Information Management Quotes

How did I get into the world? Why was I not asked about it and why was I not informed of the rules and regulations but just thrust into the ranks as if I had been bought by a peddling shanghaier of human beings? How did I get involved in this big enterprise called actuality? Why should I be involved? Isn't it a matter of choice? And if I am compelled to be involved, where is the manager—I have something to say about this. Is there no manager? To whom shall I make my complaint?

[Aldous Huxley] compared the brain to a 'reducing valve'. In ordinary perception, the senses send an overwhelming flood of information to the brain, which the brain then filters down to a trickle it can manage for the purpose of survival in a highly competitive world. Man has become so rational, so utilitarian, that the trickle becomes most pale and thin. It is efficient, for mere survival, but it screens out the most wondrous part of man's potential experience without his even knowing it. We're shut off from our own world.

Clinton has cheated on Hillary for years,’ I said (to his campaign manager James Carville). ‘I told you the story about the time in Greenville in 1984, when he invited me to his hotel room. That’s why I’m not volunteering or doing any work for him. He uses women the wrong way.

Has it ever struck you as odd, or unfortunate, that today, when the proportion of literacy is higher than it has ever been, people should have become susceptible to the influence of advertisement and mass propaganda to an extent hitherto unheard of and unimagined?

What information consumes is rather obvious: it consumes the attention of its recipients. Hence a wealth of information creates a poverty of attention.

Do you suppose it's so much easier to make conversation with someone you already know well than with someone you don't know at all primarily because of all the previously exchanged information and shared experiences between two people who know each other well, or because maybe it's only with people we already know well and know know us well that we don't go through the awkward mental process of subjecting everything we think of saying or bringing up as a topic of light conversation to a self-conscious critical analysis and evaluation that manages to make anything we think of proposing to say the other person seem dull or stupid or banal or on the other hand maybe overly intimate or tension-producing?

God did not give Joseph any special information about how to get from being the son of a nomad in Palestine to being Pharaoh's right hand man in Egypt. What He did give Joseph were eleven jealous brothers, the attention of a very loose and vengeful woman, the ability to do the service of interpreting dreams and managing other people's affairs and the grace to do that faithfully wherever he was.

Firestarters are able to make associations between similar situations and use lessons learned from one sphere of their lives to inform actions and thoughts in seemingly unrelated situations. They look for patterns of success, and then they pounce on situations that have proven to be generators of that success.

Effective people know when to stop assessing and make a tough call, even without total information. Little is worse than a manager who can’t cut bait.

some of the biggest challenges faced by computers and human minds alike: how to manage finite space, finite time, limited attention, unknown unknowns, incomplete information, and an unforeseeable future; how to do so with grace and confidence; and how to do so in a community with others who are all simultaneously trying to do the same.

As a business owner, you should be looking at data as a key resource to help you make more informed decisions that ultimately allow you to grow revenues and maximize profits.

Effective change communication is at the heart of successful change, it acts like the blood in our bodies, but instead of supplying vital oxygen and nutrients, communication supplies information and motivation to the impacted stakeholders

For this reason the gentleman will employ a man on a distant mission and observe his degree of loyalty, will employ him close at hand and observe his degree of respect. He will hand him troublesome affairs and observe how well he manages them, will suddenly ask his advice and observe how wisely he answers. He will exact some difficult promise from him and see how well he keeps it, turn over funds to him and see with what benevolence he dispenses them, inform him of the danger he is in and note how faithful he is to his duties. He will get him drunk with wine and observe how well he handles himself, place him in mixed company and see what effect beauty has upon him. By applying these nine tests, you may determine who is the unworthy man.

Because it is occasionally possible, just for brief moments, to find the words that will unlock the doors of all those many mansions inside the head and express something - perhaps not much, just something - of the crush of information that presses in on us from the way a crow flies over and the way a man walks and the look of a street and from what we did one day a dozen years ago. Words that will express something of the deep complexity that makes us precisely the way we are, from the momentary effect of the barometer to the force that created men distinct from trees. Something of the inaudible music that moves us along in our bodies from moment to moment like water in a river. Something of the spirit of the snowflake in the water of the river. Something of the duplicity and the relativity and the merely fleeting quality of all this. Something of the almighty importance of it and something of the utter meaninglessness. And when words can manage something of this, and manage it in a moment, of time, and in that same moment, make out of it all the vital signature of a human being - not of an atom, or of a geometrical diagram, or of a heap of lenses - but a human being, we call it poetry.

Trying to reclaim your life is a lot like drowning. You attempt to stay above water as waves of new information hit you sideways, carrying you further into the unknown. People throw life preservers, but the ropes can only reach so far, and once a riptide catches you by the ankle, all you can do is wonder why you ever thought you’d be OK jumping into the deep end, when you could barely manage the shallows.

It is usually unbearably painful to read a book by an author who knows way less than you do, unless the book is a novel.

Reports are more a medium of self-discipline than a way to communicate information. Writing the report is important; reading it often is not.

If Mark really had managed to acquire some information about the Mogodorians, and if doing so had gotten him into some kind of trouble, then we needed to help him

Good decision-making is based on access to the correct information at the right time.

At a party given by a billionaire on Shelter Island, Kurt Vonnegut informs his pal, Joseph Heller, that their host, a hedge fund manager, had made more money in a single day than Heller had earned from his wildly popular novel Catch-22 over its whole history. Heller responds, “Yes, but I have something he will never have … enough.” Enough. I was stunned by the simple eloquence of that word—stunned for two reasons: first, because I have been given so much in my own life and, second, because Joseph Heller couldn’t have been more accurate. For a critical element of our society, including many of the wealthiest and most powerful among us, there seems to be no limit today on what enough entails.

That the volume of information, of data, of judgements, of measurements, was too much, and there were too many people, and too many desires of too many people, and too many opinions of too many people, and too much pain from too many people, and having all of it constantly collated, collected, added and aggregated, and presented to her as if that all made it tidier and more manageable--it was too much.

Atwater knew — as did everyone at Style, though by some strange unspoken consensus it was never said aloud — that this was the single great informing conflict of the American psyche. The management of insignificance. It was the great syncretic bond of US monoculture.

To competently perform rectifying security service, two critical incident response elements are necessary: information and organization.

One mark of a leader is his willingness to share information.

A library is many things. It’s a place to go, to get in out of the rain. It’s a place to go if you want to sit and think. But particularly it is a place where books live, and where you can get in touch with other people, and other thoughts, through books. If you want to find out about something, the information is in the reference books — the dictionaries, the encyclopedias, the atlases. If you like to be told a story, the library is the place to go. Books hold most of the secrets of the world, most of the thoughts that men and women have had. And when you are reading a book, you and the author are alone together — just the two of you. A library is a good place to go when you feel unhappy, for there, in a book, you may find encouragement and comfort. A library is a good place to go when you feel bewildered or undecided, for there, in a book, you may have your question answered. Books are good company, in sad times and happy times, for books are people — people who have managed to stay alive by hiding between the covers of a book.

Many aspects of our screen-bound lives are bad for our social skills simply because we get accustomed to controlling the information that comes in, managing our relationships electronically, deleting stuff that doesn't interest us. We edit the world; we select from menus; we pick and choose; our social 'group' focuses on us and disintegrates without us. This makes it rather confusing for us when we step outdoors and discover that other people's behaviour can't be deleted with a simple one-stroke command or dragged to the trash icon.

A market research plan should include all the essential information about your current research project. In addition, remember to keep your plan short and include only the most important information there.

It's very singular how hard it is to manage your mind,' said Demi, clasping his hands round his knees, and looking up at the sky as if for information upon his favorite topic.

Maintaining good accounting records is vital to the successful management of a business. It's really good to be able to assess business-specific financial data to inform decisions. So every business should invest in good accounting software like Intuit, Quicken, or Freshbooks... Or any of the many apps out there.

To my surprise, Brooke smiled, and I realized that even though two of the other teams had managed to bug their marks' cell phones, the information Tara and I had received might just prove it self to be even more useful. Take that Chloe!

Who tricked me into this whole thing and leaves me standing here? Who am I? How did I get into the world? Why was I not asked about it, why was I not informed of the rules and regulations and just thrust into the ranks as if I had been bought from a peddling shanghaier of human beings? How did I get involved in the big enterprise called actuality? Why should I be involved? Isn’t it a matter of choice? If I am compelled to be involved, where is the manager-I have something to say about this. Is there no manager? To whom shall I make my complaint?

