Intel Quotes

Eve: What is it about asking you Catholic questions that gets you all jumpy? Roarke: You'd be jumpy, too, if I asked you things that make you feel the hot breath of hell at your back. Eve: You're not going to hell. Roarke: Oh, and have you got some inside intel on that? Eve: You married a cop...you married me. I'm your goddamn salvation.

Aurelia frowned. "Are you saying that you hang around the women at court to gather intel?" "Oh, Your Grace, you are quick on the uptake," he said with an impressed look on his face. "It's not fair. Flaminius always gets the hot ones. Does he have to get the smart ones too?

What I would do with angel intel, I don’t know. But it can’t hurt to gain a little knowledge. Tell that to Adam and Eve.

Get the intel, and then come back to Reno so we can cover you.” He paused, his tone softening. “Getting involved in their Pack won’t make you a hero, Luke, it’ll make you a casualty.

But you know me-I'm an information magpie, always interested in shiny bits of intel. I've never gotten in trouble because of knowing too much.

Am inteles ca un om poate avea totul neavand nimic si nimic avand totul.

Fiecare dintre noi a inteles, probabil, atunci ca nu exista "mai tarziu". Ca tot ce nu traim ramane netrait. Eu, oricum, aveam gust de cenusa in gura. A fost prima oara cand am simtit ca orice amanare e o iluzie si o moarte. Ca a tergiversa e o forma de a muri.

Accept that no matter where you go to work, you are not an employee - you are a business with one employee, you. Andy Grove, CEO, Intel

Richard Tedlow’s biography of Andy Grove, Intel’s legendary CEO, asserts that management and leadership are like forehand and backhand. You have to be good at both to win.

Dov Frohman, the founder of Intel Israel, later said that to create a true culture of innovation, “fear of loss often proves more powerful than the hope of gain.

Realitatea i se paru plata si murdara; e de inteles sa nu iti placa sa o privesti dar atunci nici nu iti este ingaduit sa o judeci.

While the story is unique to Intel, the lessons, I believe, are universal

It occurs to me that I might be in the unprecedented position of being able to glean some intelligence on them. Despite what the gang leaders would have the rest of us believe, angel parts are always taken from dead or dying angels, I’m sure of it. What I would do with angel intel, I don’t know. But it can’t hurt to gain a little knowledge. Tell that to Adam and Eve.

At Intel, we put ourselves through an annual strategic long-range planning effort in which we examine our future five years off. But what is really being influenced here? It is the next year—and only the next year.

Research doesn't assure definite rewards, but it assures lesser risk.

But like the best empire builders, he was both very determined and very skeptical. It’s like [former Intel CEO] Andy Grove says, ‘only the paranoid survive.

Visele sunt ca un mister incantator, care implora sa fie inteles[...]Visele sunt doar deseuri intamplatoare, excretii nocturne ale mintii

If Lenin walked around the offices of a company like Yahoo or Intel or Cisco, he’d think communism had won. Everyone would be wearing the same clothes, have the same kind of office (or rather, cubicle) with the same furnishings, and address one another by their first names instead of by honorifics. Everything would seem exactly as he’d predicted, until he looked at their bank accounts. Oops.

Andy Grove, former CEO of Intel, outlined when he described what happens to businesses in tumultuous times: “Bad companies are destroyed by crisis. Good companies survive them. Great companies are improved by them.

a zis ca am niste idei bizare si c-am citit prea mult. inexact. am citit prea putin si am inteles si mai putin. apoi a spus c-am sa ma inapoiez la credinta pentru ca am un spirit nelinistit.(...) i-am spus asta si i-am cerut sase penny. mi-a dat trei.

To get acceptable quality at the lowest cost, it is vitally important to reject defective material at a stage where its accumulated value is at the lowest possible level. Thus, as noted, we are better off catching a bad raw egg than a cooked one, and screening out our college applicant before he visits Intel. In short, reject before investing further value.

Thanks to the very best in Microsoft/Intel engineering, it crashes every time you exhale too hard in its general vicinity. --Fanboy on his computer

Andy Grove, the longtime CEO of Intel, was known to be so harsh and intimidating that a subordinate once fainted during a performance review.

Do you have any preliminary intel?” Gwen asked, and from her words I figured she’d had ongoing commando’s woman lessons.

It was like archeology. There was digging and there was dirt. And there was broken things.

The right intel is a weapon. I'm just using a larger calibre.

They thought, for example, that I really ought to know the name Intel because “it’s written on every computer.” I, of course, had never noticed.

And, lastly, apparently the new intel was me, who had a face that could launch a thousand hard-ons. Not a flowery compliment, but still, it said it all even if it pulled no punches.

I'll let you in on a little classified intel. See these people? Hardly know any of them. I mean, they go to my school, so technically I do, but we never hang out or anything. But the secret to LA is, if you throw a party - especially one of Jenna's parties - all you need to do is put out the word. If you build it, they will come," I say pointing to the crowded room.

You’ll get used to it,” he says. “In any case, I find it interesting that you think of this as the past.” “What do you mean?” Suleyman gestures, drawing her gaze over the shacks of organic material, the sand-and-scrub wasteland, the distant evaporation plant, the images painted on brick that provide intel and entertainment. “This could just as easily be the future.

Somehow, perhaps because of the way he spoke in a manner reminiscent of Jack Bauer from 24, Lara calmed down. She repeated his words in her head. Wait. Assess. Intel. Yes, OK, that sounded sensible. Then the hysterical coward in her reared up unannounced and she tried to run for the door again.

It almost doesn’t matter what you know. It’s what you can do with whatever you know or can acquire and actually accomplish [that] tends to be valued here.” Hence the company’s slogan: “Intel delivers.

The value system at Intel is completely the reverse. The Ph.D. in computer science who knows an answer in the abstract, yet does not apply it to create some tangible output, gets little recognition, but a junior engineer who produces results is highly valued and esteemed. And that is how it should be.

The greatness of Intel is not that it is smarter than other companies (though it may well be) or that it is too clever and competent to make a false move (we’ve just seen a stunning example of the very opposite) but that it has consistently done better than any company, perhaps ever, at recovering from its mistakes.

