Operations Manager Quotes

Some in management positions operate as if they are in a tree of monkeys. They make sure that everyone at the top of the tree looking down sees only smiles. But all too often, those at the bottom looking up see only asses.

Fortifying the company involves managing supply chain risks to ensure continuity of operations and avoid disruptions.

I believe that companies, as major employers, resource managers, technological innovators, and capital allocators, have a unique responsibility to operate with integrity, transparency, and accountability.

But in the end self-confidence mostly comes from a gut-level realization that nobody has ever died from making a wrong business decision, or taking inappropriate action, or being overruled. And everyone in your operation should be made to understand this.

Tally-When you looked around at everyone else how come you didn’t notice they were brain damaged? Az - We didn’t have much to compare our fellow citizens with. Only a few colleagues who seemed different from most people, more engaged, but that was hardly a surprise. History would indicate that the majority of people have always been sheep. Before the operation there were wars and mass hatred and clear cutting. Whatever these lesions make us, it isn’t a far cry from how humanity was in the rusty era. These days we’re just a bit easier to manage.

Change waits for no leader and the skills required for leading day-to-day operations are very different to change leadership

I have a very simple rule when it comes to management: hire the best people from your competitors, pay them more than they were earning, and give them bonuses and incentives based on their performance. That’s how you build a first-class operation.

Another key to fielding a great team is pairing visionaries, who can generate ideas, with operating managers, who can execute them. Visions without execution are hallucinations.31

The world is not made up of separate parts operating in isolation. This reductionist view of an understandable, controlled, and predictable world is flawed. And so, the strings, wires, and controls used to manage this illusionary discrete world are obsolete.

Change Management provides value in part by enabling people to adopt the change and operate in the future state of the company.

Many small businesses are doomed from day one, not from competition or the economy, but from the ignorance of their owners . . . their destiny is already decided because they have no idea how a business should be operated.

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

In Venezuela Chavez has made the co-ops a top political priority, giving them first refusal on government contracts and offering them economic incentives to trade with one another. By 2006, there were roughly 100,000 co-operatives in the country, employing more than 700,000 workers. Many are pieces of state infrastructure – toll booths, highway maintenance, health clinics – handed over to the communities to run. It’s a reverse of the logic of government outsourcing – rather than auctioning off pieces of the state to large corporations and losing democratic control, the people who use the resources are given the power to manage them, creating, at least in theory, both jobs and more responsive public services. Chavez’s many critics have derided these initiatives as handouts and unfair subsidies, of course. Yet in an era when Halliburton treats the U.S. government as its personal ATM for six years, withdraws upward of $20 billion in Iraq contracts alone, refuses to hire local workers either on the Gulf coast or in Iraq, then expresses its gratitude to U.S. taxpayers by moving its corporate headquarters to Dubai (with all the attendant tax and legal benefits), Chavez’s direct subsidies to regular people look significantly less radical.

Managers must clearly distinguish operational effectiveness from strategy.

With a Masters in Management from USC, I did some consultant work in Reorganization, New Products, and Change. Amazon was smart to have me as a Beta and got my advice for free. Amazon was the only company who did because for other companies, it wasn't. But what I got from Amazon is a good understanding of how they operate, the culture, and the people behind the business - Strong by Kailin Gow

Change has to do with an organizations identity, not just its operations. Operations follow identity, not the other way around.

Within the industries where businesses typically operate with tight margins, bartering provides even more of an operational advantage. And by incorporating bartering into those industries, wider margins can maybe become more typical.

The defense of the great works of Western literature can no longer be undertaken by central institutional power though it is hard to see how the normal operation of learned institutions, including recruitment can manage without them.

When he’d joined the Service he’d been in Psych Eval, which had involved evaluating operational strategies for psychological impact – on targets as well as agents – but had also meant carrying out individual assessments; who was stressed, who’d benefit from a change of routine, and who was a psychopath. Every organisation had a few, usually at management level, and it was handy to know who they were in case there was an emergency, or an office party.

The management no longer depends upon the talents or skills of its workers---those things are built into the operating systems and machines. Jobs that have been "deskilled" can be filled cheaply. The need to retain any individual worker is greatly reduced by the ease with which he or she can be replaced.

Unlike computers, however, human beings aren’t meant to operate continuously, at high speeds, for long periods of time. Rather, we’re designed to move rhythmically between spending and renewing our energy.

Liquidity is essential in business. So many businesses fail because of a failure to retain liquidity. But the principle is simple - to get things done, businesses need access to cash and capital. And without that access to cash and capital the business will fail because it won't be able to find it's operations.

Because one’s bank account and one’s friendships can now be managed through identical machinic operations and gestures, there is a growing homogenization of what used to be entirely unrelated areas of experience.

The form of association, however, which if mankind continue to improve, must be expected in the end to predominate, is not that which can exist between a capitalist as chief, and work-people without a voice in the management, but the association of the labourers themselves on terms of equality, collectively owning the capital with which they carry on their operations, and working under managers elected and removable by themselves.

You get what you design for. Chester, your peer in Development, is spending all his cycles on features, instead of stability, security, scalability, manageability, operability, continuity, and all those other beautiful ’itties.

Independently, new technologies can be pretty impactful to businesses. But the whole world in which businesses operate changes with the convergence of many new technologies. So we need to always be mindful of how technologies are converging and how that convergence may pressure us to adapt how we think about business and how we do business.

Matthew Boylan, former NASA operational graphics manager, worked for years creating photo-realistic computer graphics for NASA.  Now a vocal Flat-Earther, Boylan claims that NASA’s sole reason for existence is to propagandize the public and promote this false ball-Earth heliocentric worldview. 

Mayflower-Plymouth Capital LLC is a Capital Management Firm based in Arlington Virginia and operating internationally.

Though how you manage to find every asshole who doesn’t know what to do with his penis is beyond me. I mean, they grew up with it, how do they not know how it operates?

As the transition becomes more difficult to manage, the family unit must be carefully disintegrated, and state-controlled public education and state-operated child-care centers must become more common and legally enforced so as to begin the detachment of the child from the mother and father at an earlier age.

Another lesson I learned early is that there is nothing new in Wall Street. There can't be because speculation is as old as the hills. Whatever happens in the stock market to-day has happened before and will happen again. I've never forgotten that. I suppose I really manage to remember when and how it happened. The fact that I remember that way is my way of capitalizing experience.

The assault on education began more than a century ago by industrialists and capitalists such as Andrew Carnegie. In 1891, Carnegie congratulated the graduates of the Pierce College of Business for being “fully occupied in obtaining a knowledge of shorthand and typewriting” rather than wasting time “upon dead languages.” The industrialist Richard Teller Crane was even more pointed in his 1911 dismissal of what humanists call the “life of the mind.” No one who has “a taste for literature has a right to be happy” because “the only men entitled to happiness… is those who are useful.” The arrival of industrialists on university boards of trustees began as early as the 1870s and the University of Pennsylvania’s Wharton School of Business offered the first academic credential in business administration in 1881. The capitalists, from the start, complained that universities were unprofitable. These early twentieth century capitalists, like heads of investment houses and hedge-fund managers, were, as Donoghue writes “motivated by an ethically based anti-intellectualism that transcended interest in the financial bottom line. Their distrust of the ideal of intellectual inquiry for its own sake, led them to insist that if universities were to be preserved at all, they must operate on a different set of principles from those governing the liberal arts.

The Church was the one institution whose mission depended on galvanizing attention; and through its daily and weekly offices, as well as its sometimes central role in education, that is exactly what it managed to do. At the dawn of the attention industries, then, religion was still, in a very real sense, the incumbent operation, the only large-scale human endeavor designed to capture attention and use it.

If your bosses see you lifting burdens off their shoulders, and they find out they can trust you, they stay out of your face. And that gives you the freedom you need to operate independently and improve your ship.

Even as he dances to the tune of the elite managers of human behavior, the modern man scoffs with a great derision at the idea of the existence and operation of a technology of mass mind control emanating from media and government. Modern man is much too smart to believe anything as superstitious as that! Modern man is the ideal hypnotic subject: puffed up on the idea that he is the crown of creation, he vehemently denies the power of the hypnotist’s control over him as his head bobs up and down on a string.

Internal controls and audit oversight are indispensable pillars of sound financial management, providing a framework for safeguarding assets, ensuring the accuracy and reliability of financial reporting, and promoting operational efficiency.

Yes, they manage to sound very reasonable to themselves as they talk of deterring others from crime; but the act of putting a man in jail remains essentially the act of trying to wish that man out of existence. From the moment of arrest one begins to feel against one's flesh the operation of this crude attempt at sorcery.

