Notorious 2009 Quotes

Although Saudi authorities promised after the September 11 attacks to revise textbooks that taught hatred against Jews and Christians, as late as 2006 Saudi texts still referred to Jews as “apes” and Christians as “swine.”27 And in April 2008 a British employment tribunal awarded 70,000 pounds ($115,000) to a teacher who had been fired from a Saudi-funded Islamic school for exposing that the school’s textbooks spoke of “the repugnant characteristics of the Jews” and asserted, “Those whom God has cursed and with whom he is angry, he has turned into monkeys and pigs. They worship Satan.”28 There is an endless parade of similar examples. In March 2004 Sheikh Ibrahim Mudayris, speaking on official Palestinian Authority television, railed against “the Jews today taking revenge for their grandfathers and ancestors, the sons of apes and pigs.”29 And during the swine flu scare in May 2009, Sheikh Ahmad ‘Ali ‘Othman, the superintendent of da’wa [Islamic proselytizing] affairs at the Egyptian Ministry of Religious Endowments, declared that “all pigs are descended from the Jews whom Allah transformed into apes, swine and worshippers of Satan, and must therefore be slaughtered.” Othman based his argument on Koran 5:60, one of the Koran’s notorious “apes and pigs” passages.30 In his televised sermon denouncing the Jews regardless of their actions in Israel or elsewhere, Muhammad Hussein Ya’qoub also invoked this theme: “As for you Jews—the curse of Allah upon you. The curse of Allah upon you, whose ancestors were apes and pigs. . . . Allah, we pray that you transform them again, and make the Muslims rejoice again in seeing them as apes and pigs. You pigs of the earth! You pigs of the earth! You kill the Muslims with that cold pig [blood] of yours.”31 Jews as apes and pigs: it’s in the Koran, holy book of the religion of peace.

Manage Your Team’s Collective Time Time management is a group endeavor. The payoff goes far beyond morale and retention. ILLUSTRATION: JAMES JOYCE by Leslie Perlow | 1461 words Most professionals approach time management the wrong way. People who fall behind at work are seen to be personally failing—just as people who give up on diet or exercise plans are seen to be lacking self-control or discipline. In response, countless time management experts focus on individual habits, much as self-help coaches do. They offer advice about such things as keeping better to-do lists, not checking e-mail incessantly, and not procrastinating. Of course, we could all do a better job managing our time. But in the modern workplace, with its emphasis on connectivity and collaboration, the real problem is not how individuals manage their own time. It’s how we manage our collective time—how we work together to get the job done. Here is where the true opportunity for productivity gains lies. Nearly a decade ago I began working with a team at the Boston Consulting Group to implement what may sound like a modest innovation: persuading each member to designate and spend one weeknight out of the office and completely unplugged from work. The intervention was aimed at improving quality of life in an industry that’s notorious for long hours and a 24/7 culture. The early returns were positive; the initiative was expanded to four teams of consultants, and then to 10. The results, which I described in a 2009 HBR article, “Making Time Off Predictable—and Required,” and in a 2012 book, Sleeping with Your Smartphone , were profound. Consultants on teams with mandatory time off had higher job satisfaction and a better work/life balance, and they felt they were learning more on the job. It’s no surprise, then, that BCG has continued to expand the program: As of this spring, it has been implemented on thousands of teams in 77 offices in 40 countries. During the five years since I first reported on this work, I have introduced similar time-based interventions at a range of companies—and I have come to appreciate the true power of those interventions. They put the ownership of how a team works into the hands of team members, who are empowered and incentivized to optimize their collective time. As a result, teams collaborate better. They streamline their work. They meet deadlines. They are more productive and efficient. Teams that set a goal of structured time off—and, crucially, meet regularly to discuss how they’ll work together to ensure that every member takes it—have more open dialogue, engage in more experimentation and innovation, and ultimately function better. CREATING “ENHANCED PRODUCTIVITY” DAYS One of the insights driving this work is the realization that many teams stick to tried-and-true processes that, although familiar, are often inefficient. Even companies that create innovative products rarely innovate when it comes to process. This realization came to the fore when I studied three teams of software engineers working for the same company in different cultural contexts. The teams had the same assignments and produced the same amount of work, but they used very different methods. One, in Shenzen, had a hub-and-spokes org chart—a project manager maintained control and assigned the work. Another, in Bangalore, was self-managed and specialized, and it assigned work according to technical expertise. The third, in Budapest, had the strongest sense of being a team; its members were the most versatile and interchangeable. Although, as noted, the end products were the same, the teams’ varying approaches yielded different results. For example, the hub-and-spokes team worked fewer hours than the others, while the most versatile team had much greater flexibility and control over its schedule. The teams were completely unaware that their counterparts elsewhere in the world were managing their work differently. My research provide

Even in the equations that had been formulated to describe electromagnetism, there is no natural directionality to the interactions of particles; the equations look the same going both directions. If you looked at a video of atoms interacting, you could play it backward and you wouldn’t be able to tell which was correct. It is only in the macroworld of objects, people, planets, and so on, the world governed by entropy, that causation appears to unfold in a single direction. The second law of thermodynamics describes the increasing disorder in the universe at macroscales and is often seen as equivalent to the one-way arrow of time. More and more physicists over the past few decades, sensitive to the nondirectionality that seems to rule at the micro or quantum level, have begun to question the no-teleology rule. Recall that the tiny particles making up the matter and energy of the physical universe are really like worms or strings snaking through the block universe of Minkowski spacetime. Their interactions, which look to us a bit like tiny balls colliding on a billiard table, are from a four-dimensional perspective more like threads intertwining; the twists and turns where they wrap around each other are what we see as collisions, interactions, and “measurements” (in the physicists’ preferred idiom). Each interaction changes information associated with those threads—their trajectory through the block universe (position and momentum) as well as qualities like “spin” that influence that trajectory. According to some recent theories, a portion of the information particles carry with them actually might propagate backward rather than forward across their world lines. For instance, an experiment at the University of Rochester in 2009 found that photons in a laser beam could be amplified in their past when interacted with a certain way during a subsequent measurement—true backward causation, in other words.8 The Israeli-American physicist Yakir Aharonov and some of his students are now arguing that the famous uncertainty principle—the extent to which the outcome of an interaction is random and unpredictable—may actually be a measure of the portion of future influence on a particle’s behavior.9 In other words, the notorious randomness of quantum mechanics—those statistical laws that captured Jung’s imagination—may be where retrocausation was hiding all along. And it would mean Einstein was right: God doesn’t play dice.*23 If the new physics of retrocausation is correct, past and future cocreate the pattern of reality built up from the threads of the material world. The world is really woven like a tapestry on a four-dimensional loom. It makes little sense to think of a tapestry as caused by one side only;