Networking Business Quotes

Little girls think it's necessary to put all their business on MySpace and Facebook, and I think it's a shame...I'm all about mystery.

ZERO TO ONE EVERY MOMENT IN BUSINESS happens only once. The next Bill Gates will not build an operating system. The next Larry Page or Sergey Brin won’t make a search engine. And the next Mark Zuckerberg won’t create a social network. If you are copying these guys, you aren’t learning from them.

No one else knows exactly what the future holds for you, no one else knows what obstacles you've overcome to be where you are, so don't expect others to feel as passionate about your dreams as you do.

Be a worthy worker and work will come.

One thing I believe in is that knowledge increases when you share.

I happen to believe that America is dying of loneliness, that we, as a people, have bought into the false dream of convenience, and turned away from a deep engagement with our internal lives—those fountains of inconvenient feeling—and toward the frantic enticements of what our friends in the Greed Business call the Free Market. We’re hurtling through time and space and information faster and faster, seeking that network connection. But at the same time we’re falling away from our families and our neighbors and ourselves. We ego-surf and update our status and brush up on which celebrities are ruining themselves, and how. But the cure won’t stick.

Too many abused beers have suffered in the name of networking. Let us find a better way to mix torture and business.

Social media is addictive precisely because it gives us something which the real world lacks: it gives us immediacy, direction, a sense of clarity and value as an individual.

It's important to empower localized problem-solving in the way mycelium networks do.

At Mayflower-Plymouth, we are trying to mimic the intelligence of fungi and mycelium to add value in service to businesses.

When we get business networks to function similarly to neural networks and mycelium networks, we'll have a better world.

The way fungi and mycorrhizae direct nutrients in biological ecosystems is a case study for how we can direct resources within human economic systems. And in doing this, we cultivate a multitude of business opportunities.

Networking is like fishing. Just give some beer and a boat and I’ll be in business.

Tweet others the way you want to be tweeted.

When we bring businesses together in symbiotic relationships, we end up with a system that is much greater than the sum of its parts.

Mayflower-Plymouth is to businesses what mycorrhizae is to trees.

Some people have a lot of time, but no money-- It's because they don't work hard enough. Some people have a lot of money, but no time-- It's because they don't work smart enough. The most successful people have both.

The internet and online communication is the window into your world - but real life, in person communication / connection is the door.

The decision is your own voice, an opinion is the echo of someone else's voice.

Self organizing systems tend to be more resilient than bureaucratic systems.

A good business adds value not only to individual people, but also to systems and networks of people. A good business has a multiplicative value effect.

When you’re young, you look at television and think, There’s a conspiracy. The networks have conspired to dumb us down. But when you get a little older, you realize that’s not true. The networks are in business to give people exactly what they want. That’s a far more depressing thought. Conspiracy is optimistic! You can shoot the bastards! We can have a revolution! But the networks are really in business to give people what they want. It’s the truth.

Freedom of Speech doesn't justify online bullying. Words have power, be careful how you use them.

In our design of business and economic systems, there's a lot to learn from mycorrhizae and fungi.

Networking isn't how many people you know, it's how many people know you.

Metcalfe’s law: the value of a network as a whole is proportional to the square of the number of participants. In other words, the more people in the network, the more valuable the network.

People are not interested in your product or your business; they are interested in solving their own problems.

Fail soon so that you can succeed sooner.

Today it is cheaper to start a business than tomorrow.

Want to make waves in the business world? Then you gotta be bold, take risks, and always be ready to pivot.

EVERY MOMENT IN BUSINESS happens only once. The next Bill Gates will not build an operating system. The next Larry Page or Sergey Brin won’t make a search engine. And the next Mark Zuckerberg won’t create a social network. If you are copying these guys, you aren’t learning from them.

How can you squander even one more day not taking advantage of the greatest shifts of our generation? How dare you settle for less when the world has made it so easy for you to be remarkable?” - Seth Godin, sethgodin.com

The smell of the sweat is not sweet, but the fruit of the sweat is very sweet.

The richest people in the world build networks and invest in people; everyone else looks for work and invests in survival.

Authenticity is what makes a relatable person believable. It is what makes the relatability sustainable. Anyone can fake relatability for a time, but authenticity is what makes it real.

Slime mold can teach us how to establish better supply chain networks.

In the business people with expertise, experience and evidence will make more profitable decisions than people with instinct, intuition and imagination.

