Operation Fortune Quotes

Thank you for explaining that my eye cancer isn't going to make me deaf. I feel so fortunate that an intellectual giant like yourself would deign to operate on me.

Kinzie smiled smugly. “You admire our base of operations? Yes, our distribution system is worldwide. It took many years and most of our fortune to build. Now, finally, we’re turning a profit. The mortals don’t realize they are funding the Amazon kingdom. Soon, we’ll be richer than any mortal nation. Then—when the weak mortals depend on us for everything—the revolution will begin!” “What are you going to do?” Frank grumbled. “Cancel free shipping?

When we speak of the Path we mean much more than a course of study. The Path is a way of life and on it the whole being must co-operate if the heights are to be won.

The true source of our life is our consciousness and awareness, without which we'd just be a robot or a computer with no operator.

British journalists tend to believe that people who become good at something do so because they seek fame and fortune. This is because these are the sole motives of people who become British journalists. But some people, operating at higher levels of mental health, pursue activities because they actually love them.

There are two Paths to the Innermost: the Way of the Mystic, which is the way of devotion and meditation, a solitary and subjective path; and the way of the occultist, which is the way of the intellect, of concentration, and of trained will; upon this path the co-operation of fellow workers is required, firstly for the exchange of knowledge, and secondly because ritual magic plays an important part in this work, and for this the assistance of several is needed in most of the greater operations. The mystic derives his knowledge through the direct communion of his higher self with the Higher Powers; to him the wisdom of the occultist is foolishness, for his mind does not work in that way; but, on the other hand, to a more intellectual and extrovert type, the method of the mystic is impossible until long training has enabled him to transcend the planes of form. We must therefore recognize these two distinct types among those who seek the Way of Initiation, and remember that there is a path for each.

Leafing through Forbes or Fortune [magazine]s is like reading the operating manual of a strangely sanctimonious pirate ship

It was his father. Perhaps it made Orion a bad operative, but if he were ever to encounter incriminating evidence within the walls of his house, his first instinct would be to hide it away.

I almost died. Fortunately, my mother was a nurse. She gave me a shot of something, and things turned out brilliantly.” Lucky me, I thought. Why couldn't his mother have been a telephone operator?

Although he was a young and virile man at 37, he was not inexhaustible. In addition to food and drink, he had better lay in a couple thousand tablets of viagra. The drug would probably remain potent if he vacuum packed the pills in groups of 10 and kept them in a freezer. That would work unless civilization completely collapsed and power companies were unable to function. Fortunately, Jim had a propane-powered backup generator with half a dozen tanks of fuel already on hand. If Henry added to the propane supply, and he used the generator only for essential maintenance like keeping the viagra freezer operating in warm weather, he would be happy here on the farm for a looong, looong time. Unless, even now, dead Jim was out there in the generator shed sabotaging the machinery.

Where is he living?” “With you.” The room fell silent. Rosalind thought she had misheard. “I beg your pardon?” “Sorry, did I skip that part? You’re getting married. For this mission, the two of you will be abandoning your present code names and becoming one combined operative. Welcome to the covert branch, High Tide.

And Ricardo has no interest in the war coming to a rapid end. He is making a fortune out of it. So long as it continues and Portuguese neutrality is maintained, he will become one of the richest men in Europe.

The operation, performed on an immensely obese, timid patient, was far more intricate than they had expected; yet finally it was done, and not only was it successful in itself, but there was a real likelihood that the man might live.

As a youth I enjoyed — indeed, like most of my contemporaries, revered — the agitprop plays of Brecht, and his indictments of Capitalism. It later occurred to me that his plays were copyrighted, and that he, like I, was living through the operations of that same free market. His protestations were not borne out by his actions, neither could they be. Why, then, did he profess Communism? Because it sold. The public’s endorsement of his plays kept him alive; as Marx was kept alive by the fortune Engels’s family had made selling furniture; as universities, established and funded by the Free Enterprise system — which is to say by the accrual of wealth — house, support, and coddle generations of the young in their dissertations on the evils of America.

Again, of two who act cautiously, you shall find that one attains his end, the other not, and that two of different temperament, the one cautious, the other impetuous, are equally successful. All which happens from no other cause than that the character of the times accords or does not accord with their methods of acting. And hence it comes, as I have already said, that two operating differently arrive at the same result, and two operating similarly, the one succeeds and the other not. On this likewise depend the vicissitudes of Fortune. For if to one who conducts himself with caution and patience, time and circumstances are propitious, so that his method of acting is good, he goes on prospering; but if these change he is ruined, because he does not change his method of acting.

Dust. You forget about the dust. It hangs over the landscape like a ragged curtain. It scratches your throat. The air tastes of sulphur, saltpetre, cordite, burning rubber and burning oil from the pipelines and wells sabotaged by ISIS to disrupt aerial surveillance.

But you weren’t born,” I tell him. “I wrote an algorithm based on the Linux operating kernel. You’re an open-source search engine married to a dialog bot and a video compiler. The program scrubs the Web and archives a person’s images and videos and data—everything you say, you’ve said before.” For

The Quetzal Motel was a father/daughter operation, and they hurt for money but with just enough to stay in groceries. But who could tell? After tonight, their fortunes might perk up. It was better to look on the bright side. She took a deep breath and plunged back into Philip Nostrum’s realm of futuristic doings.

I had ceased to be a writer of tolerably poor tales and essays, and had become a tolerably good Surveyor of the Customs. That was all. But, nevertheless, it is any thing but agreeable to be haunted by a suspicion that one's intellect is dwindling away; or exhaling, without your consciousness, like ether out of a phial; so that, at every glance, you find a smaller and less volatile residuum. Of the fact, there could be no doubt; and, examining myself and others, I was led to conclusions in reference to the effect of public office on the character, not very favorable to the mode of life in question. In some other form, perhaps, I may hereafter develop these effects. Suffice it here to say, that a Custom-House officer, of long continuance, can hardly be a very praiseworthy or respectable personage, for many reasons; one of them, the tenure by which he holds his situation, and another, the very nature of his business, which—though, I trust, an honest one—is of such a sort that he does not share in the united effort of mankind. An effect—which I believe to be observable, more or less, in every individual who has occupied the position—is, that, while he leans on the mighty arm of the Republic, his own proper strength departs from him. He loses, in an extent proportioned to the weakness or force of his original nature, the capability of self-support. If he possess an unusual share of native energy, or the enervating magic of place do not operate too long upon him, his forfeited powers may be redeemable. The ejected officer—fortunate in the unkindly shove that sends him forth betimes, to struggle amid a struggling world—may return to himself, and become all that he has ever been. But this seldom happens. He usually keeps his ground just long enough for his own ruin, and is then thrust out, with sinews all unstrung, to totter along the difficult footpath of life as he best may. Conscious of his own infirmity,—that his tempered steel and elasticity are lost,—he for ever afterwards looks wistfully about him in quest of support external to himself. His pervading and continual hope—a hallucination, which, in the face of all discouragement, and making light of impossibilities, haunts him while he lives, and, I fancy, like the convulsive throes of the cholera, torments him for a brief space after death—is, that, finally, and in no long time, by some happy coincidence of circumstances, he shall be restored to office. This faith, more than any thing else, steals the pith and availability out of whatever enterprise he may dream of undertaking. Why should he toil and moil, and be at so much trouble to pick himself up out of the mud, when, in a little while hence, the strong arm of his Uncle will raise and support him? Why should he work for his living here, or go to dig gold in California, when he is so soon to be made happy, at monthly intervals, with a little pile of glittering coin out of his Uncle's pocket? It is sadly curious to observe how slight a taste of office suffices to infect a poor fellow with this singular disease. Uncle Sam's gold—meaning no disrespect to the worthy old gentleman—has, in this respect, a quality of enchantment like that of the Devil's wages. Whoever touches it should look well to himself, or he may find the bargain to go hard against him, involving, if not his soul, yet many of its better attributes; its sturdy force, its courage and constancy, its truth, its self-reliance, and all that gives the emphasis to manly character.

But the adept who starts his work in the Kether of Atziluth, that is to say in spiritual principle, and works that principle downwards to its expression on the planes of form, employing power drawn from the Unmanifest for this purpose, has made his operation a part of the cosmic process, and Nature is with him instead of against him.

Another view of the Constitution was put forward early in the twentieth century by the historian Charles Beard (arousing anger and indignation, including a denunciatory editorial in the New York Times). He wrote in his book An Economic Interpretation of the Constitution: Inasmuch as the primary object of a government, beyond the mere repression of physical violence, is the making of the rules which determine the property relations of members of society, the dominant classes whose rights are thus to be determined must perforce obtain from the government such rules as are consonant with the larger interests necessary to the continuance of their economic processes, or they must themselves control the organs of government. In short, Beard said, the rich must, in their own interest, either control the government directly or control the laws by which government operates. Beard applied this general idea to the Constitution, by studying the economic backgrounds and political ideas of the fifty-five men who gathered in Philadelphia in 1787 to draw up the Constitution. He found that a majority of them were lawyers by profession, that most of them were men of wealth, in land, slaves, manufacturing, or shipping, that half of them had money loaned out at interest, and that forty of the fifty-five held government bonds, according to the records of the Treasury Department. Thus, Beard found that most of the makers of the Constitution had some direct economic interest in establishing a strong federal government: the manufacturers needed protective tariffs; the moneylenders wanted to stop the use of paper money to pay off debts; the land speculators wanted protection as they invaded Indian lands; slaveowners needed federal security against slave revolts and runaways; bondholders wanted a government able to raise money by nationwide taxation, to pay off those bonds. Four groups, Beard noted, were not represented in the Constitutional Convention: slaves, indentured servants, women, men without property. And so the Constitution did not reflect the interests of those groups. He wanted to make it clear that he did not think the Constitution was written merely to benefit the Founding Fathers personally, although one could not ignore the $150,000 fortune of Benjamin Franklin, the connections of Alexander Hamilton to wealthy interests through his father-in-law and brother-in-law, the great slave plantations of James Madison, the enormous landholdings of George Washington. Rather, it was to benefit the groups the Founders represented, the “economic interests they understood and felt in concrete, definite form through their own personal experience.

