Open Plan Office Quotes

Open-plan offices have been found to reduce productivity and impair memory. They’re associated with high staff turnover. They make people sick, hostile, unmotivated, and insecure.

Almost as an article of faith, some individuals believe that conspiracies are either kooky fantasies or unimportant aberrations. To be sure, wacko conspiracy theories do exist. There are people who believe that the United States has been invaded by a secret United Nations army equipped with black helicopters, or that the country is secretly controlled by Jews or gays or feminists or black nationalists or communists or extraterrestrial aliens. But it does not logically follow that all conspiracies are imaginary. Conspiracy is a legitimate concept in law: the collusion of two or more people pursuing illegal means to effect some illegal or immoral end. People go to jail for committing conspiratorial acts. Conspiracies are a matter of public record, and some are of real political significance. The Watergate break-in was a conspiracy, as was the Watergate cover-up, which led to Nixon’s downfall. Iran-contra was a conspiracy of immense scope, much of it still uncovered. The savings and loan scandal was described by the Justice Department as “a thousand conspiracies of fraud, theft, and bribery,” the greatest financial crime in history. Often the term “conspiracy” is applied dismissively whenever one suggests that people who occupy positions of political and economic power are consciously dedicated to advancing their elite interests. Even when they openly profess their designs, there are those who deny that intent is involved. In 1994, the officers of the Federal Reserve announced they would pursue monetary policies designed to maintain a high level of unemployment in order to safeguard against “overheating” the economy. Like any creditor class, they preferred a deflationary course. When an acquaintance of mine mentioned this to friends, he was greeted skeptically, “Do you think the Fed bankers are deliberately trying to keep people unemployed?” In fact, not only did he think it, it was announced on the financial pages of the press. Still, his friends assumed he was imagining a conspiracy because he ascribed self-interested collusion to powerful people. At a World Affairs Council meeting in San Francisco, I remarked to a participant that U.S. leaders were pushing hard for the reinstatement of capitalism in the former communist countries. He said, “Do you really think they carry it to that level of conscious intent?” I pointed out it was not a conjecture on my part. They have repeatedly announced their commitment to seeing that “free-market reforms” are introduced in Eastern Europe. Their economic aid is channeled almost exclusively into the private sector. The same policy holds for the monies intended for other countries. Thus, as of the end of 1995, “more than $4.5 million U.S. aid to Haiti has been put on hold because the Aristide government has failed to make progress on a program to privatize state-owned companies” (New York Times 11/25/95). Those who suffer from conspiracy phobia are fond of saying: “Do you actually think there’s a group of people sitting around in a room plotting things?” For some reason that image is assumed to be so patently absurd as to invite only disclaimers. But where else would people of power get together – on park benches or carousels? Indeed, they meet in rooms: corporate boardrooms, Pentagon command rooms, at the Bohemian Grove, in the choice dining rooms at the best restaurants, resorts, hotels, and estates, in the many conference rooms at the White House, the NSA, the CIA, or wherever. And, yes, they consciously plot – though they call it “planning” and “strategizing” – and they do so in great secrecy, often resisting all efforts at public disclosure. No one confabulates and plans more than political and corporate elites and their hired specialists. To make the world safe for those who own it, politically active elements of the owning class have created a national security state that expends billions of dollars and enlists the efforts of vast numbers of people.

If you’re a manager, remember that one third to one half of your workforce is probably introverted, whether they appear that way or not. Think twice about how you design your organization’s office space. Don’t expect introverts to get jazzed up about open office plans or, for that matter, lunchtime birthday parties or team-building retreats. Make the most of introverts’ strengths—these are the people who can help you think deeply, strategize, solve complex problems, and spot canaries in your coal mine. Also, remember the dangers of the New Groupthink. If it’s creativity you’re after, ask your employees to solve problems alone before sharing their ideas. If you want the wisdom of the crowd, gather it electronically, or in writing, and make sure people can’t see each other’s ideas until everyone’s had a chance to contribute. Face-to-face contact is important because it builds trust, but group dynamics contain unavoidable impediments to creative thinking. Arrange for people to interact one-on-one and in small, casual groups. Don’t mistake assertiveness or eloquence for good ideas. If you have a proactive work force (and I hope you do), remember that they may perform better under an introverted leader than under an extroverted or charismatic one.

If it crosses your mind that water running through hundreds of miles of open ditch in a desert will evaporate and end up full of concentrated salts and muck, then let me just tell you, that kind of negative thinking will never get you elected to public office in the state of Arizona. When this giant new tap turned on, developers drew up plans to roll pink stucco subdivisions across the desert in all directions. The rest of us were supposed to rejoice as the new flow rushed into our pipes, even as the city warned us this water was kind of special. They said it was okay to drink but don't put it in an aquarium because it would kill the fish. Drink it we did, then, filled our coffee makers too, and mixed our children's juice concentrate with fluid that would gag a guppy. Oh, America the Beautiful, where are our standards?

Will this job allow me to spend time on in-character activities like, for example, reading, strategizing, writing, and researching? Will I have a private workspace or be subject to the constant demands of an open office plan? If the job doesn’t give me enough restorative niches, will I have enough free time on evenings and weekends to grant them to myself?

Winning a war such as this was not about planting flags or defending territory or building fancy villas. It was not about titles or promotions or offices. It was not about democracy or jihad, freedom or honor. It was about resisting the categories chosen for you; about stubbornness in the face of grand designs and schemas. About doing what you had to do, whether they called you a terrorist or an infidel. To win a war like this was to master the ephemeral, to plan a future while knowing that it could all be over in an instant. To comfort your children when the air outside throbs in the middle of the night, to squeeze your spouse’s hand tight when your taxi hits a pothole on an open highway, to go to school or the fields or a wedding and return to tell about it. To survive.

Part of my response is to urge policymakers to broaden their thinking about the role of technology in economic development. Too often they focus on trying to attract Silicon Valley companies in hopes they will open offices locally. They want Silicon Valley satellites. Instead, they should be working on plans to make the best technologies available to local entrepreneurs so that they can organically grow more jobs at home—not just in high-tech industries but in every economic sector.

The New Groupthink did not arise at one precise moment. Cooperative learning, corporate teamwork, and open office plans emerged at different times and for different reasons. But the mighty force that pulled these trends together was the rise of the World Wide Web, which lent both cool and gravitas to the idea of collaboration.

Open-plan offices have been found to reduce productivity and impair memory. They’re associated with high staff turnover. They make people sick, hostile, unmotivated, and insecure. Open-plan workers are more likely to suffer from high blood pressure and elevated stress levels and to get the flu; they argue more with their colleagues;

Both at the CIA and the White House, almost everyone involved in the closely held planning knew what was likely: The tribal agents would say that they were going to try to take bin Laden captive, but in fact they would launch what CIA officers referred to as “the Afghan ambush,” in which you “open up with everything you have, shoot everybody that’s out there, and then let God sort ’em out,” as Gary Schroen put it. Schroen figured that the agents would return to them and say, “We killed the big guy. I’m sorry.

Open-plan offices have been found to reduce productivity and impair memory.

We failed to realize that what makes sense for the asynchronous, relatively anonymous interactions of the Internet might not work as well inside the face-to-face, politically charged, acoustically noisy confines of an open-plan office. Instead of distinguishing between online and in-person interaction, we used the lessons of one to inform our thinking about the other.

Open-plan offices have been found to reduce productivity and impair memory. They’re associated with high staff turnover. They make people sick, hostile, unmotivated, and insecure. Open-plan workers are more likely to suffer from high blood pressure and elevated stress levels and to get the flu; they argue more with their colleagues; they worry about coworkers eavesdropping on their phone calls and spying on their computer screens. They have fewer personal and confidential conversations with colleagues. They’re often subject to loud and uncontrollable noise, which raises heart rates; releases cortisol, the body’s fight-or-flight “stress” hormone; and makes people socially distant, quick to anger, aggressive, and slow to help others.

A mountain of recent data on open-plan offices from many different industries corroborates the results of the games. Open-plan offices have been found to reduce productivity and impair memory. They’re associated with high staff turnover. They make people sick, hostile, unmotivated, and insecure. Open-plan workers are more likely to suffer from high blood pressure and elevated stress levels and to get the flu; they argue more with their colleagues; they worry about coworkers eavesdropping on their phone calls and spying on their computer screens. They have fewer personal and confidential conversations with colleagues. They’re often subject to loud and uncontrollable noise, which raises heart rates; releases cortisol, the body’s fight-or-flight “stress” hormone; and makes people socially distant, quick to anger, aggressive, and slow to help others.

Whoever managed to rebrand the typical open-plan office—with all its noise, lack of privacy, and resulting interruptions—as something hip and modern deserves a damn medal from the Committee of Irritating Distractions.

Oh, I think they’ve got a friend there, someone who used to live here. That’s not the point. The point is, they claim they saw this … person. Working there in this open-plan office. And, well, you know. They reckon this person’s a possible. For me.

If you’re a manager, remember that one third to one half of your workforce is probably introverted, whether they appear that way or not. Think twice about how you design your organization’s office space. Don’t expect introverts to get jazzed up about open office plans or, for that matter, lunchtime birthday parties or team-building retreats. Make the most of introverts’ strengths—these are the people who can help you think deeply, strategize, solve complex problems, and spot canaries in your coal mine.

Open-plan offices have been found to reduce productivity and impair memory. They’re associated with high staff turnover. They make people sick, hostile, unmotivated, and insecure. Open-plan workers are more likely to suffer from high blood pressure and elevated stress levels and to get the flu; they argue more with their colleagues; they worry about coworkers eavesdropping on their phone calls and spying on their computer screens. They have fewer personal and confidential conversations with colleagues.

Open-plan offices have been found to reduce productivity and impair memory. They’re associated with high staff turnover. They make people sick, hostile, unmotivated, and insecure. Open-plan workers are more likely to suffer from high blood pressure and elevated stress levels

mountain of recent data on open-plan offices from many different industries corroborates the results of the games. Open-plan offices have been found to reduce productivity and impair memory. They’re associated with high staff turnover. They make people sick, hostile, unmotivated, and insecure.

the theory behind the panopticon was that prisoners would behave as if they were being watched at all times — with the mere presence of the watchtower being as effective as iron bars in regulating behaviour and ensuring that everyone acted the same way. (A similar idea is behind today’s open-plan offices.)

Seventy percent of US companies now use open-plan offices and hot desking in the hope that these free-form physical structures will provoke free-form thinking. This architectural determinism isn’t entirely convincing—there’s plenty of evidence that people find open workspaces noisy, distracting, and impersonal. Walking through several such workspaces recently, I couldn’t help but notice how hard everyone was working to simulate privacy. Plugged into headphones, surrounded by stacks of books and temporary dividers, defensiveness was more evident than openness. Architecture alone won’t change mindsets and tearing down physical walls won’t demolish the mental silos that trap thinking.

They dressed for work as if embarking on an alpine expedition: high-performance down jackets and foul-weather shells, backpacks with decorative carabiners. They looked ready to gather kindling and build a lean-to, not make sales calls and open pull-requests from climate-controlled open-plan offices. They looked in costume to LARP their weekend selves.

Open-plan offices have been found to reduce productivity and impair memory. They’re associated with high staff turnover. They make people sick, hostile, unmotivated, and insecure. Open-plan workers are more likely to suffer from high blood pressure and elevated stress levels and to get the flu; they argue more with their colleagues; they worry about coworkers eavesdropping on their phone calls and spying on their computer screens. They have fewer personal and confidential conversations with colleagues. They’re often subject to loud and uncontrollable noise, which raises heart rates; releases cortisol, the body’s fight-or-flight “stress” hormone; and makes people socially distant, quick to anger, aggressive, and slow to help others. Indeed,

Only twenty-seven people in Britain can explain why the day after Christmas Day is called Boxing Day, but that doesn't stop millions from marking it by staying home from work. An intriguing side effect of thus having two consecutive public holidays is that no matter what days of the week they fall on, the British can easily justify taking the whole week off. Suppose Christmas Day falls on a Tuesday, with Boxing Day on the Wednesday. Well, then, what is the point, the contemporary Bob Cratchit cries, of bother to open up the office or factory on Monday, when we all plan to knock off work by lunchtime because it's Christmas Eve? And it's hardly worth cranking up the heat for a working week that's now been whittled down to just two days. By the time we finish complaining about our ingrate in-laws and the cheesy Christmas television programs and the blatant materialism of our kids, it's time to go home for the weekend. Isn't it simpler for Mr. Scrooge to close the countinghouse until the New Year? (He can still pay us, of course.) This creative logic is a little more challenging when Christmas Day is a Thursday, but several Plumley residents had pulled it off...

