Management Famous Quotes

Some magicians are rich, some are famous, some are stupidly good-looking.' Jamie gave Nick a rather complicated look. Nick raised an eyebrow. 'Some of us manage to be stupidly good-looking on our own.

For anyone to understand a regime like the GDR, the stories of ordinary people must be told. Not just the activists or the famous writers. You have to look at how normal people manage with such things in their pasts.

Treat writing as a job. Be disciplined. Lots of writers get a bit OCD-ish about this. Graham Greene famously wrote 500 words a day. Jean Plaidy managed 5,000 before lunch, then spent the afternoon answering fan mail. My minimum is 1,000 words a day – which is sometimes easy to achieve, and is sometimes, frankly, like shitting a brick, but I will make myself stay at my desk until I've got there, because I know that by doing that I am inching the book forward. Those 1,000 words might well be rubbish–they often are. But then, it is always easier to return to rubbish words at a later date and make them better.

Most sane human beings who have managed to attain and retain fame each uses it to dramatically increase their name’s chances of being remembered until Jesus comes back, since their heart cannot do what they consciously or unconsciously lust for, that is to say, for it to beat until Jesus returns.

Ténéré Tree Famously the most isolated tree on the planet, alone in the middle of the Sahara Desert – until 1973, when despite it being the only tree for 250 miles, a drunk driver still managed to drive his truck into it.

Curiously, Chris didn’t hold everyone to the same exacting standards. One of the individuals he professed to admire greatly over the last two years of his life was a heavy drinker and incorrigible philanderer who regularly beat up his girlfriends. Chris was well aware of this man’s faults yet managed to forgive them. He was also able to forgive, or overlook, the shortcomings of his literary heroes: Jack London was a notorious drunk; Tolstoy, despite his famous advocacy of celibacy, had been an enthusiastic sexual adventurer as young man and went on to father at least thirteen children, some of whom were conceived at the same time the censorious count was thundering in print against the evils of sex.

It is not easy to live with another person, at least it is not easy for me. It makes me realize how selfish I am. It has not been easy for me to love another person either, though I am getting better at it. I can be gentle for as long as a month at a time now, before I become selfish again. I used to try to study what it meant to love someone. I would write down quotations from the works of famous writers, writers who did not interest me otherwise, like Hippolyte Taine or Alfred de Musset. For instance, Taine said that to love is to make one’s goal the happiness of another person. I would try to apply this to my own situation. But if loving a person meant putting him before myself, how could I do that? There seemed to be three choices: to give up trying to love anyone, to stop being selfish, or to learn how to love a person while continuing to be selfish. I did not think I could manage the first two, but I thought I could learn how to be just unselfish enough to love someone at least part of the time.

It was Freud's ambition to discover the cause of hysteria, the archetypal female neurosis of his time. In his early investigations, he gained the trust and confidence of many women, who revealed their troubles to him.Time after time, Freud's patients, women from prosperous, conventional families, unburdened painful memories of childhood sexual encounters with men they had trusted: family friends, relatives, and fathers. Freud initially believed his patients and recognized the significance of their confessions. In 1896, with the publication of two works, The Aetiology of Hysteria and Studies on Hysteria, he announced that he had solved the mystery of the female neurosis. At the origin of every case of hysteria, Freud asserted, was a childhood sexual trauma. But Freud was never comfortable with this discovery, because of what it implied about the behavior of respectable family men. If his patients' reports were true, incest was not a rare abuse, confined to the poor and the mentally defective, but was endemic to the patriarchal family. Recognizing the implicit challenge to patriarchal values, Freud refused to identify fathers publicly as sexual aggressors. Though in his private correspondence he cited "seduction by the father" as the "essential point" in hysteria, he was never able to bring himself to make this statement in public. Scrupulously honest and courageous in other respects, Freud falsified his incest cases. In The Aetiology of Hysteria, Freud implausibly identified governessss, nurses, maids, and children of both sexes as the offenders. In Studies in Hysteria, he managed to name an uncle as the seducer in two cases. Many years later, Freud acknowledged that the "uncles" who had molested Rosaslia and Katharina were in fact their fathers. Though he had shown little reluctance to shock prudish sensibilities in other matters, Freud claimed that "discretion" had led him to suppress this essential information. Even though Freud had gone to such lengths to avoid publicly inculpating fathers, he remained so distressed by his seduction theory that within a year he repudiated it entirely. He concluded that his patients' numerous reports of sexual abuse were untrue. This conclusion was based not on any new evidence from patients, but rather on Freud's own growing unwillingness to believe that licentious behavior on the part of fathers could be so widespread. His correspondence of the period revealed that he was particularly troubled by awareness of his own incestuous wishes toward his daughter, and by suspicions of his father, who had died recently. p9-10

My descendants will manage without my portrait' she smiled. Anyway they'll have plenty of photographs of me. To this our famous conductor replied that a photograph only gives the outward appearance of the person,whereas a painting reveals the inner world.

Theodore Roosevelt’s famous dictum, “Far and away the best prize that life has to offer is the chance to work hard at work worth doing.

The day time will stop moving, had I known and fulfillment will be the clock hands that will show many people the hour that passed and moment in which they are.

Stop talking. Mark Twain famously said, “If we were meant to talk more than we listen, we would have two mouths and one ear.” Listen

If you have influence on other people. Dont be influenced by their hate, money, jealousy, anger and popularity .

It’s time that women participate in the management of this pathetic world on terms equal to men. Often women in power behave like hard men because it’s been the only way they could compete and command, but when we reach a critical number of women in positions of power and leadership we will tip the balance toward a more just and egalitarian civilization. More than forty years ago Bella Abzug, the famous activist and congresswoman from New York, summarized the above in one sentence: “In the twenty-first century women will change the nature of power instead of power changing the nature of women.

A system is never the sum of its parts,” Russell Ackoff, an organizational theorist and a pioneer in the field of systems thinking and management science, famously said. “It’s the product of their interaction.

Following World War II, trials against War Crimes took place in Nuremberg, Germany, commencing in 1945. But before the famous Nuremberg Trials even started, a stealthy purveyor of Nazi atrocities managed to escape the hands of justice by disguising himself as a woman and setting sail across the Atlantic. His masquerade only became known to authorities when a Philadelphia resident, an Italian-American dressmaker, journeying home from the War himself, recognized the criminal of insidious deeds, while traveling on board the same vessel. Luigi D’Alonzo was an instant hero among the passengers and crew alike. But his luck was about to change.

To those who want one of the many famous, overoptimistic Dr. Firstnames to tell them the secret to being happy, we say, fuck happy. Fuck self-improvement, self-esteem, fairness, helpfulness, and everything in between.

Finding a taxi, she felt like a child pressing her nose to the window of a candy store as she watched the changing vista pass by while the twilight descended and the capital became bathed in a translucent misty lavender glow. Entering the city from that airport was truly unique. Charles de Gaulle, built nineteen miles north of the bustling metropolis, ensured that the final point of destination was veiled from the eyes of the traveller as they descended. No doubt, the officials scrupulously planned the airport’s location to prevent the incessant air traffic and roaring engines from visibly or audibly polluting the ambience of their beloved capital, and apparently, they succeeded. If one flew over during the summer months, the visitor would be visibly presented with beautifully managed quilt-like fields of alternating gold and green appearing as though they were tilled and clipped with the mathematical precision of a slide rule. The countryside was dotted with quaint villages and towns that were obviously under meticulous planning control. When the aircraft began to descend, this prevailing sense of exactitude and order made the visitor long for an aerial view of the capital city and its famous wonders, hoping they could see as many landmarks as they could before they touched ground, as was the usual case with other major international airports, but from this point of entry, one was denied a glimpse of the city below. Green fields, villages, more fields, the ground grew closer and closer, a runway appeared, a slight bump or two was felt as the craft landed, and they were surrounded by the steel and glass buildings of the airport. Slightly disappointed with this mysterious game of hide-and-seek, the voyager must continue on and collect their baggage, consoled by the reflection that they will see the metropolis as they make their way into town. For those travelling by road, the concrete motorway with its blue road signs, the underpasses and the typical traffic-logged hubbub of industrial areas were the first landmarks to greet the eye, without a doubt, it was a disheartening first impression. Then, the real introduction began. Quietly, and almost imperceptibly, the modern confusion of steel and asphalt was effaced little by little as the exquisite timelessness of Parisian heritage architecture was gradually unveiled. Popping up like mushrooms were cream sandstone edifices filigreed with curled, swirling carvings, gently sloping mansard roofs, elegant ironwork lanterns and wood doors that charmed the eye, until finally, the traveller was completely submerged in the glory of the Second Empire ala Baron Haussmann’s master plan of city design, the iconic grand mansions, tree-lined boulevards and avenues, the quaint gardens, the majestic churches with their towers and spires, the shops and cafés with their colourful awnings, all crowded and nestled together like jewels encrusted on a gold setting.

The problem is that organizations are famous for taking people who are happy as individual contributors and turning them into managers or bureaucrats, and for pulling them away to serve on committees or perform other good-citizen functions.

Boy doesn’t know what the Wocket is,” Ted said mournful y to the rest of the group. “And his dad’s the owner of the famous Marauder’s Map. Just think how much easier this would be if we could get our hands on that bit of skul duggery. James, let me introduce you to the rest of the Gremlins, a group you may indeed hope to join, depending on how things go tonight, of course.” Ted stopped, turned and threw his arm wide, indicating the three others skulking along with them. “My number one, Noah Metzker, whose only flaw is his unwitting relationship to his fifth-year prefect brother.” Noah bowed curtly at the waist, grinning. “Our treasurer,” Ted continued, “if we ever manage to come across any coin, Sabrina Hildegard.

Thereafter he gave up on a career in the arts and filled a succession of unsuitable vacancies and equally unsuitable women, falling in love whenever he took up a new job, and falling out of love - or more correctly being fallen out of love with - every time he moved on. He drove a removal van, falling in love with the first woman whose house he emptied, delivered milk in an electric float, falling in love with the cashier who paid him every Friday night, worked as an assistant to an Italian carpenter who replaced sash windows in Victorian houses and replaced Julian Treslove in the affections of the cashier, managed a shoe department in a famous London store, falling in love with the woman who managed soft furnishings on the floor above.

For all its outwardly easy Latin charm, Buenos Aires was making me feel sick and upset, so I did take that trip to the great plains where the gaucho epics had been written, and I did manage to eat a couple of the famous asados: the Argentine barbecue fiesta (once summarized by Martin Amis's John Self as 'a sort of triple mixed grill swaddled in steaks') with its slavish propitiation of the sizzling gods of cholesterol. Yet even this was spoiled for me: my hosts did their own slaughtering and the smell of drying blood from the abattoir became too much for some reason (I actually went 'off' steak for a good few years after this trip). Then from the intrepid Robert Cox of the Buenos Aires Herald I learned another jaunty fascist colloquialism: before the South Atlantic dumping method was adopted, the secret cremation of maimed and tortured bodies at the Navy School had been called an asado. In my youth I was quite often accused, and perhaps not unfairly, of being too politicized and of trying to import politics into all discussions. I would reply that it wasn’t my fault if politics kept on invading the private sphere and, in the case of Argentina at any rate, I think I was right. The miasma of the dictatorship pervaded absolutely everything, not excluding the aperitifs and the main course.

If you want to teach a kid a life skill, teach him reality. Give him a picture of what the world will throw his way. Even the rich and famous have their share of heartache and loss. People go broke. People get sick. Loved ones die. There are setbacks, cutbacks, rollbacks, buyouts, layoffs, bankruptcies. Is it fair to reward a kid for everything he does until he’s eighteen, filling his room with trophies regardless how he performs, and then find him shocked the first time he fails a course or loses a girlfriend or gets fired from a job?

Ford hired the quality management guru Edward Deming to train his people on quality principles. In the kick-off meeting, he introduced Deming, spoke briefly about the critical need for quality management and then, leaving Deming to do the rest, left the room. As he was walking out, he realized Deming was following him. Surprised, he asked what had happened. In answer, Deming famously quipped that he was simply following the leader. Ford immediately realized his mistake and turned back to sit down with his team to learn about Total Quality Management (TQM).

Well, alright. Let’s see... Long ago, in the castle town of a kingdom far, far away, there lived a girl named Cinderella...” I never thought I’d be telling stories featuring witches or wizards in a world where magic really existed... Still, Sue seemed happy enough, so I didn’t really mind. After that, I exhausted myself by reciting every fairy tale imaginable, and before I knew it, I found myself telling the stories of famous manga and popular anime movies. I almost leapt out of my boots when Sue yelled about wanting to embark on a hunt for the Castle in the Sky, but Leim managed to calm her down.

I wanted to challenge myself to write a story about a young woman who takes a huge risk emotionally and physically by having sex on her first date with a guy she’s infatuated with,” says Elizabeth Famous, “and somehow she manages to handle what she got herself into, maturing as a person in the process.

