patients.

Are you sure you’re okay, Taylor? Say something . . . normal.” He gently tucked a lock of hair behind her ear, being careful to avoid the bump on her head. Taylor stared up into Jason’s amazing blue eyes. He really was the most gorgeous man she had ever seen. With great effort, she pulled herself out of the dreamy depths of the Sexiest Eyes Alive and somehow managed a casual smile. She knew she should at least thank him for coming for her. But then she noticed something she had somehow missed earlier. She peered more closely at Jason. “Wait a second—are you wearing makeup?” Oh yes, there it was—a little trace of powder dusted across his face. And was that a smudge of eyeliner along his bottom lid . . . ? This was too precious. Taylor raised an eyebrow teasingly. “Gee, Jason, it’s just a hospital—you really didn’t need to get all gussied up.” And with that, Jason smiled. He turned to the doctor, finally satisfied. “Okay. She’s fine.

Once Villiam caught his breath, he thanked the nun, promised her fine hospitality as long as she cared to stay, and then went on eating, a bit more carefully this time, engaging the priest in a long discussion of hell, its landscape, its economy, what kind of house the Devil lived in, how he managed his servants, and how he had escaped into the realm of Earth. And then he asked, as though he might be serious, ‘How long will God keep heaven’s gate closed? Hypothetically speaking.

At this point the door of the hospital room swung open and Lieutenant Adam Burke strode into the room, followed by a couple of uniformed officers. He glared at Andy Winslow. "You left the scene of the crime, Winslow." Andy looked innocently at the cop. "I did?" "You know damned well you did. Who the hell do you think you are, letting a corpse into the house and then leaving her there on the floor to die." Andy grinned. "What corpse would that be, Lieutenant?" "This one!" Burke jabbed a thumb at the slight figure on the bed. "You mean Miss Mayhew, Lieutenant? I don't think Miss Mayhew is dead. Are you dead Miss Mayhew?" The slim woman managed a wan, tiny smile. "I don't think I'm dead. I don't even feel sick. I do have a dreadful headache, though." Andy Winslow grinned, "You're entitled to that." Then, to the cop, "It's true that Miss Mayhew was shot at Caligula Foxx's house. I though it was more important to make sure that she was all right, than to wait around for New York's Slowest -- er pardon me, I mean New York's Finest - to arrive.

In airplane crashes and chemical industry accidents, in the infrequent but serious nuclear plant accidents, in the NASA Challenger and Columbia disasters, and in the British Petroleum gulf spill, a common finding is that lower-ranking employees had information that would have prevented or lessened the consequences of the accident, but either it was not passed up to higher levels, or it was ignored, or it was overridden. When I talk to senior managers, they always assure me that they are open, that they want to hear from their subordinates, and that they take the information seriously. However, when I talk to the subordinates in those same organizations, they tell me either they do not feel safe bringing bad news to their bosses or they’ve tried but never got any response or even acknowledgment, so they concluded that their input wasn’t welcome and gave up. Shockingly often, they settled for risky alternatives rather than upset their bosses with potentially bad news. When I look at what goes on in hospitals, in operating rooms, and in the health care system generally, I find the same problems of communication exist and that patients frequently pay the price. Nurses and technicians do not feel safe bringing negative information to doctors or correcting a doctor who is about to make a mistake. Doctors will argue that if the others were “professionals” they would speak up, but in many a hospital the nurses will tell you that doctors feel free to yell at nurses in a punishing way, which creates a climate where nurses will certainly not speak up. Doctors engage patients in one-way conversations in which they ask only enough questions to make a diagnosis and sometimes make misdiagnoses because they don’t ask enough questions before they begin to tell patients what they should do.

The experience of being ill can be like waking up in a foreign country. Life, as you formerly knew it, is on hold while you travel through this other world as unknown as it is unexpected. When I see patient in the hospital or in my office who are suddenly, surprisingly ill, what they really want to know is, "what is wrong with me?" They want a road map that will help them manage their new surroundings. The ability to give this unnerving and unfamiliar a place a name, to know it - on some level - restores a measure of control, independent of whether or not that diagnosis comes attached to a cure.

Walter Mignolo terms and articulates _critical cosmopolitanism, juxtaposing it with globalization, which is a process of "the homogeneity of the planet from above––economically, politically and culturally." Although _globalization from below_ is to counter _globalization from above_ from the experience and perspective of those who suffer from the consequences of _globalization from above_, cosmopolitanism differs, according to Mignolo, form these two types of globalization. Mignolo defines globalization as 'a set of designs to manage the world,' and cosmopolitanism as 'a set of projects toward planetary conviviality

that speaks to the little secret behind the relationships that small giants have with their suppliers and customers. It’s generally not the people at the top of the organization who create the intimate bonds. It’s the managers and employees who do the work of the business day in and day out. They are the ones who convey the spirit of the company to the outside world. Accordingly, they are the company’s first priority—which, from one perspective, is ironic. For all the extraordinary service and enlightened hospitality that the small giants offer, what really sets them apart is their belief that the customer comes second.

but I didn’t realize how sick Leon was until he arrived at the studio in LA. He looked like the ailing patriarch in a Tennessee Williams play: a long white beard, dark glasses and a cane. He struggled to walk. He would sit in a La-Z-Boy recliner in the studio for a couple of hours a day and sing and play. That was all he could manage, but what he did in those two hours was incredible. There were moments when I wondered if his contributions to the album were going to be released posthumously. One day, his nose started running: it was fluid leaking from his brain. He was rushed into hospital for surgery and treated for heart failure and pneumonia while he was there.

Community is also under assault because we’ve outsourced care. As Peter Block and John McKnight argue in their book, The Abundant Community, a lot of the roles that used to be done in community have migrated to the marketplace or the state. Mental well-being is now the job of the therapist. Physical health is now the job of the hospital. Education is the job of the school system. The problem with systems, Block and McKnight argue, is that they depersonalize. These organizations have to operate at scale, so everything has to be standardized. Everything has to follow rules. “The purpose of management is to create a world that is repeatable,” they write. But people are never the same.

