Materials Management Quotes

A pale, slightly luminescent form materialized in front of us. Mason. He looked the same as ever-or did he? The usual sadness was there, but I could see something else, something else I couldn't quite put my finger on. Panic? Frustration? I could have almost sworn it was fear, but honestly, what would a ghost have to be afraid of. "What's wrong?" asked Dimitri. "Do you see him?" I whispered. Dimitri followed my gaze. "See who?" "Mason." Mason's troubled expression grew darker. I might not have been able to adequately identify it, but I knew it wasn't anything good. The nauseous feeling within me intensified, but somehow, I knew it had nothing to do with him. "Rose...we should go back..." said Dimitri carefully. He still wasn't on board with me seeing ghosts. But I didn't move. Mason's face was saying something else to me-or trying to. There was something here, something important that I needed to know. But he couldn't communicate it. "What?" I asked. "What is it?" A look of frustration crossed his face. He pointed off behind me, the dropped his hand. "Tell me," I said, my frustration mirroring his. Dimitri was looking back and forth between me and Mason, though mason was probably only and empty space to him. I was too fixated on Mason to worry what Dimitri might think. There was something here. Something big. Mason opened his mouth, wanting to speak as in previous times but still unable to get the words out. Except, this time, after several agonizing seconds, he managed it. The words were nearly inaudible. "They're...coming....

There is no life that does not have the material for despair in it, but some people go too close to the edge and others manage to stay sometimes sad in a safe clearing far from the cliffs. Once you cross over, the rules all change.

...if I were to ever have enough material or the philosophical mind to write a book about what a good life ought to be, my thesis would be simply this: A good life is one that has managed to turn anxiety into hope, and fear into success. And that is what I call total virtue.

I am told by people all the time that they simply do not have time to read and listen to all the material they have purchased or subscribed to. But time is democratic and just. Everyone has the same amount. When I choose to read with my mid morning coffee break and you choose to blather about trivia with friends, when I choose to study for an hour sitting on my backyard deck at day's end but you choose to watch a TIVO'd American Idol episode, we reveal much. When someone says he does not have the time to apply himself to acquiring the know-how required to create sufficient value for his stated desires, he is a farmer surrounded by ripe fruit and vegetables, whole grains, and a herd of cattle on his own property who dies of starvation, unable to organize his time and discipline himself to eat.

Lumani had never managed a failed delivery because, in the end, no matter how skilled or how hard they fought back, pressure applied in the right places caused even the strongest men to fracture. But this one? He'd watched her. Studied her. Observed what maybe even Uncle, the reader of people, had missed. This one was already fractured, and the lines between her broken pieces were not fissures but scar material stronger than whatever had once filled those spaces.

Getting through life without a lot of money, possessions, and/or friends is admirable, especially if it is by choice.

Interestingly, one of the biggest problems with most people’s personal management systems is that they blend a few actionable things with a large amount of data and material that has value but no action attached.

The problem with people today, is, they have religions but they have no spirituality. They go to church but they cannot even manage the condition of their own souls. They take pride to state the name of their religions and broadcast these things on facebook and everywhere, thinking that the nature of their religion represents the nature of their spirit. It's just the same as how they present their cars, houses, and degrees to the world— to stand as a representation of what they are. That's not spirituality; that's still materialism. Yes, perhaps your car, house and degree represents what you've achieved (or what your status in society is); but your religion does not represent what your spirit is like. You cannot go to a certain church or belong to a certain group of people and have that be a replica of your spirit.

If you start buying your own bullshit, you risk becoming management material.

Modern liberalism suffers unresolved contradictions. It exalts individualism and freedom and, on its radical wing, condemns social orders as oppressive. On the other hand, it expects government to provide materially for all, a feat manageable only by an expansion of authority and a swollen bureaucracy. In other words, liberalism defines government as tyrant father but demands it behave as nurturant mother.

If we want better global supply chains, there are lots of other things that have to be made better first. We need to be better with equitably including small businesses into global logistics. We need to be better with upcycling, and feedback loops. We need to be better with implementing Blockchain technology. We need to be better with material ecology and designing products for longevity. And so much more.

Sharpen and trust your judgement: learn when spending is a shrewd investment and when it is merely an indulgence

There is no life that does not have the material for despair in it, but some people go too close to the edge and others manage to stay sometimes sad in a safe clearing far from the cliffs.

how important it is to choose what you consume and pay attention to: just as you are what you eat, when it comes to the information you consume, you are what you choose to focus on. Consuming valuable material in general makes scatterfocus sessions even more productive.

Every innovation—technological, sociological, or otherwise—begins as a crusade, organizes itself into a practical business, and then, over time, degrades into common exploitation. This is simply the life cycle of how human ingenuity manifests in the material world. What goes forgotten, though, is that those who partake in this system undergo a similar transformation: people begin as comrades and fellow citizens, then become labor resources and assets, and then, as their utility shifts or degrades, transmute into liabilities, and thus must be appropriately managed.

What is a mirror? It’s the only invented material that is natural. Whoever looks at a mirror, whoever manages to see it without seeing himself, whoever understands that its depth consists of being empty, whoever walks inside its transparent space without leaving the trace of his own image upon it—that somebody has understood its mystery of thing. For that to happen one must surprise it when it’s alone, when it’s hanging in an empty room, without forgetting that the finest needle before it can transform it into the simple image of a needle, so sensitive is the mirror in its quality of lightest reflection, only image and not the body. Body of the thing.

For, in the end, Brearley did manage to create cutlery from stainless steel, and it’s the transparent protective layer of chromium oxide that makes the spoon tasteless, since your tongue never actually touches the metal and your saliva cannot react with it; it has meant that we are one of the first generations who have not had to taste our cutlery.

To get acceptable quality at the lowest cost, it is vitally important to reject defective material at a stage where its accumulated value is at the lowest possible level. Thus, as noted, we are better off catching a bad raw egg than a cooked one, and screening out our college applicant before he visits Intel. In short, reject before investing further value.

Failure of management to plan for the future and to foresee problems has brought about waste of manpower, of materials, and of machine-time, all of which raise the manufacturer’s cost and price that the purchaser must pay. The consumer is not always willing to subsidize this waste. The inevitable result is loss of market. Loss of market begets unemployment.

I am grateful to that unhappy childhood because it provided ample material for my writing. I don't know how novelists with happy childhoods in normal homes manage

The book of Ruth can reveal how a good woman can find a good man. Husbandry is the careful management of resources. Do men still exist who realize that? How a man treats his wife matters to Yahweh. (1Pe 3:7) Michael Ben Zehabe, Ruth: a woman’s guide to husband material, Introduction

when you become addict in to MATERIAL things in life then the TRUE natural life start to run away from you, YES! it's can give you certain pleasure in the society but in the same time it will sabotage your true HAPPINESS of life which we could have simply with GRATITUDE and FORGIVENESS

An organization’s capabilities reside in two places. The first is in its processes—the methods by which people have learned to transform inputs of labor, energy, materials, information, cash, and technology into outputs of higher value. The second is in the organization’s values, which are the criteria that managers and employees in the organization use when making prioritization decisions.

We... have created a greater material wealth than any other society in the history of the human race. Yet we have managed to kill off millions of our population in an arrangement which we call "war.

Students who are beginning to struggle in math and science often look at others who are intellectual racehorses and tell themselves they have to keep up. Then they don’t give themselves the extra time they need to truly master the material, and they fall still further behind. As a result of this uncomfortable and discouraging situation, students end up unnecessarily dropping out of math and science. Take a step back and look dispassionately at your strengths and weaknesses. If you need more time to learn math and science, that’s simply the reality. If you’re in high school, try to arrange your schedule to give yourself the time you need to focus on the more difficult materials, and limit these materials to manageable proportions. If you’re in college, try to avoid a full load of heavy courses, especially if you are working on the side. A lighter load of math and science courses can, for many, be the equivalent of a heavy load of other types of courses. Especially in the early stages of college, avoid the temptation to keep up with your peers.