Annabelle, what happened to you?” Lillian asked the next morning. “You look dreadful. Why aren’t you wearing your riding habit? I thought you were going to try out the jumping course this morning. And why did you disappear so suddenly last night? It’s not like you to simply vanish without saying—” “I didn’t have a choice in the matter,” Annabelle said testily, folding her fingers around the delicate bowl of a porcelain teacup. Looking pale and exhausted, her blue eyes ringed with dark shadows, she swallowed a mouthful of heavily sweetened tea before continuing. “It was that blasted perfume of yours—as soon as he caught one whiff of it, he went berserk.” Shocked, Lillian tried to take in the information, her stomach plummeting. “It… it had an effect on Westcliff, then?” she managed to ask. “Good Lord, not Lord Westcliff.” Annabelle rubbed her weary eyes. “He couldn’t have cared less what I smelled like. It was my husband who went completely mad. After he caught the scent of that stuff, he dragged me up to our room and…well, suffice it to say, Mr. Hunt kept me awake all night. All night ,” she repeated in sullen emphasis, and drank deeply of the tea. “Doing what?” Daisy asked blankly. Lillian, who was feeling a rush of relief that Lord Westcliff had not been attracted to Annabelle while she was wearing the perfume, gave her younger sister a derisive glance. “What do you think they were doing? Playing a few hands of Find-the-Lady?

Just as the universal family of gifted writers transcends national barriers, so is the gifted reader a universal figure, not subject to spatial or temporal laws. It is he—the good, the excellent reader—who has saved the artists again and again from being destroyed by emperors, dictators, priests, puritans, philistines, political moralists, policemen, postmasters, and prigs. Let me define this admirable reader. He does not belong to any specific nation or class. No director of conscience and no book club can manage his soul. His approach to a work of fiction is not governed by those juvenile emotions that make the mediocre reader identify himself with this or that character and “skip descriptions.” The good, the admirable reader identifies himself not with the boy or the girl in the book, but with the mind that conceived and composed that book. The admirable reader does not seek information about Russia in a Russian novel, for he knows that the Russia of Tolstoy or Chekhov is not the average Russia of history but a specific world imagined and created by individual genius. The admirable reader is not concerned with general ideas; he is interested in the particular vision. He likes the novel not because it helps him to get along with the group (to use a diabolical progressive-school cliche); he likes the novel because he imbibes and understands every detail of the text, enjoys what the author meant to be injoyed, beams inwardly and all over, is thrilled by the magic imageries of the master-forger, the fancy-forger, the conjuror, the artist. Indeed of all the characters that a great artist creates, his readers are the best. (“Russian Writers, Censors, and Readers”)

Despite its affective packaging, the disposition to catalogue and aggregate neatly rounded-off identities is in no meaningful way radical. Not only is it evocative of nineteenth-century essentialisms, it also reproduces the mindset of the mass information industry, which, though public opinion and market research, sorts the population into the demographic equivalent of sound bites—market shares, taste communities—all in service to the corporate sales effort and management of the national political agenda.

In ordinary perception, the senses send an overwhelming flood of information to the brain, which the brain then filters down to a trickle it can manage for the purpose of survival in a highly competitive world. Man has become so rational, so utilitarian, that the trickle becomes most pale and thin. It is efficient, for mere survival, but it screens out the most wondrous parts of man's potential experience without his even knowing it. We're shut off from our own world. Primitive man once experienced the rich and sparkling flood of the senses fully. Children experience it for a few months-until "normal" training, conditioning, close the doors on this other world, usually for good. Somehow, the drugs opened these ancient doors. And through them modern man may at last go, and rediscover his divine birthright...

Although some popular religious texts such as the New Testament, Quran, Bhagavad Gita, Tao Te Ching, or Tibetan Book of the Dead contain interesting insights and stories, it is the Jewish religious texts such as the Old Testament (Hebrew Scriptures) that contain valuable information on acquiring wealth.

The more there is about the individual that deviates in an undesirable direction from what might have been expected to be true of him, the more he is obliged to volunteer information about himself, even though the cost to him of candor may have increased proportionally.

One of the biggest mistakes lower-context managers make is assuming that the other individual is purposely omitting information or unable to communicate explicitly.

One of your many jobs as manager is information conduit, and the rules are deceptively simple: for each piece of information you see, you must correctly determine who on your team needs that piece of information to do their job.

At a party given by a billionaire on Shelter Island, Kurt Vonnegut informs his pal, Joseph Heller, that their host, a hedge fund manager, had made more money in a single day than Heller had earned from his wildly popular novel Catch-22 over its whole history. Heller responds,“Yes, but I have something he will never have — enough.

Unfortunately, in a hierarchical structure, power relationships tend to determine the content; there is always the danger that a "rank-based" logic will prevail. Managers, intent on advancement, tend to supply the information they know their superiors want to hear, rather than the information they ought to hear. Large organizations tend, therefore, to become systematically stupid.

We must recognize that no amount of formal planning can anticipate changes such as globalization and the information revolution we’ve referred to above. Does that mean that you shouldn’t plan? Not at all. You need to plan the way a fire department plans. It cannot anticipate where the next fire will be, so it has to shape an energetic and efficient team that is capable of responding to the unanticipated as well as to any ordinary event.

Whenever those immersed in the bureaucratic culture of the age try to think their way through to the moral foundations of what they are and what they do, they will discover suppressed Nietzschean premises. And consequently it is possible to predict with confidence that in the apparently quite unlikely contexts of bureaucratically managed modern societies there will periodically emerge social movements informed by just that kind of prophetic irrationalism of which Nietzsche's thought is the ancestor. Indeed just because and insofar as contemporary Marxism is Weberian in substance we can expect prophetic irrationalisms of the left as well as of the Right.

Although watching TV is far from being a positive experience—generally people report feeling passive, weak, rather irritable, and sad when doing it—at least the flickering screen brings a certain amount of order to consciousness. The predictable plots, familiar characters, and even the redundant commercials provide a reassuring pattern of stimulation. The screen invites attention to itself as a manageable, restricted aspect of the environment. While interacting with television, the mind is protected from personal worries. The information passing across the screen keeps unpleasant concerns out of the mind.

The flash opened up into something larger, an even more blasphemous notion that her brain contained too much. That the volume of information, of data, of judgments, of measurements, was too much, and there were too many people, and too many desires of too many people, and too many opinions of too many people, and too much pain from too many people, and having all of it constantly collated, collected, added and aggregated, and presented to her as if that all made it tidier and more manageable--it was too much.

Traditional ways to deal with information--reading, listening, writing, talking--are painfully slow in comparison to "viewing the big picture." Those who survive information overload will be those who search for information with broadband thinking but apply it with a single-minded focus.

Be aware of the cost of constant connection. If your focus is always on others—and quenching your appetite for information and external validation—you will miss out on the opportunity to mine the potential of your own mind. Recognize

There is risk, known and unknown, in all aspects of life. We often consider the loss of life the only serious risk. Unless we are genuinely aware, we calculate the danger arising from our own physical and emotional states and from external conditions based on incomplete information. If we believe we can manage those risks, we accept them. Whether these choices are born of delusion or reality comes out in the end.

Information technology (IT) assets must be protected from external and internal activities detrimental to effective and efficient functionality.

The conductor of the orchestra doesn’t make a sound. His power comes from awakening possibility in others. —Benjamin Zander, conductor and coauthor of The Art of Possibility

The real problem occurs using the information in a negative base, and the real solution occurs using the information in a positive base.

A true suicide is a paced, disciplined certainty. People pontificate, “Suicide is selfishness.” Career churchmen like Pater go a step further and call it a cowardly assault on the living. Oafs argue this specious line for varying reasons: to evade fingers of blame, to impress one’s audience with one’s mental fiber, to vent anger, or just because one lacks the necessary suffering to sympathize. Cowardice is nothing to do with it—suicide takes considerable courage. Japanese have the right idea. No, what’s selfish is to demand another to endure an intolerable existence, just to spare families, friends, and enemies a bit of soul-searching. The only selfishness lies in ruining strangers’ days by forcing ’em to witness a grotesqueness. So I’ll make a thick turban from several towels to muffle the shot and soak up the blood, and do it in the bathtub, so it shouldn’t stain any carpets. Last night I left a letter under the manager’s day-office door—he’ll find it at eight A.M. tomorrow—informing him of the change in my existential status, so with luck an innocent chambermaid will be spared an unpleasant surprise. See, I do think of the little people

The paradoxical intercourse of audience and celebrity. The suppressed awareness that the whole reason ordinary people found celebrity fascinating was that they were not, themselves, celebrities. That wasn't quite it. (....) It was more the deeper, more tragic and universal conflict of which the celebrity paradox was a part. The conflict between the subjective centrality of our own lives versus our awareness of its objective insignificance. Atwater knew - as did everyone at Style, though by some strange unspoken consensus it was never said aloud - that this was the single great informing conflict of the American psyche. The management of insignificance. It was the great syncretic bond of US monoculture. It was everywhere, at the root of everything - of impatience in long lines, of cheating on taxes, of movements in fashion and music and art, of marketing. In particular, he thought it was alive in the paradoxes of audience. It was the feeling that celebrities were your intimate friends, coupled with the inchoate awareness that that untold millions of people felt the same way - and that the celebrities themselves did not. Atwater had had contact with a certain number of celebrities (there was no way to avoid it at BSG), and they were not, in his experience, very friendly or considerate people. Which made sense when one considered that celebrities were not actually functioning as real people at all, but as something more like symbols of themselves.