A zeal for different opinions concerning religion, concerning government, and many other points, as well of speculation as of practice; an attachment to different leaders ambitiously contending for pre-eminence and power; or to persons of other descriptions whose fortunes have been interesting to the human passions, have, in turn, divided mankind into parties, inflamed them with mutual animosity, and rendered them much more disposed to vex and oppress each other than to co-operate for their common good. So strong is this propensity of mankind to fall into mutual animosities, that where no substantial occasion presents itself, the most frivolous and fanciful distinctions have been sufficient to kindle their unfriendly passions and excite their most violent conflicts.

The whole secret lies in confusing the enemy, so that he cannot fathom our real intent.’” To put it perhaps a little more clearly: any attack or other operation is CHENG, on which the enemy has had his attention fixed; whereas that is CH’I,” which takes him by surprise or comes from an unexpected quarter. If the enemy perceives a movement which is meant to be CH’I,” it immediately becomes CHENG.”] 4.    That the impact of your army may be like a grindstone dashed against an egg— this is effected by the science of weak points and strong. 5.    In all fighting, the direct method may be used for joining battle, but indirect methods will be needed in order to secure victory. [Chang Yu says: “Steadily develop indirect tactics, either by pounding the enemy’s flanks or falling on his rear.” A brilliant example of “indirect tactics” which decided the fortunes of a campaign was Lord Roberts’ night march round the Peiwar Kotal in the second Afghan war.76 6.    Indirect tactics, efficiently applied, are inexhausible as Heaven and Earth, unending as the flow of rivers and streams; like the sun and moon, they end but to begin anew; like the four seasons, they pass away to return once more. [Tu Yu and Chang Yu understand this of the permutations of CH’I and CHENG.” But at present Sun Tzu is not speaking of CHENG at all, unless, indeed, we suppose with Cheng Yu-hsien that a clause relating to it has fallen out of the text. Of course, as has already been pointed out, the two are so inextricably interwoven in all military operations, that they cannot really be considered apart. Here we simply have an expression, in figurative language, of the almost infinite resource of a great leader.] 7.    There are not more than five musical notes, yet the combinations of these five give rise to more melodies than can ever be heard. 8.    There are not more than five primary colors (blue, yellow, red, white, and black), yet in combination they produce more hues than can ever been seen. 9.    There are

I’m sure you’ve heard the phrase ‘survival of the fittest’. It’s often misused, operating on the false interpretation that fit means physically fit, therefore expressing a dog-eat-dog ethos. The strongest wins the day. But that’s not what Darwin meant, not at all. He meant most suited to, as in, the creatures most suited to – or most fit for – a specific environment are the ones with the best chance of passing on their genes.

As for having reached the top, with only one way to go from there, Lee had a point, no? I mean, if you cannot repeat a once-in-a-lifetime miracle—if you can never again reach the top—then why bother creating at all? Well, I can actually speak about this predicament from personal experience, because I myself was once “at the top”—with a book that sat on the bestseller list for more than three years. I can’t tell you how many people said to me during those years, “How are you ever going to top that?” They’d speak of my great good fortune as though it were a curse, not a blessing, and would speculate about how terrified I must feel at the prospect of not being able to reach such phenomenal heights again. But such thinking assumes there is a “top”—and that reaching that top (and staying there) is the only motive one has to create. Such thinking assumes that the mysteries of inspiration operate on the same scale that we do—on a limited human scale of success and failure, of winning and losing, of comparison and competition, of commerce and reputation, of units sold and influence wielded. Such thinking assumes that you must be constantly victorious—not only against your peers, but also against an earlier version of your own poor self. Most dangerously of all, such thinking assumes that if you cannot win, then you must not continue to play. But what does any of that have to do with vocation? What does any of that have to do with the pursuit of love? What does any of that have to do with the strange communion between the human and the magical? What does any of that have to do with faith? What does any of that have to do with the quiet glory of merely making things, and then sharing those things with an open heart and no expectations?

But the acknowledging of one God, eternal, infinite, and omnipotent, may more easily be derived, from the desire men have to know the causes of natural bodies, and their several virtues, and operations; than from the fear of what was to befall them in time to come. For he that from any effect he seeth come to pass, should reason to the next and immediate cause thereof, and from thence to the cause of that cause, and plunge himself profoundly in the pursuit of causes; shall at last come to this, that there must be, as even the heathen philosophers confessed, one first mover; that is, a first, and an eternal cause of all things; which is that which men mean by the name of God: and all this without thought of their fortune; the solicitude whereof, both inclines to fear, and hinders them from the search of the causes of other things; and thereby gives occasion of feigning of as many gods, as there be men that feign them.

for in every country of the world, I believe, the avarice and injustice of princes and sovereign states, abusing the confidence of their subjects, have by degrees diminished the real quantity of metal, which had been originally contained in their coins. The Roman as, in the latter ages of the republic, was reduced to the twenty-fourth part of its original value, and, instead of weighing a pound, came to weigh only half an ounce. The English pound and penny contain at present about a third only; the Scots pound and penny about a thirty-sixth; and the French pound and penny about a sixty-sixth part of their original value. By means of those operations, the princes and sovereign states which performed them were enabled, in appearance, to pay their debts and fulfil their engagements with a smaller quantity of silver than would otherwise have been requisite. It was indeed in appearance only; for their creditors were really defrauded of a part of what was due to them. All other debtors in the state were allowed the same privilege, and might pay with the same nominal sum of the new and debased coin whatever they had borrowed in the old. Such operations, therefore, have always proved favourable to the debtor, and ruinous to the creditor, and have sometimes produced a greater and more universal revolution in the fortunes of private persons, than could have been occasioned by a very great public calamity.

It is for this reason that it has been held that the magician pays in suffering for what he wins by magical means. This is true if his operation is performed in any of the lower spheres of nature; but if it starts in the Kether of Atziluth, he is drawing unmanifest force into manifestation; he is adding to the resources of the universe, and provided he keeps the forces in equilibrium, there need be no untoward reaction and no payment in suffering for the use of the magical powers.

The ancient Sklotsky sect of White Russia, believing that sex was the root of all evil, practiced an atrocious self-castration to extirpate the root. The modern Sklotskys, believing that sensation was the root of all evil, practiced an even more barbaric custom. Having entered the Sklotsky Colony and paid a fortune for the privilege, the initiates submitted joyously to an operation that severed the sensory nervous system, and lived out their days without sight, sound, speech, smell, taste or touch.

The unfortunate reality we must face is that racism manifests itself not only in individual attitudes and stereotypes, but also in the basic structure of society. Academics have developed complicated theories and obscure jargon in an effort to describe what is now referred to as structural racism, yet the concept is fairly straightforward. One theorist, Iris Marion Young, relying on a famous “birdcage” metaphor, explains it this way: If one thinks about racism by examining only one wire of the cage, or one form of disadvantage, it is difficult to understand how and why the bird is trapped. Only a large number of wires arranged in a specific way, and connected to one another, serve to enclose the bird and to ensure that it cannot escape.11 What is particularly important to keep in mind is that any given wire of the cage may or may not be specifically developed for the purpose of trapping the bird, yet it still operates (together with the other wires) to restrict its freedom. By the same token, not every aspect of a racial caste system needs to be developed for the specific purpose of controlling black people in order for it to operate (together with other laws, institutions, and practices) to trap them at the bottom of a racial hierarchy. In the system of mass incarceration, a wide variety of laws, institutions, and practices—ranging from racial profiling to biased sentencing policies, political disenfranchisement, and legalized employment discrimination—trap African Americans in a virtual (and literal) cage. Fortunately,

Generally speaking, as I grow older, I increasingly see the limitations to our definitions of knowledge; I see the blind spots and the weaknesses of those who patronize me. I dispute—at least inwardly—both the absolute value of my stupidity as it appears to them and the absolute value of their intelligence for me, even while, for them, it all goes without saying. Which is understandable: why should they burden themselves with these subtleties when they have the good fortune to operate on the right side of the intelligence bar?

He who has nothing external that can divert him must find pleasure in his own thoughts, and must conceive himself what he is not; for who is pleased with what he is? He then expiates in boundless futurity, and culls from all imaginable conditions that which for the present moment he should most desire, amuses his desires with impossible enjoyments, and confers upon his pride unattainable dominion. The mind dances from scene to scene, unites all pleasures in all combination, and riots in delights which nature and fortune, with all their bounty, cannot bestow. In time some particular train of ideas fixes the attention; all other intellectual gratifications are rejected; the mind, in weariness or leisure, recurs constantly to the favorite conception, and feasts on the luscious falsehood whenever she is offended with the bitterness of truth. By degrees the reign of fancy is confirmed; she grows first imperious, and in time despotic. Then fictions begin to operate as realities, false opinions fasten upon the mind, and life passes in dreams of rapture or of anguish.

Don't wait for a higher position or a larger salary. Enlarge the position you already occupy; put originality of method into it. Fill it as it never was filled before. Be more prompt, more energetic, more thorough, more polite than your predecessor or fellow-workmen. Study your business, devise new modes of operation, be able to give your employer points. The art lies not in giving satisfaction merely, not in simply filling your place, but in doing better than was expected, in surprising your employer; and the reward will be a better place and a larger salary.

Fortunately, the British security service had captured all German agents in Britain. Most of them had been ‘turned’ to send back misleading information to their controllers. This ‘Double Cross’ system, supervised by the XX Committee, was designed to produce a great deal of confusing ‘noise’ as a key part of Plan Fortitude. Fortitude was the most ambitious deception in the history of warfare, a project even greater than the maskirovka then being prepared by the Red Army to conceal the true target of Operation Bagration, Stalin’s summer offensive to encircle and smash the Wehrmacht’s Army Group Centre in Belorussia. Plan

The last week of shooting, we did a scene in which I drag Amanda Wyss, the sexy, blond actress who played Tina, across the ceiling of her bedroom, a sequence that ultimately became one of the most visceral from the entire Nightmare franchise. Tina’s bedroom was constructed as a revolving set, and before Tina and Freddy did their dance of death, Wes did a few POV shots of Nick Corri (aka Rod) staring at the ceiling in disbelief, then we flipped the room, and the floor became the ceiling and the ceiling became the floor and Amanda and I went to work. As was almost always the case when Freddy was chasing after a nubile young girl possessed by her nightmare, Amanda was clad only in her baby-doll nightie. Wes had a creative camera angle planned that he wanted to try, a POV shot from between Amanda’s legs. Amanda, however, wasn’t in the cameramen’s union and wouldn’t legally be allowed to operate the cemera for the shot. Fortunately, Amy Haitkin, our director of photography’s wife, was our film’s focus puller and a gifted camera operator in her own right. Being a good sport, she peeled off her jeans and volunteered to stand in for Amanda. The makeup crew dapped some fake blood onto her thighs, she lay down on the ground, Jacques handed her the camera, I grabbed her ankles, and Wes called, “Action.” After I dragged Amy across the floor/ceiling, I spontaneously blew her a kiss with my blood-covered claw; the fake blood on my blades was viscous, so that when I blew her my kiss of death, the blood webbed between my blades formed a bubble, a happy cinematic accident. The image of her pale, slender, blood-covered legs, Freddy looming over her, straddling the supine adolescent girl, knife fingers dripping, was surreal, erotic, and made for one of the most sexually charged shots of the movie. Unfortunately it got left on the cutting-room floor. If Wes had left it in, the MPAA - who always seemed to have it out for Mr. Craven - would definitely have tagged us with an X rating. You win some, you lose some.