...so I walked down to the operation nearest my office, a brothel, and found the manager. Before he could say anything, I pinned the right side of his cloak to the wall with a throwing knife, about knee level. I did the same with his left side. I put a shuriken into the wall next to each ear, close enough to cut. Then Loiosh went after him and raked his claws down the guy's face. I went up and hit him just below his sternum, then kneed him in the face when he doubled over. He began to understand that I wasn't happy.

I had fled that place in hopes of finding another that had been founded upon different principles and operated under a different order. But there was no such place, or none that I could find. It seemed the only course of action left to me was to make an end of it.

Working capital loans help businesses manage day-to-day operational expenses. But it’s really important that cash flow optimization is prioritized in this.

Board of Directors members should hold management accountable for performance and ensure the company is operating ethically and responsibly.

Innovation and progress are achieved only by those who venture beyond standard operating procedure.

In insurance, as elsewhere, the reaction of weak managements to weak operations is often weak accounting. (“It’s difficult for an empty sack to stand upright.”)

Keep his mind on the inner life. He thinks his conversion is something inside him, and his attention is therefore chiefly turned at present to the state of his own mind--or rather to that very expurgated version of them which is all you should allow him to see. Encourage this. Keep his mind off the most elementary duties of directing it to the most advanced and spiritual ones. Aggravate the most useful human characteristics, the horror and neglect of the obvious. You must bring him to a condition in which he can practise self-examination for an hour without discovering any of those facts about himself which are perfectly clear to anyone who has ever lived in the same house with him or worked in the same office. 2. It is, no doubt, impossible to prevent his praying for his mother, but we have means of rendering the prayers innocuous. Make sure that they are always very 'spiritual', that is is always concerned with the state of her soul and never with her rhuematism. Two advantages will follow. In the first place, his attention will be kept on what he regards are her sins, by which, with a little guidance from you, he can be induced to mean any of her actions which are inconvenient or irritating to himself. Thus you can keep rubbing the wounds of the day a little sorer even while he is on his knees; the operation is not at all difficult and you will find it very entertaining. In the second place, since his ideas about her soul will be very crude and often erroneous, he will, in some degree, be praying for an imaginary person, and it will be your task to make that imaginary person daily less and less like the real mother--the sharp-tongued old lady at the breakfast table. In time you may get the cleavage so wide that no thought or feeling from his prayers for the imagined mother will ever flow over into his treatment of the real one. I have had patients of my own so well in hand that they could be turned at a moment's notice from impassioned prayer for a wife's or son's soul to beating or insulting the real wife or son without any qualm. 3. When two humans have lived together for many years it usually happens that each has tones of voice and expressions of face whice are almost unedurably irritating to the other. Work on that. Bring fully into the consciousness of your patient that particular lift of his mother's eyebrows which he learned to dislike in the nursery, and let him think how much he dislikes it. Let him assume that she knows how annoying it is and does it to annoy--if you know your job he will not notice the immense improbablity of the assumption. And, of course, never let him suspect that he has tones and looks which similarly annoy her. As he cannot see or hear himself, this is easily managed.

Those who were called skillful leaders of old knew how to drive a wedge between the enemy's front and rear; [More literally, "cause the front and rear to lose touch with each other."] to prevent co-operation between his large and small divisions; to hinder the good troops from rescuing the bad, the officers from rallying their men. 16. When the enemy's men were united, they managed to keep them in disorder.

used to think that there would one day be a vaccine: that if enough black people named the virus, explained it, demonstrated how it operates, videoed its effects, protested it peacefully, revealed how widespread it really is, how the symptoms arise, how so many Americans keep giving it to each other, irresponsibly and shamefully, generation after generation, causing intolerable and unending damage both to individual bodies and to the body politic—I thought if that knowledge became as widespread as could possibly be managed or imagined that we might finally reach some kind of herd immunity. I don’t think that anymore.

Managers are not confronted with problems that are independent of each other, but with dynamic situations that consist of complex systems of changing problems that interact with each other. I call such situations messes.... Managers do not solve problems, they manage messes. -RUSSELL ACKOFF,' operations theorist

When a man invents an image that he wants to propagate, that he may even want to substitute for himself, he starts by experimenting, making mistakes, sketching out freaks and other non-viable monsters that he has to tear up unless they disintegrate of their own accord. But the operative image is the one that's left after the person dies or withdraws from the world, as in the case of Socrates, Christ, Saladin, Saint-Just and so on. They succeeded in projecting an image around themselves and into the future. It doesn't matter whether or not the image corresponds to what they were really like: they managed to wrest a powerful image from that reality.

How can you be sure?" MacRae asked, one brow lifting in a mocking arch. "Will you be managing the operation yourself?" The way he asked, sarcasm wrapped in silk, elicited an odd little pang of recognition, as if she'd heard him say something in just that tone before. Which made no sense, since they'd never met until this moment.

Lifting the bedcovers I see out of my one operational eye that my trousers are still wrapped around one leg and I now have a tie on. Now that was a neat trick – how’d I manage to get my shirt off without talking off the tie first?

Brainstorm your big idea(s). (2 hrs) Identify your product, customer, competition, and sales/marketing strategy. (2 hrs) Identify your plan for operations, management, capitalization, and finances. (4 hrs) Create a life plan. (4 hrs) Validate your business idea. (8 hrs) Type up your finished business plan. (4 hrs) Execute and follow through on your plan.

Companies should care about cash flow because it's the lifeblood of their operations. It determines their ability to pay bills, invest in growth, and navigate financial challenges, making it a fundamental factor for business survival and success.

Every entrepreneur and every owner of means of production must daily justify his social function through subservience to the wants of the consumers. The management of a socialist economy is not under the necessity of adjusting itself to the operation of a market. It has an absolute monopoly. It does not depend on the wants of the consumers. It itself decides what must be done. It does not serve the consumers as the businessman does. It provides for them as the father provides for his children or the headmaster of a school for the students. It is the authority bestowing favors, not a businessman eager to attract customers.

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

Intellectuals analyze the operations of international systems; statesmen build them. And there is a vast difference between the perspective of an analyst and that of a statesman. The analyst can choose which problem he wishes to study, whereas the statesman’s problems are imposed on him. The analyst can allot whatever time is necessary to come to a clear conclusion; the overwhelming challenge to the statesman is the pressure of time. The analyst runs no risk. If his conclusions prove wrong, he can write another treatise. The statesman is permitted only one guess; his mistakes are irretrievable. The analyst has available to him all the facts; he will be judged on his intellectual power. The statesman must act on assessments that cannot be proved at the time that he is making them; he will be judged by history on the basis of how wisely he managed the inevitable change and, above all, by how well he preserves the peace.

If you don’t drink coffee, you should think about two to four cups a day. It can make you more alert, happier, and more productive. It might even make you live longer. Coffee can also make you more likely to exercise, and it contains beneficial antioxidants and other substances associated with decreased risk of stroke (especially in women), Parkinson’s disease, and dementia. Coffee is also associated with decreased risk of abnormal heart rhythms, type 2 diabetes, and certain cancers.12, 13 Any one of those benefits of coffee would be persuasive, but cumulatively they’re a no-brainer. An hour ago I considered doing some writing for this book, but I didn’t have the necessary energy or focus to sit down and start working. I did, however, have enough energy to fix myself a cup of coffee. A few sips into it, I was happier to be working than I would have been doing whatever lazy thing was my alternative. Coffee literally makes me enjoy work. No willpower needed. Coffee also allows you to manage your energy levels so you have the most when you need it. My experience is that coffee drinkers have higher highs and lower lows, energywise, than non–coffee drinkers, but that trade-off works. I can guarantee that my best thinking goes into my job, while saving my dull-brain hours for household chores and other simple tasks. The biggest downside of coffee is that once you get addicted to caffeine, you can get a “coffee headache” if you go too long without a cup. Luckily, coffee is one of the most abundant beverages on earth, so you rarely have to worry about being without it. Coffee costs money, takes time, gives you coffee breath, and makes you pee too often. It can also make you jittery and nervous if you have too much. But if success is your dream and operating at peak mental performance is something you want, coffee is a good bet. I highly recommend it. In fact, I recommend it so strongly that I literally feel sorry for anyone who hasn’t developed the habit.

You are no use to any family, community, cause or movement unless you are first able to manage, maintain and operate the machinery of your own life. These are the means of production that one must first seize before meaningful change can occur. This doesn't mean resistance has to stop.