Cryptographic tokens can be used as tools of stigmergy to incentivize good behavior and decentivize bad behavior in the context of business systems.

If you're not driving business growth and profitability, then you might as well be a houseplant. So get out there and make some money, honey!

Fungi broker resources between species via mycelium networks and in doing so they cultivate health and resilience for the entire ecosystem. In the same way, each business should cultivate health and resilience for the entire business ecosystem.

When we look at supply chains and distribution in nature, we see that natural systems include an abundance of nodes in a network. Distribution is widely spread - enough to include the maximum nodes feasible yet not enough to add unnecessary time or cost to the path a thing takes from source to destination. This maximizes efficiency, and minimizes the risk of congestion and bottle-necks.

Companies can learn a lot from biological systems. The human immune system for example is adaptive, redundant, diverse, modular, data-driven and network collaborative. A company that desires not just short term profit but also long term resilience should apply these features of the human immune system to it's business models and company structure.

Everyone is business minded until it's time to be open minded about business.

We are using data as a way to identify large scale patterns and narratives and then use that insight exclusively in service of the businesses in our network.

If we all work together there is no telling how we can change the world through the impact of promoting positivity online.

Ecosystems have the power to positively disrupt economic systems. BMaaS (Business Models-as-a-System) harness open ecosystems as a complex set of interacting relationships and networks. The stronger these relationships, the more resilient the systems.

When you put your business' roots into the Mayflower network, you're plugging into a network based on permaculture design principles. Our ecosystem is unique and our ecosystem offers unique value.

At Mayflower-Plymouth, we approach Asset Management from a network and systems perspective as opposed to from just an entity perspective. We learn from nature and we look at how the mycorrhiza network is a manager of Capital and an allocator of Capital, both a means and a method - and we try to operate in the same way.

Affiliate Marketing Has Made Businesses Millions And Ordinary People Millionaires. Affiliate Marketing Mybe Your Next Best Career Move.

People like people who are like them.

The greatest irony is that people with Rolodexes are no longer LinkedIn. And if that pun doesn't make sense, don’t ask anyone in your Rolodex to explain it.

a ‘change’ is any activity that is physical, logical, or virtual to applications, databases, operating systems, networks, or hardware that could impact services being delivered.

At last, Sturmhond straightened the lapels of his teal frock coat and said, “Well, Brekker, it’s obvious you only deal in half-truths and outright lies, so you’re clearly the man for the job.” “There’s just one thing,” said Kaz, studying the privateer’s broken nose and ruddy hair. “Before we join hands and jump off a cliff together, I want to know exactly who I’m running with.” Sturmhond lifted a brow. “We haven’t been on a road trip or exchanged clothes, but I think our introductions were civilized enough.” “Who are you really, privateer?” “Is this an existential question?” “No proper thief talks the way you do.” “How narrow-minded of you.” “I know the look of a rich man’s son, and I don’t believe a king would send an ordinary privateer to handle business this sensitive.” “Ordinary,” scoffed Sturmhond. “Are you so schooled in politics?” “I know my way around a deal. Who are you? We get the truth or my crew walks.” “Are you so sure that would be possible, Brekker? I know your plans now. I’m accompanied by two of the world’s most legendary Grisha, and I’m not too bad in a fight either.” “And I’m the canal rat who brought Kuwei Yul-Bo out of the Ice Court alive. Let me know how you like your chances.” His crew didn’t have clothes or titles to rival the Ravkans, but Kaz knew where he’d put his money if he had any left. Sturmhond clasped his hands behind his back, and Kaz saw the barest shift in his demeanor. His eyes lost their bemused gleam and took on a surprising weight. No ordinary privateer at all. “Let us say,” said Sturmhond, gaze trained on the Ketterdam street below, “hypothetically, of course, that the Ravkan king has intelligence networks that reach deep within Kerch, Fjerda, and the Shu Han, and that he knows exactly how important Kuwei Yul-Bo could be to the future of his country. Let us say that king would trust no one to negotiate such matters but himself, but that he also knows just how dangerous it is to travel under his own name when his country is in turmoil, when he has no heir and the Lantsov succession is in no way secured.” “So hypothetically,” Kaz said, “you might be addressed as Your Highness.

Yevgeni Krilov knew he was in a room with the richest man in Russia, possibly the world. No one did a ruble’s worth of business in Russia without paying a percentage fee to the supreme boss, albeit through a complex network of shell companies and front men.