Cult (totalistic type): a group or movement exhibiting a great or excessive devotion or dedication to some person, idea, or thing and employing unethically manipulative techniques of persuasion and control (e.g., isolation from former friends and family, debilitation, use of special methods to heighten suggestibility and subservience, powerful group pressure, information management, suspension of individuality or critical judgement, promotion of total dependency on the group and fear of leaving it, etc) designed to advance the goals of the group's leaders, to the actual or possible detriment of members, their families, or the community.

The managing editor shared Bernstein's fondness for doping things out on the basis of sketchy information. At the same time, he was cautious about what eventually went into print. On more than one occasion, he told Bernstein and Woodward to consider delaying a story or, if necessary, to pull it at the last minute if they had any doubts. 'I don't care if it's a word, a phrase, a sentence, a paragraph, a whole story or an entire series of stories,' he said. 'When in doubt, leave it out.' -- Carl Bernstein, Bob Woodward

how important it is to choose what you consume and pay attention to: just as you are what you eat, when it comes to the information you consume, you are what you choose to focus on. Consuming valuable material in general makes scatterfocus sessions even more productive.

For Socrates, all virtues were forms of knowledge. To train someone to manage an account for Goldman Sachs is to educate him or her in a skill. To train them to debate stoic, existential, theological, and humanist ways of grappling with reality is to educate them in values and morals. A culture that does not grasp the vital interplay between morality and power, which mistakes management techniques for wisdom, which fails to understand that the measure of a civilization is its compassion, not its speed or ability to consume, condemns itself to death. Morality is the product of a civilization, but the elites know little of these traditions. They are products of a moral void. They lack clarity about themselves and their culture. They can fathom only their own personal troubles. They do not see their own bases or the causes of their own frustrations. They are blind to the gaping inadequacies in our economic, social, and political structure and do not grasp that these structures, which they have been taught to serve, must be radically modified or even abolished to stave off disaster. They have been rendered mute and ineffectual. “What we cannot speak about” Ludwig Wittgenstein warned “we must pass over in silence.

The beauty in the genome is of course that it's so small. The human genome is only on the order of a gigabyte of data...which is a tiny little database. If you take the entire living biosphere, that's the assemblage of 20 million species or so that constitute all the living creatures on the planet, and you have a genome for every species the total is still about one petabyte, that's a million gigabytes - that's still very small compared with Google or the Wikipedia and it's a database that you can easily put in a small room, easily transmit from one place to another. And somehow mother nature manages to create this incredible biosphere, to create this incredibly rich environment of animals and plants with this amazingly small amount of data.

Economist Marvin Harris described women as a "literate and docile" labor pool, and "therefore desirable candidates for the information- and people-processing jobs thrown up by modern service industries." The qualities that best serve employers in such a labor pool's workers are: low self-esteem, a tolerance for dull repetitive tasks, lack of ambition, high conformity, more respect for men (who manage them) than women (who work beside them), and little sense of control over their lives.

Anything you might want to accomplish—executing a project at work, getting a new job, learning a new skill, starting a business—requires finding and putting to use the right information. Your professional success and quality of life depend directly on your ability to manage information effectively. According to the New York Times, the average person’s daily consumption of information now adds up to a remarkable 34 gigabytes.1 A separate study cited by the Times estimates that we consume the equivalent of 174 full newspapers’ worth of content each and every day, five times higher than in 1986.2 Instead of empowering us, this deluge of information often overwhelms us. Information Overload has become Information Exhaustion, taxing our mental resources and leaving us constantly anxious that we’re forgetting something.

Healthy organizations believe that performance management is almost exclusively about eliminating confusion. They realize that most of their employees want to succeed, and that the best way to allow them to do that is to give them clear direction, regular information about how they’re doing, and access to the coaching they need.

But there is virtually no relationship between being an expert and being seen as someone people can trust with their secrets, doubts, and vulnerabilities. A petty office tyrant or micromanager may be high on expertise, but will be so low on trust that it will undermine their ability to manage, and effectively exclude them from informal networks.

He brought her to the moon with a flourish. The near side facing the Earth, not the far side, since he thought they should take the trip in stages. She turned in his arms to look around at where he brought them. "W-what ... " "I told you it would be somewhere special," he said, in the invisible bubble he had created for them. She screamed. He smiled smugly. Yes, this second date destination was worthy of a happy scream. Very few humans had walked on the moon. He knew how rare this opportunity was. Surely it should make up for what had happened on their first date. Grace kept screaming. She turned and clawed at him. "Oh, my God. Oh. My. God. OHMYGOD!" His smile vanished. He tried to get hold of her in a gentle but tight grip. That was more difficult than he expected. She seemed to have acquired a half-dozen arms and legs. He informed her, "You may stop making noise any time now." Somehow she had climbed halfway up his body before he managed to grasp her waist. He plucked her off and set her on her feet. She started to climb up his body again. "Are you having fun?" he asked suspiciously. "We're on the fucking moon!" she shouted. "There's nothing here!" He stared at her. "I don't think you're having fun.

Information is a significant component of most organizations’ competitive strategy either by the direct collection, management, and interpretation of business information or the retention of information for day-to-day business processing. Some of the more obvious results of IS failures include reputational damage, placing the organization at a competitive disadvantage, and contractual noncompliance. These impacts should not be underestimated.

As a corollary, beware of management maxims that stop information from flowing freely in your company. For example, consider the old management standard: “Don’t bring me a problem without bringing me a solution.” What if the employee cannot solve an important problem?

It was Freud's ambition to discover the cause of hysteria, the archetypal female neurosis of his time. In his early investigations, he gained the trust and confidence of many women, who revealed their troubles to him.Time after time, Freud's patients, women from prosperous, conventional families, unburdened painful memories of childhood sexual encounters with men they had trusted: family friends, relatives, and fathers. Freud initially believed his patients and recognized the significance of their confessions. In 1896, with the publication of two works, The Aetiology of Hysteria and Studies on Hysteria, he announced that he had solved the mystery of the female neurosis. At the origin of every case of hysteria, Freud asserted, was a childhood sexual trauma. But Freud was never comfortable with this discovery, because of what it implied about the behavior of respectable family men. If his patients' reports were true, incest was not a rare abuse, confined to the poor and the mentally defective, but was endemic to the patriarchal family. Recognizing the implicit challenge to patriarchal values, Freud refused to identify fathers publicly as sexual aggressors. Though in his private correspondence he cited "seduction by the father" as the "essential point" in hysteria, he was never able to bring himself to make this statement in public. Scrupulously honest and courageous in other respects, Freud falsified his incest cases. In The Aetiology of Hysteria, Freud implausibly identified governessss, nurses, maids, and children of both sexes as the offenders. In Studies in Hysteria, he managed to name an uncle as the seducer in two cases. Many years later, Freud acknowledged that the "uncles" who had molested Rosaslia and Katharina were in fact their fathers. Though he had shown little reluctance to shock prudish sensibilities in other matters, Freud claimed that "discretion" had led him to suppress this essential information. Even though Freud had gone to such lengths to avoid publicly inculpating fathers, he remained so distressed by his seduction theory that within a year he repudiated it entirely. He concluded that his patients' numerous reports of sexual abuse were untrue. This conclusion was based not on any new evidence from patients, but rather on Freud's own growing unwillingness to believe that licentious behavior on the part of fathers could be so widespread. His correspondence of the period revealed that he was particularly troubled by awareness of his own incestuous wishes toward his daughter, and by suspicions of his father, who had died recently. p9-10

An organization’s capabilities reside in two places. The first is in its processes—the methods by which people have learned to transform inputs of labor, energy, materials, information, cash, and technology into outputs of higher value. The second is in the organization’s values, which are the criteria that managers and employees in the organization use when making prioritization decisions.