One way to get a life and keep it is to put energy into being an S&M (success and money) queen. I first heard this term in Karen Salmansohn’s fabulous book The 30-Day Plan to Whip Your Career Into Submission. Here’s how to do it: be a star at work. I don’t care if you flip burgers at McDonald’s or run a Fortune 500 company. Do everything with totality and excellence. Show up on time, all the time. Do what you say you will do. Contribute ideas. Take care of the people around you. Solve problems. Be an agent for change. Invest in being the best in your industry or the best in the world! If you’ve been thinking about changing professions, that’s even more reason to be a star at your current job. Operating with excellence now will get you back up to speed mentally and energetically so you can hit the ground running in your new position. It will also create good karma. When and if you finally do leave, your current employers will be happy to support you with a great reference and often leave an open door for additional work in the future. If you’re an entrepreneur, look at ways to enhance your business. Is there a new product or service you’ve wanted to offer? How can you create raving fans by making your customer service sparkle? How can you reach more people with your product or service? Can you impact thousands or even millions more? Let’s not forget the M in S&M. Getting a life and keeping it includes having strong financial health as well. This area is crucial because many women delay taking charge of their financial lives as they believe (or have been culturally conditioned to believe) that a man will come along and take care of it for them. This is a setup for disaster. You are an intelligent and capable woman. If you want to fully unleash your irresistibility, invest in your financial health now and don’t stop once you get involved in a relationship. If money management is a challenge for you, I highly recommend my favorite financial coach: David Bach. He is the bestselling author of many books, including The Automatic Millionaire, Smart Women Finish Rich, and Smart Couples Finish Rich. His advice is clear-cut and straightforward, and, most important, it works.

Fifteen years ago, a business manager from the United States came to Plum Village to visit me. His conscience was troubled because he was the head of a firm that designed atomic bombs. I listened as he expressed his concerns. I knew if I advised him to quit his job, another person would only replace him. If he were to quit, he might help himself, but he would not help his company, society, or country. I urged him to remain the director of his firm, to bring mindfulness into his daily work, and to use his position to communicate his concerns and doubts about the production of atomic bombs. In the Sutra on Happiness, the Buddha says it is great fortune to have an occupation that allows us to be happy, to help others, and to generate compassion and understanding in this world. Those in the helping professions have occupations that give them this wonderful opportunity. Yet many social workers, physicians, and therapists work in a way that does not cultivate their compassion, instead doing their job only to earn money. If the bomb designer practises and does his work with mindfulness, his job can still nourish his compassion and in some way allow him to help others. He can still influence his government and fellow citizens by bringing greater awareness to the situation. He can give the whole nation an opportunity to question the necessity of bomb production. Many people who are wealthy, powerful, and important in business, politics, and entertainment are not happy. They are seeking empty things - wealth, fame, power, sex - and in the process they are destroying themselves and those around them. In Plum Village, we have organised retreats for businesspeople. We see that they have many problems and suffer just as others do, sometimes even more. We see that their wealth allows them to live in comfortable conditions, yet they still suffer a great deal. Some businesspeople, even those who have persuaded themselves that their work is very important, feel empty in their occupation. They provide employment to many people in their factories, newspapers, insurance firms, and supermarket chains, yet their financial success is an empty happiness because it is not motivated by understanding or compassion. Caught up in their small world of profit and loss, they are unaware of the suffering and poverty in the world. When we are not int ouch with this larger reality, we will lack the compassion we need to nourish and guide us to happiness. Once you begin to realise your interconnectedness with others, your interbeing, you begin to see how your actions affect you and all other life. You begin to question your way of living, to look with new eyes at the quality of your relationships and the way you work. You begin to see, 'I have to earn a living, yes, but I want to earn a living mindfully. I want to try to select a vocation not harmful to others and to the natural world, one that does not misuse resources.' Entire companies can also adopt this way of thinking. Companies have the right to pursue economic growth, but not at the expense of other life. They should respect the life and integrity of people, animals, plants and minerals. Do not invest your time or money in companies that deprive others of their lives, that operate in a way that exploits people or animals, and destroys nature. Businesspeople who visit Plum Village often find that getting in touch with the suffering of others and cultivating understanding brings them happiness. They practise like Anathapindika, a successful businessman who lived at the time of the Buddha, who with the practise of mindfulness throughout his life did everything he could to help the poor and sick people in his homeland.

From this failure to expunge the microeconomic foundations of neoclassical economics from post-Great Depression theory arose the "microfoundations of macroeconomics" debate, which ultimately led to a model in which the economy is viewed as a single utility-maximizing individual blessed with perfect knowledge of the future. Fortunately, behavioral economics provides the beginnings of an alternative vision of how individuals operate in a market environment, while multi-agent modelling and network theory give us foundations for understanding group dynamics in a complex society. These approaches explicitly emphasize what neoclassical economics has evaded: that aggregation of heterogeneous individuals results in emergent properties of the group, which cannot be reduced to the behavior of any "representative individual." These approaches should replace neoclassical microeconomics completely.

The acquittal of Clinton, and the forgiving by implication of his abuses of public power and private resources, has placed future crooked presidents in a strong position. They will no longer be troubled by the independent counsel statute. They will, if they are fortunate, be able to employ “the popularity defense” that was rehearsed by Ronald Reagan and brought to a dull polish by Clinton. They will be able to resort to “the privacy defense” also, especially if they are inventive enough to include, among their abuses, the abuse of the opposite sex. And they will only be impeachable by their own congressional supporters, since criticism from across the aisle will be automatically subjected to reverse impeachment as “partisan.” This is the tawdry legacy of a sub-Camelot court, where unchecked greed, thuggery, and egotism were allowed to operate just above the law, and well beneath contempt.

Although some organizations today may survive and prosper because they have intu- itive geniuses managing them, most are not so fortunate. Most organizations can benefit from strategic management, which is based upon integrating intuition and analysis in decision making. Choosing an intuitive or analytic approach to decision making is not an either–or proposition. Managers at all levels in an organization inject their intuition and judgment into strategic-management analyses. Analytical thinking and intuitive thinking complement each other. Operating from the I’ve-already-made-up-my-mind-don’t-bother-me-with-the-facts mode is not management by intuition; it is management by ignorance. Drucker says, “I believe in intuition only if you discipline it. ‘Hunch’ artists, who make a diagnosis but don’t check it out with the facts, are the ones in medicine who kill people, and in management kill businesses.

Law 29 of The 48 Laws of Power is: Plan All The Way To The End. Robert Greene writes, “By planning to the end you will not be overwhelmed by circumstances and you will know when to stop. Gently guide fortune and help determine the future by thinking far ahead.” The second habit in The 7 Habits of Highly Effective People is: begin with an end in mind. Having an end in mind is no guarantee that you’ll reach it—no Stoic would tolerate that assumption—but not having an end in mind is a guarantee you won’t. To the Stoics, oiêsis (false conceptions) are responsible not just for disturbances in the soul but for chaotic and dysfunctional lives and operations. When your efforts are not directed at a cause or a purpose, how will you know what to do day in and day out? How will you know what to say no to and what to say yes to? How will you know when you’ve had enough, when you’ve reached your goal, when you’ve gotten off track, if you’ve never defined what those things are? The answer is that you cannot. And so you are driven into failure—or worse, into madness by the oblivion of directionlessness.

You may superficially agree when you hear it said that nationalism, with all its emotionalism and vested interest, leads to exploitation and the setting of man against man; but to really free your mind from the pettiness of nationalism is another matter. To be free, not only from nationalism but also from all the conclusions of organized religions and political systems, is essential if the mind is to be young, fresh, innocent, that is, in a state of revolution; and it is only such a mind that can create a new world—not the politicians, who are dead, nor the priests, who are caught in their own religious systems. So, fortunately or unfortunately for yourself, you have heard something that is true; and if you merely hear it and are not actively disturbed so that your mind begins to free itself from all the things that are making it narrow and crooked, then the truth you have heard will become a poison. Surely, truth becomes a poison if it is heard and does not act in the mind, like the festering of a wound. But to discover for oneself what is true and what is false, and to see the truth in the false, is to let that truth operate and bring forth its own action.

While amassing one of the most lucrative fortunes in the world, the Kochs had also created an ideological assembly line justifying it. Now they had added a powerful political machine to protect it. They had hired top-level operatives, financed their own voter data bank, commissioned state-of-the-art polling, and created a fund-raising operation that enlisted hundreds of other wealthy Americans to help pay for it. They had also forged a coalition of some seventeen allied conservative groups with niche constituencies who would mask their centralized source of funding and carry their message. To mobilize Latino voters, they formed a group called the Libre Initiative. To reach conservative women, they funded Concerned Women for America. For millennials, they formed Generation Opportunity. To cover up fingerprints on television attack ads, they hid behind the American Future Fund and other front groups. Their network’s money also flowed to gun groups, retirees, veterans, antilabor groups, antitax groups, evangelical Christian groups, and even $4.5 million for something called the Center for Shared Services, which coordinated administrative tasks such as office space rentals and paperwork for the others. Americans for Prosperity, meanwhile, organized chapters all across the country. The Kochs had established what was in effect their own private political party.