Intel engineers did a rough calculation of what would happen had a 1971 Volkswagen Beetle improved at the same rate as microchips did under Moore’s law. These are the numbers: Today, that Beetle would be able to go about three hundred thousand miles per hour. It would get two million miles per gallon of gas, and it would cost four cents! Intel engineers also estimated that if automobile fuel efficiency improved at the same rate as Moore’s law, you could, roughly speaking, drive a car your whole life on one tank of gasoline. What

Oare ne putem imagina cat de importanta este o mica raza de speranta in bezna deznadejdii? Poate ca tu nu, pentru ca ai fruntea lipsita de griji, dar fata de la malul marii stie, si o poarta in inima in fiecare clipa. Venea ca de obicei in fiecare zi langa mare dar nu o mai privea cu atata fericire. Gandurile ei se indreptau spre el, cel care a fost langa ea si acum plecase undeva, departe. Si ea putea doar sa spere ca intr-o zi el se va intoarce. Nu, nu te intrista, povestea noastra are un final fericit. Dupa ce a pierdut destul timp cautand, el a inteles ca deja isi gasise sufletul pereche.Si a cautat-o la capatul tuturor marilor, a gasit-o si au trait fericiti pana la adanci batraneti. Vezi? Fericirea si iubirea nu se afla ascunse in scoici pe fundul marii ci in sufletul celui care ne iubeste. Speranta insa o putem gasi in locurile cele mai neasteptate.

When the archeologists find this place they'll destroy history. Mankind will attempt to bury this information but we will ensure there is a leak. Intel this valuable makes insignificant fame starved humans grand masters of legend.Secrets are best retold to hungry ears.

Always remember: Business is War. At the end of the day, the one with access to the best intel wins. This applies as much to business and politics as it does to the military. Ask every single billionaire and military or political strategist out there. They will all confirm that as fact.

Have you guys ever heard of Moore’s Law? Moore was the co-founder of an insignificant little chip producer called Intel, and he predicted that the complexity of integrated circuits would double every twenty-four months. A prophecy that has proven itself to be true more or less until this day.

Don’t let him piss off the press, don’t let him piss off the Republican Party, don’t threaten congressmen because they will fuck you if you do, and most of all don’t let him piss off the intel community,” said one national Republican figure to Kushner. “If you fuck with the intel community they will figure out a way to get back at you and you’ll have two or three years of a Russian investigation, and every day something else will leak out.

There's a thing you can do with these small intel drones (if your client orders you to, or you don't have a working governor module), when the hostiles are dumb enough to get aggressive without adequate body armor. You can accelerate a drone and send it straight at the hostile's face. Even if you don't hit an eye or ear and go straight through to the brain, you can make a crater in the skull. Doing this would solve the problem and get me back to new episodes of Lineages of the Sun much more quickly.

Simon invited the girls on an outing to the Apple Store. Please advise. Totally safe. Really? Really. Also, did you know that there was a LEAST gay guy in your band? lol. Rory. Great. I want to ask where you fall on that list, but maybe I don't really want to know... ????? You haven't been complaining. Stop getting ur intel from 13 yr olds.

How you gather, manage and use intel in life determines whether you win or lose. That's the # 1 rule for the mavericks in business.

finally decided on Integrated Electronics Corp. That wasn’t very thrilling, either, but it had the virtue that it could be abridged—as Intel.

Nothing like having a spy and good intel

Simptomele sunt mesagerii unui sens si vor disparea doar atunci cand mesajul lor este inteles.

There’s three things you should never believe—weather forecasts, the canteen menu, and intel.

Ele chamou Gordon Moore e fundaram uma empresa que se tornou conhecida como Integrated Electronics Corporation, que eles inteligentemente abreviaram para Intel.

Intel’s chips ended up becoming the industry standard, which would haunt Apple when its computers were incompatible with it.

trajectory that could be expected to continue. This was reaffirmed in 1971, when Intel was able to etch a complete central processing unit onto one chip, the Intel 4004, which was dubbed

Atunci am inteles semnificatia magica a cercului. Cand iesi din rand mai poti reveni. Randul este o formatiune deschisa. Cercul insa se inchide, si-l parasesti fara posibilitatea intoarcerii.

El asunto es que la gente no se vea obligada a recorrer una cadena de mando —indicó uno de los técnicos de Intel, Ted Hoff—. Si uno necesita hablar con un gerente en concreto, va y habla con él.

Whether Musk was a founder of Tesla in the purest sense of the word is irrelevant at this point. There would be no Tesla to talk about today were it not for Musk’s money, marketing savvy, chicanery, engineering smarts, and indomitable spirit. Tesla was, in effect, willed into existence by Musk and reflects his personality as much as Intel, Microsoft, and Apple reflect the personalities of their founders.

I no em vull referir a aquesta intel·ligència superficial, ornament balder dels esperits ociosos, ans a aquesta intel·ligència profunda i modera que s'aplica, per damunt de tot, a la consecució de coses útils.

I have three Microsoft Windows 10 computers with 4GB of RAM and Intel processors: 1. The first was a free upgrade from Windows 7 to Windows 10 and is unusable. 2. The second is a Windows 10 computer with a Celeron processor and is unusable whenever background updates are in progress. 3. The third is a Windows 10 computer with a i3 processor and runs really slow when background updates are in progress. Both Windows 10 computers suffer from horrible lag in normal use.

Facebook automatically tagging your friends in photos; Apple and Google letting people look at their phones to unlock them; digital billboards from Microsoft and Intel with cameras that detected age and gender to show passersby appropriate ads.

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

Her father thought Facebook was hilarious—“Six people liked what I had for breakfast. What a world!”—and her mother mostly used it to take personality quizzes. “Guess what?” she’d say, as though passing along hot intel. “If I were a Muppet, I’d be Gonzo.

They were transformed along the lines that Andy Grove, former CEO of Intel, outlined when he described what happens to businesses in tumultuous times: “Bad companies are destroyed by crisis. Good companies survive them. Great companies are improved by them.

why do you style yourself "your worth- less and insignificant brother"? You recognize your insignificance? . . . Recognize it before God; perhaps, too, in the presence of beauty, intel- ligence, nature, but not before men. Among men you must be conscious of your dignity. Why, you are not a rascal, you are an honest man, aren't you? Well, respect yourself as an honest man and know that an honest man is not something worthless. Don't confound "being humble" with "recognizing one's worthlessness." . . .

Después de varias sugerencias desangeladas (una de ellas era Electronic Solid State Computer Technology Corp.), terminaron decidiéndose por Integrated Electronics Corp. Tampoco es que fuera un nombre muy apasionante, pero tenía la ventaja de poder abreviarlo como Intel.

The cultural differences between Israel and the United States are actually so great that Intel started running “cross-cultural seminars” to bridge them. “After living in the U.S. for five years, I can say that the interesting thing about Israelis is the culture. Israelis do not have a very disciplined culture. From the age of zero we are educated to challenge the obvious, ask questions, debate everything, innovate,” says Mooly Eden, who ran these seminars. As a result, he adds, “it’s more complicated to manage five Israelis than fifty Americans

Am inteles in ziua aceea ce inseamna sa fi om rau. M-am gandit ca tata, desi tipa, injura si bate cu pumnul in masa, e un om bun, fiindca n-ar putea sa faca rau niciunei pisici, si am simtit, nu stiu de ce, ca pe un copil poti sa il bati daca nu e cuminte, dar unui animal n-ai voie sa ii faci rau niciodata.

