Levels Of Management Quotes

The man had a smooth voice, like velvet. “I’m Detective Inspector Me. Unusual name, I know. My family were incredibly narcissistic. I’m lucky I escaped with any degree of humility at all, to be honest, but then I’ve always managed to exceed expectations. You are Kenny Dunne, are you not?” “I am.” “Just a few questions for you, Mr Dunne. Or Kenny. Can I call you Kenny? I feel we’ve become friends these past few seconds. Can I call you Kenny?” “Sure,” Kenny said, slightly baffled. “Thank you. Thank you very much. It’s important you feel comfortable around me, Kenny. It’s important we build up a level of trust. That way I’ll catch you completely unprepared when I suddenly accuse you of murder.

I have my sources." Somehow, saying I'd heard it from my mom sounded less cool. "You've decided, right? I mean, it sounds like a good deal, seeing as she's going to give you fringe benefits..." He gave me a level look. "What happens between her and me is none of your business," he replied crisply. ... Dimitri arched an eyebrow, then jerked his head back where we'd come from. "You hang out in his room a lot?" Several retorts popped into my head, and then a golden one took precedence. "What happens between him and me is none of your business." I managed a tone very similar to he one he'd used on me when making a similar comment about him and Tasha.

Convince yourself everyday that you are worthy of a good life. Let go of stress, breathe. Stay positive, all is well.

On an incredibly simplistic level, you can think of depression as occurring when your cortex thinks an abstract thought and manages to convince the rest of the brain that this is as real as a physical stressor.

Elite students climb confidently until they reach a level of competition sufficiently intense to beat their dreams out of them. Higher education is the place where people who had big plans in high school get stuck in fierce rivalries with equally smart peers over conventional careers like management consulting and investment banking. For the privilege of being turned into conformists, students (or their families) pay hundreds of thousands of dollars in skyrocketing tuition that continues to outpace inflation. Why are we doing this to ourselves?

...my father, [was] a mid-level phonecompany manager who treated my mother at best like an incompetent employee. At worst? He never beat her, but his pure, inarticulate fury would fill the house for days, weeks, at a time, making the air humid, hard to breathe, my father stalking around with his lower jaw jutting out, giving him the look of a wounded, vengeful boxer, grinding his teeth so loud you could hear it across the room ... I'm sure he told himself: 'I never hit her'. I'm sure because of this technicality he never saw himself as an abuser. But he turned our family life into an endless road trip with bad directions and a rage-clenched driver, a vacation that never got a chance to be fun.

The job of taste was to thin the insane torrent of human creativity down to manageable levels. But the job of appetite was never to be happy with taste.

The night can last twenty hours and even when the day finally breaks it never gets above a level of cold I call “fuck that”—as in you open the door, your face freezes instantly to the point where it hurts to speak, but manfully you manage to say “fuck that,” before turning round, and going back to bed.

Leadership is not just some empty formulas but establishing deep connection at soul levels through service, integrity, passion, perseverance and equanimity.

But in the end self-confidence mostly comes from a gut-level realization that nobody has ever died from making a wrong business decision, or taking inappropriate action, or being overruled. And everyone in your operation should be made to understand this.

Thank you. Since we decided a few weeks ago to adopt the leaf as legal tender, we have, of course, all become immensely rich. [...] "But we have also," continued the management consultant, "run into a small inflation problem on account of the high level of leaf availability, which means that, I gather, the current going rate has something like three deciduous forests buying on ship's peanut." [...] "So in order to obviate this problem," he continued, "and effectively revalue the leaf, we are about to embark on a massive defoliation campaign, and...er, burn down all the forests. I think you'll all agree that's a sensible move under the circumstances.

There are 3 groups of employees in any change journey: ‘Advocates’, ‘Observers’ and ‘Rebels’. Each reacts differently to organisational change and will have different levels of resistance

Sir, people never wanted me to make it to squire. They won't like it any better if I become a knight. I doubt I'll ever get to command a force larger than, well, just me.' Raoul shook his head. 'You're wrong.' As she started to protest, he raised a hand. 'Hear me out. I have some idea of what you've had to bear to get this far, and it won't get easier. But there are larger issues than your fitness for knighthood, issues that involve lives and livelihoods. Attend,' he said, so much like Yayin, one of her Mithran teachers, that Kel had to smile. 'At our level, there are four kids of warrior,' he told Kel. He raised a fist and held up one large finger. 'Heroes, like Alanna the Lioness. Warriors who find dark places and fight in them alone. This is wonderful, but we live in the real world. There aren't many places without any hope or light.' He raised a second finger. 'We have knights- plain, everyday knights, like your brothers. They patrol their borders and protect their tenants, or they go into troubled areas at the king's command and sort them out. They fight in battles, usually against other knights. A hero will work like an everyday knight for a time- it's expected. And most knights must be clever enough to manage alone.' Kel nodded. 'We have soldiers,' Raoul continued, raising a third finger. 'Those warriors, including knights, who can manage so long as they're told what to do. These are more common, thank Mithros, and you'll find them in charge of companies in the army, under the eye of a general. Without people who can take orders, we'd be in real trouble. 'Commanders.' He raised his little finger. 'Good ones, people with a knack for it, like, say, the queen, or Buri, or young Dom, they're as rare as heroes. Commanders have an eye not just for what they do, but for what those around them do. Commanders size up people's strengths and weaknesses. They know where someone will shine and where they will collapse. Other warriors will obey a true commander because they can tell that the commander knows what he- or she- is doing.' Raoul picked up a quill and toyed with it. 'You've shown flashes of being a commander. I've seen it. So has Qasim, your friend Neal, even Wyldon, though it would be like pulling teeth to get him to admit it. My job is to see if you will do more than flash, with the right training. The realm needs commanders. Tortall is big. We have too many still-untamed pockets, too curse many hideyholes for rogues, and plenty of hungry enemies to nibble at our borders and our seafaring trade. If you have what it takes, the Crown will use you. We're too desperate for good commanders to let one slip away, even a female one. Now, finish that'- he pointed to the slate- 'and you can stop for tonight.

This is bad," was all I could manage to say. "Yeah, I kind of picked up on that too." "No,I mean really bad. Like, to a level I didn't know badness could reach." Archer crouched down near the lip of the crater, the flickering blue light playing in his eyes. "It gets worse." "What,does this put also eat kittens? How much worse can it be?

I wish we'd be able to deliver our message at the global level on the need to recognize the past genocides in order to prevent new ones. Our message of peace and justice will hopefully reach every corner of the world.

Here I’d like to introduce the concept of leverage, which is the output generated by a specific type of work activity. An activity with high leverage will generate a high level of output; an activity with low leverage, a low level of output.

Effective anticipatory governance is not possible without leadership teams and boards appreciating the range of potential responses to the respective levels of uncertainty.

Tell me what you do with the food you eat, and I'll tell you who you are. Some turn their food into fat and manure, some into work and good humor, and others, I'm told, into God. So there must be three sorts of men. I'm not one of the worst, boss, nor yet one of the best. I'm somewhere in between the two. What I eat I turn into work and good humor. That's not too bad, after all!' He looked at me wickedly and started laughing. 'As for you, boss,' he said, 'I think you do your level best to turn what you eat into God. But you can't quite manage it, and that torments you. The same thing's happening to you as happened to the crow.' 'What happened to the crow, Zorba?' 'Well, you see, he used to walk respectably, properly - well, like a crow. But one day he got it into his head to try and strut about like a pigeon. And from that time on the poor fellow couldn't for the life of him recall his own way of walking. He was all mixed up, don't you see? He just hobbled about.

no manager at any level can expect to succeed without the skill set of an organizational engineer.