Once, sitting in my car in the parking lot outside Building 5 during a prolonged downpour after a long lunch off premises, Mark, Larry, and I pondered the famous two-condom combinatorial problem that spread through the Center: Two (heterosexual) couples decide to have group sex with each other in all possible male-female combinations. They have only two condoms, and everyone is scared of catching some venereal disease. How can they manage four couplings with only two condoms? The first man puts on two condoms, one over the other, and then sleeps with the first woman. Only the outer surface of the outer condom and the inner surface of the inner one has had contact with any potentially infectious surface. The man removes the outer condom and sleeps with the second woman. The second man then dons the removed outer condom whose inner surface has until now had no contact with anyone’s skin, and sleeps with the first woman, whose only contact has thus far been with the outside of the same condom. Finally, the second man dons the second condom over the one he is already wearing, and sleeps with the second woman, who again only experiences a condom she has already touched. It was impossible to resist the temptation to generalize to N couples.

Social networking technology allows us to spend our time engaged in a hypercompetitive struggle for attention, for victories in the currency of “likes.” People are given more occasions to be self-promoters, to embrace the characteristics of celebrity, to manage their own image, to Snapchat out their selfies in ways that they hope will impress and please the world. This technology creates a culture in which people turn into little brand managers, using Facebook, Twitter, text messages, and Instagram to create a falsely upbeat, slightly overexuberant, external self that can be famous first in a small sphere and then, with luck, in a large one. The manager of this self measures success by the flow of responses it gets. The social media maven spends his or her time creating a self-caricature, a much happier and more photogenic version of real life. People subtly start comparing themselves to other people’s highlight reels, and of course they feel inferior.

Suddenly the door to one of the trailers opens, and a famous head emerges. It is a woman’s head, quite a distance away, seen in profile, like the head on a coin, and while Clarissa cannot immediately identify her (Meryl Streep? Vanessa Redgrave?) she knows without question that the woman is a movie star. She knows by her aura of regal assurance, and by the eagerness with which one of the prop men speaks to her (inaudibly to Clarissa) about the source of the noise. The woman’s head quickly withdraws, the door to the trailer closes again, but she leaves behind her an unmistakable sense of watchful remonstrance, as if an angel had briefly touched the surface of the world with one sandaled foot, asked if there was any trouble and, being told all was well, had resumed her place in the ether with skeptical gravity, having reminded the children of earth that they are just barely trusted to manage their own business, and that further carelessness will not go unremarked.

... according to a famous study by the influential management theorist Jim Collins, many of the best performing companies of the late twentieth century were run by what he calls "Level 5 Leaders." These exceptional CEOs were known not for their flash or charisma but for extreme humility coupled with intense professional will.

Sir Gerald du Maurier, the most famous actor-manager of his day, died in April 1934, aged sixty-one. His daughter Daphne did not attend his funeral in Hampstead but instead went onto the Heath and released some pigeons, aware that this might seem an affected thing to do but believing it to be a gesture in keeping with her father’s spirit.

With the introduction of Scarlett O’Hara and Rhett Butler, Miss Mitchell managed to create the two most famous lovers in the English-speaking world since Romeo and Juliet. Scarlett springs alive in the first sentence of the book and holds the narrative center for over a thousand pages. She is a fabulous, pixilated, one-of-a-kind creation, and she does not utter a dull line in the entire book.

But the launching had been a great success and now that the Space Hotel was safely in orbit, there was a tremendous hustle and bustle to send up the first guests. It was rumored that the President of the United States himself was going to be among the first to stay in the hotel, and of course there was a mad rush by all sorts of other people across the world to book rooms. Several kings and queens had cabled the White House in Washington for reservations, and a Texas millionaire called Orson Cart, who was about to marry a Hollywood starlet called Helen Highwater, was offering one hundred thousand dollars a day for the honeymoon suite. But you cannot send guests to a hotel unless there are lots of people there to look after them, and that explains why there was yet another interesting object orbiting the earth at that moment. This was the large Commuter Capsule containing the entire staff for Space Hotel “U.S.A.” There were managers, assistant managers, desk clerks, waitresses, bellhops, chambermaids, pastry chefs and hall porters. The capsule they were traveling in was manned by the three famous astronauts, Shuckworth, Shanks and Showler, all of them handsome, clever and brave. “In exactly one hour,” said Shuckworth,

A woman named Cynthia once told me a story about the time her father had made plans to take her on a night out in San Francisco. Twelve-year-old Cynthia and her father had been planning the “date” for months. They had a whole itinerary planned down to the minute: she would attend the last hour of his presentation, and then meet him at the back of the room at about four-thirty and leave quickly before everyone tried to talk to him. They would catch a tram to Chinatown, eat Chinese food (their favourite), shop for a souvenir, see the sights for a while and then “catch a flick” as her dad liked to say. Then they would grab a taxi back to the hotel, jump in the pool for a quick swim (her dad was famous for sneaking in when the pool was closed), order a hot fudge sundae from room service, and watch the late, late show. They discussed the details over and over again before they left. The anticipation was part of the whole experience. This was all going according to plan until, as her father was leaving the convention centre, he ran into an old college friend and business associate. It had been years since they had seen each other, and Cynthia watched as they embraced enthusiastically. His friend said, in effect: “I am so glad you are doing some work with our company now. When Lois and I heard about it we thought it would be perfect. We want to invite you, and of course Cynthia, to get a spectacular seafood dinner down at the Wharf!” Cynthia’s father responded: “Bob, it’s so great to see you. Dinner at the wharf sounds great!” Cynthia was crestfallen. Her daydreams of tram rides and ice cream sundaes evaporated in an instant. Plus, she hated seafood and she could just imagine how bored she would be listening to the adults talk all night. But then her father continued: “But not tonight. Cynthia and I have a special date planned, don’t we?” He winked at Cynthia and grabbed her hand and they ran out of the door and continued with what was an unforgettable night in San Francisco. As it happens, Cynthia’s father was the management thinker Stephen R. Covey (author of The Seven Habits of Highly Effective People) who had passed away only weeks before Cynthia told me this story. So it was with deep emotion she recalled that evening in San Francisco. His simple decision “Bonded him to me forever because I knew what mattered most to him was me!” she said.5 One simple answer is we are unclear about what is essential. When this happens we become defenceless. On the other hand, when we have strong internal clarity it is almost as if we have a force field protecting us from the non-essentials coming at us from all directions. With Rosa it was her deep moral clarity that gave her unusual courage of conviction. With Stephen it was the clarity of his vision for the evening with his loving daughter. In virtually every instance, clarity about what is essential fuels us with the strength to say no to the non-essentials. Stephen R. Covey, one of the most respected and widely read business thinkers of his generation, was an Essentialist. Not only did he routinely teach Essentialist principles – like “The main thing is to keep the main thing the main thing” – to important leaders and heads of state around the world, he lived them.6 And in this moment of living them with his daughter he made a memory that literally outlasted his lifetime. Seen with some perspective, his decision seems obvious. But many in his shoes would have accepted the friend’s invitation for fear of seeming rude or ungrateful, or passing up a rare opportunity to dine with an old friend. So why is it so hard in the moment to dare to choose what is essential over what is non-essential?

It was raining and I had to walk on the grass. I’ve got mud all over my shoes. They’re brand-new, too.” “I’ll carry you across the grass on the return trip, if you like,” Colby offered with twinkling eyes. “It would have to be over one shoulder, of course,” he added with a wry glance at his artificial arm. She frowned at the bitterness in his tone. He was a little fuzzy because she needed glasses to see at distances. “Listen, nobody in her right mind would ever take you for a cripple,” she said gently and with a warm smile. She laid a hand on his sleeve. “Anyway,” she added with a wicked grin, “I’ve already given the news media enough to gossip about just recently. I don’t need any more complications in my life. I’ve only just gotten rid of one big one.” Colby studied her with an amused smile. She was the only woman he’d ever known that he genuinely liked. He was about to speak when he happened to glance over her shoulder at a man approaching them. “About that big complication, Cecily?” “What about it?” she asked. “I’d say it’s just reappeared with a vengeance. No, don’t turn around,” he said, suddenly jerking her close to him with the artificial arm that looked so real, a souvenir of one of his foreign assignments. “Just keep looking at me and pretend to be fascinated with my nose, and we’ll give him something to think about.” She laughed in spite of the racing pulse that always accompanied Tate’s appearances in her life. She studied Colby’s lean, scarred face. He wasn’t anybody’s idea of a pinup, but he had style and guts and if it hadn’t been for Tate, she would have found him very attractive. “Your nose has been broken twice, I see,” she told Colby. “Three times, but who’s counting?” He lifted his eyes and his eyebrows at someone behind her. “Well, hi, Tate! I didn’t expect to see you here tonight.” “Obviously,” came a deep, gruff voice that cut like a knife. Colby loosened his grip on Cecily and moved back a little. “I thought you weren’t coming,” he said. Tate moved into Cecily’s line of view, half a head taller than Colby Lane. He was wearing evening clothes, like the other men present, but he had an elegance that made him stand apart. She never tired of gazing into his large black eyes which were deep-set in a dark, handsome face with a straight nose, and a wide, narrow, sexy mouth and faintly cleft chin. He was the most beautiful man. He looked as if all he needed was a breastplate and feathers in his hair to bring back the heyday of the Lakota warrior in the nineteenth century. Cecily remembered him that way from the ceremonial gatherings at Wapiti Ridge, and the image stuck stubbornly in her mind. “Audrey likes to rub elbows with the rich and famous,” Tate returned. His dark eyes met Cecily’s fierce green ones. “I see you’re still in Holden’s good graces. Has he bought you a ring yet?” “What’s the matter with you, Tate?” Cecily asked with a cold smile. “Feeling…crabby?” His eyes smoldered as he glared at her. “What did you give Holden to get that job at the museum?” he asked with pure malice. Anger at the vicious insinuation caused her to draw back her hand holding the half-full coffee cup, and Colby caught her wrist smoothly before she could sling the contents at the man towering over her. Tate ignored Colby. “Don’t make that mistake again,” he said in a voice so quiet it was barely audible. He looked as if all his latent hostilities were waiting for an excuse to turn on her. “If you throw that cup at me, so help me, I’ll carry you over and put you down in the punch bowl!” “You and the CIA, maybe!” Cecily hissed. “Go ahead and try…!” Tate actually took a step toward her just as Colby managed to get between them. “Now, now,” he cautioned. Cecily wasn’t backing down an inch. Neither was Tate.

Michael Arrington, the loudmouth founder and former editor in chief of TechCrunch, is famous for investing in the start-ups that his blogs would then cover. Although he no longer runs TechCrunch, he was a partner in two investment funds during his tenure and now manages his own, CrunchFund. In other words, even when he is not a direct investor he has connections or interests in dozens of companies on his beat, and his insider knowledge helps turn profits for the firm.

There were battles ahead, dangers she and Hanne would have to face. What they were attempting was audacious, maybe impossible, but somehow she knew they would manage it. Nina rested her cheek against Hanne’s. She’d honored Matthias, and this path, somewhere between revenge and redemption, was the right one. My place is with the wolves. Nina sat up straight. “Hanne, what do I call you now? Rasmus?” Hanne shuddered. “I can’t stand that. We’ll have to choose a new name. A Saint’s name. To honor the prince’s newfound faith in the Children of Djel.” “All Saints, you’re a quick learner. That’s a politician’s move.” “But we have to pick a good one.” “How about Demyan? Or Ilya? He was famous. And he changed the world.” Her prince smiled. “I don’t know the story.” “I’ll tell it to you,” Nina said. Outside, night was falling and the sky was full of stars. “I’ll tell you a thousand stories, my love. We’ll write the new endings, one by one.

The great irony, then, is that the nation’s most famous modern conservative economist became the father of Big Government, chronic deficits, and national fiscal bankruptcy. It was Friedman who first urged the removal of the Bretton Woods gold standard restraints on central bank money printing, and then added insult to injury by giving conservative sanction to perpetual open market purchases of government debt by the Fed. Friedman’s monetarism thereby institutionalized a régime which allowed politicians to chronically spend without taxing. Likewise, it was the free market professor of the Chicago school who also blessed the fundamental Keynesian proposition that Washington must continuously manage and stimulate the national economy. To be sure, Friedman’s “freshwater” proposition, in Paul Krugman’s famous paradigm, was far more modest than the vast “fine-tuning” pretensions of his “salt-water” rivals. The saltwater Keynesians of the 1960s proposed to stimulate the economy until the last billion dollars of potential GDP was realized; that is, they would achieve prosperity by causing the state to do anything that was needed through a multiplicity of fiscal interventions. By contrast, the freshwater Keynesian, Milton Friedman, thought that capitalism could take care of itself as long as it had precisely the right quantity of money at all times; that is, Friedman would attain prosperity by causing the state to do the one thing that was needed through the single spigot of M1 growth.

