Malcolm Key Quotes

The key to good decision making is not knowledge. It is understanding. We are swimming in the former. We are desperately lacking in the latter.

the 10,000hr rule is a definite key in success

The key to good decision making is not knowledge. It is understanding.

Greenberg wanted to give his pilots an alternate identity. Their problem was that they were trapped in roles dictated by the heavy weight of their country's cultural legacy. They needed an opportunity to step outside those roles ... and language was the key to that transformation.

Understanding is the reward of obedience. Obedience is the key to every door. I am perplexed at the stupidity of the ordinary religious being. In the most practical of all matters he will talk and speculate and try to feel, but he will not set himself to do.

We all want to believe that the key to making an impact on someone lies with the inherent quality of the ideas we present. But in none of these cases did anyone substantially alter the content of what they were saying. Instead, they tipped the message by tinkering, on the margin, with the presentation of their ideas,.....

Silicon Valley has never been interested in slow and steady growth—an early winning appearance is key to the Palo Alto System.

WikiLeaks told us how keen the Coalition is to exploit the boats. In late 2009, in the dying days of Malcolm Turnbull’s leadership of the Opposition, a “key Liberal party strategist” popped in to the US embassy in Canberra to say how pleased the party was that refugee boats were, once again, making their way to Christmas Island. “The issue was ‘fantastic,’” he said. “And ‘the more boats that come the better.’” But he admitted they had yet to find a way to make the issue work in their favour: “his research indicated only a ‘slight trend’ towards the Coalition.

Had she been able to listen to her body, the true Virginia would certainly have spoken up. In order to do so, however, she needed someone to say to her: “Open your eyes! They didn’t protect you when you were in danger of losing your health and your mind, and now they refuse to see what has been done to you. How can you love them so much after all that?” No one offered that kind of support. Nor can anyone stand up to that kind of abuse alone, not even Virginia Woolf. Malcolm Ingram, the noted lecturer in psychological medicine, believed that Woolf’s “mental illness” had nothing to do with her childhood experiences, and her illness was genetically inherited from her family. Here is his opinion as quoted on the Virginia Woolf Web site: As a child she was sexually abused, but the extent and duration is difficult to establish. At worst she may have been sexually harassed and abused from the age of twelve to twenty-one by her [half-]brother George Duckworth, [fourteen] years her senior, and sexually exploited as early as six by her other [half-] brother… It is unlikely that the sexual abuse and her manic-depressive illness are related. However tempting it may be to relate the two, it must be more likely that, whatever her upbringing, her family history and genetic makeup were the determining factors in her mood swings rather than her unhappy childhood [italics added]. More relevant in her childhood experience is the long history of bereavements that punctuated her adolescence and precipitated her first depressions.3 Ingram’s text goes against my own interpretation and ignores a large volume of literature that deals with trauma and the effects of childhood abuse. Here we see how people minimize the importance of information that might cause pain or discomfort—such as childhood abuse—and blame psychiatric disorders on family history instead. Woolf must have felt keen frustration when seemingly intelligent and well-educated people attributed her condition to her mental history, denying the effects of significant childhood experiences. In the eyes of many she remained a woman possessed by “madness.” Nevertheless, the key to her condition lay tantalizingly close to the surface, so easily attainable, and yet neglected. I think that Woolf’s suicide could have been prevented if she had had an enlightened witness with whom she could have shared her feelings about the horrors inflicted on her at such an early age. But there was no one to turn to, and she considered Freud to be the expert on psychic disorders. Here she made a tragic mistake. His writings cast her into a state of severe uncertainty, and she preferred to despair of her own self rather than doubt the great father figure Sigmund Freud, who represented, as did her family, the system of values upheld by society, especially at the time.   UNFORTUNATELY,

Charlotte." Kate attempted to distract the child from her endless questions and held up the glass tube. "This is wulfsyl. I can't be sure it's correct." The girl looked at Kate with excitement, then asked hopefully, "Will it stop me from eating someone?" Kate looked uncomfortable. "We believe that if you take it now, you will n ever have to eat someone." "But what if I do?" "Eat Malcolm," Simon suggested.