Like the brain's command center, the board provides the highest level of cognitive function for the organization. They are the "big picture" thinkers, setting strategic direction, overseeing management, and representing the interests of shareholders and stakeholders.

I think maybe, when I was very young, I witnessed a chaste cheek kiss between the two when it was impossible to avoid. Christmas, birthdays. Dry lips. On their best married days, their communications were entirely transactional: 'We're out of milk again.' (I'll get some today.) 'I need this ironed properly.' (I'll do that today.) 'How hard is it to buy milk?' (Silence.) 'You forgot to call the plumber.' (Sigh.) 'Goddammit, put on your coat, right now, and go out and get some goddamn milk. Now.' These messages and orders brought to you by my father, a mid-level phonecompany manager who treated my mother at best like an incompetent employee.

Stories serve multiple purposes. At a basic level they are great entertainment, which is essential for living a happy and healthy life, but on a deeper level stories help us explore issues that are otherwise difficult to address. On one hand a good book helps us escape our troubles, and on the other hand it can help us face up to those troubles by bringing real issues to the fore, often in a more manageable way, since the problems are experienced vicariously through the eyes of another.

No matter how much long-distance running might suit me, of course there are days when I feel kind of lethargic and don’t want to run. Actually, it happens a lot. On days like that, I try to think of all kinds of plausible excuses to slough it off. Once, I interviewed the Olympic running Toshihiko Seko, just after he retired from running and became manager of the S&B company team. I asked him, “Does a runner at your level ever feel like you’d rather not run today, like you don’t want to run and would rather just sleep in?” He stared at me and then, in a voice that made it abundantly clear how stupid he thought the question was, replied, “Of course. All the time!

The ego might resist change until a person’s level of discomfort becomes unbearable. A person can employ logic to overcome the ego’s defense mechanism and intentionally integrate needed revisions in a person’s obsolete or ineffective beliefs and behavior patterns. The subtle sense that something is amiss in a person’s life can lead to a gradual or quick alteration in a person’s conscious thoughts and outlook on life. Resisting change can prolong unhappiness whereas implementing change can establish internal harmony and instate joy in a person’s life.

Me: ‘Isn’t there another midwife who can do it?’ Midwife: ‘She’s on her break.’ Me: ‘I’m on my break.’ (Untrue.) Midwife: ‘You don’t get breaks.’ (Depressing but true.) Me: (pleading, in a tone of voice I’ve never managed before, like I’ve unlocked a secret level of my vocal cords) ‘But it’s my birthday.’ (Depressing but true.) Midwife: ‘It’s labour ward – it’s always someone’s birthday.

Those dear to me took fright for my safety and, perhaps, my sanity. Kings, they explained, do not walk like beggars for hundreds of miles. My response was that if a beggar could managed the feat, then why not a king? Did they think me less capable than a beggar? Sometimes I think that I am. The beggar knows much that the king can only guess. And yet who draws up the codes for begging ordinances? Often I wonder what my experience in life--my easy life following the Desolation, and my current level of comfort--has given me of any true experience to use in making laws. If we had to rely on what we knew, kings would only be of use in creating laws regarding the proper heating of tea and the cushioning of thrones.

our lives, thanks to their finitude, are inevitably full of activities that we’re doing for the very last time. Just as there will be a final occasion on which I pick up my son—a thought that appalls me, but one that’s hard to deny, since I surely won’t be doing it when he’s thirty—there will be a last time that you visit your childhood home, or swim in the ocean, or make love, or have a deep conversation with a certain close friend. Yet usually there’ll be no way to know, in the moment itself, that you’re doing it for the last time. Harris’s point is that we should therefore try to treat every such experience with the reverence we’d show if it were the final instance of it. And indeed there’s a sense in which every moment of life is a “last time.” It arrives; you’ll never get it again—and once it’s passed, your remaining supply of moments will be one smaller than before. To treat all these moments solely as stepping-stones to some future moment is to demonstrate a level of obliviousness to our real situation that would be jaw-dropping if it weren’t for the fact that we all do it, all the time.

A person's success is often limited by the level of their desire to succeed

What it means is that, in the long run, external events have minimal impact on your level of happiness.

Or one time, I’d even managed to restrain my violent temper when a pack of bawdy sailors had kidnapped one of my sea maidens, attempting to rape her. Instead of following my first inclination of sinking their ship, opening up a fissure in the earth so that lava spewed up from its guts and boiled them alive, I instead chopped off their balls, boiled them in onion water, and fed them to Bruce, my pet great white. I was rather proud of myself for that level of restraint.

A classroom needs to feel like a safe place for both students and teachers. In order for creativity and higher level thinking to be present in the classrooms, a feeling of safety must first be present in the classrooms.

More fundamentally than any of this, though, is their deep fear that if the free market system really has set in motion physical and chemical processes that, if allowed to continue unchecked, threaten large parts of humanity at an existential level, then their entire crusade to morally redeem capitalism has been for naught. With stakes like these, clearly greed is not so very good after all. And that is what is behind the abrupt rise in climate change denial among hardcore conservatives: they have come to understand that as soon as they admit that climate change is real, they will lose the central ideological battle of our time—whether we need to plan and manage our societies to reflect our goals and values, or whether that task can be left to the magic of the market.

She heard Rowan awake with a start before he reconciled himself to his surroundings. His back scraped across the trunk of the tree as he slid sideways--trying to see around the branch she was sitting on to get a look at her. "Are you awake?" he asked, his voice still rough from sleep. "Yeah." "Did you sleep at all?" "No." She heard him mumble something to himself and decided to cut him off before he could scold her again. "My butt did, though. Slept like a log all night." "Well, obviously, your butt has more sense than you do." "You're a funny man, Rowan whatever your last name is." "Fall." "I'd rather not." She managed to get a tiny chuckle out of him, which she considered a huge achievement. Rowan stood up on his branch, bringing his head level with Lily's, and started to untie her. His lips were still pursed in a near smile. "My name is Rowan Fall.

The world might collapse into the whole space and time if you actually managed to act sexy at your current hotness level," he said.

Terrorism is just a whole other level of anger management issues.

Are you managing your energy well and using it for things that matter? Do you stop to recharge before you push yourself to critically low levels? Unplug to recharge.

To draw for a moment from an entirely different corner of my life, that part of me still attached to the biological sciences, there is ample evidence that animals — rats and monkeys, for example — that are forced into a subordinate status within their social systems adapt their brain chemistry accordingly, becoming 'depressed' in humanlike ways. Their behavior is anxious and withdrawn; the level of serotonin (the neurotransmitter boosted by some antidepressants) declines in their brains. And — what is especially relevant here — they avoid fighting even in self-defense ... My guess is that the indignities imposed on so many low-wage workers — the drug tests, the constant surveillance, being 'reamed out' by managers — are part of what keeps wages low. If you're made to feel unworthy enough, you may come to think that what you're paid is what you are actually worth.

In a bravura demonstration of stonewalling, righteousness, and hurt sincerity, Steve Jobs successfully took to the stage the other day to deny the problem, dismiss the criticism, and spread the blame among other smartphone makers,” Michael Wolff of newser.com wrote. “This is a level of modern marketing, corporate spin, and crisis management about which you can only ask with stupefied incredulity and awe: How do they get away with it? Or, more accurately, how does he get away with it?” Wolff attributed it to Jobs’s mesmerizing effect as “the last charismatic individual.” Other CEOs would be offering abject apologies and swallowing massive recalls, but Jobs didn’t have to. “The grim, skeletal appearance, the absolutism, the ecclesiastical bearing, the sense of his relationship with the sacred, really works, and, in this instance, allows him the privilege of magisterially deciding what is meaningful and what is trivial.