I sometimes wanted to shout at them, “Why are you looking at me like that? Don’t you think I know how I look? Or how bad I smell? Do you think that I like walking down these streets, instead of sitting in a nice heated car like you, sipping coffee and eating a doughnut?” But thankfully, so far I’ve always managed to avoid the temptation. (Shouting something like that is sure to bring you to the attention of the cops, and I was in no mood to spend time in jail, or the county facility for drunks.) I’ve been in the overnight drunk tank several times. Once, they had to take me to a county facility, when I got the DT’s. I vaguely remember being in some hospital bed and strapped down, while I writhed in fear from the sounds

She sorted through the clothes. “Do you mind wearing Emilio’s underwear?” She turned back to him with the two different styles that she’d found. “You’re about the same size. And they’re clean. They were wrapped in a paper package, like from a laundry service.” Max gave her a look, because along with the very nice, very expensive pair of black silk boxers she’d pilfered from Emilio, she’d also borrowed one of his thongs. “What?” Gina said. It was definitely a man-thong. It had all that extra room for various non-female body parts. “Don’t be ridiculous.” “I’m not,” she said, trying to play it as serious. “One, it’s been a while, maybe your tastes have changed. And two, these might actually be more comfortable, considering the placement of your bandage and—” He took the boxers from her. “Apparently I was wrong.” She turned away and started sorting through the pairs of pants and Bermuda shorts she’d grabbed, trying not to be too obvious about the fact that she was watching him out of the corner of her eye. To make sure he didn’t fall over. Right. After he got the boxers on, he took off the bathrobe and . . . Okay, he definitely wasn’t as skinny as he’d been after his lengthy stint in the hospital. Emilio’s pants probably weren’t going to fit him, after all. Although, there was one pair that looked like they’d be nice and loose . . . There they were. The Kelly green Bermuda shorts. Max gave her another one of those you’ve-got-to-be-kidding glances as he put the bathrobe over the back of another chair. “Do I really look as if I’ve ever worn shorts that color in my entire life?” She tried not to smile. “I honestly don’t think you have much choice.” She let herself look at him. “You know, you could just go with the boxers. At least until your pants dry. You know what would really work with that, though? A bowtie.” She turned, as if to go back to the closet. “I’m sure Emilio has a tux. Judging from his other clothes, it’s probably polyester and chartreuse, but maybe the bowtie is—” “Gina.” Max stopped her before she reached the door. He motioned for her to come back. She held out the green shorts, but instead of taking them, he took her arm, pulled her close. “I love you,” Max said, as if he were dispatching some terrible, dire news that somehow still managed to amuse him at least a little. Gina had been hoping that he’d say it, praying even, but the fact that he’d managed to smile, even just a bit while he did, was a miracle. And then, before her heart even had a chance to start beating again, he kissed her. And oh, she was also beyond ready for that particular marvel, for the sweet softness of his mouth, for the solidness of his arms around her. There was more of him to hold her since he’d regained his fighting weight—and that was amazing, too. She skimmed her hands across the muscular smoothness of his back, his shoulders, as his kiss changed from tender to heated. And, God. That was a miracle, too. Except she couldn’t help but wonder about those words, wrenched from him, as if it cost him his soul to speak them aloud. Why tell her this right now? Yes, she’d been waiting for years for him to say that he loved her, but . . . Max laughed his surprise. “No. Why do you . . .?” He figured it out himself. “No, no, Gina, just . . . I should’ve said it before. I should have said it years ago, but I really should have said it, you know, instead of hi.” He laughed again, clearly disgusted with himself. “God, I’m an idiot. I mean, hi? I should have walked in and said, ‘Gina, I need you. I love you, don’t ever leave me again.’” She stared at him. It was probably a good thing that he hadn’t said that at the time, because she might’ve fainted. It was obvious that he wanted her to say something, but she was completely speechless.

For inspiration, I would turn again and again to Lieutenant Jason “Jay” Redman, a Navy SEAL who had been shot seven times and had undergone nearly two dozen surgeries. He had placed a hand-drawn sign on the door to his room at Bethesda Naval Hospital. It read: ATTENTION. To all who enter here. If you are coming into this room with sorrow or to feel sorry for my wounds, go elsewhere. The wounds I received I got in a job I love, doing it for people I love, supporting the freedom of a country I deeply love. I am incredibly tough and will make a full recovery. What is full? That is the absolute utmost physically my body has the ability to recover. Then I will push that about 20% further through sheer mental tenacity. This room you are about to enter is a room of fun, optimism, and intense rapid regrowth. If you are not prepared for that, go elsewhere. From: The Management.

And so I learned things, gentlemen. Ah, one learns when one has to; one learns when one needs a way out; one learns at all costs. One stands over oneself with a whip; one flays oneself at the slightest opposition. My ape nature fled out of me, head over heels and away, so that my first teacher was almost himself turned into an ape by it and was taken away to a mental hospital. Fortunately he was soon let out again. But I used up many teachers, several teachers at once. As I became more confident of my abilities, as the public took and interest in my progress and my future began to look bright, I engaged teachers for myself, engaged them in five communicating rooms, and took lessons from all at once by dint of leaping from one room to the other. That progress of mine! How the rays of knowledge penetrated from all sides into my awakening brain? I do not deny it: I found it exhilarating. But I must also confess: I did not overestimate it, not even then, much less now. With an effort which up till now has never been repeated I managed to reach the cultural level of an average European. In itself that might be nothing to speak of, but it is something insofar as it has helped me out of my cage and opened a special way out for me, the way of humanity. There is an excellent idiom: to fight one’s way through the thick of things; that is what I have done, I have fought through the thick of things. There was nothing else for me to do, provided that freedom was not to be my choice. As I look back on my development and survey what I have achieved so far, I do not complain, but I am not complacent either. With my hands in my trouser pockets, my bottle of wine on the table, I half lie and half sit in my rocking chair and gaze out of the window: If a visitor arrives I receive him with propriety. My manager sits in the anteroom; when I ring, he comes and listens to what I have to say. Nearly every evening I give a performance, and I have a success that could hardly be increased. When I come home late at night from banquets, from scientific receptions, from social gatherings, there sits waiting for me a half-trained chimpanzee and I take comfort from her as apes do. By day I cannot bear to see her; for she has the insane look of the bewildered half-broken animal in her eye, no one else sees it, but I do, and I cannot bear it. On the whole, at any rate, I have achieved what I have set out to achieve. But do not tell me that it was not worth the trouble. In any case, I am not appealing to any man’s verdict. I am only imparting knowledge, I am only making a report. To you also, honored Members of the Academy, I have only made a report.