10 ways to raise a wild child. Not everyone wants to raise wild, free thinking children. But for those of you who do, here's my tips: 1. Create safe space for them to be outside for a least an hour a day. Preferable barefoot & muddy. 2. Provide them with toys made of natural materials. Silks, wood, wool, etc...Toys that encourage them to use their imagination. If you're looking for ideas, Google: 'Waldorf Toys'. Avoid noisy plastic toys. Yea, maybe they'll learn their alphabet from the talking toys, but at the expense of their own unique thoughts. Plastic toys that talk and iPads in cribs should be illegal. Seriously! 3. Limit screen time. If you think you can manage video game time and your kids will be the rare ones that don't get addicted, then go for it. I'm not that good so we just avoid them completely. There's no cable in our house and no video games. The result is that my kids like being outside cause it's boring inside...hah! Best plan ever! No kid is going to remember that great day of video games or TV. Send them outside! 4. Feed them foods that support life. Fluoride free water, GMO free organic foods, snacks free of harsh preservatives and refined sugars. Good oils that support healthy brain development. Eat to live! 5. Don't helicopter parent. Stay connected and tuned into their needs and safety, but don't hover. Kids like adults need space to roam and explore without the constant voice of an adult telling them what to do. Give them freedom! 6. Read to them. Kids don't do what they are told, they do what they see. If you're on your phone all the time, they will likely be doing the same thing some day. If you're reading, writing and creating your art (painting, cooking...whatever your art is) they will likely want to join you. It's like Emilie Buchwald said, "Children become readers in the laps of their parents (or guardians)." - it's so true! 7. Let them speak their truth. Don't assume that because they are young that you know more than them. They were born into a different time than you. Give them room to respectfully speak their mind and not feel like you're going to attack them. You'll be surprised what you might learn. 8. Freedom to learn. I realize that not everyone can homeschool, but damn, if you can, do it! Our current schools system is far from the best ever. Our kids deserve better. We simply can't expect our children to all learn the same things in the same way. Not every kid is the same. The current system does not support the unique gifts of our children. How can they with so many kids in one classroom. It's no fault of the teachers, they are doing the best they can. Too many kids and not enough parent involvement. If you send your kids to school and expect they are getting all they need, you are sadly mistaken. Don't let the public school system raise your kids, it's not their job, it's yours! 9. Skip the fear based parenting tactics. It may work short term. But the long term results will be devastating to the child's ability to be open and truthful with you. Children need guidance, but scaring them into listening is just lazy. Find new ways to get through to your kids. Be creative! 10. There's no perfect way to be a parent, but there's a million ways to be a good one. Just because every other parent is doing it, doesn't mean it's right for you and your child. Don't let other people's opinions and judgments influence how you're going to treat your kid. Be brave enough to question everything until you find what works for you. Don't be lazy! Fight your urge to be passive about the things that matter. Don't give up on your kid. This is the most important work you'll ever do. Give it everything you have.

Of the twelve, the most powerful questions (to employees, guaging their satisfaction with their employers) are those witha combination of the strongest links to the most business outcomes (to include profitability). Armed with this perspective, we now know that the following six ar ethe most powerful questions: 1) Do I know what is expected of me at work? 2) Do I have the materials and equipment I need to do my work right? 3) Do I have the opportunity to do what I do best every day? 4) In the last seven days, have I received recognition or praise for good work? 5) Does my supervisor, or someone at work, seem to care about me as a person? 6) Is there someone at work who encourages my development? As a manager, if you want to know what you should do to build a strong and productive workplace, securing 5s to these six questions would be an excellent place to start.

If the ongoing importance of a manager is measured by how many people he has working under him, the immediate material manifestation of that manager’s power and prestige is the visual quality of his presentations and reports. The meetings in which such emblems are displayed might be considered the high rituals of the corporate world.

If you feel peaceful, you become peaceful.The idea becomes the actuality. A continuous thought can be transformed into a thing. It becomes as material as anything else. Let it vibrate inside continuously.Whenever you forget, again remember, relax and bring peace. Move peacefully, sit peacefully, stand peacefully. Carry a grace, an elegance, and feel that you are surrounded by a small aura of peace. Within a few days there will be no need to remember it. It will be there whether you remember it or not, but in the beginning remembrance helps to materialise it.

Another unary photograph is the pornographic photograph (I am not saying the erotic photograph: the erotic is a pornographic that has been disturbed, fissured). Nothing more homogeneous than a pornographic photograph. It is always a naive photograph, without intention and without calculation. Like a shop window which shows only one illuminated piece of jewelry, it is completely constituted by the presentation of only one thing: sex: no secondary, untimely object ever manages to half conceal, delay, or distract... A proof a contrario: Mapplethorpe shifts his close-ups of genitalia from the pornographic to the erotic by photographing the fabric of underwear at very close range: the photograph is no longer unary, since I am interested in the texture of the material. The presence (the dynamics) of this blind field is, I believe, what distinguishes the erotic photograph from the pornographic photograph. Pornography ordinarily represents the sexual organs, making them into a motionless object (a fetish), flattered like an idol that does not leave its niche; for me, there is no punctum in the pornographic image; at most it amuses me (and even then, boredom follows quickly). The erotic photograph, on the contrary (and this is its very condition), does not make the sexual organs into a central object; it may very well not show them at all; it takes the spectator outside its frame, and it is there that I animate this photograph and that it animates me.

I’m riding a tram and, as is my habit, slowly absorbing every detail of the people around me. By ‘detail’ I mean things, voices, words. In the dress of the girl directly in front of me, for example, I see the material it’s made of, the work involved in making it – since it’s a dress and not just material – and I see in the delicate embroidery around the neck the silk thread with which it was embroidered and all the work that went into that. And immediately, as if in a primer on political economy, I see before me the factories and all the different jobs: the factory where the material was made; the factory that made the darker coloured thread that ornaments with curlicues the neck of the dress’ and I see the different workshops in the factories, the machines, the workmen, the seamstresses. My eyes’ inward gaze even penetrates into the offices, where I see the managers trying to keep calm and the figures set out in the account books, but that’s not all: beyond that I see into the domestic lives of all those who spend their working hours in these factories and offices...A whole world unfolds before my eyes all because the regularly irregular dark green edging to a pale green dress worn by the girl in front of me of whom I see only her brown neck. ‘A whole way of life lies before me. I sense the loves, the secrets, the souls of all those who worked just so that this woman in front of me on the tram should wear around her mortal neck the sinuous banality of a thread of dark green silk on a background of light green cloth. I grow dizzy. The seats on the tram, of fine, strong cane, carry me to distant regions, divide into industries, workmen, houses, lives, realities, everything. I leave the tram exhausted, like a sleepwalker, having lived a whole life.

In our day, there are stresses and fractures of the human-animal bond, and some forces at work would sever it once and for all. They pull us in the wrong direction and away from the decent and honorable code that makes us care for creatures who are entirely at our mercy. Especially within the last two hundred years, we've come to apply an industrial mind-set to the use of animals, too often viewing them as if they were nothing but articles of commerce and the raw material of science, agriculture, and wildlife management. Here, as in other pursuits, human ingenuity has a way of outrunning human conscience, and some things we do only because we can--forgetting to ask whether we should.

The little boats cannot make much difference to the welfare of Gaza either way, since the materials being shipped are in such negligible quantity. The chief significance of the enterprise is therefore symbolic. And the symbolism, when examined even cursorily, doesn't seem too adorable. The intended beneficiary of the stunt is a ruling group with close ties to two of the most retrograde dictatorships in the Middle East, each of which has recently been up to its elbows in the blood of its own civilians. The same group also manages to maintain warm relations with, or at the very least to make cordial remarks about, both Hezbollah and al-Qaida. Meanwhile, a document that was once accurately described as a 'warrant for genocide' forms part of the declared political platform of the aforesaid group. There is something about this that fails to pass a smell test.

Look, suppose that there was one among all those who desire nothing but material and filthy lucre, that one, at least, is like my old Inquisitor, who himself ate roots in the desert and raved, overcoming his flesh, in order to make himself free and perfect, but who still loved mankind all his life, and suddenly opened his eyes and he saw that there is no great moral blessedness in achieving perfection of the will only to become convinced, at the same time, that millions of the rest of God's creatures have been set up only for mockery, that they will never be strong enough to manage their freedom, that from such pitiful rebels will never come giants to complete the tower, that it was not for such geese that the great idealist dreamt his dream of harmony.

thought then that decent, intelligent, and experienced managers would automatically make rational business decisions. But I learned over time that isn’t so. Instead, rationality frequently wilts when the institutional imperative comes into play. For example: (1) As if governed by Newton’s First Law of Motion, an institution will resist any change in its current direction; (2) Just as work expands to fill available time, corporate projects or acquisitions will materialize to soak up available funds; (3) Any business craving of the leader, however foolish, will be quickly supported by detailed rate-of-return and strategic studies prepared by his troops; and (4) The behavior of peer companies, whether they are expanding, acquiring, setting executive compensation or whatever, will be mindlessly imitated.

Methodology must be flexible. Companies often don't adopt the materials & methods they were trained on because they aren't flexible enough.

All production flows have a basic characteristic: the material becomes more valuable as it moves through the process.

[115] Immateriality of the soul. When philosophers have subdued their passions, what material substance has managed to achieve this?

The more you write, the more material the other person has to criticize.

Our culture has at its core the idea that more is better. Many of us design our lives around this belief. And yet the underlying qualities that truly affect happiness are not advanced one whit by having more material things. More peace of mind is gained by allowing ourselves to be satisfied with what we already have. More joy is not bought; it is found in our hearts.

I believe that it was really due to Lorenzo that I am alive today; and not so much for his material aid, as for his having constantly reminded me by his presence, by his natural and plain manner of being good, that there still existed a just world outside our own, something and someone still pure and whole, not corrupt, not savage, extraneous to hatred and terror; something difficult to define, a remote possibility of good, but for which it was worth saving. The personages in these pages are not men. Their humanity is buried, or they themselves have buried it, under an offense received or inflicted on someone else. The evil and insane SS men, the Kapos, the politicals, the criminals, the prominents, great and small, down to the indifferent slave Häftlinge, all the grades of the mad hierarchy created by the Germans paradoxically fraternized in a uniform internal desolation. But Lorenzo was a man; his humanity was pure and uncontaminated, he was outside this world of negation. Thanks to Lorenzo, I managed not to forget that I myself was a man.