Given that background, I was interested in what Steve Jobs might say about the future of Apple. His survival strategy for Apple, for all its skill and drama, was not going to propel Apple into the future. At that moment in time, Apple had less than 4 percent of the personal computer market. The de facto standard was Windows-Intel and there seemed to be no way for Apple to do more than just hang on to a tiny niche. In the summer of 1998, I got an opportunity to talk with Jobs again. I said, “Steve, this turnaround at Apple has been impressive. But everything we know about the PC business says that Apple cannot really push beyond a small niche position. The network effects are just too strong to upset the Wintel standard. So what are you trying to do in the longer term? What is the strategy?” He did not attack my argument. He didn’t agree with it, either. He just smiled and said, “I am going to wait for the next big thing.

I hate it when people call themselves “entrepreneurs” when what they’re really trying to do is launch a startup and then sell or go public, so they can cash in and move on. They’re unwilling to do the work it takes to build a real company, which is the hardest work in business. That’s how you really make a contribution and add to the legacy of those who went before. You build a company that will still stand for something a generation or two from now. That’s what Walt Disney did, and Hewlett and Packard, and the people who built Intel. They created a company to last, not just to make money. That’s what I want Apple to be.

Subjected to those pressures, these individuals were transformed. They were transformed along the lines that Andy Grove, former CEO of Intel, outlined when he described what happens to businesses in tumultuous times: “Bad companies are destroyed by crisis. Good companies survive them. Great companies are improved by them.

From a book talk in Palo Alto for "The Perfectionists"; He pulled out his new iphone and told us that its Apple-designed chipset has 8 billion[!] transistors, and that someone at Intel told him that there are now more transistors in electronics than all the leaves on all the world's trees. Something like 15 quintillion of them!

She smiled at him, very sweetly. “What is it about asking you Catholic questions that gets you all jumpy?” “You’d be jumpy, too, if I asked you things that make you feel the hot breath of hell at your back.” “You’re not going to hell.” “Oh, and have you got some inside intel on that?” “You married a cop. You married me. I’m your goddamn salvation.

You coordinate intel from the alphabet soup that serves our great nation’s intelligence community. Oxymoron if ever I heard one. Now, I know I’m an ignorant yokel compared to a fancy DC suit like yourself. But that is your job description, yes?” “Yes, but—” “So there’s a question on my mind, John. How the hell did you coordinate this into such a colossal goddamn shit-show on wheels?

An individual analyst also can brainstorm to produce a wider range of ideas than a group might generate, without regard for other analysts’ egos, opinions, or objections. However, an individual will not have the benefit of others’ perspectives to help develop the ideas as fully. Moreover, an individual may have difficulty breaking free of his or her cognitive biases without the benefit of a diverse group.

Crec en el que pensava el gran poeta Samuel Taylor Coleridge sobre quins eren els punts cardinals de l'educació primerenca: «Treballar amb amor i així crear amor. Acostumar la ment a la precisió intel·lectual i la veritat. Estimular el poder de la imaginació». Coleridge conclou la seva obra Lecture on Education amb aquestes paraules: «Ben poc s'aprèn de la competició o la baralla, tot s'aprèn de la comprensió i de l'amor».

I kept my antennae up for intel, but the only subject of conversation was Dorothy. Which should have been a good thing, considering that she was the one I was really here to learn about. Unfortunately, no one was sharing any useful information. It was all about how beautiful Dorothy was, or how kind she was, or how lucky we were to be working for the greatest person in all of Oz. It was weird. They were like a creepy, overeager maid sorority.

Art Levinson, who was on Apple’s board, was chairing the board meeting of his own company, Genentech, when his cell phone rang and Jobs’s name appeared on the screen. As soon as there was a break, Levinson called him back and heard the news of the tumor. He had a background in cancer biology, and his firm made cancer treatment drugs, so he became an advisor. So did Andy Grove of Intel, who had fought and beaten prostate cancer. Jobs called him that Sunday, and he drove

Each of these interlocutors provided Kushner with something of a tutorial on the limitations of presidential power—that Washington was as much designed to frustrate and undermine presidential power as to accommodate it. “Don’t let him piss off the press, don’t let him piss off the Republican Party, don’t threaten congressmen because they will fuck you if you do, and most of all don’t let him piss off the intel community,” said one national Republican figure to Kushner. “If you fuck with the intel community they will figure out a way to get back at you and you’ll have two or three years of a Russian investigation, and every day something else will leak out.” A vivid picture was painted for the preternaturally composed Kushner of spies and their power, of how secrets were passed out of the intelligence community to former members of the community or to other allies in Congress or even to persons in the executive branch and then to the press.

many ExOs are adopting the Objectives and Key Results (OKR) method. Invented at Intel by CEO Andy Grove and brought to Google by venture capitalist John Doerr in 1999, OKR tracks individual, team and company goals and outcomes in an open and transparent way. In High Output Management, Grove’s highly regarded manual, he introduced OKRs as the answer to two simple questions: Where do I want to go? (Objectives) How will I know I’m getting there? (Key Results to ensure progress is made)

REINHOLD JOBS. Wisconsin-born Coast Guard seaman who, with his wife, Clara, adopted Steve in 1955. REED JOBS. Oldest child of Steve Jobs and Laurene Powell. RON JOHNSON. Hired by Jobs in 2000 to develop Apple’s stores. JEFFREY KATZENBERG. Head of Disney Studios, clashed with Eisner and resigned in 1994 to cofound DreamWorks SKG. ALAN KAY. Creative and colorful computer pioneer who envisioned early personal computers, helped arrange Jobs’s Xerox PARC visit and his purchase of Pixar. DANIEL KOTTKE. Jobs’s closest friend at Reed, fellow pilgrim to India, early Apple employee. JOHN LASSETER. Cofounder and creative force at Pixar. DAN’L LEWIN. Marketing exec with Jobs at Apple and then NeXT. MIKE MARKKULA. First big Apple investor and chairman, a father figure to Jobs. REGIS MCKENNA. Publicity whiz who guided Jobs early on and remained a trusted advisor. MIKE MURRAY. Early Macintosh marketing director. PAUL OTELLINI. CEO of Intel who helped switch the Macintosh to Intel chips but did not get the iPhone business. LAURENE POWELL. Savvy and good-humored Penn graduate, went to Goldman Sachs and then Stanford Business School, married Steve Jobs in 1991. GEORGE RILEY. Jobs’s Memphis-born friend and lawyer. ARTHUR ROCK. Legendary tech investor, early Apple board member, Jobs’s father figure. JONATHAN “RUBY” RUBINSTEIN. Worked with Jobs at NeXT, became chief hardware engineer at Apple in 1997. MIKE SCOTT. Brought in by Markkula to be Apple’s president in 1977 to try to manage Jobs.