As already suggested, when the individual first learns who it is that he must now accept a his own, he is likely, at the very least, to feel some ambivalence; for these others will not only be patently stigmatized, and thus not like the normal person he knows himself to be, but ma also have other attributes with which he finds it difficult to associate himself. What may end up as a freemasonry may begin with a shudder. A newly blind girl on a visit to The Lighthouse [probably the Chicago Lighthouse, one of the oldest social service agencies in Chicago serving the blind or visually impaired] directly from leaving the hospital provides an illustration: „My questions about a guide dog were politely turned aside. Another sighted worker took me in tow to show me around. We visited the Braille library; the classrooms; the clubrooms where the blind members of the music and dramatic groups meet; the recreation hall where on festive occasion the blind play together; the cafeteria, where all the blind gather to eat together; the huge workshops where the blind earn a subsistence income by making mops and brooms, weaving rugs, caning chairs. As we moved from room to room, I could hear the shuffling of feet, the muted voices, the tap-tap-tapping of canes. Here was the safe, segregated world of the sightless — a completely different world, I was assured by the social worker, from the one I had just left…. I was expected to join this world. To give up my profession and to earn my living making mops. The Lighthouse would be happy to teach me how to make mops. I was to spend the rest of my life making mops with other blind people, eating with other blind people, dancing with other blind people. I became nauseated with fear, as the picture grew in my mind. Never had I come upon such destructive segregation.“ (p.37)

Discouraging cooperation and common purpose. Rewarding individuals for measured performance diminishes the sense of common purpose as well as the social relationships that provide the unmeasureable motivation for cooperation and institutional effectiveness.7 Reward based on measured performance tends to promote not cooperation but competition. If the individuals or units respond to the incentives created, rather than aiding, assisting, and advising one another, they strive to maximize their own metrics, ignoring, or even sabotaging, their fellows. As Donald Berwick, a leading medical reformer, has recounted, One hospital CEO described to me his system of profit-center management, in which middle management bonuses depended on local budget performance. I asked him if one of his managers would transfer resources from his department to another’s if it would help the organization as a whole. “Yes,” the CEO answered honestly, “if he were crazy.

Stopping before them, St. Vincent confided, “I would have found you sooner, but I was attacked by a swarm of dingy-dippers.” His voice lowered with conspiratorial furtiveness. “And I don’t wish to alarm either of you, but I had to warn you…they’re planning to serve kidney pudding in the fifth course.” “I can manage that,” Lillian said ruefully. “It is only animals served in their natural state that I seem to have difficulty with.” “Of course you do, darling. We’re barbarians, the lot of us, and you were perfectly right to be appalled by the calves’ heads. I don’t like them either. In fact, I rarely consume beef in any form.” “Are you a vegetarian, then?” Lillian asked, having heard the word frequently of late. Many discussions had centered on the topic of the vegetable system of diet that was being promoted by a hospital society in Ramsgate. St. Vincent responded with a dazzling smile. “No, sweet, I’m a cannibal.” “St. Vincent,” Westcliff growled in warning, seeing Lillian’s confusion. The viscount grinned unrepentantly. “It’s a good thing I happened along, Miss Bowman. You’re not safe alone with Westcliff, you know.” “I’m not?” Lillian parried, tensing inwardly as she reflected that he never would have made the glib comment had he known of the intimate encounters between her and the earl. She didn’t dare look at Westcliff, but she apprehended the immediate stillness of the masculine form so close to hers. “No, indeed,” St. Vincent assured her. “It’s the morally upright ones who do the worst things in private. Whereas with an obvious reprobate such as myself, you couldn’t be in safer hands. Here, you had better return to the dining hall under my protection. God knows what sort of lascivious scheme is lurking in the earl’s mind.” Giggling, Lillian stood from the bench, enjoying the sight of Westcliff being teased. He regarded his friend with a slight scowl as he too rose to his feet.

THE STORY GOES THAT I sucked too avidly at my mother’s breast, and caused an abscess to bloom in the tender flesh of her left nipple. My grandmother, less kind in those days than afterward, disapproved strongly when at seventeen my mother had married, and managed to instill her daughter with a powerful sense of ill-equipment for the task of mothering me; the failure of her breast to bear up to the ardor of my infant lips filled my mother with shame. She didn’t go to the doctor as quickly as she ought to have. By the time my father found her, collapsed across the keys of the hotel’s piano, and got her into the county hospital, a staph infection had already taken hold of her blood. She died on February 18, 1951, five weeks after giving birth, and thus, naturally, I’ve no memory of her. I can, however, manage to recall a few things about my father, George Tripp, called Little George to distinguish him from my paternal grandfather, his namesake, from whom I’m supposed to

They did not speak of this together. At night he worked downstairs while she slept, and during the morning she managed the restaurant alone. When they worked together he stayed behind the cash register and looked after the kitchen and the tables, as was their custom. They did not talk except on matters of business, but Biff would stand watching her with his face puzzled. Then in the afternoon of the eighth of October there was a sudden cry of pain from the room where they slept. Biff hurried upstairs. Within an hour they had taken Alice to the hospital and the doctor had removed from her a tumor almost the size of a new-born child. And then within another hour Alice was dead. Biff sat by her bed at the hospital in stunned reflection. He had been present when she died. Her eyes had been drugged and misty from the ether and then they hardened like glass. The nurse and the doctor withdrew from the room. He continued to look into her face. Except for the bluish pallor there was little difference. He noted each detail about her as though he had not watched her every day for twenty-one years. Then gradually as he sat there his thoughts turned to a picture that had long been stored inside him.

Dr. Fauci’s strategy for managing the COVID-19 pandemic was to suppress viral spread by mandatory masking, social distancing, quarantining the healthy (also known as lockdowns), while instructing COVID patients to return home and do nothing—receive no treatment whatsoever—until difficulties breathing sent them back to the hospital to submit to intravenous remdesivir and ventilation. This approach to ending an infectious disease contagion had no public health precedent and anemic scientific support. Predictably, it was grossly ineffective; America racked up the world’s highest body counts. Medicines were available against COVID—inexpensive, safe medicines—that would have prevented hundreds of thousands of hospitalizations and saved as many lives if only we’d used them in this country. But Dr. Fauci and his Pharma collaborators deliberately suppressed those treatments in service to their single-minded objective—making America await salvation from their novel, multi-billion dollar vaccines. Americans’ native idealism will make them reluctant to believe that their government’s COVID policies were so grotesquely ill-conceived, so unfounded in science, so tethered to financial interests, that they caused hundreds of thousands of wholly unnecessary deaths.