Here we are, practitioners of memos:     We send e-mail and we receive it,     We copy it and forward it and save it and delete it.     We write to move the data, and                 organize the program,                 and keep people informed—     and know and control and manage.   We write and receive one-dimensional memos,         that are, at best, clear and unambiguous.     And then—in breathtaking ways—you summon us to song.

One third of managers are victims of "Information Fatigue Syndrome." 49 percent said they are unable to handle the vast amounts of information received. 33 percent of managers were suffering ill health as a direct result of information overload. 62 percent admitted their business and social relationships suffer. 66 percent reported tension with colleagues and diminished job satisfaction. 43 percent think that important decisions are delayed and their abilities to make decisions are affected as a result of having too much information. (Reuters's "Dying for Business" report)

When companies do not understand their customers’ or users’ problems well, they cannot possibly define value for them. Instead of doing the work to learn this information about customers, they create a proxy that is easy to measure. “Value” becomes the quantity of features that are delivered, and, as a result, the number of features shipped becomes the primary metric of success.

In the sixties there was proposed a “National Data Bank,” which would, theoretically, improve the government’s efficiency by allowing agencies to share information. The fact that such a system could be abused did not mean it would be, proponents said; it could be constructed in such a way as to guarantee benign use. Nonsense, said opponents, who managed to block the proposal; no matter what the intent or the safeguards, the existence of such a system would inevitably lead toward the creation of a police state.

Meanwhile, peer-to-peer blockchain networks and cryptocurrencies such as Bitcoin might completely revamp the monetary system, making radical tax reforms inevitable. For example, it might become impossible or irrelevant to calculate and tax incomes in dollars, because most transactions will not involve a clear-cut exchange of national currency, or any currency at all. Governments might therefore need to invent entirely new taxes—perhaps a tax on information (which will be both the most important asset in the economy and the only thing exchanged in numerous transactions). Will the political system manage to deal with the crisis before it runs out of money?

Uh, hello? Hello, hello! Uh, this is just to inform all employees, that due to current restrictions, the previously mentioned safe rooms, are being sealed at most locations. Including this one. Work crews will be here most of the day today, constructing a false wall over the old door bay. Nothing is being taken out before hand, so if you left anything inside, then it's your own fault. Management also requests, that this room not be mentioned to family, friends or insurance representatives. Thanks again, and remember to smile. You are the face of Freddy Fazbear's Pizza.

If we ignore and repress an emotion, we won’t erase its message—we’ll just shoot the messenger and interfere with an important natural process. The unconscious then has two choices: to increase the intensity of the emotion and present it to us one more time (this is how unresolving moods or escalating emotional suffering may be activated), or to give up on us and stuff the emotional energy deep into our psyches. Now, that instinct will no longer be readable as itself—as fear or anger or despair—but it will still contain all its original intensity and information. Usually, this squelched intensity mutates into something else, like tics, compulsions, psychosomatic illness, addictions, or neuroses. Repressing our emotions is a perilous way to manage them.

Where once universities, corporations, movie studios, and the like had been governed by a combination of relatively simple chains of command and informal patronage networks, we now have a world of funding proposals, strategic vision documents, and development team pitches—allowing for the endless elaborations of new and ever more pointless levels of managerial hierarchy, staffed by men and women with elaborate titles, fluent in corporate jargon, but who either have no firsthand experience of what it's like to do the work they are supposed to be managing, or who have done everything in their power to forget it.

While India is undoubtedly complex, there still are some simple truths that managers have to accept. Indian consumers are very value-conscious. They may be poor, but they are not backward. Even in media-dark India, consumers are well informed. They are not overwhelmed by Western brands. And they can make a difference to the global positions of individual firms. Consider cellphones. The Indian market is growing at the rate of 6 million new subscribers per month.

I've been living like this for a long time - about twenty years. I'm forty now. I used to be in the civil service; I no longer am. I was a wicked official. I was rude, and took pleasure in it. After all, I didn't accept bribes, so I had to reward myself at least with that. (A bad witticism, but I won't cross it out. I wrote it thinking it would come out very witty; but now, seeing for myself that I simply had a vile wish to swagger - I purposely won't cross it out!) When petitioners would come for information to the desk where I sat - I'd gnash my teeth at them, and felt an inexhaustible delight when I managed to upset someone. I almost always managed. They were timid people for the most part: petitioners, you know. But among the fops there was one officer I especially could not stand. He simply refused to submit and kept rattling his sabre disgustingly. I was at war with him over that sabre for a year and a half. In the end, I prevailed. He stopped rattling. However, that was still in my youth. But do you know, gentlemen, what was the main point about my wickedness? The whole thing precisely was, the greatest nastiness precisely lay in my being shamefully conscious every moment, even in moments of the greatest bile, that I was not only not a wicked but was not even an embittered man, that I was simply frightening sparrows in vain, and pleasing myself with it. I’m foaming at the mouth, but bring me some little doll, give me some tea with a bit of suger, and maybe I’ll calm down. I’ll even wax tenderhearted, though afterwards I’ll certainly gnash my teeth at myself and suffer from insomnia for a few months out of shame. Such is my custom. And I lied about myself just now when I said I was a wicked official. I lied out of wickedness. I was simply playing around both with the petitioners and with the officer, but as a matter of fact I was never able to become wicked.

Does trying to understand the universe at all betray a lack of humility ? I believe it is true that humility is the only just response in a confrontation with the universe, but not a humility that prevents us from seeking the nature of the universe we are admiring. If we seek that nature, then love can be informed by truth instead of being based on ignorance and self-deception. If a Creator God exists, would He or She or It or whatever the appropriate pronoun is, prefer a kind of sodden blockhead who worships while understanding nothing ? Or would He prefer His votaries to admire the real universe in all its intricacy ? I would suggest that science is, at least in part, informed worship. My deeply held belief is that if a god of anything like the traditional sort exists, then our curiosity and intelligence are provided by such a god. We would be unappreciative of those gifts if we suppressed our passion to explore the universe and ourselves. On the other hand, if such a traditional god does not exist, then our curiosity and our intelligence are the essential tools for managing our survival in an extremely dangerous time. In either case the enterprise of knowledge is consistent surely with science; it should be with religion, and it is essential for the welfare of the human species.

Remembering things or processing memories can be a charged, or frightening, or uncomfortable time. It can help to imagine yourself being a reporter. This can take pressure off of needing to remember 'all the details' or not wanting to 'be wrong about something', if you simply just write down whatever comes to you down on paper without editing it, censoring it, or passing judgment—for the time being—on either its content, or on whether it is l00% accurate in every way. Simply write it down and come back to it later, when things may make more sense, or as additional information comes to you...

The problem with fiat is that simply maintaining the wealth you already own requires significant active management and expert decision-making. You need to develop expertise in portfolio allocation, risk management, stock and bond valuation, real estate markets, credit markets, global macro trends, national and international monetary policy, commodity markets, geopolitics, and many other arcane and highly specialized fields in order to make informed investment decisions that allow you to maintain the wealth you already earned. You effectively need to earn your money twice with fiat, once when you work for it, and once when you invest it to beat inflation. The simple gold coin saved you from all of this before fiat.

Nay," she said stubbornly. "I have just been told that the only chance I have for freedom is in your hands and by all that is holy, you will deliver me my freedom or I shall see to it that you live out the rest of your life in merciless misery." He gaped at her. On any other man such an expression would have looked foolish, but to credit Lord Stryder, even when taken by surprise, he still managed to carry off an air of supreme authority and handsomeness. "I beg your pardon? Have you gone completely mad?" "Not I, but rather the king you love so well. It appears he would see us marry." "My hairy arse." She gave him a droll stare. "That is much more information about your person, Lord Stryder, than I care to know.

Sorry I was bitchy,” I managed to say. “You had cause, honey.” “My mother’s awful.” “Yeah.” He wiggled my toes individually. His voice was steam-blended and soft. “That advice she gave you was crap, by the way.” “You heard that? Oh, God.” “You should give me everything I want,” Jack informed me. “You should spoil me rotten. And it’s too late to play dumb, and you’re cute as hell without makeup.” I smiled, my eyes still closed. “What about my glasses?” “Definite turn-on.” “Everything’s a turn-on for you,” I said languidly. “Not everything.” Laughter thickened his voice. “Yes. You’re like one of those pharmaceutical commercials where they warn about four-hour erections. You need to go see your doctor.” “I don’t find him all that attractive.