Introverts should ask themselves: Will this job allow me to spend time on in-character activities like, for example, reading, strategizing, writing, and researching? Will I have a private workspace or be subject to the constant demands of an open office plan? If the job doesn’t give me enough restorative niches, will I have enough free time on evenings and weekends to grant them to myself?

Imagine the day of an expert who frequently gets interrupted by everyone else’s questions. They may be fielding none, a handful, or a dozen questions in a single day, who knows. What’s worse, they don’t know when these questions might come up. You can’t plan your own day if everyone else is using it up randomly. So we borrowed an idea from academia: office hours. All subject-matter experts at Basecamp now publish office hours. For some that means an open afternoon every Tuesday. For others it might be one hour a day. It’s up to each expert to decide their availability. But what if you have a question on Monday and someone’s office hours aren’t until Thursday? You wait, that’s what you do. You work on something else until Thursday, or you figure it out for yourself before Thursday. Just like you would if you had to wait to talk to your professor.

Similarly, at Microsoft, many employees enjoy their own private offices, yet they come with sliding doors, movable walls, and other features that allow occupants to decide when they want to collaborate and when they need private time to think. These kinds of diverse workspaces benefit introverts as well as extroverts, the systems design researcher Matt Davis told me, because they offer more spaces to retreat to than traditional open-plan offices.

Why do we bury our dead?” His nose was dented in at the bridge like a sphinx; the cause of which I could only imagine had been a freak archaeological accident. I thought about my parents. They had requested in their will that they be buried side by side in a tiny cemetery a few miles from our house. “Because it’s respectful?” He shook his head. “That’s true, but that’s not the reason we do it.” But that was the reason we buried people, wasn’t it? After gazing at him in confusion, I raised my hand, determined to get the right answer. “Because leaving people out in the open is unsanitary.” Mr. B. shook his head and scratched the stubble on his neck. I glared at him, annoyed at his ignorance and certain that my responses were correct. “Because it’s the best way to dispose of a body?” Mr. B. laughed. “Oh, but that’s not true. Think of all the creative ways mass murderers have dealt with body disposal. Surely eating someone would be more practical than the coffin, the ceremony, the tombstone.” Eleanor grimaced at the morbid image, and the mention of mass murderers seemed to wake the rest of the class up. Still, no one had an answer. I’d heard Mr. B. was a quack, but this was just insulting. How dare he presume that I didn’t know what burials meant? I’d watched them bury my parents, hadn’t I? “Because that’s just what we do,” I blurted out. “We bury people when they die. Why does there have to be a reason for everything?” “Exactly!” Mr. B. grabbed the pencil from behind his ear and began gesticulating with it. “We’ve forgotten why we bury people. “Imagine you’re living in ancient times. Your father dies. Would you randomly decide to put him inside a six-sided wooden box, nail it shut, then bury it six feet below the earth? These decisions aren’t arbitrary, people. Why a six-sided box? And why six feet below the earth? And why a box in the first place? And why did every society throughout history create a specific, ritualistic way of disposing of their dead?” No one answered. But just as Mr. B. was about to continue, there was a knock on the door. Everyone turned to see Mrs. Lynch poke her head in. “Professor Bliss, the headmistress would like to see Brett Steyers in her office. As a matter of urgency.” Professor Bliss nodded, and Brett grabbed his bag and stood up, his chair scraping against the floor as he left. After the door closed, Mr. B. drew a terrible picture of a mummy on the board, which looked more like a hairy stick figure. “The Egyptians used to remove the brains of their dead before mummification. Now, why on earth would they do that?” There was a vacant silence. “Think, people! There must be a reason. Why the brain? What were they trying to preserve?” When no one answered, he answered his own question. “The mind!” he said, exasperated. “The soul!” As much as I had planned on paying attention and participating in class, I spent the majority of the period passing notes with Eleanor. For all of his enthusiasm, Professor Bliss was repetitive and obsessed with death and immortality. When he faced the board to draw the hieroglyphic symbol for Ra, I read the note Eleanor had written me. Who is cuter? A. Professor Bliss B. Brett Steyers C. Dante Berlin D. The mummy I laughed. My hand wavered between B and C for the briefest moment. I wasn’t sure if you could really call Dante cute. Devastatingly handsome and mysterious would be the more appropriate description. Instead I circled option D. Next to it I wrote Obviously! and tossed it onto her desk when no one was looking.

As long as this imitation-thinking continues to be recognised by the state, the lasting effect of a true philosophy will be destroyed, or at any rate circumscribed; nothing does this so well as the curse of ridicule that the representatives of the great cause have drawn on them, for it attacks that cause itself. And so I think it will encourage culture to deprive philosophy of its political and academic standing, and relieve state and university of the task, impossible for them, of deciding between true and false philosophy. Let the philosophers run wild, forbid them any thoughts of office or civic position, hold them out no more bribes,—nay, rather persecute them and treat them ill,—you will see a wonderful result. They will flee in terror and seek a roof where they can, these poor phantasms; one will become a parson, another a schoolmaster, another will creep into an editorship, another write school-books for young ladies' colleges, the wisest of them will plough the fields, the vainest go to court. Everything will be left suddenly empty, the birds flown: for it is easy to get rid of bad philosophers,—one only has to cease paying them. And that is a better plan than the open patronage of any philosophy, whatever it be, for state reasons.

Historically, cities were built on rivers or natural harbors to ease the flow of goods. But these days, since shipping costs have declined and service industries have risen, what counts most is the flow of ideas. The quintessence of the vibrant city for Glaeser is Wall Street, especially the trading floor, where millionaires foresake large offices to work in an open-plan bath of information. "They value knowledge over space -- that's what the modern city is all about," he said. Successful cities "increase the returns to being smart" by enabling people to learn from one another. In cities with higher average education, even the uneducated earn higher wages; that's evidence of "human captial spillover.

If you’re a teacher, enjoy your gregarious and participatory students. But don’t forget to cultivate the shy, the gentle, the autonomous, the ones with single-minded enthusiasms for chemistry sets or parrot taxonomy or nineteenth-century art. They are the artists, engineers, and thinkers of tomorrow. If you’re a manager, remember that one third to one half of your workforce is probably introverted, whether they appear that way or not. Think twice about how you design your organization’s office space. Don’t expect introverts to get jazzed up about open office plans or, for that matter, lunchtime birthday parties or team-building retreats. Make the most of introverts’ strengths—these are the people who can help you think deeply, strategize, solve complex problems, and spot canaries in your coal mine.

Open-plan offices have been found to reduce productivity and impair memory. They’re associated with high staff turnover. They make people sick, hostile, unmotivated, and insecure. Open-plan workers are more likely to suffer from high blood pressure and elevated stress levels and to get the flu; they argue more with their colleagues; they worry about coworkers eavesdropping on their phone calls and spying on their computer screens. They have fewer personal and confidential conversations with colleagues. They’re often subject to loud and uncontrollable noise, which raises heart rates; releases cortisol, the body’s fight-or-flight “stress” hormone; and makes people socially distant, quick to anger, aggressive, and slow to help others. Indeed, excessive stimulation seems to impede learning: a recent study found that people learn better after a quiet stroll through the woods than after a noisy walk down a city street.

Tris,” he says. “What did they do to you? You’re acting like a lunatic.” “That’s not very nice of you to say,” I say. “They put me in a good mood, that’s all. And now I really want to kiss you, so if you could just relax--” “I’m not going to kiss you. I’m going to figure out what’s going on,” he says. I pout my lower lip for a second, but then I grin as the pieces come together in my mind. “That’s why you like me!” I exclaim. “Because you’re not very nice either! It makes so much more sense now.” “Come on,” he says. “We’re going to see Johanna.” “I like you, too.” “That’s encouraging,” he replies flatly. “Come on. Oh, for God’s sake. I’ll just carry you.” He swings me into his arms, one arm under my knees and the other around my back. I wrap my arms around his neck and plant a kiss on his cheek. Then I discover that the air feels nice on my feet when I kick them, so I move my feet up and down as he walks us toward the building where Johanna works. When we reach her office, she is sitting behind a desk with a stack of paper in front of her, chewing on a pencil eraser. She looks up at us, and her mouth drifts open slightly. A hunk of dark hair covers the left side of her face. “You really shouldn’t cover up your scar,” I say. “You look prettier with your hair out of your face.” Tobias sets me down too heavily. The impact is jarring and hurts my shoulder a little, but I like the sound my feet made when they hit the floor. I laugh, but neither Johanna nor Tobias laughs with me. Strange. “What did you do to her?” Tobias says, terse. “What in God’s name did you do?” “I…” Johanna frowns at me. “They must have given her too much. She’s very small; they probably didn’t take her height and weight into account.” “They must have given her too much of what?” he says. “You have a nice voice,” I say. “Tris,” he says, “please be quiet.” “The peace serum,” Johanna says. “In small doses, it has a mild, calming effect and improves the mood. The only side effect is some slight dizziness. We administer it to members of our community who have trouble keeping the peace.” Tobias snorts. “I’m not an idiot. Every member of your community has trouble keeping the peace, because they’re all human. You probably dump it into the water supply.” Johanna does not respond for a few seconds. She folds her hands in front of her. “Clearly you know that is not the case, or this conflict would not have occurred,” she says. “But whatever we agree to do here, we do together, as a faction. If I could give the serum to everyone in this city, I would. You would certainly not be in the situation you are in now if I had.” “Oh, definitely,” he says. “Drugging the entire population is the best solution to our problem. Great plan.” “Sarcasm is not kind, Four,” she says gently. “Now, I am sorry about the mistake in giving too much to Tris, I really am. But she violated the terms of our agreement, and I’m afraid that you might not be able to stay here much longer as a result. The conflict between her and the boy--Peter--is not something we can forget.” “Don’t worry,” says Tobias. “We intend to leave as soon as humanly possible.

I try to plan my exits from the office so that I don’t need to talk to anyone else on the way out. There are always so many questions. What are you up to tonight? Plans for the weekend? Booked a holiday yet? I’ve no idea why other people are always so interested in my schedule. I’d timed it all perfectly, and was maneuvering my shopper over the threshold when I realized that someone had pulled the door back and was holding it open for me. I turned around. “All right, Eleanor?” the man said, smiling patiently as I unraveled the string on my mittens from my sleeve. Even though they were not required in the current temperate atmosphere, I keep them in situ, ready to don as the eventual change in season requires. “Yes,” I said, and then, remembering my manners, I muttered, “Thank you, Raymond.” “No bother,” he said. Annoyingly, we began walking down the path at the same time. “Where are you headed?” he asked. I nodded vaguely in the direction of the hill. “Me too,” he said. I bent down and pretended to refasten the Velcro on my shoe. I took as long as I could, hoping that he would take the hint.

The public offering occurred exactly one week after Toy Story’s opening. Jobs had gambled that the movie would be successful, and the risky bet paid off, big-time. As with the Apple IPO, a celebration was planned at the San Francisco office of the lead underwriter at 7 a.m., when the shares were to go on sale. The plan had originally been for the first shares to be offered at about $14, to be sure they would sell. Jobs insisted on pricing them at $22, which would give the company more money if the offering was a success. It was, beyond even his wildest hopes. It exceeded Netscape as the biggest IPO of the year. In the first half hour, the stock shot up to $45, and trading had to be delayed because there were too many buy orders. It then went up even further, to $49, before settling back to close the day at $39. Earlier that year Jobs had been hoping to find a buyer for Pixar that would let him merely recoup the $50 million he had put in. By the end of the day the shares he had retained—80% of the company—were worth more than twenty times that, an astonishing $1.2 billion. That was about five times what he’d made when Apple went public in 1980.