I will never forget the sensation that plagued my body as my husband’s business partner told me of Jeff’s fate that day. As his words reached my ears, I found myself in a fog of utter disbelief and paralyzing fear. It was almost as if I was part of a movie. As his business partner was telling me what happened, life began to move in slow motion and I was trying to convince myself that what I was hearing wasn’t true. “Jeff has been in a horrible car accident and has been airlifted to Advocate Christ Hospital,” he said. I couldn’t believe what I was hearing. Not my Jeff. There’s no way. The tears came without warning. It was as if a dam broke on a lake I didn’t know existed. This wasn’t really happening. We were a young couple with two small children living the American dream. We had everything going for us. This couldn’t really be happening to me. To us. To him. I had to force myself to focus on his words, “Wait, where was he taken again?” I asked. He repeated the name, but it didn’t sound any more familiar. “Where is that?” I asked. “In Chicago,” he said. Why Chicago? I wondered. I thanked him and somehow managed to end the conversation without completely losing it. God kept me focused and at peace. I still don’t remember how I got everything done that day.

Lukesagynecologist." "What?" Everly tilts her head like I'm talking crazy. "Luke is a gynecologist. At the student health clinic." "Shut the fuck up." I think I've managed to shock Everly. "I did not see this coming." She looks at me. "So?" "So?" I ask. "So you rescheduled the appointment with another doctor?" "No. I kept the appointment." "You kinky bitch, you did not! Stop it." "I did. I was already sitting on the exam table wearing a paper gown when he walked in. What was I supposed to do?" "Was it good for you?" She grins at me suggestively. "Everly!" "Bitch, I know you enjoyed it. At least a little." "You think there's something wrong with me, don't you?" "Sophie, no. That guy has no business being a gynecologist. It's not fair to women." "I think he's technically an obstetrician." "Same difference." "The nurse said he runs a department at the hospital.” "Well done, Sophie. When you crush, you crush classy." "Ugh." I cringe. "That reminds me. Do you keep your socks on during a gynecologist exam?" "Off. So, did you get your prescription?" "Yeah." I nod. "And a bag full of condoms." I pat my backpack. "Aww. Dr. Luke cares about your safety." "You understand I am never waiting on him again, right?" "Oh, yeah. I figured that out about thirty seconds into this conversation.

In the wake of the Cognitive Revolution, gossip helped Homo sapiens to form larger and more stable bands. But even gossip has its limits. Sociological research has shown that the maximum ‘natural’ size of a group bonded by gossip is about 150 individuals. Most people can neither intimately know, nor gossip effectively about, more than 150 human beings. Even today, a critical threshold in human organisations falls somewhere around this magic number. Below this threshold, communities, businesses, social networks and military units can maintain themselves based mainly on intimate acquaintance and rumour-mongering. There is no need for formal ranks, titles and law books to keep order. 3A platoon of thirty soldiers or even a company of a hundred soldiers can function well on the basis of intimate relations, with a minimum of formal discipline. A well-respected sergeant can become ‘king of the company’ and exercise authority even over commissioned officers. A small family business can survive and flourish without a board of directors, a CEO or an accounting department. But once the threshold of 150 individuals is crossed, things can no longer work that way. You cannot run a division with thousands of soldiers the same way you run a platoon. Successful family businesses usually face a crisis when they grow larger and hire more personnel. If they cannot reinvent themselves, they go bust. How did Homo sapiens manage to cross this critical threshold, eventually founding cities comprising tens of thousands of inhabitants and empires ruling hundreds of millions? The secret was probably the appearance of fiction. Large numbers of strangers can cooperate successfully by believing in common myths. Any large-scale human cooperation – whether a modern state, a medieval church, an ancient city or an archaic tribe – is rooted in common myths that exist only in people’s collective imagination. Churches are rooted in common religious myths. Two Catholics who have never met can nevertheless go together on crusade or pool funds to build a hospital because they both believe that God was incarnated in human flesh and allowed Himself to be crucified to redeem our sins. States are rooted in common national myths. Two Serbs who have never met might risk their lives to save one another because both believe in the existence of the Serbian nation, the Serbian homeland and the Serbian flag. Judicial systems are rooted in common legal myths. Two lawyers who have never met can nevertheless combine efforts to defend a complete stranger because they both believe in the existence of laws, justice, human rights – and the money paid out in fees.

Pull approaches differ significantly from push approaches in terms of how they organize and manage resources. Push approaches are typified by "programs" - tightly scripted specifications of activities designed to be invoked by known parties in pre-determined contexts. Of course, we don't mean that all push approaches are software programs - we are using this as a broader metaphor to describe one way of organizing activities and resources. Think of thick process manuals in most enterprises or standardized curricula in most primary and secondary educational institutions, not to mention the programming of network television, and you will see that institutions heavily rely on programs of many types to deliver resources in pre-determined contexts. Pull approaches, in contrast, tend to be implemented on "platforms" designed to flexibly accommodate diverse providers and consumers of resources. These platforms are much more open-ended and designed to evolve based on the learning and changing needs of the participants. Once again, we do not mean to use platforms in the literal sense of a tangible foundation, but in a broader, metaphorical sense to describe frameworks for orchestrating a set of resources that can be configured quickly and easily to serve a broad range of needs. Think of Expedia's travel service or the emergency ward of a hospital and you will see the contrast with the hard-wired push programs.