When one speaks of religion influencing public policy, the immediate question is, Whose religion? If one subscribes to the notion that this is in some sense a Christian society, then the question becomes, Whose Christianity? Without some basic agreement religiously, the entrance of religion into the public arena would seem to be a formula for open-ended conflict and possible anarchy. Yet, in the absence of a public ethic, we arrive at that point where, in Alisdair MacIntyre's arresting phrase, "politics becomes civil war carried on by other means." MacIntyre believes that we have already reached that point, and he may be right. A major problem, however, is that a public ethic cannot be reestablished unless it is informed by religiously grounded values. . . . It is important to note that, unlike Rousseau, for example, the founders thought the conventional religions could manage this role of ancillary reinforcement. They did not think it necessary to construct a new "civil religion" for the maintenance of republican virtue.

This young woman,” said Diana, “was responsible for the destruction of the Triumvirate’s fleet.” “Well, I had a lot of help,” Lavinia said. “I don’t understand,” I said, turning to Lavinia. “You made all those mortars malfunction?” Lavinia looked offended. “Well, yeah. Somebody had to stop the fleet. I did pay attention during siege-weapon class and ship-boarding class. It wasn’t that hard. All it took was a little fancy footwork.” Hazel finally managed to pick her jaw off the pavement. “Wasn’t that hard?” “We were motivated! The fauns and dryads did great.” She paused, her expression momentarily clouding, as if she remembered something unpleasant. “Um…besides, the Nereids helped a lot. There was only a skeleton crew aboard each yacht. Not, like, actual skeletons, but—you know what I mean. Also, look!” She pointed proudly at her feet, which were now adorned with the shoes of Terpsichore from Caligula’s private collection. “You mounted an amphibious assault on an enemy fleet,” I said, “for a pair of shoes.” Lavinia huffed. “Not just for the shoes, obviously.” She tap-danced a routine that would’ve made Savion Glover proud. “Also to save the camp, and the nature spirits, and Michael Kahale’s commandos.” Hazel held up her hands to stop the overflow of information. “Wait. Not to be a killjoy—I mean, you did an amazing thing!—but you still deserted your post, Lavinia. I certainly didn’t give you permission —” “I was acting on praetor’s orders,” Lavinia said haughtily. “In fact, Reyna helped. She was knocked out for a while, healing, but she woke up in time to instill us with the power of Bellona, right before we boarded those ships. Made us all strong and stealthy and stuff.” Hazel asked, “Is it true about Lavinia acting on your orders?” Reyna glanced at our pink-haired friend. The praetor’s pained expression said something like, I respect you a lot, but I also hate you for being right. “Yes,” Reyna managed to say. “Plan L was my idea. Lavinia and her friends acted on my orders. They performed heroically.” Lavinia beamed. “See? I told you.” The assembled crowd murmured in amazement, as if, after a day full of wonders, they had finally witnessed something that could not be explained.

efficiently means providing slots in our schedules where we can maintain an attentional set for an extended period. This allows us to get more done and finish up with more energy. Related to the manager/worker distinction is that the prefrontal cortex contains circuits responsible for telling us whether we’re controlling something or someone else is. When we set up a system, this part of the brain marks it as self-generated. When we step into someone else’s system, the brain marks it that way. This may help explain why it’s easier to stick with an exercise program or diet that someone else sets up: We typically trust them as “experts” more than we trust ourselves. “My trainer told me to do three sets of ten reps at forty pounds—he’s a trainer, he must know what he’s talking about. I can’t design my own workout—what do I know?” It takes Herculean amounts of discipline to overcome the brain’s bias against self-generated motivational systems. Why? Because as with the fundamental attribution error we saw in Chapter 4, we don’t have access to others’ minds, only our own. We are painfully aware of all the fretting and indecision, all the nuances of our internal decision-making process that led us to reach a particular conclusion. (I really need to get serious about exercise.) We don’t have access to that (largely internal) process in others, so we tend to take their certainty as more compelling, in many cases, than our own. (Here’s your program. Do it every day.)

You should have woken me. I would have taken a shift at the tiller.” “We actually considered it when you started to snore.” “I don’t snore!” “I beg to differ,” Hadrian chided while chewing. She looked around the skiff as each of them, even Etcher, nodded. Her face flushed. Hadrian chuckled. “Don’t worry about it. You can’t be held accountable for what you do in your sleep.” “Still,” she said, “it’s not very ladylike.” “Well, if that’s all you’re worried about, you can forget it,” Hadrian informed her with a wicked smirk. “We lost all illusions of you being prissy back in Sheridan.” How much better it was when they were silent. “That’s a compliment,” he added hastily. “You don’t have much luck with the ladies, do you, sir?” Wally asked, pausing briefly and letting the paddles hang out like wings, leaving a tiny trail of droplets on the smooth surface of the river. “I mean, with compliments like that, and all.” Hadrian frowned at him, then turned back to her with a concerned expression. “I really did mean it as a compliment. I’ve never met a lady who would—well, without complaining you’ve been—” He paused in frustration, then added, “That little trick you managed back there was really great.

One also, in our milieu, simply didn't meet enough Americans to form an opinion. And when one did—this was in the days of crew-cuts and short-legged pants—they, too, often really did sport crew-cuts and trousers that mysteriously ended several inches short of the instep. Why was that? It obviously wasn't poverty. A colleague of my father's had a daughter who got herself married and found that an American friend she had met on holiday had offered to pay the whole cost of the nuptial feast. I forget the name of this paladin, but he had a crew-cut and amputated trouser-bottoms and a cigar stub and he came from a place called Yonkers, which seemed to me a ridiculous name to give to a suburb. (I, who had survived Crapstone… ) Anyway, once again one received a Henry Jamesian impression of brash generosity without overmuch refinement. There was a boy at my boarding school called Warren Powers Laird Myers, the son of an officer stationed at one of the many U.S. Air Force bases in Cambridgeshire. Trousers at The Leys School were uniform and regulation, but he still managed to show a bit of shin and to buzz-cut his hair. 'I am not a Yankee,' he informed me (he was from Norfolk, Virginia). 'I am a CON-federate.' From what I was then gleaning of the news from Dixie, this was unpromising. In our ranks we also had Jamie Auchincloss, a sprig of the Kennedy-Bouvier family that was then occupying the White House. His trousers managed to avoid covering his ankles also, though the fact that he shared a parent with Jackie Kennedy meant that anything he did was accepted as fashionable by definition. The pants of a man I'll call Mr. 'Miller,' a visiting American master who skillfully introduced me to J.D. Salinger, were also falling short of their mark. Mr. Miller's great teacher-feature was that he saw sexual imagery absolutely everywhere and was slightly too fond of pointing it out [...]. Meanwhile, and as I mentioned much earlier, the dominant images projected from the United States were of the attack-dog-and-firehose kind, with swag-bellied cops lying about themselves and the political succession changed as much by bullets as by ballots.

He seemed every bit as riled and menacing as the bull had a few minutes ago. But Phoebe wasn't about to let him make his injury worse out of pure male stubbornness. "Forgive me if I'm being tyrannical," she said in her most soothing tone. "I tend to do that when I'm concerned about someone. It's your decision, naturally. But I wish you would indulge me in this, if only to spare me from worrying over you every step of the way home." The mulish set of his jaw eased. "I manage other people," he informed her. "People don't manage me." "I'm not managing you." "You're trying," he said darkly. An irrepressible grin spread across her face. "Is it working?" Slowly Mr. Ravenel's head lifted. He didn't reply, only gave her a strange, long look that spurred her heartbeat until she was light-headed from the force of its pounding. No man had ever stared at her like this. Not even her husband, for whom she'd always been close and attainable, her presence woven securely into the fabric of his days. Since childhood, she'd always been Henry's safe harbor. But whatever it was this man wanted from her, it wasn't safety. "You should humor my daughter's wishes, Ravenel," Sebastian advised from behind her. "The last time I tried to refuse her something, she launched into a screaming fit that lasted at least an hour." The comment broke the trance. "Father," Phoebe protested with a laugh, twisting to glance at him over her shoulder. "I was two years old!" "It made a lasting impression.