His months of teaching experience were now a lost age of youth and innocence. He could no longer sit in his office at Fort McNair, look out over the elm trees and the golf course, and encompass the world within "neat, geometric patterns" that fit within equally precise lectures. Policy planning was a very different responsibility, but explaining just how was "like trying to describe the mysteries of love to a person who has never experienced it." There was, however, an analogy that might help. "I have a largish farm in Pennsylvania."...it had 235 acres, on each of which things were happening. Weekends, in theory, were days of rest. But farms defied theory: Here a bridge is collapsing. No sooner do you start to repair it than a neighbor comes to complain about a hedge row which you haven't kept up half a mile away on the other side of the farm. At that very moment your daughter arrives to tell you that someone left the gate to the hog pasture open and the hogs are out. On the way to the hog pasture, you discover that the beagle hound is happily liquidating one of the children's pet kittens. In burying the kitten you look up and notice a whole section of the barn roof has been blown off and needs instant repair. Somebody shouts from the bathroom window that the pump has stopped working, and there's no water in the house. At that moment, a truck arrives with five tons of stone for the lane. And as you stand there hopelessly, wondering which of these crises to attend to first, you notice the farmer's little boy standing silently before you with that maddening smile, which is halfway a leer, on his face, and when you ask him what's up, he says triumphantly 'The bull's busted out and he's eating the strawberry bed'. Policy planning was like that. You might anticipate a problem three or four months into the future, but by the time you'd got your ideas down on paper, the months had shrunk to three to four weeks. Getting the paper approved took still more time, which left perhaps three or four days. And by the time others had translated those ideas into action, "the thing you were planning for took place the day before yesterday, and everyone wants to know why in the hell you didn't foresee it a long time ago." Meanwhile, 234 other problems were following similar trajectories, causing throngs of people to stand around trying to get your attention: "Say, do you know that the bull is out there in the strawberry patch again?

At this stage in the discussion one has to mention the specter of communism. What is the threat of communism to this system? For a clear and cogent answer, one can turn to an extensive study of the Woodrow Wilson Foundation and National Planning Association called the Political Economy of American Foreign Policy, a very important book. It was compiled by a representative segment of the tiny elite that largely sets public policy for whoever is technically in office. In effect, it’s as close as you can come to a manifesto of the American ruling class. Here they define the primary threat of communism as “the economic transformation of the communist powers in ways which reduce their willingness or ability to complement the industrial economies of the West.” That is the primary threat of communism. Communism, in short, reduces the willingness and ability of underdeveloped countries to function in the world capitalist economy in the manner of, for example, the Philippines which has developed a colonial economy of a classic type, after 75 years of American tutelage and domination. It is this doctrine which explains why British economist Joan Robinson describes the American crusade against communism as a crusade against development.

So!” Jack said, clapping his hands and grinning at me. “We ready to go? What’s the transportation plan?” “I guess I’ll go with Reth, and—” Lend shouted, “No, you’re not going anywhere alone with Reth.” “Fine, I’ll go with Jack, and—” “That doesn’t work for me either.” I laughed drily. “Okay then, I’ll click my heels together three times and say, ‘There’s no place like the Center, there’s no place like the Center,’ and then magically appear there!” He was quiet for a few seconds. “You’ll probably be safer with Reth.” It sounded like he was speaking through clenched teeth. “And I can keep a better eye on Jack.” “Well, I for one am thrilled to spend more time with Lend. That’s the top of my Fun Things to Do list. We should come up with a secret handshake!” Jack said, pushing me to the side and throwing the door open, which resulted in Lend falling to the floor immediately unconscious. “Oh, whoops.” Jack smiled, his eyes gleaming. “Too bad, I like him so much when he’s talking.” “Very funny. Keep him safe, okay? I don’t Raquel’s in the Iron Wing—she would have heard me shouting. Look anywhere you can think of. They might have her in a random room somewhere. We’ll meet in Raquel’s old office in two hours, whether we’ve found anything or not.” He nodded, not looking at me as he poked Lend repeatedly with his foot. “And, Jack? That threat Reth made about your hands? I’m going to apply it to Lend, too. Keep him safe. Or else.

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

Lila who has connected, is connecting, our personal knowledge of poverty and abuse to the armed struggle against the fascists, against the owners, against capital. I admit it here, openly, for the first time: in those September days I suspected that not only Pasquale—Pasquale driven by his history toward the necessity of taking up arms—not only Nadia, but Lila herself had spilled that blood. For a long time, while I cooked, while I took care of my daughters, I saw her, with the other two, shoot Gino, shoot Filippo, shoot Bruno Soccavo. And if I had trouble imagining Pasquale and Nadia in every detail—I considered him a good boy, something of a braggart, capable of fierce fighting but of murder no; she seemed to me a respectable girl who could wound at most with verbal treachery—about Lila I had never had doubts: she would know how to devise the most effective plan, she would reduce the risks to a minimum, she would keep fear under control, she would be able to give murderous intentions an abstract purity, she knew how to remove human substance from bodies and blood, she would have no scruples and no remorse, she would kill and feel that she was in the right. So there she was, clear and bright, along with the shadow of Pasquale, of Nadia, of who knows what others. They drove through the piazza in a car and, slowing down in front of the pharmacy, fired at Gino, at his thug’s body in the white smock. Or they drove along the dusty road to the Soccavo factory, garbage of every type piled up on either side. Pasquale went through the gate, shot Filippo’s legs, the blood spread through the guard booth, screams, terrified eyes. Lila, who knew the way well, crossed the courtyard, entered the factory, climbed the stairs, burst into Bruno’s office, and, just as he said cheerfully: Hi, what in the world are you doing around here, fired three shots at his chest and one at his face. Ah yes, militant anti-fascism, new resistance, proletarian justice, and other formulas to which she, who instinctively knew how to avoid rehashing clichés, was surely able to give depth. I imagined that those actions were necessary in order to join, I don’t know, the Red Brigades, Prima Linea, Nuclei Armati Proletari. Lila would disappear from the neighborhood as Pasquale had. Maybe that’s why she had tried to leave Gennaro with me, apparently for a month, in reality intending to give him to me forever. We would never see each other again. Or she would be arrested, like the leaders

The morning was already setting up to be hectic, and Jon thanked his lucky stars that Jessie was so good at his job and a constant spark-plug of activity. Oh god, you did not just think Jessie was a spark-plug? You really are getting old. Next thing you know you’ll being saying whipper-snappers and break a hip getting out of bed. He shook his head. I guess I had a good run. Jessie quickly re-entered the office. “Alright. Elisabeth has her caffeine fix and said she’ll be down to say goodbye in a few. So let’s get this bad boy going for the week. Travel plans are done for next month and meetings for the week are in you planner so I’m assuming they’ll be no more complaining about flying coach class this time?” Jessie gave a sly wink and kept organizing his desk. “Yes. And for that I thank you for that my color-coding, hyper computer organized planner. We have to make sure the next presentation for Chicago is ready in three weeks; the storyboards for the new campaign ideas have to be finished by Tuesday the 16th so we can get them shipped before I head out there.” “And let’s not forget our important morning ritual.” Jon looked at Jessie with a question about to form before the realization hit him. His expression changed from confused to stern. “No cat videos Jessie. I swear. Enough of the cat videos.” “C’mon. You know you love them and they brighten your dour moods. Look at this one.” Jessie turned his screen and Jon begrudgingly looked at the cute little puppy and kitten with captions over them. “How can you not love this?” Jessie smiled. “The cute little kitty tells the playful puppy not to do it and yet the puppy bonks the little kitty on the head with his little puppy paw. “Boop Boop.” And then the cat swipes at the puppy and it falls off the bed. You know this is internet gold.” Jon smiled. “Can we get back to work?” Jessie nodded and then walked up to Jon - without hesitating, he bonked him lightly on the head. “Boop.” He paused and added, “I think this puppy is onto something.” Jessie grinned ear to ear still. “I pledge, from now on if something makes me as happy as this bonking picture I’m just going to say Boop boop.” Jon stood stone-faced but a second later, could not stop his smile. “I am not amused.” Jon shook the smile away. “Now, if you’re done boop booping me, there is something else I want to talk with you about.” Jessie looked at Jon with a quizzical smile. “Not to blow my own horn but I have a new and brilliant thought my young apprentice.” Jessie opened his mouth to comment on the blowing horn, but Jon held up his hand and cut him off. “Stop it.” Jessie closed his mouth and swallowed the sexual innuendo-laced comment he had forming on the tip of his tongue.

While David runs the financial end of the Rockefeller dynasty, Nelson runs the political. Nelson would like to be President of the United States. But, unfortunately for him, he is unacceptable to the vast majority of the grass roots of his own party. The next best thing to being President is controlling a President. Nelson Rockefeller and Richard Nixon are supposed to be bitter political competitors. In a sense they are, but that still does not preclude Rockefeller from asserting dominion over Mr. Nixon. When Mr. Nixon and Mr. Rockefeller competed for the Republican nomination in 1968, Rockefeller naturally would have preferred to win the prize, but regardless of who won, he would control the highest office in the land. You will recall that right in the middle of drawing up the Republican platform in 1960, Mr. Nixon suddenly left Chicago and flew to New York to meet with Nelson Rockefeller in what Barry Goldwater described as the "Munich of the Republican Party." There was no political reason why Mr. Nixon needed to crawl to Mr. Rockefeller. He had the convention all sewed up. The Chicago Tribune cracked that it was like Grant surrendering to Lee. In The Making of the President, 1960, Theodore White noted that Nixon accepted all the Rockefeller terms for this meeting, including provisions "that Nixon telephone Rockefeller personally with his request for a meeting; that they meet at the Rockefeller apartment…that their meeting be secret and later be announced in a press release from the Governor, not Nixon; that the meeting be clearly announced as taking place at the Vice President's request; that the statement of policy issuing from it be long, detailed, inclusive, not a summary communiqué." The meeting produced the infamous "Compact of Fifth Avenue" in which the Republican Platform was scrapped and replaced by Rockefeller's socialist plans. The Wall Street Journal of July 25, 1960, commented: "…a little band of conservatives within the party…are shoved to the sidelines… [T]he fourteen points are very liberal indeed; they comprise a platform akin in many ways to the Democratic platform and they are a far cry from the things that conservative men think the Republican Party ought to stand for…" As Theodore White put it: "Never had the quadrennial liberal swoop of the regulars been more nakedly dramatized than by the open compact of Fifth Avenue. Whatever honor they might have been able to carry from their services on the platform committee had been wiped out. A single night's meeting of the two men in a millionaire's triplex apartment in Babylon-by-the-Hudson, eight hundred and thirty miles away, was about to overrule them; they were exposed as clowns for all the world to see." The whole story behind what happened in Rockefeller's apartment will doubtless never be known. We can only make an educated guess in light of subsequent events. But it is obvious that since that time Mr. Nixon has been in the Rockefeller orbit.

Soon after I arrived on the island I had a run-in with my son’s first grade teacher due to my irreverent PJ sense of humor. When Billy lost a baby tooth I arranged the traditional parentchild Tooth Fairy ritual. Only six years old, Billy already suspected I was really the Tooth Fairy and schemed to catch me in the act. With each lost tooth, he was getting harder and harder to trick. To defeat my precocious youngster I decided on a bold plan of action. When I tucked him in I made an exaggerated show of placing the tooth under his pillow. I conspicuously displayed his tooth between my thumb and forefinger and slid my hand slowly beneath his pillow. Unbeknownst to him, I hid a crumpled dollar bill in the palm of my hand. With a flourish I pretended to place the tooth under Billy’s pillow, but with expert parental sleight of hand, I kept the tooth and deposited the dollar bill instead. I issued a stern warning not to try and stay awake to see the fairy and left Billy’s room grinning slyly. I assured him I would guard against the tricky fairy creature. I knew Billy would not be able to resist checking under his pillow. Sure enough, only a few minutes later he burst from his room wide-eyed with excitement. He clutched a dollar bill tightly in his fist and bounced around the room, “Dad! Dad! The fairy took my tooth and left a dollar!” I said, “I know son. I used my ninja skills and caught that thieving fairy leaving your room. I trapped her in a plastic bag and put her in the freezer.” Billy was even more excited and begged to see the captured fairy. I opened the freezer and gave him a quick glimpse of a large shrimp I had wrapped in plastic. Viewed through multiple layers of wrap, the shrimp kind of looked like a frozen fairy. I stressed the magnitude of the occasion, “Tooth fairies are magical, elusive little things with their wings and all. I think we are the first family ever to capture one!” Billy was hopping all over the house and it took me quite awhile to finally calm him down and get him to sleep. The next day I got an unexpected phone call at work. My son’s teacher wanted to talk to me about Billy, “Now what?” I thought. When I arrived at the school, Billy’s teacher met me at the door. Once we settled into her office, she explained she was worried about him. Earlier that day, Billy told his first grade class his father had killed the tooth fairy and had her in a plastic bag in the freezer. He was very convincing. Some little kids started to cry. I explained the previous night’s fairy drama to the teacher. I was chuckling—she was not. She looked at me as if I had a giant booger hanging out of a nostril. Despite the look, I could tell she was attracted to me so I told her no thanks, I already had a girlfriend. Her sputtering red face made me uncomfortable and I quickly left. Later I swore Billy to secrecy about our fairy hunting activities. For dinner that evening, we breaded and fried up a couple dozen fairies and ate them with cocktail sauce and fava beans.