My Future Self My future self and I become closer and closer as time goes by. I must admit that I neglected and ignored her until she punched me in the gut, grabbed me by the hair and turned my butt around to introduce herself. Well, at least that’s what it felt like every time I left the convalescent hospital after doing skills training for a certification I needed to help me start my residential care business. I was going to be providing specialized, 24/7 residential care and supervising direct care staff for non-verbal, non-ambulatory adult men in diapers! I ran to the Red Cross and took the certified nurse assistant class so I would at least know something about the job I would soon be hiring people to do and to make sure my clients received the best care. The training facility was a Medicaid hospital. I would drive home in tears after seeing what happens when people are not able to afford long-term medical care and the government has to provide that care. But it was seeing all the “young” patients that brought me to tears. And I had thought that only the elderly lived like this in convalescent hospitals…. I am fortunate to have good health but this experience showed me that there is the unexpected. So I drove home each day in tears, promising God out loud, over and over again, that I would take care of my health and take care of my finances. That is how I met my future self. She was like, don’t let this be us girlfriend and stop crying! But, according to studies, we humans have a hard time empathizing with our future selves. Could you even imagine your 30 or 40 year old self when you were in elementary or even high school? It’s like picturing a stranger. This difficulty explains why some people tend to favor short-term or immediate gratification over long-term planning and savings. Take time to picture the life you want to live in 5 years, 10 years, and 40 years, and create an emotional connection to your future self. Visualize the things you enjoy doing now, and think of retirement saving and planning as a way to continue doing those things and even more. However, research shows that people who interacted with their future selves were more willing to improve savings. Just hit me over the head, why don’t you! I do understand that some people can’t even pay attention or aren’t even interested in putting money away for their financial future because they have so much going on and so little to work with that they feel like they can’t even listen to or have a conversation about money. But there are things you’re doing that are not helping your financial position and could be trouble. You could be moving in the wrong direction. The goal is to get out of debt, increase your collateral capacity, use your own money in the most efficient manner and make financial decisions that will move you forward instead of backwards. Also make sure you are getting answers specific to your financial situation instead of blindly guessing! Contact us. We will be happy to help!

My Death If I’m lucky, I’ll be wired every whichway in a hospital bed. Tubes running into my nose. But try not to be scared of me, friends! I’m telling you right now that this is okay. It’s little enough to ask for at the end. Someone, I hope, will have phoned everyone to say, “Come quick, he’s failing!” And they will come. And there will be time for me to bid goodbye to each of my loved ones. If I’m lucky, they’ll step forward and I’ll be able to see them one last time and take that memory with me. Sure, they might lay eyes on me and want to run away and howl. But instead, since they love me, they’ll lift my hand and say “Courage” or “It’s going to be all right.” And they’re right. It is all right. It’s just fine. If you only knew how happy you’ve made me! I just hope my luck holds, and I can make some sign of recognition. Open and close my eyes as if to say, “Yes, I hear you. I understand you.” I may even manage something like this: “I love you too. Be happy.” I hope so! But I don’t want to ask for too much. If I’m unlucky, as I deserve, well, I’ll just drop over, like that, without any chance for farewell, or to press anyone’s hand. Or say how much I cared for you and enjoyed your company all these years. In any case, try not to mourn for me too much. I want you to know I was happy when I was here. And remember I told you this a while ago—April 1984. But be glad for me if I can die in the presence of friends and family. If this happens, believe me, I came out ahead. I didn’t lose this one.

The most servile Negroes are suspect, and every means is used to impress upon them the power of the White Citizens Councils. Even police brutality can be put to good use. An incident in Ruleville, Sunflower County, birthplace of the Council, will illustrate the point. Preston Johns, Negro renter on Senator Eastland's plantation near Blanc, is a "good nigger who knows his place." One day in May 1955, Preston's wife got into a fight with another Negro woman in the Jim Crow section of the Ruleville theater. The manager threw the women out and notified the police. While the police were questioning the women, Preston's daughter came up to see what was happening to her mother. Without warning, a policeman struck her over the head with the butt of his gun. She fell to the pavement bleeding badly. The police left her there. Someone went for her father. When he came up, the police threatened to kill him. Preston left and called Mr. Scruggs, one of Eastland's cronies. After half an hour, Scruggs came and permitted the girl to be lifted from the street and taken to the hospital. When Scruggs left, he yelled to the Negroes across the street: "You'll see who your friend is. If it wasn't for us Citizens Council members, she'd have near about died." One old Negro answered back, "I been tellin' these niggers Mr. Scruggs and Mr. Eastland is de best friends dey got." A few days later, Senator Eastland came to Ruleville to look the situation over. Many Negroes lined the streets and beamed at their "protector.

But I haven’t mentioned the cheer relentlessness of modern life, the crowdedness, the incessant thumping music and braying voices, the near impossibility of finding solitude and silence and time to reflect. I haven’t mentioned the commercial pressures, the forces urging us to buy and discard and buy again. When everything in public life has a logo attached to it, when every public space is disfigured with advertisements, when nothing of public value and importance can take place without commercial sponsorship, when schools and hospitals have to act as if their guiding principle were market forces rather than human need, when adults and children alike are tempted to wear t-shirts with obscene words on them by the smirking little devices spelling the words wrongly, when citizens become consumers and clients; patients and guests, students and passengers are all flattened into customers, what price the school of morals? The answer is: what it would fetch in the market. And not a penny more. I haven’t mentioned the obsession with targets, and testing and tables; the management-driven and politics corrupted and all the clotted rubbish that so deforms the true work of schools. I haven’t mentioned something that might seem trivial but I think its importance is profound and rarely understood: that’s the difference between reading a story in a book and watching a story on a screen. It’s a psychological difference, not just a technical one. We need to take account of it and I fear we are not doing it, and the school of morals is suffering in result.

Sociological research has shown that the maximum 'natural' size of a group bonded by gossip is about 150 individuals. Most people can neither intimately know, nor gossip effectively about, more than 150 human beings...How did Homo sapiens manage to cross this critical threshold, eventually founding cities comprising tens of thousands of inhabitants and empires ruling hundreds of millions? The secret was probably the appearance of fiction. Large numbers of strangers can cooperate successfully by believing in common myths. Any large-scale human cooperation – whether a modern state, a medieval church, an ancient city or an archaic tribe – is rooted in common myths that exist only in people’s collective imagination. Churches are rooted in common religious myths. Two Catholics who have never met can nevertheless go together on crusade or pool funds to build a hospital because they both believe that God was incarnated in human flesh and allowed Himself to be crucified to redeem our sins. States are rooted in common national myths. Two Serbs who have never met might risk their lives to save one another because both believe in the existence of the Serbian nation, the Serbian homeland and the Serbian flag. Judicial systems are rooted in common legal myths. Two lawyers who have never met can nevertheless combine efforts to defend a complete stranger because they both believe in the existence of laws, justice, human rights – and the money paid out in fees. Yet none of these things exists outside the stories that people invent and tell one another. There are no gods in the universe, no nations, no money, no human rights, no laws, and no justice outside the common imagination of human beings.