“Forget the old way,” snapped a low baritone voice. The harshly intoned words startled everyone on the bridge, for they had all heard them before - just seldom in this manner. It was their famous passenger’s catchphrase, quoted on many a business program during the Republic days and still used to introduce his successful series of management aids now that he had moved on to government service. Everywhere, the Republic’s old ways of doing things were being replaced. “Forget the old way” really was the slogan of the times.

Such was the carnival atmosphere that Brenner, her boss, his wife, and a local journalist managed to summon up the courage to walk directly toward the white line of the border crossing—where twenty-eight years ago tanks had famously faced one another—to present the East German guards with bottles of champagne. The guards refused the offer, but they didn’t point their weapons, or bark out warnings. It was a surreal moment as the joyous posse from the Adler walked back to the café and prepared the bar for guests—lots of them.

I would walk round that beautiful, unspoilt little island, with its population of under a hundred and where there isn’t a single tarmac road, thinking about how he would truly sound. Perhaps the quietness of the island helped me do so. ‘Everybody thinks he’s French,’ I said to myself as I walked across the great stones that littered the beach at Rushy Bay, or stomped over the tussocky grass of Heathy Hill, with its famous dwarf pansies. ‘The only reason people think Poirot is French is because of his accent,’ I muttered. ‘But he’s Belgian, and I know that French-speaking Belgians don’t sound French, not a bit of it.’" "I also was well aware of Brian Eastman’s advice to me before I left for Bryher: ‘Don’t forget, he may have an accent, but the audience must be able to understand exactly what he’s saying.’ There was my problem in a nutshell." "To help me, I managed to get hold of a set of Belgian Walloon and French radio recordings from the BBC. Poirot came from Liège in Belgium and would have spoken Belgian French, the language of 30 per cent of the country’s population, rather than Walloon, which is very much closer to the ordinary French language. To these I added recordings of English-language stations broadcasting from Belgium, as well as English-language programmes from Paris. My principal concern was to give my Poirot a voice that would ring true, and which would also be the voice of the man I heard in my head when I read his stories. I listened for hours, and then gradually started mixing Walloon Belgian with French, while at the same time slowly relocating the sound of his voice in my body, moving it from my chest to my head, making it sound a little more high-pitched, and yes, a little more fastidious. After several weeks, I finally began to believe that I’d captured it: this was what Poirot would have sounded like if I’d met him in the flesh. This was how he would have spoken to me – with that characteristic little bow as we shook hands, and that little nod of the head to the left as he removed his perfectly brushed grey Homburg hat. The more I heard his voice in my head, and added to my own list of his personal characteristics, the more determined I became never to compromise in my portrayal of Poirot.

A year before Wenger’s appointment, Leyton Orient manager John Sitton had been the subject of a Channel 4 documentary that recorded him threatening to fight his own players in a famously bizarre dressing-room outburst. ‘When I tell you to do something, do it, and if you come back at me, we’ll have a fucking right sort-out in here,’ he roared at two players. ‘All right? And you can pair up if you like, and you can fucking pick someone else to help you, and you can bring your fucking dinner, ’coz by the time I’ve finished with you, you’ll fucking need it.’ That was the 1990s football manager.

In 2002, after the huge success of Who Moved my Cheese? a management manual that sold 1.6million copies in China, there was a rush of books inspired by it. Titles included Whose Cheese Should I Move?; Can I Move Your Cheese?; Who Dares to Move my Cheese?; I Don’t Bother to Move Your Cheese; Agitating, Alluring Cheese; No One Can Move My Cheese! The New Allegory of Cheese; Make the Cheese by Yourself!; A Piece of Cheese: Reading World Famous Fairy Tales; Management Advice 52 from the Cheese; and No More Cheese! Finally, there was my personal favorite: Chinese People Eat Cheese? - Who Took My Meat Bun?

Choreographer Twyla Tharp, who directed the opera and dance scenes for the film Amadeus, has this to say about the film’s portrait of Mozart: There are no ‘natural’ geniuses… No-one worked harder than Mozart. By the time he was twenty-eight years old, his hands were deformed because of all the hours he had spent practicing, performing, and gripping a quill pen to compose… As Mozart himself wrote to a friend, “People err who think my art comes easily to me. I assure you, dear friend, nobody has devoted so much time and thought to composition as I. There is not a famous master whose music I have not industriously studied through many times.

The worst disease which can afflict business executives in their work is not, as popularly supposed, alcoholism; it’s egotism,” Geneen famously said. In the Mad Men era of corporate America, there was a major drinking problem, but ego has the same roots—insecurity, fear, a dislike for brutal objectivity. “Whether in middle management or top management, unbridled personal egotism blinds a man to the realities around him; more and more he comes to live in a world of his own imagination; and because he sincerely believes he can do no wrong, he becomes a menace to the men and women who have to work under his direction,” he wrote in his memoirs.

Louis XIV was a very proud and self-confident man. He had such and such mistresses, and such and such ministers, and he governed France badly. The heirs of Louis XIV were also weak men, and also governed France badly. They also had such and such favourites and such and such mistresses. Besides which, certain persons were at this time writing books. By the end of the eighteenth century there gathered in Paris two dozen or so persons who started saying that all men were free and equal. Because of this in the whole of France people began to slaughter and drown each other. These people killed the king and a good many others. At this time there was a man of genius in France – Napoleon. He conquered everyone everywhere, i.e. killed a great many people because he was a great genius; and, for some reason, he went off to kill Africans, and killed them so well, and was so clever and cunning, that, having arrived in France, he ordered everyone to obey him, which they did. Having made himself Emperor he again went to kill masses of people in Italy, Austria and Prussia. And there too he killed a great many. Now in Russia there was the Emperor Alexander, who decided to reestablish order in Europe, and therefore fought wars with Napoleon. But in the year ’07 he suddenly made friends with him, and in the year ’11 quarrelled with him again, and they both again began to kill a great many people. And Napoleon brought six hundred thousand men to Russia and conquered Moscow. But then he suddenly ran away from Moscow, and then the Emperor Alexander, aided by the advice of Stein and others, united Europe to raise an army against the disturber of her peace. All Napoleon’s allies suddenly became his enemies; and this army marched against Napoleon, who had gathered new forces. The allies conquered Napoleon, entered Paris, forced Napoleon to renounce the throne, and sent him to the island of Elba, without, however, depriving him of the title of Emperor, and showing him all respect, in spite of the fact that five years before, and a year after, everyone considered him a brigand and beyond the law. Thereupon Louis XVIII, who until then had been an object of mere ridicule to both Frenchmen and the allies, began to reign. As for Napoleon, after shedding tears before the Old Guard, he gave up his throne, and went into exile. Then astute statesmen and diplomats, in particular Talleyrand, who had managed to sit down before anyone else in the famous armchair1 and thereby to extend the frontiers of France, talked in Vienna, and by means of such talk made peoples happy or unhappy. Suddenly the diplomats and monarchs almost came to blows. They were almost ready to order their troops once again to kill each other; but at this moment Napoleon arrived in France with a battalion, and the French, who hated him, all immediately submitted to him. But this annoyed the allied monarchs very much and they again went to war with the French. And the genius Napoleon was defeated and taken to the island of St Helena, having suddenly been discovered to be an outlaw. Whereupon the exile, parted from his dear ones and his beloved France, died a slow death on a rock, and bequeathed his great deeds to posterity. As for Europe, a reaction occurred there, and all the princes began to treat their peoples badly once again.

Cinematographer.” Such an ornate term, yet still so vague. I often wonder if that’s to blame for how overlooked we are as a profession. Or even worse, that dry title, “Director of Photography.” But we are the true artists. A director may quite literally call the shots, but it is the cinematographer that makes them. We choose the angles, the lighting, pretty much everything that you see on the screen. The camera is a brush, and we are the hand, the arm, the eye. The director’s basically just the mouth, making pointless noise while the hand does the actual work. Almost every famous director that you know who has a distinctive visual style has simply managed to lock down a talented DoP.

Anything Bunny wrote was bound to be alarmingly original, since he began with such odd working materials and managed to alter them further by his befuddled scrutiny, but the John Donne paper must have been the worst of all the bad papers he ever wrote (ironic, given that it was the only thing he ever wrote that saw print. After he disappeared, a journalist asked for an excerpt from the missing young scholar's work and Marion gave him a copy of it, a laboriously edited paragraph of which eventually found its way into People magazine). Somewhere, Bunny had heard that John Donne had been acquainted with Izaak Walton, and in some dim corridor of his mind this friendship grew larger and larger, until in his mind the two men were practically interchangeable. We never understood how this fatal connection had established itself: Henry blamed it on Men of Thought and Deed, but no one knew for sure. A week or two before the paper was due, he had started showing up in my room about two or three in the morning, looking as if he had just narrowly escaped some natural disaster, his tie askew and his eyes wild and rolling. 'Hello, hello,' he would say, stepping in, running both hands through his disordered hair. 'Hope I didn't wake you, don't mind if I cut on the lights, do you, ah, here we go, yes, yes…' He would turn on the lights and then pace back and forth for a while without taking off his coat, hands clasped behind his back, shaking his head. Finally he would stop dead in his tracks and say, with a desperate look in his eye: 'Metahemeralism. Tell me about it. Everything you know. I gotta know something about metahemeralism.' 'I'm sorry. I don't know what that is.' 'I don't either,' Bunny would say brokenly. 'Got to do with art or pastoralism or something. That's how I gotta tie together John Donne and Izaak Walton, see.' He would resume pacing. 'Donne. Walton. Metahemeralism. That's the problem as I see it.' 'Bunny, I don't think "metahemeralism" is even a word.' 'Sure it is. Comes from the Latin. Has to do with irony and the pastoral. Yeah. That's it. Painting or sculpture or something, maybe.' 'Is it in the dictionary?' 'Dunno. Don't know how to spell it. I mean' – he made a picture frame with his hands – 'the poet and the fisherman. Parfait. Boon companions. Out in the open spaces. Living the good life. Metahemeralism's gotta be the glue here, see?' And so it would go, for sometimes half an hour or more, with Bunny raving about fishing, and sonnets, and heaven knew what, until in the middle of his monologue he would be struck by a brilliant thought and bluster off as suddenly as he had descended. He finished the paper four days before the deadline and ran around showing it to everyone before he turned it in. 'This is a nice paper, Bun -,' Charles said cautiously. 'Thanks, thanks.' 'But don't you think you ought to mention John Donne more often? Wasn't that your assignment?' 'Oh, Donne,' Bunny had said scoffingly. 'I don't want to drag him into this.' Henry refused to read it. 'I'm sure it's over my head, Bunny, really,' he said, glancing over the first page. 'Say, what's wrong with this type?' 'Triple-spaced it,' said Bunny proudly. 'These lines are about an inch apart.' 'Looks kind of like free verse, doesn't it?' Henry made a funny little snorting noise through his nose. 'Looks kind of like a menu,' he said. All I remember about the paper was that it ended with the sentence 'And as we leave Donne and Walton on the shores of Metahemeralism, we wave a fond farewell to those famous chums of yore.' We wondered if he would fail.

Some researchers, such as psychologist Jean Twenge, say this new world where compliments are better than sex and pizza, in which the self-enhancing bias has been unchained and allowed to gorge unfettered, has led to a new normal in which the positive illusions of several generations have now mutated into full-blown narcissism. In her book The Narcissism Epidemic, Twenge says her research shows that since the mid-1980s, clinically defined narcissism rates in the United States have increased in the population at the same rate as obesity. She used the same test used by psychiatrists to test for narcissism in patients and found that, in 2006, one in four U.S. college students tested positive. That’s real narcissism, the kind that leads to diagnoses of personality disorders. In her estimation, this is a dangerous trend, and it shows signs of acceleration. Narcissistic overconfidence crosses a line, says Twenge, and taints those things improved by a skosh of confidence. Over that line, you become less concerned with the well-being of others, more materialistic, and obsessed with status in addition to losing all the restraint normally preventing you from tragically overestimating your ability to manage or even survive risky situations. In her book, Twenge connects this trend to the housing market crash of the mid-2000s and the stark increase in reality programming during that same decade. According to Twenge, the drive to be famous for nothing went from being strange to predictable thanks to a generation or two of people raised by parents who artificially boosted self-esteem to ’roidtastic levels and then released them into a culture filled with new technologies that emerged right when those people needed them most to prop up their self-enhancement biases. By the time Twenge’s research was published, reality programming had spent twenty years perfecting itself, and the modern stars of those shows represent a tiny portion of the population who not only want to be on those shows, but who also know what they are getting into and still want to participate. Producers with the experience to know who will provide the best television entertainment to millions then cull that small group. The result is a new generation of celebrities with positive illusions so robust and potent that the narcissistic overconfidence of the modern American teenager by comparison is now much easier to see as normal.