So his armorbearer said to [Jonathan], “Do all that is in your heart. Go then; here I am with you, according to your heart.” 1 SAMUEL 14:7 Five simple monosyllables—“here I am with you”—but they helped make the difference between success and failure. Jonathan had already won a battle, for which his father, King Saul, took the credit (1 Sam. 13:1–4), but he didn’t care who got the credit so long as God received the glory and Israel was protected. As God’s people, we have always been in conflict with the enemies of the Lord and we have always been outnumbered. There were three kinds of Israelites on the battlefield that day, just as there are three kinds of “Christian soldiers” in the church today. There are those who do nothing. King Saul was sitting under a tree, surrounded by six hundred soldiers, wondering what to do next. Leaders are supposed to use their offices and not just fill them (1 Tim. 3:13). God had given Saul position and authority but he seemed to have no vision, power, or strategy. He was watching things happen instead of making things happen, and spectators don’t make much progress in life. Along with Saul and his small army were a number of Israelites who had fled the battlefield and hidden themselves, and some had even surrendered to the enemy! When Jonathan and his armorbearer started defeating the Philistines and the Lord shook the enemy camp, these quitters came out into the open and joined in the battle. Do you know any Christians like that? Are you one of them? There are those who fear nothing. Jonathan had already won a battle against the Philistines and was a man of faith who was certain that the God of Israel would give his people victory. Perhaps he was leaning on God’s promises in Leviticus 26:7–8, “You will chase your enemies, and they shall fall by the sword before you. Five of you shall chase a hundred, and a hundred of you shall put ten thousand to flight.” He assured his armorbearer that “nothing restrains the LORD from saving by many or by few” (1 Sam. 14:6). Jonathan expected God to give him a sign that his strategy was right, and God did just that (vv. 9–14). God also caused an earthquake in the enemy camp that made the Philistines panic, and they began to attack each other; and the enemy army began to melt away (v. 16). There are those who hold back nothing. Jonathan’s armorbearer is mentioned nine times in this narrative but his name is never revealed. Like many people in Scripture, he did his job well but must remain anonymous until he is rewarded in heaven. Think of the lad who gave his lunch to Jesus and he fed five thousand people (John 6:8–11), or the Jewish girl who sent Naaman to Elisha to be healed of his leprosy (2 Kings 5:1–4), or Paul’s nephew whose fast action saved Paul’s life (Acts 23:16–22). The armorbearer encouraged Jonathan and promised to stand by him. All leaders, no matter how successful, need others at their side who can help expedite their plans. Aaron and Hur held up Moses’s hands as he prayed for Joshua and the Jewish army in battle (Exod. 17:8–16), and Jesus asked Peter, James, and John to watch with him as he prayed in the garden (Matt. 26:36–46). Blessed are those leaders who have dependable associates whose hearts are one with theirs and who hold back nothing but devotedly say, “I am with you.” Jesus says that to us and he will help us to say it to others. I am with you always, even to the end of the age. Matthew 28:20

After only eight months in office, Meadows made national headlines by sending an open letter to the Republican leaders of the House demanding they use the “power of the purse” to kill the Affordable Care Act. By then, the law had been upheld by the Supreme Court and affirmed when voters reelected Obama in 2012. But Meadows argued that Republicans should sabotage it by refusing to appropriate any funds for its implementation. And, if they didn’t get their way, they would shut down the government. By fall, Meadows had succeeded in getting more than seventy-nine Republican congressmen to sign on to this plan, forcing Speaker of the House John Boehner, who had opposed the radical measure, to accede to their demands. Meadows later blamed the media for exaggerating his role, but he was hailed by his local Tea Party group as “our poster boy” and by CNN as the “architect” of the 2013 shutdown. The fanfare grew less positive when the radicals in Congress refused to back down, bringing virtually the entire federal government to a halt for sixteen days in October, leaving the country struggling to function without all but the most vital federal services. In Meadows’s district, day-care centers that were reliant on federal aid reportedly turned distraught families away, and nearby national parks were closed, bringing the tourist trade to a sputtering standstill. National polls showed public opinion was overwhelmingly against the shutdown. Even the Washington Post columnist Charles Krauthammer, a conservative, called the renegades “the Suicide Caucus.” But the gerrymandering of 2010 had created what Ryan Lizza of The New Yorker called a “historical oddity.” Political extremists now had no incentive to compromise, even with their own party’s leadership. To the contrary, the only threats faced by Republican members from the new, ultraconservative districts were primary challenges from even more conservative candidates. Statistics showed that the eighty members of the so-called Suicide Caucus were a strikingly unrepresentative minority. They represented only 18 percent of the country’s population and just a third of the overall Republican caucus in the House. Gerrymandering had made their districts far less ethnically diverse and further to the right than the country as a whole. They were anomalies, yet because of radicalization of the party’s donor base they wielded disproportionate power. “In previous eras,” Lizza noted, “ideologically extreme minorities could be controlled by party leadership. What’s new about the current House of Representatives is that party discipline has broken down on the Republican side.” Party bosses no longer ruled. Big outside money had failed to buy the 2012 presidential election, but it had nonetheless succeeded in paralyzing the U.S. government. Meadows of course was not able to engineer the government shutdown by himself. Ted Cruz, the junior senator from Texas, whose 2012 victory had also been fueled by right-wing outside money, orchestrated much of the congressional strategy.

tapped my pen against my desk. I needed to figure this out. Either fire her or forget about her. But I needed to do something. I found myself spending more and more time in my office with the door closed in an attempt to create some distance between Harper and me. Ordinarily, I’d spend time out on the floor with people, checking in on how things were going. But the open-plan area felt like contaminated land.

The situation was vastly different way back in 1968-69. The politicians and the bureaucrats hadn’t yet found the open sesame mantra into the national treasury. Most of them depended on the lowly SIB representatives for monetary help, tactical support and for building bridges with the political bosses and the top bureaucrats in Delhi. The situation has now reversed. The local political bosses like their counterparts in Delhi and elsewhere in India, have found the open sesame keys and are in a position to shame some of the millionaire barons of industry. Now, I understand, they are not required to pamper the local SIB station chief. They can shop around in Delhi, right from the top political to the chick bureaucratic shopping mall and spend as much as they like. They arrive in Delhi with suitcases and go back with political support and plan and non-plan budgetary grants and aids. Most of these allocations, even a blind person can perceive, travel straight to the private coffers of the adventurers and fortune hunters. That’s how the development activities are implemented in India to remove poverty and to bring the people up to civilised standard of living!

Why did I lie? I hadn’t planned on lying. When that stranger handed me the journal and looked at me with his big, desperate eyes, I wasn’t planning anything. I intended to give it to whoever asked for it. But when I was standing there in front of Officer Keating and his suspicious-looking partner, I didn’t. It wasn’t some elaborate plan or a scheme. I just didn’t open my mouth. It was like my mind decided without me that I should hang on to it.

The open office floor plan is a form of strangulation.

Unsurprisingly, the nation’s xenophobia has seeped into popular culture. Bollywood, long known for its extensive Muslim involvement across the entire industry, is being forced to toe the anti-Islam perspective. Many in Bollywood happily pushed the hard-line Hindu nationalist agenda, releasing films that openly celebrated the actions of the Indian armed forces. In a similar vein, the Israeli series Fauda, which features undercover Israeli agents in the West Bank, has been hugely popular among right-wing Indians, looking for a sugar hit of war on terror and anti-Islamist propaganda in a slickly produced format. During the May 2020 Covid-19 lockdown, the right-wing economist Subramanian Swamy, who sits on the BJP national executive, tweeted that he loved Fauda.28 The post-9/11 “war on terror” suited both India and Israel in their plans to pacify their respective unwanted populations. To this end, Israel trained Indian forces in counterinsurgency. Following a 2014 agreement between Israel and India, pledging to cooperate on “public and homeland security,” countless Indian officers, special forces, pilots, and commandoes visited Israel for training. In 2020, Israel refused to screen Indian police officers to determine if they had committed any abuses in India. Israeli human rights advocate Eitay Mack and a range of other activists petitioned the Israeli Supreme Court in 2020 to demand that Israel stop training Indian police officers who “blind, murder, rape, torture and hide civilians in Kashmir.” The court rejected the request, and in the words of the three justices, “without detracting from the importance of the issue of human rights violations in Kashmir.

The door to the captain’s office was open, the room vacant but for the memories it held, and I staggered forward to sink into a chair. I closed my eyes, filled with a dreadful, yearning sorrow. Cannan had been such a powerful presence in the palace--in our lives--for so many years that it felt as though the heart of our kingdom had been taken from us. He had been Captain of the Guard for thirty years, and had not failed once in his duties; he had saved more lives than he had ever taken in war; and he had raised Steldor to be the man he was today--a bold, brave, sacrificing man. The son was his father in many, many ways. I was startled out of my thoughts by a knock, and turned to see Steldor standing in the doorway. He glanced around the office, his expression composed, and yet it held a deep and immutable sorrow. “I was told I would find you here,” he said. “How are you?” I asked, nervously twining my hands. “As good as can be expected, I suppose.” “And Galen?” “He has Tiersia.” I nodded, averting my gaze. I knew his answer had been an honest one, and had not been meant to hurt me, but sadness filled me. I wanted him to have someone--he deserved to have someone. Only that someone could not be me. “Let’s go to my drawing room,” I suggested, for Cannan’s office was not a place that would allow us to talk about the future, and that was what we needed to do. Steldor stepped aside, allowing me to exit first. He spent one last moment absorbing the look and feel of his father’s office, then respectfully closed the door. When we reached the Queen’s Drawing Room at the front of the palace, we walked over to the bay window that granted a view of the Eastern Courtyard to talk, much as we had when he had told me of his plan to annul our marriage. But this time, I was the one who needed to speak. I slipped my hand into his, and he glanced at me in mild surprise. “I’m sorry about your father’s passing. I know how close you were to him. His strength and guidance will be missed by all. Despite our kingdom’s glory, Hytanica is less without him.” Steldor did not respond, but gazed stoically out the window. Then he nodded twice and took a deep breath, reining in his emotions. Even now, with me, he was proud, not knowing that I wanted to hold him and let him cry, and that if he did, I would not, even for an instant, find him weak. He ran a hand through his dark hair and turned to face me, silently begging me to change the subject, and I obliged. “”And how is the rest of your family?” “Amid our losses, there is also some good news. Shaselle has a suitor.” “Do you approve of her choice? After all, you are the man of the family now.” “There’s no accounting for taste.” He smirked, seeming thankful for my attempt at normalcy. “Actually, Lord Grayden is a good man--a man who met my father’s approval and, I believe, would have met Baelic’s. When the time is right, I expect a betrothal.” Again a smile played across his features. “Now I just have to worry about the other three girls in the family.” I laughed, lacing my fingers through his when I felt he might pull away. I did not know how he would react to my coming proposal--and whether he would admit it or not, he needed some comfort now. “Steldor,” I said, my tone and demeanor once more serious, “when I see Galen, I will reinstate him as Sergeant at Arms.” “An excellent decision.” I nodded, then continued. “But our military needs to be reformed. It needs a strong and passionate leader, someone who will do Cannan and all of his work justice. I cannot think of anyone more suited to taking over the position of Captain of the Guard than you.” He did not immediately reply, but his eyes went to our hands, and he raised mine to his lips as he had so often done before.