When it came time to renegotiate the price, Hoff made a critical recommendation to Noyce, one that helped create a huge market for general-purpose chips and assured that Intel would remain a driver of the digital age. It was a deal point that Bill Gates and Microsoft would emulate with IBM a decade later. In return for giving Busicom a good price, Noyce insisted that Intel retain the rights to the new chip and be allowed to license it to other companies for purposes other than making a calculator.

Eliciting peak performance means going up against something or somebody. Let me give you a simple example. For years the performance of the Intel facilities maintenance group, which is responsible for keeping our buildings clean and neat, was mediocre, and no amount of pressure or inducement seemed to do any good. We then initiated a program in which each building’s upkeep was periodically scored by a resident senior manager, dubbed a “building czar.” The score was then compared with those given the other buildings. The condition of all of them dramatically improved almost immediately. Nothing else was done; people did not get more money or other rewards. What they did get was a racetrack, an arena of competition. If your work is facilities maintenance, having your building receive the top score is a powerful source of motivation. This is key to the manager’s approach and involvement: he has to see the work as it is seen by the people who do that work every day and then create indicators so that his subordinates can watch their “racetrack” take shape.

One of the most profound responses to this exercise came out of a focus group I did with a group of leaders at West Point. One officer pushed me a little on “the accuracy of the intel” and kept asking, “You are 100 percent certain that this person is doing the best he can?” After I answered yes two or three times, the officer took a deep breath and said, “Then move the rock.” I was confused. “What do you mean by ‘move the rock’?” He shook his head. “I have to stop kicking the rock. I need to move it. It’s hurting both of us. He’s not the right person for this position, and there’s no amount of pushing or getting on him that’s going to change that. He needs to be reassigned to a position where he can make a contribution.” This doesn’t mean that we stop helping people set goals or that we stop expecting people to grow and change. It means that we stop respecting and evaluating people based on what we think they should accomplish, and start respecting them for who they are and holding them accountable for what they’re actually doing. It means that we stop loving people for who they could be and start loving them for who they are.

Am inceput sa scriu in tinerete, dupa ce terminasem studiile de filozofie, la 21 de ani. In acea vreme incepeam sa nu mai cred in filozofie, care pana atunci fusese totul pentru mine. Ah, filozofia, cea germana in special, marile sisteme de filozofie... Restul imi era indiferent, inclusiv poezia. Insa in acea perioada mi-am dat seama ca filozofia n-are nimic de spus oamenilor care se zbat in dificultati - interioare, evident. Am inteles ca ea te invata sa pui probleme si intrebari, dar ca apoi te lasa sorții tale pentru ca raspunsurile ei sunt intotdeauna indoielnice.

Being a brash entrepreneur, Roberts responded to the crisis by deciding to launch a whole new business. He had always been fascinated by computers, and he assumed that other hobbyists felt the same. His goal, he enthused to a friend, was building a computer for the masses that would eliminate the Computer Priesthood once and for all. After studying the instruction set for the Intel 8080, Roberts concluded that MITS could make a do-it-yourself kit for a rudimentary computer that would be so cheap, under $400, that every enthusiast would buy it. “We thought he was off the deep end,” a colleague later confessed.112 Ed Roberts (1941–2010).

What happened? Many things. But the overriding problem was this: The auto industry got too comfortable. As Intel cofounder Andy Grove once famously proclaimed, “Only the paranoid survive.” Success, he meant, is fragile—and perfection, fleeting. The moment you begin to take success for granted is the moment a competitor lunges for your jugular. Auto industry executives, to say the least, were not paranoid. Instead of listening to a customer base that wanted smaller, more fuel-efficient cars, the auto executives built bigger and bigger. Instead of taking seriously new competition from Japan, they staunchly insisted (both to themselves and to their customers) that MADE IN THE USA automatically meant “best in the world.” Instead of trying to learn from their competitors’ new methods of “lean manufacturing,” they clung stubbornly to their decades-old practices. Instead of rewarding the best people in the organization and firing the worst, they promoted on the basis of longevity and nepotism. Instead of moving quickly to keep up with the changing market, executives willingly embraced “death by committee.” Ross Perot once quipped that if a man saw a snake on the factory floor at GM, they’d form a committee to analyze whether they should kill it. Easy success had transformed the American auto

himself. “In the name of the Father, and of the Son, and of the Holy Spirit. I believe in God, the Father Almighty, Creator of heaven and earth; and in Jesus Christ, His only Son, our Lord; Who was conceived by the Holy Spirit, born of the Virgin Maria, suffered under Pontius Pilate, was crucified, died, and was buried. He descended into hell; the third day He arose again from the dead. He ascended into heaven, and sits at the right hand of God, the Father Almighty; from thence He shall come to judge the living and the dead. I believe in the Holy Spirit, the Holy Catholic Church, the communion of Saints, the forgiveness of sins, the resurrection of the body and life everlasting.

„Poate ca ati inteles pana acum: pentru oameni ca mine, adica pentru cunoscatorii intr-ale amaraciunii, care preschimba in cele din urma dragostea si suferinta, fericirea si lipsurile in pretextul unei vesnice singuratati, nu exista mari bucurii in viata, dupa cum nu exista nici mari tristeti. Nu spun ca nu-i pricepem pe ceilalti atunci cand sufletele le sunt ravasite de asemenea simtaminte; dimpotriva, ii intelegem peste poate pe cei care le traiesc pana la capat. Ceea ce nu pricepem este strania neliniste in care se cufunda sufletul in asemenea clipe. Aceasta neliniste tacuta, care ne intuneca mintea si sufletul, ia locul bucuriei si tristetii pe care ar trebui, de fapt, sa le incercam.