Taking risks, choosing growth, challenging ourselves, and asking for promotions (with smiles on our faces, of course) are all important elements of managing a career. One of my favorite quotes comes from author Alice Walker, who observed, "The most common way people give up their power is by thinking they don't have any." Do not wait for power to be offered. Like that tiara, it might never materialize. And anyway, who wears a tiara on a jungle gym?

We've given our power over to the material world because it seems more quantifiable and manageable. Our conversations start there, and our conclusions about the world end there. The infinite, miraculous, mysterious nature of who and what we are has become a bit tedious.

Difficult To Believe Impossible To Deny The world today is witnessing the emergence of an extraordinary phenomenon that offers a radical way to transform life on this planet for the benefit of all. This phenomenon brought to the world by Mahendra Trivedi is known as The Trivedi Effect®. The Trivedi Effect® is a natural phenomenon that transforms living organisms and non-living materials through the Energy Transmissions of Mahendra Trivedi and The Trivedi Masters™. This Intelligent energy has the ability to transform all living organisms such as plants, trees, seeds, bacteria, viruses, fungi, animals, cancer cells, human cells…everything. In the addition to that, this energy has the ability to transform nonliving materials, such as metals, ceramics, polymers, and chemicals by changing the structure of the atom permanently.

I practise my material on Sam, a lot. I know now that the true test of a strong relationship is yelling into your partner’s face, ‘I DON’T THINK YOU UNDERSTAND WHAT A JOKE IS!’ and them yelling back, ‘I KNOW WHAT JOKES ARE, I’M JUST NOT HEARING ANY!’ and managing to stay together.

And so, with a torn sleeve and a keyboard on which cigarette ash can rest, writers ended up arsonists of recycled material with a blanket over fast burning fires to send fragments of reality to the sky for people to manage any way they wish. Or can." (intro "Throwing Dice on a Chessboard

Only 12 managers have lasted more than three years with the Indians, and only three of those who did last longer than three years managed to do so without a winning record. The Indians have made strides in many areas the last three years and the shifts and changes amongst the coaching staff resulted in a highly respected group that was anxious and ready to guide the Tribe back to the postseason, but unfortunately it never materialized. Turns out the three-year threshold is a pretty solid limit for how patient an organization is when it comes to managers, and the gains made in 2011 were completely lost and then some in 2012. Acta’s tenure with the club came to an end with six games left on the 2012 schedule. He ranks 13th in franchise history for games managed, but any optimisim regarding the Tribe in 2013 will rest squarely with new hire Terry Francona.

If you’re an Orthodox believer, then what sustains this framework is the obligation that you follow. But if you live in a democratic, liberal world whose motto is: “Make choices and manage your choices according to what is good for you,” then there is a built-in tension between that which connects and that which divides. Between the material and the intellectual or ethical. Materialism is not a dirty word, but in this tension between the individual and the material on the one hand, and the communal and the ethical on the other, we are at the end of an age in which the material and the individual are triumphing.

Kitty, to her very material advantage, spent the chief of her time with her two elder sisters. In society so superior to what she had generally known, her improvement was great. She was not of so ungovernable a temper as Lydia; and, removed from the influence of Lydia's example, she became, by proper attention and management, less irritable, less ignorant, and less insipid. From the further disadvantage of Lydia's society she was of course carefully kept, and though Mrs. Wickham frequently invited her to come and stay with her, with the promise of balls and young men, her father would never consent to her going.

users are not products, but rather we are the sources of raw-material supply. As we shall see, surveillance capitalism’s unusual products manage to be derived from our behavior while remaining indifferent to our behavior. Its products are about predicting us, without actually caring what we do or what is done to us.

Autarky was central to the Nazis’ political campaigns, and the theme of freeing Germany from its dependence on a hostile world clearly struck a chord with voters. The canny party propagandist Joseph Goebbels wrote in 1932 that a nation that couldn’t manage to get control over the “necessary space, natural forces and natural resources for its material life” would inevitably “fall into dependence on foreign countries and lose its freedom.” The outcome of the First World War and the nature of the postwar world had proven this clearly, he claimed. “Thus a thick wall around Germany?” he asked. “Certainly we want to build a wall, a protective wall.

It hasn’t been too fashionable to talk about the soul. We live in a material world. Religion is discredited as superstition or, worse, fundamentalism. Spirituality, even when detached from religion, looks a bit hippy, wooly, vague; a comfort-zone for those who can’t quite manage life as a biological and chemical accident with miraculous consequences.

Secrets in manufactures are capable of being longer kept than secrets in trade. A dyer who has found the means of producing a particular colour with materials which cost only half the price of those commonly made use of, may, with good management, enjoy the advantage of his discovery as long as he lives, and even leave it as a legacy to his posterity.

In reality, for anybody to make real impact, he ought to be real. He ought to know the real position of materialism in purposefulness. He ought to understand the real reasons to act and the consequences for staying dormant. He ought to know the people who matter most in making true impacts and build the best synergy. As a matter of fact, he ought to be ready to embrace the real challenges that come with staying purposeful and making real impact. In fact, he ought to be able to turn what least counts and what is so uncanny to what really counts. He ought to be a mindset changer.He ought to know the real essence of time and timing and the value of patience and assertiveness. He ought to be strong. Living to leave footprints that count is what will make us count

Storytellers need their stories to resonate with their listeners. So when you envision a goal and describe the action needed to reach that goal, you transform your vision into a portrayal that depicts what’s truly possible to move people to action. While you need enough material (data and reasoned analysis) to flesh out the tale, you don’t want to bombard people with charts and tables.

But she drew in a breath and asked with saccharine sweetness, “Trace, are you ready?” No, he wasn’t ready. Somehow he had to regain control of this situation. Right now she had the upper hand, and that was untenable. With the perfect plan in mind, Trace shook his head, but said with what he hoped sounded like indifference, “Quit stalling.” And then he pulled out his cell phone. This time, she was all but naked. What little material covered her proved mere decoration, like icing on a very sweet cake—a cake he wouldn’t mine eating, slowly, top to toes and everywhere in between. Priss stood with her hands on her generous hips, her feet apart, shoulders back. How such a small woman packed so many perfect curves, he didn’t know. But she managed it with flair. Boy, did she ever. “Good enough.” When she smiled at him, he lifted the cell phone and used it to take a picture. Squawking, Priss leaped behind the curtain and her face went up in flames. “What do you think you’re doing?” “Suddenly shy?” Content with her appalled tone and burning-red face, Trace looked down at the phone. Oh, yeah, that’d do. He pushed a few buttons, then put the cell phone away. “Don’t worry, honey. I emailed it to myself.” His smile felt like a leer. “No one else will see it.” Unappeased by that promise, she glared at him. “You—!” “Now, Priss. Modesty at this late date is more than suspicious. You wanted my approval.” He shrugged—and struggled to keep his attention on her face and off the curves that showed even beneath the curtain she clutched to her chin. “You’ve got it, with my admiration, too.

Because radium can be mixed with other elements to make them glow in the dark, clock makers used it to create fluorescent numbers on watch faces and hired young women to perform the delicate task of painting them. In the watch factories of New Jersey, Connecticut, and Illinois, the Radium Girls were trained to lick the tips of their brushes into a fine point before dipping them into pots of radium paint. When the jaws and skeletons of the first girls began to rot and disintegrate, their employers suggested they were suffering from syphilis. A successful lawsuit revealed that their managers had understood the risks of working with radium and get done everything they could to conceal the truth from their employees. It was the first time the public learned the hazards of ingesting radioactive material. The

I rose on still unsteady legs to walk over and shake Mr. Grave’s hand. The doctor simply stared over my head, seeming to notice neither my hand, nor me standing there in front of him. This was explained when Frank said to me scornfully, a second later, “He can’t see you. He’s blind.” “Oh,” I said, feeling mortified. I hadn’t noticed until that point that Mr. Grave’s eyes had a milky-white sheen to them, and that he’d never once looked directly at anyone who was speaking. “I’m so sorry.” “Don’t be,” Mr. Graves said, managing to find my hand anyway and give it a squeeze. “It’s not your fault.” “Actually, it could have been,” Frank said. “It was a Fury that-“ “Frank, the young lady said she’d like to see the captain. Why don’t you go fetch him?” Mr. Graves snapped. To me, he said, “Miss Oliviera, I do apologize. It’s been quite some time since these fellows have been in the company of a young lady.” “Speak for yourself, old man,” Frank said. He came to his feet with sudden alacrity. “Why don’t I just take her to the captain?” “I hardly think that’s a good idea,” Mr. Liu muttered, into his teacup. “His orders were if she showed up, we were to bring her straight to him,” Frank said. Mr. Graves’s face expressed the exact dismay I felt upon being reminded of this. “Just go and fetch the captain, Frank. Or young Henry can do it.” “What?” Henry cried, looking stricken. “I don’t want to go down there. All those dead people. And I’m the one who always gets stuck handing out the blankets-“ “It’s not important,” I said quickly. Blankets? What blankets? What on earth as Henry talking about? “I’ll just wait until John comes back-“ “See?” Henry looked triumphant. “I told you. She’s not the one.” “It doesn’t matter,” Frank said, impatiently. “Either way, we’re stick with her.” This wasn’t a very nice thing to hear about yourself-that people thought of you as someone they were stuck with. Not that I hadn’t been thinking the very same thing about them…and not that I didn’t share Henry’s fear that I wasn’t Queen-of-the-Underworld material.