Those of us who have so-called normal lives without undue stress and fear and worry and pain rarely know how fortunate we are. Then we see a man like Adam who’s famous even if unemployed and who lives at his sister’s house and struggles to manage, and we’re tempted to think he should snap out of it. He’s obviously intelligent, and he has no apparent disabilities. So we think, you’re smart, go out and get a job, and make yourself a normal life. Then we learn that the man has Traumatic Brain Injury and medical issues that can rip normalcy in two, and we realize that one of the main problems is in ourselves for failing to consider that not all other people have our good fortune of functioning bodies and brains, with emotional and psychological landscapes that are level and fertile and stable and predictable.

Fresh seafood stock made from shrimp and crab... It's hot and spicy- and at the same time, mellow and savory! Visions of lush mountains, cool springs and the vast ocean instantly come to mind! She brought out the very best flavors of each and every ingredient she used! "I started with the fresh fish and veggies you had on hand... ... and then simmered them in a stock I made from seafood trimmings until they were tender. Then I added fresh shrimp and let it simmer... seasoning it with a special blend I made from spices, herbs like thyme and bay leaves, and a base of Worcestershire sauce. I snuck in a dash of soy sauce, too, to tie the Japanese ingredients together with the European spices I used. Overall, I think I managed to make a curry sauce that is mellow enough for children to enjoy and yet flavorful enough for adults to love!" "Yum! Good stuff!" "What a surprise! To take the ingredients we use here every day and to create something out of left field like this!" "You got that right! This is a really delicious dish, no two ways about it. But what's got me confused... ... is why it seems to have hit him way harder than any of us! What on earth is going on?!" This... this dish. It... it tastes just like home! It looks like curry, but it ain't! It's gumbo!" Gumbo is a family dish famously served in the American South along the shores of the Gulf of Mexico. A thick and spicy stew, it's generally served over steamed rice. At first glance, it closely resembles Japan's take on curry... but the gumbo recipe doesn't call for curry powder. Its defining characteristic is that it uses okra as its thickener. *A possible origin for the word "gumbo" is the Bantu word for okra-Ngombu.*

Today Hindu revivalists, pious Muslims, Japanese nationalists and Chinese communists may declare their adherence to very different values and goals, but they have all come to believe that economic growth is the key to realising their disparate goals. Thus in 2014 the devout Hindu Narendra Modi was elected prime minister of India thanks largely to his success in boosting economic growth in his home state of Gujarat, and to the widely held view that only he could reinvigorate the sluggish national economy. Analogous views have kept the Islamist Recep Tayyip Erdoğan in power in Turkey since 2003. The name of his party – the Justice and Development Party – highlights its commitment to economic development, and the Erdoğan government has indeed managed to maintain impressive growth rates for more than a decade. Japan’s prime minister, the nationalist Shinzō Abe, came to office in 2012 pledging to jolt the Japanese economy out of two decades of stagnation. His aggressive and somewhat unusual measures to achieve this have been nicknamed Abenomics. Meanwhile in neighbouring China the Communist Party still pays lip service to traditional Marxist–Leninist ideals, but in practice is guided by Deng Xiaoping’s famous maxims that ‘development is the only hard truth’ and that ‘it doesn’t matter if a cat is black or white, so long as it catches mice’. Which means, in plain language: do whatever it takes to promote economic growth, even if Marx and Lenin wouldn’t have been happy with it. In Singapore, as befits that no-nonsense city-state, they pursue this line of thinking even further, and peg ministerial salaries to the national GDP. When the Singaporean economy grows, government ministers get a raise, as if that is what their jobs are all about.2

He was a big, rather clumsy man, with a substantial bay window that started in the middle of the chest. I should guess that he was less muscular than at first sight he looked. He had large staring blue eyes and a damp and pendulous lower lip. He didn't look in the least like an intellectual. Creative people of his abundant kind never do, of course, but all the talk of Rutherford looking like a farmer was unperceptive nonsense. His was really the kind of face and physique that often goes with great weight of character and gifts. It could easily have been the soma of a great writer. As he talked to his companions in the streets, his voice was three times as loud as any of theirs, and his accent was bizarre…. It was part of his nature that, stupendous as his work was, he should consider it 10 per cent more so. It was also part of his nature that, quite without acting, he should behave constantly as though he were 10 per cent larger than life. Worldly success? He loved every minute of it: flattery, titles, the company of the high official world...But there was that mysterious diffidence behind it all. He hated the faintest suspicion of being patronized, even when he was a world figure. Archbishop Lang was once tactless enough to suggest that he supposed a famous scientist had no time for reading. Rutherford immediately felt that he was being regarded as an ignorant roughneck. He produced a formidable list of his last month’s reading. Then, half innocently, half malevolently: "And what do you manage to read, your Grice?" I am afraid", said the Archbishop, somewhat out of his depth, "that a man in my position doesn't really have the leisure..." Ah yes, your Grice," said Rutherford in triumph, "it must be a dog's life! It must be a dog's life!

The central figure of Buddhism is not a god but a human being, Siddhartha Gautama. According to Buddhist tradition, Gautama was heir to a small Himalayan kingdom, sometime around 500 BC. The young prince was deeply affected by the suffering evident all around him. He saw that men and women, children and old people, all suffer not just from occasional calamities such as war and plague, but also from anxiety, frustration and discontent, all of which seem to be an inseparable part of the human condition. People pursue wealth and power, acquire knowledge and possessions, beget sons and daughters, and build houses and palaces. Yet no matter what they achieve, they are never content. Those who live in poverty dream of riches. Those who have a million want two million. Those who have two million want 10 million. Even the rich and famous are rarely satisfied. They too are haunted by ceaseless cares and worries, until sickness, old age and death put a bitter end to them. Everything that one has accumulated vanishes like smoke. Life is a pointless rat race. But how to escape it? At the age of twenty-nine Gautama slipped away from his palace in the middle of the night, leaving behind his family and possessions. He travelled as a homeless vagabond throughout northern India, searching for a way out of suffering. He visited ashrams and sat at the feet of gurus but nothing liberated him entirely – some dissatisfaction always remained. He did not despair. He resolved to investigate suffering on his own until he found a method for complete liberation. He spent six years meditating on the essence, causes and cures for human anguish. In the end he came to the realisation that suffering is not caused by ill fortune, by social injustice, or by divine whims. Rather, suffering is caused by the behaviour patterns of one’s own mind. Gautama’s insight was that no matter what the mind experiences, it usually reacts with craving, and craving always involves dissatisfaction. When the mind experiences something distasteful it craves to be rid of the irritation. When the mind experiences something pleasant, it craves that the pleasure will remain and will intensify. Therefore, the mind is always dissatisfied and restless. This is very clear when we experience unpleasant things, such as pain. As long as the pain continues, we are dissatisfied and do all we can to avoid it. Yet even when we experience pleasant things we are never content. We either fear that the pleasure might disappear, or we hope that it will intensify. People dream for years about finding love but are rarely satisfied when they find it. Some become anxious that their partner will leave; others feel that they have settled cheaply, and could have found someone better. And we all know people who manage to do both.

In any case, it is not as if the ‘light’ inspection is in any sense preferable for staff than the heavy one. The inspectors are in the college for the same amount of time as they were under the old system. The fact that there are fewer of them does nothing to alleviate the stress of the inspection, which has far more to do with the extra bureaucratic window-dressing one has to do in anticipation of a possible observation than it has to do with any actual observation itself. The inspection, that is to say, corresponds precisely to Foucault’s account of the virtual nature of surveillance in Discipline And Punish. Foucault famously observes there that there is no need for the place of surveillance to actually be occupied. The effect of not knowing whether you will be observed or not produces an introjection of the surveillance apparatus. You constantly act as if you are always about to be observed. Yet, in the case of school and university inspections, what you will be graded on is not primarily your abilities as a teacher so much as your diligence as a bureaucrat. There are other bizarre effects. Since OFSTED is now observing the college’s self-assessment systems, there is an implicit incentive for the college to grade itself and its teaching lower than it actually deserves. The result is a kind of postmodern capitalist version of Maoist confessionalism, in which workers are required to engage in constant symbolic self-denigration. At one point, when our line manager was extolling the virtues of the new, light inspection system, he told us that the problem with our departmental log-books was that they were not sufficiently self-critical. But don’t worry, he urged, any self-criticisms we make are purely symbolic, and will never be acted upon; as if performing self-flagellation as part of a purely formal exercise in cynical bureaucratic compliance were any less demoralizing.

George Romney’s private-sector experience typified the business world of his time. His executive career took place within a single company, American Motors Corporation, where his success rested on the dogged (and prescient) pursuit of more fuel-efficient cars.41 Rooted in a particular locale, the industrial Midwest, AMC was built on a philosophy of civic engagement. Romney dismissed the “rugged individualism” touted by conservatives as “nothing but a political banner to cover up greed.”42 Nor was this dismissal just cheap talk: He once returned a substantial bonus that he regarded as excessive.43 Prosperity was not an individual product, in Romney’s view; it was generated through bargaining and compromises among stakeholders (managers, workers, public officials, and the local community) as well as through individual initiative. When George Romney turned to politics, he carried this understanding with him. Romney exemplified the moderate perspective characteristic of many high-profile Republicans of his day. He stressed the importance of private initiative and decentralized governance, and worried about the power of unions. Yet he also believed that government had a vital role to play in securing prosperity for all. He once famously called UAW head Walter Reuther “the most dangerous man in Detroit,” but then, characteristically, developed a good working relationship with him.44 Elected governor in 1962 after working to update Michigan’s constitution, he broke with conservatives in his own party and worked across party lines to raise the minimum wage, enact an income tax, double state education expenditures during his first five years in office, and introduce more generous programs for the poor and unemployed.45 He signed into law a bill giving teachers collective bargaining rights.46 At a time when conservatives were turning to the antigovernment individualism of Barry Goldwater, Romney called on the GOP to make the insurance of equal opportunity a top priority. As

Lazlo Bock, senior vice president of people operations at Google, made the following comments in an interview published by the New York Times in June 2013: “One of the things we’ve seen from all our data crunching is that G.P.A.’s (grade point averages) are worthless as a criteria for hiring, and test scores are worthless. Google famously used to ask everyone for a transcript and G.P.A.’s and test scores, but we don’t anymore…. We found that they don’t predict anything. What’s interesting is the proportion of people without any college education at Google has increased over time as well. So we have teams where you have 14 percent of the team made up of people who’ve never gone to college.” Doing well in college—earning high test scores and grades—has no measurable correlation with becoming an effective worker or manager.  This is incontrovertible evidence that the entire Higher Education system is detached from the real economy: excelling in higher education has little discernible correlation to real-world skills or performance.

We met with no Indians, but we found the places on the neighboring hills where they had lain to watch our proceedings. There was an art in their contrivance of those places, that seems worth mention. It being winter, a fire was necessary for them; but a common fire on the surface of the ground would by its light have discovered their position at a distance. They had therefore dug holes in the ground about three feet diameter, and somewhat deeper; we saw where they had with their hatchets cut off the charcoal from the sides of burnt logs lying in the woods. With these coals they had made small fires in the bottom of the holes, and we observ'd among the weeds and grass the prints of their bodies, made by their laying all round, with their legs hanging down in the holes to keep their feet warm, which, with them, is an essential point. This kind of fire, so manag'd, could not discover them, either by its light, flame, sparks, or even smoke: it appear'd that their number was not great, and it seems they saw we were too many to be attacked by them with prospect of advantage.

Not coincidentally, another who noted their extermination was Hitler, who had a first-hand witness of it among his closest associates in Munich. The former German consul in Erzerum, Max von Scheubner-Richter, reported to his superiors in detail on the ways they were wiped out. A virulent racist, who became manager of the early Nazi Kampfbund and the party’s key liaison with big business, aristocracy and the church, he fell to a shot while holding hands with Hitler in the Beerhall putsch of 1923. ‘Had the bullet which killed Scheubner-Richter been a foot to the right, history would have taken a different course,’ Ian Kershaw remarks. Hitler mourned him as ‘irreplaceable’. Invading Poland 16 years later, he would famously ask his commanders, referring to the Poles, but with obvious implications for the Jews: ‘Who now remembers the Armenians?’ The Third Reich did not need the Turkish precedent for its own genocides. But that Hitler was well aware of it, and cited its success to encourage German operations, is beyond question. Whoever has doubted the comparability of the two, it was not the Nazis themselves.

Pat Riley, the famous coach and manager who led the Los Angeles Lakers and Miami Heat to multiple championships, says that great teams tend to follow a trajectory. When they start—before they have won—a team is innocent. If the conditions are right, they come together, they watch out for each other and work together toward their collective goal. This stage, he calls the “Innocent Climb.” After a team starts to win and media attention begins, the simple bonds that joined the individuals together begin to fray. Players calculate their own importance. Chests swell. Frustrations emerge. Egos appear. The Innocent Climb, Pat Riley says, is almost always followed by the “Disease of Me.” It can “strike any winning team in any year and at any moment,” and does with alarming regularity. It’s Shaq and Kobe, unable to play together. It’s Jordan punching Steve Kerr, Horace Grant, and Will Perdue—his own team members. He punched people on his own team! It’s Enron employees plunging California into darkness for personal profit. It’s leaks to the media from a disgruntled executive hoping to scuttle a project he dislikes. It’s negging and every other intimidation tactic.