So out of the six major subcontractors who buy from us, there are two left? Man, that’s a turf war, right there.” “And whoever’s pulling this shit is probably going to try to work his way up the food chain.” Trez spoke up. “Which is why iAm and I think you should have someone with you twenty-four/seven until this shit shakes out.” Rehv seemed annoyed but he didn’t disagree. “We got any intel on who’s leaving all those bodies around?” “Well, duh,” Trez said. “People think it’s you.” “Not logical. Why would I kill off my own buyers?” Now Rehv was the one getting the hairy eyeball from the peanut gallery. “Oh, come on,” he said. “I’m not that bad. Well, okay, but only if someone fucks with me." -Rehv & Trez

EFIGIA RATATULUI: Avand oroare de orice fapta, isi repeta siesi: "Miscarea, ce prostie!" Il irita nu atat evenimentele cat ideea de a lua parte la ele; si nu se zbuciuma decat spre a le ocoli. Prin cârteli, a pustiit viața înainte de a-i fi supt ceva. E un Ecleziast de răspântie, care află în universala nimicnicie o scuză pentru infrangerile lui. Hotarat a gasi ca totul e lipsit de importanta, izbuteste usor, evidentele care sa-l slujeasca fiind numeroase. Iese totdeauma victorios din batalia argumentelor, dupa cum iese totdeauna invins din actiune: are "dreptate", refuză totul si totul il refuză. A inteles prea devreme ceea ce nu trebuie sa intelegi ca sa poti trăi - si cum talentul ii era prea stiutor de propriile functii, l-a risipit de teamă să nu-l irosească în nerozia unei opere. Purtând imaginea a ceea ce ar fi putut sa fie ca pe un stigmat si un nimb, roşeşte si e mandru de minunata-i sterilitate, pe veci strain de seducțiile naive, doar el izbăvit printre iloții Timpului. El isi trage libertatea din imensitatea nedesavarsirilor sale; este un zeu infinit si jalnic, pe care nici o creatie nu-l limiteaza, nici o creatura nu-l adora si nimeni nu-l cruță. Ceilalti ii intorc dispretul pe care l-a revarsat asupra lor. Nu are a ispăşi decât faptele pe care nu le-a săvârşit, al caror numar depaseste totusi calculul nemasuratului sau orgoliu. Dar, in cele din urma, drept mangaiere, la capatul unei vieti lipsite de glorie, isi poarta inutilitatea ca pe o coroană.

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

All the recent marketing successes have been PR successes, not advertising successes. To name a few: Starbucks, The Body Shop, Amazon.com, Yahoo!, eBay, Palm, Google, Linus, PlayStation, Harry Potter, Botox, Red Bull, Microsoft, Intel, and BlackBerry. A closer look at the history of most major brands shows this to be true. As a matter of fact, an astonishing number of well-known brands have been built with virtually no advertising at all. Anita Roddick built The Body Shop into a worldwide brand without any advertising. Instead she traveled the world looking for ingredients for her natural cosmetics, a quest that resulted in endless publicity. Until recently Starbucks didn’t spend a hill of beans on advertising either. In its first ten years, the company spent less that $10 million (total) on advertising in the United States, a trivial amount for a brand that delivers annual sales of $1.3 billion today. Wal-Mart became the world’s largest retailer, ringing up sales approaching $200 billion, with little advertising. Sam’s Club, a Wal-Mart sibling, averages $56 million per store with almost no advertising. In the pharmaceutical field, Viagra, Prozac, and Vioxx became worldwide brands with almost no advertising. In the toy field, Beanie Babies, Tickle Me Elmo, and Pokémon became highly successful brands with almost no advertising. In the high-technology field, Oracle, Cisco, and SAP became multibillion-dollar companies (and multibillion-dollar brands) with almost no advertising.

Ei exista, simultan, in doua lumi – lumea aparentelor si lumea adevarului. Firele care conecteaza aceste lumi pot lua multe forme. Atunci cand am ajuns prima oara aici, nu am inteles anumite lucruri. Spre exemplu, nu intelegeam de ce hainele sunt atat de importante. Sau de ce o vaca moarta devenea carne de vita, sau de ce iarba taiata intr-un anumit fel pretinde sa nu se calce pe ea, sau de ce animalele de companie ale unei gospodarii erau atat de importante pentru ei. Umanii se tem de natura si ii linisteste intr-o mare masura atunci cand pot sa isi demonstreze lor inisisi ca detin stapanirea asupra ei. De aceea exista peluzele, si de aceea lupii au evoluat devenind caini, si de aceea arhitectura lor se bazeaza pe forme care nu sunt naturale. Dar, cu adevarat, natura natura pura e doar un simbol pentru ei.

Y.T. is bored. She gets on her plank. The wheels blossom and become circular. She guides a tight wobbly course around the cars, coasts down into the street. The spotlight follows her for a moment, maybe picking up some stock footage. Videotape is cheap. You never know when something will be useful, so you might as well videotape it. People make their living that way -- people in the intel business. People like Hiro Protagonist. They just know stuff, or they just go around and videotape stuff. They put it in the Library. When people want to know the particular things that they know or watch their videotapes, they pay them money and check it out of the Library, or just buy it outright. This is a weird racket, but Y.T. likes the idea of it. Usually, the CIC won't pay any attention to a Kourier. But apparently Hiro has a deal with them. Maybe she can make a deal with Hiro. Because Y.T. knows a lot of interesting little things. One little thing she knows is that the Mafia owes her a favor.

De fet, la lectura és l'enemic més gran de l'èxit. El malentès és total: els nens a qui de veritat els agrada llegir acaben sent uns guillats, en sóc la il·lustració perfecta. Quan era petita no m'interessava res més: ni l'escola, ni la música ni els passeigs ni les vacances. Per això sóc asocial i incapaç de 'treballar en equip'. ¿La veritable passió per la lectura fa que la gent sigui inapta per al repartiment de bens? És clar, exagero una mica, però els nens als quals els agrada llegir de veritat acaben sent suplents de la intel·ligència, esporàdics de la cultura, formiguetes del nen de l'edició, bibliotecaris o periodistes per encàrrec mal pagats i mal considerats. De tota manera, són gent massa instruïda per a les professions disponibles al mercat. Per a aquests amargats eterns, qualsevol reunió d'empresa és una tortura, 'enfilar un projecte' una càrrega insuportable, una reunió d'avaluació amb un manàger és el xoc entre dos mons. Aquests desclassats són nombrosos, però condemnats a l'extinció, perquè els joves cada cop llegeixen menys, sobre tot els que han tingut formacions 'prestigioses' en grans universitats o en altres centres.

