Joseph Plateau Quotes

Working hard is important. But more effort does not necessarily yield more results. “Less but better” does. Ferran Adrià, arguably the world’s greatest chef, who has led El Bulli to become the world’s most famous restaurant, epitomizes the principle of “less but better” in at least two ways. First, his specialty is reducing traditional dishes to their absolute essence and then re-imagining them in ways people have never thought of before. Second, while El Bulli has somewhere in the range of 2 million requests for dinner reservations each year, it serves only fifty people per night and closes for six months of the year. In fact, at the time of writing, Ferran had stopped serving food altogether and had instead turned El Bulli into a full-time food laboratory of sorts where he was continuing to pursue nothing but the essence of his craft.1 Getting used to the idea of “less but better” may prove harder than it sounds, especially when we have been rewarded in the past for doing more … and more and more. Yet at a certain point, more effort causes our progress to plateau and even stall. It’s true that the idea of a direct correlation between results and effort is appealing. It seems fair. Yet research across many fields paints a very different picture. Most people have heard of the “Pareto Principle,” the idea, introduced as far back as the 1790s by Vilfredo Pareto, that 20 percent of our efforts produce 80 percent of results. Much later, in 1951, in his Quality-Control Handbook, Joseph Moses Juran, one of the fathers of the quality movement, expanded on this idea and called it “the Law of the Vital Few.”2 His observation was that you could massively improve the quality of a product by resolving a tiny fraction of the problems. He found a willing test audience for this idea in Japan, which at the time had developed a rather poor reputation for producing low-cost, low-quality goods. By adopting a process in which a high percentage of effort and attention was channeled toward improving just those few things that were truly vital, he made the phrase “made in Japan” take on a totally new meaning. And gradually, the quality revolution led to Japan’s rise as a global economic power.3

most professionals progress until they reach an “acceptable” level, and then they plateau. Software engineers, for instance, usually stop progressing somewhere around five years after entering the workforce. Beyond this level of mediocrity, further improvements are not correlated to years of work in the field.

Howard knew that a strong enemy makes an opposing commander look good, and a great opposing general makes the victorious general look even better. Every time he had been called into the Plateau country, it had somehow involved an issue with Joseph. He had heard the man’s eloquence and seen the way that the other nontreaty chiefs had deferred to him on matters concerning the Wallowa. So he erroneously assumed that this imposing, charismatic, formidable chief was also the energetic, charismatic, formidable military leader of all the nontreaty bands. As a result, in his reports and in the dispatches from his friend, Sutherland, his military campaign was depicted as a struggle with the masterful war chief, Joseph, whose brilliant leadership and field strategies and tactics only served to make Howard’s victory seem even greater. Taking Howard’s lead, Sutherland referred to the Nez Perce as “Joseph’s people” and soon adopted the military shorthand of making observations such as “Joseph is in full retreat.” In the public’s mind, the Nez Perce were rapidly becoming “Joseph’s people,” and every military action was becoming an engagement between the Civil War general, Howard, and Joseph, the Nez Perce general and leader of the Nez Perce people. Meanwhile, the Nez Perce were anything but Joseph’s people. They were not even united among themselves. It had been all the chiefs could do to get everyone moving in a single direction. Even questions of allegiance still had not been sorted out. Many families included members who lived among the treaty factions as well as among the nontreaty bands. This had never presented a problem because all knew that a person or family could cross back and forth between sides if they decided that the Christian way or the traditional way was better. But now, with bullets flying, lines were hardening. In fact, in the Clearwater skirmish, one of the treaty Nez Perce fighting for the soldiers and even wearing a blue soldier’s jacket learned that his father had been killed while fighting on the nontreaty side, so he raced across the ground between the two factions, enduring fire from both camps, threw off his coat, and led a charge of the nontreaties against the soldiers he had just abandoned.