Because both Birkenau and Auschwitz are infamous names and a blot on the history of mankind it is necessary to explain how they differed. The railroad separated one from the other. When the selectors told off the deportees on the station platform “Right!” or “Left!” they were sending them to either Birkenau or Auschwitz. Auschwitz was a slave camp. Hard as life was at Auschwitz it was better than Birkenau. For the latter was definitely an extermination camp, and as such was never mentioned in the reports. It was part of the colossal guilt of the German rulers and was rarely referred to, nor was its existence ever admitted until the troops of the liberating Allies exposed the secret to the world. At Auschwitz many war factories were in operation, such as the D.A.W. (Deutsches-Aufrustungswerk), Siemens, and Krupp. All were devoted to the production of armaments. The prisoners detailed to work there were highly privileged compared to those who were not given such employment. But even those who did not work productively were more fortunate than the prisoners in Birkenau. The latter were merely awaiting their turn to be gassed and cremated. The unpleasant job of handling the soon-to-be corpses, and later the ashes, were relegated to groups called “kommandos.” The sole task of the Birkenau personnel was to camouflage the real reason for the camp: extermination. When the internees in Auschwitz, or in other camps in the area, were no longer judged useful they were dispatched to Birkenau to die in the ovens. It was as simple and cold-blooded as that.

This book has pushed back against the randomness thesis, emphasizing instead the skill in venture capital. It has done so for four reasons. First, the existence of path dependency does not actually prove that skill is absent. Venture capitalists need skill to enter the game: as the authors of the NBER paper say, path dependency can only influence which among the many skilled players gets to be the winner. Nor is it clear that path dependency explains why some skilled operators beat other ones. The finding that a partnership’s future IPO rate rises by 1.6 percentage points is not particularly strong, and the history recounted in these pages shows that path dependency is frequently disrupted.[5] Despite his powerful reputation, Arthur Rock was unsuccessful after his Apple investment. Mayfield was a leading force during the 1980s; it too faded. Kleiner Perkins proves that you can dominate the Valley for a quarter of a century and then decline precipitously. Accel succeeded early, hit a rough patch, and then built itself back. In an effort to maintain its sense of paranoia and vigilance, Sequoia once produced a slide listing numerous venture partnerships that flourished and then failed. “The Departed,” it called them. The second reason to believe in skill lies in the origin story of some partnerships. Occasionally a newcomer breaks into the venture elite in such a way that skill obviously does matter. Kleiner Perkins became a leader in the business because of Tandem and Genentech. Both companies were hatched from within the KP office and actively shaped by Tom Perkins; there was nothing lucky about this. Tiger Global and Yuri Milner invented the art of late-stage venture capital. They had a genuinely novel approach to tech investing; they offered much more than the equivalent of another catchy tune competing against others. Paul Graham’s batch-processing method at Y Combinator offered an equally original approach to seed-stage investing. A clever innovation, not random fortune, explains Graham’s place in venture history.

I am first affrighted and confounded with that forelorn solitude, in which I am plac'd in my philosophy, and fancy myself some strange uncouth monster, who not being able to mingle and unite in society, has been expell'd all human commerce, and left utterly abandon'd and disconsolate. Fain wou'd I run into the crowd for shelter and warmth; but cannot prevail with myself to mix with such deformity. I call upon others to join me, in order to make a company apart; but no one will hearken to me. Every one keeps at a distance, and dreads that storm, which beats upon me from every side. I have expos'd myself to the enmity of all metaphysicians, logicians, mathematicians, and even theologians; and can I wonder at the insults I must suffer? I have declar'd my disapprobation of their systems; and can I be surpriz'd, if they shou'd express a hatred of mine and of my person? When I look abroad, I foresee on every side, dispute, contradiction, anger, calumny and detraction. When I turn my eye inward, I find nothing but doubt and ignorance. All the world conspires to oppose and contradict me; tho' such is my weakness, that I feel all my opinions loosen and fall of themselves, when unsupported by the approbation of others. Every step I take is with hesitation, and every new reflection makes me dread an error and absurdity in my reasoning. For with what confidence can I venture upon such bold enterprises, when beside those numberless infirmities peculiar to myself, I find so many which are common to human nature? Can I be sure, that in leaving all established opinions I am following truth; and by what criterion shall I distinguish her, even if fortune shou'd at last guide me on her foot-steps? After the most accurate and exact of my reasonings, I can give no reason why I shou'd assent to it; and feel nothing but a strong propensity to consider objects strongly in that view, under which they appear to me. Experience is a principle, which instructs me in the several conjunctions of objects for the past. Habit is another principle, which determines me to expect the same for the future; and both of them conspiring to operate upon the imagination, make me form certain ideas in a more intense and lively manner, than others, which are not attended with the same advantages. Without this quality, by which the mind enlivens some ideas beyond others (which seemingly is so trivial, and so little founded on reason) we cou'd never assent to any argument, nor carry our view beyond those few objects, which are present to our senses. Nay, even to these objects we cou'd never attribute any existence, but what was dependent on the senses; and must comprehend them entirely in that succession of perceptions, which constitutes our self or person. Nay farther, even with relation to that succession, we cou'd only admit of those perceptions, which are immediately present to our consciousness, nor cou'd those lively images, with which the memory presents us, be ever receiv'd as true pictures of past perceptions. The memory, senses, and understanding are, therefore, all of them founded on the imagination, or the vivacity of our ideas.

In the past, the states best able to manage events beyond their borders have been those best able to avoid the temptation to overreach. Great powers remain great in large measure because they posses wisdom to temper active involvement in foreign interventions - to remain within the limits of a national strategy that balances ambition with military resources. The first principle of the strategic art states simply that the greatest weight of resources be devoted to safeguarding the most vital interests of the state. If a vital interest is threatened, the survival of the state is threatened. Generally, the most vital interest of a liberal democracy include, first and foremost, preservation of the territorial integrity of the state. The example of the attacks on New York and Washington should send a message to those of similar ambitions that the surest way to focus the wrath of the American people against them would be to strike this country within its borders again. The second strategic priority is the protection of the national economic welfare by ensuring free and open access to markets for vital materials and finished goods. Other important but less vital interests should be defended by the threat of force only as military resources permit. Outside the limits of U.S. territory, the strategic problem defining the geographic limits of U.S. vital interests becomes complex. While the United States may have some interests in every corner of the world, there are certain regions where its strategic interests, both economic and cultural, are concentrated and potentially threatened. These vital strategic "centers of gravity" encompass in the first instance those geographic areas essential to maintaining access to open markets and sources of raw material, principally oil. Fortunately, many of these economically vital centers are secure from serious threat. But a few happen to be located astride regions that have witnessed generations of cultural and ethnic strife. Four regions overshadow all others in being both vital to continued domestic prosperity and continually under the threat of state-supported violence. These regions are defined generally by an arc of territories along the periphery of Eurasia: Europe, the Middle East, South Asia, and north East Asia. For the past several centuries, these regions have been the areanas of the world's most serious and intractable conflicts. Points of collision begin with the intersection of Western and Eastern Christianity and continue southward to mark Islam's incursion into southeastern Europe in the Balkans. The cultural divide countries without interruption across the Levant in an unbroken line of unrest and warring states from the crescent of the Middle East to the subcontinent of South Asia. The fault-line concludes with the divide between China and all the traditional cultural competitors along its land and sea borders. Other countries outside the periphery of Eurasia might, in extreme cases, demand the presence of U.S. forces for peacekeeping or humanitarian operations. But it is unlikely that in the years to come the United States will risk a major conflict that will involve the calculated commitment of forces in a shooting war in regions outside this "periphery of Eurasia," which circumscribes and defines America's global security.

During the nineteenth century, corps commander was the highest level of command to still require skills of an operator for success. A corps commander was still able to see a problem develop and to dispatch soldiers or artillery to solve it on the spot. But at the army level of command the dynamics were for the first time different. The army commander was much more distant from the battle and consequently had no ability to act immediately or to control soldiers he could not see. The distance of the army commander from the action slowed responses to orders and created friction such that the commander was obliged to make decisions before the enemy’s actions were observed. Civil War army commanders were now suddenly required to exhibit a different set of skills. For the first time, they had to think in time and to command the formation by inculcating their intent in the minds of subordinates with whom they could not communicate directly. Very few of the generals were able to make the transition from direct to indirect leadership, particularly in the heat of combat. Most were very talented men who simply were never given the opportunity to learn to lead indirectly. Some, like Generals Meade and Burnside, found themselves forced to make the transition in the midst of battle. General Lee succeeded in part because, as military advisor to Jefferson Davis, he had been able to watch the war firsthand and to form his leadership style before he took command. General Grant was particularly fortunate to have the luck of learning his craft in the Western theater, where the press and the politicians were more distant, and their absence allowed him more time to learn from his mistakes. From the battle of Shiloh to that of Vicksburg, Grant as largely left alone to learn the art of indirect leadership through trial and error and periodic failure without getting fired for his mistakes. The implications of this phase of military history for the future development of close-combat leaders are at once simple, and self-evident. As the battlefield of the future expands and the battle becomes more chaotic and complex, the line that divides the indirect leader from the direct leader will continue to shift lower down the levels of command. The circumstances of future wars will demand that much younger and less experienced officers be able to practice indirect command. The space that held two Civil War armies of 200,000 men in 1863 would have been controlled by fewer than 1,000 in Desert Storm, and it may well be only a company or platoon position occupied by fewer than 100 soldiers in a decade or two. This means younger commanders will have to command soldiers they cannot see and make decisions without the senior leader’s hand directly on their shoulders. Distance between all the elements that provide support, such as fires and logistics, will demand that young commanders develop the skill to anticipate and think in time. Tomorrow’s tacticians will have to think at the operational level of war. They will have to make the transition from “doers” to thinkers, from commanders who react to what they see to leaders who anticipate what they will see. To do all this to the exacting standard imposed by future wars, the new leaders must learn the art of commanding by intent very early in their stewardship. The concept of “intent” forms the very essence of decentralized command.

FIGURE 5.20 The Sales Force’s DNA However, it wasn’t yet a full set of operating instructions. To make the code practically useful, we would need to understand how the framework should be applied to the task of managing any particular sales force. We had the “superset” of things leadership could measure and manage, but we needed clear guidelines to help cull from it the handful of activities and metrics that would enable leadership to focus on its own organizational goals. We needed to know how to apply these insights in a targeted and tactical way. Fortunately, we were on the verge of doing just that.

to the, then, sympathetic Saudi Arabia, where many managed to build vast fortunes. Others settled in Europe, especially in Switzerland, where new branches of the Brotherhood were created and were able to operate freely.