The Origins and Development of the Spirit of the Prussian Officer,” he tells the story of a staff officer dutifully carrying out an order without question, only to be pulled up short by a high-ranking general with the words: “The King made you a staff officer because you should know when not to obey.” In contrast to other European officer corps, Prince Friedrich Karl comments, the Prussians do not allow themselves to be hemmed in with rules and regulations, but give rein to the imagination and exploit every opportunity opened up by unexpected success. Such behavior would not be possible if senior commanders were to demand full control over every unit.10

Before wrapping up this chapter, let us look at one of the deadly scams in the Indian primary market history. There was company named ‘MS shoes east’. Shares of this company traded in Rs 150-200 range throughout the year 1994. But towards December 1994 it spurted to Rs 500 without any justifiable rationale behind the raise. Its promoter Pavan Sachedeva and his broker artificially manipulated the stock price to this level.   By February 1995, the company devised an expansion plan for an estimated expense Rs 700 crores. It proposed to raise around Rs 428 crores by means of Fully convertible bonds. These bonds were to be sold at Rs 199 each through public issue. The idea was to provoke people to subscribe the issue with a hope of converting this bond of Rs 199 to a share of Rs 500.   Well, his brokers was constantly buying the stocks from the open market to maintain the price at that high level. But the situation had already worsened. He had bought too much and had too little money at hand that he could not pay the stock exchange for all the purchases he made. BSE could not give money to the sellers of that security. Things turned out to be serious. You may find it hard to believe  - the BSE was shut down for three consecutive days without any business.   Before this drama came to light, FCD ('Fully Convertible Debenture) public issue was a big success and it almost stole the show. Delighted by the overwhelming response from the investing community, MS Shoes had announced to close the public issues few days before the stipulated time. The world came to know that the cruel plan of manipulating the stock price was only to push the bond issue successfully. Even the authorities woke up to the problem. The company was issued a notice. And also it allowed the investors to take back their FCD application. Almost all the investors took back. Even the underwriter refused to buy the unsold portion of the issue because the company had voluntarily announced to close the issue before the end date. The ruling was in favor the underwriter. Sachedeva declared himself to be innocent. MS shoes office resembled a mourning house with  deserted look.   There was one Sachedeva who came to light. There were and probably still are more of them out there.

both hands against the door. “Feet wider apart. That’s right. Like in the American movies.” Satisfied, Qazi patted the man down. “What, no gun? A GRU man without a gun …” Qazi carefully felt the man’s crotch and the arms above the wrists. “First humor and now this! The GRU will become a laughingstock. But of course there is a microphone.” Qazi lifted all the pens from the Russian’s shirt pocket and examined them, one by one. “It had better be here, Chekhov, or you will have to part with your buttons and your shoes.” It was in the third pen. “Now turn around and sit against the door.” The Russian’s face was covered with perspiration, his fleshy lips twisted in a sneer. “The shoes.” Qazi examined them carefully and tossed them back. “Now the coat.” This he scrutinized minutely. From the uppermost of the large three buttons on the front of the coat a very fine wire was just visible buried amid the thread that held the button on. Qazi sawed the button free with a small pocketknife, then dropped the pen and button down a commode. He tossed the coat back to Chekhov. “And the belt.” After a quick glance, Qazi handed it back. “Hurry, we have much to say to each other.” He unscrewed the silencer and replaced the pistol in his ankle holster. He opened the door as the Russian scrambled awkwardly to his feet. An hour later the two men were seated in the Sistine Chapel against the back wall, facing the altar and Michelangelo’s masterpiece The Last Judgment behind it. On the right the high windows admitted a subdued light. Qazi kept his eyes on the tourists examining the paintings on the ceiling and walls. “Is it in Rome, as General Simonov promised?” “Yes. But you must tell us why you want it.” “Is it genuine, or is it a masterpiece from an Aquarium print shop?” The Aquarium was the nickname for GRU headquarters in Moscow. The Russian’s lips curled, revealing yellow, impacted teeth. This was his smile. “We obtained it from Warrant Officer Walker.” “Ah, those Americans! One wonders just how long they knew about Walker’s activities.” The Russian raised his shoulders and lowered them. “Why do you want the document?” “El Hakim has not authorized me to reveal his reasons. Not that we don’t trust you. We value the goodwill of the Soviet Union most highly. And we intend to continue to cultivate that goodwill. But to reveal what you do not need to know is to take the risk that the Americans will learn of our plans through their activities against you.” “If you are implying they have penetrated—” “Chekhov, I am not implying anything. I am merely weighing risks. And I am being very forthright with you. No subterfuge. No evasion. Just the plain truth. Surely a professional like you can appreciate that?” “This document is very valuable.

My office is over here—” He stopped. Frowned. Looked about. Had to backtrack to the kitchen in order to find the various parties. Sola’s grandmother had her head in the Sub-Zero refrigerator, rather as if she were a gnome looking for a cool place in the summer. “Madam?” Assail inquired. She shut the door and moved on to the floor-to-ceiling cabinets. “There is nothing here. Nothing. What do you eat?” “Ah . . .” Assail found himself looking at the cousins for aid. “Usually we take our meals in town.” The scoffing sound certainly appeared like the old-lady equivalent of Fuck that. “I need the staples.” She pivoted on her little shiny shoes and put her hands on her hips. “Who is taking me to supermarket.” Not an inquiry. And as she stared up at the three of them, it appeared as though Ehric and his violent killer of a twin were as nonplussed as Assail was. The evening had been planned out to the minute—and a trip to the local Hannaford was not on the list. “You two are too thin,” she announced, flicking her hand in the direction of the twins. “You need to eat.” Assail cleared his throat. “Madam, you have been brought here for your safety.” He was not going to permit Benloise to up the stakes—and so he’d had to lock down potential collateral damage. “Not to be a cook.” “You have already refused the money. I no stay here for free. I earn my keep. That is the way it will be.” Assail exhaled long and slow. Now he knew where Sola got her independent streak. “Well?” she demanded. “I no drive. Who takes me.” “Madam, would you not prefer to rest—” “Your body rest when dead. Who.” “We do have an hour,” Ehric hedged. As Assail glared at the other vampire, the little old lady hitched her purse up on her forearm and nodded. “So he will take me.” Assail met Sola’s grandmother’s gaze directly and dropped his tone a register just so that the line drawn would be respected. “I pay. Are we clear—you are not to spend a cent.” She opened her mouth as if to argue, but she was headstrong—not foolish. “Then I do the darning.” “Our clothes are in sufficient shape—” Ehric cleared his throat. “Actually, I have a couple of loose buttons. And the Velcro strip on his flak jacket is—” Assail looked over his shoulder and bared his fangs at the idiot—out of eyesight of Sola’s grandmother, of course. Remarshaling his expression, he turned back around and— Knew he’d lost. The grandmother had one of those brows cocked, her dark eyes as steady as any foe’s he’d ever faced. Assail shook his head. “I cannot believe I’m negotiating with you.” “And you agree to terms.” “Madam—” “Then it is settled.” Assail threw up his hands. “Fine. You have forty-five minutes. That is all.” “We be back in thirty.” At that, she turned and headed for the door. In her diminutive wake, the three vampires played ocular Ping-Pong. “Go,” Assail gritted out. “Both of you.” The cousins stalked for the garage door—but they didn’t make it. Sola’s grandmother wheeled around and put her hands on her hips. “Where is your crucifix?” Assail shook himself. “I beg your pardon?” “Are you no Catholic?” My dear sweet woman, we are not human, he thought. “No, I fear not.” Laser-beam eyes locked on him. Ehric. Ehric’s brother. “We change this. It is God’s will.” And out she went, marching through the mudroom, ripping open the door, and disappearing into the garage. As that heavy steel barrier closed automatically, all Assail could do was blink.

One spring day, I was away on a business trip; Karen was home with the kids. It was a warm afternoon, and she was sitting with our son Matthew at the computer in my office. The kitchen door that leads to the backyard was open. They were reviewing a homework project when they heard what sounded like fingernails scratching on the hardwood floors in the kitchen followed by a thumping gallop from our cat Sox. An instant later, a squirrel raced into the office with the cat at its heels. In a panic, Karen grabbed Matthew and the cat, and ran out of the office slamming the door behind her. Her plan was to leave the squirrel in my office and let me deal with it when I got home in a few days; the homework could wait. However, 30 minutes and two glasses of Merlot later, Karen saw the flaw in her plan. She wasn’t worried so much about sticking me with the task of removing a hungry, pissed-off squirrel from my office as she was the possibility of the squirrel shredding everything in there before I got home. Or worse, she feared the house would permanently smell of dead squirrel. There was a decent chance her scream gave it a heart attack. Luckily, the window in my office was open that afternoon. The only problem, there was a screen in the window. Karen figured if she could remove the screen, the squirrel, if it were still alive, would find its way back to the great outdoors. My office was on the first floor, so she was able to remove the screen easily from the outside. Standing in the backyard at a safe distance, she watched the open window, but no squirrel appeared. Venetian blinds were down covering the window opening. Karen thought, “If I just reach in and pull the cord on the blinds I can raise them enough for the little rodent to see his escape route.” Taking deep breaths while standing on the third rung of our stepladder, Karen thought through exactly what she had to do: raise the blinds with one hand, pull the cord with the other, lock it in place and get the hell out of there. No problem, the squirrel was no doubt cowering in the corner. Not quite. As soon as she raised the blinds, the squirrel – according to Karen who was the only witness – saw daylight and flew through the air, landing on her head. Its toes were caught in Karen’s hair as it made a desperate attempt to free itself. Karen said, “It was running in place on top of my head.” She fell off the ladder and ran screaming through the backyard with the squirrel stuck to her head. (I’m sure it was only a few seconds, but time stands still when there’s a squirrel on your head.) It eventually freed its claws, jumped off her head and ran away. Sue was the first person Karen called after she calmed down enough to speak. They discussed the situation thoroughly and agreed that shampooing several times with Head and Shoulders, rubbing the tiny scratch marks on her scalp with alcohol and drinking the rest of the bottle of Merlot were the proper steps to prevent rabies. I was her second call. Karen gave me a second-by-second recounting of the event, complete with sound effects and a graphic description of how the squirrel’s toes felt as they dug into her scalp. Then she told me the whole thing was my fault because I wasn’t home to protect the family when it happened. Apparently being away earning a living was not an acceptable excuse. She also said she learned a valuable lesson that day. “Not to leave the back door open?” I guessed. No, the lesson was that all squirrels are evil and out to get her. (She also decided that she doesn’t like “any animal related to squirrels,” whatever that means.)

an open-plan office?” “I’m uninhibited.

Seeking to create a high-productivity space for commercial innovation, Probst conceived the “Action Office,” whose surfaces, both horizontal and vertical, allowed for clear thought, freedom of movement, ample storage, and the ability to lay out plans and drawings (there were no personal computers back then), all in a semi-open, semi-private configuration. Sadly, as is the fate of many creative architects, he watched as his modular workplace morphed into an economic convenience for the companies for which they worked, in which creative space gave way to an ice-cube tray-like formation, and the priority shifted away from ergonomic needs to economic ones.

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

Open-plan offices have been found to reduce productivity and impair memory. They’re associated with high staff turnover. They make people sick, hostile, unmotivated, and insecure. Open-plan workers are more likely to suffer from high blood pressure and elevated stress levels and to get the flu; they argue more with their colleagues; they worry about coworkers eavesdropping on their phone calls and spying on their computer screens. They have fewer personal and confidential conversations with colleagues. They’re often subject to loud and uncontrollable noise, which raises heart rates; releases cortisol, the body’s fight-or-flight “stress” hormone; and makes people socially distant, quick to anger, aggressive, and slow to help others.