In March, at HHS’s request, several large pharmaceutical companies—Novartis, Bayer, Sanofi, and others—donated their inventory, a total of 63 million doses of hydroxychloroquine and 2 million of chloroquine, to the Strategic National Stockpile, managed by BARDA, an agency under the DHHS Assistant Secretary for Preparedness and Response.56 BARDA’s Director, Dr. Rick Bright, later claimed the chloroquine drugs were deadly, and he needed to protect the American public from them.57 Bright colluded with FDA to restrict use of the donated pills to hospitalized patients. FDA publicized the authorization using language that led most physicians to believe that prescribing the drug for any purpose was off-limits. But at the beginning of June, based on clinical trials that intentionally gave unreasonably high doses to hospitalized patients and failed to start the drug until too late, FDA took the unprecedented step of revoking HCQ’s emergency authorization,58 rendering that enormous stockpile of valuable pills off limits to Americans while conveniently indemnifying the pharmaceutical companies for their inventory losses by allowing them a tax break for the donations. After widespread use of the drug for 65 years, without warning, FDA somehow felt the need to send out an alert on June 15, 2020 that HCQ is dangerous, and that it required a level of monitoring only available at hospitals.59 In a bit of twisted logic, Federal officials continued to encourage doctors to use the suddenly-dangerous drug without restriction for lupus, rheumatoid arthritis, Lyme and malaria. Just not for COVID. With the encouragement of Dr. Fauci and other HHS officials, many states simultaneously imposed restrictions on HCQ’s use.

As for the Economy, this new embodiment as I called it of Fate or the Gods, this global power that governs the lives of Chinese workers in village factories, Brazilian miners, children working cocoa plantations in West Africa, sex workers in Mumbai, real estate salesmen in Connecticut, sheep-farmers in Scotland or on the Darling Downs, disembodied voices in call centres in Bangalore, workers in the hospitality industry in Cancun or Venice or Fiji, keeping them fatefully interconnected, in its mysterious way, by laws that do exist, the experts assure us, though they cannot agree on what they are- it is too impersonal, too implacable for us to live comfortably with, or even to catch hold of and defy. When we were in the hands of the Gods, we had stories that made these distant beings human and brought them close. They got angry, they took our part or turned violently against us. They fell in love with us and behaved badly. They had their own problems and fought with one another, and like us were sometimes foolish. But their interest in us was personal. They watched over us and were concerned though in moments of willfulness or boredom they might also torment us as “wanton boys” do flies. We had our ways of obtaining their help as intermediaries. We could deal with them. The Economy is impersonal. It lacks manageable dimensions. We have discovered no mythology to account for its moods. Our only source of information about it, the Media and their swarm of commentators, bring us “reports,” but these do not help: a possible breakdown in the system, a new crisis, the descent of Greece, or Ireland or Portugal, like Jove’s eagle, of the IMF. We are kept in a state of permanent low-level anxiety broken only by outbreaks of alarm.

I use the following scenario in my classes to illustrate the nature of the moral circle. Imagine, I ask my students, that your best friend just got a job waiting tables at a restaurant. To celebrate with her you arrange with friends to go to the restaurant to eat dinner on her first night. You ask to be seated in her section and look forward to surprising her and, later, leaving her a big tip. Soon your friend arrives at your table, sweating and stressed out. She is having a terrible night. Things are going badly and she is behind getting food and drinks out. So, I ask my students, what do you do? Easily and naturally the students respond, “We’d say, ‘Don’t worry about us. Take care of everyone else first.’” I point out to the students that this response is no great moral struggle. It’s a simple and easy response. Like breathing. It is just natural to extend grace to a suffering friend. Why? Because she is inside our moral circle. But imagine, I continue with the students, that you go out to eat tonight with some friends. And your server, whom you vaguely notice seems stressed out, performs poorly. You don’t get good service. What do you do in that situation? Well, since this stranger is not a part of our moral circle, we get frustrated and angry. The server is a tool and she is not performing properly. She is inconveniencing us. So, we complain to the manager and refuse to tip. In the end, we fail to treat another human being with mercy and dignity. Why? Because in a deep psychological sense, this server wasn’t really “human” to us. She was a part of the “backdrop” of our lives, part of the teeming anonymous masses toward which I feel indifference, fear, or frustration. The server is on the “outside” of my moral circle.

I was thinking, The last thing I want to do is get in a wreck and lose another limb. I completely lost it and blew up at my father. “Why did you do that? I can’t get injured again! Pull over. I’ll drive!” I screamed. Dad is not the kind of person who would have ever taken that kind of behavior from me in the past, but I think he understood the paranoia. I’d asked him while I was in the hospital, “Did you ever think one of your kids would ever lose a limb?” And he said, “No, it never crossed my mind. I was always more afraid I would lost another limb.” It wasn’t until later that I realized how great it was of him that he kept his cool and understood where I was coming from. He just let me freak out and let me drive. I think in some ways it was the same kind of lesson he taught me as a child without ever saying a word. I watched him just get on with things with one arm. He never made a fuss about it. It was an example that growing up I didn’t know I’d need eventually. So I got in the driver’s seat and we continued on our way. After a while we stopped at a gas station to stretch our legs and get some snacks. I grabbed a lemon-line Gatorade and Dad grabbed something to drink and we got back in the car. I turned the car on, so the air and the radio were going as I tried and tried to get my Gatorade bottle open, but the top was too big and I couldn’t quite get my fingers to grab it, hold it, and twist it open. My finger strength just wasn’t there yet. So I put it between my legs and tried to hold it still while I twisted the top. I heard the creak of release as I managed to break the seal of the plastic orange cap but my legs were squeezing the bottle so hard that the bright yellow liquid squirted all over me. “Crap!” I yelled. I heard my dad snicker. I turned to look at him and he smirked while holding a can of Coke in his hand. “And that’s why I drink out of a can,” he declared with a smug grin. Click. Fizzzz. With one hand, Dad popped that can open and took a big slug of his soda.