McCoy: Oh, there isn't any shortage of views clamoring to challenge my own. That's what we call the viewpoints of the pinheads, and fortunately nothing forces me to pay any attention to them. Plato: Except your own self-interest. McCoy, laughing: This just keeps getting better. I'm supposed to pay attention to the pinheads out of my own self-interest? Plato: Otherwise you must do all the hard work of challenging your own positions all by yourself. Isn't it better to get some help with so difficult a task? And wouldn't you call those who help you out your friends? McCoy: Why should I challenge my own positions? That's the job of my enemies, who it's my job to vilify. Plato: I would have thought it the job of your most valued friends. McCoy: I can't tell whether you're putting me on or not. Is this some kind of Ali G or Borat scam you're trying to pull here? Just answer me that. Are you putting me on? Have my stupid staff screwed up again and let in some Sacha Baron Cohen operative? Plato: I am sincere. McCoy: So I'm actually supposed to believe that you think friends are the ones who try to refute you? Plato: Certainly, when what I say is wrong; and I can't be certain it's not wrong unless I hear the best of the refutations that can be offered. And I hope I am a good enough friend to return the favor. --from the chapter entitled "Plato on Cable News," pp. 350-351

Unfortunately long enurement to the Czarist megamachine had trained the Russians in forms of docile conformity that could hardly be distinguished from willing cooperation. Here and there a minority discovered little niches and hideouts where, silently, some portion of untrammelled life could be maintained. But woe to prouder souls, who dared open defiance. The writer Isaak Babel, who demanded the privilege of writing 'badly'-that is, not in conformity with the party line-and who proclaimed that silence, too, might be an effective mode of expression, was soon put out of the way and executed. Even silence could be provocative. Because this revolution, like its bloody predecessor, devoured its children in a methodical saturnalia of violence, it was long before the megamachine could produce in sufficient numbers the new elite, whose views and whose way of life conformed to its requirements: the technicians, the bureaucrats, the scientists. Fortunately the indispensable scientists, aided by orthodox science's methodical divorce from moral and social issues, continued to provide the system with the quotas of new knowledge necessary to accelerate the operations of the megamachine and effect the transition, via nuclear energy, from the archaic to the modern form.

Cedar Capital Group Tokyo: Owning vs Renting Heavy Equipment You have some projects underway. It is either you gear up and buy your own equipment, extend your company’s capabilities and add them these equipment to your business’ asset or you just need to rent a unit and cut the cost. How do you decide when to buy and rent the equipment anyway? We have learned a lot of pros and cons of renting and buying. It is important to evaluate your company’s current situation and capabilities including your financial plans to carefully consider which method you will use in acquiring the equipment. Here is a review of the things which you should bear in mind before deciding when to buy and when to rent equipment: 1. Budget The budget is one of the most important factors in any start of the business. Do you have enough capital to buy a new equipment? If so, will it be practical to use that money to buy or is it more rational to rent and save the cost? You should not look only on the first few months of operation but foresee the future need of the equipment to be used. Although buying may be a larger one-time financial outlay, the cost of renting can add up quickly, and over a long period of time can end up costing you more – especially if the equipment isn’t being used for the entire rental period. And don’t forget: when you own, you can see a return on your investment when you sell. 2. Duration of Project Time frame is important to know how long you will need the equipment. It is more practical to rent the machine if you are only using it for a short period of time. Renting also makes more sense if you are using the equipment for only a specific task. The risk, of course, is the increasing cost of rental when the equipment is not used the entire time. Fortunately, many rental companies in Singapore, Tokyo, Japan and Seoul South Korea only require payment for the actual time the machine is being used. On the other hand, if you are working on a long project and would be using the machine frequently, it is more advisable to buy your own equipment. The complaints on damage on the parts of the equipment can still be charged on you if you are renting it. It becomes worse if you wear the machine out so it would be better if you purchase your own.

Seattle was also home to the author of the Disk Operating System (DOS), which controlled the basic functions of an Intel-type personal computer. This was just the sort of machine IBM planned for its original PC. DOS was crude, but it would do. For fifty thousand dollars, Gates bought the program, without telling the author of IBM’s interest. Later, some called the purchase “the deal of the century,” but steal of the century was more accurate. Gates always denied that a great crime lay behind his fortune, but if one did it was his purchase of DOS. Of

A clear mission statement describes the values and priorities of an organization. Developing a mission statement compels strategists to think about the nature and scope of present operations and to assess the potential attractiveness of future markets and activities. A mission statement broadly charts the future direction of an organization. A mission statement is a constant reminder to its employees of why the organization exists and what the founders envisioned when they put their fame and fortune at risk to breathe life into their dreams.

The quest of the handsome prince was complete. He had found his fair maiden and the world had its fairytale. In her ivory tower, Cinderella was unhappy, locked away from her friends, her family and the outside world. As the public celebrated the Prince’s fortune, the shades of the prison-house closed inexorably around Diana. For all her aristocratic breeding, this innocent young kindergarten teacher felt totally at sea in the deferential hierarchy of Buckingham Palace. There were many tears in those three months and many more to come after that. Weight simply dropped off, her waist shrinking from 29 inches when the engagement was announced down to 23 inches on her wedding day. It was during this turbulent time that her bulimia nervosa, which would take nearly a decade to overcome, began. The note Diana left her friends at Coleherne Court saying: “For God’s sake ring me up--I’m going to need you.” It proved painfully accurate. As Carolyn Bartholomew, who watched her waste away during her engagement, recalls: “She went to live at Buckingham Palace and then the tears started. This little thing got so thin. I was so worried about her. She wasn’t happy, she was suddenly plunged into all this pressure and it was a nightmare for her. She was dizzy with it, bombarded from all sides. It was a whirlwind and she was ashen, she was grey.” Her first night at Clarence House, the Queen Mother’s London residence, was the calm before the coming storm. She was left to her own devices when she arrived, no-one from the royal family least of all her future husband, thinking it necessary to welcome her to her new world. The popular myth paints a homely picture of the Queen Mother clucking around Diana as she schooled her in the subtle arts of royal protocol while the Queen’s senior lady-in-waiting, Lady Susan Hussey took the young woman aside for tuition in regal history. In reality, Diana was given less training in her new job than the average supermarket checkout operator.

Planning Your Courses at the Schools of Experience If you think about McCall’s theory, going through the right courses in the schools of experience can help people in all kinds of situations increase the likelihood of success. One of the CEOs I have most admired, Nolan Archibald, has spoken to my students on this theory. Archibald has had a stellar career, including having been the youngest-ever CEO of a Fortune 500 company—Black & Decker. After he retired, he discussed with my students how he’d managed his career. What he described was not all of the steps on his résumé, but rather why he took them. Though he didn’t use this language, he built his career by registering for specific courses in the schools of experience. Archibald had a clear goal in mind when he graduated from college—he wanted to become CEO of a successful company. But instead of setting out on what most people thought would be the “right,” prestigious stepping-stone jobs to get there, he asked himself: “What are all the experiences and problems that I have to learn about and master so that what comes out at the other end is somebody who is ready and capable of becoming a successful CEO?” That meant Archibald was prepared to make some unconventional moves in the early years of his career—moves his peers at business school might not have understood on the surface. Instead of taking jobs or assignments because they looked like a fast-track to the C-suite, he chose his options very deliberately for the experience they would provide. “I wouldn’t ever make the decision based upon how much it paid or the prestige,” he told my students “Instead, it was always: is it going to give me the experiences I need to wrestle with?” His first job after business school was not a glamorous consulting position. Instead, he worked in Northern Quebec, operating an asbestos mine. He thought that particular experience, of managing and leading people in difficult conditions, would be important to have mastered on his route to the C-suite. It was the first of many such decisions he made. The strategy worked. It wasn’t long before he became CEO of Beatrice Foods. And then, at age forty-two, he achieved an even loftier goal: he was appointed CEO of Black & Decker. He stayed in that position for twenty-four years.

In a tiny company like mine, it’s up to the owner to invent the way the company operates and to design the systems that keep track of what is happening. Fortunately, I find this to be an interesting challenge. If I had wanted to build only furniture, I could have kept myself very busy, but the company would not have grown. Without a rational way to handle information, we would have descended into permanent chaos. Thinking about information is different from ordinary work. The challenge is to find good ways, using data, to describe what’s happening in the real world. It’s aligning the description of the company with the activities of the company. My job as boss is to monitor both of these and to continually modify the description to fit the reality. My employees can’t do it—they each work on their piece of the process. I’m the only one who sees everything. I decide what to keep track of, and how to do it. I have two information systems. First, there’s my subjective impressions of the state of the shop, the mood of the workers, the eagerness of the customers, drawn from my observations and conversations. The second is objective, actual data that lives in separate fiefdoms: the accounting system, in QuickBooks; the contract and productions system, in FileMaker; e-mails and customer folders sit on our server; AdWords data lives in the cloud. So do our shared Google Docs spreadsheets, which act as supplementary databases. There are also a bunch of Excel sheets, dating back to 1997, when I first computerized (twelve years after starting the company). None of these subsystems talk to one another. Information passes between them via the people who use it. I’m the only person in the company who knows how it all fits together.

Fortunately for investors, two substantial funds management organizations adhere to high fiduciary standards, adopted in the context of corporate cultures designed to serve investor interests. Vanguard and TIAA-CREF both operate on a not-for-profit basis, allowing the companies to make individual investor interests paramount in the funds management process. By emphasizing high-quality delivery of low-cost investment products, Vanguard and TIAA-CREF provide individual investors with valuable tools for the portfolio construction process. Ultimately, a passive index fund managed by a not-for-profit investment management organization represents the combination most likely to satisfy investor aspirations. Following Mies van der Rohe’s famous dictum—“less is more”—the rigid calculus of index-fund investing dominates the ornate complexity of active fund management. Pursuing investment with a firm devoted solely to satisfying investor interests unifies principal and agent, reducing the investment equation to its most basic form. Out of the enormous breadth and complexity of the mutual-fund world, the preferred solution for investors stands alone in stark simplicity.