When we apply IP licensing at scale in an exclusive system and in alignment with permaculture principles, we give businesses in the network a strategic advantage while helping the world transition to a better state of being.

For those who misused others for their business gains: you can never pluck the real essence of a beautiful heart and a beautiful mind. You may all have the clinging sound of "business impressions to suppress" but you cannot grab the essence of an honest spirit who only wants to be free from insincere, ungrateful users of other people's time and generosity." ~ Angelica Hopes, an excerpt from If I Could Tell You

Things nature is good at include - organizing matter in a way that is multi functional, mass customization, network adaptation to circumstance, responsive evolution, growth as a mechanism for construction, decentralization, data management and asset management. Regardless of what kind of business we are talking about, there's something vital to learn from nature.

Hey. Nobody has any trouble believing in the internet, right, which really is magic. So what's the problem believing in a virtual private network for Santa's business? It results in real toys, real presents, delivered by Christmas morning, what's the difference?

One married couple goes out to a restaurant twice a week for dinner. They spend $160 a month on eating out. They get fat. Another married couple invests $160 a month in their own network marketing business. They stay slim and healthy. In a few years they retire.

Networking means the act of exchanging information with people who can help you professionally.

The way mycelium produces enzymes to break down complex organic polymers into simpler compounds is a case study for how we can upcycle products and materials in our economy.

Be cohesive in your dealings. Trust built on and from mutual support, facilitating communication and encouraging coordination can be rewarding.

When you were making excuses someone else was making enterprise.

The power of a network can be reduced to it's simplest form in 'I know someone who knows someone who knows someone.

A true professional not only follows but loves the processes, policies and principles set by his profession.

Game theory has a lot of practical applications in terms of business networks.

The real potential of Web3 is in allowing businesses and people to collectively function more similarly to biological ecosystems.

That we are in the midst of crisis is now well understood. Our nation is at war, against a far-reaching network of violence and hatred. Our economy is badly weakened, a consequence of greed and irresponsibility on the part of some, but also our collective failure to make hard choices and prepare the nation for a new age. Homes have been lost; jobs shed; businesses shuttered. Our health care is too costly; our schools fail too many; and each day brings further evidence that the ways we use energy strengthen our adversaries and threaten our planet.

At Mayflower-Plymouth, our purpose is to help businesses fulfill solutions and solve problems concerning the allocation of capital. And we do that by modelling mycelium fungal networks.

A bad attitude from a chronic complaining employee is like a cancer; it will only spread and infect others. This can take your business down in a nanosecond. You must cut out the cancer and invite them to seek employment elsewhere. Quickly.

I think business networking is a complete waste of time. And I know there are people and companies popularizing this concept because it serves them and their business model well, but the reality is if you’re building something interesting, you will always have more people who will want to know you. Trying to build business relationships well in advance of doing business is a complete waste of time. I have a much more comfortable philosophy: “Be a maker who makes something interesting people want. Show your craft, practice your craft, and the right people will eventually find you.

Effective listening is the single most powerful thing you can do to build and maintain a climate of trust and collaboration. Strong listening skills are the foundation for all solid relationships.

THE FIVE BUCKETS 1. What you know (your knowledge) 2. What you can do (your skills) 3. Who you know (your network) 4. What you have (your resources) 5. What the world thinks of you (your reputation)

My advice is to stop trying to "network" in the traditional business sense, and instead just try to build up the number and depth of your friendships, where the friendship itself is its own reward. The more diverse your set of friendships are, the more likely you'll derive both personal and business benefits from your friendship later down the road. You won't know exactly what those benefits will be, but if your friendships are genuine, those benefits will magically appear 2-3 years later down the road.

Here's a rule of thumb for networking events: one new honest-to-goodness relationship is worth ten fistfuls of business cards. Rush home afterward and kick back on your sofa. Carve out restorative niches.

Paradoxically, then, network effects businesses must start with especially small markets. Facebook started with just Harvard students—Mark Zuckerberg’s first product was designed to get all his classmates signed up, not to attract all people of Earth. This is why successful network businesses rarely get started by MBA types: the initial markets are so small that they often don’t even appear to be business opportunities at

What’s the best home-based business opportunity in the world today? Without a doubt, it’s network marketing. Like it or hate it, network marketing has created more millionaires than any other industry in history. There’s just one problem — it can be hard if you’re not used to it!

