Interfere In Other People's Business Quotes

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it's not my business," Scrooge returned. "It's enough for a man to understand his own business, and not to interfere with other people's. Mine occupies me constantly.
Charles Dickens (A Christmas Carol)
It’s not my business,” Scrooge returned. “It’s enough for a man to understand his own business, and not to interfere with other people’s. Mine occupies me constantly.
Charles Dickens (A Christmas Carol)
People now a days are in business of minding other's business.
Kartik Mehta
At least he would be taking away a pot of his favourite jelly, which was a great deal more than one usually got out of trying to interfere in other people's business.
Barbara Pym (An Unsuitable Attachment)
When I feel compelled to interfere in someone else’s business, I try to ask myself, “Am I concentrating on the task I have been given?” When my meditation practice is going well, I am too busy looking within myself to bother with other people’s affairs. But when I cannot concentrate on my meditation practice, my mind starts to wander and notice the faults in others. And I soon see they are my own faults reflected back at me. No one has asked me to focus my attention there. In moments like this, I recall my original intention of being a monk and return to my practice.
Haemin Sunim (Love for Imperfect Things: How to Accept Yourself in a World Striving for Perfection)
I’m continually amazed at how even extremely high performers’ lives are often still controlled in some way by their family-of-origin or in-law relationships. I wish we had some cosmic algorithm that actually revealed how much lost performance comes from people having to continually negotiate the intrusion of family-of-origin conditioning and interference into their businesses, careers, marriages, parenting styles, life choices, and the like. It literally becomes crippling to even some of the most talented people out there. In these situations, even if the adult umbilical cord is providing food, it’s charging exorbitant rent.
Henry Cloud (The Power of the Other: The startling effect other people have on you, from the boardroom to the bedroom and beyond-and what to do about it)
It's enough for a man to understand his own business, and not to interfere with other people's. Mine occupies me constantly.
Charles Dickens (A Christmas Carol)
It’s enough for a man to understand his own business, and not to interfere with other people’s. Mine occupies me constantly. Good afternoon, gentlemen!” Seeing clearly that it would be useless to pursue their point, the gentlemen withdrew. Scrooge resumed his labours with an improved opinion of himself, and in a more facetious temper than was usual with him.
Charles Dickens (A Christmas Carol)
PEACETIME CEO/WARTIME CEO Peacetime CEO knows that proper protocol leads to winning. Wartime CEO violates protocol in order to win. Peacetime CEO focuses on the big picture and empowers her people to make detailed decisions. Wartime CEO cares about a speck of dust on a gnat’s ass if it interferes with the prime directive. Peacetime CEO builds scalable, high-volume recruiting machines. Wartime CEO does that, but also builds HR organizations that can execute layoffs. Peacetime CEO spends time defining the culture. Wartime CEO lets the war define the culture. Peacetime CEO always has a contingency plan. Wartime CEO knows that sometimes you gotta roll a hard six. Peacetime CEO knows what to do with a big advantage. Wartime CEO is paranoid. Peacetime CEO strives not to use profanity. Wartime CEO sometimes uses profanity purposefully. Peacetime CEO thinks of the competition as other ships in a big ocean that may never engage. Wartime CEO thinks the competition is sneaking into her house and trying to kidnap her children. Peacetime CEO aims to expand the market. Wartime CEO aims to win the market. Peacetime CEO strives to tolerate deviations from the plan when coupled with effort and creativity. Wartime CEO is completely intolerant. Peacetime CEO does not raise her voice. Wartime CEO rarely speaks in a normal tone. Peacetime CEO works to minimize conflict. Wartime CEO heightens the contradictions. Peacetime CEO strives for broad-based buy-in. Wartime CEO neither indulges consensus building nor tolerates disagreements. Peacetime CEO sets big, hairy, audacious goals. Wartime CEO is too busy fighting the enemy to read management books written by consultants who have never managed a fruit stand. Peacetime CEO trains her employees to ensure satisfaction and career development. Wartime CEO trains her employees so they don’t get their asses shot off in the battle. Peacetime CEO has rules like “We’re going to exit all businesses where we’re not number one or two.” Wartime CEO often has no businesses that are number one or two and therefore does not have the luxury of following that rule.