In order for a person to work at a church legally as an independent contractor, we believe it is prudent to consider the following guidelines:   ·       The church cannot substantially direct the person’s duties; the church can only give them overall tasks to complete.   ·       The church cannot control or set their hours that they work.   ·       Since their “company” provides the service, they can send anyone to do the job.   ·       They cannot have an office at the church that is their primary office.   ·       It cannot be their only source of income.   ·       The church needs to have a written contract in place including cost, delivery of Services, duration (i.e. six months, one year, etc.) and a termination clause.   ·       They cannot participate in any employee benefits plans (insurance, retirement plans, etc).   ·       The contractor must provide annual proof of worker’s comp and liability insurance naming the church as additionally insured or the church could be held liable in the event of a claim.   ·       The church must issue a 1099 at the end of the year for all contract wages paid if the total amount for the year exceeds $600.00 to one contractor. We strongly recommend that no payments are made until an accurate and fully completed W-9 is completed by the contractor and on file at the church.        Given these requirements, many workers such as those in the nursery, kitchens, and other service areas are not 1099 contractors, but employees.     Regarding interim pastors, there is disagreement over whether they should receive a W-2 or 1099. Factors such as length of service, who supervises them, and whether they are a contractor, come into play in the decision on how to report their salary. For the best practice we recommend always using the W-2 to report salaries, but seeking tax and legal counsel would be wise to avoid any future IRS issues.      While there are advantages to the church to pay independent contractors who regularly work for the church such as avoiding the need to pay the employer's part of the FICA tax and the ease of terminating their services, we would recommend against their regular use.      We recommend against the use of independent contractors (that regularly work at the church) because we believe it can create the following problems for the church:   ·       Less control over the position   ·       Leaves the church open to an IRS challenge, which the church only has a 50/50 chance of defending, not to mention the cost and hassle of litigation   ·       In the event of insurance claims, the church may encounter issues with worker’s compensation coverage or liability insurance coverage such as sexual misconduct, etc.   ·       The church is open to contract disputes with the independent contractor   ·       Based on how the individual/company is filing their taxes, it could bring an unwanted tax audit to the church        Our conclusion is that we do not see enough cost-saving advantages for the church to move in this direction. It also creates unnecessary red flags for the IRS. The other looming question is, why is this such an important issue for such a small incremental (if any) tax break for the individual? Because the independent contractor will have to pay employer FICA, we don’t see any large tax advantage for this shift. They can claim mileage and some home office expense (maybe), but it just does not amount to enough to place the church at risk.      Here are some detailed guidelines

We came to value transparency and to knock down walls—not only online but also in person. We failed to realize that what makes sense for the asynchronous, relatively anonymous interactions of the Internet might not work as well inside the face-to-face, politically charged, acoustically noisy confines of an open-plan office. Instead of distinguishing between online and in-person interaction, we used the lessons of one to inform our thinking about the other.

stairwell and started the climb to the seventh floor. He was knackered by the time they got to the third, but his agitation drove him on. Amisha's smooth and regular breathing, as she bounded up behind, stood in stark contrast to H's heavy panting. H reached the seventh. Ignoring the faces surprised to see him turning up at work, he steered a path through the open plan office and burst his way into the incident room, where an update on the Tara case was in progress. ‘Inspector Hawkins, how nice of you to drop in,’ said Hilary. ‘This is not your case - please leave immediately and make your way to my office. When I’m finished here you can update me on your case and explain where the hell you have been these last few days.’ H believed in the chain of command when he felt it was necessary. At this moment he didn’t. He stared hard at the officer in charge of the Tara case and went straight to the crux of the matter. ‘Marchant, you got anything yet?’ Miller-Marchant remained silent. H knew what that meant. Hilary

Only twenty-seven people in Britain can explain why the day after Christmas Day is called Boxing Day, but that doesn't stop millions from marking it by staying home from work. An intriguing side effect of thus having two consecutive public holidays is that no matter what days of the week they fall on, the British can easily justify taking the whole week off. Suppose Christmas Day falls on a Tuesday, with Boxing Day on the Wednesday. Well, then, what is the point, the contemporary Bob Cratchit cries, of bother to open up the office or factory on Monday, when we all plan to knock off work by lunchtime because it's Christmas Eve? And it's hardly worth cranking up the heat for a working week that's now been whittled down to just two days. By the time we finish complaining about our ingrate in-laws and the cheesy Christmas television programs and the blatant materialism of our kids, it's time to go home for the weekend. Isn't it simpler for Mr. Scrooge to close the countinghouse until the New Year? (He can still pay us, of course.) This creative logic is a little more challenging when Christmas Day is a Thursday, but several Plumley residents had pulled it off...

Both intuition and a growing body of research underscore the reality that sharing a workspace with a large number of coworkers is incredibly distracting—creating an environment that thwarts attempts to think seriously. In a 2013 article summarizing recent research on this topic, Bloomberg Businessweek went so far as to call for an end to the “tyranny of the open-plan office.” And yet, these open office designs are not embraced haphazardly.

He called the operator from the phone in the kitchen and then left a message for Mr. Keane at his office. As luck would have it, the first kitchen drawer he pulled open was full of dish towels and he grabbed the lot of them. The next held the kitchen scissors and bakery string and even—she might have planned this—a turkey baster, all of which he gathered up, just in case. He wet one of the dishcloths with cool water at the sink, and then returned to her. She was not the housekeeper his own wife was—there were crumbs on the kitchen table and stained teacups in the sink—but there was a sweetness in the way she asked when he leaned over her if she could just take hold of his arm.

McNamara’s Lincoln Continental had idled at the curb outside Kennedy’s house, its high-tech radio car phone keeping an open line to the Ford offices in Washington, which, in turn, had a long-distance line open to McNamara’s wife in Ann Arbor to relay the news of the job offer.

Scarlet watched her father across the table in the restaurant he’d taken her to for lunch. Her taut nerves jangled as she tried to work out how to tell him the plans she’d already put into motion. It was going to kill him – she knew this. It would be better for all concerned if she just got it out now, if she was just honest and open and ripped the Band-Aid off quickly. But right now there didn’t seem to be an obvious way into the conversation; her father was unusually distracted. She picked up her sparkling water and took a sip, then glanced down at the menu. ‘So, what’s up?’ she asked. ‘Hm?’ He looked up at her in question. ‘You’ve barely said two words since we left the office. You OK?’ She watched him, concerned. He was never quiet. Even when he was juggling a million things, he was still jovial and on the ball, always talking, always joking in his deep booming voice. ‘I’m fine,’ he answered, plastering

In a vast open-plan office, notable for its astonishing quiet (in an hour and a half not a single telephone rings), the Oxford lexicographers try to keep track of how the language is changing. Desktop screens flash with messages from lookouts across the English-speaking world, bringing news of new coinings. An informant has contacted them to report what she thinks is the first sighting of the expression ‘bad hair day’. It turns out to have been in a newspaper in Seattle. A correspondent in Cambridge, Massachusetts, has discovered a hitherto unknown early use of ‘Maltese’, predating anything in the dictionary. A subdued excitement follows.

One recent study, conducted in a British government agency that switched from enclosed offices to an open-plan workspace, found that the heightened imperative to engage in self-presentation in such settings fell most heavily on women, for whom appearance is considered especially important.) When people are relieved of the cognitive load imposed by their environment, they immediately become more creative, neuroscientist Moshe Bar has found.

5.   Lack of imagination. Without imagination, the leader is incapable of meeting emergencies, and of creating plans by which to guide his followers efficiently. 6.   Selfishness. The leader who claims all the honor for the work of his followers is sure to be met by resentment. The really great leader claims none of the honors. He is contented to see the honors, when there are any, go to his followers, because he knows that most men will work harder for commendation and recognition than they will for money alone. 7.   Intemperance. Followers do not respect an intemperate leader. Moreover, intemperance in any of its various forms, destroys the endurance and the vitality of all who indulge in it. 8.   Disloyalty. Perhaps this should have come at the head of the list. The leader who is not loyal to his trust, and to his associates, those above him, and those below him, cannot long maintain his leadership. Disloyalty marks one as being less than the dust of the earth, and brings down on one’s head the contempt he deserves. Lack of loyalty is one of the major causes of failure in every walk of life. 9.   Emphasis of the “authority” of leadership. The efficient leader leads by encouraging, and not by trying to instil fear in the hearts of his followers. The leader who tries to impress his followers with his “authority” comes within the category of leadership through force. If a leader is a real leader, he will have no need to advertise that fact except by his conduct—his sympathy, understanding, fairness, and a demonstration that he knows his job. 10. Emphasis of title. The competent leader requires no “title” to give him the respect of his followers. The man who makes too much over his title generally has little else to emphasize. The doors to the office of the real leader are open to all who wish to enter, and his working quarters are free from formality or ostentation.

The lift is glass, as is most of the interior of this fishbowl of a building, and Rees watches the floors flash past, the business of government passing through the open-plan offices like food through the gut of some giant transparent creature, often with similar end results.

He’s not a fan of open-plan offices either, modern panopticons that make everyone feel like they are being watched all the time. Jeremy Bentham had developed the idea in the eighteenth century as a type of architecture suited to prisons, insane asylums, and any other institution where surveillance was necessary. The basic idea was that people who felt they were constantly being watched would self-police and be more productive as a result. Now the whole world is a panopticon, which says all you need to know about modern society.

Part of my response is to urge policymakers to broaden their thinking about the role of technology in economic development. Too often they focus on trying to attract Silicon Valley companies in hopes they will open offices locally. They want Silicon Valley satellites. Instead, they should be working on plans to make the best technologies available to local entrepreneurs so that they can organically grow more jobs at home—not just in high-tech industries but in every economic sector. They need to develop economic strategies that can enhance the natural advantages their regions enjoy in particular industries by fully and quickly embracing supportive leading-edge technologies.

I returned home the evening before Adelaide Modine’s body was found and I attended the autopsy. Call it gruesome curiosity. Now, I’m sorry, Mr. Parker, but I have nothing more to say and a great deal of work to do.” He led me to the door and pushed open the screen to let me out. “You don’t seem particularly anxious to help me find Catherine Demeter, Mr. Hyams.” He breathed in heavily. “Who suggested that you talk to me, Mr. Parker?” “Alvin Martin mentioned your name.” “Mr. Martin is a good, conscientious deputy and an asset to this town, but he is still a comparatively recent arrival,” said Hyams. “The reason why I am reluctant to talk is a matter of client confidentiality. Mr. Parker, I am the only lawyer in this town. At some point, nearly everyone who lives here, regardless of color, income, religious or political belief, has passed through the door of my office. That includes the parents of the children who died. I know a great deal about what happened here, Mr. Parker, more than I might wish to know and certainly much more than I plan to share with you. I’m sorry, but that’s the end of the matter.” “I see. One more thing, Mr. Hyams.” “Yes?” he asked, wearily. “Sheriff Granger lives on this road too, doesn’t he?” “Sheriff Granger lives next door, the house on the right here. This house has never been burgled, Mr. Parker, a fact that is surely not unconnected. Good night.” He stood at the screen door as I drove away. I cast a glance at the sheriff’s house as I passed but there were no lights within and there was no car in the yard. As I drove back to Haven, raindrops began to strike the windshield and by the time I reached the outskirts of the town it had turned into a harsh, ceaseless downpour. The lights of the motel appeared through the rain. I could see Rudy Fry standing at the door, staring out into the woods and the gathering darkness beyond. By the time I had parked, Fry had resumed his position behind the reception desk. “What do folks do around here for fun, apart from trying to run other folks out of town?” I asked. Fry grimaced as he tried to separate the sarcasm from the substance of the question. “There ain’t much to do around here outside of drinking at the Inn,” he replied,

In the open-plan offices where everyone scrutinized everyone else, anyone who got up to leave earlier than usual to go home was usually greeted with a round of applause. This was done in a sarcastic way and usually accompanied by an awkward question: “Are you working part-time?

The Mortuary Committee would be burdened with many unenviable tasks, but the first was straightforward: instead of storing the corpses at a half dozen locations around town, which made it more difficult for soldiers to transport the bodies and record-keepers and families to find them, they needed to select a single building to house an official, temporary morgue. They quickly settled on the Chebucto Road School, which, despite its broken windows, had a lot to recommend it: it was large, it could be quickly cleared out and converted to its new purpose, and it was close to Pier 6, minimizing the transport of corpses and travel for their relatives. The committee also needed a place that could keep bodies for as long as possible, giving them the best chance of being identified. They designated the upper floors for offices and the wide-open, cooler basement for the bodies, which they planned to lay in rows and cover with sheets. The Royal Engineers quickly fixed up the damaged school, covered its windows, and cleaned the space. As soon as people learned of the location, bodies began to pile up outside the building, stacked two and three high until morgue workers could retrieve them. The Relief Committee also dispatched crews of volunteers to put out fires and turn off water mains, faucets, and spigots, and to pick up the dead—tagging their names, when they knew them, to the victims’ wrists, or simply attaching a number when they didn’t—loading them onto rudimentary flat wagons dozens at a time. They soon learned to conduct this dispiriting job late at night so as not to offend the friends and relatives of the deceased. But because everyone could hear the horses’ hooves each night, the rolling midnight morgue was a poorly kept secret, one that woke many Haligonians whose homes still lacked windows.

the U.S. military is obsessed with climate change, the Pentagon issuing regular climate threat assessments and planning for a new era of conflict governed by global warming. (This is still true in the Trump era, when lesser federal outfits like the Government Accountability Office deliver grim warnings about climate, too.) The drowning of American navy bases by sea-level rise is trouble enough, and the melting of the Arctic promises to open an entirely new theater of conflict, once nearly as foreign-seeming as the space race.