Wiser and more capable men than I shall ever be have put their findings before you, findings so rich and so full of anger, serenity, murder, healing, truth, and love that it seems incredible the world were not destroyed and fulfilled in the instant, but you are too much for them: the weak in courage are strong in cunning; and one by one, you have absorbed and have captured and dishonored, and have distilled of your deliverers the most ruinous of all your poisons; people hear Beethoven in concert halls, or over a bridge game, or to relax; Cézannes are hung on walls, reproduced, in natural wood frames; van Gogh is the man who cut off his ear and whose yellows became recently popular in window decoration; Swift loved individuals but hated the human race; Kafka is a fad; Blake is in the Modern Library; Freud is a Modern Library Giant; Dovschenko’s Frontier is disliked by those who demand that it fit the Eisenstein esthetic; nobody reads Joyce any more; Céline is a madman who has incurred the hearty dislike of Alfred Kazin, reviewer for the New York Herald Tribune book section, and is, moreover, a fascist; I hope I need not mention Jesus Christ of whom you have managed to make a dirty gentile. However

Which meant, if somehow GameStop did start to go up, the people who had shorted the company would begin to feel pressure to buy; the more the stock went up, the heavier that pressure became. As the shorts began to cover, buying shares to return them to their lenders, the stock would rise even higher. In financial parlance, this was something called a 'short squeeze.' It didn't happen often, but when it did, it could be spectacular. Most famously, in 2008, a surprise takeover attempt of the German automaker Volkswagen by rival Porsche drove Volkswagen's stock price up by a factor of 5 — briefly making it the most valuable company in the world — in two quick days of trading, as short selling funds struggled to cover their positions. Similarly, a battle between two hedge fund titans — Bill Ackman, of Pershing Square Capital Management, and Carl Icahn — led to a squeeze involving supplement maker — and alleged pyramid marketer — Herbalife, which cost Ackman a reported $1 billion. And perhaps the first widely reported short squeeze dated back a century, to 1923, when grocery magnate Clarence Saunders successfully decimated short sellers who had targeted his nascent chain of Piggly Wiggly grocery stores.

The single book that has influenced me most is probably the last book in the world that anybody is gonna want to read: Thucydides’ History of the Peloponnesian War. This book is dense, difficult, long, full of blood and guts. It wasn’t written, as Thucydides himself attests at the start, to be easy or fun. But it is loaded with hardcore, timeless truths and the story it tells ought to be required reading for every citizen in a democracy. Thucydides was an Athenian general who was beaten and disgraced in a battle early in the 27-year conflagration that came to be called the Peloponnesian War. He decided to drop out of the fighting and dedicate himself to recording, in all the detail he could manage, this conflict, which, he felt certain, would turn out to be the greatest and most significant war ever fought up to that time. He did just that. Have you heard of Pericles’ Funeral Oration? Thucydides was there for it. He transcribed it. He was there for the debates in the Athenian assembly over the treatment of the island of Melos, the famous Melian Dialogue. If he wasn’t there for the defeat of the Athenian fleet at Syracuse or the betrayal of Athens by Alcibiades, he knew people who were there and he went to extremes to record what they told him.Thucydides, like all the Greeks of his era, was unencumbered by Christian theology, or Marxist dogma, or Freudian psychology, or any of the other “isms” that attempt to convince us that man is basically good, or perhaps perfectible. He saw things as they were, in my opinion. It’s a dark vision but tremendously bracing and empowering because it’s true. On the island of Corcyra, a great naval power in its day, one faction of citizens trapped their neighbors and fellow Corcyreans in a temple. They slaughtered the prisoners’ children outside before their eyes and when the captives gave themselves up based on pledges of clemency and oaths sworn before the gods, the captors massacred them as well. This was not a war of nation versus nation, this was brother against brother in the most civilized cities on earth. To read Thucydides is to see our own world in microcosm. It’s the study of how democracies destroy themselves by breaking down into warring factions, the Few versus the Many. Hoi polloi in Greek means “the many.” Oligoi means “the few.” I can’t recommend Thucydides for fun, but if you want to expose yourself to a towering intellect writing on the deepest stuff imaginable, give it a try.

Pixie was still looking a little shell-shocked when they walked over to the desk. “This is Pixie, our studio manager. She’ll take your details when you’re ready.” “Hey, Pixie, pleased to meet you.” Trent had never seen Pixie so inanimate. She didn’t move to take the hand Dred had offered. “Pix?” Trent smirked as she quickly collected herself with a shake of her head, reaching her hand out. “Sorry. Miles away. Welcome to Second Circle.” “Nice tattoo you got there, Pixie. What are those?” “Flowers,” she mumbled. What the hell was up with Pixie? They’d had famous people in the studio before. Dred laughed. “I can see that. I was curious what kind.” The phone rang and Pixie jumped all over it, effectively cutting Dred off. “Sorry,” Trent apologized. “Fortunately, we’re generally pretty busy here. Want to take a seat and we can figure out what you’re looking for?” Trent started to walk to one of the beds toward the back of the studio. “We have a setup in the room back here if you want a bit more privacy.” Realizing Dred was no longer with him, he turned to see him still staring at Pixie’s back. “Hey dude,” he whispered, “we charge extra for checking out the staff’s asses.” “What? Oh … right, yeah. How much? I’d definitely pay extra for a closer view.

Ten days later I was amazed to receive a letter from Diana written just days after she’d arrived home--in fact, before I’d written her a thank-you letter. I was mortified by my delay in writing to her. I had managed to fire off proper thank-you notes to Ambassador Wight and Ms. Gillett, but I had so much more to say to Diana. Her letter was the most heartwarming one I have ever received--even more so, now that I know what personal strain she was under then. After thanking us “a million times” for coming to see them in Washington, she wrote, “From the beginning to the end I had a lump in my throat looking at what a special little man Patrick had grown up to be--Goodness, you must be extremely proud of him and if either of my boys turn out like Patrick I will have no worries and I really mean every word.” I had a lump in my throat as I read this. I was very proud of Patrick and deeply touched by Diana’s praise. Diana added that, for her, the high point of the visit to Washington was seeing Patrick and me. She explained, “Being able to get in touch with a v. happy and memorable part of my past meant a tremendous amount to me and kept me going for days!” Seeing the world-famous Diana in such a warm and personal way after five years and realizing how much she still cherished our friendship kept me going for months, even years!

decided to move to London while the house was being emptied. At first I stayed in a hotel – the Inn On The Park, the location for the famous story about me ringing the Rocket office and demanding they do something about the wind outside that was keeping me awake. This is obviously the ideal moment to state once and for all that this story is a complete urban myth, that I was never crazy enough to ask my record company to do something about the weather; that I was simply disturbed by the wind and wanted to change rooms to somewhere quieter. Unfortunately, I can’t tell you that, because the story is completely true. I absolutely was crazy and deluded enough to ring the international manager of Rocket, Robert Key, and ask him to do something about the wind outside my hotel room. I certainly didn’t want to change rooms. It was 11 a.m., I’d been up all night and there were drugs everywhere: the last thing I needed was the hotel staff bustling in to help me move to a different floor. I angrily outlined the situation to Robert. To his lasting credit, he gave my request very short shrift. On the other end of the phone, I heard the muffled sound of Robert, with his hand over the receiver, telling the rest of the office, ‘Oh God, she’s finally lost it.’ Then he spoke to me again. ‘Elton, are you fucking insane? Now get off the phone and go back to bed.

If anything, the LAPD had long and famously been guilty of overreaction, as they had shown, for example, during the infamous 1988 raid on two small, adjacent apartment buildings on South Central’s Dalton Avenue. There, eighty LAPD officers had stormed the buildings looking for drugs on a bullshit tip. After handcuffing the terrorized residents—including small children and their grandparents—they then spent the next several hours tearing all the toilets from the floors; smashing in walls, stairwells, bedroom sets, and televisions with sledgehammers; slashing open furniture; and then sending it all crashing through windows into the front yard and arresting anyone who happened by to watch. As they were leaving, the officers spray-painted a large board located down the street with some graffiti. “LAPD Rules,” read one message; “Rolling 30s Die” read another. So completely uninhabitable were the apartments rendered that the Red Cross had to provide the occupants with temporary shelter, as if some kind of natural disaster had occurred. No gang members lived there, no charges were ever filed. In the end, the city paid $3.8 million to the victims of the destruction. A report later written by LAPD assistant chief Robert Vernon called it “a poorly planned and executed field operation [that] involved . . . an improperly focused and supervised aggressive attitude of police officers, supervisors and managers toward being ‘at war’ with gang members.” The

But the basis of Freud's ideas aren't accepted by all philosophers, though many accept that he was right about the possibility of unconscious thought. Some have claimed that Freud's theories are unscientific. Most famously, Karl Popper (whose ideas are more fully discussed in Chapter 36) described many of the ideas of psychoanalysis as ‘unfalsifiable’. This wasn't a compliment, but a criticism. For Popper, the essence of scientific research was that it could be tested; that is, there could be some possible observation that would show that it was false. In Popper's example, the actions of a man who pushed a child into a river, and a man who dived in to save a drowning child were, like all human behaviour, equally open to Freudian explanation. Whether someone tried to drown or save a child, Freud's theory could explain it. He would probably say that the first man was repressing some aspect of his Oedipal conflict, and that led to his violent behaviour, whereas the second man had ‘sublimated’ his unconscious desires, that is, managed to steer them into socially useful actions. If every possible observation is taken as further evidence that the theory is true, whatever that observation is, and no imaginable evidence could show that it was false, Popper believed, the theory couldn't be scientific at all. Freud, on the other hand, might have argued that Popper had some kind of repressed desire that made him so aggressive towards psychoanalysis. Bertrand

One of our best dates was actually a weekend when we went to the wedding of a friend from the Teams. The couple married in Wimberley, Texas, a small town maybe forty miles south of Austin and a few hours’ drive from where we lived. We were having such a pleasant day, we didn’t want it to end. “It doesn’t have to end,” suggested Chris as we headed for the car. “The kids are at my parents’ for the weekend. Where do you want to go?” We googled for hotels and found a place in San Antonio, a little farther south. Located around the corner from the Alamo, the hotel seemed tailor-made for Chris. There was history in every floorboard. He loved the authentic Texan and Old West touches, from the lobby to the rooms. He read every framed article on the walls and admired each artifact. We walked through halls where famous lawmen-and maybe an outlaw or two-had trod a hundred years before. In the evening, we relaxed with coffee out on the balcony of our room-something we’d never managed to do when we actually owned one. It was one of those perfect days you dream of, completely unplanned. I have a great picture of Chris sitting out there in his cowboy boots, feet propped up, a big smile on his face. It’s still one of my favorites. People ask about Chris’s love of the Old West. It was something he was born with, really. It had to be in his genes. He grew up watching old westerns with his family, and for a time became a bronco-bustin’ cowboy and ranch hand. More than that, I think the clear sense of right and wrong, of frontier justice and strong values, appealed to him.

In one of the most famous experiments in the history of psychology, Walter Mischel and his students exposed four-year-old children to a cruel dilemma. They were given a choice between a small reward (one Oreo), which they could have at any time, or a larger reward (two cookies) for which they had to wait 15 minutes under difficult conditions. They were to remain alone in a room, facing a desk with two objects: a single cookie and a bell that the child could ring at any time to call in the experimenter and receive the one cookie. As the experiment was described: “There were no toys, books, pictures, or other potentially distracting items in the room. The experimenter left the room and did not return until 15 min had passed or the child had rung the bell, eaten the rewards, stood up, or shown any signs of distress.” The children were watched through a one-way mirror, and the film that shows their behavior during the waiting time always has the audience roaring in laughter. About half the children managed the feat of waiting for 15 minutes, mainly by keeping their attention away from the tempting reward. Ten or fifteen years later, a large gap had opened between those who had resisted temptation and those who had not. The resisters had higher measures of executive control in cognitive tasks, and especially the ability to reallocate their attention effectively. As young adults, they were less likely to take drugs. A significant difference in intellectual aptitude emerged: the children who had shown more self-control as four-year-olds had substantially higher scores on tests of intelligence.