Ben Horowitz (The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers)
Meanwhile, people are busy using fractals to explain any system that has defied other, more reductionist approaches. Since they were successfully applied by IBM's Benoit Mandlebrot to the problem of seemingly random, intermittent interference on the phone lines, fractals have been used to identify underlying patterns in weather systems, computer files, and bacteria cultures. Sometimes fractal enthusiasts go a bit too far, however, using these nonlinear equations to mine for patterns in systems where none exist. Applied to the stock market to consumer behavior, fractals may tell less about those systems than about the people searching for patterns within them. There is a dual nature to fractals: They orient us while at the same time challenging our sense of scale and appropriateness. They offer us access to the underlying patterns of complex systems while at the same time tempting us to look for patterns where none exist. This makes them a terrific icon for the sort of pattern recognition associated with present shock—a syndrome we'll call factalnoia. Like the robots on Mystery Science Theater 3000, we engage by relating one thing to another, even when the relationship is forced or imagined. The tsunami makes sense once it is connected to chemtrails, which make sense when they are connected to HAARP. It's not just conspiracy theorists drawing fractalnoid connections between things. In a world without time, any and all sense making must occur on the fly. Simultaneity often seems like all we have. That's why anyone contending with present shock will have a propensity to make connections between things happening in the same moment—as if there had to be an underlying logic.
Douglas Rushkoff (Present Shock: When Everything Happens Now)
A loving and authentic man allow others to be themselves. When you are judging others, you are trying to interfere in their life. Nobody has the right to judge anybody. These are way to control and dominate people. It is not your business to judge others as god or bad. Everybody has to be conscious of his own qualities. If you want to help others, you cannot help by judging. You can only others by making them more conscious. There is a great joy and beauty in helping people, then the first is a total acceptance of the person. Whatever the person is it is the way existence has brought him. But we have been told that person have to be in a certain way. We have been told things which are good and bad, and that people should be condemned and rejected by the society. Don’t’ judge people, Rather love people as the are. We have been taught not to love people, but rather we are taught to judge people. Love knows no judgement, it simply loves, as you are.
Swami Dhyan Giten (The Call of the Heart)
There is, in fact, no recognized principle by which the propriety or impropriety of government interference is customarily tested. People decide according to their personal preferences. Some, whenever they see any good to be done, or evil to be remedied, would willingly instigate the government to undertake the business, while others prefer to bear almost any amount of social evil rather than add one to the departments of human interests amenable to governmental control. And men range themselves on one or the other side in any particular case, according to this general direction of their sentiments, or according to the degree of interest which they feel in the particular thing which it is proposed that the government should do, or according to the belief they entertain that the government would, or would not, do it in the manner they prefer; but very rarely on account of any opinion to which they consistently adhere, as to what things are fit to be done by a government. And
John Stuart Mill (On Liberty (English Library))
MY OWN BUSINESS . . . M. O. B. MOB assumes the right of every individual to possess his inner space, to do what interests him with people he wants to see. In some areas this right was more respected a hundred years ago than it is in the permissive society. 'Which is it this time, Holmes? Cocaine or morphine?' asks a disapproving Watson. But Holmes won’t have fink hounds sniffing through his Baker Street digs. If he accepts an American assignment 8 narks won’t beat his door in with sledge hammers, rush in waving their guns “WHATZAT YOU’RE SMOKING?” jerk the pipe out of his mouth and strip him naked. We will make the MOB stand on criminals and crim­inal communes clear. A criminal is someone who commits crimes against property and crimes against persons. We feel that criminals are not minding their own business. Someone who steals your typewriter, starts barroom fights, kicks an old bum to death, is not minding his own business at all. The Thuggees of India, the Mafia, the Ku Klux Klan are examples of criminal communes. Strangling someone and stealing his money, throwing acid in his face, lynching beating and burn­ ing people to death is not minding one’s own business. On one side we have MOBS dedicated to minding their own business without interference. On the other side we have the enemies of MOB dedicated to interference. Equipped with new techniques of computerized thought control the enemies of MOB could inflict a permanent defeat. MOB want to know just where everybody stands. Wouldn’t advise you to try sitting on that fence. It’s electric. Your enemies then are the enemies of MOB. You can do more to destroy these enemies with tape recorders and video cameras than you can with machine guns. Video tape puts any number of machine guns into your hands. However, it is difficult to convince a revolutionary that this weapon is actually more potent than gelignite or guns. What do revolu­tionaries want? Vengeance, or a real change? Both perhaps. It is difficult for those who have suffered outrageous brutal­ity and oppression to forget about vengeance, which is why I postulated the wholesome catharsis of MA, the Mass Assassination of enemy word and image. And this brings us to a basic question that every revolutionary must ask himself. Can I live without enemies? Can any human being live without enemies? No human being has ever done so yet. If the present revolutionary movement is to amount to more than a change of management, presenting the same old good-guy, bad-guy movie, a basic change of conscious­ ness must take place.