Mi-a venit foarte greu sa ma afirm alaturi de gandurile mele. Era un demon in mine, iar in cele din urma prezenta lui a fost decisiva. Ma domina si mi-o lua inainte, iar cand se intampla sa nu mai tin seama de nimic, era fiindca el ma presa. Nu ma puteam opri niciodata la ceea ce obtinusem deja. Trebuia sa continui sa alerg, pentru a-mi ajunge din urma viziunea. Intrucat, dupa cum e lesne de inteles, contemporanii mei nu puteau percepe viziunea mea, vedeau in mine doar pe cineva care fuge aiurea. Am ofensat multi oameni; caci, indata ce observam ca nu ma intelegeau, pentru mine cazul era incheiat. Trebuia sa merg mai departe. Exceptie facand pacientii mei, n-aveam rabdare cu oamenii. Intotdeauna trebuia sa-mi urmez legea interioara care-mi era impusa si nu-mi lasa libertatea alegerii. Ce-i drept insa, n-o urmam de fiecare data. Cum am putea s-o scoatem la capat fara inconsecvente? Pentru unii oameni eram nemijlocit prezent, in masura in care se aflau in contact cu lumea launtrica; dar apoi se putea intampla ca, brusc, sa nu mai fiu acolo cu ei, dat fiind ca nu mai exista nimic care sa ma lege de ei. Am invatat anevoie ca oamenii continua sa fie prezenti, chiar si atunci cand nu mai au nimic a-mi spune. Multi trezeau in mine sentimentul unei umanitati vii, dar numai cand apareau in cercul magic al psihologiei, devenind vizibili; in clipa urmatoare, cand farul isi indrepta raza in alta directie, nu mai exista nimic. Unii oameni ma puteau interesa in modul cel mai intens, pentru ca, de indata ce ii "descifram", farmecul sa dispara. Mi-am facut multi dusmani astfel. Dar, ca om creator, esti la discretia demonului, nu esti liber, ci inlantuit si manat de el. "... o putere rusinos ne smulge / Inima. / Caci jertfa cere orice e ceresc. / Dar cand un zeu este lasat deoparte, / N-aduce nici un bine." (Holderlin, Imnuri si ode) Lipsa de libertate m-a umplut de tristete. Adesea aveam senzatia ca ma gasesc pe un camp de lupta. Acum ai cazut tu, bunul meu camarad, dar eu trebuie sa continui! Eu nu pot, nu, nu pot ramane! Caci "o putere rusinoasa ne smulge inima". Mi-esti drag, te iubesc chiar, dar nu pot ramane! Pe moment, este ceva sfasietor. Caci eu insumi sunt victima, nu pot, sa raman. Dar demonul aranjeaza lucrurile astfel incat s-o scoatem la capat, iar binecuvantata inconsecventa are grija ca, in contrast flagrant cu "infidelitatea" mea, sa pot ramane credincios intr-o masura nebanuita.

One of those was Gary Bradski, an expert in machine vision at Intel Labs in Santa Clara. The company was the world’s largest chipmaker and had developed a manufacturing strategy called “copy exact,” a way of developing next-generation manufacturing techniques to make ever-smaller chips. Intel would develop a new technology at a prototype facility and then export that process to wherever it planned to produce the denser chips in volume. It was a system that required discipline, and Bradski was a bit of a “Wild Duck”—a term that IBM originally used to describe employees who refused to fly in formation—compared to typical engineers in Intel’s regimented semiconductor manufacturing culture. A refugee from the high-flying finance world of “quants” on the East Coast, Bradski arrived at Intel in 1996 and was forced to spend a year doing boring grunt work, like developing an image-processing software library for factory automation applications. After paying his dues, he was moved to the chipmaker’s research laboratory and started researching interesting projects. Bradski had grown up in Palo Alto before leaving to study physics and artificial intelligence at Berkeley and Boston University. He returned because he had been bitten by the Silicon Valley entrepreneurial bug.

At different times in the past, there were companies that exemplified Silicon Valley. It was Hewlett-Packard for a long time. Then, in the semiconductor era, it was Fairchild and Intel. I think that it was Apple for a while, and then that faded. And then today, I think it’s Apple and Google—and a little more so Apple. I think Apple has stood the test of time. It’s been around for a while, but it’s still at the cutting edge of what’s going on. It’s easy to throw stones at Microsoft. They’ve clearly fallen from their dominance. They’ve become mostly irrelevant. And yet I appreciate what they did and how hard it was. They were very good at the business side of things. They were never as ambitious product-wise as they should have been. Bill likes to portray himself as a man of the product, but he’s really not. He’s a businessperson. Winning business was more important than making great products. He ended up the wealthiest guy around, and if that was his goal, then he achieved it. But it’s never been my goal, and I wonder, in the end, if it was his goal. I admire him for the company he built—it’s impressive—and I enjoyed working with him. He’s bright and actually has a good sense of humor. But Microsoft never had the humanities and liberal arts in its DNA. Even when they saw the Mac, they couldn’t

home in Pahrump, Nevada, where he played the penny slot machines and lived off his social security check. He later claimed he had no regrets. “I made the best decision for me at the time. Both of them were real whirlwinds, and I knew my stomach and it wasn’t ready for such a ride.” •  •  • Jobs and Wozniak took the stage together for a presentation to the Homebrew Computer Club shortly after they signed Apple into existence. Wozniak held up one of their newly produced circuit boards and described the microprocessor, the eight kilobytes of memory, and the version of BASIC he had written. He also emphasized what he called the main thing: “a human-typable keyboard instead of a stupid, cryptic front panel with a bunch of lights and switches.” Then it was Jobs’s turn. He pointed out that the Apple, unlike the Altair, had all the essential components built in. Then he challenged them with a question: How much would people be willing to pay for such a wonderful machine? He was trying to get them to see the amazing value of the Apple. It was a rhetorical flourish he would use at product presentations over the ensuing decades. The audience was not very impressed. The Apple had a cut-rate microprocessor, not the Intel 8080. But one important person stayed behind to hear more. His name was Paul Terrell, and in 1975

The collapse, for example, of IBM’s legendary 80-year-old hardware business in the 1990s sounds like a classic P-type story. New technology (personal computers) displaces old (mainframes) and wipes out incumbent (IBM). But it wasn’t. IBM, unlike all its mainframe competitors, mastered the new technology. Within three years of launching its first PC, in 1981, IBM achieved $5 billion in sales and the #1 position, with everyone else either far behind or out of the business entirely (Apple, Tandy, Commodore, DEC, Honeywell, Sperry, etc.). For decades, IBM dominated computers like Pan Am dominated international travel. Its $13 billion in sales in 1981 was more than its next seven competitors combined (the computer industry was referred to as “IBM and the Seven Dwarfs”). IBM jumped on the new PC like Trippe jumped on the new jet engines. IBM owned the computer world, so it outsourced two of the PC components, software and microprocessors, to two tiny companies: Microsoft and Intel. Microsoft had all of 32 employees. Intel desperately needed a cash infusion to survive. IBM soon discovered, however, that individual buyers care more about exchanging files with friends than the brand of their box. And to exchange files easily, what matters is the software and the microprocessor inside that box, not the logo of the company that assembled the box. IBM missed an S-type shift—a change in what customers care about. PC clones using Intel chips and Microsoft software drained IBM’s market share. In 1993, IBM lost $8.1 billion, its largest-ever loss. That year it let go over 100,000 employees, the largest layoff in corporate history. Ten years later, IBM sold what was left of its PC business to Lenovo. Today, the combined market value of Microsoft and Intel, the two tiny vendors IBM hired, is close to $1.5 trillion, more than ten times the value of IBM. IBM correctly anticipated a P-type loonshot and won the battle. But it missed a critical S-type loonshot, a software standard, and lost the war.