Finding herself on the way to the village center again, she pulled over, intending to negotiate a three-point turn. The cottage was slightly out of the village, so she needed to get back onto the opposite side of the road and go back up the hill. Glancing over Hannah’s instructions again, she swung the car to the right—straight into the path of a motorcyclist. What happened next seemed to happen in slow motion. The rider tried to stop but couldn’t do so in time, although he did manage to avoid hitting her car. As he turned his handlebars hard to the right, his tires lost grip on the wet road and he flew off, sliding some way before coming to a halt. Layla sat motionless in her car, paralyzed temporarily by the shock. At last she managed to galvanize herself into action and fumbled for the door handle, her shaking hands making it hard to get a grip. When the door finally opened, another dilemma hit. What if she couldn’t stand? Her legs felt like jelly, surely they wouldn’t support her. Forcing herself upward, she was relieved to discover they held firm. Once she was sure they would continue to do so, she bolted over to where the biker lay, placed one hand on his soaking leather-clad shoulder and said, “Are you okay?” “No, I’m not bloody okay!” he replied, a pair of bright blue eyes meeting hers as he lifted his visor. “I’m a bit bruised and battered as it goes.” Despite his belligerent words, relief flooded through her: he wasn’t dead! “Oh, I’m so glad,” she said, letting out a huge sigh. “Glad?” he said, sitting up now and brushing the mud and leaves off his left arm. “Charming.” “Oh, no, no,” she stuttered, realizing what she’d just said. “I’m not glad that I knocked you over. I’m glad you’re alive.” “Only just, I think,” he replied, needing a helping hand to stand up. “Can I give you a lift somewhere, take you to the nearest hospital?” “The nearest hospital? That would be in Bodmin, I think, about fifteen miles from here. I don’t fancy driving fifteen miles with you behind the wheel.” Feeling a little indignant now, Layla replied, “I’m actually a very good driver, thank you. You’re the first accident I’ve ever had.” “Lucky me,” he replied sarcastically.

Minny came ever day to make sure I was breathing, feed me food to keep me living. All I know is, I ain't saying it. And I know she ain't saying what she want a say either and it's a strange thing happening here cause nobody saying nothing and we still managing to have us a conversation. "Mama, it would really be so terrible if I never met a husband?" Write about what disturbs you, particularly if it bothers no one else. I stare at her, wishing the ceiling fan would fly from its post, crash down on both of us. I feel tears come up in my eyes, cause three years just ain't long enough. A hundred years ain't gone be long enough. Eugenia, just because this is a hospital doesn't mean I'm an invalid" "you kind. you smart. you important." See, I think if God had intended for white people and colored people to be this close together for so much of the day, he would've made us color-blind. Every time a Negro complained about the cost of living didn't mean she was begging for money. But the truth is, I don't care about voting. I don't care about eating at a counter with white people. What I care about is, if, in ten years, a white lady will call my girls dirty and accuse them of stealing the silver. when you little, you only get to ask two questions, what's your name and how old you is, so you better get em right. Mister Jonny knows about me. Miss Celia Knows Mister Jony know about me. But Mister Jonny doesn't know that Miss Celia knows he knows. "Yes ma'am. I tell her." In about a hundred years. How an awful day could turn even worse. It seems like at some point you'd just run out of awful. Lots of folks think if you talk back to your husband, you crossed the line. And that justifies punishment. She can take the most complicated things in life and wrap them up so small and simple, they'll fit right in your pocket. "Don't you let him cheapen you. If Stuart doesn't know how intelligent and kind I raised you to be, he can march straight on back to State Street. Frankly, I don't care much for Stuart. He doesn't know how lucky he was to have you." You tell her we love her, like she's our own family. "You a beautiful person, Minny." Mississippi is like my mother. I am allowed to complain about her all I want, but God help the person who raises an ill word about her around me unless she is their mother too. For the dishonesty upon which a society is founded makes every emotion suspect, makes it impossible to know whether what flowed between two people was honest feeling or pity or pragmatism

Raven paced restlessly across the floor of the cabin, sending Jacques a little self-mocking smile. “I’m very good at waiting.” “I can see that,” Jacques agreed dryly. “Come on, Jacques”— Raven made the length of the room again, turned to face him—“ don’t you find this even a little bit nerve-racking?” He leaned lazily back in his chair, flashing a cocky grin. “Being caged up with a beautiful lunatic, you mean?” “Ha, ha, ha. Do all Carpathian males think they’re stand-up comedians?” “Just those of us with sisters-in-law who bounce off walls. I feel like I am watching a Ping-Pong ball. Settle down.” “Well, how long does something like this take? I thought he implied he’d be in and out of the hospital in two minutes, Jacques. What could have gone wrong? Mikhail was very upset.” “Mikhail did not actually say anything went wrong, did he?” Jacques asked, blankly innocent. Raven’s large blue-violet eyes settled on Jacques’s face thoughtfully. Jacques squirmed under her suspicious, steady gaze. There was far too much intelligence in her enormous eyes to suit him. He held up a placating hand. “Now, Raven.” “Don’t you now-Raven me. That brother of yours, worm that he is, male chauvinist unequaled in modern times, told you something he didn’t tell me, didn’t he?” Leaning back with studied casualness, Jacques tipped his chair to a precarious angle and raised an eyebrow. “Women have vivid imaginations. I think you have a suspicious nature due to your American upbringing.” “Intellect, Jacques, not imagination,” she corrected sweetly. “My American upbringing made me incredibly intelligent, and believe me, I can spot one of your pathetic Carpathian plots to protect the helpless woman from information you consider would make her fragile little delicate self unnecessarily fearful.” He grinned at her. “Carpathian males understand the fragile nature of women’s nerves. Women— especially American women— just cannot take the adversity that we men can.” “I think I should have enjoyed meeting your mother. How a woman could manage to raise two domineering tyrants like you and Mikhail is beyond me.” His dark eyes laughed at her. “But we are charismatic, sexy, handsome, and always right.” Raven hooked her foot around his chair and sent him crashing to the floor. Hands on hips, she regarded him with a superior glint. “Carpathian men are vain, dear brother-in-law,” she proclaimed, “but not too bright.” Jacques glared up at her with mock ferocity. “You have a mean streak in you, woman. Whatever happened to a soft, sweet, Yes, my lord, you’re always right?” “Try the Dark Ages.