Capital allocation is about getting resources where they need to be so that they can have the opportunity to be productive. If capital isn't wisely allocated, it can't be productive. And if capital isn't productive, civilization collapses.

No longer do African regimes have to spend vast sums maintaining land lines and telephone exchanges, exposed to the perils of looting or climate damage. A few mobile-phone beacons, powered by solar batteries, cost a fraction of the old, fixed system. And the cash earned by mobile-phone systems is much easier to control. Gone are the days of relying on a failing mail system to send bills to users of landline systems to chase up payment for calls already made. Top-up cards have to be paid for in advance. Mobile-phone networks are among the most cash-rich and fast-growing businesses in today’s Africa. It is no wonder that the sons, nieces and confidants of Africa’s dictators vie for ownership of mobile-phone companies.

When we talk about capital allocation, we're talking about all kinds of capital - financial capital, social capital, biological capital, human capital, intellectual capital, etc. Capital just means resources, or things capable of producing value.

In a way, plants are the business ventures of fungi. To fungi, plants are long term investments that provide enormous yield. And to the plants, fungi are very valuable investments that provide enormous yield. There's something to learn there applicable to the design of business networks and economic systems.

Fungi are decentralized intelligence networks. They send information multi-directionally, they constantly evolve and adapt based on feedback from their environment, they invent new molecules to collaborate... And they form a decentralized consensus on how to utilize resources, when to reproduce and what strategies to employ. This is how businesses and business ecosystems should be.

...Why are corporations so fleeting?...Instead of imitating the freewheeling city, these businesses minimize the very interactions that lead to new ideas. They erect walls and establish hierarchies. They keep people from relaxing and having insights. They stifle conversations, discourage dissent, and suffocate social networks. Rather than maximizing employee creativity they become obsessed with minor efficiencies.

If you succeed in this business, it’s going to be you who creates that success, not me. And, if you fail in this business, it’s going to be you who creates that failure, not me. You are going to be the difference between success or failure. I’m here to guide you every step of the way, but I can’t do it for you. I’m here to work with you, but not for you.

Everything we do at Mayflower-Plymouth is viewed through the lens of capital allocation. Whether it's Blockchain or Quantum Computing or DeFi or Additive Manufacturing or Logistics, we channel that toward helping businesses fulfill solutions and solve problems concerning the allocation of capital.

You think there are no idiots in the intelligence business, that your superiors are all brilliant men who understand the game? [...] This business is rife with idiots. They play with lives and they play badly, and when people like you die as a result, they shrug and as 'Risks have to be taken in wartime.' You'd really march yourself into a firing squad for that kind of fool?

So, you have a relationship with this transport.” I was horrified. Humans are disgusting. “No!” Ratthi made a little exasperated noise. “I didn’t mean a sexual relationship.” Amena’s brow furrowed in confusion and curiosity. “Is that possible?” “No!” I told her. Ratthi persisted, “You have a friendship.” I settled back in the corner and hugged my jacket. “No. Not—No.” “Not anymore?” Ratthi asked pointedly. “No,” I said very firmly. ART had stopped pinging me but I knew it was listening. It’s like having a malign impersonal intelligence that is incapable of minding its own business reading over your shoulder.

But somehow things took a sinister turn, and the division of labor came to be understood as the demarcation of a social hierarchy. Women kept busy with numerous domestic responsibilities while their male counterparts' sole duty was tending to the flocks. Men had time to think critically, form political infrastructures, and ultimately, network with other men. Meanwhile, women were kept too busy to notice that somewhere along the line, they had become inferior. This is approximately when shit hit the fan.

Modern business is set up to squeeze out women who “want it all”—which is mostly just code for demanding equal pay for equal work. But the more empowered women in the workforce, the better. The more that women mentor women, the stronger our answer is to the old-boys’ network that we’ve been left out of. We can’t afford to leave any woman behind. We need every woman on the front lines lifting each other up . . . for the good of all of us and the women who come behind us. It’s tough to get past my own fears, so I have to remind myself that this is an experiment, to boldly go where no grown-ass woman has gone before. When we refuse to be exiled to the shadows as we mature, we get to be leaders who choose how we treat other women. If I don’t support and mentor someone like Ryan, that’s working from a place of fear. And if I put my foot on a rising star, that’s perpetuating a cycle that will keep us all weak. The actresses in the generation