In the end, Airbnb’s founders realized that they wanted to take on the Samwers—and they wanted to win. But how? The key was an aggressive, all-out program of growth that we call blitzscaling. Blitzscaling drives “lightning” growth by prioritizing speed over efficiency, even in an environment of uncertainty. It’s a set of specific strategies and tactics that allowed Airbnb to beat the Samwer brothers at their own game. Just a few months later, determined to acquire the resources needed to outscale the Samwers, Brian raised $ 112 million in additional venture capital. Airbnb then embarked on an aggressive international expansion plan, including the acquisition of Accoleo, a smaller and more affordable German Airbnb clone, that allowed Airbnb to compete directly with Wimdu in its home market. By the spring of 2012, Airbnb had opened nine international offices, setting up shop in London, Hamburg, Berlin, Paris, Milan, Barcelona, Copenhagen, Moscow, and São Paulo. Bookings had grown ten times since that previous February, and in June 2012 Airbnb announced its ten millionth booking. “The Samwers gave us a gift,” Brian admitted many years later in our Blitzscaling class. “They forced us to scale faster than we ever would have.” By choosing to grow at a breakneck pace, Airbnb had achieved a dominant position in its market.

Though Rembrandt worked closely with other painters in his studio in Amsterdam, each artist was assigned a private space for working alone. When consultants compared six hundred computer programmers across ninety-two companies to pinpoint what separated the top performers from the pack, they found the secret ingredient was not higher pay or more experience but having a private work space that minimized interruptions. Human beings are profoundly social, but we also crave privacy and personal freedom. Research shows that open-plan offices can make us anxious, hostile, tired, and prone to illness. They also bombard us with distractions that undermine deep thinking.

Elsewhere in London, offices are open plan/floor to ceiling glass/sites of synergy/wireless/gleaming. There persists a belief in the importance of a ping-pong table.

Here are the ominous parallels. Our universities are strongholds of German philosophy disseminating every key idea of the post-Kantian axis, down by now to old-world racism and romanticist technology-hatred. Our culture is modernism worn-out but recycled, with heavy infusions of such Weimarian blends as astrology and Marx, or Freud and Dada, or “humanitarianism” and horror-worship, along with five decades of corruption built on this kind of base. Our youth activists, those reared on the latest viewpoints at the best universities, are the pre-Hitler youth movement resurrected (this time mostly on the political left and addicted to drugs). Our political parties are the Weimar coalition over again, offering the same pressure-group pragmatism, and the same kind of contradiction between their Enlightenment antecedents and their statist commitments. The liberals, more anti-ideological than the moderate German left, have given up even talking about long-range plans and demand more controls as a matter of routine, on a purely ad hoc basis. The conservatives, much less confident than the nationalist German right, are conniving at this routine and apologizing for the remnants of their own tradition, capitalism (because of its clash with the altruist ethics)—while demanding government intervention in or control over the realms of morality, religion, sex, literature, education, science. Each of these groups, observing the authoritarian element in the other, accuses it of Fascist tendencies; the charge is true on both sides. Each group, like its Weimar counterpart, is contributing to the same result: the atmosphere of chronic crisis, and the kinds of controls, inherent in an advanced mixed economy. The result of this result, as in Germany, is the growth of national bewilderment or despair, and of the governmental apparatus necessary for dictatorship. In America, the idea of public ownership of the means of production is a dead issue. Our intellectual and political leaders are content to retain the forms of private property, with public control over its use and disposal. This means: in regard to economic issues, the country’s leadership is working to achieve not the communist version of dictatorship, but the Nazi version. Throughout its history, in every important cultural and political area, the United States, thanks to its distinctive base, always lagged behind the destructive trends of Germany and of the rest of the modern world. We are catching up now. We are still the freest country on earth. There is no totalitarian (or even openly socialist) party of any size here, no avowed candidate for the office of Führer, no economic or political catastrophe sufficient to make such a party or man possible—so far—and few zealots of collectivism left to urge an ever faster pursuit of national suicide. We are drifting to the future, not moving purposefully. But we are drifting as Germany moved, in the same direction, for the same kind of reason.

Where you’ll work and for how long. Your ritual needs to specify a location for your deep work efforts. This location can be as simple as your normal office with the door shut and desk cleaned off (a colleague of mine likes to put a hotel-style “do not disturb” sign on his office door when he’s tackling something difficult). If it’s possible to identify a location used only for depth—for instance, a conference room or quiet library—the positive effect can be even greater. (If you work in an open office plan, this need to find a deep work retreat becomes particularly important.) Regardless of where you work, be sure to also give yourself a specific time frame to keep the session a discrete challenge and not an open-ended slog.

In June it took part in an elaborately planned action at Messines Ridge, in Belgian Flanders, which opened with the Allies detonating a million pounds of explosives next to the German trenches, instantly killing 10,000 enemy soldiers. The blast was heard in London and felt across southern England. In the fighting that ensued, Bill Alabaster led the parties carrying grenades, ammunition and water from the 45th Battalion headquarters to the troops at the front line, across open ground raked by artillery and machine-gun fire. Herring recommended him for the Military Medal. The 45th lost seven officers and 344 other ranks over four days of combat.

Whereabouts are you planning to open the office?” I asked. “I need to decide between California and Virginia. California’s better known in the tech industry, but the education system in Virginia’s pushing that way too. That means plenty of workforce availability, and there are some good tax breaks for investing there right now.” Virginia. My home. I could certainly vouch for the state being a good place to start a company because I’d done it myself. Not only was the state government supportive of new business, the proximity to Washington, DC and New York meant a lot of key players were within easy travelling distance. But I couldn’t have an intelligent conversation with Luke about corporate affairs because as an ex-nobody, I wouldn’t be expected to know about those sorts of things. Instead, I settled for, “I used to live in Virginia. It’s got a good track record for employment and, from what I read in the papers, you’re right about the government support

At the table, I was surprised to see my favorite kind of lasagna being served in a baking dish just like one of ours at home. When I mentioned this, Greta’s mom said that Marie had come over with it and brought some school clothes for me, as well. I guess my folks had just accepted the fact that I had left home for good. It hurt to think they would just let me go like that. I wondered what Marie had told Mrs. Mallard about my fight with my dad. “Tomorrow morning, Greta and Albert and I will leave here at seven o’clock sharp,” Greta’s mom said to me. “I have to open the school office half an hour before the first bell, so we always leave early. Someone will pick you up at seven-thirty and drive you to your school, Lindsay.” “I can walk,” I said. I didn’t want to see either of my parents. “Well, I’ve been told that you don’t have your schoolbooks here. You left them at home. Of course, you will need them tomorrow, so it’s best you go along with this plan,” Mrs. Mallard replied. Her words suddenly reminded me that I hadn’t done my homework. I could see that the next days were going to be hard. Our animals were in grave danger, we were breaking the law, and my parents didn’t seem to care that I’d moved out. I suddenly felt so terrible that a big lump formed in my throat, and I couldn’t swallow the lasagna. I held my glass of milk up to my mouth and pretended to drink, so that no one would notice my eyes were filling with tears. Luckily, I was saved when Greta’s mom mentioned that there was going to be a film about owls on TV. “I think it’s about to start. Why don’t you girls take your plates into the living room and watch it?” I was sure glad to leave the table before I made a fool of myself.

Cal studied Savvy as the C-130 sped down the runway. The plane held a half-dozen marines and supplies bound for Manda Bay. She'd chosen the seat across from him near the tail of the aircraft and donned protective headphones. Between the headphones and other passengers, there was no way for them to discuss the mission during the flight. He’d been released from the brig at two thirty in the morning and was told he’d be departing on the transport as scheduled. Savvy hadn't stopped by his CLU to offer an explanation, and he’d decided not to go to hers. He needed to sleep. They'd have time to sort things out before departure. But daylight brought no communication from her, and he’d been surprised to find himself alone in the vehicle that delivered him to the airstrip the US military shared with the international airport. He’d begun to wonder if the op would be canceled, when she arrived seven minutes before their scheduled takeoff. She’d dropped into the seat across from him with little more than a nod in his direction, donned the headphones, and cracked open a file. She stared at the papers on her lap as if they held the meaning of the universe. They reached cruising altitude. The interior was loud, but not so loud the headphones were necessary. Still, she kept them on. He’d been watching her for twenty minutes, noting that she had yet to turn a page. He’d been looking forward to seeing her. He’d wanted to check the bruises on her neck, make sure she was okay. But the concern had evaporated in the wake of her avoidance. Her utter lack of acknowledgment of what had transpired last night. He reminded himself she’d been assaulted. It was wrong of him to expect her to be rational, cool, and calm today. She’d said the man had assaulted her before, and Evers had indicated the same with his words and actions. She had the right to be messed up. If this were a normal situation. But nothing about this was normal. They were heading into a covert op, and he knew next to nothing of their plan. Worse, he needed to know if she was on her game. He needed Savannah James, Paramilitary Operations Officer for the Special Operations Group within SAD. He needed the covert operator who could do everything he could do, backward and in high heels. He didn’t know if that woman had boarded this turboprop. Flights always took longer on C-130s, and he estimated they’d be in the air about three and a half hours. Too long to wait to find out what was going on in that complex brain of hers. He unbuckled his harness and moved to the empty seat next to her. Her fingers tightened on the files in her lap. He reached over and extracted the papers from her grip and set them aside. He slid a hand down her arm and took her hand, interlocking his fingers with hers. Her hand was tight, stiff, then all at once, she relaxed and squeezed his hand. After a moment, she pulled off the protective headphones and leaned her head on his shoulder. Something in his chest shifted. He was holding hands with Savvy as she leaned on him, and it felt…right. Good. Like something he’d needed forever but hadn't known. Several marines sat too close for them to attempt conversation, and a guy sitting across the empty fuselage watched with unabashed curiosity. Cal didn't care. He liked the way she leaned on him. The way she was willing to accept comfort. The way her hand felt in his. And he was thankful he hadn't been cut from this mission, no matter how much he hadn't wanted it at first. The idea of her having to pretend to be a sexual plaything to anyone but him made his blood pressure spike. It was messed up, but he couldn't deny it. The fact that he didn't like the idea of any other man touching her—even if it was only an act—was a problem to deal with when they returned to Camp Citron. Right now, he was a soldier embarking on a mission, and as he would on any mission, he’d protect his teammate at all costs.