But the biggest news that month was the departure from Apple, yet again, of its cofounder, Steve Wozniak. Wozniak was then quietly working as a midlevel engineer in the Apple II division, serving as a humble mascot of the roots of the company and staying as far away from management and corporate politics as he could. He felt, with justification, that Jobs was not appreciative of the Apple II, which remained the cash cow of the company and accounted for 70% of its sales at Christmas 1984. “People in the Apple II group were being treated as very unimportant by the rest of the company,” he later said. “This was despite the fact that the Apple II was by far the largest-selling product in our company for ages, and would be for years to come.” He even roused himself to do something out of character; he picked up the phone one day and called Sculley, berating him for lavishing so much attention on Jobs and the Macintosh division. Frustrated, Wozniak decided to leave quietly to start a new company that would make a universal remote control device he had invented. It would control your television, stereo, and other electronic devices with a simple set of buttons that you could easily program. He informed the head of engineering at the Apple II division, but he didn’t feel he was important enough to go out of channels and tell Jobs or Markkula. So Jobs first heard about it when the news leaked in the Wall Street Journal. In his earnest way, Wozniak had openly answered the reporter’s questions when he called. Yes, he said, he felt that Apple had been giving short shrift to the Apple II division. “Apple’s direction has been horrendously wrong for five years,” he said.

She came towards me with a juicy gash between her legs that smelled like my best friend's sister" Just when I thought I'd escaped them all She comes reeling herself in pulling at my strings her hand quick to find my zipper She moaned the way a drunk old lady does And I wasn't even inside her yet "You don't have anywhere else to be," she managed to say... "My wounds have been reopened tonight already," I muttered I caught wind of the gully ...the part of her she once kept sacred as a Christian I smelled the information I lifted my hand into the air and hailed a cab He rolled down his window and saw her "Find another cab," he said, and sped off into the night I took her home because she said she was lonely really she was drunk off something some memory or some choice she walked funny... -one of her heels had broken On the couch I left her, Before I could go, she grabbed my cock I slapped her across the face and she pulled harder Her eyes stayed closed Her lips dripped Her grip clenched I wasn't getting out of this one unscathed "If I take my pants off, will you let me go?" I asked "If you take your pants off, I'll be suckin' that cock till you pass out from all the screamin'..." I slapped her again, because she needed it She laughed Saying her cousin beat her harder Saying her father knew how to really... ...make things happen I asked her what her father's number was Let's get his motherfucking self up here to take you away, that's what I said She said he died, or killed himself "What's the difference really," she said, chewing on her hair She let go of my cock on her own accord And she opened her eyes for a moment She closed them again And I could tell she was sleeping Her eyes opened once more Her face red where I'd hit her She tasted the blood on her lip "Do you think if we remind ourselves enough, we can make up for all the pain we've caused others?" I said to her, "We can't. All we can do is keep ourselves from all those who don't deserve it.

Do you know what day it is?” she asked, peering at him. “Don’t you?” “Here in Spindle Cove, we ladies have a schedule. Mondays are country walks. Tuesdays, sea bathing. Wednesdays, you’d find us in the garden.” She touched the back of her hand to his forehead. “What is it we do on Mondays?” “We didn’t get to Thursdays.” “Thursdays are irrelevant. I’m testing your ability to recall information. Do you remember Mondays?” He stifled a laugh. God, her touch felt good. If she kept petting and stroking him like this, he might very well go mad. “Tell me your name,” he said. “I promise to recall it.” A bit forward, perhaps. But any chance for formal introductions had already fallen casualty to the powder charge. Speaking of the powder charge, here came the brilliant mastermind of the sheep siege. Damn his eyes. “Are you well, miss?” Colin asked. “I’m well,” she answered. “I’m afraid I can’t say the same for your friend.” “Bram?” Colin prodded him with a boot. “You look all of a piece.” No thanks to you. “He’s completely addled, the poor soul.” The girl patted his cheek. “Was it the war? How long has he been like this?” “Like this?” Colin smirked down at him. “Oh, all his life.” “All his life?” “He’s my cousin. I should know.” A flush pressed to her cheeks, overwhelming her freckles. “If you’re his cousin, you should take better care of him. What are you thinking, allowing him to wander the countryside, waging war on flocks of sheep?” Ah, that was sweet. The lass cared. She would see him settled in a very comfortable asylum, she would. Perhaps Thursdays would be her day to visit and lay cool cloths to his brow. “I know, I know,” Colin replied gravely. “He’s a certifiable fool. Completely unstable. Sometimes the poor bastard even drools. But the hell of it is, he controls my fortune. Every last penny. I can’t tell him what to do.” “That’ll be enough,” Bram said. Time to put a stop to this nonsense. It was one thing to enjoy a moment’s rest and a woman’s touch, and another to surrender all pride. He gained his feet without too much struggle and helped her to a standing position, too. He managed a slight bow. “Lieutenant Colonel Victor Bramwell. I assure you, I’m in possession of perfect health, a sound mind, and one good-for-nothing cousin.” “I don’t understand,” she said. “Those blasts…” “Just powder charges. We embedded them in the road, to scare off the sheep.” “You laid black powder charges. To move a flock of sheep.” Pulling her hand from his grip, she studied the craters in the road. “Sir, I remain unconvinced of your sanity. But there’s no question you are male.” He raised a brow. “That much was never in doubt.” Her only answer was a faint deepening of her blush. “I assure you, all the lunacy is my cousin’s. Lord Payne was merely teasing, having a bit of sport at my expense.” “I see. And you were having a bit of sport at my expense, pretending to be injured.” “Come, now.” He leaned forward her and murmured, “Are you going to pretend you didn’t enjoy it?” Her eyebrows lifted. And lifted, until they formed perfect twin archer’s bows, ready to dispatch poison-tipped darts. “I’m going to pretend I didn’t hear that.

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.

Yeah, in my opinion the heart of the problem is Marxism-Leninism itself―the very idea that a "vanguard party" can, or has any right to, or has any capacity to lead the stupid masses towards some future they're too dumb to understand for themselves. I think what it's going to lead them towards is "I rule you with a whip." Institutions of domination have a nice way of reproducing themselves―I think that's kind of like an obvious sociological truism. And actually, if you look back, that was in fact Bakunin's prediction half a century before―he said this was exactly what was going to happen. I mean, Bakunin was talking about the people around Marx, this was before Lenin was born, but his prediction was that the nature of the intelligentsia as a formation in modern industrial society is that they are going to try to become the social managers. Now, they're not going to become the social managers because they own capital, and they're not going to become the social managers because they've got a lot of guns. They are going to become the social managers because they can control, organize, and direct what's called "knowledge"―they have the skills to process information, and to mobilize support for decision-making, and so on and so forth. And Bakunin predicted that these people would fall into two categories. On the one hand, there would be the "left" intellectuals, who would try to rise to power on the backs of mass popular movements, and if they could gain power, they would then beat the people into submission and try to control them. On the other hand, if they found that they couldn't get power that way themselves, they would become the servants of what we would nowadays call "state-capitalism," though Bakunin didn't use the term. And either of these two categories of intellectuals, he said, would be "beating the people with the people's stick"―that is, they'd be presenting themselves as representatives of the people, so they'd be holding the people's stick, but they would be beating the people with it.

Toyota wasn’t really worried that it would give away its “secret sauce.” Toyota’s competitive advantage rested firmly in its proprietary, complex, and often unspoken processes. In hindsight, Ernie Schaefer, a longtime GM manager who toured the Toyota plant, told NPR’s This American Life that he realized that there were no special secrets to see on the manufacturing floors. “You know, they never prohibited us from walking through the plant, understanding, even asking questions of some of their key people,” Schaefer said. “I’ve often puzzled over that, why they did that. And I think they recognized we were asking the wrong questions. We didn’t understand this bigger picture.” It’s no surprise, really. Processes are often hard to see—they’re a combination of both formal, defined, and documented steps and expectations and informal, habitual routines or ways of working that have evolved over time. But they matter profoundly. As MIT’s Edgar Schein has explored and discussed, processes are a critical part of the unspoken culture of an organization. 1 They enforce “this is what matters most to us.” Processes are intangible; they belong to the company. They emerge from hundreds and hundreds of small decisions about how to solve a problem. They’re critical to strategy, but they also can’t easily be copied. Pixar Animation Studios, too, has openly shared its creative process with the world. Pixar’s longtime president Ed Catmull has literally written the book on how the digital film company fosters collective creativity2—there are fixed processes about how a movie idea is generated, critiqued, improved, and perfected. Yet Pixar’s competitors have yet to equal Pixar’s successes. Like Toyota, Southern New Hampshire University has been open with would-be competitors, regularly offering tours and visits to other educational institutions. As President Paul LeBlanc sees it, competition is always possible from well-financed organizations with more powerful brand recognition. But those assets alone aren’t enough to give them a leg up. SNHU has taken years to craft and integrate the right experiences and processes for its students and they would be exceedingly difficult for a would-be competitor to copy. SNHU did not invent all its tactics for recruiting and serving its online students. It borrowed from some of the best practices of the for-profit educational sector. But what it’s done with laser focus is to ensure that all its processes—hundreds and hundreds of individual “this is how we do it” processes—focus specifically on how to best respond to the job students are hiring it for. “We think we have advantages by ‘owning’ these processes internally,” LeBlanc says, “and some of that is tied to our culture and passion for students.