Lowell's cubicle at the office was slightly larger than a toilet stall, but no higher, and although the door said MANAGING EDITOR, Lowell always felt that the words had been printed there in the same spirit that moves service-station operators to paint KING on the door of the men's privy

we’re hearing more lately: something called “DevOps.” Maybe everyone attending this party is a form of DevOps, but I suspect it’s something much more than that. It’s Product Management, Development, IT Operations, and even Information Security all working together and supporting one another.

Alexia decided, then and there, that Lord Conall Maccon clearly had only two modes of operation: annoyed and aroused. She wondered which one she would prefer to deal with on a regular basis. Her body joined in that discussion without shame, and she managed to shock herself into continued silence.

The word “hacker” has two very different meanings. The people I knew who called themselves hackers were software wizards who managed to creatively program themselves out of tight corners. They knew all the nooks and crannies of the operating system. Not dull software engineers who put in forty hours a week, but creative programmers who can’t leave the computer until the machine’s satisfied. A hacker identifies with the computer, knowing it like a friend.

Ian also had issues with Elizabeth’s management, especially the way she siloed the groups off from one another and discouraged them from communicating. The reason she and Sunny invoked for this way of operating was that Theranos was “in stealth mode,” but it made no sense to Ian. At the other diagnostics companies where he had worked, there had always been cross-functional teams with representatives from the chemistry, engineering, manufacturing, quality control, and regulatory departments working toward a common objective. That was how you got everyone on the same page, solved problems, and met deadlines.

As the manager of my hedge fund, I’ve shorted the stocks of over two hundred companies that have eventually gone bankrupt. Many of these businesses started out with promising, even inspired ideas: natural cures for common diseases, for example, or a cool new kind of sporting goods product. Others were once-thriving organizations trying to rebound from hard times. Despite their differences, they all failed because their leaders made one or more of six common mistakes that I look for: They learned from only the recent past. They relied too heavily on a formula for success. They misread or alienated their customers. They fell victim to a mania. They failed to adapt to tectonic shifts in their industries. They were physically or emotionally removed from their companies’ operations.

Historically, shamans have always been part of the society where they lived, taking care of its problems, whenever they were allowed to operate. For centuries shamanic cultures have been persecuted in the western world until they were almost entirely exterminated. They have managed to survive in secrecy or through complex esoteric camouflage. Nowadays there seems to be more freedom and this ancient knowledge can re-emerge and be used in our own cultural context and not relegated somewhere else. The world needs shamans able to function on the roads, among the electronic equipment and engines, in the squares and markets of our contemporary society.

Change has to do with an organizations identity, not just its operations. Operations follow identity, not the other way around. So when we think about change, it’s about “who are we as a company?” and “who are we becoming as a company?” That said, the identity of who we are becoming must permeate the organization through each individual identity in the organization being changed – not just people being given new sets of instructions. Implementing the R6 framework definitely starts with you, the executives and senior managers, but it also allows for more distributed implementation throughout the organization – and that’s good for you. That frees you up to stay focused on the big picture.

A good leader turns individuals into stars; A great leader turns teams into constellations.

Strategic-operational KPIs alignment gives the organization a powerful tool to use when implementing change.

Nortel—another troubled networking company that suffered operating problems as a result of botched mergers.

An organization has integrity—is healthy—when it is whole, consistent, and complete, that is, when its management, operations, strategy, and culture fit together and make sense.

Do not tend to hire only people who see what you see. Such a tendency may lead to a decline in operating profit, and even bankruptcy.

If you think he is the epitome of awesome, tell him. If you don’t think he is operating at the level you’d like to see, he should know that, too, and precisely why you feel that way.

In the Trinity, the Father is the manager. The Son is the lover of operations. Holy Spirit is worker. So it's the three-in-one getting things done. --- Joshiah's thoughts typed on his iPad

JESUS’S PATH WAS exactly that, a radically unmanageable simplicity—nothing held back, nothing held onto. It was almost too much for his followers to bear. Even within the gospels themselves, we see a tendency to rope him back in again, to turn his teachings into a manageable complexity. Take his radically simple saying: “Those who would lose their life will find it; and those who would keep it will lose it.” Very quickly the gospels add a caveat: “Those who would lose their life for my sake and the sake of the gospel will find it.” That may be the way you’ve always heard this teaching, even though most biblical scholars agree that the italicized words are a later addition. But you can see what this little addition has done: it has shifted the ballpark away from the transformation of consciousness (Jesus’s original intention) and into martyrdom, a set of sacrificial actions you can perform with your egoic operating system still intact. Right from

An active manager must overcome the drag of about 3.25 percent in annual operating costs. If the fund manager is only to match the market’s historical 9 percent return, he or she must return 12.25 percent before all those costs. In other words, to do merely as well as the market, an active fund manager must be able to outperform the market return by over one-third or 34.1 percent!5

The operating management, providing as it does for the care of near thirty thousand miles of railway, is far more important than that for construction in which there is comparatively little doing.

She just wouldn’t stop reimplementing operating system features for her programming class. The only thing keeping her alive was a feeding tube the docs had managed to force up her nose while she was in restraints.

I held a brain for the cameras at St Paul’s teaching hospital in Addis. It is the most complex single object in the known universe, a most intricate example of emergent complexity assembled over 4 billion years by natural selection operating within the constraints placed upon it by the laws of physics and the particular biochemistry of life on Earth. It contains around 85 billion individual neurons, which is of the same order as the number of stars in an average galaxy. But that doesn’t begin to describe its complexity. Each neuron is thought to make between 10,000 and 100,000 connections to other neurons, making the brain a computer way beyond anything our current technology can simulate. When we do manage to simulate one, I have no doubt that sentience will emerge; consciousness is not magic, it is an emergent property consistent with the known laws of nature.

To be a manager, one must be able to manage her own relationship with the people around her, as well as the relationships among her subordinates. Just being perfect in paperwork and operations does not make one a good manager.

Perhaps most unsettling, Quigley reveals that real power operates behind the scenes, in secrecy, and with little to fear from so-called democratic elections. He proves that conspiracies, secret societies, and small, powerful networks of individuals are not only real; they’re extremely effective at creating or destroying entire nations and shaping the world as a whole. We learn that “representative government” is, at best, a carefully managed con game.

Can women operate as women in a male institution without becoming imitation men? If so, will they change the institution so radically that the men are likely to label it second-class, lower the pay, and abandon it? This has happened to some extent in several fields, such as the practice of teaching and medicine, increasingly in the hands of women. But the management of those fields, the power and the definition of their aims, still belongs to men. The question remains open.

ESG is already built into our Principles of Permaculture Capital Stewardship. By modeling nature, we operate in a way that respects the environment, promotes thriving beyond sustainability, and applies high ethical standards to governance.

term Lean was coined by John Krafcik in a 1988 article based on his master’s thesis at MIT Sloan School of Management1 and then popularized in The Machine that Changed the World and Lean Thinking. Lean Thinking summarized Womack and Jones’s findings from studying how Toyota operates, an approach that was spearheaded by Taiichi Ohno, codified by Shigeo Shingo, and strongly influenced by the work of W. Edwards Deming, Joseph Juran, Henry Ford, and U.S. grocery stores. Lean Thinking framed Toyota’s

Left to themselves, humans have always managed their own affairs creatively and well. Indeed, for most of human evolution and history people have lived peaceful, co-operative lives without rulers, leaders, politicians, soldiers, policemen and taxmen.

That’s one small example, of a thousand that might happen over the course of an evening, of how a trusting team operates. And it’s why hiring is such a sobering responsibility. Because when you’re hiring, you’re hiring not only the people who are going to represent and support you, but the people who are going to represent and support the team already working for you. Morale is fickle, and even one individual can have an outsize and asymmetrical impact on the team, in either direction. Bring in someone who’s optimistic and enthusiastic and really cares, and they can inspire those around them to care more and do better. Hire someone lazy, and it means your best team members will be punished for their excellence, picking up the slack so the overall quality doesn’t drop. At the end of the day, the best way to respect and reward the A players on your team is to surround them with other A players. This is how you attract more A players. And it means you must invest as much energy into hiring as you expect the team to invest in their jobs. You cannot expect someone to keep giving all of themselves if you put someone alongside them who isn’t willing to do the same. You need to be as unreasonable in how you build your team as you are in how you build your product or experience. It’s also why you’ve got to hire slow. It’s so dreadful to be shorthanded that managers tend to rush in and find a body to fill the void. I know what it’s like to think, We need someone so desperately—how bad could this person be?