Before I could ask, he caught sight of the garment in my hand. “In the name of bleeding Jesus, what are you sewing? Is that my shirt?” “It is, and I must say, it is in a deplorable state. But at least the material is quite good and will stand up to proper mending. Unfortunately, mending is not one of my skills,” I said, holding up the shirt. Somehow I had managed to attach it to my own skirt, and I took up scissors to snip it free.

In 7.81 square miles of vaunted black community, the 850 square feet of Dum Dum Donuts was the only place in the "community" where one could experience the Latin root of the word, where a citizen could revel in common togetherness. So one rainy Sunday afternoon, not long after the tanks and media attention had left, my father ordered his usual. He sat at the table nearest the ATM and said aloud, to no one in particular, "Do you know that the average household net worth for whites is $113,149 per year, Hispanics $6,325, and black folks $5,677?" "For real?" "What's your source material, nigger?" "The Pew Research Center." Motherfuckers from Harvard to Harlem respect the Pew Research Center, and hearing this, the concerned patrons turned around in their squeaky plastic seats as best they could, given that donut shop swivel chairs swivel only six degrees in either direction. Pops politely asked the manager to dim the lights. I switched on the overhead projector, slid a transparency over the glass, and together we craned our necks toward the ceiling, where a bar graph titled "Income Disparity as Determined by Race" hovered overhead like some dark, damning, statistical cumulonimbus cloud threatening to rain on our collective parades. "I was wondering what that li'l nigger was doing in a donut shop with a damn overhead projector.

Every innovation—technological, sociological, or otherwise—begins as a crusade, organizes itself into a practical business, and then, over time, degrades into common exploitation. This is simply the life cycle of how human ingenuity manifests in the material world. What goes forgotten, though, is that those who partake in this system undergo a similar transformation: people begin as comrades and fellow citizens, then become labor resources and assets, and then, as their utility shifts or degrades, transmute into liabilities, and thus must be appropriately managed. This is a fact of nature just as much as the currents of the winds and the seas. The flow of force and matter is a system, with laws and maturation patterns. We should harbor no guilt for complying with those laws—even if they sometimes require a little inhumanity. —TRIBUNO CANDIANO, LETTER TO THE COMPANY CANDIANO CHIEF OFFICER’S ASSEMBLY

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

I was born because a scientist managed to hook up my mother's eggs and my father's sperm to create a specific combination of precious genetic material. In fact, when Jesse told me how babies get made and I, the great disbeliever, decided to ask my parents the truth, I got more than I bargained for. They sat me down and told me all the usual stuff, of course--but they also explained that they chose little embryonic me, specifically, because I could save my sister, Kate. "We loved you even more," my mother made sure to say, "because we knew what exactly we were getting." It made me wonder, though, what would have happened if Kate had been healthy. Chances are, I'd still be floating up in Heaven or wherever, waiting to be attached to a body to spend some time on Earth. Certainly I would not be part of this family. See, unlike the rest of the free world, I didn't get here by accident. And if your parents have you for a reason, then that reason better exist. Because once it's gone, so are you.

The mythographer lives in a permanent state of chronological vertigo, which he pretends to want to resolve. But while on the one table he puts generations and dynasties in order, like some old butler who knows the family history better than his masters, you can be sure that on another table the muddle is getting worse and the threads ever more entangled. No mythographer has ever managed to put his material together in a consistent sequence, yet all set out to impose order. In this, they have been faithful to the myth.

The Western democrat and the Moscow democrat are possessed of two entirely different mindsets. The mind of the Western democrat roams freely among the problems of the contemporary world, reflects upon how to live well and happily, how modern technology might serve man better, and how to ensure that each one of us produces more and more material goods and attains greater and greater spiritual well-being. Yet these are all matters beyond the Moscow democrat’s field of vision. Only one thing interests him: how to defeat communism. On this subject he can discourse with energy and passion for hours, concoct schemes, present proposals and plans, unaware that as he does so he becomes for a second time communism’s victim: the first time he was a victim by force, imprisoned by the system, and now he has become a victim voluntarily, for he has allowed himself to be imprisoned in the web of communism’s problems. For such is the demonic nature of great evil—that without our knowledge and consent, it manages to blind us and force us into its straitjacket.

Measuring the strength of a workplace can be simplified to twelve questions. These twelve questions don’t capture everything you may want to know about your workplace, but they do capture the most information and the most important information. They measure the core elements needed to attract, focus, and keep the most talented employees. Here they are: Do I know what is expected of me at work? Do I have the materials and equipment I need to do my work right? At work, do I have the opportunity to do what I do best every day? In the last seven days, have I received recognition or praise for doing good work? Does my supervisor, or someone at work, seem to care about me as a person? Is there someone at work who encourages my development? At work, do my opinions seem to count? Does the mission/purpose of my company make me feel my job is important? Are my co-workers committed to doing quality work? Do I have a best friend at work? In the last six months, has someone at work talked to me about my progress? This last year, have I had opportunities at work to learn and grow? These twelve questions are the simplest and most accurate way to measure the strength of a workplace.

What is the actual link between material consumption and objective and subjective quality of life once the basic needs for food, clothes, shelter, and mobility are well satisfied? Going from material misery to modest material comfort will make many things in life better but, obviously, the link is not an endless escalator. But if so, where is the saturation point? Can such a level actually be quantified in a meaningful way? These questions must be asked even if there are no easy answers, mainly because of the situation that is the very opposite of the material poverty outlined at the beginning of this section: too many people live in the condition of material excess and this does not endow them with a higher physical quality of life than that enjoyed by moderate consumers and it does not make them exceptionally happy. At the most fundamental level, the question is about the very nature of modern economies. All but a tiny minority of economists (those of ecological persuasion) see the constant expansion of output as the fundamental goal. And not just any expansion: economies should preferably grow at annual rates in excess of 2%, better yet 3%. This is the only model, the only paradigm, and the only precept, as the economists in command of modern societies cannot envisage a system that would deliberately grow at a minimum rate, even less so one that would experience zero growth, and the idea of a carefully managed decline appears to them to be outright unimaginable. The pursuit of endless growth is, obviously, an unsustainable strategy (Binswanger, 2009), and the post-2008 experience has shown how dysfunctional modern economies become as soon as the growth becomes negligible, ceases temporarily or when there is even a slight decline: rising unemployment, falling labor participation, growing income inequality, and soaring budget deficits.

Appreciate it." David headed toward the door, paused. "Listen, would you let me know if she gets… if she starts to get a crush on you. It's probably normal, but I'd like to head it off if it veers that way." "It's not like that. I think I'm more big brother, maybe uncle material. But your boy's got a champion crush on Sophie." David stared. Blinked. Then rubbed his hands over his face. "Missed that one. I thought it came and went the first week. Hell." "She can handle it. Nothing she does better than handle the male of the species. She won't bruise him." "He manages to bruise himself." He thought of Pilar, and winced

I sat up, woozy and blurry-eyed. I was lying in my old cot in the Me cabin. Sunlight streamed through the windows—morning light? Had I really slept that long? Snuggled up next to me, something warm and furry was growling and snuffling in my pillow. At first glance, I thought it might be a pit bull, though I was fairly sure I did not own a pit bull. Then it looked up, and I realized it was the disembodied head of a leopard. One nanosecond later, I was standing at the opposite end of the cabin, screaming. It was the closest I’d come to teleporting since I’d lost my godly powers. “Oh, you’re awake!” My son Will emerged from the bathroom in a billow of steam, his blond hair dripping wet and a towel around his waist. On his left pectoral was a stylized sun tattoo, which seemed unnecessary to me—as if he could be mistaken for anything but a child of the sun god. He froze when he registered the panic in my eyes. “What’s wrong?” GRR! said the leopard. “Seymour?” Will marched over to my cot and picked up the leopard head—which at some point in the distant past had been taxidermied and stuck on a plaque, then liberated from a garage sale by Dionysus and granted new life. Normally, as I recalled, Seymour resided over the fireplace mantel in the Big House, which did not explain why he had been chewing on my pillow. “What are you doing here?” Will demanded of the leopard. Then, to me: “I swear I did not put him in your bed.” “I did.” Dionysus materialized right next to me. My tortured lungs could not manage another scream, but I leaped back an additional few inches. Dionysus gave me his patented smirk. “I thought you might like some company. I always sleep better with a teddy leopard.” “Very kind.” I tried my best to kill him with eye daggers. “But I prefer to sleep alone.” “As you wish. Seymour, back to the Big House.” Dionysus snapped his fingers and the leopard head vanished from Will’s hands. “Well, then…

Dave was examining the lingerie with interest. “Ooh, very nice. So I take it I’m not the only one with an announcement to make. Let me guess. You’re not gay, you’re bi, and you’ve got a girlfriend that you’ve somehow managed to keep a secret.” He inclined his head toward the open drawer. “There’s a hell of a lot of pretty underwear in here.” He cocked his head to one side. “How am I doing?” He… he thinks they belong to a woman? He thinks I’m bi? Except Shawn knew he had to say something. “You’re not even remotely close. No, I’m not bi, I’m still gay. No, there’s no secret girlfriend, and…. ” He took a deep breath. “Those panties are mine.”  