This kind of interaction simply doesn’t happen with lower-class children, Lareau says. They would be quiet and submissive, with eyes turned away. Alex takes charge of the moment. "In remembering to raise the question he prepared in advance, he gains the doctor’s full attention and focuses it on an issue of his choosing," Lareau writes. In so doing, he successfully shifts the balance of power away from the adults and toward himself. The transition goes smoothly. Alex is used to being treated with respect. He is seen as special and as a person worthy of adult attention and interest. These are key characteristics of the strategy of concerted cultivation.

If this is true—if solitude is an important key to creativity—then we might all want to develop a taste for it. We’d want to teach our kids to work independently. We’d want to give employees plenty of privacy and autonomy. Yet increasingly we do just the opposite. We like to believe that we live in a grand age of creative individualism. We look back at the midcentury era in which the Berkeley researchers conducted their creativity studies, and feel superior. Unlike the starched-shirted conformists of the 1950s, we hang posters of Einstein on our walls, his tongue stuck out iconoclastically. We consume indie music and films, and generate our own online content. We “think different” (even if we got the idea from Apple Computer’s famous ad campaign). But the way we organize many of our most important institutions—our schools and our workplaces—tells a very different story. It’s the story of a contemporary phenomenon that I call the New Groupthink—a phenomenon that has the potential to stifle productivity at work and to deprive schoolchildren of the skills they’ll need to achieve excellence in an increasingly competitive world. The New Groupthink elevates teamwork above all else. It insists that creativity and intellectual achievement come from a gregarious place. It has many powerful advocates. “Innovation—the heart of the knowledge economy—is fundamentally social,” writes the prominent journalist Malcolm Gladwell. “None of us is as smart as all of us,” declares the organizational consultant Warren Bennis,

Officers’ violations of law and policy, according to the report, included the following:           Stopping people without reasonable suspicion           Using unreasonable force           Interfering with a member of the public’s right to record police activities           Making enforcement decisions based on an individual’s demeanor, language, or expression           Overreacting to challenges and verbal slights (“contempt of cop” cases)           Engaging in patterns of excessive force, often during stops or arrests that had no basis in law, and sometimes in ways that were punitive or retaliatory           Arresting people without probable cause, including instances when they were engaging in protected conduct such as talking back to officers, recording public policing activities, or lawfully protesting perceived injustices           Arresting people simply for failing to obey officers’ orders, when those orders had no legal basis or justification           Releasing canines on unarmed suspects, without first attempting to use other methods less likely to cause injury           Using unnecessary force against vulnerable groups such as those with mental illnesses or cognitive disabilities, and juveniles

I feel suddenly so spoiled and decadent when I slide into the front passenger seat of the shiny chrome-and-black BUG 1 Malcolm gave me the keys to. It smells divine, looks divine, and I’m horny just thinking about driving the fucker.

The Department of Justice report makes compelling and disturbing reading. It lays bare a policing operation totally focused on the wrong mission and exercising little or no control over the means used to achieve the goals set for that mission.

For observers of American policing (and, in particular, of troubled police departments), the Department of Justice report contains two major surprises. Not so much the racism, corruption, and patterns of excessive force that the federal investigators uncovered. That such phenomena persist in some departments is sad indeed, but no great surprise. The first real surprise is what motivated the Ferguson police staff. For many American police departments, the primary imperative is to show a reduction in reported crime rates. That mission—controlling crime—would strike most members of the public as an appropriate one for any police department to embrace.

What drove the Ferguson police department was revenue raising, a mission that was accomplished through aggressive use of traffic citations and other municipal code violations. Enforcement was often concentrated on minorities and vulnerable segments of the population. According to the report, city officials made maximizing revenue the priority for Ferguson’s law enforcement activity, completely distorting the character of the police department:

Ferguson’s law enforcement practices are shaped by the City’s focus on revenue rather than by public safety needs. This emphasis on revenue has compromised the institutional character of Ferguson’s police department, contributing to a pattern of unconstitutional policing, and has also shaped its municipal court, leading to procedures that raise due process concerns and inflict unnecessary harm on members of the Ferguson community.