When he’d joined the Service he’d been in Psych Eval, which had involved evaluating operational strategies for psychological impact – on targets as well as agents – but had also meant carrying out individual assessments; who was stressed, who’d benefit from a change of routine, and who was a psychopath. Every organisation had a few, usually at management level, and it was handy to know who they were in case there was an emergency, or an office party.

I asked the feedlot manager why they didn't just spray the liquefied manure on neighboring farms. The farmers don't want it, he explained. The nitrogen and phosphorus levels are so high that spraying the crops would kill them. He didn't say that feedlot wastes also contain heavy metals and hormone residues, persistent chemicals that end up in waterways downstream, where scientists have found fish and amphibians exhibiting abnormal sex characteristics.

The secret killer of innovation is shame. You can’t measure it, but it is there. Every time someone holds back on a new idea, fails to give their manager much needed feedback, and is afraid to speak up in front of a client you can be sure shame played a part. That deep fear we all have of being wrong, of being belittled and of feeling less than, is what stops us taking the very risks required to move our companies forward. If you want a culture of creativity and innovation, where sensible risks are embraced on both a market and individual level, start by developing the ability of managers to cultivate an openness to vulnerability in their teams. And this, paradoxically perhaps, requires first that they are vulnerable themselves. This notion that the leader needs to be “in charge” and to “know all the answers” is both dated and destructive. Its impact on others is the sense that they know less, and that they are less than. A recipe for risk aversion if ever I have heard it. Shame becomes fear. Fear leads to risk aversion. Risk aversion kills innovation.

I figured I’d spend my first thousand years of Hell in some entry-level position, but after that I wanted to move into management. Be a real team player. Hell is going to see enormous growth in market share over the next millennium. I wanted to ride the crest. The agent said that sounded pretty realistic.

Pain comes in all forms. The small twinge, a bit of soreness, the random pain. The normal pains we live with everyday. Then there's the kind of pain you can't ignore. A level of pain so great that it blocks out everything else... Makes the rest of your world fade away, until all we can think about is how much we hurt. How we manage our pain is up to us. Pain. We anesthetize , ride it out, embrace it, ignore it, and for some of us the best way to manage pain is to just push through it.

I am no theologian, and do not have the answers to these questions, and one of the reasons I enjoy the animals on the farm so much is that they don't think about their pain, or question it, they accept it and endure it, true stoics. I have never heard a donkey or cow whine (although I guess dogs do). I told my friend this: pain, like joy, is a gift. It challenges us, tests, defines us, causes us to grow, empathize, and also, to appreciate its absence. If nothing else, it sharpens the experience of joy. The minute something happens to me that causes pain, I start wondering how I can respond to it, what I can learn from it, what it has taught me or shown me about myself. This doesn't make it hurt any less, but it puts it, for me, on a more manageable level. I don't know if there is a God, or if he causes me or anybody else to hurt, or if he could stop pain. I try to accept it and live beyond it. I think the animals have taught me that. The Problem of Pain is that it exists, and is ubiquitous. The Challenge of Pain is how we respond to it.

It is my custom to have sherry in the drawing room at eight-thirty and supper at nine. In future, please join me here promptly at eight-thirty, Alexandra." Fire ignited in Alexandra's eyes, but she managed to keep her voice level. "You've already told me where I may sleep, where I may go, who must accompany me, and when I must eat. Would you care to instruct me as to when I may breathe?

Christianity grasped perfectly that there is an element in the apparent contingency of love that can’t be reduced to that contingency. But it immediately raised it to the level of transcendence, and that is the root of the problem. This universal element I too recognize in love as immanent. But Christianity has somehow managed to elevate it and refocus it onto a transcendent power. It’s an ideal that was already partly present in Plato, through the idea of the Good. It is a brilliant first manipulation of the power of love and one we must now bring back to earth. I mean we must demonstrate that love really does have universal power, but that it is simply the opportunity we are given to enjoy a positive, creative, affirmative experience of difference. The Other, no doubt, but without the “Almighty-Other”, without the “Great Other” of transcendence.

If," ["the management consultant"] said tersely, “we could for a moment move on to the subject of fiscal policy. . .” “Fiscal policy!" whooped Ford Prefect. “Fiscal policy!" The management consultant gave him a look that only a lungfish could have copied. “Fiscal policy. . .” he repeated, “that is what I said.” “How can you have money,” demanded Ford, “if none of you actually produces anything? It doesn't grow on trees you know.” “If you would allow me to continue.. .” Ford nodded dejectedly. “Thank you. Since we decided a few weeks ago to adopt the leaf as legal tender, we have, of course, all become immensely rich.” Ford stared in disbelief at the crowd who were murmuring appreciatively at this and greedily fingering the wads of leaves with which their track suits were stuffed. “But we have also,” continued the management consultant, “run into a small inflation problem on account of the high level of leaf availability, which means that, I gather, the current going rate has something like three deciduous forests buying one ship’s peanut." Murmurs of alarm came from the crowd. The management consultant waved them down. “So in order to obviate this problem,” he continued, “and effectively revalue the leaf, we are about to embark on a massive defoliation campaign, and. . .er, burn down all the forests. I think you'll all agree that's a sensible move under the circumstances." The crowd seemed a little uncertain about this for a second or two until someone pointed out how much this would increase the value of the leaves in their pockets whereupon they let out whoops of delight and gave the management consultant a standing ovation. The accountants among them looked forward to a profitable autumn aloft and it got an appreciative round from the crowd.

So the person you drag with you - she manages to fit in no matter where she goes?' 'Well - she didn't always. But she's levelled up a lot since she started out. She just upgrades her equipment and hopes that there aren't any evil guilds waiting to shoot her in the back. And anyway, it's not always about fiting in, Dex.

Producing a high body count was crucial for promotion in the officer corps. Many high-level officers established “production quotas” for their units, and systems of “debit” and “credit” to calculate exactly how efficiently subordinate units and middle-management personnel performed. Different formulas were used, but the commitment to war as a rational production process was common to all.11

On an individual level, the human condition changed day by day, even hour by hour, and while you were soaking in self-pity over a misfortune, you might miss an opportunity for a redeeming triumph. And for every act of inhumanity, the species managed to committ a hundred acts of kindness; so if you were the type to brood, you would be more sensible if you dwelt on the remarkable goodwill with which most people treated others even in a society where the cultural elites routinely mocked virtue and celebrated brutality. BY THE LIGHT OF THE MOON Chapter 5

Brands that will survive and thrive from now on are those with C-level executives that understand the incredible opportunity new media offers them and commit to excellence in managing their social media presence.

Scarcity is not just a physical constraint. It is also a mindset. When scarcity captures our attention, it changes how we think—whether it is at the level of milliseconds, hours, or days and weeks. By staying top of mind, it affects what we notice, how we weigh our choices, how we deliberate, and ultimately what we decide and how we behave. When we function under scarcity, we represent, manage, and deal with problems differently.

What is a professional, anyway? A professional is someone who can keep working at a high level of effort and ethics, no matter what is going on—for good or ill—around him or inside him. A professional shows up every day. A professional plays hurt. A professional takes neither success nor failure personally.

Once someone’s source of motivation is self-actualization, his drive to perform has no limit. Thus, its most important characteristic is that unlike other sources of motivation, which extinguish themselves after the needs are fulfilled, self-actualization continues to motivate people to ever higher levels of performance.