You deserve a job that doesn’t require you dressing like this. For fuck’s sake, Renny, your shirt is so tight I can see your damned bra.” “Are my bralines bothering you? Let me fix that.” He could only gape in shock as her hands slid under the fabric of her top, and in moments, she’d managed to unsnap her bra and slide her arms through the straps. She tossed the scrap of fabric at him. It hit him in the chest, but he clasped it before it could fall. The cottony material still held the warmth of her body. Was it him or the beast that lifted it for a sniff? Vanilla. Delicious. And tempting, just like the buds of her nipples clinging to the material of her shirt that drew his gaze. I am in so much trouble.

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.

The loudness of tone in Jane Eyre is undoubtedly effective in communicating tension and frustration, but the style does of course have its related limitations. It precludes the use of the small suggestive detail or the quiet but telling observation that Mrs Gaskell and George Eliot are so good at. In such a fortissimo performance as this, the pianissimo gets drowned out, or noted only as an incongruity (which helps to account for the book's moments of unintended comic bathos). Again, it makes the whole question of modulation of tone a difficult one,6 and it is also hard to manage irony elegantly, as the Brocklehurst and Ingram portraits show. There is unconscious ambiguity but little deliberate irony in Jane Eyre. Hence the remarkable unity of critical interpretation of the book—the reader knows all too well what he is meant to think about the heroine and the subsidiary characters. The novel does not merely request our judicious sympathy for the heroine, it demands that we see with her eyes, think in her terms, and hate her enemies, not just intermittently (as in David Copperfield) but in toto. It was, incidentally, because James Joyce recognised the similar tendency of Stephen Hero that he reshaped his autobiographical material as A Portrait of the Artist as a Young Man, retaining the 'first-person effect' but building in stylistic and structural irony that would guard against the appearance of wholesale authorial endorsement of Stephen.

Homer is universally allowed to have had the greatest Invention of any writer whatever. The praise of judgment Virgil has justly contested with him, and others may have their pretensions as to particular excellencies; but his invention remains yet unrivalled. Nor is it a wonder if he has ever been acknowledged the greatest of poets, who most excelled in that which is the very foundation of poetry. It is the invention that in different degrees distinguishes all great geniuses: the utmost stretch of human study, learning, and industry, which masters everything besides, can never attain to this. It furnishes Art with all her materials, and without it, judgment itself can at best but steal wisely: for Art is only like a prudent steward, that lives on managing the riches of Nature. Whatever praises may be given to works of judgment, there is not even a single beauty in them but is owing to the invention: as in the most regular gardens, however Art may carry the greatest appearance, there is not a plant or flower but is the gift of Nature. The first can only reduce the beauties of the latter into a more obvious figure, which the common eye may better take in, and is therefore more entertained with them. And perhaps the reason why most critics are inclined to prefer a judicious and methodical genius to a great and fruitful one, is, because they find it easier for themselves to pursue their observations through an uniform and bounded walk of Art, than to comprehend the vast and various extent of Nature.

But the last forty years had witnessed the professionalization of property management. Since 1970, the number of people primarily employed as property managers had more than quadrupled.8 As more landlords began buying more property and thinking of themselves primarily as landlords (instead of people who happened to own the unit downstairs), professional associations proliferated, and with them support services, accreditations, training materials, and financial instruments. According to the Library of Congress, only three books offering apartment-management advice were published between 1951 and 1975. Between 1976 and 2014, the number rose to 215.9 Even if most landlords in a given city did not consider themselves “professionals,” housing had become a business.

First Churchill and company went to the city’s Grand Hotel. The building had survived the night’s raid unscathed, but prior raids had inflicted considerable damage. “It had a sense of lean to it, as if it needed shoring up in order to stay in business,” wrote Inspector Thompson. Churchill requested a bath. “Yes, sir!” the desk manager said brightly, as if this posed no challenge whatsoever—when, in fact, prior raids had left the hotel with no hot water. “But somehow, somewhere, in but a few minutes,” Thompson said, “an amused procession of guests, clerks, cooks, maids, soldiers, and walking wounded materialized out of some mystery in the back part of the building, and went up the stairs with hot water in all types of containers, including a garden sprinkler, and filled the tub in the Prime Minister’s room.

If the ongoing importance of a manager is measured by how many people he has working under him, the immediate material manifestation of that manager's power and prestige is the visual quality of his presentations and reports. The meetings in which such emblems are displayed might be considered the high rituals of the corporate world. And just as the retinues of a feudal lord might include servants whose only role was to polish his horses' armor or tweeze his mustache before tournaments or pageants, so many present-day executives keep employees whose sole purpose is to prepare their PowerPoint presentations or craft the maps, cartoons, photographs, or illustrations that accompany their reports. Many of these reports are nothing more than props in a Kabuki-like corporate theater—no one actually reads them all the way through.

The South Col is a vast, rocky area, maybe the size of four football pitches, strewn with the remnants of old expeditions. It was here in 1996, in the fury of the storm, that men and women had struggled for their lives to find their tents. Few had managed it. Their bodies still lay here, as cold as marble, many now partially buried beneath snow and ice. It was a somber place: a grave that their families could never visit. There was an eeriness to it all--a place of utter isolation; a place unvisited by all but those strong enough to reach it. Helicopters can barely land at base camp, let alone up here. No amount of money can put a man up here. Only a man’s spirit can do that. I liked that. The wind now blew in strong gusts over the lip of the col and ruffled the torn material of the wrecked tents. It felt as if the mountain were daring me to proceed.

As it turned out, Sharpe was right. Cooperation succumbed to market forces, but even more to the war waged on it by the business classes. By 1887 the latter were determined to destroy the Knights, with their incessant boycotts, their strikes (sometimes involving hundreds of thousands), their revolutionary agitation, and their labor parties organized across the country. In the two years after the infamous Haymarket bombing in Chicago and the Great Upheaval of 1886, in which 200,000 trade unionists across the country went on a four-day-long strike for the eight-hour day but in most cases failed—partly because Terence Powderly, the leader of the Knights, who had always disliked strikes, refused to endorse the action and encouraged the Knights not to participate—capitalist repression swept the nation. Joseph Rayback summarizes: The first of the Knights’ ventures to feel the full effect of the post-Haymarket reaction were their cooperative enterprises. In part the very nature of such enterprises worked against them. The successful ventures became joint-stock corporations, the wage-earning shareholders and managers hiring labor like any other industrial unit. In part the cooperatives were destroyed by inefficient managers, squabbles among shareholders, lack of capital, and injudicious borrowing of money at high rates of interest. Just as important was the attitude of competitors. Railroads delayed the building of tracks, refused to furnish cars, or refused to haul them. Manufacturers of machinery and producers of raw materials, pressed by private business, refused to sell their products to the cooperative workshops and paralyzed operations. By 1888 none of the Order’s cooperatives were in existence.170

We can see our forests vanishing, our water-powers going to waste, our soil being carried by floods into the sea; and the end of our coal and our iron is in sight. But our larger wastes of human effort, which go on every day through such of our acts as are blundering, ill-directed, or inefficient, and which Mr. Roosevelt refers to as a lack of" national efficiency," are less visible) less tangible, and are but vaguely appreciated. We can see and feel the waste of material things. Awkward, inefficient, or ill-directed movements of men, however, leave nothing visible or tangible behind them. Their appreciation calls for an act of memory, an effort of the imagination. And for this reason, even though our daily loss from this source is greater than from our waste of material things, the one has stirred us deeply, while the other has moved us but little.

The fragmentation of the neoliberal self begins when the agent is brought face to face with the realization that she is not just an employee or student, but also simultaneously a product to be sold, a walking advertisement, a manager of her résumé, a biographer of her rationales, and an entrepreneur of her possibilities. She has to somehow manage to be simultaneously subject, object, and spectator. She is perforce not learning about who she really is, but rather, provisionally buying the person she must soon become. She is all at once the business, the raw material, the product, the clientele, and the customer of her own life. She is a jumble of assets to be invested, nurtured, managed, and developed; but equally an offsetting inventory of liabilities to be pruned, outsourced, shorted, hedged against, and minimized. She is both headline star and enraptured audience of her own performance.

I have always taken great pride in managing my life alone. I’m a sole survivor—I’m Eleanor Oliphant. I don’t need anyone else—there’s no big hole in my life, no missing part of my own particular puzzle. I am a selfcontained entity. That’s what I’ve always told myself, at any rate. But last night, I’d found the love of my life. When I saw him walk onstage, I just knew. He was wearing a very stylish hat, but that wasn’t what drew me in. No —I’m not that shallow. He was wearing a three-piece suit, with the bottom button of his waistcoat unfastened. A true gentleman leaves the bottom button unfastened, Mummy always said—it was one of the signs to look out for, signifying as it did a sophisticate, an elegant man of the appropriate class and social standing. His handsome face, his voice . . . here, at long last, was a man who could be described with some degree of certainty as “husband material.