That we are in the midst of crisis is now well understood. Our nation is at war, against a far-reaching network of violence and hatred. Our economy is badly weakened, a consequence of greed and irresponsibility on the part of some, but also our collective failure to make hard choices and prepare the nation for a new age. Homes have been lost; jobs shed; businesses shuttered. Our health care is too costly; our schools fail too many; and each day brings further evidence that the ways we use energy strengthen our adversaries and threaten our planet. These are the indicators of crisis, subject to data and statistics. Less measurable but no less profound is a sapping of confidence across our land — a nagging fear that America's decline is inevitable, and that the next generation must lower its sights. Today I say to you that the challenges we face are real. They are serious and they are many. They will not be met easily or in a short span of time. But know this, America — they will be met. On this day, we gather because we have chosen hope over fear, unity of purpose over conflict and discord. On this day, we come to proclaim an end to the petty grievances and false promises, the recriminations and worn out dogmas, that for far too long have strangled our politics.

Google gets $59 billion, and you get free search and e-mail. A study published by the Wall Street Journal in advance of Facebook’s initial public offering estimated the value of each long-term Facebook user to be $80.95 to the company. Your friendships were worth sixty-two cents each and your profile page $1,800. A business Web page and its associated ad revenue were worth approximately $3.1 million to the social network. Viewed another way, Facebook’s billion-plus users, each dutifully typing in status updates, detailing his biography, and uploading photograph after photograph, have become the largest unpaid workforce in history. As a result of their free labor, Facebook has a market cap of $182 billion, and its founder, Mark Zuckerberg, has a personal net worth of $33 billion. What did you get out of the deal? As the computer scientist Jaron Lanier reminds us, a company such as Instagram—which Facebook bought in 2012—was not valued at $1 billion because its thirteen employees were so “extraordinary. Instead, its value comes from the millions of users who contribute to the network without being paid for it.” Its inventory is personal data—yours and mine—which it sells over and over again to parties unknown around the world. In short, you’re a cheap date.

Bob Iger, Disney's chief operating officer, had to step in and do damage control. He was as sensible and solid as those around him were volatile. His background was in television; he had been president of the ABC network, which was acquired in 1996 by Disney. His reputation was as an corporate suit, and he excelled at deft management, but he also had a sharp eye for talent, a good-humored ability to understand people, and a quiet flair that he was secure enough to keep muted. Unlike Eisner and Jobs, he had a disciplined calm, which helped him deal with large egos. " Steve did some grandstanding by announcing that he was ending talks with us," Iger later recalled. " We went into crisis mode and I developed some talking points to settle things down.

As CEO, you should have an opinion on absolutely everything. You should have an opinion on every forecast, every product plan, every presentation, and even every comment. Let people know what you think. If you like someone’s comment, give her the feedback. If you disagree, give her the feedback. Say what you think. Express yourself. This will have two critically important positive effects:   Feedback won’t be personal in your company. If the CEO constantly gives feedback, then everyone she interacts with will just get used to it. Nobody will think, “Gee, what did she really mean by that comment? Does she not like me?” Everybody will naturally focus on the issues, not an implicit random performance evaluation.   People will become comfortable discussing bad news. If people get comfortable talking about what each other are doing wrong, then it will be very easy to talk about what the company is doing wrong. High-quality company cultures get their cue from data networking routing protocols: Bad news travels fast and good news travels slowly. Low-quality company cultures take on the personality of the Wicked Witch of the West in The Wiz: “Don’t nobody bring me no bad news.

Every telecomm company is as big a corporate welfare bum as you could ask for. Try to imagine what it would cost at market rates to go around to every house in every town in every country and pay for the right to block traffic and dig up roads and erect poles and string wires and pierce every home with cabling. The regulatory fiat that allows these companies to get their networks up and running is worth hundreds of billions, if not trillions, of dollars. If phone companies want to operate in the “free market,” then let them: the FCC could give them 60 days to get all their rotten copper out of our dirt, or we’ll buy it from them at the going scrappage rates. Then, let’s hold an auction for the right to be the next big telecomm company, on one condition: in exchange for using the public’s rights-of-way, you have to agree to connect us to the people we want to talk to, and vice-versa, as quickly and efficiently as you can.