Even though the Internet provided a tool for virtual and distant collaborations, another lesson of digital-age innovation is that, now as in the past, physical proximity is beneficial. There is something special, as evidenced at Bell Labs, about meetings in the flesh, which cannot be replicated digitally. The founders of Intel created a sprawling, team-oriented open workspace where employees from Noyce on down all rubbed against one another. It was a model that became common in Silicon Valley. Predictions that digital tools would allow workers to telecommute were never fully realized. One of Marissa Mayer’s first acts as CEO of Yahoo! was to discourage the practice of working from home, rightly pointing out that “people are more collaborative and innovative when they’re together.” When Steve Jobs designed a new headquarters for Pixar, he obsessed over ways to structure the atrium, and even where to locate the bathrooms, so that serendipitous personal encounters would occur. Among his last creations was the plan for Apple’s new signature headquarters, a circle with rings of open workspaces surrounding a central courtyard. Throughout history the best leadership has come from teams that combined people with complementary styles. That was the case with the founding of the United States. The leaders included an icon of rectitude, George Washington; brilliant thinkers such as Thomas Jefferson and James Madison; men of vision and passion, including Samuel and John Adams; and a sage conciliator, Benjamin Franklin. Likewise, the founders of the ARPANET included visionaries such as Licklider, crisp decision-making engineers such as Larry Roberts, politically adroit people handlers such as Bob Taylor, and collaborative oarsmen such as Steve Crocker and Vint Cerf. Another key to fielding a great team is pairing visionaries, who can generate ideas, with operating managers, who can execute them. Visions without execution are hallucinations.31 Robert Noyce and Gordon Moore were both visionaries, which is why it was important that their first hire at Intel was Andy Grove, who knew how to impose crisp management procedures, force people to focus, and get things done. Visionaries who lack such teams around them often go down in history as merely footnotes.

- Auzi domnule, cum domn'e?, as putea eu sa accept vreodata sau sa fiu obligat de acest Burtica sau chiar conditionat, auzi! conditionat! - La ce va referiti, Dom' Preda? - Cum ba, tu esti pe lumea cealalta de nu intelegi? Imi vorbea de parca eu as fi fost acolo sa stiu ce a vorbit el cu Burtica. Pana la urma s-a hotarat sa ma lamureasca si pe mine. - Uite ce mi-a zis, nea Tecu, cica, tov. Preda, dumneavoastra cunoasteti parerile noastre cu privire la puterea si capacitatea de gandire a tov Nicolae Ceausescu. Stiti cu totii ca dansul e un geniu, ca are gandire creatoare in politica tarii noastre, ca el e ctitorul neegalat de nimeni in privinta indicatiilor novatoare, de construire a socialismului, cum de altfel si a culturii, precum si a cunoasterii istoriei patriei noastre. De aceea m-am gandit ca impreuna sa ajungem la un acord si sa aratam ca in cartea pe care ati scris-o pana acum din romanul Delirul, dumneavoastra ati avut ca model persoana dansului. Descrierea actiunilor din timpul celui de-al doilea razboi mondial il infatiseaza ca un personaj principal, curajos, capabil, credincios comunismului si luptator pentru infrangerea fascismului si a Germaniei hitleriste. - Si dumneavoastra ce ati raspuns? - I-am zis ca nu pricep la ce se refera. Cum, tov Preda, n-ai inteles la cine ma refer eu? Te rog sa il prezinti ca personaj principal al romanului Delirul in volumul al doilea. Dupa cum mi-a povestit el in continuare, am inteles ca Preda ramasese inmarmurit pe scaun si nu-i venea sa creada ca tot ce auzise din gura lui Burtica era aievea. Si ca Burtica s-a ridicat in picioare si s-a proptit cu ambele maini in marginea biroului si i-a repetat: "Cred ca ne-am inteles sau, mai bine zis, ai inteles, domnu' Preda in privinta recomandarii mele prin aceea de a indeplini vointa sefului statului nostru de a il prezenta cu toate meritele in locul lui Niculae, personajul dumneavoastra din volumul I, inlocuindu-l discret cu Niculae Ceausescu, atribuindu-i lui toate meritele. Dupa ce s-a mai linistit a inceput sa-mi spuna mie cu vocea unui copil batut pe nedrept de parinti: - Vezi, ma, Dumitrescule, cum te obliga cizmarul asta nenorocit, care nu stie nici sa scrie, nici sa citeasca, si nici macar sa vorbeasca, te obliga sa il incluzi pe el in toate operele literaturii romane? El habar n-are de nimic, dar de, EL detine puterea si ce vrea el si cum vrea el noi trebuie sa executam. Inclusiv eu sa-l introduc in volumul doi al Delirului. Cum sa-l introduc in cartea mea cand nu stiu nimic despre el? Ba stiu ceva. Ca a facut politica asa de buna ca a dus tara de rapa. I-am zis lui Burtica sa ma scuze, dar nu pot scrie despre un om despre a carui viata si cultura nu stiu nimic. - Si tov. Burtica n-a zis nimic? - Cum sa nu zica? A zis. Si inca ce-a zis. Bine, tov. Preda, dar te avertizez, numai sa incepi sa scrii ceva din volumul al doilea al romanului Delirul si vorbim altfel. Trebuia sa il introduci si in volumul I, dar hai, treaca-mearga. Acum trebuie sa il bagi in vol. II. - Dom Burtica, dar v-am spus ca nu pot, nu pot. Ei, daca nu poti, cat voi trai eu si dumneata, acest volum II din Delirul sa stii de la mine ca nu va aparea.