The story of practically every great fortune starts with the day when a creator of ideas and a seller of ideas got together and worked in harmony. Carnegie surrounded himself with men who could do all that he could not do—men who created ideas, and men who put ideas into operation—and made himself and the others fabulously rich.

Wars are expensive, and the burden of supporting wars falls heavily on business, both directly and by taking spending money out of the pocket of the consumer. The vast amount of money poured out to support a war is permanently gone without bringing any economic return. After you have exploded a hundred thousand dollars worth of bombs, you have nothing to show for it except a hundred thousand dollars worth of bomb craters and rubble. Thus the gains made by munitions makers and government suppliers are more than swallowed up by the losses suffered by business as a whole. Those few who do make huge fortunes from war do so not because they are businessmen operating in a free market, but because they have political pull. And their profiteering from war harms all producers (as well as the consuming public) by hurting the economy as a whole.

Yet it was long a subject of dispute among mankind, whether military efforts were more advanced by strength of body, or by force of intellect. For, in affairs of war, it is necessary to plan before beginning to act, and, after planning, to act with promptitude and vigor. Thus, each being insufficient of itself, the one requires the assistance of the other. II. In early times, accordingly, kings (for that was the first title of sovereignty in the world) applied themselves in different ways; some exercised the mind, others the body. At that period, however, the life of man was passed without covetousness; every one was satisfied with his own. But after Cyrus in Asia and the Lacedaemonians and Athenians in Greece, began to subjugate cities and nations, to deem the lust of dominion a reason for war, and to imagine the greatest glory to be in the most extensive empire, it was then at length discovered, by proof and experience, that mental power has the greatest effect in military operations. And, indeed, if the intellectual ability of kings and magistrates were exerted to the same degree in peace as in war, human affairs would be more orderly and settled, and you would not see governments shifted from hand to hand, and things universally changed and confused. For dominion is easily secured by those qualities by which it was at first obtained. But when sloth has introduced itself in the place of industry, and covetousness and pride in that of moderation and equity, the fortune of a state is altered together with its morals; and thus authority is always transferred from the less to the more deserving.

At the time, it looked like either a wonderfully gutsy or an extremely foolhardy move, depending on your viewpoint. Not only was Erickson turning his back on a fortune, but he was proposing that Clif Bar remain independent and continue to operate as a relatively small private company in a marketplace filled with huge conglomerates out to get it. The investment bankers assured him that the company would be crushed in short order. So did the venture capitalists he spoke to. His partner agreed, and the risk of losing everything she’d worked for frightened her. Shortly thereafter, she resigned from the company and insisted that Erickson cash her out. (She could insist because, as a 50-percent owner, she could have shut the company down if her demands weren’t met. A less-than-50-percent owner does not have as much leverage.) They eventually settled on a deal whereby he would pay her $65 million over five years. He had $10,000 in his bank account at the time.

The Al Saud operate something like baseball’s farm team system, in which ambitious young princes start off with relatively junior minor league positions and, if they are talented and fortunate, advance to more senior major league posts.

Compare Bethlehem Steel to Nucor. Both companies operated in the steel industry and produced hard-to-differentiate products. Both companies faced the competitive challenge of cheap imported steel. Yet executives at the two companies had completely different views of the same environment. Bethlehem Steel’s CEO summed up the company’s problems in 1983 by blaming imports: “Our first, second, and third problems are imports.”51 Ken Iverson and his crew at Nucor considered the same challenge from imports a blessing, a stroke of good fortune (“Aren’t we lucky; steel is heavy, and they have to ship it all the way across the ocean, giving us a huge advantage!”). Iverson saw the first, second, and third problems facing the American steel industry not to be imports, but management.52 He even went so far as to speak out publicly against government protection against imports, telling a stunned gathering of fellow steel executives in 1977 that the real problems facing the American steel industry lay in the fact that management had failed to keep pace with innovation.53 The

Being an operator will make you a living. Being an owner will make you a fortune - Tony Robbins

The whole place is now beginning to close down. At some of the booths the flares have been extinguished, and the occupants are busy packing up their wares and taking down their tents and wooden stalls. Huge vans have appeared upon the scene, and men in shirt sleeves are busily engaged in packing them. We accost a small dirty youth and ask him if the fair is moving. ‘We’ll be on the road in twa hours,’ he replies briefly. ‘What a life!’ ejaculates Tony. ‘Aye, it’s a fine life,’ echoes the boy. ‘Ye get seeing the wurrld in a fair.’ All mystery has departed from the fortune teller’s tent; it is merely a heap of dirty canvas. A large, fat woman with greasy black hair, and a red shawl pinned across her inadequately clad bosom, is dancing about with a flaming torch in her hand, directing operations in a shrill shrewish voice. ‘Guthrie’s sybil!’ says Tony sadly. ‘I’m afraid we’ve stayed too long at the party.’ ‘I think it is rather fun,’ I reply. ‘I like seeing things that I’m not meant to see

This is ridiculous. There’s no way I can become a substitute librarian overnight.” Gertie shook her head. “You’re a CIA operative. I bet you’ve had to familiarize yourself with the details of other professions in less time than this.” She was right. I had. “Okay, let me rephrase that. I don’t want to do it.

What a company builds (SVP, Product), how it builds it (SVP, Engineering), how that eventual product is operationally run (COO), and what other companies it buys (Corp Dev): those are the core functions of any large tech company, and the people from the Ads team we met during forty-eight busy hours in 2011 would, by 2015, be that core leadership of Twitter.

The only one to remain in his vehicle, was my radio operator, who was sending off my messages. Next to the vehicle, stood my intelligence officer, who passed on to the operator what I shouted across to him. Then a machine—I thought I recognized the Canadian emblem—approached for a low-flying attack on the armored radio station. At 20 yards, I could clearly see the pilot’s face under his flight helmet. But instead of shooting, he signaled with his hand for the radio officer to clear off, and pulled his machine up into a great curve. “Get the operator out of the vehicle,” I shouted, “and take cover, the pair of you.” The machine had turned and now came at us out of the sun for the second time. This time, he fired his rockets and hit the radio car, fortunately, without doing too much damage. This attitude of the pilot, whether he was Canadian or British, became for me, the example of fairness in this merciless war. I shall never forget the pilot’s face or the gesture of his hand.

The fascination with automation in part reflected the country’s mood in the immediate postwar period, including a solid ideological commitment to technological progress. Representatives of industry (along with their counterparts in science and engineering) captured this mood by championing automation as the next step in the development of new production machinery and American industrial prowess. These boosters quickly built up automation into “a new gospel of postwar economics,” lauding it as “a universal ideal” that would “revolutionize every area of industry.” 98 For example, the November 1946 issue of Fortune magazine focused on the prospects for “The Automatic Factory.” The issue included an article titled “Machines without Men” that envisioned a completely automated factory where virtually no human labor would be needed. 99 With visions of “transforming the entire manufacturing sector into a virtually labor-free enterprise,” factory owners in a range of industries began to introduce automation in the postwar period. 100 The auto industry moved with particular haste. After the massive wave of strikes in 1945–46, automakers seized on automation as a way to replace workers with machines. 101 As they converted back to civilian auto production after World War II, they took the opportunity to install new labor-saving automatic production equipment. The two largest automakers, Ford and General Motors, set the pace. General Motors introduced the first successful automated transfer line at its Buick engine plant in Flint in 1946 (shortly after a 113-day strike, the longest in the industry’s history). The next year Ford established an automation department (a Ford executive, Del S. Harder, is credited with coining the word “automation”). By October 1948 the department had approved $ 3 million in spending on 500 automated devices, with early company estimates predicting that these devices would result in a 20 percent productivity increase and the elimination of 1,000 jobs. Through the late 1940s and 1950s Ford led the way in what became known as “Detroit automation,” undertaking an expensive automation program, which it carried out in concert with the company’s plans to decentralize operations away from the city. A major component of this effort was the Ford plant in the Cleveland suburb of Brook Park, a $ 2 billion engine-making complex that attracted visitors from government, industry, and labor and became a national symbol of automation in the 1950s. 102

The conference room on the Nucleus could have been mistaken for any high-tech super-duper fortune five-hundred boardroom, if it wasn't for the two distinct iron portholes welded into the shiny white wall.

Capitalism does not just permit, but positively requires, a form of regulated and sublimated megalothymia in the striving of businesses to be better than their rivals. At the level at which entrepreneurs like a Henry Ford, Andrew Carnegie, or Ted Turner operate, consumption is not a meaningful motive … They do not risk their lives, but they stake their fortunes, status, and reputations for the sake of a certain kind of glory; they work extremely hard and put aside small pleasures for the sake of larger and intangible one … The classical capitalist entrepreneur described by Joseph Schumpeter is therefore not Nietzsche’s last man.

I believe, Your Honor, in common with all Socialists, that this nation ought to own and control its own industries. I believe, as all Socialists do, that all things that are jointly needed and used ought to be jointly owned—that industry, the basis of our social life, instead of being the private property of a few and operated for their enrichment, ought to be the common property of all, democratically administered in the interest of all. . . . I am opposing a social order in which it is possible for one man who does absolutely nothing that is useful to amass a fortune of hundreds of millions of dollars, while millions of men and women who work all the days of their lives secure barely enough for a wretched existence.

It is only when the operator cares nothing for the outcome of the operation on the physical plane that he attains to this complete lordship over the astral images. He is concerned simply and solely with the handling of forces and the bringing of them through into manifestation in form; but he does not care what form the forces may ultimately assume, he leaves that to them; for they will assuredly assume the form that is most consonant with their nature, and thus be truer to cosmic law than any design which his limited knowledge could assign to them. This is the real key to all magical operations, and their sole justification, for we may not turn the universe round and about to suit our whim or convenience, but are only justified in the deliberate work of magic when we work with the great tide of evolving life in order to bring ourselves into fullness of life whatever form that experience or manifestation may take. "I' am come that they might have life, and that they might have it more abundantly.

Modern developments, such as wireless and telephones, may constitute serious dangers for a commander in the field, if these systems are made use of by politicians to endeavour to influence operations without being conversant and familiar with the circumstances prevailing in that theatre of operations. Wellington was indeed fortunate!