Dangerous systems usually required standardized procedures and some form of centralized control to prevent mistakes. That sort of management was likely to work well during routine operations. But during an accident, Perrow argued, “those closest to the system, the operators, have to be able to take independent and sometimes quite creative action.” Few bureaucracies were flexible enough to allow both centralized and decentralized decision making, especially in a crisis that could threaten hundreds or thousands of lives. And the large bureaucracies necessary to run high-risk systems usually resented criticism, feeling threatened by any challenge to their authority. “Time and time again, warnings are ignored, unnecessary risks taken, sloppy work done, deception and downright lying practiced,” Perrow found. The instinct to blame the people at the bottom not only protected those at the top, it also obscured an underlying truth. The fallibility of human beings guarantees that no technological system will ever be infallible.

I’ve managed to stay in a perpetual state of learning only by maintaining what I think of as a posture of ignorant humility. This humility is as mandatory as arrogance… There is only one way to deal with this humiliation: bow you head, let go of the idea that you know anything, and ask politely of this new machine “How do you wish to be operated?” If you accept your ignorance, once you really admit to yourself that everything you know is now useles, the new machine will be good to you and tell you: here is how to operate me.

The BDS on campus operation is organized by, among others, a group in Chicago, Illinois, called American Muslims for Palestine, or AMP. For years, AMP, through its sponsorship of Students for Justice in Palestine (SJP), has been sending strategists, digital and communications experts, graphic designers, video editors, and legal advisors to colleges all over America and running flashy events in expensive hotels for the purpose of delegitimizing Israel, minimizing pro-Israel voices on campus, and harassing Jewish and pro-Israel students in order to deter them from supporting Israel. The embodiment of Cancel Culture. Managing such a sophisticated network of political operatives, extensive marketing, and (pre-COVID) ritzy gatherings at nice hotels is extremely expensive.11 So where is the money coming from? I

Speaking of body decorations, I luuhhhvv your belly piercing!” Heeb said, looking at the gold ring in the center of her slim, tan waist. Despite the artic cold, Angelina had opted for a skin tight, black tube top that ended just above her belly, on the assumption that a warm cab, a winter coat, and a short wait to get into the club was an adequate frosty weather strategy. Heeb was still reverently staring at her belly when Angelina finally caught her breath from laughing. “Do you really like it? You’re just saying that so that you can check out my belly!” “And what’s so bad about that? I mean, didn’t you get that belly piercing so that people would check out your belly?” “No. I just thought it would look cool…Do you have any piercings?” “Actually, I do,” Heeb replied. “Where?” “My appendix.” “Huh?” “I wanted to be the first guy with a pierced organ. And the appendix is a totally useless organ anyway, so I figured why the hell not?” “That’s pretty original,” she replied, amused. “Oh yeah. I’ve outdone every piercing fanatic out there. The only problem is when I have to go through metal detectors at the airport.” Angelina burst into laughs again, and then managed to say, “Don’t you have to take it out occasionally for a cleaning?” “Nah. I figure I’ll just get it removed when my appendix bursts. It’ll be a two for one operation, if you know what I mean.

Radical Candor is so often misunderstood is that it’s confused with Ray Dalio’s Radical Transparency. While Dalio and I are very much aligned on the importance of challenging directly, there’s not much focus on care personally in his “manage as someone operating a machine to achieve a goal” philosophy.1 Furthermore, relationships require some privacy, so while I am all for transparency when it comes to business results, I don’t believe that Radical Transparency fosters good working relationships, contributes to psychological safety, or results in a productive, happy culture.

The entire United States government had been drifting that way for some time—management jobs once done by career civil servants being turned into roles performed by people appointed by the president. One of the problems this created was management inexperience: the average tenure of the appointees fluctuated between eighteen months and two years, depending on the administration. Another was the kind of person the job now selected for. There would be exceptions, of course, but the odds favored the pleaser. The person who did not present risks to the White House’s political operation.

Granny Weatherwax was in trouble. First of all, she decided, she should never have allowed Hilta to talk her into borrowing her broomstick. It was elderly, erratic, would fly only at night and even then couldn't manage a speed much above a trot. Its lifting spells had worn so thin that it wouldn't even begin to operate until it was already moving at a fair lick. It was, in fact, the only broomstick ever to need bump-starting. And it was while Granny Weatherwax, sweating and cursing, was running along a forest path holding the damn thing at shoulder height for the tenth time that she had found the bear trap. The second problem was that a bear had found it first. In fact this hadn’t been too much of a problem because Granny, already in a bad temper, hit it right between the eyes with the broomstick and it was now sitting as far away from her as it was possible to get in a pit, and trying to think happy thoughts.

A successful special operation defies conventional wisdom by using a small force to defeat a much larger or well-entrenched opponent. This book develops a theory of special operations that explains why this phenomenon occurs. I will show that through the use of certain principles of warfare a special operations force can reduce what Carl von Clausewitz calls the frictions of war to a manageable level. By minimizing these frictions the special operations force can achieve relative superiority over the enemy. Once relative superiority is achieved, the attacking force is no longer at a disadvantage and has the initiative to exploit the enemy’s weaknesses and secure victory. Although gaining relative superiority doesn’t guarantee success, it is necessary for success. If we can determine, prior to an operation, the best way to achieve relative superiority, then we can tailor special operations planning and preparation to improve our chances of victory.

Only experience can refine a leader's art. High-uncertainty projects are full of anxiety, change, and ambiguity that the team must deal with. It takes a different style of project management, a different pattern of team operation, and a different type of project leader. I've labeled this type of management leadership-collaboration.

Today’s FBI could benefit greatly from a return to the leadership models, cultural traits, and operational practices that made it great. To some degree, these factors were deprioritized, watered down, and sometimes discarded for new-era management approaches embraced by corporate America…” (Excerpt from “Wanted: The FBI I Once Knew).

We find that firms with award-winning CEOs subsequently underperform, in terms both of stock and of operating performance. At the same time, CEO compensation increases, CEOs spend more time on activities outside the company such as writing books and sitting on outside boards, and they are more likely to engage in earnings management.

It’s difficult to overstate the enormity of this problem—it affects every organization, independent of the industry we operate in, the size of our organization, whether we are profit or non-profit. Now more than ever, how technology work is managed and performed predicts whether our organizations will win in the marketplace, or even survive.

Managerial activity tends to become inbred and self-justifying. The enterprise comes to be thought of as existing for the sake of its managers – not the managers for the enterprise. A high percentage of the time of the managers and their staff is spent on “housekeeping” and other internal problems. Self-justifying managerial control tends to keep alive operations which have little social purpose other than to nourish an enclave of of managers. Tis is conspicuously true of governments. Many acute, expensive problems which our society faces – for example, in agriculture, radio-TV, railroads, finance, etc. - are largely manufactured by the managerial agencies founded to solve them.

Each system may have a specific purpose but it links with others to achieve a common goal. Systems ensure a solid working approach across the board to make sure your company runs as efficiently as possible. Typical systems include operations, product development, billing and accounting, customer service, marketing, HR, and resource management.

you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation. On the assembly line

Can you think of another business in the world that would continue to exist as a going concern even after it had been proven definitively—as John Bogle of Vanguard proved about the financial industry—that most of its products are vastly inferior to other, cheaper alternatives like index funds? I can’t. How about a business whose most prestigious firms have been caught defrauding their own customers not once, but over and over again? In the normal corporate world, would such a business not only continue to operate, but actually make more and more money every year? Of course not. It would be long dead by now. And yet deceiving its clients and foisting inferior and even fraudulent products on them is exactly how Wall Street stays in business!