Mrs. Indianapolis was in town again. She looked like a can of Sprite in her green and yellow outfit. She always likes to come down to the front desk just to chat. It was 4:04 am and thankfully I was awake and at the front desk when she got off the elevator and walked towards me. 
 “Good morning, Jacob,” she said.
 “My name is Jarod,” I replied.
 “When did you change your name?” “I was born Jarod, and I’ll probably die. Maybe.”
 “You must be new here. You look like a guy named Jacob that used to work at the front desk.”
 “Nope, I’m not new. And there’s no Jacob that’s worked the front desk, nor anybody who looks or looked like me. How can I assist you, Mrs. Indianapolis?”
 “I’d like to inform you that the pool is emitting a certain odor.”
 “What sort of odor?”
 “Bleach.”
 “Ah, that’s what we like to call chlorine. It’s the latest craze in the sanitation of public pools. Between you and me, though, I think it’s just a fad.”
 “Don’t get sassy with me, young man. I know what chlorine is. I expect a clean pool when I go swimming. But what I don’t expect is enough bleach to get the grass stain out of a shirt the size of Kentucky.”
 “That’s not our policy, ma’am. We only use about as much chlorine as it would take to remove a coffee stain the size of Seattle from a light gray shirt the size of Washington.” “Jerry, I don’t usually give advice to underlings, but I’m feeling charitable tonight. So I’ll tell you that if you want to get ahead in life, you have to know when to talk and when not to talk. And for a guy like you, it’d be a good idea if you decided not to talk all the time. Or even better, not to talk at all.”
 “Some people say some people talk too much, and some people, the second some people, say the first some people talk to much and think too little. Who is first and who is second in this case? Well, the customer—that’s you, lady—always comes first.”
 “There you go again with the talking. I’d rather talk to a robot than to you.”
 “If you’d rather talk to a robot, why don’t you just find your husband? He’s got all the personality and charm of a circuit board. Forgive me, I didn’t mean that.”
 “I should hope not!”
 “What I meant to say was fried circuit board. It’d be quite absurd to equate your husband’s banter to a functioning circuit board.”
 “I’m going to have a talk to your manager about your poor guest service.”
 “Go ahead. Tell him that Jerry was rude and see what he says. And by the way, the laundry room is off limits when no lifeguard is on duty.

Well, what happened to your scruples in the woodcutter’s cottage? You knew I thought you’d already left when I went inside.” “Why did you stay,” he countered smoothly, “when you realized I was still there?” In confused distress Elizabeth raked her hair off her forehead. “I knew I shouldn’t do it,” she admitted. “I don’t know why I remained.” “You stayed for the same reason I did,” he informed her bluntly. “We wanted each other.” “I was wrong,” she protested a little wildly. “Dangerous and-foolish!” “Foolish or not,” he said grimly, “I wanted you. I want you now.” Elizabeth made the mistake of looking at him, and his amber eyes captured hers against her will, holding them imprisoned. The shawl she’d been clutching as if it was a lifeline to safety slid from her nerveless hand and dangled at her side, but Elizabeth didn’t notice. “Neither of us has anything to gain by continuing this pretense that the weekend in England is over and forgotten,” he said bluntly. “Yesterday proved that it wasn’t over, if it proved nothing else, and it’s never been forgotten-I’ve remembered you all this time, and I know damn well you’ve remembered me.” Elizabeth wanted to deny it; she sensed that if she did, he’d be so disgusted with her deceit that he’d turn on his heel and leave her. She lifted her chin, unable to tear her gaze from his, but she was too affected by the things he’d just admitted to her to lie to him. “All right,” she said shakily, “you win. I’ve never forgotten you or that weekend. How could I?” she added defensively. He smiled at her angry retort, and his voice gentled to the timbre of rough velvet. “Come here, Elizabeth.” “Why?” she whispered shakily. “So that we can finish what we began that weekend.” Elizabeth stared at him in paralyzed terror mixed with violet excitement and shook her head in a jerky refusal. “I’ll not force you,” he said quietly, “nor will I force you to do anything you don’t want to do once you’re in my arms. Think carefully about that,” he warned, “because if you come to me now, you won’t be able to tell yourself in the morning that I made you do this against your will-or that you didn’t know what was going to happen. Yesterday neither of us knew what was going to happen. Now we do.” Some small, insidious voice in her mind urged her to obey, reminded her that after the public punishment she’d taken for the last time they were together she was entitled to some stolen passionate kisses, if she wanted them. Another voice warned her not to break the rules again. “I-I can’t,” she said in a soft cry. “There are four steps separating us and a year and a half of wanting drawing us together,” he said. Elizabeth swallowed. “Couldn’t you meet me halfway?” The sweetness of the question was almost Ian’s undoing, but he managed to shake his head. “Not this time. I want you, but I’ll not have you looking at me like a monster in the morning. If you want me, all you have to do is walk into my arms.” “I don’t know what I want,” Elizabeth cried, looking a little wildly at the valley below, as if she were thinking of leaping off the path. “Come here,” he invited huskily, “and I’ll show you.” It was his tone, not his words, that conquered her. As if drawn by a will stronger than her own, Elizabeth walked forward and straight into his arms that closed around her with stunning force. “I didn’t think you were going to do it,” he whispered gruffly against her hair.

Sound waves, regardless of their frequency or intensity, can only be detected by the Mole Fly’s acute sense of smell—it is a little known fact that the Mole Fly’s auditory receptors do not, in fact, have a corresponding center in the brain designated for the purposes of processing sensory stimuli and so, these stimuli, instead of being siphoned out as noise, bypass the filters to be translated, oddly enough, by the part of the brain that processes smell. Consequently, the Mole Fly’s brain, in its inevitable confusion, understands sound as an aroma, rendering the boundary line between the auditory and olfactory sense indistinguishable. Sounds, thus, come in a variety of scents with an intensity proportional to its frequency. Sounds of shorter wavelength, for example, are particularly pungent. What results is a species of creature that cannot conceptualize the possibility that sound and smell are separate entities, despite its ability to discriminate between the exactitudes of pitch, timbre, tone, scent, and flavor to an alarming degree of precision. Yet, despite this ability to hyper-analyze, they lack the cognitive skill to laterally link successions of either sound or smell into a meaningful context, resulting in the equivalent of a data overflow. And this may be the most defining element of the Mole Fly’s behavior: a blatant disregard for the context of perception, in favor of analyzing those remote and diminutive properties that distinguish one element from another. While sensory continuity seems logical to their visual perception, as things are subject to change from moment-to-moment, such is not the case with their olfactory sense, as delays in sensing new smells are granted a degree of normality by the brain. Thus, the Mole Fly’s olfactory-auditory complex seems to be deprived of the sensory continuity otherwise afforded in the auditory senses of other species. And so, instead of sensing aromas and sounds continuously over a period of time—for example, instead of sensing them 24-30 times per second, as would be the case with their visual perception—they tend to process changes in sound and smell much more slowly, thereby preventing them from effectively plotting the variations thereof into an array or any kind of meaningful framework that would allow the information provided by their olfactory and auditory stimuli to be lasting in their usefulness. The Mole flies, themselves, being the structurally-obsessed and compulsive creatures that they are, in all their habitual collecting, organizing, and re-organizing of found objects into mammoth installations of optimal functional value, are remarkably easy to control, especially as they are given to a rather false and arbitrary sense of hierarchy, ascribing positions—that are otherwise trivial, yet necessarily mundane if only to obscure their true purpose—with an unfathomable amount of honor, to the logical extreme that the few chosen to serve in their most esteemed ranks are imbued with a kind of obligatory arrogance that begins in the pupal stages and extends indefinitely, as they are further nurtured well into adulthood by a society that infuses its heroes of middle management with an immeasurable sense of importance—a kind of celebrity status recognized by the masses as a living embodiment of their ideals. And yet, despite this culture of celebrity worship and vicarious living, all whims and impulses fall subservient, dropping humbly to the knees—yes, Mole Flies do, in fact, have knees!—before the grace of the merciful Queen, who is, in actuality, just a puppet dictator installed by the Melic papacy, using an old recycled Damsel fly-fishing lure. The dummy is crude, but convincing, as the Mole flies treat it as they would their true-born queen.