One evening in April a thirty-two-year-old woman, unconscious and severely injured, was admitted to the hospital in a provincial town south of Copenhagen. She had a concussion and internal bleeding, her legs and arms were broken in several places, and she had deep lesions in her face. A gas station attendant in a neighboring village, beside the bridge over the highway to Copenhagen, had seen her go the wrong way up the exit and drive at high speed into the oncoming traffic. The first three approaching cars managed to maneuver around her, but about 200 meters after the junction she collided head-on with a truck. The Dutch driver was admitted for observation but released the next day. According to his statement he started to brake a good 100 meters before the crash, while the car seemed to actually increase its speed over the last stretch. The front of the vehicle was totally crushed, part of the radiator was stuck between the road and the truck's bumper, and the woman had to be cut free. The spokesman for emergency services said it was a miracle she had survived. On arrival at the hospital the woman was in very critical condition, and it was twenty-four hours before she was out of serious danger. Her eyes were so badly damaged that she lost her sight. Her name was Lucca. Lucca Montale. Despite the name there was nothing particularly Italian about her appearance. She had auburn hair and green eyes in a narrow face with high cheek-bones. She was slim and fairly tall. It turned out she was Danish, born in Copenhagen. Her husband, Andreas Bark, arrived with their small son while she was still on the operating table. The couple's home was an isolated old farmhouse in the woods seven kilometers from the site of the accident. Andreas Bark told the police he had tried to stop his wife from driving. He thought she had just gone out for a breath of air when he heard the car start. By the time he got outside he saw it disappearing along the road. She had been drinking a lot. They had had a marital disagreement. Those were the words he used; he was not questioned further on that point. Early in the morning, when Lucca Montale was moved from the operating room into intensive care, her husband was still in the waiting room with the sleeping boy's head on his lap. He was looking out at the sky and the dark trees when Robert sat down next to him. Andreas Bark went on staring into the gray morning light with an exhausted, absent gaze. He seemed slightly younger than Robert, in his late thirties. He had dark, wavy hair and a prominent chin, his eyes were narrow and deep-set, and he was wearing a shabby leather jacket. Robert rested his hands on his knees in the green cotton trousers and looked down at the perforations in the leather uppers of his white clogs. He realized he had forgotten to take off his plastic cap after the operation. The thin plastic crackled between his hands. Andreas looked at him and Robert straightened up to meet his gaze. The boy woke.

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We would sit down fifteen, sometimes twenty, to the table on seder nights: my parents; the maiden aunts - Birdie, Len, and before the war, Dora, sometimes Annie; cousins of varying degree, visiting from France or Switzerland; and always a stranger or two would come. There was a beautiful, embroidered tablecloth which Annie had brought us from Jerusalem, gleaming white and gold on the table. My mother, knowing that sooner or later there would be accidents, always had a preemptive "spill" herself - she would manage somehow, very early in the evening, to tip a bottle of red wine onto the tablecloth, and thereafter no guest would be embarrassed if they knocked over a glass. Though I know she did this deliberately, I could never predict how or when the "accident" would occur; it always looked absolutely spontaneous and authentic. (She would immediately spread salt on he wine stain, and it became much paler, almost disappearing; I wondered why salt had this power.)

Good intentions are no excuse for incompetence. And the manager who believes that social consciousness is a substitute for managing his business—or his hospital or his university—so that it produces the results for the sake of which it exists, is either a fool or a knave or both.

the bishop, for instance, is the legal executive of the secular corporation that holds diocesan assets. But a bishop, a religious superior, or the chief officer of a Church-administered hospital does not own the assets; he holds them in trust, to be managed for the good of the faithful. Still, because there are few meaningful restrictions on a bishop’s legal authority over diocesan assets, bishops can and sometimes do misuse the resources that have been entrusted to their care. In the years before the sex-abuse scandal came to light, bishops routinely paid large settlements to the victims of priests’ predation, insisting that the cases must remain undisclosed. When the abuse came to light, bishops authorized additional payments of millions to victims as well as millions to the diocesan lawyers who contested the victims’ claims. In all those cases, there was precious little consultation with the laity, with the people who had donated the funds that were being so rapidly dissipated. When the frightening costs of the scandal forced the closing of Catholic parishes and parochial schools, again bishops made their own decisions about which parishes and schools would be eliminated, rarely providing opportunities for lay people—the parishioners and the parents of students in those schools—to participate in the decision-making process. More ominously, several bishops, in order to avoid prosecution for their endangering children and for failing to report crimes, entered into plea-bargaining agreements with local prosecutors. In a few cases, these agreements imposed obligations not only on the bishops themselves but on their successors; their dioceses were required to submit reports to, and clear policies with, local public officials. In other words, these bishops yielded up the religious freedom of the Church to preserve their own personal freedom. The deals they struck might be described as photographic negatives of martyrdom as, rather than laying down their own lives for the sake of others, too many of our bishops surrendered the patrimony of generations of Catholics to protect themselves. That has been one way in which bishops have betrayed the faithful in recent years.

Of all the choices hoteliers have to make, choosing the right Property Management System is one of the most stressful, yet crucial, one.

Back in the days, PMS were pretty much just that: fancy versions of excel spreadsheets: you used them to assign rooms, print attendants’ sheets or, best case scenario, manage guest invoicing. Today, on the other hand, PMS are required to manage a multitude of tasks, and they have to flawlessly integrate with a multitude of third-party apps and software: channel managers, booking engines, CRM, Yield Management tools, MICE planning software, self-check-in apps, reputation management systems… Well, you get the idea.

Google "booking engine" and you get over 400,000 results. "Channel manager"? Over 2 million. And all these companies claim to be the best choice for you. How can you make a decision in this maelstrom of information?

A hotel is not a farm and it does not always pay to buy local, not even on an ethical level. The web reshaped the geography of the World and it is now easier to reach a 24/7 customer service in India or in the Philippines than your IT manager living two blocks from you. Keep it in mind next time your servers crash in the middle of the night.

When uploading a photo of your hotel online, you are the eyes (and the wallet) of your future guests, so don’t take it lightly

In any modern hotel, having a centralized system is critical in order to increase efficiency, avoid time waste and reduce human error, therefore PMS must eventually connect to nearly all the software the hotel is using.

The extreme competitiveness in travel is slowly bringing search engines, OTAs and metasearch engines to converge towards an increasingly homogeneous model. The reason is simple, almost Darwinian: the model that will prove to be the most efficient in terms of scalability and efficiency for the end user is going to prevail.

Between getting a fax room confirmation and being asked for passport by an animatronic velociraptor, there must be a healthy sweet spot in the use of technology in our industry

What we are likely to see is AI working together with humans, not AI replacing humans

We are the last generation with scraped knees. Next one will make no difference between on and off-line reality

If we want a real frictionless hotel experience, we need to have frictionless hotel infrastructures

Technology evolution is far from linear. It is very, very bumpy