William S. Burroughs (The Electronic Revolution)
As a child, Callum never sympathized much with storybook villains, who were always clinging to some sort of broad, unspecified drive. It wasn’t the depravity that unnerved him, but the desperation of it all; the need, the compulsion, which always destroyed them in the end. That was the distasteful thing about villains, really. Not the manner in which they went about their business, which was certainly gruesome and morally corrupt, but the fact that they desired things so intensely. The heroes were always reluctant, always pushed into their roles, martyring themselves. Callum didn’t like that, either, but at least it made sense. Villains were far too proactive. Must they participate in the drudgery of it all for some interminable cause? Taking over the world was a mostly nonsensical agenda. Have control of these puppets, with their empty heads and their pitchforked mobs? Why? Wanting anything—beauty, love, omnipotence, absolution—was the natural flaw in being human, but the choice to waste away for anything made the whole indigestible. A waste. Simple choices were what registered to Callum as most honestly, the truest truths: fairy-tale peasants need money for dying child, accepts whatever consequence follow. The rest of the story—about rewards of choosing good or the ill-fated outcomes of desperation and vice—we’re always too lofty, a pretty but undeniable lie. Cosmic justice wasn’t real. Betrayal was all too common. For better or worse, people did not get what they deserved. Callum had always tended toward the assassins in the stories, the dutiful soldiers, those driven by personal reaction rather than on some larger moral cause. Perhaps it was a small role to serve on the whole, but at least it was rational, comprehensible beyond fatalistic. Take the huntsman who failed to kill Snow White, for example. An assassin acting on his own internal compass. Whether humanity as a whole won or lost as a result of his choice? Unimportant. He didn’t raise an army, didn’t fight for good, didn’t interfere much with the queen’s other evils. It wasn’t the whole world at stake; it was never about destiny. Callum admired that, the ability to take a moral stance and hold it. It was only about whether the huntsman could live with his decision—because however miserable or dull or uninspired, life was the only thing that mattered in the end. The truest truths: Mortal lifetimes were short, inconsequential. Convictions were death sentences. Money couldn’t buy happiness, but nothing could buy happiness, so at least money could buy everything else. In terms of finding satisfaction, all a person was capable of controlling was himself.
Olivie Blake (The Atlas Six (The Atlas, #1))
Professor Lundborg and his assistants did not answer Allan’s questions, but they made notes and hummed and then left him in peace, sometimes for days at a stretch. Allan devoted those days to all kinds of reading: the daily newspapers of course, but also books from the hospital’s extensive library. Add to that three square meals a day, an indoor toilet, and a room of his own, and you can see why Allan found it very comfortable to be locked up in an asylum. The atmosphere had been a little unpleasant only once, and that was when Allan asked Professor Lundborg what was so dangerous about being a Negro or a Jew. For once, the professor didn’t respond with silence, but bellowed that Karlsson should mind his own business and not interfere in other people’s affairs. Allan was reminded of that time many years ago when his mother had threatened to box his ears.