The R6 Resilience Change Management Framework is a cyclical framework that consists of six iterative puzzle pieces: 1. Review the Macro/Micro Changes: This iteration emphasizes the importance of scanning (mostly) the external environment to identify emerging trends, disruptions, and opportunities. By understanding the broader context in which the organization operates, leaders can anticipate future challenges and proactively adapt their strategies. There should never be a time in the organizations existence where it stops reviewing the macro changes. There are times, though, when micro changes (internal) are where the focus needs to be. 2. Reassess the Business’ Capabilities in the Context of Macro Changes: This iteration is fundamentally about “who are we, and how can we really add value?” It also involves a critical evaluation of the organization's strengths, weaknesses, opportunities, and threats in light of the identified macro changes. This reassessment helps to identify areas where the organization needs to adapt or transform its capabilities to remain competitive. This iteration is largely inward-looking, focused on the organization. But it tempered with the idea that “how do our capabilities allow us to add value to our customers lives (existing or new).” 3. Redefine Target Market(s) Based on Reassessment of Capabilities: This iteration focuses on aligning the organization's target markets with the evolving needs and preferences of customers, the changing competitive landscape, and the new reality of the businesses capabilities. This may involve identifying new customer segments, developing personalized offerings, creating seamless omnichannel experiences, or approaching the same target market in new ways (offering them new kinds of value, or the same kind of value in new ways). 4. Redirect Capabilities Toward Redefined Target Market: This iteration involves realigning the organization's resources, processes, and strategies to effectively serve the redefined target markets. This may require investments in new technologies, optimization of supply chains, or the development of innovative products and services. 5. Restructure the Organization: This iteration focuses on adapting the organization's structure, culture, and talent to support the desired changes. This may involve creating agile teams, fostering a culture of innovation, or empowering employees to make decisions through new policies. 6. Repeat in Perpetuity – or – Render Paradigm Shift [R6-RPS]: This iteration underscores the importance of continuous monitoring, evaluation, and adaptation. The R6 framework is not a one-time process in response to a change event, but an iterative cycle that enables organizations to remain agile and resilient in the face of ongoing change. Additionally, there are times when before repeating the cycle, a business may want/need to render an external paradigm shift by introducing a product or service or way of doing things that fundamentally changes the market – fundamentally changes the value exchange between customers, employees and organizations.

Non-Essentialists apply implicit or unspoken criteria to the decisions they make in both their personal and their professional lives. For example, when deciding what projects to take on at work, a non-Essentialist may operate by the implicit criterion, “If my manager asks me to do it, then I should do it.” Or even more broadly, “If someone asks me to do something, I should try to do it.” Or

We became the most successful advanced projects company in the world by hiring talented people, paying them top dollar, and motivating them into believing that they could produce a Mach 3 airplane like the Blackbird a generation or two ahead of anybody else. Our design engineers had the keen experience to conceive the whole airplane in their mind’s-eye, doing the trade-offs in their heads between aerodynamic needs and weapons requirements. We created a practical and open work environment for engineers and shop workers, forcing the guys behind the drawing boards onto the shop floor to see how their ideas were being translated into actual parts and to make any necessary changes on the spot. We made every shop worker who designed or handled a part responsible for quality control. Any worker—not just a supervisor or a manager—could send back a part that didn’t meet his or her standards. That way we reduced rework and scrap waste. We encouraged our people to work imaginatively, to improvise and try unconventional approaches to problem solving, and then got out of their way. By applying the most commonsense methods to develop new technologies, we saved tremendous amounts of time and money, while operating in an atmosphere of trust and cooperation both with our government customers and between our white-collar and blue-collar employees. In the end, Lockheed’s Skunk Works demonstrated the awesome capabilities of American inventiveness when free to operate under near ideal working conditions. That may be our most enduring legacy as well as our source of lasting pride.

It was history’s first co-operative international scientific venture, and almost everywhere it ran into problems. Many observers were waylaid by war, sickness or shipwreck. Others made their destinations but opened their crates to find equipment broken or warped by tropical heat. Once again the French seemed fated to provide the most memorably unlucky participants. Jean Chappe spent months travelling to Siberia by coach, boat and sleigh, nursing his delicate instruments over every perilous bump, only to find the last vital stretch blocked by swollen rivers, the result of unusually heavy spring rains, which the locals were swift to blame on him after they saw him pointing strange instruments at the sky. Chappe managed to escape with his life, but with no useful measurements. Unluckier

If we don't manage our feelings, thoughts, actions, and patterns, they operate on automatic and can sabotage our dreams, place stress on our personal and professional relationships, and distract us from our goals. Just as we need lots of practice to learn to ride a bike and to speak a second language, we need practice to become skillful at managing our thoughts, feelings, behaviors, and patterns.

Poor fool! If he had only left that shutter alone. He had no restraint, no restraint—just like Kurtz—a tree swayed by the wind. As soon as I had put on a dry pair of slippers, I dragged him out, after first jerking the spear out of his side, which operation I confess I performed with my eyes shut tight. His heels leaped together over the little doorstep; his shoulders were pressed to my breast; I hugged him from behind desperately. Oh! he was heavy, heavy; heavier than any man on earth, I should imagine. Then without more ado I tipped him overboard. The current snatched him as though he had been a wisp of grass, and I saw the body roll over twice before I lost sight of it for ever. All the pilgrims and the manager were then congregated on the awning–deck about the pilot–house, chattering at each other like a flock of excited magpies, and there was a scandalized murmur at my heartless promptitude. What they wanted to keep that body hanging about for I can’t guess. Embalm it, maybe. But I had also heard another, and a very ominous, murmur on the deck below. My friends the wood–cutters were likewise scandalized, and with a better show of reason—though I admit that the reason itself was quite inadmissible. Oh, quite! I had made up my mind that if my late helmsman was to be eaten, the fishes alone should have him. He had been a very second–rate helmsman while alive, but now he was dead he might have become a first–class temptation, and possibly cause some startling trouble. Besides, I was anxious to take the wheel, the man in pink pyjamas showing himself a hopeless duffer at the business.

1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation

We have no need of external weapons, nature has equipped us sufficiently by giving us reason. She has bestowed this weapon upon us, which is strong, imperishable, and obedient to our will, not uncertain or capable of being turned against its master. Reason suffices by itself not merely to take thought for the future, but to manage our affairs: what, then, can be more foolish than for reason to beg anger for protection, that is, for what is certain to beg of what is uncertain? what is trustworthy of what is faithless? what is whole of what is sick? What, indeed? since reason is far more powerful by itself even in performing those operations in which the help of anger seems especially needful: for when reason has decided that a particular thing should be done, she perseveres in doing it; not being able to find anything better than herself to exchange with.

Mook was already operating inside a framework first developed for Hillary by David Plouffe, President Barack Obama’s longtime strategist, who had put together a preliminary memo for Hillary in December 2013. As Obama’s campaign manager in 2008, Plouffe had despised Clinton; that he was now advising her was an important signal of just how completely she would co-opt the Democratic establishment even before she began running. Plouffe

You know, I still feel in my wrists certain echoes of the pram-pusher’s knack, such as, for example, the glib downward pressure one applied to the handle in order to have the carriage tip up and climb the curb. First came an elaborate mouse-gray vehicle of Belgian make, with fat autoid tires and luxurious springs, so large that it could not enter our puny elevator. It rolled on sidewalks in a slow stately mystery, with the trapped baby inside lying supine, well covered with down, silk and fur; only his eyes moved, warily, and sometimes they turned upward with one swift sweep of their showy lashes to follow the receding of branch-patterned blueness that flowed away from the edge of the half-cocked hood of the carriage, and presently he would dart a suspicious glance at my face to see if the teasing trees and sky did not belong, perhaps to the same order of things as did rattles and parental humor. There followed a lighter carriage, and in this, as he spun along, he would tend to rise, straining at his straps; clutching at the edges; standing there less like the groggy passenger of a pleasure boat than like an entranced scientist in a spaceship; surveying the speckled skeins of a live, warm world; eyeing with philosophic interest the pillow he had managed to throw overboard; falling out himself when a strap burst one day. Still later he rode in one of those small contraptions called strollers; from initial springy and secure heights the child came lower and lower, until, when he was about one and a half, he touched ground in front of the moving stroller by slipping forward out of his seat and beating the sidewalk with his heels in anticipation of being set loose in some public garden. A new wave of evolution started to swell, gradually lifting him again from the ground, when, for his second birthday, he received a four-foot-long, silver-painted Mercedes racing car operated by inside pedals, like an organ, and in this he used to drive with a pumping, clanking noise up and down the sidewalk of the Kurfurstendamm while from open windows came the multiplied roar of a dictator still pounding his chest in the Neander valley we had left far behind.

The academic literature describes marshals who “‘police’ other demonstrators,” and who have a “collaborative relationship” with the authorities. This is essentially a strategy of co-optation. The police enlist the protest organizers to control the demonstrators, putting the organization at least partly in the service of the state and intensifying the function of control. (...) Police/protestor cooperation required a fundamental adjustment in the attitude of the authorities. The Negotiated Management approach demanded the institutionalization of protest. Demonstrations had to be granted some degree of legitimacy so they could be carefully managed rather than simply shoved about. This approach de-emphasized the radical or antagonistic aspects of protest in favor of a routinized and collaborative approach. Naturally such a relationship brought with it some fairly tight constraints as to the kinds of protest activity available. Rallies, marches, polite picketing, symbolic civil disobedience actions, and even legal direct action — such as strikes or boycotts — were likely to be acceptable, within certain limits. Violence, obviously, would not be tolerated. Neither would property destruction. Nor would any of the variety of tactics that had been developed to close businesses, prevent logging, disrupt government meetings, or otherwise interfere with the operation of some part of society. That is to say, picketing may be fine, barricades are not. Rallies were in, riots were out. Taking to the streets — under certain circumstances — may be acceptable; taking over the factories was not. The danger, for activists, is that they might permanently limit themselves to tactics that were predictable, non-disruptive, and ultimately ineffective.