The more complex our security becomes, the more complex our enemy’s efforts must be. The more we seek to shut him out, the better he must learn to become at breaking in. Each new level of security that we manage becomes no more than a stepping-stone for him who would surpass us, for he bases his next assault upon our best defenses. It is a ware that can never truly be won… but one we dare not lose.

Truly great creative achievements require hundreds, if not thousands, of hours of work, and we have to make time every single day to put in those hours. Routines help us do this by setting expectations about availability, aligning our workflow with our energy levels, and getting our minds into a regular rhythm of creating.

True friendship is a sacred, important thing, and it happens when we drop down into that deeper level of who we are, when we cross over into the broken, fragile parts of ourselves. We have to give something up in order to get friendship like that. We have to give up our need to be perceived as perfect. We have to give up our ability to control what people think of us. We have to overcome the fear that when they see the depths of who we are, they’ll leave. But what we give up is nothing in comparison to what this kind of friendship gives to us. Friendship is about risk. Love is about risk. If we can control it and manage it and manufacture it, then it’s something else, but if it’s really love, really friendship, it’s a little scary around the edges.

...so I walked down to the operation nearest my office, a brothel, and found the manager. Before he could say anything, I pinned the right side of his cloak to the wall with a throwing knife, about knee level. I did the same with his left side. I put a shuriken into the wall next to each ear, close enough to cut. Then Loiosh went after him and raked his claws down the guy's face. I went up and hit him just below his sternum, then kneed him in the face when he doubled over. He began to understand that I wasn't happy.

I call myself Mandarb.” He could not stop the guffaw that burst out of him. Those tilted eyes regarded him with heat. “I will teach you something, farmboy.” Her voice remained level. Barely. “In the Old Tongue, Mandarb means ‘blade.’ It is a name worthy of a Hunter of the Horn!” He managed to get his laughter under control, and hardly wheezed at all as he pointed to the rope pen between the masts. “You see that black stallion? His name is Mandarb.” The heat went out of her eyes, and spots of color bloomed on her cheeks. “Oh.

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.

Six Strategy Traps 1) The do-it-all strategy: failing to make choices, and making everything a priority. Remember, strategy is choice. 2) The Don Quixote strategy: attacking competitive "walled cities" or taking on the strongest competitor first, head-to-head. Remember, where to play is your choice. Pick somewhere you can have a choice to win. 3) The Waterloo Strategy: starting wars on multiple fronts with multiple competitors at the same time. No company can do everything well. If you try to do so, you will do everything weakly. 4) The something-for-everyone strategy: attempting to capture all consumer or channel or geographic or category segments at once. Remember, to create value, you have to choose to serve some constituents really well and not worry about the others. 5) The dreams-that-never-come-true strategy: developing high-level aspirations and mission statements that never get translated into concrete where-to-play and how-to-win choices, core capabilities, and management systems. Remember that aspirations are not strategy. Strategy is the answer to all five questions in the choice cascade. 6) The program-of-the-month strategy: settling for generic industry strategies, in which all competitors are chasing the same customers, geographies, and segments in the same way. The choice cascade and activity system that supports these choices should be distinctive. The more your choices look like those of your competitors, the less likely you will ever win.

Although we couldn’t entertain on the same level we had previously enjoyed, we did have several friends over for dinner and managed to cook some delectable meals. For Mama’s birthday, we made a delicious chilled artichoke soup to accompany a French Provencal chicken dish served with leeks, rice, and John’s special green salad. We poured a classic white Burgundy and topped it off with a frozen lemon souffle. Not too bad for an out-of-work couple with a new baby.

provides American business with the only reliable domestic market in the world. Schools train individuals to respond as a mass. Boys and girls are drilled in being bored, frightened, envious, emotionally needy, generally incomplete. A successful mass production economy requires such a clientele. A small business, small farm economy like that of the Amish requires individual competence, thoughtfulness, compassion, and universal participation; our own requires a managed mass of leveled, spiritless, anxious, familyless, friendless, godless, and obedient people who believe the difference between Cheers and Seinfeld is a subject worth arguing about.

No matter how good you get at reframing, the single most important rule about managing the interaction is this: You can’t move the conversation in a more positive direction until the other person feels heard and understood. And they won’t feel heard and understood until you’ve listened. When the other person becomes highly emotional, listen and acknowledge. When they say their version of the story is the only version that makes sense, paraphrase what you’re hearing and ask them some questions about why they think this. If they level accusations against you, before defending yourself, try to understand their view. Whenever you feel overwhelmed or unsure how to proceed, remember that it is always a good time to listen.

Very few who manage a big league club are successful, fewer still are the ones who experience success over an extended period of time, but to achieve a level of success so extraordinary that it is given a category all it’s own—“The Big Red Machine”—places Sparky [Anderson] in one of the most exclusive and elite clubs in baseball history.

What I have to face is that 'Barb,' the name on my ID tag, is not exactly the same person as Barbara. 'Barb' is what I was called as a child, and still am by my siblings, and I sense that at some level I'm regressing. Take away the career and the higher education, and maybe what you're left with is this original Barb, the one who might have ended up working at Wal-Mart for real if her father hadn't managed to climb out of the mines. So it's interesting, and more than a little disturbing, to see how Barb turned out — that she's meaner and slyer than I am, more cherishing of grudges, and not quite as smart as I'd hoped.

It's also at that moment that I realize I am able to maintain the level of judgmentalness that I so cherish only because I have someone in my life who knows me so well and still manages to love me. Isn't that what love is? Knowing someone's life story and not using it against them? OK, maybe it's more like knowing someone's life story, using it against them, and still loving them.

So I assume that those of you who are married and thus purchased a diamond for your wife are aware of how evil and corrupt the diamond cartel is. I was not. Apparently, diamonds are almost worthless other than the value attached to them by the silly tramps that DeBeers has brainwashed into thinking 'diamond equals love.' Congratulations, ladies, your quest for the perfect princess cut not only supports terrorism and genocide, but has managed to destroy an entire continent. - speaking of blood diamonds, what the hell is going on here? Everyone is upset about African children losing their limbs? Perhaps I missed their concern about these same children during the Rwandan genocide. Here's a solution: Stop buying diamonds. No no, the avarice of the entitled whore cannot be contained. And if blood diamonds are so fucking bad, why can't I by them at a discount? Or at least get them with a death certificate or an appendage or some sort of cogent backstory that might indicate an actual meaning to this useless little cube of carbon. Clearly the diamond market is broken on multiple levels.

Then I spoke with proven shapers I knew—Bill Gates, Elon Musk, Reed Hastings, Muhammad Yunus, Geoffrey Canada, Jack Dorsey (of Twitter), David Kelley (of IDEO), and more. They had all visualized remarkable concepts and built organizations to actualize them, and done that repeatedly and over long periods of time. I asked them to take an hour’s worth of personality assessments to discover their values, abilities, and approaches. While not perfect, these assessments have been invaluable. (In fact, I have been adapting and refining them to help us in our recruiting and management.) The answers these shapers provided to the standardized questions gave me objective and statistically measurable evidence about their similarities and differences. It turns out they have a lot in common. They are all independent thinkers who do not let anything or anyone stand in the way of achieving their audacious goals. They have very strong mental maps of how things should be done, and at the same time a willingness to test those mental maps in the world of reality and change the ways they do things to make them work better. They are extremely resilient, because their need to achieve what they envision is stronger than the pain they experience as they struggle to achieve it. Perhaps most interesting, they have a wider range of vision than most people, either because they have that vision themselves or because they know how to get it from others who can see what they can’t. All are able to see both big pictures and granular details (and levels in between) and synthesize the perspectives they gain at those different levels, whereas most people see just one or the other. They are simultaneously creative, systematic, and practical. They are assertive and open-minded at the same time. Above all, they are passionate about what they are doing, intolerant of people who work for them who aren’t excellent at what they do, and want to have a big, beneficial impact on the world.