Westerners, not just Lincoln Steffens. It took in the Central Intelligence Agency of the United States. It even took in the Soviet Union’s own leaders, such as Nikita Khrushchev, who famously boasted in a speech to Western diplomats in 1956 that “we will bury you [the West].” As late as 1977, a leading academic textbook by an English economist argued that Soviet-style economies were superior to capitalist ones in terms of economic growth, providing full employment and price stability and even in producing people with altruistic motivation. Poor old Western capitalism did better only at providing political freedom. Indeed, the most widely used university textbook in economics, written by Nobel Prize–winner Paul Samuelson, repeatedly predicted the coming economic dominance of the Soviet Union. In the 1961 edition, Samuelson predicted that Soviet national income would overtake that of the United States possibly by 1984, but probably by 1997. In the 1980 edition there was little change in the analysis, though the two dates were delayed to 2002 and 2012. Though the policies of Stalin and subsequent Soviet leaders could produce rapid economic growth, they could not do so in a sustained way. By the 1970s, economic growth had all but stopped. The most important lesson is that extractive institutions cannot generate sustained technological change for two reasons: the lack of economic incentives and resistance by the elites. In addition, once all the very inefficiently used resources had been reallocated to industry, there were few economic gains to be had by fiat. Then the Soviet system hit a roadblock, with lack of innovation and poor economic incentives preventing any further progress. The only area in which the Soviets did manage to sustain some innovation was through enormous efforts in military and aerospace technology. As a result they managed to put the first dog, Leika, and the first man, Yuri Gagarin, in space. They also left the world the AK-47 as one of their legacies. Gosplan was the supposedly all-powerful planning agency in charge of the central planning of the Soviet economy. One of the benefits of the sequence of five-year plans written and administered by Gosplan was supposed to have been the long time horizon necessary for rational investment and innovation. In reality, what got implemented in Soviet industry had little to do with the five-year plans, which were frequently revised and rewritten or simply ignored. The development of industry took place on the basis of commands by Stalin and the Politburo, who changed their minds frequently and often completely revised their previous decisions. All plans were labeled “draft” or “preliminary.” Only one copy of a plan labeled “final”—that for light industry in 1939—has ever come to light. Stalin himself said in 1937 that “only bureaucrats can think that planning work ends with the creation of the plan. The creation of the plan is just the beginning. The real direction of the plan develops only after the putting together of the plan.” Stalin wanted to maximize his discretion to reward people or groups who were politically loyal, and punish those who were not. As for Gosplan, its main role was to provide Stalin with information so he could better monitor his friends and enemies. It actually tried to avoid making decisions. If you made a decision that turned

In June 1981, a strike shuttered the major leagues for fifty days, the first time in baseball history that players walked out during the season. Determined to make his people earn their keep, George Steinbrenner ordered his major-league coaches into the minors to scout and help mentor the organization’s prospects. Berra drew Nashville, where Merrill was the manager. Merrill was a former minor-league catcher with a degree in physical education from the University of Maine. He began working for the Yankees in 1978 at West Haven, Connecticut, in the Eastern League and moved south when the Yankees took control of the Southern League’s Nashville team in 1980. Suddenly, in mid-1981, the former catcher who had never made it out of Double-A ball had the most famous and decorated Yankees backstop asking him, “What do you want me to do?” Wait a minute, Merrill thought. Yogi Berra is asking me to supervise him? “Do whatever you want,” Merrill said. “No,” Berra said. “Give me something specific.” And that was when Merrill began to understand the existential splendor of Yogi Berra, whom he would come to call Lawrence or Sir Lawrence in comic tribute to his utter lack of pretense and sense of importance. “He rode buses with us all night,” Merrill said. “You think he had to do that? He was incredible.” One day Merrill told him, “Why don’t you hit some rollers to that lefty kid over there at first base?” Berra did as he was told and later remarked to Merrill, “That kid looks pretty good with the glove.” Berra knew a prospect when he saw one. It was Don Mattingly, who at the time was considered expendable by a chronically shortsighted organization always on the prowl for immediate assistance at the major-league level.

Olo-keZ G-- a tc There is an appointed time for everything. And there is a time for every event under heaven. -ECCLESIASTES 3:1 What would we do without our day planners? I have a large one for my desk and a carry-all that goes with me. I don't know how a person functions without some type of organizer. I just love it; it truly has become my daily-calendar bible. I take it with me everywhere. My whole life is in that book. Each evening I peek in to see what tomorrow has to bring. I just love to see a busy calendar; it makes me feel so alive. I've got this to do and that to do. Then I come upon a day that has all white space. Not one thing to do. What, oh what, will I do to fill the space and time? That's the way I used to think and plan. All my spaces had appointments written down, and many times they even overlapped. I now plan for white spaces. I even plan ahead weeks or months and black out "saved for me or my family" days. I have begun to realize that there are precious times for myself and my loved ones. Bob and I really try to protect these saved spaces just for us. We may not go anywhere or do anything out of the ordinary, but it's our special time. We can do anything we want: sleep in, stay out late, go to lunch, read a book, go to a movie, or take a nap. I really look forward with great anticipation to when these white spaces appear on my calendar. I've been so impressed when I've read biographies of famous people. Many of them are controllers of their own time. They don't let outsiders dictate their schedules. Sure, there are times when things have to be done on special days, but generally that isn't the case. When we begin to control our calendars, we will find that our lives are more enjoyable and that the tensions of life are more manageable. Make those white spaces your friend, not your enemy.

Maybe nostalgia is itself the problem. A Democrat I met in Macon during a conversation we had about the local enthusiasm for Trump told me that “people want to go back to Mayberry”, the setting of the beloved old Andy Griffith Show. (As it happens, the actual model for Mayberry, Mount Airy, a bedraggled town in North Carolina, has gone all in on the Trump revolution, as the Washington Post recently reported.) Maybe it’s also true, as my liberal friends believe, that what people in this part of the country secretly long to go back to are the days when the Klan was riding high or when Quantrill was terrorizing the people of neighboring Kansas, or when Dred Scott was losing his famous court case. For sure, there is a streak of that ugly sentiment in the Trump phenomenon. But I want to suggest something different: that the nostalgic urge does not necessarily have to be a reactionary one. There is nothing un-progressive about wanting your town to thrive, about recognizing that it isn’t thriving today, about figuring out that the mid-century, liberal way worked better. For me, at least, that is how nostalgia unfolds. When I drive around this part of the country, I always do so with a WPA guidebook in hand, the better to help me locate the architectural achievements of the Roosevelt years. I used to patronize a list of restaurants supposedly favored by Harry Truman (they are slowly disappearing). And these days, as I pass Trump sign after Trump sign, I wonder what has made so many of Truman’s people cast their lot with this blustering would-be caudillo. Maybe what I’m pining for is a liberal Magic Kingdom, a non-racist midwest where things function again. For a countryside dotted with small towns where the business district has reasonable job-creating businesses in it, taverns too. For a state where the giant chain stores haven’t succeeded in putting everyone out of business. For an economy where workers can form unions and buy new cars every couple of years, where farmers enjoy the protection of the laws, and where corporate management has not been permitted to use every trick available to them to drive down wages and play desperate cities off one against the other. Maybe it’s just an impossible utopia, a shimmering Mayberry dream. But somehow I don’t think so.

What is WordPress? WordPress is an online, open source website creation tool written in PHP. But in non-geek speak, it’s probably the easiest and most powerful blogging and website content management system (or CMS) in existence today. Many famous blogs, news outlets, music sites, Fortune 500 companies and celebrities are using WordPress. WordPress is web software you can use to create a beautiful website, blog, or app. We like to say that WordPress is both free and priceless at the same time. There are thousands of plugins and themes available to transform your site into almost anything you can imagine. WordPress started in 2003 with a single bit of code to enhance the typography of everyday writing and with fewer users than you can count on your fingers and toes. Since then it has grown to be the largest self-hosted blogging tool in the world, used on millions of sites and seen by tens of millions of people every day. You can download and install a software script called WordPress from wordpress.org. To do this you need a web host who meets the minimum requirements and a little time. WordPress is completely customizable and can be used for almost anything. There is also a servicecalled WordPress.com. WordPress users may install and switch between different themes. Themes allow users to change the look and functionality of a WordPress website and they can be installed without altering the content or health of the site. Every WordPress website requires at least one theme to be present and every theme should be designed using WordPress standards with structured PHP, valid HTML and Cascading Style Sheets (CSS). Themes: WordPress is definitely the world’s most popular CMS. The script is in its roots more of a blog than a typical CMS. For a while now it’s been modernized and it got thousands of plugins, what made it more CMS-like. WordPress does not require PHP nor HTML knowledge unlinke Drupal, Joomla or Typo3. A preinstalled plugin and template function allows them to be installed very easily. All you need to do is to choose a plugin or a template and click on it to install. It’s good choice for beginners. Plugins: WordPress’s plugin architecture allows users to extend the features and functionality of a website or blog. WordPress has over 40,501 plugins available. Each of which offers custom functions and features enabling users to tailor their sites to their specific needs. WordPress menu management has extended functionalities that can be modified to include categories, pages, etc. If you like this post then please share and like this post. To learn more About website design in wordpress You can visit @ tririd.com Call us @ 8980010210

The most interesting aspects of the story lie between the two extremes of coercion and popularity. It might be instructive to consider fascist regimes’ management of workers, who were surely the most recalcitrant part of the population. It is clear that both Fascism and Nazism enjoyed some success in this domain. According to Tim Mason, the ultimate authority on German workers under Nazism, the Third Reich “contained” German workers by four means: terror, division, some concessions, and integration devices such as the famous Strength Through Joy (Kraft durch Freude) leisure-time organization. Let there be no doubt that terror awaited workers who resisted directly. It was the cadres of the German Socialist and Communist parties who filled the first concentration camps in 1933, before the Jews. Since socialists and communists were already divided, it was not hard for the Nazis to create another division between those workers who continued to resist and those who decided to try to live normal lives. The suppression of autonomous worker organizations allowed fascist regimes to address workers individually rather than collectively. Soon, demoralized by the defeat of their unions and parties, workers were atomized, deprived of their usual places of sociability, and afraid to confide in anyone. Both regimes made some concessions to workers—Mason’s third device for worker “containment.” They did not simply silence them, as in traditional dictatorships. After power, official unions enjoyed a monopoly of labor representation. The Nazi Labor Front had to preserve its credibility by actually paying some attention to working conditions. Mindful of the 1918 revolution, the Third Reich was willing to do absolutely anything to avoid unemployment or food shortages. As the German economy heated up in rearmament, there was even some wage creep. Later in the war, the arrival of slave labor, which promoted many German workers to the status of masters, provided additional satisfactions. Mussolini was particularly proud of how workers would fare under his corporatist constitution. The Labor Charter (1927) promised that workers and employers would sit down together in a “corporation” for each branch of the economy, and submerge class struggle in the discovery of their common interests. It looked very imposing by 1939 when a Chamber of Corporations replaced parliament. In practice, however, the corporative bodies were run by businessmen, while the workers’ sections were set apart and excluded from the factory floor. Mason’s fourth form of “containment”—integrative devices—was a specialty of fascist regimes. Fascists were past masters at manipulating group dynamics: the youth group, the leisure-time association, party rallies. Peer pressure was particularly powerful in small groups. There the patriotic majority shamed or intimidated nonconformists into at least keeping their mouths shut. Sebastian Haffner recalled how his group of apprentice magistrates was sent in summer 1933 on a retreat, where these highly educated young men, mostly non-Nazis, were bonded into a group by marching, singing, uniforms, and drill. To resist seemed pointless, certain to lead nowhere but to prison and an end to the dreamed-of career. Finally, with astonishment, he observed himself raising his arm, fitted with a swastika armband, in the Nazi salute. These various techniques of social control were successful.

gave up on the idea of creating “socialist men and women” who would work without monetary incentives. In a famous speech he criticized “equality mongering,” and thereafter not only did different jobs get paid different wages but also a bonus system was introduced. It is instructive to understand how this worked. Typically a firm under central planning had to meet an output target set under the plan, though such plans were often renegotiated and changed. From the 1930s, workers were paid bonuses if the output levels were attained. These could be quite high—for instance, as much as 37 percent of the wage for management or senior engineers. But paying such bonuses created all sorts of disincentives to technological change. For one thing, innovation, which took resources away from current production, risked the output targets not being met and the bonuses not being paid. For another, output targets were usually based on previous production levels. This created a huge incentive never to expand output, since this only meant having to produce more in the future, since future targets would be “ratcheted up.” Underachievement was always the best way to meet targets and get the bonus. The fact that bonuses were paid monthly also kept everyone focused on the present, while innovation is about making sacrifices today in order to have more tomorrow. Even when bonuses and incentives were effective in changing behavior, they often created other problems. Central planning was just not good at replacing what the great eighteenth-century economist Adam Smith called the “invisible hand” of the market. When the plan was formulated in tons of steel sheet, the sheet was made too heavy. When it was formulated in terms of area of steel sheet, the sheet was made too thin. When the plan for chandeliers was made in tons, they were so heavy, they could hardly hang from ceilings. By the 1940s, the leaders of the Soviet Union, even if not their admirers in the West, were well aware of these perverse incentives. The Soviet leaders acted as if they were due to technical problems, which could be fixed. For example, they moved away from paying bonuses based on output targets to allowing firms to set aside portions of profits to pay bonuses. But a “profit motive” was no more encouraging to innovation than one based on output targets. The system of prices used to calculate profits was almost completely unconnected to the value of new innovations or technology. Unlike in a market economy, prices in the Soviet Union were set by the government, and thus bore little relation to value. To more specifically create incentives for innovation, the Soviet Union introduced explicit innovation bonuses in 1946. As early as 1918, the principle had been recognized that an innovator should receive monetary rewards for his innovation, but the rewards set were small and unrelated to the value of the new technology. This changed only in 1956, when it was stipulated that the bonus should be proportional to the productivity of the innovation. However, since productivity was calculated in terms of economic benefits measured using the existing system of prices, this was again not much of an incentive to innovate. One could fill many pages with examples of the perverse incentives these schemes generated. For example, because the size of the innovation bonus fund was limited by the wage bill of a firm, this immediately reduced the incentive to produce or adopt any innovation that might have economized on labor.