How Google Works (Schmidt, Eric) - Your Highlight on Location 3124-3150 | Added on Sunday, April 5, 2015 10:35:40 AM In late 1999, John Doerr gave a presentation at Google that changed the company, because it created a simple tool that let the founders institutionalize their “think big” ethos. John sat on our board, and his firm, Kleiner Perkins, had recently invested in the company. The topic was a form of management by objectives called OKRs (to which we referred in the previous chapter), which John had learned from former Intel CEO Andy Grove.173 There are several characteristics that set OKRs apart from their typical underpromise-and-overdeliver corporate-objective brethren. First, a good OKR marries the big-picture objective with a highly measurable key result. It’s easy to set some amorphous strategic goal (make usability better … improve team morale … get in better shape) as an objective and then, at quarter end, declare victory. But when the strategic goal is measured against a concrete goal (increase usage of features by X percent … raise employee satisfaction scores by Y percent … run a half marathon in under two hours), then things get interesting. For example, one of our platform team’s recent OKRs was to have “new WW systems serving significant traffic for XX large services with latency < YY microseconds @ ZZ% on Jupiter.”174 (Jupiter is a code name, not the location of Google’s newest data center.) There is no ambiguity with this OKR; it is very easy to measure whether or not it is accomplished. Other OKRs will call for rolling out a product across a specific number of countries, or set objectives for usage (e.g., one of the Google+ team’s recent OKRs was about the daily number of messages users would post in hangouts) or performance (e.g., median watch latency on YouTube videos). Second—and here is where thinking big comes in—a good OKR should be a stretch to achieve, and hitting 100 percent on all OKRs should be practically unattainable. If your OKRs are all green, you aren’t setting them high enough. The best OKRs are aggressive, but realistic. Under this strange arithmetic, a score of 70 percent on a well-constructed OKR is often better than 100 percent on a lesser one. Third, most everyone does them. Remember, you need everyone thinking in your venture, regardless of their position. Fourth, they are scored, but this scoring isn’t used for anything and isn’t even tracked. This lets people judge their performance honestly. Fifth, OKRs are not comprehensive; they are reserved for areas that need special focus and objectives that won’t be reached without some extra oomph. Business-as-usual stuff doesn’t need OKRs. As your venture grows, the most important OKRs shift from individuals to teams. In a small company, an individual can achieve incredible things on her own, but as the company grows it becomes harder to accomplish stretch goals without teammates. This doesn’t mean that individuals should stop doing OKRs, but rather that team OKRs become the more important means to maintain focus on the big tasks. And there’s one final benefit of an OKR-driven culture: It helps keep people from chasing competitors. Competitors are everywhere in the Internet Century, and chasing them (as we noted earlier) is the fastest path to mediocrity. If employees are focused on a well-conceived set of OKRs, then this isn’t a problem. They know where they need to go and don’t have time to worry about the competition. ==========

1. ‘’Astfel, esenta lumanarii nu este ceara care lasa urme, ci lumina.’’ 2. ‘’Cel ce iubeste doar aproprierea dragostei, nu va cunoaste niciodata intalnirea cu ea.’’ 3. ‘’Caci am aflat ca omul este asemenea unei citadele. Rastoarna zidurile pentru a-si gasi libertatea, dar nu mai e decat fortareata nimicita, deschisa inspre stele. Atunci incepe spaima de a nu mai fi.’’ 4. ‘’Si am inteles ca au nevoie de liniste. Caci numai in liniste adevarul fiecaruia se leaga si prinde radacini. Caci ceea ce e important, inainte de toate,…, este timpul.’’ 5. ‘’ …limbajul nu contine nimic care sa fie vrednic de interes. Invata sa asculti nu zarva cuvintelor, nici rationamentele ce le permit sa se insele. Invata sa privesti mai departe.’’ ‘’Iata pentru ce am dispretuit dintotdeauna, ca fiind zadarnica, zarva cuvintelor. Si nu m-am increzut in artificiile limbajului. ‘’ 6. ‘’ Caci abilitatea nu este decat un cuvant gol. In creatie nu exista ocoluri. Creezi ceea ce faci si nimic mai mult. Iar daca pretinzi ca urmarind un scop, te indrepti spre un altul, deosebit de primul, doar cel pe care cuvintele il inseala te va crede abil.’’ 7. ‘’Caci fiecare iubeste in felul sau aceeasi imagine. Doar un limbaj insuficient ii opune pe oameni unii altora, caci dorintele lor nu difera. N-am intalnit niciodata pe cel care sa doreasca dezordinea sau josnicia sau ruina. Imaginea care-i framanta si pe care ar vrea s-o intemeieze se aseamana de la un capat la celalat al universului, dar caile de atingere a ei difera.’’ 8. ‘’ Desigur, cu cat munca pe care o consumi in numele dragostei este mai grea, cu atat mai mult te exalta. Cu cat dai mai mult, cu atat cresti mai mult. Dar trebuie sa existe cineva care sa primeasca. A pierde nu inseamna niciodata a darui.’’ 9. ‘’ Caci, o data mai mult, am aflat ca logica ucide viata. Si ca nu contine nimic prin ea insasi… Dar facatorii de formule s-au inselat asupra omului. Au confundat formula, care este umbra plata a cedrului, cu cedrul, din volumul, greutatea si culoarea lui, cu incarcatura sa de pasari si frunzisul sau, care nu s-ar putea exprima si cuprinde in cuvinte firave…Caci aceia confunda formula care desemneaza, cu obiectul desemnat. Si cum ar putea suporta ceea ce nu se poate formula, sau nu s-a implinit inca, sau intra in contradictie cu un alt adevar? Cum sa stie ca, intr-un limbaj care formuleaza dar nu cuprinde, doua adevaruri se pot opune?’’ 10. ‘’ Dar daca nu te ating, te construiesc ca pe un templu. Si te inalt in lumina. Si tacerea ta inchide in ea campiile. Iar eu te iubesc dincolo de mine sau tine. Si inventez imnuri pentru a-ti celebra imperiul…Nu esti decat o treapta in drumul meu spre eternitate.’’ 11. ‘’ Dar cei pe care ii numesc liberi si hotarand numai pentru ei insisi, inexorabil singuri, aceia nu sunt condusi, plutesc fara vant in panze, iar rezistenta lor nu este decat capriciu incoerent. Cei pe care ii urasc, sunt, mai ales, cei care nu exista cu adevarat. Rasa de caini ce se cred liberi, fiind liberi de a-si schimba opiniile, de a nega (cum ar putea sti ca neaga, de vreme ce ei insisi sunt judecatori?), liberi de a trisa, de a renega si de a se vinde , si pe care ii fac sa-si schimbe parerile doar aratandu-le troaca atunci cand le e foame.’’ 12. ‘’Caci dragostea nu-ti e data ca un cadou al acestui obraz, la fel cum linistea si calmul nu sunt produs al privelistii, ci al ascensiunii reusite, al muntelui dominat, al instalarii tale in cer. La fel- dragostea. Iluzia este ca o intalnesti, cand de fapt se invata.Si se inseala cel care rataceste prin viata, pentru a fi cucerit, cunoscand prin scurte fioruri , gustul tumultului inimii si visand sa intalneasca marea febra ce il va incinge pentru totdeauna, desi ea nu este decat o desarta victorie a inimii sale. De asemenea, nu te odihnesti in dragoste, daca ea nu se transforma din zi in zi, ca in maternitate.