If you don’t drink coffee, you should think about two to four cups a day. It can make you more alert, happier, and more productive. It might even make you live longer. Coffee can also make you more likely to exercise, and it contains beneficial antioxidants and other substances associated with decreased risk of stroke (especially in women), Parkinson’s disease, and dementia. Coffee is also associated with decreased risk of abnormal heart rhythms, type 2 diabetes, and certain cancers.12, 13 Any one of those benefits of coffee would be persuasive, but cumulatively they’re a no-brainer. An hour ago I considered doing some writing for this book, but I didn’t have the necessary energy or focus to sit down and start working. I did, however, have enough energy to fix myself a cup of coffee. A few sips into it, I was happier to be working than I would have been doing whatever lazy thing was my alternative. Coffee literally makes me enjoy work. No willpower needed. Coffee also allows you to manage your energy levels so you have the most when you need it. My experience is that coffee drinkers have higher highs and lower lows, energywise, than non–coffee drinkers, but that trade-off works. I can guarantee that my best thinking goes into my job, while saving my dull-brain hours for household chores and other simple tasks. The biggest downside of coffee is that once you get addicted to caffeine, you can get a “coffee headache” if you go too long without a cup. Luckily, coffee is one of the most abundant beverages on earth, so you rarely have to worry about being without it. Coffee costs money, takes time, gives you coffee breath, and makes you pee too often. It can also make you jittery and nervous if you have too much. But if success is your dream and operating at peak mental performance is something you want, coffee is a good bet. I highly recommend it. In fact, I recommend it so strongly that I literally feel sorry for anyone who hasn’t developed the habit.

It comes as no surprise to find [Norman] Mailer embracing [in the book On God] a form of Manicheanism, pitting the forces of light and darkness against each other in a permanent stand-off, with humanity as the battlefield. (When asked if Jesus is part of this battle, he responds rather loftily that he thinks it is a distinct possibility.) But it is at points like this that he talks as if all the late-night undergraduate talk sessions on the question of theism had become rolled into one. 'How can we not face up to the fact that if God is All-Powerful, He cannot be All-Good. Or She cannot be All-Good.' Mailer says that questions such as this have bedevilled 'theologians', whereas it would be more accurate to say that such questions, posed by philosophers, have attempted to put theologians out of business. A long exchange on the probability of reincarnation (known to Mailer sometimes as “karmic reassignment”) manages to fall slightly below the level of those undergraduate talk sessions. The Manichean stand-off leads Mailer, in closing, to speculate on what God might desire politically and to say: 'In different times, the heavens may have been partial to monarchy, to communism, and certainly the Lord was interested in democracy, in capitalism. (As was the Devil!)' I think it was at this point that I decided I would rather remember Mailer as the author of Harlot's Ghost and The Armies of the Night.

The explosion of paperwork, in turn, is a direct result of the introduction of corporate management techniques, which are always justified as ways of increasing efficiency, by introducing competition at every level. What these management techniques invariably end up meaning in practice is that everyone winds up spending most of their time trying to sell each other things: grant proposals; book proposals; assessments of our students’ job and grant applications; assessments of our colleagues; prospectuses for new interdisciplinary majors, institutes, conference workshops, and universities themselves, which have now become brands to be marketed to prospective students or contributors. Marketing and PR thus come to engulf every aspect of university life.

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.

Rod Steiger is the best connected actor in history because he has managed to move up and down and back and forth among all the different worlds and subcultures and niches and levels that the acting profession has to offer. This is what Connectors are like. They are the Rod Steigers of everyday life. They are people whom all of us can reach in only a few steps because, for one reason or another, they manage to occupy many different worlds and subcultures and niches.

release me—an eye gouge or a knee to the testicles—though the best I managed was to drive my elbow into a chair. “Oh, for Pete’s sake!” Chip snarled. “Would you just fight like a man?” “I’ll pass,” I said. The Bashful Armadillo was working for me. “What is going on here?!” The principal’s voice was frightening enough to scare even Chip cold. Our fight stopped instantly. For the first time since emerging from the subterranean level, I had a chance to take in my surroundings.

The typical image of a depressed, lazy and tired person is someone hunched over and inert. Often, the assumption is that if one had more enthusiasm and inspiration, he would then stand up straight and move. In many cases, this equation is backward. But, as with everything related to one’s physicality, balance is the key. An overly erect and rigid posture may convey confidence and power to some, but it also causes a subtle accumulation of tension and rigidity on various levels, including psychological and emotional.

The tree of technology management takes root only if there is the self-actualization of needs, renewal, interdependence, and natural flow. The growth patterns are characteristic of the evolution process, which means that things move in a combination of slow change and sudden transformation; each transformation causes either a leap into a new, more complex level or a devastating crash to some earlier level; dominant models reach a certain peak of success when they turn troublesome; and the rate of change always accelerates.

The economic system is filled with trickery, and everyone needs to know that. We all have to navigate this system in order to maintain our dignity and integrity, and we all have to find inspiration to go on despite craziness all around us. We wrote this book for consumers, who need to be vigilant against a multitude of tricks played on them. We wrote it for businesspeople, who feel depressed at the cynicism of some of their colleagues and trapped into following suit out of economic necessity. We wrote it for government officials, who undertake the usually thankless task of regulating business. We wrote it for the volunteers, the philanthropists, the opinion leaders, who work on the side of integrity. And we wrote it for young people, looking ahead to a lifetime of work and wondering how they can find personal meaning in it. All these people will benefit from a study of phishing equilibrium—of economic forces that build manipulation and deception into the system unless we take courageous steps to fight it. We also need stories of heroes, people who out of personal integrity (rather than for economic gain) have managed to keep deception in our economy down to livable levels. We will tell plenty of stories of these heroes.

I dust a whole shelf of books on pregnancy, breastfeeding, the first six months, the first year, the first two years — and I wonder what the child care-deprived Maddy makes of all this. Maybe there's been some secret division of the world's women into breeders and drones, and those at the maid level are no longer supposed to be reproducing at all. Maybe this is why our office manager, Tammy, who was once a maid herself, wears inch-long fake nails and tarty little outfits — to show she's advanced to the breeder caste and can't be sent out to clean anymore.

We soothe newborns, but parents soon start teaching their children to tolerate higher levels of arousal, a job that is often assigned to fathers. (I once heard the psychologist John Gottman say, “Mothers stroke, and fathers poke.”) Learning how to manage arousal is a key life skill, and parents must do it for babies before babies can do it for themselves. If that gnawing sensation in his belly makes a baby cry, the breast or bottle arrives. If he’s scared, someone holds and rocks him until he calms down. If his bowels erupt, someone comes to make him clean and dry. Associating intense sensations with safety, comfort, and mastery is the foundation of self-regulation, self-soothing, and self-nurture, a theme to which I return throughout this book.