Growth was so rapid that it took in generations of Westerners, not just Lincoln Steffens. It took in the Central Intelligence Agency of the United States. It even took in the Soviet Union’s own leaders, such as Nikita Khrushchev, who famously boasted in a speech to Western diplomats in 1956 that “we will bury you [the West].” As late as 1977, a leading academic textbook by an English economist argued that Soviet-style economies were superior to capitalist ones in terms of economic growth, providing full employment and price stability and even in producing people with altruistic motivation. Poor old Western capitalism did better only at providing political freedom. Indeed, the most widely used university textbook in economics, written by Nobel Prize–winner Paul Samuelson, repeatedly predicted the coming economic dominance of the Soviet Union. In the 1961 edition, Samuelson predicted that Soviet national income would overtake that of the United States possibly by 1984, but probably by 1997. In the 1980 edition there was little change in the analysis, though the two dates were delayed to 2002 and 2012. Though the policies of Stalin and subsequent Soviet leaders could produce rapid economic growth, they could not do so in a sustained way. By the 1970s, economic growth had all but stopped. The most important lesson is that extractive institutions cannot generate sustained technological change for two reasons: the lack of economic incentives and resistance by the elites. In addition, once all the very inefficiently used resources had been reallocated to industry, there were few economic gains to be had by fiat. Then the Soviet system hit a roadblock, with lack of innovation and poor economic incentives preventing any further progress. The only area in which the Soviets did manage to sustain some innovation was through enormous efforts in military and aerospace technology. As a result they managed to put the first dog, Leika, and the first man, Yuri Gagarin, in space. They also left the world the AK-47 as one of their legacies. Gosplan was the supposedly all-powerful planning agency in charge of the central planning of the Soviet economy. One of the benefits of the sequence of five-year plans written and administered by Gosplan was supposed to have been the long time horizon necessary for rational investment and innovation. In reality, what got implemented in Soviet industry had little to do with the five-year plans, which were frequently revised and rewritten or simply ignored. The development of industry took place on the basis of commands by Stalin and the Politburo, who changed their minds frequently and often completely revised their previous decisions. All plans were labeled “draft” or “preliminary.” Only one copy of a plan labeled “final”—that for light industry in 1939—has ever come to light. Stalin himself said in 1937 that “only bureaucrats can think that planning work ends with the creation of the plan. The creation of the plan is just the beginning. The real direction of the plan develops only after the putting together of the plan.” Stalin wanted to maximize his discretion to reward people or groups who were politically loyal, and punish those who were not. As for Gosplan, its main role was to provide Stalin with information so he could better monitor his friends and enemies. It actually tried to avoid making decisions. If you made a decision that turned out badly, you might get shot. Better to avoid all responsibility. An example of what could happen

Anna Chapman was born Anna Vasil’yevna Kushchyenko, in Volgograd, formally Stalingrad, Russia, an important Russian industrial city. During the Battle of Stalingrad in World War II, the city became famous for its resistance against the German Army. As a matter of personal history, I had an uncle, by marriage that was killed in this battle. Many historians consider the battle of Stalingrad the largest and bloodiest battle in the history of warfare. Anna earned her master's degree in economics in Moscow. Her father at the time was employed by the Soviet embassy in Nairobi, Kenya, where he allegedly was a senior KGB agent. After her marriage to Alex Chapman, Anna became a British subject and held a British passport. For a time Alex and Anna lived in London where among other places, she worked for Barclays Bank. In 2009 Anna Chapman left her husband and London, and moved to New York City, living at 20 Exchange Place, in the Wall Street area of downtown Manhattan. In 2009, after a slow start, she enlarged her real-estate business, having as many as 50 employees. Chapman, using her real name worked in the Russian “Illegals Program,” a group of sleeper agents, when an undercover FBI agent, in a New York coffee shop, offered to get her a fake passport, which she accepted. On her father’s advice she handed the passport over to the NYPD, however it still led to her arrest. Ten Russian agents including Anna Chapman were arrested, after having been observed for years, on charges which included money laundering and suspicion of spying for Russia. This led to the largest prisoner swap between the United States and Russia since 1986. On July 8, 2010 the swap was completed at the Vienna International Airport. Five days later the British Home Office revoked Anna’s citizenship preventing her return to England. In December of 2010 Anna Chapman reappeared when she was appointed to the public council of the Young Guard of United Russia, where she was involved in the education of young people. The following month Chapman began hosting a weekly TV show in Russia called Secrets of the World and in June of 2011 she was appointed as editor of Venture Business News magazine. In 2012, the FBI released information that Anna Chapman attempted to snare a senior member of President Barack Obama's cabinet, in what was termed a “Honey Trap.” After the 2008 financial meltdown, sources suggest that Anna may have targeted the dapper Peter Orzag, who was divorced in 2006 and served as Special Assistant to the President, for Economic Policy. Between 2007 and 2010 he was involved in the drafting of the federal budget for the Obama Administration and may have been an appealing target to the FSB, the Russian Intelligence Agency. During Orzag’s time as a federal employee, he frequently came to New York City, where associating with Anna could have been a natural fit, considering her financial and economics background. Coincidently, Orzag resigned from his federal position the same month that Chapman was arrested. Following this, Orzag took a job at Citigroup as Vice President of Global Banking. In 2009, he fathered a child with his former girlfriend, Claire Milonas, the daughter of Greek shipping executive, Spiros Milonas, chairman and President of Ionian Management Inc. In September of 2010, Orzag married Bianna Golodryga, the popular news and finance anchor at Yahoo and a contributor to MSNBC's Morning Joe. She also had co-anchored the weekend edition of ABC's Good Morning America. Not surprisingly Bianna was born in in Moldova, Soviet Union, and in 1980, her family moved to Houston, Texas. She graduated from the University of Texas at Austin, with a degree in Russian/East European & Eurasian studies and has a minor in economics. They have two children. Yes, she is fluent in Russian! Presently Orszag is a banker and economist, and a Vice Chairman of investment banking and Managing Director at Lazard.

Mirchi, I cannot lie to you,” Rahul said, grinning. “On my side of the hall there were five hundred women in only half-clothes—like they forgot to put on the bottom half before they left the house!” “Aaagh, where was I?” said Mirchi. “Tell me. Anyone famous?” “Everyone famous! A Bollywood party. Some of the stars were in the VIP area, behind a rope, but John Abraham came out to near where I was. He had this thick black coat, and he was smoking cigarettes right in front of me. And Bipasha was supposedly there, but I couldn’t be sure it was really her or just some other item girl, because if the manager sees you looking at the guests, he’ll fire you, take your whole pay—they told us that twenty times before the party started, like we were weak in the head. You have to focus on the tables and the rug. Then when you see a dirty plate or a napkin you have to snatch it and take it to the trash bin in the back. Oh, that room was looking nice. First we laid this thick white carpet—you stepped on it and sank right down. Then they lit white candles and made it dark like a disco, and on this one table the chef put two huge dolphins made out of flavored ice. One dolphin had cherries for eyes—” “Bastard, forget the fish, tell me about the girls,” Mirchi protested. “They want you to look when they dress like that.

In fact, selling—rather than creating—inventions may have been Thomas Edison’s greatest talent. Many of the famous inventions from his laboratory were imagined and developed by his staff, not Edison. His assistant, Francis Jehl, lamented that Edison was a more skilled pitchman than inventor, that his “genius” was most reminiscent of master huckster and showman P. T. Barnum.

Differential factor. When you strategically develop your value-based résumé, you will define the differential factor. The differential factor represents highly valuable skills, qualifications, and other employment assets that set you apart from other qualified candidates, that make you STAND OUT. Oftentimes, the differential factor is what tips the hiring scale in your favor! For instance, if you have an industry-wide reputation, your reputation might be the differential factor. If you are a black belt in Six Sigma, that may constitute the differential factor. A number of years ago, I coached a chief financial officer who worked for a legendary golf professional. Having worked for a famous golf professional was the differential factor because many hiring managers found it unique and intriguing to interview (and hire) someone who worked for a celebrity. Perhaps you are bilingual; this may represent the differential factor. When you identify the differential factor, you’ll provide your job campaign with a distinct advantage in landing a job quickly in the toughest of job markets.

seem banal, but it was an incredibly powerful experience for many of the UAW employees. The TPS makes building quality into products the highest priority, so a problem must be fixed as soon as possible after it’s discovered, and the system must then be improved to try and prevent that from happening again. Workers and managers cooperate to make this possible. The moment a worker discovers a problem, he or she can summon the manager by pulling on a cord (the famous andon cord). The manager will then come and help to try and resolve the problem. If the problem cannot be resolved within the time available, the worker can stop the production line until the problem is fixed. The team will later experiment with, and implement, ideas to prevent the problem from occurring again.

AD 476, the year when Romulus Augustulus, the last Roman emperor of the West, was deposed. But in fact the removal of Romulus was only the final, inevitable step in a process that had begun long before. By 476, the emperor was a puppet without any effective power; the empire had already broken up and was losing one piece after another; barbarians were dominant in Gaul, in Spain, in Africa, and even in Italy; and Rome had been sacked more than once, by the Goths in 410 and again by the Vandals in 455. In short, the dissolution of the empire was already so far advanced that the deposition of the last Western emperor was not very important news. A famous essay by Arnaldo Momigliano titled "An Empire's Silent Fall" demonstrates that the so-called great event of 476, the dethronement of Romulus Augustulus, was noted by few at the time. But if things had reached this point, if the western half of the Roman Empire had been reduced to an empty shell that a barbarian chieftain could sweep aside without eliciting a protest, it was because of a series of traumas that had begun exactly a century before. In 376, an unforeseen flood of refugees at the frontiers of the empire, and the inability of the Roman authorities to manage this emergency properly, gave rise to a dramatic conflict that was to culminate in Rome's most disastrous military defeat since Hannibal's Carthaginians destroyed the Roman army at Cannae in 216 BC.

When he thought about how he wanted to build his career coming out of college, Hahn took inspiration from Theodore Roosevelt’s famous dictum, “Far and away the best prize that life has to offer is the chance to work hard at work worth doing.”5

But this “gospel” turns out in practice to be little more than another version of the world-famous American dream. Other words associated with it are “egalitarianism,” “happiness,” and “freedom.” As a professor of education at Bradley University recently stated, the American dream is that “people can do or be what they want if they just go ahead and do it.”22 Desire becomes sacred, and whatever thwarts desire is evil or sin. We have from the Christian left, after all, just another gospel of sin management, but one whose substance is provided by Western (American) social and political ideals of human existence in a secular world.

It’s hurtful somehow to admit this thing and anyway that doesn’t mean i’m losing my faith in this beautiful world. But these days now is the time where people have become so much more-excuse me-shallow. When all of the fancy things and outer beauty are demanded, and those who are lost enough to chase and manage to get those things, they will happen to get very nice response from social and able to expand their images and get famous and be seen as someone who has value. Meanwhile those who could see deeper and their souls are insecure of this mad world, they will have smaller space in width but they will dig deeper and deeper into their self, making space in height, finding the true meaning of their souls, the true essential unshakable truth that’s beyond the fragile material worldly things.

Minsky was an ardent supporter of the Cyc project, the most notorious failure in the history of AI. The goal of Cyc was to solve AI by entering into a computer all the necessary knowledge. When the project began in the 1980s, its leader, Doug Lenat, confidently predicted success within a decade. Thirty years later, Cyc continues to grow without end in sight, and commonsense reasoning still eludes it. Ironically, Lenat has belatedly embraced populating Cyc by mining the web, not because Cyc can read, but because there’s no other way. Even if by some miracle we managed to finish coding up all the necessary pieces, our troubles would be just beginning. Over the years, a number of research groups have attempted to build complete intelligent agents by putting together algorithms for vision, speech recognition, language understanding, reasoning, planning, navigation, manipulation, and so on. Without a unifying framework, these attempts soon hit an insurmountable wall of complexity: too many moving parts, too many interactions, too many bugs for poor human software engineers to cope with. Knowledge engineers believe AI is just an engineering problem, but we have not yet reached the point where engineering can take us the rest of the way. In 1962, when Kennedy gave his famous moon-shot speech, going to the moon was an engineering problem. In 1662, it wasn’t, and that’s closer to where AI is today. In industry, there’s no sign that knowledge engineering will ever be able to compete with machine learning outside of a few niche areas. Why pay experts to slowly and painfully encode knowledge into a form computers can understand, when you can extract it from data at a fraction of the cost? What about all the things the experts don’t know but you can discover from data? And when data is not available, the cost of knowledge engineering seldom exceeds the benefit. Imagine if farmers had to engineer each cornstalk in turn, instead of sowing the seeds and letting them grow: we would all starve.