I have always taken great pride in managing my life alone. I’m a sole survivor—I’m Eleanor Oliphant. I don’t need anyone else—there’s no big hole in my life, no missing part of my own particular puzzle. I am a selfcontained entity. That’s what I’ve always told myself, at any rate. But last night, I’d found the love of my life. When I saw him walk onstage, I just knew. He was wearing a very stylish hat, but that wasn’t what drew me in. No —I’m not that shallow. He was wearing a three-piece suit, with the bottom button of his waistcoat unfastened. A true gentleman leaves the bottom button unfastened, Mummy always said—it was one of the signs to look out for, signifying as it did a sophisticate, an elegant man of the appropriate class and social standing. His handsome face, his voice . . . here, at long last, was a man who could be described with some degree of certainty as “husband material.” Mummy was going to be thrilled

Montessori classrooms emphasize self-directed learning, hands-on engagement with a wide variety of materials (including plants and animals), and a largely unstructured school day. And in recent years they’ve produced alumni including the founders of Google (Larry Page and Sergey Brin), Amazon (Jeff Bezos), and Wikipedia (Jimmy Wales). These examples appear to be part of a broader trend. Management researchers Jeffrey Dyer and Hal Gregersen interviewed five hundred prominent innovators and found that a disproportionate number of them also went to Montessori schools, where “they learned to follow their curiosity.” As a Wall Street Journal blog post by Peter Sims put it, “the Montessori educational approach might be the surest route to joining the creative elite, which are so overrepresented by the school’s alumni that one might suspect a Montessori Mafia.” Whether or not he’s part of this mafia, Andy will vouch for the power of SOLEs. He was a Montessori kid for the

Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.

Pointsman is the only one here maintaining his calm. He appears unruffled and strong. His lab coats have even begun lately to take on a Savile Row serenity, suppressed waist, flaring vents, finer material, rather rakishly notched lapels. In this parched and fallow time, he gushes affluence. After the baying has quieted down at last, he speaks, soothing: “There’s no danger.” “No danger?” screams Aaron Throwster, and the lot of them are off again muttering and growling. “Slothrop’s knocked out Dodson-Truck and the girl in one day!” “The whole thing’s falling apart, Pointsman!” “Since Sir Stephen came back, Fitzmaurice House has dropped out of our scheme, and there’ve been embarrassing inquires down from Duncan Sandys—“ “That’s the P.M.’s son-in-law, Pointsman, not good, not good!” “We’ve already begun to run into a deficit—“ “Funding,” IF you can keep your head, “is available, and will be coming in before long… certainly before we run into any serious trouble. Sir Stephen, far from being ‘knocked out,’ is quite happily at work at Fitzmaurice House, and is At Home there should any of you wish to confirm. Miss Borgesius is still active in the program, and Mr. Duncan Sandys is having all his questions answered. But best of all, we are budgeted well into fiscal ’46 before anything like a deficit begins to rear its head.” “Your Interested Parties again?” sez Rollo Groast. “Ah, I noticed Clive Mossmoon from Imperial Chemicals closeted with you day before yesterday,” Edwin Treacle mentions now. “Clive Mossmoon and I took an organic chemistry course or two together back at Manchester. Is ICI one of our, ah, sponsors, Pointsman?” “No,” smoothly, “Mossmoon, actually, is working out of Malet Street these days. I’m afraid we were up to nothing more sinister than a bit of routine coordination over the Schwarzkommando business.” “The hell you were. I happen to know Clive’s at ICI, managing some sort of polymer research.” They stare at each other. One is lying, or bluffing, or both are, or all of the above. But whatever it is Pointsman has a slight advantage. By facing squarely the extinction of his program, he has gained a great of bit of Wisdom: that if there is a life force operating in Nature, still there is nothing so analogous in a bureaucracy. Nothing so mystical. It all comes down, as it must, to the desires of men. Oh, and women too of course, bless their empty little heads. But survival depends on having strong enough desires—on knowing the System better than the other chap, and how to use it. It’s work, that’s all it is, and there’s no room for any extrahuman anxieties—they only weaken, effeminize the will: a man either indulges them, or fights to win, und so weiter. “I do wish ICI would finance part of this,” Pointsman smiles. “Lame, lame,” mutters the younger Dr. Groast. “What’s it matter?” cries Aaron Throwster. “If the old man gets moody at the wrong time this whole show can prang.” “Brigadier Pudding will not go back on any of his commitments,” Pointsman very steady, calm, “we have made arrangements with him. The details aren’t important.” They never are, in these meetings of his.

The extraordinary value of the I Ching is that it reveals the secrets of dynamic natural law. Working with its changes opens up access to the middle level of the Positive Paradigm Wheel, the “e” energy layer of Einstein's Unified Theory. This middle level serves as mediating, two-directional gate-keeper between the ever-changing surface rim and the universal, timeless center. You can't get from here to there, except through the middle layer which, in Western thinking, is effectively taboo, buried in the inaccessible "unconscious." To the extent that natural law is a blind spot in the prevailing, linear and exclusively empirical paradigm, we are left powerless to move beyond the surface level of experience. The realm of light and conscience which rests beyond, on the far side of the dynamic energy level, remains functionally inaccessible. Moral codes promoted by religionists or politicians are sometimes equated with conscience. But they're no substitute for direct experience. Only by becoming intelligently competent in managing the subtle energies of the middle level is it possible to travel further inwards for the immediate, personal experience of inner light. When the middle level becomes clogged with painful memories, negative emotions and socially taboo urges, it becomes a barrier to deeper knowing. The Book of Change is indispensable as a tool for restoring the unnecessarily "unconscious" to conscious awareness, so that the levels of human potential can be linked and unified. In Positive Paradigm context, survivors who prevail in dangerous times aren't those with the most material wealth, possessions or political power. They're the ones who've successfully navigated the middle realm, reached the far shore of enlightenment and returned to the surface with their new information intact. Those who succeed in linking the levels of experience are genius-leaders in whatever fields they choose to engage. They're the fortunate ones who've acquired the inner wealth necessary to both hear the inner voice of conscience and act on the guidance they receive.

The violence exercised in the service of human commodification relied on a scientific empiricism always seeking to find the limits of human capacity for suffering, that point where material and social poverty threatened to consume entirely the lives it was meant to garner for sale in the Americas. In this regard, the economic enterprise of human trafficking marked a watershed in what would become an enduring project in the modern Western world: probing the limits up to which it is possible to discipline the body without extinguishing the life within. The aim in the case being economic efficiency rather than punishment, this was a regime whose intent was not to torture but rather to manage the depletion of life that resulted from the conditions of saltwater slavery. But for the Africans who were starved, sorted, and warped to make them into saltwater slaves, torture was the result. It takes no great insight to point to the role of violence in the Atlantic slave trade. But to understand what happened to Africans in this system of human trafficking requires us to ask precisely what kind of violence it requires to achieve its end, the transformation of African captives into Atlantic commodities.

With our desire to have more, we find ourselves spending more and more time and energy to manage and maintain everything we have. We try so hard to do this that the things that were supposed to help us end up ruling us. We eventually get used to the new state where our wishes have been fulfilled. We start taking those things for granted and there comes a time when we start getting tired of what we have. We're desperate to convey our own worth, our own value to others. We use objects to tell people just how valuable we are. The objects that are supposed to represent our qualities become our qualities themselves. There are more things to gain from eliminating excess than you might imagine: time, space, freedom and energy. When people say something is impossible, they have already decided that they don't want to do it. Differentiate between things you want and things you need. Leave your unused space empty. These open areas are incredibly useful. They bring us a sense of freedom and keep our minds open to the more important things in life. Memories are wonderful but you won't have room to develop if your attachment to the past is too strong. It's better to cut some of those ties so you can focus on what's important today. Don't get creative when you are trying to discard things. There's no need to stock up. An item chosen with passion represents perfection to us. Things we just happen to pick up, however, are easy candidates for disposal or replacement. As long as we stick to owning things that we really love, we aren't likely to want more. Our homes aren't museum, they don't need collections. When you aren't sure that you really want to part with something, try stowing it away for a while. Larger furniture items with bold colors will in time trigger visual fatigue and then boredom. Discarding things can be wasteful. But the guilt that keeps you from minimizing is the true waste. The real waste is the psychological damage that you accrue from hanging on to things you don't use or need. We find our originality when we own less. When you think about it, it's experience that builds our unique characteristics, not material objects. I've lowered my bar for happiness simply by switching to a tenugui. When even a regular bath towel can make you happy, you'll be able to find happiness almost everywhere. For the minimalist, the objective isn't to reduce, it's to eliminate distractions so they can focus on the things that are truly important. Minimalism is just the beginning. It's a tool. Once you've gone ahead and minimized, it's time to find out what those important things are. Minimalism is built around the idea that there's nothing that you're lacking. You'll spend less time being pushed around by something that you think may be missing. The qualities I look for in the things that I buy are: - the item has a minimalistic kind of shape and is easy to clean - it's color isn't too loud - I'll be able to use it for a long time - it has a simple structure - it's lightweight and compact - it has multiple uses A relaxed moment is not without meaning, it's an important time for reflection. It wasn't the fallen leaves that the lady had been tidying up, it was her own laziness that she had been sweeping away. We are what we repeatedly do. Excellence, then, is not an act but a habit. With daily cleaning, the reward may be the sense of accomplishment and calmness we feel afterward. Cleaning your house is like polishing yourself. Simply by living an organized life, you'll be more invigorated, more confident and like yourself better. Having parted with the bulk of my belongings, I feel true contentment with my day-to-day life. The very act of living brings me joy. When you become a minimalist, you free yourself from all the materialist messages that surround us. All the creative marketing and annoying ads no longer have an effect on you.