City officials exerted constant pressure on police executives to generate more revenue through enforcement, and the pressure was transmitted all the way down through the ranks: The importance of focusing on revenue generation is communicated to FPD officers. Ferguson police officers from all ranks told us [federal investigators] that revenue generation is stressed heavily within the police department, and that the message comes from City leadership. . . . Officer evaluations and promotions depend to an inordinate degree on “productivity,” meaning the number of citations issued.

This emphasis dominated the department’s approach to law enforcement: Patrol assignments and schedules are geared toward aggressive enforcement of Ferguson’s municipal code, with insufficient thought given to whether enforcement strategies promote public safety or unnecessarily undermine community trust and cooperation.

How could this be, in 2015? The concepts of community-oriented and problem-oriented policing were developed more than thirty years ago, and had become generally accepted by the end of the 1980s as the model for improving policing.

Community policing exploits the power of partnerships, with police and the community working collaboratively to establish priorities within the public safety mission, and working together to deal with the crime problems and other issues nominated as priorities by the community.

Problem-oriented policing, which was championed by Professor Herman Goldstein from the 1960s onward, exploits the power of thought and analysis. Its central tenet is simple: police become more effective if they can identify and deal with the underlying issues that generate crime and other public safety concerns, rather than continuing to respond to individual incidents and violations after the fact and one by one.

What about the other officers, the bystanders, when a suspect takes a beating? What is running through those officers’ heads? I would guess that there are some with a perverted sense of justice who think everything is fine and that this person deserves this treatment, and I suspect a considerable number know it is not fine and they are deeply uncomfortable. But what will they do? Will they have the courage to intervene, to step forward, to challenge their colleagues, to do the right thing? Feeling uncomfortable will never be enough. This is a call to action.43

Despite the richness of the frameworks presented in these and other materials, a significant proportion of today’s police organizations remain narrowly focused on the same categories of indicators that have dominated the field for decades:        1.   Reductions in the number of serious crimes reported, most commonly presented as local comparisons against an immediately preceding time period        2.   Clearance rates        3.   Response times        4.   Measures of enforcement productivity (for example, numbers of arrests, citations, or stop-and-frisk searches)

I believe the answer is the same across the full range of government’s risk-control responsibilities, whether the harms to be controlled are criminal victimization, pollution, corruption, fraud, tax evasion, terrorism, or other potential and actual harms. The definition of success in risk control or harm reduction is to spot emerging problems early and then suppress them before they do much harm.7 This is a very different idea from “allow problems to grow so hopelessly out of control that we can then get serious, all of a sudden, and produce substantial reductions year after year after year.

What do citizens expect of government agencies entrusted with crime control, risk control, or other harm reduction duties? The public does not expect that governments will be able to prevent all crimes or contain all harms. But they do expect government agencies to provide the best protection possible, and at a reasonable price, by being:           Vigilant, so they can spot emerging threats early, pick up on precursors and warning signs, use their imaginations to work out what could happen, use their intelligence systems to discover what others are planning, and do all this before much harm is done.           Nimble, flexible enough to organize themselves quickly and appropriately around each emerging crime pattern rather than being locked into routines and processes designed for traditional issues.           Skillful, masters of the entire intervention tool kit, experienced (as craftsmen) in picking the best tools for each task, and adept at inventing new approaches when existing methods turn out to be irrelevant or insufficient to suppress an emerging threat.8 Real success in crime control—spotting emerging crime problems early and suppressing them before they do much harm—would not produce substantial year-to-year reductions in crime figures, because genuine and substantial reductions are available only when crime problems have first grown out of control. Neither would best practices produce enormous numbers of arrests, coercive interventions, or any other specific activity, because skill demands economy in the use of force and financial resources and rests on artful and well-tailored responses rather than extensive and costly campaigns. Ironically, therefore, the two classes of metrics that still seem to wield the most influence in many departments—crime reduction and enforcement productivity—would utterly fail to reflect the very best performance in crime control. Further, we must take seriously the fact that other important duties of the police will never be captured through crime statistics or in measures of enforcement output. As NYPD Assistant Commissioner Ronald J. Wilhelmy wrote in a November 2013 internal NYPD strategy document:

Any numbers game is, of course, a simplification. Carl Klockars expresses this beautifully (and with a nod to Arthur “Dooley” Wilson) in Measuring What Matters: In every instance of measurement, the conversion of a thing, event, or occasion to a number requires ignoring or discarding all other meaning that thing, event, or occasion might have.

If a department appreciates that complexity, does well on vigilance, nimbleness, and skill, and therefore excels at spotting emerging problems early and suppressing them before they do much harm, what will success look like? How will such a department demonstrate its crime control expertise? The answer is that evaluation of performance will consist largely of problem-specific project accounts describing emerging crime patterns and what happened to each one. Each project account will describe how the department spotted the problem in the first place, how it analyzed and subsequently understood the problem, what the department and its partners did about the problem, and what happened as a result. Some in policing call that the scanning, analysis, response, and assessment (SARA) model. It is a straightforward problem-oriented account that has little to do with aggregate numbers of any particular kind.

What Gottman is saying is that a relationship between two people has a fist as well: a distinctive signature that arises naturally and automatically. That is why a marriage can be read and decoded so easily, because some key part of human activity — whether it is something as simple as pounding out a Morse code message or as complex as being married to someone — has an identifiable and stable pattern. Predicting divorce, like tracking Morse code operators, is pattern recognition.

but many others who were silenced by the White House and by Black male leaders of the civil rights movement. Like… Black women. Daisy Bates read a short vow, a pledge on behalf of women working within the movement. But Dorothy Height, a powerful leader who helped organize the event and was the only woman to stand on the platform with Dr. King, was not invited to speak. Nor was Rosa Parks. Or so many other Black women whose work had fueled the movement. Black LGBTQ+ leaders. Bayard Rustin, a key adviser to Dr. King and an organizer of the event, was not invited to speak. Nor was James Baldwin, a Black novelist who, through his writings, had become a brilliant and bold political voice. Malcolm X. He attended the event but was not invited to speak.

Transposition is very much what poetry and all literary art is about. To hear snatches from the huge unknowable symphony of experience, to catch them and transpose them to a key that resonates with our understanding, so that at some point they harmonize with that unheard melody from heaven we are always trying

Transposition is very much what poetry and all literary art is about. To hear snatches from the huge unknowable symphony of experience, to catch them and transpose them to a key that resonates with our understanding, so that at some point they harmonize with that unheard melody from heaven we are always trying to hear, that is the purpose of poetry.

We all want to believe that the key to making an impact on someone lies with the inherent quality of the ideas we present.

. What do you say we go for a Coke at Ruby’s favorite watering hole? My treat.” At the mention of her name, Ruby leaped to her feet, wagging her tail. Madison chuckled. “I’m up for that. And while we’re at it, we can figure out what to do about Reed Rawlings.” “How do you feel about Chinese water torture?” Jeremy asked as they walked over to a sidewalk café called Poodles on the Park. Madison grinned wickedly. “That’s good for a start. And after we trash his locker, key his Beemmer, and pants him at lunch, let’s hit him where he lives

Key goals include helping increase employee productivity while supporting new business requirements and technology trends, including IT consumerization, cloud computing, and access by a broader range of users. At the same time, the architecture is designed to reduce our attack surface and improve survivability—even as the threat landscape grows in complexity and maliciousness.

Citizens of any mature democracy can expect and should demand police services that are responsive to their needs, tolerant of diversity, and skillful in unraveling and tackling crime and other community problems. They should expect and demand that police officers are decent, courteous, humane, sparing and skillful in the use of force, respectful of citizens’ rights, disciplined, and professional. These are ordinary, reasonable expectations.