Fortunately for Hypo, and the navy, and the United States, Chester Nimitz was not such an admiral. He was briefed each morning at eight o’clock by his fleet intelligence officer, Lieutenant Commander Edwin Layton. Layton also had a standing invitation to walk into Nimitz’s office at any hour of any day if he believed he had important information for the C-in-C. (No one else on the staff, except perhaps the chief of staff, had this privilege.) Hypo provided a daily briefing to Layton, who in turn drew on other sources and briefed Nimitz. Layton and Rochefort had known one another when both men were stationed in Tokyo as language officers in the 1920s. They had shared in the long trial of learning Japanese. They counted one another as friends, and this tended to smooth the contours of their professional partnership, which might otherwise had been complicated by the organizational rivalry between the Fourteenth Naval District (of which Hypo was a part) and the Pacific Fleet staff. Nimitz paid close attention to all the intelligence products that crossed his desk. On his first day as CINCPAC, he told Layton, “I want you to be the Admiral Nagumo of my staff. I want your every thought, every instinct as you believe Admiral Nagumo might have them. You are to see the war, their operations, their aims, from the Japanese viewpoint and keep me advised what you are thinking about, what you are doing, and what purpose, what strategy, motivates your operations. If you can do this, you will give me the kind of information needed to win this war.

But in America the people regards this prosperity as the result of its own exertions; the citizen looks upon the fortune of the public as his private interest, and he co-operates in its success, not so much from a sense of pride or of duty, as from what I shall venture to term cupidity. It is unnecessary to study the institutions and the history of the Americans in order to discover the truth of this remark, for their manners render it sufficiently evident. As the American participates in all that is done in his country, he thinks himself obliged to defend whatever may be censured; for it is not only his country which is attacked upon these occasions, but it is himself. The consequence is, that his national pride resorts to a thousand artifices, and to all the petty tricks of individual vanity. Nothing is more embarrassing in the ordinary intercourse of life than this irritable patriotism of the Americans. A stranger may be very well inclined to praise many of the institutions of their country, but he begs permission to blame some of the peculiarities which he observes—a permission which is, however, inexorably refused. America is therefore a free country, in which, lest anybody should be hurt by your remarks, you are not allowed to speak freely of private individuals, or of the State, of the citizens or of the authorities, of public or of private undertakings, or, in short, of anything at all, except it be of the climate and the soil; and even then Americans will be found ready to defend either the one or the other, as if they had been contrived by the inhabitants of the country.

Long ago, the dream of an electronic switch had prompted Kelly’s initial push on semiconductors. As the Fortune story pointed out, a switching office with 65,000 electromechanical relays could do “slightly less than 1,000 switching operations a second.” Transistors—using a fraction of the power and lasting far longer—could potentially do a million.

Hire the right people. “We will continue to focus on hiring and retaining versatile and talented employees,” he wrote in an early shareholder letter. Compensation, especially early on, was heavily weighted to stock options rather than cash. “We know our success will be largely affected by our ability to attract and retain a motivated employee base, each of whom must think like, and therefore must actually be, an owner.” There are three criteria he instructs managers to consider when they are hiring: Will you admire this person? Will this person raise the average level of effectiveness of the group he or she is entering? Along what dimension might this person be a superstar? It’s never been easy to work at Amazon. When Bezos interviews people, he warns them, “You can work long, hard, or smart, but at Amazon.com you can’t choose two out of three.” Bezos makes no apologies. “We are working to build something important, something that matters to our customers, something that we can all tell our grandchildren about,” he says. “Such things aren’t meant to be easy. We are incredibly fortunate to have this group of dedicated employees whose sacrifices and passion build Amazon.com.” These lessons remind me of the way Steve Jobs operated. Sometimes such a style can be crushing, and to some people it may feel tough or even cruel. But it also can lead to the creation of grand, new innovations and companies that change the way we live. Bezos has done all of this. But he still has many chapters to write in his story. He has always been public spirited, but I suspect in the coming years he will do more with philanthropy. Just as Bill Gates’s parents led him into such endeavors, Jackie and Mike Bezos have been models for Bezos as he focuses on missions such as providing great early-childhood education to all kids. I am also confident that he has at least one more major leap to make. I suspect that he will be—and is, indeed, eager to be—one of the first private citizens to blast himself into space. As he told his high school graduating class back in 1982, “Space, the final frontier, meet me there!

An important strategy here is to actively practice separating one experience from all experiences. If you notice yourself using words like “always” or “never,” this is a sign that you are overgeneralizing. This can be painful when we generalize traits about our partner or loved ones as well. Some other important cognitive distortions include mind-reading, fortune-telling, and personalization. With mind-reading, you assume you know what others are thinking. Fortune-telling is the act of making assumptions about the future that produce negative emotion. Personalization is the act of assuming blame or fault for any situation that takes place. An example of this would be getting upset at yourself if your child gets hurt during recess at school. Take some time to write down which cognitive distortions are most prominent for you. Which ones cause you the most grief or unhealthy habits in your relationships? Follow up by using the strategies described above to return to a fair and balanced perspective. You will know you have reached this place because you will feel as though your emotional charge around the situations has lessened and you are operating from a grounded, realistic frame of mind.

The physicist can investigate the nature of the atom, at least in the modern age, without having to meet the opposition of anyone who is interested in perpetuating certain strongly held ideas about its structure. The research worker in medicine and the psychologist can investigate the operation of the human body and mind without having to be concerned about the prejudices of the rest of the community. There is no pressure in these sciences to make the results conform to someone else's prejudices and preconceptions. But the economist is not so fortunate. His investigations touch the pocketbook, always a sensitive spot. Consequently, he is exposed to all kinds of pressures: the pressure of those who want him to prove the free trade is the only way to prosperity, and of those who want him to show that without protective tariffs, the American worker will be deprived of his job. To satisfy one vocal group he must prove that high wages are the cause of unemployment; to satisfy another, he must show that unemployment is bound to grow unless wages are raised. He must prove that the gold standard should be maintained; likewise he must show that it ought to be abolished. The difficulties of being objective in such an atmosphere are, of course, enormous. The economist must seek truth, when from all sides he is under pressure to defend causes.

La lutte encourage le faible et le danger enhardit la vaillant... tout bien a ses revers. Telle l'épine qui se cache sous la fleur, les ennemis en veulent à la liberté car celle-ci est la plus féconde des richesses de l'héritage paternel. L'or ne fait pas la richesse des peuples de même que la pauvreté ne fait pas l'indigence des gens. Les trésors sont périssables tandis que la pauvreté laborieuse est une fortune que l'on ne perd jamais. Le travail, voilà la richesse éternelle.

to produce. As John Adams wrote, “Property monopolized or in the Possession of a few is a Curse to Mankind. We should preserve not an Absolute Equality.—this is unnecessary, but preserve all from extreme Poverty, and all others from extravagant Riches.”1 Here are ten steps that I think might help put us more on the course intended by the Revolutionary generation, to help us move beyond where we are stuck and instead toward what we ought to be: 1. Don’t panic Did the founders anticipate a Donald Trump? I would say yes. As James Madison wrote in the most prominent of his contributions to the Federalist Papers, “Enlightened statesmen will not always be at the helm.”2 Just after Aaron Burr nearly became president, Jefferson wrote that “bad men will sometimes get in, & with such an immense patronage, may make great progress in corrupting the public mind & principles. This is a subject with which wisdom & patriotism should be occupied.”3 Fortunately the founders built a durable system, one that often in recent years has stymied Trump. He has tried to introduce a retrogressive personal form of rule, but repeatedly has run into a Constitution built instead to foster the rule of law.4 Over the last several years we have seen Madison’s checks and balances operate robustly. Madison designed a structure that could accommodate people acting unethically and venally. Again, our national political gridlock sometimes is not a bug but a feature. It shows our system is working. The key task is to do our best to make sure the machinery of the system works. This begins with ensuring that eligible citizens are able to vote. This ballot box is the basic building block of our system. We should appreciate how strong and flexible our Constitution is. It is all too easy, as one watches the follies and failings of humanity, to conclude that we live in a particularly wicked time. In a poll taken just as I was writing the first part of this book, the majority of Americans surveyed said they think they are living at the lowest point in American history.5 So it is instructive to be reminded that Jefferson held similar beliefs about his own era. He wrote that there were “three epochs in history signalized by the total extinction of national morality.” The first two were in ancient times, following the deaths of Alexander the Great and Julius Caesar, he thought, and the third was his own age.6 As an aside, Trump’s attacks on immigrants might raise a few eyebrows among the founders. Seven of the thirty-nine people who signed the Constitution were themselves born abroad, most notably Hamilton and James Wilson.7

No matter how confident or well-positioned this adult self appears, underneath the surface it is weak and sees itself as marginal, at risk for losing everything. The alertness to position that was adaptive at an earlier time in an individual’s life—and in the history of our species—is still conceptually operative in later years and keeps signaling to the self that it must try to climb higher, get more control, displace others, and find a way in. Fortunately, the perception of what “in” is, and where it is located, is likely to vary between individuals and groups. Long after any real vestiges of childhood threats remain, this built-in alarm system exaggerates danger in order to insure its life.

For a while, homing pigeons were most notable for their use in military operations. When Napoleon was defeated at Waterloo in 1815, a swift-flying carrier pigeon delivered the message from present-day Belgium across the English Channel to Count Rothschild, of the Rothschild banking dynasty, who was apparently the first person in England to hear the news. The quick-thinking count made several critical financial decisions and amassed a considerable fortune based on his advance knowledge of the outcome of Napoleon’s last campaign.

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Do yourself a favor and run down the list of businesses started during depressions or economic crises. Fortune magazine (ninety days after the market crash of 1929) FedEx (oil crisis of 1973) UPS (Panic of 1907) Walt Disney Company (After eleven months of smooth operation, the twelfth was the market crash of 1929.) Hewlett-Packard (Great Depression, 1935) Charles Schwab (market crash of 1974–75) Standard Oil (Rockefeller bought out his partners in what became Standard Oil and took over in February 1865, the final year of the Civil War.) Coors (Depression of 1873) Costco (recession in the late 1970s) Revlon (Great Depression, 1932) General Motors (Panic of 1907) Procter & Gamble (Panic of 1837) United Airlines (1929) Microsoft (recession in 1973–75) LinkedIn (2002, post–dot-com bubble) For the most part, these businesses had little awareness they were in some historically significant depression. Why? Because the founders were too busy existing in the present—actually dealing with the situation at hand.