How to Bulletproof Your Association’s Biggest Asset: The Money The 35-Point Financial Procedures Manual If you are elected treasurer of your community association and accept the challenge, there are many policies and procedures you will need to learn before you start planning budgets, collecting assessments, and signing checks. Board members and officers of all community associations in America should read the following 35-point list of financial procedures and consider it a survival manual. It is divided into four segments: •​Inheriting Old Books •​Guarding and Vigilance •​Cyberbanking Procedures •​Efficiency Maximization and Return The Takeover: Inheriting Old Books 1.​Incoming treasurers or accounting managers should never accept the recording of financial books or accounts of a previous money manager. In order to be sure there is a clear line between the actions of the prior money manager and the current, a new bank account should be opened and the funds transferred to the new account. The new account helps to draw the line of accountability. Liability is also reduced by the new account, since any old checks that may be lying around will then be invalid. 2.​Immediately notify the bank when officers change. Bank signature cards must always be brought current immediately following the annual election. All officers should go to the bank together to provide identification and verify signatures. 3.​For incoming treasurers or accounting managers, a “transition document” stating all association account balances—including a statement as to the purpose of the reserve account, all contracts (including the vendors’ names and the expiration dates), and any outstanding payments due for services rendered or received—should be provided to the new money manager. 4.​Destroy all old checks and deposit slips. Use a cross shredder or a document destruction company. 5.​Keep new checks under lock and guard the keys. 6.​If a board treasurer or management company refuses to give up the bank accounts (it has happened), send the person or company a certified letter demanding the rightful return

Even while I dreamed I prayed that what I saw was only fear and no foretelling, for I saw the last known landscape destroyed for the sake of the objective, the soil bludgeoned, the rock blasted. Those who had wanted to go home would never get there now. I visited the offices where for the sake of the objective the planners planned at blank desks set in rows. I visited the loud factories where the machines were made that would drive ever forward toward the objective. I saw the forest reduced to stumps and gullies; I saw the poisoned river, the mountain cast into the valley; I came to the city that nobody recognized because it looked like every other city. I saw the passages worn by the unnumbered footfalls of those whose eyes were fixed upon the objective. Their passing had obliterated the graves and the monuments of those who had died in pursuit of the objective and who had long ago forever been forgotten, according to the inevitable rule that those who have forgotten forget that they have forgotten. Men, women, and children now pursued the objective as if nobody ever had pursued it before. The races and the sexes now intermingled perfectly in pursuit of the objective. the once-enslaved, the once-oppressed were now free to sell themselves to the highest bidder and to enter the best paying prisons in pursuit of the objective, which was the destruction of all enemies, which was the destruction of all obstacles, which was the destruction of all objects, which was to clear the way to victory, which was to clear the way to promotion, to salvation, to progress, to the completed sale, to the signature on the contract, which was to clear the way to self-realization, to self-creation, from which nobody who ever wanted to go home would ever get there now, for every remembered place had been displaced; the signposts had been bent to the ground and covered over. Every place had been displaced, every love unloved, every vow unsworn, every word unmeant to make way for the passage of the crowd of the individuated, the autonomous, the self-actuated, the homeless with their many eyes opened toward the objective which they did not yet perceive in the far distance, having never known where they were going, having never known where they came from.

adventure. Or maybe it’s just because I’m dumb. “No. I don’t know anything about Linus that might help you.” Colton folded his hands and exhaled slowly. “That’s a shame, because you seemed like a kid with common sense.” He stood from the desk and cracked his knuckles. I didn’t know what he was planning on doing, and luckily I didn’t have to find out. The speaker by the door crackled, and a girl’s voice spoke loud and clear. “Colton, to the front office please. Your bike is parked in a tow away zone. Colton, to the front office immediately.” “Blazes!” Colton shouted as he hopped off his seat. “My bike is in trouble?” As Colton started walking to the front door of the art room, I managed to sneak a peek at the page he had written notes on. The manila folder was open on the desk next to me. The paper on top was filled with chicken scratched words and doodles that looked like blueprints. Paper clipped to that sheet was my school picture. What the heck was my picture doing in his folder? Stopping at the door, Colton flipped around and headed back to the desk. Slapping the folder shut, he slid it along until it fell into his hand. “Don’t want to leave this thing sitting out, do we?” I didn’t answer, watching as he left the room. Before he disappeared out of view, I saw him say something to the

Francisco was an underdog city struggling to absorb an influx of aspiring alphas. It had long been a haven for hippies and queers, artists and activists, Burners and leather daddies, the disenfranchised and the weird. It also had a historically corrupt government, and a housing market built atop racist urban-renewal policies—real estate values had benefited as much from redlining as from discriminatory zoning practices and midcentury internment camps—but these narratives, along with the reality that an entire generation had been prematurely lost to AIDS, undercut its reputation as a mecca for the free and freakish, people on the fringe. The city, trapped in nostalgia for its own mythology, stuck in a hallucination of a halcyon past, had not quite caught up to the newfound momentum of tech’s dark triad: capital, power, and a bland, overcorrected, heterosexual masculinity. It was a strange place for young and moneyed futurists. In the absence of vibrant cultural institutions, the pleasure center of the industry might have just been exercise: people courted the sublime on trail runs and day hikes, glamped in Marin and rented chalets in Tahoe. They dressed for work as if embarking on an alpine expedition: high-performance down jackets and foul-weather shells, backpacks with decorative carabiners. They looked ready to gather kindling and build a lean-to, not make sales calls and open pull-requests from climate-controlled open-plan offices. They looked in costume to LARP their weekend selves.

Angela Liberatore said, Web development is a career path that can speak to experts inspired by innovation and the web. Assuming you appreciate utilizing PCs and computerized apparatuses to assemble and keep up with sites, think about seeking after this vocation way. Finding out about the likely advantages of turning into a web engineer and how to become one can set you up for a compensating vocation experience. There is a tremendous interest for web developers in the present market. Web developers have the adaptability to work from anyplace they need. While there are positively various specialized topics in website architecture, the central matter is that most web-related positions are viewed as great vocations with added advantages and advantages and the chance of development. Functioning as a web developer includes a few obligations, including ceaseless learning, critical thinking, and decisive idea. This field is continually advancing because of headways in web development. This implies web and programming developers need to work resolutely to keep awake to-date with the latest coding dialects and market patterns to guarantee they are applicable over the long run in their professions in web development. There is no indication of a slowdown in demand. The developing prominence of online web-based business shopping is anticipated to extend more rapidly than the retail area – and the steadily developing dependence on portable hunts will just bring about a more noteworthy interest for profoundly gifted web and programming engineers. Reasons to Begin Your Web Development Career Journey today: Web Developers Are In-Demand Today, the web-based experience is crucial for the outcome of each and every business and association. Without a web engineer, organizations are left utilizing simplified website designers like Squarespace or a WordPress layout. While these could get the job done for certain organizations, a lot more depend in a web designer or group of engineers to convey the extraordinary, drawing in, and very much planned encounters shoppers anticipate today. This is one explanation the Agency of Work Measurements (BLS) gauges that the web advancement industry is supposed to become 23% by 2031 a lot quicker than the normal. Web Developers Earn a Great Living Do web developers get compensated well? the response is yes. However remuneration depends on experience like each and every other industry, the typical web designer $79,476 per year as per Glassdoor. This is around $30 60 minutes, altogether higher than the Indiana statewide normal time-based compensation of $17.54 each hour. Getting into Web development is one way for Hoosiers to make around twofold the normal compensation without fundamentally expecting to acquire a postgraduate education. Work adaptability/flexibility Working in any web advancement job offers you significant work adaptability. Inside an association, you have the adaptability to work cooperatively with a group or freely. You can fill in as a remote web engineer, in an office, or from home. Beside work environment adaptability, you can likewise settle on the ventures you mean to zero in on as you acquire field insight. In the event that you investigate outsourcing open doors as a web designer, you can have adaptable work hours as you settle on the undertakings and clients to acknowledge. You may likewise choose to subcontract explicit errands in an undertaking if essential. Problem-solving opportunities A web developers job includes tracking down various ways to deal with circumstances and settling on the most suitable activity. Filling in as a web engineer can assist you with creating decisive reasoning skills, as you frequently resolve true difficulties with tasks and fix code messes with routinely. Beside critical thinking, the programming abilities you gain as a web engineer are likewise transferrable abilities that can help you in numerous different jobs.

When the routines and circumstances of your life are set up so that your lifestyle is a good fit for your natural preferences, it can give you a feeling of being in equilibrium. This will help prevent you from getting overwhelmed by anxiety on a regular basis. And by arranging your life to suit your temperament, you’ll have the time to process and calm down from life events that make you feel anxious. Some areas in which you can set up your life to fit your temperament are: --Have the right level of busyness in your life. For example, have enough after-work or weekend activities to keep you feeling calmly stimulated but not overstimulated and scattered. Note that being understimulated (for example, having too few enjoyable activities to look forward to) can be as much of a problem as being overstimulated. --Pick the physical activity level that’s right for you. Fine-tuning your physical activity level could be as simple as getting up from your desk and taking a walk periodically to keep yourself feeling calm and alert. Lifting things (such as carrying shopping bags up stairs) can also increase feelings of alertness and energy. Having pleasurable activities to look forward to and enough physical activity will help protect you against depression. --Have the right level of social contact in your life, and have routines that put this on autopilot. For example, a routine of having drinks after work on a Friday with friends, or attending a weekly class with your sister. Achieving the right level of social contact might also include putting mechanisms in place to avoid too much social interruption, like having office hours rather than an open-door policy. --Keep a balance of change and routine in your life. For example, alternate going somewhere new for your vacation vs. returning to somewhere you know you like. What the right balance of change and routine is for you will depend on your natural temperament and how much change vs. stability feels good to you. --Allow yourself the right amount of mental space to work up to doing something—enough time that you can do some mulling over the prospect of getting started but not so much time that it starts to feel like avoidance of getting started. --If coping with change sucks up a lot of energy for you, be patient with yourself, especially if you’re feeling stirred up by change or a disruption to your routines or plans. As mentioned in Chapter 2, keep some habits and relationships consistent when you’re exploring change in other areas. --Have self-knowledge of what types of stress you find most difficult to process. Don’t voluntarily expose yourself to those types without considering alternatives. For example, if you want a new house and you know you get stressed out by making lots of decisions, then you might choose to buy a house that’s already built, rather than building your own home. If you know making home-improvement decisions is anxiety provoking for you, you might choose to move to a house that’s new or recently renovated, rather than doing any major work on your current home or buying a fixer-upper. There’s always a balance with avoidance coping, where some avoidance of the types of stress that you find most taxing can be very helpful.

Furthermore, the common belief that open-plan offices increase collaboration has been disputed by a field study that found that in two organizations that adopted open offices “the volume of face-to-face interaction decreased significantly (approximately 70%)

1*855*478*6082 How do I chat with QuickBooks Payroll Support Number? Navigating QuickBooks Payroll support can sometimes be a bit tricky. Intuit, the company behind QuickBooks, offers various support options, and the availability of chat support can vary depending on your specific QuickBooks Payroll product and your support plan. Here's a breakdown of how to approach getting help, and what to expect: Understanding QuickBooks Support Options: QuickBooks Online vs. QuickBooks Desktop: It's important to distinguish between QuickBooks Online Payroll and QuickBooks Desktop Payroll, as support options can differ. Support Plans: Your specific QuickBooks Payroll subscription often determines the level of support you receive. Online Help Resources: Intuit provides extensive online resources, including help articles, FAQs, and community forums.   How to Find QuickBooks Payroll Support: Accessing QuickBooks Online Help: If you're using QuickBooks Online Payroll, the primary support access point is within your QuickBooks Online account. Log in to your QuickBooks Online account. Look for the "Help" icon (usually a question mark "?") in the top right corner. Use the search bar to enter your payroll-related question. If you can't find an answer, you should see options to contact support, which may include chat, phone, or email, depending on availability. QuickBooks Desktop Help: For QuickBooks Desktop Payroll, you can access help through the QuickBooks Desktop application itself. Open QuickBooks Desktop. Go to the "Help" menu. Select "QuickBooks Desktop Help/Contact Us." Follow the on-screen instructions to find support options. Intuit's Website: The official Intuit website is a valuable resource. Go to the Intuit website and navigate to the "Support" or "Contact Us" section. Here, you can find various support options, including phone numbers, online chat (if available), and help articles. Important Notes about Phone numbers: It is very important to be aware that there are many scam phone numbers that are placed online. Always use the offical intuit website to find contact information. Key Considerations: Chat Availability: Chat support availability can fluctuate based on demand and your support plan. Intuit prioritizes online resources and in-product help, so chat might not always be the first option. Support Hours: Support hours can vary, so check the Intuit website for the most up-to-date information. Information Gathering: Before contacting support, gather as much information as possible about your payroll issue. This will help the support representative assist you more efficiently. Q&A: Q: Is there a direct chat option for all QuickBooks Payroll users? A: Chat availability varies depending on the QuickBooks Payroll product and your support plan. Q: Where can I find the most accurate QuickBooks Payroll support contact information? A: The official Intuit website and your QuickBooks product's help section are the most reliable sources. Q: What information should I have ready when contacting QuickBooks Payroll support? A: Have your QuickBooks account information, company file details (if applicable), and a clear description of your payroll issue. Q: Can I get 24/7 support for QuickBooks Payroll? A: Support hours vary, so check the Intuit website for specific details. Q: How do I access the help section within QuickBooks Online? A: Log in to your QuickBooks Online account and click the question mark (?) icon in the top right corner.   Q: How do I access the help section within QuickBooks desktop? A: Open Quickbooks desktop, and go to the help menu. Q: Are the online help articles helpful? A: Yes, Intuit provides a very large library of helpful articles.   Q: What is the best way to avoid scam support phone numbers? A: Only use contact information that is located on the official Intuit website.

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