Look, back in the old days, ravens used to be gentle and white, like doves, okay? But they were terrible gossips. One time I was dating this girl, Koronis. The ravens found out she was cheating on me, and they told me about it. I was so angry, I got Artemis to kill Koronis for me. Then I punished the ravens for being tattletales by turning them black.” Reyna stared at me like she was contemplating another kick to my nose. “That story is messed up on so many levels.” “Just wrong,” Meg agreed. “You had your sister kill a girl who was cheating on you?” “Well, I—” “Then you punished the birds that told you about it,” Reyna added, “by turning them black, as if black was bad and white was good?” “When you put it that way, it doesn’t sound right,” I protested. “It’s just what happened when my curse scorched them. It also made them nasty-tempered flesh-eaters.” “Oh, that’s much better,” Reyna snarled. “If we let the birds eat you,” Meg asked, “will they leave Reyna and me alone?” “I—What?” I worried that Meg might not be kidding. Her facial expression did not say kidding. It said serious about the birds eating you. “Listen, I was angry! Yes, I took it out on the birds, but after a few centuries I cooled down. I apologized. By then, they kind of liked being nasty-tempered flesh-eaters. As for Koronis—I mean, at least I saved the child she was pregnant with when Artemis killed her. He became Asclepius, god of medicine!” “Your girlfriend was pregnant when you had her killed?” Reyna launched another kick at my face. I managed to dodge it, since I’d had a lot of practice cowering, but it hurt to know that this time she hadn’t been aiming at an incoming raven. Oh, no. She wanted to knock my teeth in. “You suck,” Meg agreed.

Presidents lie all the time. Really great presidents lie. Abraham Lincoln managed to end slavery in America partially by deception. (In an 1858 debate, he flatly insisted that he had no intention of abolishing slavery in states where it was already legal — he had to say this in order to slow the tide of secession.) Franklin Roosevelt lied about the U.S. position of neutrality until we entered World War II after the attack on Pearl Harbor. (Though the public and Congress believed his public pledge of impartiality, he was already working in secret with Winston Churchill and selling arms to France.) Ronald Reagan lied about Iran-Contra so much that it now seems like he was honestly confused. Politically, the practice of lying is essential. By the time the Lewinsky story broke, Clinton had already lied about many, many things. (He’d openly lied about his level of commitment to gay rights during the ’92 campaign.) The presidency is not a job for an honest man. It’s way too complex. If honesty drove the electoral process, Jimmy Carter would have served two terms and the 2008 presidential race would have been a dead heat between Ron Paul and Dennis Kucinich.

The longer someone ignores an email before finally responding, the more relative social power that person has. Map these response times across an entire organization and you get a remarkably accurate chart of the actual social standing. The boss leaves emails unanswered for hours or days; those lower down respond within minutes. There’s an algorithm for this, a data mining method called “automated social hierarchy detection,” developed at Columbia University.8 When applied to the archive of email traffic at Enron Corporation before it folded, the method correctly identified the roles of top-level managers and their subordinates just by how long it took them to answer a given person’s emails. Intelligence agencies have been applying the same metric to suspected terrorist gangs, piecing together the chain of influence to spot the central figures.

Traffic was in confusion for several days. For red to mean "stop' was considered impossibly counterrevolutionary. It should of course mean "go." And traffic should not keep to the right, as was the practice, it should be on the left. For a few days we ordered the traffic policemen aside and controlled the traffic ourselves. I was stationed at a street corner telling cyclists to ride on the left. In Chengdu there were not many cars or traffic lights, but at the few big crossroads there was chaos. In the end, the old rules reasserted themselves, owing to Zhou Enlai, who managed to convince the Peking Red Guard leaders. But the youngsters found justifications for this: I was told by a Red Guard in my school that in Britain traffic kept to the left, so ours had to keep to the right to show our anti-imperialist spirit. She did not mention America. As a child I had always shied away from collective activity. Now, at fourteen, I felt even more averse to it. I suppressed this dread because of the constant sense of guilt I had come to feel, through my education, when I was out of step with Mao. I kept telling myself that I must train my thoughts according to the new revolutionary theories and practices. If there was anything I did not understand, I must reform myself and adapt. However, I found myself trying very hard to avoid militant acts such as stopping passersby and cutting their long hair, or narrow trouser legs, or skirts, or breaking their semi-high-heeled shoes. These things had now become signs of bourgeois decadence, according to the Peking Red Guards. My own hair came to the critical attention of my schoolmates. I had to have it cut to the level of my earlobes. Secretly, though much ashamed of myself for being so "petty bourgeois," I shed tears over losing my long plaits. As a young child, my nurse had a way of doing my hair which made it stand up on top of my head like a willow branch. She called it "fireworks shooting up to the sky." Until the early 1960s I wore my hair in two coils, with rings of little silk flowers wound around them. In the mornings, while I hurried through my breakfast, my grandmother or our maid would be doing my hair with loving hands. Of all the colors for the silk flowers, my favorite was pink.

I should also add something about weight here, because we all know that there’s often a relationship between weight and risk for diabetes. If the risk for Alzheimer’s disease goes up with metabolic disorders, then it makes sense that the risk also rises with unhealthy weight gain that has metabolic consequences. The science now speaks to this fact. Carrying extra weight around the abdomen has been shown to be particularly harmful to the brain. One study that garnered lots of media attention looked at over six thousand individuals aged forty to forty-five and measured the size of their bellies between 1964 and 1973.11 A few decades later, they were evaluated to see who had developed dementia and how that related to their waist size at the start of the study. The correlation between risk of dementia and thicker midsections twenty-seven years earlier was remarkable: Those with the highest level of abdominal fat had an increased risk of dementia of almost three-fold in comparison to those with the lowest abdominal weight. There is plenty of evidence that managing your weight now will go a long way toward preventing brain decline later.

We are taught to believe that having deep passions is foolish at best and dangerous at worst. We live in a cultural moment that is suspicious of ardent desires and strong commitments, propagating the idea that few things in life matter, that we have outlived ideals and ethical principles, and that comprehensive cultural change is impossible. Many of us have adopted the view that because we cannot remedy the enormous inequalities of the social world, we should not even bother to try. We have resigned ourselves to the idea that in the long haul nothing we do has any real impact and that caring too much is consequently a waste of our energies. By the same token, our (postmodern and sophisticated) recognition that meaning is inherently relative at times causes us to stop looking for meaning altogether. Though we are surrounded by a multitude of objects, artifacts, cultural icons, and shimmering images, few of these items manage to affect us on a deep level. In some ways, we are increasingly reconciled to the idea that the best we can do is to avoid the more crushing disillusionments of life–that the less we invest ourselves, the more inoculated we are against the misfortunes of the world.

Previous presidents, and not just Clinton, have of course lacked scruples. What was, to many of the people who knew Trump well, much more confounding was that he had managed to win this election, and arrive at this ultimate accomplishment, wholly lacking what in some obvious sense must be the main requirement of the job, what neuroscientists would call executive function. He had somehow won the race for president, but his brain seemed incapable of performing what would be essential tasks in his new job. He had no ability to plan and organize and pay attention and switch focus; he had never been able to tailor his behavior to what the goals at hand reasonably required. On the most basic level, he simply could not link cause and effect.

It must be admitted that the West has reached a level of scientific mastery and outstanding specialisation. In its points of reference, this evolution commands admiration and all civilisations have to benefit from the dynamic of this rationality, as they can derive lessons from the progress achieved. "Benefiting", "deriving lessons" do not, nevertheless, mean submission. In the same way, it must be acknowledged that other civilisations and cultures propose a rich vision of the world, and that some of these have managed to preserve the basic values of life, and glimpses of their fundamental shape are beginning to be seen in the West. It is not a question of suggesting a new wave of "love for exoticism and folklore". On the contrary, it is a question of engaging in an exigent reflection about cultural specificities and possible enrichment starting from within cultures and not at their peripherals.