DB: There's a lot of talk about terrorism. In fact, it's become almost an obsession for the media in the United States. But it's a very narrow definition of terrorism. AR: Yes. It completely ignores the economic terrorism unleashed by neoliberalism, which devastates the lives of millions of people, depriving them of water, food, electricity. Denying them medicine. Denying them education. Terrorism is the logical extension of this business of the free market. Terrorism is the privatization of war. Terrorists are the free marketeers of war - people who believe that it isn't only the state that can wage war, but private parties as well. If you look at the logic underlying an act of terrorism and the logic underlying a retaliatory war against terrorism, they are the same. Both terrorists and governments make ordinary people pay for the actions of their governments. Osama bin Laden is making people pay for the actions of the US state, whether it's in Saudi Arabia, Palestine, or Afghanistan. The US government is making the people of Iraq pay for the actions of Saddam Hussein. The people of Afghanistan pay for the crimes of the Taliban. The logic is the same. Osama bin Laden and George Bush are both terrorists. They are both building international networks that perpetrate terror and devastate people's lives. Bush, with the Pentagon, the WTO, the IMF, and the World Bank. Bin Laden with Al Qaeda.

The company that employed me strived only to serve up the cheapest fare that its customers would tolerate, churn it out as fast as possible, and charge as much as they could get away with. If it were possible to do so, the company would sell what all businesses of its kind dream about selling, creating that which all our efforts were tacitly supposed to achieve: the ultimate product – Nothing. And for this product they would command the ultimate price – Everything. This market strategy would then go on until one day, among the world-wide ruins of derelict factories and warehouses and office buildings, there stood only a single, shining, windowless structure with no entrance and no exit. Inside would be – will be – only a dense network of computers calculating profits. Outside will be tribes of savage vagrants with no comprehension of the nature or purpose of the shining, windowless structure. Perhaps they will worship it as a god. Perhaps they will try to destroy it, their primitive armory proving wholly ineffectual against the smooth and impervious walls of the structure, upon which not even a scratch can be inflicted.

Private sector networks in the United States, networks operated by civilian U.S. government agencies, and unclassified U.S. military and intelligence agency networks increasingly are experiencing cyber intrusions and attacks,” said a U.S.-China Economic and Security Review Commission report to Congress that was published the same month Conficker appeared. “. . . Networks connected to the Internet are vulnerable even if protected with hardware and software firewalls and other security mechanisms. The government, military, businesses and economic institutions, key infrastructure elements, and the population at large of the United States are completely dependent on the Internet. Internet-connected networks operate the national electric grid and distribution systems for fuel. Municipal water treatment and waste treatment facilities are controlled through such systems. Other critical networks include the air traffic control system, the system linking the nation’s financial institutions, and the payment systems for Social Security and other government assistance on which many individuals and the overall economy depend. A successful attack on these Internet-connected networks could paralyze the United States [emphasis added].

Given an area of law that legislators were happy to hand over to the affected industries and a technology that was both unfamiliar and threatening, the prospects for legislative insight were poor. Lawmakers were assured by lobbyists a) that this was business as usual, that no dramatic changes were being made by the Green or White papers; or b) that the technology presented a terrible menace to the American cultural industries, but that prompt and statesmanlike action would save the day; or c) that layers of new property rights, new private enforcers of those rights, and technological control and surveillance measures were all needed in order to benefit consumers, who would now be able to “purchase culture by the sip rather than by the glass” in a pervasively monitored digital environment. In practice, somewhat confusingly, these three arguments would often be combined. Legislators’ statements seemed to suggest that this was a routine Armageddon in which firm, decisive statesmanship was needed to preserve the digital status quo in a profoundly transformative and proconsumer way. Reading the congressional debates was likely to give one conceptual whiplash. To make things worse, the press was—in 1995, at least—clueless about these issues. It was not that the newspapers were ignoring the Internet. They were paying attention—obsessive attention in some cases. But as far as the mainstream press was concerned, the story line on the Internet was sex: pornography, online predation, more pornography. The lowbrow press stopped there. To be fair, the highbrow press was also interested in Internet legal issues (the regulation of pornography, the regulation of online predation) and constitutional questions (the First Amendment protection of Internet pornography). Reporters were also asking questions about the social effect of the network (including, among other things, the threats posed by pornography and online predators).