The rich, the owners of the already operating plants, have no particular class interest in the maintenance of free competition. They are opposed to confiscation and expropriation of their fortunes, but their vested interests are rather in favor of measures preventing newcomers from challenging their position. Those fighting for free enterprise and free competition do not defend the interests of those rich today. They want a free hand left to unknown men who will be the entrepreneurs of tomorrow and whose ingenuity will make the life of coming generations more agreeable. They want the way left open to further economic improvements. They are the spokesmen of progress.

Thus ends the uneventful passage of B 7 Group’s last convoy operation. I consider it fortunate that providence has dictated that the enemy should so frequently have attacked convoys escorted by B 7, who have consistently beaten off all attacks and inflicted severe damage on the enemy, in particular, the prolonged battle fought in the early days of May 1943. Nevertheless, I consider it should be put on record that B 7, as a close escort group, has distinguished itself not only by sinking U-boats but the more unspectacular but equally important duty of protecting the convoys for whom it was responsible.

Laila could picture the flow of traffic all around her. From above, she watched the cars move along in streams like all those ants on her kitchen floor. What had they been looking for anyway? A crumb here, a speck of sugar there? The vast stockpiles of food in the pantry and fridge remained untouched. For that matter, what kept all these cars returning to the city day after day? A little money, a little entertainment? Surface operations like Livetrac kept the ants fighting over crumbs while the obscene fortunes of a shadowy elite were counted not in dollars but in lives.

In his letter to Abbé Esperti on the nature and publication of his First New Science (1726), Vico associates the Stoic idea of fate or ‘‘deaf Necessity’’ (‘‘sorda Necessità’’) with Descartes, as opposed to the chance or ‘‘blind Fortune’’ (‘‘cieca Fortuna’’) of Epicurus.≤≤ Vico also partially identifies chance with Locke.≤≥ He says that today thought fluctuates between these two alter- natives, not attempting to regulate Fortune by reason or attempting to moder- ate Necessity where possible. This is Vico’s fork, and the movements of mod- ern thought are always caught on one tine or the other. Vico says his own doctrine is based on the idea of divine providence. Vico’s metaphysics of providence combines the general necessity of the divine order of things with the contingency of specific acts of free will. Providence is a metaphysical principle of the true and the certain. It is authority as an agency of rational choice that operates within the rational order of the nature of things. The ultimate metaphysical principle that guides the constancy of the jurisprudent is providence. Its analogue in universal law is Vico’s ius gentium naturale, which in the New Science becomes part of Vico’s ‘‘ideal eternal history.

...military operations, even when employing the Colt .45 (developed to stop juramentados dead in their tracks) and the Krag rifle, achieved no permanent results in pacifying the Muslims. The Americans were faced with the choice of annihilating the Muslims altogether or changing their tactics. Fortunately, they choose the latter course. They began to pursue a policy of friendship, aid and toleration. American civil officers earned the confidence of the Muslim sultans and datus, established free public schools, built roads and enhanced the Muslims'opportunities for progress.

back to the border with Belarus. Though he would have liked to have gotten some sleep, he kept his eyes open and his head on a swivel the entire way. When they met up with the Old Man’s smugglers and said their good-byes, he thanked her. She had taken a lot of risks on his behalf and he wanted her to know how much he appreciated it. Without her, this could have very well turned into a suicide operation. Climbing into the smuggler’s truck, he made himself comfortable for his next six hours of driving to the border with Poland. There, he’d at least be back in NATO territory, though he couldn’t let his guard down. At least not fully. It wasn’t until he was back on The Carlton Group jet and in the air that the weight of everything he had been under started to lift. Once he was in international airspace, he got up and poured himself a drink. Returning to his seat, he raised the glass and toasted the Old Man. He hoped that somewhere, up there, Reed was proud of him. As he sat there, sipping his bourbon, Harvath conducted a mental after-action report. He went over every single detail, contemplating what he could have done differently, and where appropriate, what he could have done better. Once his review was complete, he went through all of it again, looking for anything that might identify Alexandra, or tie her directly to him. Fortunately, there was nothing he could come up with to be worried about. From Josef’s hospital where she had avoided the cameras and had stayed bundled up, to the interaction with Minayev’s mistress where she had worn the balaclava, and finally to the security guards at Misha’s loft where she had been wearing a dark wig and heavy makeup while making sure to never face the cameras, she had been the perfect partner. Even outside on Moscow’s streets, she had made sure they stayed in the shadows. Alexandra, thinking of everything, had taken down the telephone number of the management company for the building where they had left the hospital worker tied up. She had promised to phone in either a noise complaint or some sort of anonymous tip, so that the man would be found and cut loose. He didn’t know how she planned to get the envelopes

I visualized opening accounts as planting acorns in the hope of getting a crop of oak trees. Only these were strange acorns. They could lie dormant for months or years, perhaps forever; but once in a while, at random, a mighty tree of money would explode out of the ground. Was this “farm” worth operating? Our hundreds of accounts took capital away from other investments. Paid low interest rates on our passbooks and certificates of deposit (CDs), we sacrificed an expected 10 to 15 percent differential to maintain our accounts. We also had expenses and the so-called opportunity cost. Fortunately, Judy McCoy in my office managed the project competently and efficiently. The harvest from our crop of S&L accounts sometimes netted a million dollars in a year. The game has slowly wound down over the last two decades. Mutual S&Ls have converted, leaving fewer opportunities. The gain has also diminished because more people have opened accounts, thus spreading the profits among more players. Investors also have posted larger balances in CDs, savings accounts, and checking accounts in the hope of being allocated more shares in a future conversion. Tying up more capital increases the cost to stay in the game. Our profits have been dwindling. Currently we’re keeping our old accounts but are spending less effort in trying to open new ones. Even so, a quarter of a century after we began opening accounts, 2014 was a good year.

This chair, Kate, it isn’t a bad thing.” “But you can’t walk.” He raised his hand. “Hear me out. Before this injury, I had never been seriously ill. I’m a physician who understood what it’s like to be sick but had never personally felt the impact of a life-threatening disease or experienced a significant injury. This chair made me a better physician. It has given me a new perspective. Tell me, when you see me rolling toward you in the hall, do you see me or do you see the chair?” “I see you.” Of course I saw him. He was still Doolittle. He smiled. “My point exactly. I’ve come to believe that the word ‘disabled’ is a misnomer. ‘Disabled’ implies that you are broken beyond use. No longer functional. I’m quite abled. I may no longer participate in field operations, but I’m a better teacher now. I require additional arrangements to negotiate a flight of stairs, but I stop to smell the proverbial roses more often. I’m fortunate to have bowel control, and while my bladder requires occasional use of a catheter, I refuse to be defined by which functions my body can or cannot perform well. Quite frankly, I’m more than the sum of my physical parts. I’ve come to terms with my new life and achieved personal happiness. Whether or not I will recover pales in comparison. Does that make sense?

Mystery men with strange persuasive powers, sometimes good but more often evil, are described and discussed in many books with no UFO or religious orientation. A dark gentleman in a cloak and hood is supposed to have handed Thomas Jefferson the design for the reverse side of the Great Seal of the United States (you will find this on a dollar bill). Julius Caesar, Napoleon, and many others are supposed to have had enigmatic meetings with these odd personages. These stories turn up in such unexpected places as Madame Du Barry’s memoirs. She claimed repeated encounters with a strange young man who would approach her suddenly on the street and give her startling prophecies about herself. He pointedly told her that the last time she would see him would serve as an omen for a sudden reversal of her fortunes. Sure enough, on April 27, 1774, as she and her ailing lover, King Louis XV, were heading for the palace of Versailles, the youthful mystery man appeared one final time. “I mechanically directed my eyes toward the iron gate leading to the garden,” she wrote. “I felt my face drained of blood as a cry of horror escaped my lips. For, leaning against the gate was that singular being.” The coach was halted, and three men searched the area thoroughly but could find no trace of him. He had vanished into thin air. Soon afterward Madame Du Barry’s illustrious career in the royal courts ended, and she went into exile. Malcolm X, the late leader of a black militant group, reported a classic experience with a paraphysical “man in black” in his autobiography. He was serving a prison sentence at the time, and the entity materialized in his prison cell: "As I lay on my bed, I suddenly became aware of a man sitting beside me in my chair. He had on a dark suit, I remember. I could see him as plainly as I see anyone I look at. He wasn’t black, and he wasn’t white. He was light-brown-skinned, an Asiatic cast of countenance, and he had oily black hair. I looked right into his face. I didn’t get frightened. I knew I wasn’t dreaming. I couldn’t move, I didn’t speak, and he didn’t. I couldn’t place him racially—other than I knew he was a non-European. I had no idea whatsoever who he was. He just sat there. Then, as suddenly as he had come, he was gone.

Fortunately, the Ottomans were unrivaled masters of supply-chain logistics. No other state in Europe devoted as much energy or care to the repair of its roads. From very early on, the Ottomans became justly famous as builders of beautiful stone bridges, whose delicate arches appeared to be as delicate as eggshells but proved as durable as iron. Supplies of food, cloth, gunpowder, and steel flowed continuously over this system of roadways. Camels, able to carry twice as much as any European beast of burden, made their transport easier. Every year, thirty thousand of these essential animals arrived from the Maghreb and Syria, in time for the campaigning season. But the real heart of the Ottoman procurement system was its bakeries. In Istanbul alone, 105 gigantic ovens worked around the clock, baking hardtack for the army and navy stores. Many more operated across the provinces.

In much, if not most, of the literature on income and wealth disparities, the production of income and wealth is glided over, as something that just happens somehow, even though it happens to radically different degrees in different parts of the world and under different economic systems. Even a fraction of the wealth generated around the world by the Microsoft operating system that was received by Gates himself was enough to produce a gigantic fortune.

It was indeed in appearance only; for their creditors were really defrauded of a part of what was due to them. All other debtors in the state were allowed the same privilege, and might pay with the same nominal sum of the new and debased coin whatever they had borrowed in the old. Such operations, therefore, have always proved favorable to the debtor, and ruinous to the creditor, and have sometimes produced a greater and more universal revolution in the fortunes of private persons, than could have been occasioned by a very great public calamity.