Because there’s such an unbelievable amount that we’re all supposed to be able to cope with these days. You’re supposed to have a job, and somewhere to live, and a family, and you’re supposed to pay taxes and have clean underwear and remember the password to your damn Wi-Fi. Some of us never manage to get the chaos under control, so our lives simply carry on, the world spinning through space at two million miles an hour while we bounce about on its surface like so many lost socks. Our hearts are bars of soap that we keep losing hold of; the moment we relax, they drift off and fall in love and get broken, all in the wink of an eye. We’re not in control. So we learn to pretend, all the time, about our jobs and our marriages and our children and everything else. We pretend we’re normal, that we’re reasonably well educated, that we understand “amortization levels” and “inflation rates.” That we know how sex works. In truth, we know as much about sex as we do about USB leads, and it always takes us four tries to get those little buggers in. (Wrong way round, wrong way round, wrong way round, there! In!) We pretend to be good parents when all we really do is provide our kids with food and clothing and tell them off when they put chewing gum they find on the ground in their mouths. We tried keeping tropical fish once and they all died. And we really don’t know more about children than tropical fish, so the responsibility frightens the life out of us each morning. We don’t have a plan, we just do our best to get through the day, because there’ll be another one coming along tomorrow.

With his eyes shut tight he said: “Oh, God, we have asked Thee this morning to bring comfort to those who have lost a husband, a father, a son, especially our sister in the Lord Mrs. Evans, and we pray that the bereaved will open their hearts to receive Thy benison.” This had been said by others. Billy paused, then went on: “And now, Lord, we ask for one more gift: the blessing of understanding. We need to know, Lord, why this explosion have took place down the pit. All things are in Thy power, so why didst Thou allow firedamp to fill the Main Level, and why didst Thou permit it to catch alight? How come, Lord, that men are set over us, directors of Celtic Minerals, who in their greed for money become careless of the lives of Thy people? How can the deaths of good men, and the mangling of the bodies Thou didst create, serve Thy holy purpose?” He paused again. He knew it was wrong to make demands of God, as if negotiating with the management, so he added: “We know that the suffering of the people of Aberowen must play a part in Thy eternal plan.” He thought he should probably leave it there, but he could not refrain from adding: “But, Lord, we can’t see how, so please explain it to us.” He finished: “In the name of the Lord Jesus Christ.” The congregation said: “Amen.

It means what it says," he managed, staring at her again. "There's not a lot of subtlety in this particular strip." She took the paper back from him and stuck it in her pocket. It was something she intended to keep forever. "You've used me rather lavishly in your work recently." She had to tilt back her head in order to keep her eyes level with his. Grant thought she looked more regal than ever. If she turned her thumb down, she could throw him to the lions. "Didn't it occur to you to ask permission first?" "Artist's privilage." He felt the light spray hit his back, saw it dampen her hair. "Where the hell did you go?" he heard himself demand. "Where the hell have you been?" Her eyes narrowed. "That's my business, isn't it?" "Oh,no." He grabbed her arms and shook. "Oh,no,it's not.You're not going to walk out on me." Gennie set her teeth and waited until he'd stopped shaking her. "If memory serves,you did the walking figuratively before I did it literally." "All right! I acted like an idiot. You want an apology?" he shouted at her. "I'll give you any kind you want. I'll-" He broke off, his breath heaving. "Oh,God,first." And his mouth crushed down on hers, his fingers digging into her shoulders. The groan that was wrenched from him was only one more sign of a desperate need. She was here,she was his.He'd never let her go again.

India is a land where contradictions will continue to abound, because there are many Indias that are being transformed, with different levels of intensity, by different forces of globalization. Each of these Indias is responding to them in different ways. Consider these coexisting examples of progress and status quo: India is a nuclear-capable state that still cannot build roads that will survive their first monsoon. It has eradicated smallpox through the length and breadth of the country, but cannot stop female foeticide and infanticide. It is a country that managed to bring about what it called the ‘green revolution’, which heralded food grain self-sufficiency for a nation that relied on external food aid and yet, it easily has the most archaic land and agricultural laws in the world, with no sign of anyone wanting to reform them any time soon. It has hundreds of millions of people who subsist on less that a dollar a day, but who vote astutely and punish political parties ruthlessly. It has an independent judiciary that once set aside even Indira Gandhi’s election to parliament and yet, many members of parliament have criminal records and still contest and win elections from prison. India is a significant exporter of intellectual capital to the rest of the world—that capital being spawned in a handful of world class institutions of engineering, science and management. Yet it is a country with primary schools of pathetic quality and where retaining children in school is a challenge. India truly is an equal opportunity employer of women leaders in politics, but it took over fifty years to recognize that domestic violence is a crime and almost as long to get tough with bride burning. It is the IT powerhouse of the world, the harbinger of the offshore services revolution that is changing the business paradigms of the developed world. But regrettably, it is also the place where there is a yawning digital divide.

When I feel comfortable enough that he is not going to trip me, I manage to look down, and see that his feet are gliding gracefully on the floor in his bloack loafers. He's even doing this very hot rhythmitic figure eight with his hips. Maybe it's the music that's growing on me, or it's that I'm giddy from not having had anything to eat except half a miniquiche, but after a moment or so, I start to move my hips, too. And suddenly, I'm breathless again, but in a good way. Once Pip gets into the groove, he stops looking at the instructor and his eyes fasten on me. So close like this, they're shocking in their brilliance, so light blue as to be almost white. Like silver medallions moving back and forth on a chain, they're hypnotizing. Where did they come from? I swear they weren't so beautiful a day ago, when we were sitting in the food court, talking about ewl and popping stag mints. " Where did you learn to do this?" I whisper in his ear, still unable to break from his gaze. " Faries love to dance. This is similar to one of theirs," he explains as he slows to near a stop. His eyes focous on Fit Lady again, and before I can ask what he's doing, he expertly glides his leg out from underneath his body, dragging his foot on the ground. " Yours should follow him," Fit Lady says, watching my legs. ...then I feel her hand on my leg, pulling it up into the air. I toddle about on one leg like a top that's about to fall, so Pip steadies me, and I hold on so tight to his arms with my sweaty hands as to cut off his circualtion. But he doesn't seem to mind. I watch as she grips my leg at the knee and pulls it, higher, higher … almost to Pip's hip level, then force me to extend and curve it around him. Ow, I am not a pretzel. " What are you doing?" " Gancho," she says. " Just take your leg up and wrap it around his body." " Wait. Wh- wh-at?" He's still staring at me with those amazing eyes as I push him away, falling back onto my elbows with a deafening crack.

Ionizing radiation takes three principal forms: alpha particles, beta particles, and gamma rays. Alpha particles are relatively large, heavy, and slow moving and cannot penetrate the skin; even a sheet of paper could block their path. But if they do manage to find their way inside the body by other means—if swallowed or inhaled—alpha particles can cause massive chromosomal damage and death. Radon 222, which gathers as a gas in unventilated basements, releases alpha particles into the lungs, where it causes cancer. Polonium 210, a powerful alpha emitter, is one of the carcinogens in cigarette smoke. It was also the poison slipped into the cup of tea that killed former FSB agent Alexander Litvinenko in London in 2006. Beta particles are smaller and faster moving than alpha particles and can penetrate more deeply into living tissue, causing visible burns on the skin and lasting genetic damage. A piece of paper won’t provide protection from beta particles, but aluminum foil—or separation by sufficient distance—will. Beyond a range of ten feet, beta particles can cause little damage, but they prove dangerous if ingested in any way. Mistaken by the body for essential elements, beta-emitting radioisotopes can become fatally concentrated in specific organs: strontium 90, a member of the same chemical family as calcium, is retained in the bones; ruthenium is absorbed by the intestine; iodine 131 lodges particularly in the thyroid of children, where it can cause cancer. Gamma rays—high-frequency electromagnetic waves traveling at the speed of light—are the most energetic of all. They can traverse large distances, penetrate anything short of thick pieces of concrete or lead, and destroy electronics. Gamma rays pass straight through a human being without slowing down, smashing through cells like a fusillade of microscopic bullets. Severe exposure to all ionizing radiation results in acute radiation syndrome (ARS), in which the fabric of the human body is unpicked, rearranged, and destroyed at the most minute levels. Symptoms include nausea, vomiting, hemorrhaging, and hair loss, followed by a collapse of the immune system, exhaustion of bone marrow, disintegration of internal organs, and, finally, death.