Even David Couper admits that as a patrol officer he would not have turned in his police partner: I . . . realized I was closer to the man I was paired with at work—my partner—than I was to the woman to whom I was married. I shared more of my thoughts, feelings, hopes, and dreams with him than I did with her. Each day at work, I trusted my partner with my life. And then I realized that if he did something wrong, I would no more give him up than I would my own mother. This is the power of a subculture. . . . I had become a fully-fledged member of what sociologists call [a] subculture; a distinct group of people who have patterns of behavior and beliefs that set them apart from society as a whole.44

What did you do?" Kate asked. "Nothing. We're inside the wards." Simon laughed and drank the elixir. She looked around with surprise. "How can you tell? At night? In the snow?" "That tree." He indicated an ash tree standing amidst other ash trees. "It looks like a thousand other trees." "No, it looks like you." Simon took a shallow, pained breath, but smiled. "It's my marker." Both Kate and Malcolm stared at the tree. Kate cocked her hip. "It looks like me? A tree? That's flattering." "Yes. See how the curves--" Simon worked his hands in an hourglass shape. "It looks like you.

We cannot continue to evaluate personnel on the simple measure of whether crime is up or down relative to a prior period. Most importantly, CompStat has ignored measurement of other core functions. Chiefly, we fail to measure what may be our highest priority: public satisfaction. We also fail to measure quality of life, integrity, community relations, administrative efficiency, and employee satisfaction, to name just a few other important areas.9

For executives, simulator-style training is occasionally available in crisis leadership courses, where trainees are invited to take their turn at the helm in a crisis response exercise. But absent a crisis, most executive teams operate without any special training to help them interpret the myriad signals available or recognize important conditions quickly and pick the best response to different scenarios. In the absence of such training, many executive teams muddle through, having learned most of what they know through their own experience on the way up through the managerial ranks rather than through formal training. As one chief noted, the closest equivalent to executive-level simulator training is when one department has the opportunity to learn from the misery of another. A collegial network of police executives, ready to share both their successes and failures, is a valuable asset to the profession (see box 2-1).

On April 19 Tamerlan Tsarnaev was killed during a gun battle with police in the streets of Watertown, Massachusetts. He had been shot several times by police and then run over by his brother, who was fleeing in a stolen SUV. One MBTA police officer was shot and nearly died from blood loss. The surviving brother, Dzhokhar Tsarnaev, was found later hiding in a boat in the backyard of a Watertown home and apprehended. Scores of law enforcement officers from federal, state, and local agencies had flooded into the area and cooperated in the search. When it was all over, local residents—who had voluntarily heeded the police request to “shelter in place”—emerged from their homes, gathered on street corners, and spontaneously applauded as buses full of law enforcement officers passed by.

These are tumultuous times for policing in America. Thanks in part to the almost ubiquitous presence of video cameras, the American public has recently had the chance to see the very best and the very worst of police conduct.

Ronald L. Davis, head of the Department of Justice’s Office of Community Oriented Policing Services, told the Post reporters, “We have to get beyond what is legal and start focusing on what is preventable. Most [police shootings] are preventable.”15 According to the Department of Justice, “The shooting of unarmed people who pose no threat is disturbingly common.

At the scene of the Boston Marathon bombings on April 15, 2013, Boston police officers and other emergency workers instinctively ran toward the site of the explosions to help the injured and take control of the scene, even while nobody knew how many more bombs there might be. Video footage made plain to all the classic courage of first responders reacting to a traumatic situation with professional discipline and putting their own lives at risk for the sake of the public they serve.

Three days later, on April 18, MIT patrol officer Sean Collier was shot dead in his patrol car by bombing suspects Dzhokhar and Tamerlan Tsarnaev, who were apparently seeking to acquire weapons and perhaps provoke a major confrontation with police. In an extraordinary display of public appreciation for police officers and the dangers they face on a daily basis, more than 10,000 people attended Officer Collier’s funeral.

Markets should be subject to societies, not the other way around,

The keto diet activates the same pathways as intermittent fasting, such as the AMPK pathway, which plays a key role in autophagy.