Jonas Jonasson (The Hundred-Year-Old Man Who Climbed Out of the Window and Disappeared)
The danger of minding other people's business is twofold. First, there is the danger that a man may leave his own business unattended to; and, second, there is the danger of an impertinent interference with another's affairs. The
William Graham Sumner (What Social Classes Owe to Each Other)
PEACETIME CEO/WARTIME CEO Peacetime CEO knows that proper protocol leads to winning. Wartime CEO violates protocol in order to win. Peacetime CEO focuses on the big picture and empowers her people to make detailed decisions. Wartime CEO cares about a speck of dust on a gnat’s ass if it interferes with the prime directive. Peacetime CEO builds scalable, high-volume recruiting machines. Wartime CEO does that, but also builds HR organizations that can execute layoffs. Peacetime CEO spends time defining the culture. Wartime CEO lets the war define the culture. Peacetime CEO always has a contingency plan. Wartime CEO knows that sometimes you gotta roll a hard six. Peacetime CEO knows what to do with a big advantage. Wartime CEO is paranoid. Peacetime CEO strives not to use profanity. Wartime CEO sometimes uses profanity purposefully. Peacetime CEO thinks of the competition as other ships in a big ocean that may never engage. Wartime CEO thinks the competition is sneaking into her house and trying to kidnap her children. Peacetime CEO aims to expand the market. Wartime CEO aims to win the market. Peacetime CEO strives to tolerate deviations from the plan when coupled with effort and creativity. Wartime CEO is completely intolerant. Peacetime CEO does not raise her voice. Wartime CEO rarely speaks in a normal tone. Peacetime CEO works to minimize conflict. Wartime CEO heightens the contradictions. Peacetime CEO strives for broad-based buy-in. Wartime CEO neither indulges consensus building nor tolerates disagreements. Peacetime CEO sets big, hairy, audacious goals. Wartime CEO is too busy fighting the enemy to read management books written by consultants who have never managed a fruit stand. Peacetime CEO trains her employees to ensure satisfaction and career development. Wartime CEO trains her employees so they don’t get their asses shot off in the battle. Peacetime CEO has rules like “We’re going to exit all businesses where we’re not number one or two.” Wartime CEO often has no businesses that are number one or two and therefore does not have the luxury of following that rule. CAN
Ben Horowitz (The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers)
Owing to the isolation in which the agriculturist lives, and to his limited education, he is but little capable of adding anything to general civilisation or learning to estimate the value of political institutions, and much less still to take an active part in the administration of public affairs and of justice, or to defend his liberty and rights. Hence he is mostly in a state of dependence on the landed proprietor. Everywhere merely agricultural nations have lived in slavery, or oppressed by despotism, feudalism, or priestcraft. The mere exclusive possession of the soil gave the despot, the oligarchy, or the priestly caste a power over the mass of the agricultural population, of which the latter could not rid themselves of their own accord. Under the powerful influence of habit, everywhere among merely agricultural nations has the yoke which brute force or superstition and priestcraft imposed upon them so grown into their very flesh that they come to regard it as a necessary constituent of their own body, as a condition of their very existence. On the other hand, the separation and variety of the operations of business, and the confederation of the productive powers, press with irresistible force the various manufacturers towards one another. Friction produces sparks of the mind, as well as those of natural fire. Mental friction, however, only exists where people live together closely, where frequent contact in commercial, scientific, social, civil, and political matters exists, where there is large interchange both of goods and ideas. The more men live together in one and the same place, the more every one of these men depends in his business on the co-operation of all others, the more the business of every one of these individuals requires knowledge, circumspection, education, and the less that obstinacy, lawlessness, oppression and arrogant opposition to justice interfere with the exertions of all these individuals and with the objects at which they aim, so much the more perfect will the civil institutions be found, so much larger will be the degree of liberty enjoyed, so much more opportunity will be given for self-improvement and for co-operation in the improvement of others. Therefore liberty and civilisation have everywhere and at all times emanated from towns, in ancient times in Greece and Italy, in the Middle Ages in Italy, Germany, Belgium, and Holland; later on in England, and still more recently in North America and France. But there are two kinds of towns, one of which we may term the productive, the other the consuming kind. There are towns which work up raw materials, and pay the country districts for these, as well as for the means of subsistence which they require, by means of manufactured goods. These are the manufacturing towns, the productive ones. The more that these prosper, the more the agriculture of the country prospers, and the more powers that agriculture unfolds, so much the greater do those manufacturing towns become. But there are also towns where those live who simply consume the rents of the land. In all countries which are civilised to some extent, a large portion of the national income is consumed as rent in the towns. It would be false, however, were we to maintain as a general principle that this consumption is injurious to production, or does not tend to promote it. For the possibility of securing to oneself an independent life by the acquisition of rents is a powertul stimulus to economy and to the utilisation of savings in agriculture and in agricultural improvements. Moreover, the man who lives on rents, stimulated by the inclination to distinguish himself before his fellow-citizens, supported by his education and his independent position, will promote, civilisation, the efficiency of public institutions, of State administration, science and art.
Friedrich List
Don’t get involved , interfere or put your nose in other people problems, relationships, lifestyle and business. If you are not providing a solution.
D.J. Kyos
We like to get involved in other people’s business, thinking we are doing so for them. We offer unsolicited help and interfere with their lives. We take away their power and make them feel incapable. This stems from our desire for control and recognition. It has little to do with love. We should love people like the sun loves the earth. The sun loves the earth without choosing to. It nourishes trees and flowers, expecting nothing in return. It does not withhold its rays but brightens everything with its presence.
Haemin Sunim (The Things You Can See Only When You Slow Down: How to be Calm in a Busy World)