At this point, I must describe an important study carried out by Clare W. Graves of Union College, Schenectady, N.Y. on deterioration of work standards. Professor Graves starts from the Maslow-McGregor assumption that work standards deteriorate when people react against workcontrol systems with boredom, inertia, cynicism... A fourteen-year study led to the conclusion that, for practical purposes, we may divide people up into seven groups, seven personality levels, ranging from totally selfpreoccupied and selfish to what Nietzsche called ‘a selfrolling wheel’-a thoroughly self-determined person, absorbed in an objective task. This important study might be regarded as an expansion of Shotover’s remark that our interest in the world is an overflow of our interest in ourselves—and that therefore nobody can be genuinely ‘objective’ until they have fully satiated the subjective cravings. What is interesting—and surprising—is that it should not only be possible to distinguish seven clear personality-ypes, but that these can be recognised by any competent industrial psychologist. When Professor Graves’s theories were applied in a large manufacturing organisation—and people were slotted into their proper ‘levels’—the result was a 17% increase in production and an 87% drop in grumbles. The seven levels are labelled as follows: (1) Autistic (2) Animistic (3) Awakening and fright (4) Aggressive power seeking (5) Sociocentric (6) Aggressive individualistic (7) Pacifist individualistic. The first level can be easily understood: people belonging to it are almost babylike, perhaps psychologically run-down and discouraged; there is very little to be done with these people. The animistic level would more probably be encountered in backward countries: primitive, superstitious, preoccupied with totems and taboos, and again poor industrial material. Man at the third level is altogether more wide-awake and objective, but finds the complexity of the real world frightening; the best work is to be got out of him by giving him rules to obey and a sense of hierarchical security. Such people are firm believers in staying in the class in which they were born. They prefer an autocracy. The majority of Russian peasants under the Tsars probably belonged to this level. And a good example of level four would probably be the revolutionaries who threw bombs at the Tsars and preached destruction. In industry, they are likely to be trouble makers, aggressive, angry, and not necessarily intelligent. Management needs a high level of tact to get the best out of these. Man at level five has achieved a degree of security—psychological and economic—and he becomes seriously preoccupied with making society run smoothly. He is the sort of person who joins rotary clubs and enjoys group activities. As a worker, he is inferior to levels three and four, but the best is to be got out of him by making him part of a group striving for a common purpose. Level six is a self-confident individualist who likes to do a job his own way, and does it well. Interfered with by authoritarian management, he is hopeless. He needs to be told the goal, and left to work out the best way to achieve it; obstructed, he becomes mulish. Level seven is much like level six, but without the mulishness; he is pacifistic, and does his best when left to himself. Faced with authoritarian management, he either retreats into himself, or goes on his own way while trying to present a passable front to the management. Professor Graves describes the method of applying this theory in a large plant where there was a certain amount of unrest. The basic idea was to make sure that each man was placed under the type of supervisor appropriate to his level. A certain amount of transferring brought about the desired result, mentioned above—increased production, immense decrease in grievances, and far less workers leaving the plant (7% as against 21% before the change).

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

The researchers tried a clever tactic to overcome this problem. They created a number of recipes for common foods including muffins and pasta in which they could disguise placebo ingredients like bran and molasses to match the texture and color of the flax-laden foods. This way, they could randomize people into two groups and secretly introduce tablespoons of daily ground flaxseeds into the diets of half the participants to see if it made any difference. After six months, those who ate the placebo foods started out hypertensive and stayed hypertensive, despite the fact that many of them were on a variety of blood pressure pills. On average, they started the study at 155/81 and ended it at 158/81. What about the hypertensives who were unknowingly eating flaxseeds every day? Their blood pressure dropped from 158/82 down to 143/75. A seven-point drop in diastolic blood pressure may not sound like a lot, but that would be expected to result in 46 percent fewer strokes and 29 percent less heart disease over time.125 How does that result compare with taking drugs? The flaxseeds managed to drop subjects’ systolic and diastolic blood pressure by up to fifteen and seven points, respectively. Compare that result to the effect of powerful antihypertensive drugs, such as calcium-channel blockers (for example, Norvasc, Cardizem, Procardia), which have been found to reduce blood pressure by only eight and three points, respectively, or to ACE inhibitors (such as Vasotec, Lotensin, Zestril, Altace), which drop patients’ blood pressure by only five and two points, respectively.126 Ground flaxseeds may work two to three times better than these medicines, and they have only good side effects. In addition to their anticancer properties, flaxseeds have been demonstrated in clinical studies to help control cholesterol, triglyceride, and blood sugar levels; reduce inflammation, and successfully treat constipation.127 Hibiscus Tea for Hypertension Hibiscus tea, derived from the flower of the same name, is also known as roselle, sorrel, jamaica, or sour tea. With

1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation

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

Princess Cookie’s cognitive pathways may have required a more comprehensive analysis. He knew that it was possible to employ certain progressive methods of neural interface, but he felt somewhat apprehensive about implementing them, for fear of the risks involved and of the limited returns such tactics might yield. For instance, it would be a particularly wasteful endeavor if, for the sake of exhausting every last option available, he were even to go so far as resorting to invasive Ontological Neurospelunkery, for this unorthodox process would only prove to be the cerebral equivalent of tracking a creature one was not even sure existed: surely one could happen upon some new species deep in the caverns somewhere and assume it to be the goal of one’s trek, but then there was a certain idiocy to this notion, as one would never be sure this newfound entity should prove to be what one wished it to be; taken further, this very need to find something, to begin with, would only lead one to clamber more deeply inward along rigorous paths and over unsteady terrain, the entirety of which could only be traversed with the arrogant resolve of someone who has already determined, with a misplaced sense of pride in his own assumptions, that he was undoubtedly making headway in a direction worthwhile. And assuming still that this process was the only viable option available, and further assuming that Morell could manage to find a way to track down the beast lingering ostensibly inside of Princess Cookie, what was he then to do with it? Exorcise the thing? Reason with it? Negotiate maybe? How? Could one hope to impose terms and conditions upon the behavior of something tracked and captured in the wilds of the intellect? The thought was a bizarre one and the prospect of achieving success with it unlikely. Perhaps, it would be enough to track the beast, but also to let it live according to its own inclinations inside of her. This would seem a more agreeable proposition. Unfortunately, however, the possibility still remained that there was no beast at all, but that the aberration plaguing her consciousness was merely a side effect of some divine, yet misunderstood purpose with which she had been imbued by the Almighty Lord Himself. She could very well have been functioning on a spiritual plane far beyond Morell’s ability to grasp, which, of course, seared any scrutiny leveled against her with the indelible brand of blasphemy. To say the least, the fear of Godly reprisal which this brand was sure to summon up only served to make the prospect of engaging in such measures as invasive Ontological Neurospelunkery seem both risky and wasteful. And thus, it was a nonstarter.