The range of human knowledge and expertise is limited for any given person or for any manageably-sized collection of administrators. Only a certain number of links in the great chain of production and distribution can be mastered and operated efficiently by the same set of people. Beyond some point, there are other people with different skills and experience who can perform the next step in the sequence more cheaply or more effectively—

In airplane crashes and chemical industry accidents, in the infrequent but serious nuclear plant accidents, in the NASA Challenger and Columbia disasters, and in the British Petroleum gulf spill, a common finding is that lower-ranking employees had information that would have prevented or lessened the consequences of the accident, but either it was not passed up to higher levels, or it was ignored, or it was overridden. When I talk to senior managers, they always assure me that they are open, that they want to hear from their subordinates, and that they take the information seriously. However, when I talk to the subordinates in those same organizations, they tell me either they do not feel safe bringing bad news to their bosses or they’ve tried but never got any response or even acknowledgment, so they concluded that their input wasn’t welcome and gave up. Shockingly often, they settled for risky alternatives rather than upset their bosses with potentially bad news. When I look at what goes on in hospitals, in operating rooms, and in the health care system generally, I find the same problems of communication exist and that patients frequently pay the price. Nurses and technicians do not feel safe bringing negative information to doctors or correcting a doctor who is about to make a mistake. Doctors will argue that if the others were “professionals” they would speak up, but in many a hospital the nurses will tell you that doctors feel free to yell at nurses in a punishing way, which creates a climate where nurses will certainly not speak up. Doctors engage patients in one-way conversations in which they ask only enough questions to make a diagnosis and sometimes make misdiagnoses because they don’t ask enough questions before they begin to tell patients what they should do.

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.

Meanwhile, bank executives bristled—sometimes privately, but often in the press—at any suggestion that they had in any way screwed up, or should be subject to any constraints when it came to running their business. This last bit of chutzpah was most pronounced in the two savviest operators on Wall Street, Lloyd Blankfein of Goldman Sachs and Jamie Dimon of JPMorgan Chase, both of whom insisted that their institutions had avoided the poor management decisions that plagued other banks and neither needed nor wanted government assistance. These claims were true only if you ignored the fact that the solvency of both outfits depended entirely on the ability of the Treasury and the Fed to keep the rest of the financial system afloat, as well as the fact that Goldman in particular had been one of the biggest peddlers of subprime-based derivatives—and had dumped them onto less sophisticated customers right before the bottom fell out.

In the beginning, the U.S. government was happy with its secret operations, since it thought it had managed to gather all the evils of the world in GTMO, and had circumvented U.S. law and international treaties so that it could perform its revenge. But then it realized, after a lot of painful work, that it had gathered a bunch of non-combatants. Now the U.S. government is stuck with the problem, but it is not willing to be forthcoming and disclose the truth about the whole operation.

For the existing enterprise, whether business or public-service institution, the controlling word in the term ‘entrepreneurial management’ is ‘entrepreneurial’. For the new venture, it is ‘management’. In the existing business, it is the existing that is the main obstacle to entrepreneurship. In the new venture, it is its absence. The new venture has an idea. It may have a product or a service. It may even have sales, and sometimes quite a substantial volume of them. It surely has costs. And it may have revenues and even profits. What it does not have is a ‘business’, a viable, operating, organized ‘present’ in which people know where they are going, what they are supposed to do, and what the results are or should be. But unless a new venture develops into a new business and makes sure of being ‘managed’, it will not survive no matter how brilliant the entrepreneurial idea, how much money it attracts, how good its products, nor even how great the demand for them.

Nobody else in Special Operations knows about this, and I really don’t want Skirata to know, because … fine man though he might be, he does have an issue with Kaminoans. Any man who refers to them as tatsushi and actually boasts of recipes is probably best kept out of the loop. Dismissed.” Scorch chuckled approvingly as they clunked their way down the corridor toward the mess with Maze at their heels. “You think Skirata would really eat a Kaminoan?” Fixer managed a sentence, which was good going for him. “Only if he had hot sauce.

I frequently detect a hint of satisfaction in the accounts that manage to excavate moral and individual responsibility from the historical debris. Perhaps it is because of the unspoken belief that changing the people will change the outcome. 'No Hitler, no Holocaust.' If only a few individuals had resolved that it was unconscionable to be a bystander, then perhaps thousands would have been saved. I suppose there is some solace in recovering a history in which altering an isolated event transforms all that follows. But personalizing the story in this way can obscure how these were not isolated individuals operating on their own but rather were people situated in an organizational and historical context that profoundly shaped how they looked upon the world, what they believed they could do, and what they wanted to do. The UN staff and diplomats in New York, in the main, were highly decent, hard-working, and honorable individuals who believed that they were acting properly when they decided not to try to put an end to genocide. It is this history that stays with me.

It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

Rowan didn’t speak as she turned on her heel and strode to the door. Didn’t speak as she opened it, exited, and shut it behind her with a gentle click. Then he swiveled in his chair and leveled Sean with a dark glare. “What the hell just happened?” “That’s called a strikeout,” Sean said with a grin. “I’ve never seen you crash and burn like that, my friend.” “I know. Embarrassing is what it is. I mean, really.” Rowan tangled his fingers through his hair. “You got a better response than I did.” “Please, I got nothing, same as you.” Rowan offered him a sheepish smile. “I know. But I felt the heat pulsing off you the moment she stepped into the office. Then I saw the fantasies you were weaving about her and decided to throw you a bone. So you want her, huh?” Sean lost his grin but managed to shrug. “Doesn’t matter. Unless you picked up on her weaving fantasies about me?” A sigh. “Sorry. Her mind was a blank slate to me. I didn’t pick up on a single thought, emotion, or desire. It’s like she operates on a completely different frequency than the rest of the world.” She probably did, with all those wires and chips in her head. “Still,” Rowan continued, “we can call Bill and tell him you’re the one who should be—” “Nope.” The word burned his tongue, and he hated himself for saying it, but he didn’t take it back. Success was too important. “I don’t exactly inspire trust in the women I date. The opposite, in fact. Something about me makes people distrust every word and action.” His affiliation with the shadows, with darkness, most likely. They must have sensed it on some level. “You’re better at romancing and I’m better at killing.

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.

There was another inspiring moment: a rough, choppy, moonlit night on the water, and the Dreadnaught's manager looked out the window suddenly to spy thousands of tiny baitfish breaking the surface, rushing frantically toward shore. He knew what that meant, as did everyone else in town with a boat, a gaff and a loaf of Wonder bread to use as bait: the stripers were running! Thousands of the highly prized, relatively expensive striped bass were, in a rare feeding frenzy, suddenly there for the taking. You had literally only to throw bread on the water, bash the tasty fish on the head with a gaff and then haul them in. They were taking them by the hundreds of pounds. Every restaurant in town was loading up on them, their parking lots, like ours, suddenly a Coleman-lit staging area for scaling, gutting and wrapping operations. The Dreadnaught lot, like every other lot in town, was suddenly filled with gore-covered cooks and dishwashers, laboring under flickering gaslamps and naked bulbs to clean, wrap and freeze the valuable white meat. We worked for hours with our knives, our hair sparkling with snowflake-like fish scales, scraping, tearing, filleting. At the end of the night's work, I took home a 35-pound monster, still twisted with rigor. My room-mates were smoking weed when I got back to our little place on the beach and, as often happens on such occasions, were hungry. We had only the bass, some butter and a lemon to work with, but we cooked that sucker up under the tiny home broiler and served it on aluminum foil, tearing at it with our fingers. It was a bright, moonlit sky now, a mean high tide was lapping at the edges of our house, and as the windows began to shake in their frames, a smell of white spindrift and salt saturated the air as we ate. It was the freshest piece of fish I'd ever eaten, and I don't know if it was due to the dramatic quality the weather was beginning to take on, but it hit me right in the brainpan, a meal that made me feel better about things, made me better for eating it, somehow even smarter, somehow . . . It was a protein rush to the cortex, a clean, three-ingredient ingredient high, eaten with the hands. Could anything be better than that?