One famous Japanese haiku illustrates the state that Sid managed to discover in himself. It is one that Joseph Goldstein has long used to describe the unique attentional posture of bare attention:                                          The old pond.                                          A frog jumps in.                                          Plop!2 Like so much else in Japanese art, the poem expresses the Buddhist emphasis on naked attention to the often overlooked details of everyday life. Yet, there is another level at which the poem may be read. Just as in the parable of the raft, the waters of the pond can represent the mind and the emotions. The frog jumping in becomes a thought or feeling arising in the mind or body, while “Plop!” represents the reverberations of that thought or feeling, unelaborated by the forces of reactivity. The entire poem comes to evoke the state of bare attention in its utter simplicity.

It is at times like these that I have a powerful perceptual shift about luck and fate and the chaotic randomness of life. Those of us who have so-called normal lives without undue stress and fear and worry and pain rarely know how fortunate we are. Then we see a man like Adam who’s famous even if unemployed and who lives at his sister’s house and struggles to manage, and we’re tempted to think he should snap out of it. He’s obviously intelligent, and he has no apparent disabilities. So we think, you’re smart, go out and get a job, and make yourself a normal life. Then we learn that the man has Traumatic Brain Injury and medical issues that can rip normalcy in two, and we realize that one of the main problems is in ourselves for failing to consider that not all other people have our good fortune of functioning bodies and brains, with emotional and psychological landscapes that are level and fertile and stable and predictable.

You’ve probably heard the stories about lottery winners losing it all. They’re not urban legends; they really happen. The depths people fall to after big lottery winnings are heartbreaking and mindboggling. And it isn’t only lottery winners. You’ve also heard the stories about famous movie stars, recording stars, or star athletes who make incredible fortunes, literally hundreds of millions of dollars, and somehow manage to wind up broke and in debt. And when you heard those stories, you probably thought the same thing I did: “Man, I don’t know how they pulled that off, but if I made that kind of money I sure wouldn’t squander it all like that!” But let me ask you a tough question: are you sure about that? Speaking as one who’s made it to the top and then seen it all evaporate, all I can say is, you might be surprised. There’s a reason those lottery winners lose it all again, a reason those shining stars plummet to those dark places: they may have had the big breaks, but they didn’t grasp the slight edge. Their winnings changed their bank account balance—but it didn’t change their philosophy. The purpose of this book is to show you the slight edge philosophy, show you how it works, give you plenty of examples, and show you exactly how to make it a core part of how you see the world and how you live your life every day. Throughout this book, if you look carefully you’ll find dozens of statements that embody this philosophy, statements like “Do the thing, and you shall have the power.” Here are a few more examples that you’ll come across in the following pages: Success is the progressive realization of a worthy ideal. Successful people do what unsuccessful people are not willing to do.

Erecting gaudy buildings did not bring Donald Trump the national attention he craved. It was football that made him famous. Hiring a new general manager for his real estate firm drew little media attention, but “I hire a coach for a football team and there are sixty or seventy reporters calling to interview me.” Trump’s foray into professional football provides an early example of a business career built on breaking, ignoring, or making up rules. In

There are widely cited accounts of famous but unnamed Soviet boot and nail factories. The boot factories produced only size-7-left boots but never missed a production quota; the nail factories made a large number of small nails in response to numerical targets but switched skillfully to a small number of very large nails when targets were set by weight.

Social media technology creates a culture in which people turn into little brand managers, using Facebook, twitter, text messages to create a falsely upbeat, slightly overexuberant, external self that can be famous first in a small sphere and then, with luck, in a large one.

Meredith Etherington-Smith Meredith Etherington-Smith became an editor of Paris Vogue in London and GQ magazine in the United States during the 1970s. During the 1980s, she served as deputy and features editor of Harpers & Queen magazine and has since become a leading art critic. Currently, she is editor in chief of Christie’s magazine. She is also a noted artist biographer; her book on Salvador Dali, The Persistence of Memory, was an international bestseller and was translated into a dozen languages. Her drawing room that morning was much like any comfortable, slightly formal drawing room to be found in country houses throughout England: the paintings, hung on pale yellow walls, were better; the furniture, chintz-covered; the flowers, natural garden bouquets. It was charming. And so was she, as she swooped in from a room beyond. I had never seen pictures of her without any makeup, with just-washed hair and dressed in jeans and a white T-shirt. She looked more vital, more beautiful, than any photograph had ever managed to convey. She was, in a word, staggering; here was the most famous woman in the world up close, relaxed, funny, and warm. The tragic Diana, the royal Diana, the wronged Diana: a clever, interesting person who wasn’t afraid to say she didn’t know how an auction sale worked, and would it be possible to work with me on it? “Of course, ma’am,” I said. “It’s your sale, and if you would like, then we’ll work on it together to make the most money we can for your charities.” “So what do we do next?” she asked me. “First, I think you had better choose the clothes for sale.” The next time I saw her drawing room, Paul Burrell, her butler, had wheeled in rack after rack of jeweled, sequined, embroidered, and lacy dresses, almost all of which I recognized from photographs of the Princess at some state event or gala evening. The visible relics of a royal life that had ended. The Princess, in another pair of immaculately pressed jeans and a stripy shirt, looked so different from these formal meringues that it was almost laughable. I think at that point the germ of an idea entered my mind: that sometime, when I had gotten to know her better and she trusted me, I would like to see photographs of the “new” Princess Diana--a modern woman unencumbered by the protocol of royal dress. Eventually, this idea led to putting together the suite of pictures of this sea-change princess with Mario Testino. I didn’t want her to wear jewels; I wanted virtually no makeup and completely natural hair. “But Meredith, I always have people do my hair and makeup,” she explained. “Yes ma’am, but I think it is time for a change--I want Mario to capture your speed, and electricity, the real you and not the Princess.” She laughed and agreed, but she did turn up at the historic shoot laden with her turquoise leather jewel boxes. We never opened them. Hair and makeup took ten minutes, and she came out of the dressing room looking breathtaking. The pictures are famous now; they caused a sensation at the time. My favorite memory of Princess Diana is when I brought the work prints round to Kensington Palace for her to look at. She was so keen to see them that she raced down the stairs and grabbed them. She went silent for a moment or two as she looked at these vivid, radiant images. Then she turned to me and said, “But these are really me. I’ve been set free and these show it. Don’t you think,” she asked me, “that I look a bit like Marilyn Monroe in some of them?” And laughed.

The incubi had sensed great power in her, and believed she could destroy them, but if she could speak their language, she’d tell them they had the wrong girl. Mari was what was known as an underachiever, which even an underachiever knew was sociology code for “overfailer.” She was famous in the Lore for the simple fact that one day she might be worth being famous. All hype—no substance. That was Mari. Everyone in the covens expected her to do something epic and always kept an eye on her. They wanted her to be worth “awaiting.” Even other factions in the Lore monitored her with anticipation because, while most witches possessed the strength of one, two, or very rarely, three of the five castes of witches, Mari was the only witch ever to possess the strengths of all of them. In theory, Mari was a witch warrior, healer, conjurer, seeress, and an enchantress. In reality, Mari had lost her college scholarship, couldn’t manage even the simplest spells, and kept blowing things up. She couldn’t even balance her checkbook.

For too long, the creative world has focused on idea generation at the expense of idea execution. As the legendary inventor Thomas Edison famously said, “Genius is 1 percent inspiration, and 99 percent perspiration.” To make great ideas a reality, we must act, experiment, fail, adapt, and learn on a daily basis.

When he died, much was made of how singular Steve Jobs had been. For comparisons, observers needed to reach back to the mythic inventors and showmen of earlier eras, particularly Thomas Edison and Walt Disney. Jobs was singular, to be sure. But he also was of a type. He was what psychotherapist and business coach Michael Maccoby called a “productive narcissist.” In 2000, Maccoby published an insightful article in the Harvard Business Review that applies Freudian terminology to three categories of executives Maccoby had observed in corporate life. “Erotics” feel a need to be loved, value consensus, and as a result are not natural leaders. These are the people to whom a manager should assign tasks—and then heap praise for a job well done. “Obsessives” are by-the-books tacticians with a knack for making the trains run on time. An efficient head of logistics or bottom-line-oriented spreadsheet jockey is the classic obsessive. The greats of business history, however, are “productive narcissists,” visionary risk takers with a burning desire to “change the world.” Corporate narcissists are charismatic leaders willing to do whatever it takes to win and who couldn’t give a fig about being liked. Steve Jobs was the textbook example of a productive narcissist. An unimpressed Jobs was famous for calling other companies “bozos.” His own executives endured their rides on what one called the “bozo/hero rollercoaster,” often within the same marathon meeting.

Another famous and controversial tactic—often called “rank-and-yank”—forced managers to come up with an annual ranking of the performance of their workers. The bottom 10 percent would be put on notice, and if they didn’t improve, they were fired. The constant pressure from this kind of tactic only added to employee tension. Rank-and-yank worked well for GE’s acquisitions, providing a formula for trimming fat and squeezing profits out of the operations. But some managers didn’t see it as helpful, especially after it had been used for a few years and some competent employees were ending up in the bottom 10 percent. You can trim fat only for so long. Also, some thought that the policy made workers fight each other for survival and inhibited managers’ ability to bring their workers together to operate as a team for the good of the company. One manager tried to subvert the system by putting an employee who’d recently died in the bottom 10 percent of the ranking list in order to save another employee’s job.

There’s another level at which attention operates, this has to do with leadership, I argue that leaders need three kinds of focus, to be really effective, the first is an inner focus, let me tell you about a case that’s actually from the annals of neurology, there was a corporate lawyer, who unfortunately had a small prefrontal brain tumour, it was discovered early, operated successfully, after the surgery though it was a very puzzling picture, because he was absolutely as smart as he had been before, a very high IQ, no problem with attention or memory, but he couldn’t do his job anymore, he couldn’t do any job, in fact he ended up out of work, his wife left him, he lost his home, he’s living in his brother spare bedroom and in despair he went to see a famous neurologist named Antonio Damasio. Damasio specialized in the circuitry between the prefrontal area which is where we consciously pay attention to what matters now, where we make decisions, where we learn and the emotional centers in the midbrain, particularly the amygdala, which is our radar for danger, it triggers our strong emotions. They had cut the connection between the prefrontal area and emotional centers and Damasio at first was puzzled, he realized that this fellow on every neurological test was perfectly fine but something was wrong, then he got a clue, he asked the lawyer when should we have our next appointment and he realized the lawyer could give him the rational pros and cons of every hour for the next two weeks, but he didn’t know which is best. And Damasio says when we’re making a decision any decision, when to have the next appointment, should I leave my job for another one, what strategy should we follow, going into the future, should I marry this fellow compared to all the other fellows, those are decisions that require we draw on our entire life experience and the circuitry that collects that life experience is very base brain, it’s very ancient in the brain, and it has no direct connection to the part of the brain that thinks in words, it has very rich connectivity to the gastro- intestinal tract, to the gut, so we get a gut feeling, feels right, doesn’t feel right. Damasio calls them somatic markers, it’s a language of the body and the ability to tune into this is extremely important because this is valuable data too - they did a study of Californian entrepreneurs and asked them “how do you make your decisions?”, these are people who built a business from nothing to hundreds of millions or billions of dollars, and they more or less said the same strategy “I am a voracious gatherer of information, I want to see the numbers, but if it doesn’t feel right, I won’t go ahead with the deal”. They’re tuning into the gut feeling. I know someone, I grew up in farm region of California, the Central Valley and my high school had a rival high school in the next town and I met someone who went to the other high school, he was not a good student, he almost failed, came close to not graduating high school, he went to a two-year college, a community college, found his way into film, which he loved and got into a film school, in film school his student project caught the eye of a director, who asked him to become an assistant and he did so well at that the director arranged for him to direct his own film, someone else’s script, he did so well at that they let him direct a script that he had written and that film did surprisingly well, so the studio that financed that film said if you want to do another one, we will back you. And he, however, hated the way the studio edited the film, he felt he was a creative artist and they had butchered his art. He said I am gonna do the film on my own, I’m gonna finance it myself, everyone in the film business that he knew said this is a huge mistake, you shouldn’t do this, but he went ahead, then he ran out of money, had to go to eleven banks before he could get a loan, he managed to finish the film, you may have seen