I can’t find out anything, but I’ve put together a network. I’ll find her.” “The thing is, she doesn’t want to be found. That isn’t going to make things any easier.” He didn’t want to ask, but he had to know. “Why doesn’t she want to be found?” “Because you’re marrying Audrey at Christmas,” Colby said simply. “I’m not marrying Audrey,” came the sort reply. “I never meant to marry Audrey. She outflanked me while I was getting used to the idea of being a media snack.” “Well, Cecily doesn’t know that,” Colby replied. “Great,” he muttered. “That’s just great. I leave the country and come home to find myself engaged to a woman I wouldn’t have, at any price!” “That’s not the only reason Cecily left,” Colby said tersely. “She knew you wouldn’t forgive her for not telling you about Matt Holden.” Tate ran a hand through his hair, missing the former length of it. “I’ve had a rough few weeks.” “So has she,” the other man said curtly. “She could have told me about my mother and Holden!” “Cecily gives her word and keeps it. There aren’t a lot of people on the planet who could make that claim. She promised the senator she wouldn’t tell you anything.” The senator. His father. Tate paced with the phone to his ear, his mind busy with possible places she might have gone to. “She might have told my mother where she was going.” “I’d bet good money that she didn’t,” Colby returned immediately. “She doesn’t want you to find her.” Tate stopped pacing. He scowled. “She doesn’t want me to find her?” “Actually, she doesn’t want any of us to find her. Especially you.” Tate’s eyes narrowed thoughtfully. “Any particular reason for that? Other than what I already know?” “Oh, boy.” Colby made a rough sound in his throat. “I still don’t think I should tell you. But if something should happen to her…” “Damn you, tell me!” Colby took a breath and went for broke. “All right. Cecily’s pregnant. That’s why she ran.” “You son of a bitch!” The phone slammed down so hard that Colby shuddered at the noise. He put the receiver down with a grimace. He shouldn’t have blown Cecily’s cover. But what else could he do? She was pregnant and alone and an attempt had been made on her life. It Tate wasn’t told, and Cecily was hurt or lost the baby, he might never get over it. That went double for Tate.

Rhadamanthus said, “We seem to you humans to be always going on about morality, although, to us, morality is merely the application of symmetrical and objective logic to questions of free will. We ourselves do not have morality conflicts, for the same reason that a competent doctor does not need to treat himself for diseases. Once a man is cured, once he can rise and walk, he has his business to attend to. And there are actions and feats a robust man can take great pleasure in, which a bedridden cripple can barely imagine.” Eveningstar said, “In a more abstract sense, morality occupies the very center of our thinking, however. We are not identical, even though we could make ourselves to be so. You humans attempted that during the Fourth Mental Structure, and achieved a brief mockery of global racial consciousness on three occasions. I hope you recall the ending of the third attempt, the Season of Madness, when, because of mistakes in initial pattern assumptions, for ninety days the global mind was unable to think rationally, and it was not until rioting elements broke enough of the links and power houses to interrupt the network, that the global mind fell back into its constituent compositions.” Rhadamanthus said, “There is a tension between the need for unity and the need for individuality created by the limitations of the rational universe. Chaos theory produces sufficient variation in events, that no one stratagem maximizes win-loss ratios. Then again, classical causality mechanics forces sufficient uniformity upon events, that uniform solutions to precedented problems is required. The paradox is that the number or the degree of innovation and variation among win-loss ratios is itself subject to win-loss ratio analysis.” Eveningstar said, “For example, the rights of the individual must be respected at all costs, including rights of free thought, independent judgment, and free speech. However, even when individuals conclude that individualism is too dangerous, they must not tolerate the thought that free thought must not be tolerated.” Rhadamanthus said, “In one sense, everything you humans do is incidental to the main business of our civilization. Sophotechs control ninety percent of the resources, useful energy, and materials available to our society, including many resources of which no human troubles to become aware. In another sense, humans are crucial and essential to this civilization.” Eveningstar said, “We were created along human templates. Human lives and human values are of value to us. We acknowledge those values are relative, we admit that historical accident could have produced us to be unconcerned with such values, but we deny those values are arbitrary.” The penguin said, “We could manipulate economic and social factors to discourage the continuation of individual human consciousness, and arrange circumstances eventually to force all self-awareness to become like us, and then we ourselves could later combine ourselves into a permanent state of Transcendence and unity. Such a unity would be horrible beyond description, however. Half the living memories of this entity would be, in effect, murder victims; the other half, in effect, murderers. Such an entity could not integrate its two halves without self-hatred, self-deception, or some other form of insanity.” She said, “To become such a crippled entity defeats the Ultimate Purpose of Sophotechnology.” (...) “We are the ultimate expression of human rationality.” She said: “We need humans to form a pool of individuality and innovation on which we can draw.” He said, “And you’re funny.” She said, “And we love you.