It is unlike the industrial era, when corporations depended on people with a wide range of skills: managers and marketers, engineers and technicians, warehouse workers and salespeople. These jobs were often unionized, at least in the manufacturing and energy sectors, so that upper management was compelled at least to consider diverse views on how the business should operate. In contrast, tech firms are rarely unionized, and none of the largest internet-based firms are.7 Crucially, the tech giants employ relatively few people in proportion to their revenues.

It is interesting to note that in nearly all the economics courses it is taught that the income tax is the proper instrument for the regulation of the country’s economy; that private property is not an inalienable right (in fact, there are no inalienable rights); that the economic ills of the country are traceable to the remnants of free enterprise; that the economy of the nation can be sound only when the government manages prices, controls wages, and regulates operations. This was not taught in the colleges before 1913. Is there a relationship between the results of the income tax and the thinking of the professors? There is now a strong movement in this country to bring the publicschool system under federal domination. The movement could not have been thought of before the government had the means for carrying out the idea; that is, before income taxation. The question is, have those who plug for nationalization of the schools come to the idea by independent thought, or have they been influenced by the bureaucrats who see in nationalization a wider opportunity for themselves? We must lean to the latter conclusion, because among the leaders of the movement are many bureaucrats. However, if the movement is successful, if the schools are brought under the watching eye of the federal government, it is a certainty that the curriculum will conform to the ideals of Big Government. The child’s mind will never be exposed to the idea that the individual is the one big thing in the world, that he has rights which come from a higher source than the bureaucracy. Thus, the immunities of property, body and mind have been undermined by the Sixteenth Amendment. The freedoms won by Americans in 1776 were lost in the revolution of 1913.

All around the world, people have an overwhelming sense that something is broken. This is leading to record levels of populism in the United States and Europe, resurgent intolerance, and a desire to upend the existing order. The left and right cannot agree on what is wrong, but they both know that something is rotten. Capitalism has been the greatest system in history to lift people out of poverty and create wealth, but the “capitalism” we see today in the United States is a far cry from competitive markets. What we have today is a grotesque, deformed version of capitalism. Economists such as Joseph Stiglitz have referred to it as “ersatz capitalism,” where the distorted representation we see is as far away from the real thing as Disney's Pirates of the Caribbean are from real pirates. If what we have is a fake version of capitalism, what does the real thing look like? What should we have? According to the dictionary, the idealized state of capitalism is “an economic system based on the private ownership of the means of production, distribution, and exchange, characterized by the freedom of capitalists to operate or manage their property for profit in competitive conditions.

You didn’t warn us about this, Readier,’ said Stowley resentfully. Gilt waved his hands. ‘We must speculate to accumulate!’ he said. ‘The Post Office? Trickery and sleight of hand. Oh, von Lipwig is an ideas man, but that’s all he is. He’s made a splash, but he’s not got the stamina for the long haul. Yet as it turns out he will do us a favour. Perhaps we have been . . . a little smug, a little lax, but we have learned our lesson! Spurred by the competition we are investing several hundred thousand dollars—’ ‘Several hundred?’ said Greenyham. Gilt waved him into silence, and continued: ‘—several hundred thousand dollars in a challenging, relevant and exciting systemic overhaul of our entire organization, focusing on our core competencies while maintaining full and listening co-operation with the communities we are proud to serve. We fully realize that our energetic attempts to mobilize the flawed infrastructure we inherited have been less than totally satisfactory, and hope and trust that our valued and loyal customers will bear with us in the coming months as we interact synergistically with change management in our striving for excellence. That is our mission.’ An awed silence followed.

Dear Sir: My ten years of bank experience should be of interest to a rapidly growing bank like yours. In various capacities in bank operations with the Bankers Trust Company in New York, leading to my present assignment as Branch Manager, I have acquired skills in all phases of banking including depositor relations, credits, loans and administration. I will be relocating to Phoenix in May and I am sure I can contribute to your growth and profit. I will be in Phoenix the week of April 3 and would appreciate the opportunity to show you how I can help your bank meet its goals. Sincerely, Barbara L. Anderson

Imagine being blindfolded and then taken hundreds of miles from home -- perhaps even to another country across the sea. And then suddenly having the blindfold removed and, despite not having the slightest idea where you are, racing home at top speed. Even if home is six hundred miles away. That is not normal. Just like the superpowers of comicbook heroes, the homing instinct of pigeons is something that scientists cannot explain. They have tried over the years, with theories about magnetic fields and the sun, but no one has satisfactorily managed it. It is a strangely comfy superpower though. The pigeon is not on a mission to save the world. It just wants to go home. From the age of six weeks, pigeons can be taught to "home" to the loft from which they make their first flight because they understand that is where they will find food, water and company. Pigeons can be picky in their journey -- they do not like to fly at night or to cross water, often flying along the coast to find the shortest point at which to cross a body like the English Channel. but they are ultimately single-minded in simply wanting to get back to where they belong. Amid the horrors of wartime, this longing has a particular resonance.

But once it was conceded that Kissinger operated from a Realpolitik framework with intellectual, even moral principles of its own that were larger than himself or his personal advantage, then difficult questions about which decisions best served American interests or humanitarian ends were open to debate. Judgment calls weren’t the same as the perpetration of crimes (although some Realpolitikers were sure to recall Talleyrand’s words upon hearing of the murder of the Duc D’Enghien: “It was worse than a crime, it was a blunder”). Because Kissinger’s leftist critics didn’t accept Realism as a legitimate basis for foreign policy, they didn’t see any need to debate matters of judgment. What was more, locked in their partisan cocoons, they had trouble acknowledging that policymakers frequently made those judgment calls in a fog of ambiguity, in which outcomes could not be predicted and the ethics of a situation could point in several directions at once. “Statesmanship,” Kissinger said, “needs to be judged by the management of ambiguities, not absolutes.” But what the left craved, what they insisted on, was moral certainty in an uncertain world, or what Kissinger, in a combative mood, called “a nihilistic perfectionism.

If you’re going to make an error in life, err on the side of overestimating your capabilities (obviously, as long as it doesn’t jeopardize your life). By the way, this is something that’s hard to do, since the human capacity is so much greater than most of us would ever dream. In fact, many studies have focused on the differences between people who are depressed and people who are extremely optimistic. After attempting to learn a new skill, the pessimists are always more accurate about how they did, while the optimists see their behavior as being more effective than it actually was. Yet this unrealistic evaluation of their own performance is the secret of their future success. Invariably the optimists eventually end up mastering the skill while the pessimists fail. Why? Optimists are those who, despite having no references for success, or even references of failure, manage to ignore those references, leaving unassembled such cognitive tabletops as “I failed” or “I can’t succeed.” Instead, optimists produce faith references, summoning forth their imagination to picture themselves doing something different next time and succeeding. It is this special ability, this unique focus, which allows them to persist until eventually they gain the distinctions that put them over the top. The reason success eludes most people is that they have insufficient references of succeeding in the past. But an optimist operates with beliefs such as, “The past doesn’t equal the future.” All great leaders, all people who have achieved success in any area of life, know the power of continuously pursuing their vision, even if all the details of how to achieve it aren’t yet available. If you develop the absolute sense of certainty that powerful beliefs provide, then you can get yourself to accomplish virtually anything, including those things that other people are certain are impossible.

Over the years, Charlie and I have seen all sorts of bad corporate behavior, both accounting and operational, induced by the desire of management to meet Wall Street expectations. What starts as an “innocent” fudge in order to not disappoint “the Street” — say, trade-loading at quarter-end, turning a blind eye to rising insurance losses, or drawing down a “cookie-jar” reserve — can become the first step toward full-fledged fraud. Playing with the numbers “just this once” may well be the CEO’s intent; it’s seldom the end result. And if it’s okay for the boss to cheat a little, it’s easy for subordinates to rationalize similar behavior.