Data sliced sufficiently finely begin once again to tell stories. The top 1 percent of the income distribution—representing household incomes in excess of roughly $475,000—comprises only about 1.5 million households. If one adds up the numbers of vice presidents or above at S&P 1500 companies (perhaps 250,000), professionals in the finance sector, including in hedge funds, venture capital, private equity, investment banking, and mutual funds (perhaps 250,000), professionals working at the top five management consultancies (roughly 60,000), partners at law firms whose profits per partner exceed $400,000 (roughly 25,000), and specialist doctors (roughly 500,000), this yields perhaps 1 million people. These are surely not all one-percenters, but they are all plausibly parts of the top 1 percent, and this group might comprise half—a sizable share—of 1 percent households overall. At the very least, the people in these known and named jobs constitute a material, rather than just marginal or eccentric, part of the top 1 percent of the income distribution. They are also, of course, the people depicted in journalistic accounts of extreme jobs—the people who regularly cancel vacation plans, spend most of their time on the road, live in unfurnished luxury apartments, and generally subsume themselves in work, encountering their personal lives only occasionally, and as strangers.

Many college courses in the humanities focus on discussion over lecture. Students read course material ahead of time and have a discussion in class. Harvard Business School took this to the extreme by pioneering case-based learning more than a hundred years ago, and many business schools have since followed suit. There are no lectures there, not even in subjects like accounting or finance. Students read a ten-to twenty-page description of a particular company’s or person’s circumstance—called a “case”—on their own time and then participate in a discussion/debate in class (where attendance is mandatory). Professors are there to facilitate the discussion, not to dominate it. I can tell you from personal experience that despite there being eighty students in the room, you cannot zone out. Your brain is actively processing what your peers are saying while you try to come to your own conclusions so that you can contribute during the entire eighty-minute session. The time goes by faster than you want it to; students are more engaged than in any traditional classroom I’ve ever been a part of. Most importantly, the ideas that you and your peers collectively generate stick. To this day, comments and ways of thinking about a problem that my peers shared with me (or that I shared during class) nearly ten years ago come back to me as I try to help manage the growth and opportunities surrounding the Khan Academy.

There is a third premise of the recovery movement that I do endorse enthusiastically: The patterns of problems in childhood that recur into adulthood are significant. They can be found by exploring your past, by looking into the corners of your childhood. Coming to grips with your childhood will not yield insight into how you became the adult you are: The causal links between childhood events and what you have now become are simply too weak. Coming to grips with your childhood will not make your adult problems go away: Working through the past does not seem to be any sort of cure for troubles. Coming to grips with your childhood will not make you feel any better for long, nor will it raise your self-esteem. Coming to grips with childhood is a different and special voyage. The sages urged us to know ourselves, and Plato warned us that the unexamined life is not worth living. Knowledge acquired on this voyage is about patterns, about the tapestry that we have woven. It is not knowledge about causes. Are there consistent mistakes we have made and still make? In the flush of victory, do I forget my friends—in the Little League and when I got that last big raise? (People have always told me I'm a good loser but a bad winner.) Do I usually succeed in one domain but fail in another? (I wish I could get along with the people I really love as well as I do with my employers.) Does a surprising emotion arise again and again? (I always pick fights with people I love right before they have to go away.) Does my body often betray me? (I get a lot of colds when big projects are due.) You probably want to know why you are a bad winner, why you get colds when others expect a lot of you, and why you react to abandonment with anger. You will not find out. As important and magnetic as the “why” questions are, they are questions that psychology cannot now answer. One of the two clearest findings of one hundred years of therapy is that satisfactory answers to the great “why” questions are not easily found; maybe in fifty years things will be different; maybe never. When purveyors of the evils of “toxic shame” tell you that they know it comes from parental abuse, don't believe them. No one knows any such thing. Be skeptical even of your own “Aha!” experiences: When you unearth the fury you felt that first kindergarten day, do not assume that you have found the source of your lifelong terror of abandonment. The causal links may be illusions, and humility is in order here. The other clearest finding of the whole therapeutic endeavor, however, is that change is within our grasp, almost routine, throughout adult life. So even if why we are what we are is a mystery, how to change ourselves is not. Mind the pattern. A pattern of mistakes is a call to change your life. The rest of the tapestry is not determined by what has been woven before. The weaver herself, blessed with knowledge and with freedom, can change—if not the material she must work with—the design of what comes next.

Most obviously, they agreed, an autocatalytic set was a web of transformations among molecules in precisely the same way that an economy is a web of transformations among goods and services. In a very real sense, in fact, an autocatalytic set was an economy—a submicroscopic economy that extracted raw materials (the primordial “food” molecules) and converted them into useful products (more molecules in the set). Moreover, an autocatalytic set can bootstrap its own evolution in precisely the same way that an economy can, by growing more and more complex over time. This was a point that fascinated Kauffman. If innovations result from new combinations of old technologies, then the number of possible innovations would go up very rapidly as more and more technologies became available. In fact, he argued, once you get beyond a certain threshold of complexity you can expect a kind of phase transition analogous to the ones he had found in his autocatalytic sets. Below that level of complexity you would find countries dependent upon just a few major industries, and their economies would tend to be fragile and stagnant. In that case, it wouldn’t matter how much investment got poured into the country. “If all you do is produce bananas, nothing will happen except that you produce more bananas.” But if a country ever managed to diversify and increase its complexity above the critical point, then you would expect it to undergo an explosive increase in growth and innovation—what some economists have called an “economic takeoff.

The men in grey were powerless to meet this challenge head-on. Unable to detach the children from Momo by bringing them under their direct control, they had to find some roundabout means of achieving the same end, and for this they enlisted the children's elders. Not all grown-ups made suitable accomplices, of course, but plenty did. [....] 'Something must be done,' they said. 'More and more kids are being left on their own and neglected. You can't blame us - parents just don't have the time these days - so it's up to the authorities.' Others joined in the chorus. 'We can't have all these youngsters loafing around, ' declared some. 'They obstruct the traffic. Road accidents caused by children are on the increase, and road accidents cost money that could be put to better use.' 'Unsupervised children run wild, declared others.'They become morally depraved and take to crime. The authorities must take steps to round them up. They must build centers where the youngsters can be molded into useful and efficient members of society.' 'Children,' declared still others, 'are the raw material for the future. A world dependent on computers and nuclear energy will need an army of experts and technicians to run it. Far from preparing children from tomorrow's world, we still allow too many of them to squander years of their precious time on childish tomfoolery. It's a blot on our civilization and a crime against future generations.' The timesavers were all in favor of such a policy, naturally, and there were so many of them in the city by this time that they soon convinced the authorities of the need to take prompt action. Before long, big buildings known as 'child depots' sprang up in every neighborhood. Children whose parents were too busy to look after them had to be deposited there and could be collected when convenient. They were strictly forbidden to play in the streets or parks or anywhere else. Any child caught doing so was immediately carted off to the nearest depot, and its parents were heavily fined. None of Momo's friends escaped the new regulation. They were split up according to districts they came from and consigned to various child depots. Once there, they were naturally forbidden to play games of their own devising. All games were selected for them by supervisors and had to have some useful, educational purpose. The children learned these new games but unlearned something else in the process: they forgot how to be happy, how to take pleasure in the little things, and last but not least, how to dream. Weeks passed, and the children began to look like timesavers in miniature. Sullen, bored and resentful, they did as they were told. Even when left to their own devices, they no longer knew what to do with themselves. All they could still do was make a noise, but it was an angry, ill-tempered noise, not the happy hullabaloo of former times. The men in grey made no direct approach to them - there was no need. The net they had woven over the city was so close-meshed as to seem inpenetrable. Not even the brightest and most ingenious children managed to slip through its toils. The amphitheater remained silent and deserted.