Your butler informed me you were here. I thought-that is, I wondered how things were going.” “And since my butler didn’t know,” Ian concluded with amused irritation, “you decided to call on Elizabeth and see if you could discover for yourself?” “Something like that,” the vicar said calmly. “Elizabeth regards me as a friend, I think. And so I planned to call on her and, if you weren’t here, to put in a good word for you.” “Only one?” Ian said mildly. The vicar did not back down; he rarely did, particularly in matters of morality or justice. “Given your treatment of her, I was hard pressed to think of one. How did matters turn out with your grandfather?” “Well enough,” Ina said, his mind on meeting with Elizabeth. “He’s here in London.” “And?” “And,” Ian said sardonically, “you may now address me as ‘my lord.’” “I’ve come here,” Duncan persisted implacably, “to address you as ‘the bridegroom.’” A flash of annoyance crossed Ian’s tanned features. “You never stop pressing, do you? I’ve managed my own life for thirty years, Duncan. I think I can do it now.” Duncan had the grace to look slightly abashed. “You’re right, of course. Shall I leave?” Ian considered the benefits of Duncan’s soothing presence and reluctantly shook his head. “No. In fact, since you’re here,” he continued as they neared the top step, “you may as well be the one to announce us to the butler. I can’t get past him.” Duncan lifted the knocker while bestowing a mocking glance on Ian. “You can’t get past the butler, and you think you’re managing very well without me?” Declining to rise to that bait, Ian remained silent. The door opened a moment later, and the butler looked politely from Duncan, who began to give his name, to Ian. To Duncan’s startled disbelief, the door came crashing forward in his face. An instant before it banged into its frame Ian twisted, slamming his shoulder into it and sending the butler flying backward into the hall and ricocheting off the wall. In a low, savage voice he said, “Tell your mistress I’m here, or I’ll find her myself and tell her.” With a glance of furious outrage the older man considered Ian’s superior size and powerful frame, then turned and started reluctantly for a room ahead and to the left, where muted voices could be heard. Duncan eyed Ian with one gray eyebrow lifted and said sardonically, “Very clever of you to ingratiate yourself so well with Elizabeth’s servants.” The group in the drawing room reacted with diverse emotions to Bentner’s announcement that “Thornton is here and forced his way into the house.” The dowager duchess looked fascinated, Julius looked both relived and dismayed, Alexandra looked wary, and Elizabeth, who was still preoccupied with her uncle’s unstated purpose for his visit, looked nonplussed. Only Lucinda showed no expression at all, but she laid her needlework aside and lifted her face attentively toward the doorway.

Eena worried to Ian in her thoughts. (You’re not going to let him walk away thinking what I think he’s thinking, are you?) (You won't change his mind. The evidence is a little suggestive. You should have just stayed behind me.) (Oh, this is all my fault?) (Well, you were the one swimming in your underwear.) (And you’re the one who took your shirt off!) (You think the alternative would have been better?) She shuttered at the thought of the Braetic stumbling across her in her underclothes. “Cale,” Eena said in another attempt to convince the stranger. Somehow she managed to sidestep Ian’s effort to halt her, and she approached the man. “I am not messing around with my protector. I am, and always have been, true and faithful to Derian. It’s just……a lot of weird things have happened lately.” The Braetic looked willing to consider a good excuse. “Such as?” “Well,” she started, casting a furtive glance at Ian. He was shaking his head, conveying strong disapproval. She ignored him. “Okay, well…..I’ve been fighting these immortals who are bent on using me to break free from an imprisoning gem where they were sentenced to stayed locked up for eternity. They nearly annihilated a world of Viiduns—that’s how awful they are! But one of these immortals has control over my necklace, and her brother keeps transporting me and my protector all over Moccobatra in search of pieces to a star-shaped platform they intend to use to free their bodies which have been trapped for over three-thousand years now. We were sent here at an inopportune—and highly embarrassing—moment to find the final piece to the platform. It’s been a nightmare just trying to stay alive!” “Wow,” Cale breathed, not looking half as concerned as Eena thought he ought to. “So these immortals are using you and trying to kill you at the same time?” She shook her head. “No, no, only the dragons are trying to kill me…or they were trying to kill me until Naga put a stop to them.” Eena heard Ian’s hand smack against his forehead. She saw humor sweep over the Braetic’s face. It made her angry. “Dragons too, huh?” Cale snickered. “It’s the truth!” she insisted. (Eena, just forget it. You’re only making it worse.) She ignored her protector’s advice again. “Cale, I’m telling you the honest-to-goodness truth. Do you know the story of Wanyaka Cave? The red-gemmed prison and the two spirit sisters?” Completely out of patience, Ian broke into the conversation, rudely speaking over his queen. “We’ll be on our way now, sir. We apologize for trespassing.” With a big grin on his face, the Braetic offered a friendly alternative. “Why don’t the pair of you accompany me home. I’m sure my wife can round up some suitable clothing for you. Those immortals must have a ripe sense of humor, leaving you alone in the woods without any decent attire.” He caught a chuckle in his throat. “That is unless it was the dragons who took the shirt off your back.” “Dragons are immortals!” Eena snapped, as if any fool ought to know it. Ian flashed her a harsh look. “We would greatly appreciate the help, sir.” “Oh, it’ll cost you something,” Cale informed them, “but we can discuss that on our way.

I can’t help thinking,” she confided when he finished answering her questions about women in India who covered their faces and hair in public, “that it is grossly unfair that I was born a female and so must never know such adventures, or see but a few of those places. Even if I were to journey there, I’d only be allowed to go where everything was as civilized as-as London!” “There does seem to be a case of extreme disparity between the privileges accorded the sexes,” Ian agreed. “Still, we each have our duty to perform,” she informed him with sham solemnity. “And there’s said to be great satisfaction in that.” “How do you view your-er-duty?” he countered, responding to her teasing tone with a lazy white smile. “That’s easy. It is a female’s duty to be a wife who is an asset to her husband in every way. It is a male’s duty to do whatever he wishes, whenever he wishes, so long as he is prepared to defend his country should the occasion demand it in his lifetime-which it very likely won’t. Men,” she informed him, “gain honor by sacrificing themselves on the field of battle while we sacrifice ourselves on the altar of matrimony.” He laughed aloud then, and Elizabeth smiled back at him, enjoying herself hugely. “Which, when one considers it, only proves that our sacrifice is by far the greater and more noble.” “How is that?” he asked, still chuckling. “It’s perfectly obvious-battles last mere days or weeks, months at the very most. While matrimony lasts a lifetime! Which brings to mind something else I’ve often wondered about,” she continued gaily, giving full rein to her innermost thoughts. “And that is?” he prompted, grinning, watching her as if he never wanted to stop. “Why do you suppose, after all that, they call us the weaker sex?” Their laughing gazes held, and then Elizabeth realized how outrageous he must be finding some of her remarks. “I don’t usually go off on such tangents,” she said ruefully. “You must think I’m dreadfully ill-bred.” “I think,” he softly said, “that you are magnificent.” The husky sincerity in his deep voice snatched her breath away. She opened her mouth, thinking frantically for some light reply that could restore the easy camaraderie of a minute before, but instead of speaking she could only draw a long, shaky breath. “And,” he continued quietly, “I think you know it.” This was not, not the sort of foolish, flirtatious repartee she was accustomed to from her London beaux, and it terrified her as much as the sensual look in those golden eyes. Pressing imperceptibly back against the arm of the sofa, she told herself she was only overacting to what was nothing more than empty flattery. “I think,” she managed with a light laugh that stuck in her throat, “that you must find whatever female you’re with ‘magnificent.’” “Why would you say a thing like that?” Elizabeth shrugged. “Last night at supper, for one thing.” When he frowned at her as if she were speaking in a foreign language, she prodded, “You remember Lady Charise Dumont, our hostess, the same lovely brunette on whose every word you were hanging at supper last night?” His frown became a grin. “Jealous?” Elizabeth lifted her elegant little chin and shook her head. “No more than you were of Lord Howard.” She felt a small bit of satisfaction as his amusement vanished. “The fellow who couldn’t seem to talk to you without touching your arm?” he inquired in a silky-soft voice. “That Lord Howard? As a matter of fact, my love, I spent most of my meal trying to decide whether I wanted to shove his nose under his right ear or his left.” Startled, musical laughter erupted from her before she could stop it. “You did nothing of the sort,” she chuckled. “Besides, if you wouldn’t duel with Lord Everly when he called you a cheat, you certainly wouldn’t harm poor Lord Howard merely for touching my arm.” “Wouldn’t I?” he asked softly. “Those are two very different issues.