The key to wealth is not money, but the ability to see the unseen.

When we read, we are capable of taking in only about one key word and then four characters to the left and fifteen characters to the right at any one time.

The New Jim Crow: Mass Incarceration in the Age of Colorblindness, Michelle Alexander Critical Race Theory: The Key Writings That Formed the Movement, Kimberlé Crenshaw, editor Race and Police Brutality: Roots of an Urban Dilemma, Malcolm D. Holmes and Brad W. Smith Always Running: La Vida Loca: Gang Days in L.A., Luis J. Rodriguez Brotherhood of Corruption: A Cop Breaks the Silence on Police Abuse, Brutality, and Racial Profiling, Juan Antonio Juarez Our Enemies in Blue: Police and Power in America, Kristian Williams Don’t Shut Me Out!: Some Thoughts on How to Move a Group of People From One Point to Another OR Some Basic Steps Toward Becoming a Good Political Organizer!, James Forman

Hooker knew everything he could possibly know about his enemy. But it didn’t help him. The key to good decision making is not knowledge. It is understanding. We are swimming in the former. We are desperately lacking in the latter.

One of Clark’s earliest statements on the proper nature of economics argued that economics should be “based on a foundation of terms, conceptions, standards of measurement, and assumptions which is sufficiently realistic, comprehensive, and unbiased” to provide a basis for the analysis and discussion of practical issues (Clark 1919, p. 280). Relevance to practical issues, accuracy of data, and comprehensiveness, in the sense of not excluding any evidence relevant to the problem at hand, were the characteristics of a scientific approach to economics that Clark most frequently stressed (Clark 1924, p. 74). Clark certainly thought of theory as playing a key role, but he saw the aim of theorizing as that of forming hypotheses “grounded in experience” for further study and inductive verification, rather than the production of a highly abstract system of laws.

I have also read recently about groups of young white couples who get together, the husbands throw their house keys into a hat, then, blindfolded, the husbands draw out a key and spend the night with the wife that the house key matches.

One key to the mystery of the Gospels is the truth that everything that happened ‘out there and back then’ also happens ‘in here and right now’.

In February 2018, the United States District Court for the District of Columbia filed an indictment in the United States versus the Internet Research Agency, Concorde Management and Consulting, LLC, and Concorde Catering. The indictment alleges that the internet research organization is a Russian organization engaged in operations to interfere with elections in political processes. According to the indictment, beginning in late 2013, the organization hired staff and planned to manipulate the US Presidential election by creating false personas of American citizens. They would set up social media websites, group Facebook pages, and Twitter feeds to attract US audiences. They name 13 Russians who are the key managers of the organization starting with Yevgeniy Prigozhin.

true brotherhood I had seen in the Holy World had influenced me to recognize that anger can blind human vision. Every free moment I could find, I did a lot of talking to key people whom I knew around Harlem, and I made a lot of speeches, saying: “True Islam taught me that it takes all of the religious, political, economic, psychological, and racial ingredients, or characteristics, to make the Human Family and the Human Society complete. “Since I learned the truth in Mecca, my dearest friends have come to include all kinds—some Christians, Jews, Buddhists, Hindus, agnostics, and even atheists! I have friends who are called Capitalists, Socialists, and Communists! Some of my friends are moderates, conservatives, extremists

Never give meat to a baby; always give them milk, and you’ll never lose them,” Malcolm had advised his brother Philbert on his method of recruiting Muslim followers. “That is the KEY in setting up new temples . . . one of the hindrances of the past in trying to propagate Islam, we over-taught the lost-found, giving them meat that they just could not digest, thereby making many rebellious and go back just because once we got them to open their mouths (minds) we started giving them too heavy a food that they could not digest (see) yet.” 9

There’s no connection whatsoever between cholesterol in food and cholesterol in blood. And we’ve known that all along. Cholesterol in the diet doesn’t matter at all unless you happen to be a chicken or a rabbit. Ancel Keys, PhD, Professor Emeritus at the University of Minnesota, 1997

The key to good decision-making is not knowledge. It is understanding.