1.      Establishing artificial time constraints: Allow the person being targeted to feel that there is an end in sight. 2.      Accommodating nonverbals: Ensure that both your body language as well as your voice is non-threatening.           3.      Slower rate of speech: Don’t oversell and talk too fast. You lose credibility quickly and come on too strong and threatening. 4.      Sympathy or assistance theme: Human beings are genetically coded to provide assistance and help. It also appeals to their ego that they may know more than you. 5.      Ego suspension: Most likely the hardest technique but without a doubt the most effective. Don’t build yourself up, build someone else up and you will have strong rapport. 6.      Validate others: Human beings crave being connected and accepted. Validation feeds this need and few give it. Be the great validator and have instant, great rapport. 7.      Ask… How? When? Why? : When you want to dig deep and make a connection, there is no better or safer way than asking these questions. They will tell you what they are willing to talk about. 8.      Connect with quid pro quo: Some people are just more guarded than others. Allow them to feel comfortable by giving a little about you. Don’t overdo it. 9.      Gift giving (reciprocal altruism): Human beings are genetically coded to reciprocate gifts given. Give a gift, either intangible or material, and seek a conversation and rapport in return. 10.  Managing expectations: Avoid both disappointment as well as the look of a bad salesman by ensuring that your methods are focused on benefitting the targeted individual and not you. Ultimately you will win, but your mindset needs to focus on them. You now have the top ten secrets on how to build rapport with anyone in just a few minutes.  There is nothing in these pages that

The brain is wired to minimize loss . . . [and] to keep you alive. [It] makes the assumption that because you were alive yesterday, what you did previously is safe. Therefore, repeating the past is good for survival. As a result, doing things differently, even if it seems like an improvement, is risky. Perpetuating past behaviors, from the brain’s reptilian perspective, is the safest way. This is why innovation is difficult for most individuals and organizations. Put another way, the brain wants its problems and predicaments solved first because it can’t deal with anything new or different until they are addressed. The brain has no incentive to come up with new ideas if it doesn’t have to. As long as your brain knows you have another out, it will always be content with keeping you alive by coming up with the same ideas that it used before. This suggests that when you decide to get scrappy, a shift occurs and seems to unlock a door. Once that new door opens, you are more capable than ever of getting innovative because your brain has been activated to manage discomfort or challenges first. You’re able to work on a new, perhaps more advanced, level with heightened energy and focus. It’s that initial commitment, that literal act of saying, “I’m going for it!” that stimulates your mind in new and clever ways and ultimately leads to the generation of fresh ideas. Let’s go back to the Greg Hague story. 1. He had a huge goal, which was to pass the Arizona state bar exam. 2. There was a limited time frame as he had only four and a half months to study. 3. He was all in: “I flat out made up my mind I was going to pass.” He decided to go despite the odds. 4. He had to figure out a way to learn a ton of information in a short period of time. His brain adapted, shifted, and developed an entirely new learning system in order to absorb more material, which helped him to pass the Arizona bar and get the top score in the state. It’s weird, right? But it happened.

Professional Bio of Shahin Shardi, P.Eng. Materials Engineer Welding and Pressure Equipment Inspector, QA/QC Specialist Shahin Shardi is a Materials Engineer with experience in integrity management, inspection of pressure equipment, quality control/assurance of large scale oil and gas projects and welding inspection. He stared his career in trades which helped him understand fundamentals of operation of a construction site and execution of large scale projects. This invaluable experience provided him with boots on the ground perspective of requirements of running a successful project and job site. After obtaining an engineering degree from university of British Columbia, he started a career in asset integrity management for oil and gas facilities and inspection of pressure equipment in Alberta, Canada. He has been involved with numerus maintenance shutdowns at various facilities providing engineering support to the maintenance, operations and project personnel regarding selection, repair, maintenance, troubleshooting and long term reliability of equipment. In addition he has extensive experience in area of quality control and assurance of new construction activities in oil and gas industry. He has performed Owner’s Inspector and welding inspector roles in this area. Shahin has extensively applied industry codes of constructions such as ASME Pressure Vessel Code (ASME VIII), Welding (ASME IX), Process Piping (ASME B31.3), Pipe Flanges (ASME B16.5) and various pressure equipment codes and standards. Familiarity with NDT techniques like magnetic particle, liquid penetrant, eddy current, ultrasonic and digital radiography is another valuable knowledge base gained during various projects. Some of his industry certificates are CWB Level 2 Certified Welding Inspector, API 510 Pressure Vessel Inspector, Alberta ABSA In-Service Pressure Vessel Inspector and Saskatchewan TSASK Pressure Equipment Inspector. Shahin is a professional member of Association of Professional Engineers and Geoscientists of Alberta.

The tendency to want what has been banned and therefore to presume that it is more worthwhile is not limited to such commodities as laundry soap. In fact, the tendency is not limited to commodities at all but extends to restrictions on information. In an age when the ability to acquire, store, and manage information is becoming increasingly the determinant of wealth and power, it is important to understand how we typically react to attempts to censor or otherwise constrain our access to information. Although much data exist on our reactions to various kinds of potentially censorable material—media violence, pornography, radical political rhetoric—there is surprisingly little evidence as to our reactions to the act of censoring them. Fortunately, the results of the few studies that have been done on the topic are highly consistent. Almost invariably, our response to the banning of information is a greater desire to receive that information and a more favorable attitude toward it than before the ban.112 The intriguing thing about the effects of censoring information is not that audience members want to have the information more than they did before; that seems natural. Rather, it is that they come to believe in the information more, even though they haven’t received it. For example, when University of North Carolina students learned that a speech opposing coed dorms on campus would be banned, they became more opposed to the idea of coed dorms. Thus, without ever hearing the speech, they became more sympathetic to its argument. This raises the worrisome possibility that especially clever individuals holding a weak or unpopular position can get us to agree with that position by arranging to have their message restricted. The irony is that for such people—members of fringe political groups, for example—the most effective strategy may not be to publicize their unpopular views, but to get those views officially censored and then to publicize the censorship. Perhaps the authors of this country’s Constitution were acting as much as sophisticated social psychologists as staunch civil libertarians when they wrote the remarkably permissive free-speech provision of the First Amendment. By refusing to restrain freedom of speech, they may have been attempting to minimize the chance that new political notions would win support via the irrational course of psychological reactance.

What are we taking away from England, what from France, what from America? Nothing at all! How many times did I offer them peace?! What else should I be offering them? They are men who say, like Churchill, “I want war.” With them, there is a certain clique. And behind these corrupt, drunk creatures, there are the paying forces of international Jewry. On the other side, there is an old Freemason who believes that through a war he can win time for stabilizing his bankrupt economy again. And so, both states again confront the same enemies for the very same reasons. And they are forced to fight together, to lead the same struggle, which ties them in life and in death. And there is a fourth element: in both cases, there are two men who come from the people, who have kindled the revolutions and have uplifted their states. In the few free hours I have had these last weeks, I read a lot about the Fascist revolution in Italy. It seemed to me as though I had before me the history of my own party: everything so similar, so much the same. The same struggle, the same enemies, the same opponents, the same arguments-it really is a miracle. And now, we fight in the same theaters of war: Germans in Africa, Italians in the east. We fight together, and nobody should deceive himself: This struggle will be seen through to our joint victory! And finally, a third state joined us. For many years, I have wanted to have good relations with this state-Japan-as you know from Mein Kampf. And so, the three great have-nots are now united. We will see who will be stronger in this struggle: those who have nothing to lose and everything to win, or those who have everything to lose and who cannot win anything. What does England want to win? What does America want to win? They have so much that they do not know what to do with all they own. They need to feed only a few people per square kilometer. They do not have all those worries that trouble us. For us, a single bad harvest is a national disaster. They have the whole world at their disposal. For decades now, they have robbed us, exploited us, bled us white, and still they have not eliminated their own economic misery. They have more raw materials than they could possibly need, and still they have not managed to find a reasonable solution to their problems. We will see on whom Providence will bestow the victor’s laurels in this struggle: on the man who has everything and wants to take even the last bit from the man who has almost nothing, or on the man, who defends the last bit he owns. And when a British archbishop prays to the Lord that He might strike Germany and Europe with Bolshevism as a punishment-then I can only say, it will not come to Germany. But whether or not He will strike England, that is another question. Speech in the Sportpalast Berlin, January 30, 1942

Ellen Braun, an accomplished agile manager, noticed that different behaviors emerge over time as telltale signs of a team’s emotional maturity, a key component in their ability to adjust as things happen to them and to get to the tipping point when “an individual’s self interest shifts to alignment with the behaviors that support team achievement” (Braun 2010). It is better to know some of the questions than all of the answers. —James Thurber Team Dynamics Survey Ellen created a list of survey questions she first used as personal reflection while she observed teams in action. Using these questions the same way, as a pathway to reflection, an agile coach can gain insight into potential team problems or areas for emotional growth. Using them with the team will be more insightful, perhaps as material for a retrospective where the team has the time and space to chew on the ideas that come up. While the team sprints, though, mull them over on your own, and notice what they tell you about team dynamics (Braun 2010). • How much does humor come into day-to-day interaction within the team? • What are the initial behaviors that the team shows in times of difficulty and stress? • How often are contradictory views raised by team members (including junior team members)? • When contradictory views are raised by team members, how often are they fully discussed? • Based on the norms of the team, how often do team members compromise in the course of usual team interactions (when not forced by circumstances)? • To what extent can any team member provide feedback to any other team member (think about negative and positive feedback)? • To what extent does any team member actually provide feedback to any other team member? • How likely would it be that a team member would discuss issues with your performance or behavior with another team member without giving feedback to you directly (triangulating)? • To what extent do you as an individual get support from your team on your personal career goals (such as learning a new skill from a team member)? • How likely would you be to ask team members for help if it required your admission that you were struggling with a work issue? • How likely would you be to share personal information with the team that made you feel vulnerable? • To what extent is the team likely to bring into team discussions an issue that may create conflict or disagreement within the team? • How likely or willing are you to bring into a team discussion an issue that is likely to have many different conflicting points of view? • If you bring an item into a team discussion that is likely to have many different conflicting points of view, how often does the team reach a consensus that takes into consideration all points of view and feels workable to you? • Can you identify an instance in the past two work days when you felt a sense of warmth or inclusion within the context of your team? • Can you identify an instance in the past two days when you felt a sense of disdain or exclusion within the context of your team? • How much does the team make you feel accountable for your work? Mulling over these questions solo or posing them to the team will likely generate a lot of raw material to consider. When you step back from the many answers, perhaps one or two themes jump out at you, signaling the “big things” to address.