Security is a big and serious deal, but it’s also largely a solved problem. That’s why the average person is quite willing to do their banking online and why nobody is afraid of entering their credit card number on Amazon. At 37signals, we’ve devised a simple security checklist all employees must follow: 1. All computers must use hard drive encryption, like the built-in FileVault feature in Apple’s OS X operating system. This ensures that a lost laptop is merely an inconvenience and an insurance claim, not a company-wide emergency and a scramble to change passwords and worry about what documents might be leaked. 2. Disable automatic login, require a password when waking from sleep, and set the computer to automatically lock after ten inactive minutes. 3. Turn on encryption for all sites you visit, especially critical services like Gmail. These days all sites use something called HTTPS or SSL. Look for the little lock icon in front of the Internet address. (We forced all 37signals products onto SSL a few years back to help with this.) 4. Make sure all smartphones and tablets use lock codes and can be wiped remotely. On the iPhone, you can do this through the “Find iPhone” application. This rule is easily forgotten as we tend to think of these tools as something for the home, but inevitably you’ll check your work email or log into Basecamp using your tablet. A smartphone or tablet needs to be treated with as much respect as your laptop. 5. Use a unique, generated, long-form password for each site you visit, kept by password-managing software, such as 1Password.§ We’re sorry to say, “secretmonkey” is not going to fool anyone. And even if you manage to remember UM6vDjwidQE9C28Z, it’s no good if it’s used on every site and one of them is hacked. (It happens all the time!) 6. Turn on two-factor authentication when using Gmail, so you can’t log in without having access to your cell phone for a login code (this means that someone who gets hold of your login and password also needs to get hold of your phone to login). And keep in mind: if your email security fails, all other online services will fail too, since an intruder can use the “password reset” from any other site to have a new password sent to the email account they now have access to. Creating security protocols and algorithms is the computer equivalent of rocket science, but taking advantage of them isn’t. Take the time to learn the basics and they’ll cease being scary voodoo that you can’t trust. These days, security for your devices is just simple good sense, like putting on your seat belt.

DevOps requires potentially new cultural and management norms and changes in our technical practices and architecture. This requires a coalition that spans business leadership, Product Management, Development, QA, IT Operations, Information Security, and even Marketing, where many technology initiatives originate. When all these teams work together, we can create a safe system of work, enabling small teams to quickly and independently develop and validate code that can be safely deployed to customers. This results in maximizing developer productivity, organizational learning, high employee satisfaction, and the ability to win in the marketplace.

By 1986 the CIA was spending 70 per cent of its entire operations budget funding a Muslim jihad to kill Russians. The whole campaign was managed by a bunch of Islamists who were giving the lion’s share of the US money and weapons to people who wanted to kill Americans. The US was happy to use Islam as a rallying cry. The CIA funded the printing of Korans to be distributed throughout the region, and the University of Nebraska produced primary-school textbooks, known as ‘the ABC of Jihad’, which taught children the alphabet and to count with Kalashnikovs and swords instead of apples and oranges, and were filled with images of Islamic warriors. Alphabet

When we put a new liver in her, this simply reset the clock. It didn’t do anything to treat her disease. In some ways, this is a microcosm of how our whole health care system works. We celebrate, and pay for, the big, sexy interventions—the operation, the cardiac catheterization, the heroic treatment that is technically challenging and potentially risky. But what really matters, and yet what our health care system doesn’t prioritize, is the day-to-day caring for chronic disease, the incremental, preventative care that can avert transplant altogether. Alcoholism is never actually cured. It can be managed, it can go into remission, but it is always there.

Project managers operate in a global environment and work on projects characterized by cultural diversity. Team members often have diverse industry experience, know multiple languages, and sometimes operate in the “team language” that may be a different language or norm than their native one. The project management team should capitalize on cultural differences, focus on developing and sustaining the project team throughout the project life cycle, and promote working together interdependently in a climate of mutual trust. Developing the project team improves the people skills, technical competencies, and overall team environment and project performance.

On one end it had a few tables and a little kitchen that served as a diner where the old men sat and drank their coffee in the morning. “Sweaty Betty” Johnson (we called her Mrs. Johnson to her face) ran the diner and has for longer than I can remember. She’s a one woman operation - she cooks, waitresses, and manages it all on her own. She makes fluffy homemade donuts and the best greasy french fries on the planet. Everything she makes is deep-fried, and her face has a permanent sheen from the grease and the heat – which is how she got the nickname Sweaty Betty. Even cleaned up for church on Sundays her face glows and sadly, it isn’t from the Holy Spirit.

Already in the Bell System there were about 73 million phone calls made each day—and the numbers kept climbing.6 In the earliest days of AT&T, company engineers realized the daunting implications of such growth: The larger the system became, the larger the challenges would be in managing its complexity and structural integrity. It was also likely that the larger the system became, the higher the cost might be to individual subscribers unless technologies became more efficient. To scientists like Jewett, Buckley, and Kelly, that the growth of the system produced an unceasing stream of operational problems meant it had an unceasing need for inventive solutions.

One of my students told the class that he worked in a bank in which everybody made note of every action—a telephone call, a calculation, use of a computer, waiting on a customer, etc. There was a standard time for every act, and everybody was rated every day. Some days this man would make a score of 50, next day 260, etc. Everybody was ranked on his score, the lower the score, the higher the rank. Morale was understandably low. “My rate is 155 pieces per day. I can’t come near this figure—and we all have the problem—without turning out a lot of defective items.” She must bury her pride of workmanship to make her quota, or lose pay and maybe also her job. It could well be that with intelligent supervision and help, and with no inherited defects, this operator could produce in a day and with less effort many more good items than her stated rate. Some people in management claim that they have a better plan: dock her for a defective item. This sounds great. Make it clear that this is not the place for mistakes and defective items. Actually, this may be cruel supervision. Who declares an item to be defective? Is it clear to the worker and to the inspector—both of them—what constitutes a defective item? Would it have been declared defective yesterday? Who made the defective item? The worker, or the system? Where is the evidence?

especially in the key task of translating broad strategic concepts into feasible operational orders. Marshall understood that Eisenhower had a talent for implementing strategy. And that job, Marshall believed, was more difficult than designing it. “There’s nothing so profound in the logic of the thing,” he said years later, discussing his own role in winning approval for the Marshall Plan. “But the execution of it, that’s another matter.” In other words, successful generalship involves first figuring out what to do, then getting people to do it. It has one foot in the intellectual realm of critical thinking and the other in the human world of management and leadership. It

Things didn’t seem promising initially. I arrived like everyone else did, after swearing that I wasn’t a spy or guilty of moral turpitude, and that I hadn’t got any snails. In the first, bewildering minutes outside JFK, on a Friday night in the rain, I stared out at veering yellow cabs, airport staff screaming abuse at cowboy operators, sleek limos nosing along the bedlam, the whole teetering on the brink of chaos. I thought, as many people do, This is impossible. I won’t be able to manage this. But then, we do manage- we manage to get into the city without being murdered, and wake up the next day still alive, and shortly afterwards we are striding down Broadway in the sun.

The larger Europe grows, the more diverse must be the forms of co-operation it requires. Instead of a centralised bureaucracy, the model should be a market — not only a market of individuals and companies, but also a market in which the players are governments. Thus governments would compete with each other for foreign investments, top management and high earners through lower taxes and less regulation. Such a market would impose a fiscal discipline on governments because they would not want to drive away expertise and business. It would also help to establish which fiscal and regulatory policies produced the best overall economic results. No wonder socialists don't like it.

Complex operations, in which agencies assume complementary roles and operate in close proximity-often with similar missions but conflicting mandates-accentuate these tensions. The tensions are evident in the processes of analyzing complex environments, planning for complex interventions, and implementing complex operations. Many reports and analyses forecast that these complex operations are precisely those that will demand our attention most in the indefinite future. As essayist Barton and O'Connell note, our intelligence and understanding of the root cause of conflict, multiplicity of motivations and grievances, and disposition of actors is often inadequate. Moreover, the problems that complex operations are intended and implemented to address are convoluted, and often inscrutable. They exhibit many if not all the characteristics of "wicked problems," as enumerated by Rittel and Webber in 1973: they defy definitive formulations; any proposed solution or intervention causes the problem to mutate, so there is no second chance at a solution; every situation is unique; each wicked problem can be considered a symptom of another problem. As a result, policy objectives are often compound and ambiguous. The requirements of stability, for example, in Afghanistan today, may conflict with the requirements for democratic governance. Efforts to establish an equitable social contract may well exacerbate inter-communal tensions that can lead to violence. The rule of law, as we understand it, may displace indigenous conflict management and stabilization systems. The law of unintended consequences may indeed be the only law of the land. The complexity of the challenges we face in the current global environment would suggest the obvious benefit of joint analysis - bringing to bear on any given problem the analytic tools of military, diplomatic and development analysts. Instead, efforts to analyze jointly are most often an afterthought, initiated long after a problem has escalated to a level of urgency that negates much of the utility of deliberate planning.

A number of factors contribute to the development of an individual’s “practiced self-deception.” First, people who live primarily in fantasy confuse fantasy images with real, goal-directed action. They believe that they are actively pursuing their goals, when in fact they are not taking the steps necessary for success. For example, an executive in the business world may only perform the functions that enhance an image of himself as the “boss,” and leave essential management tasks unattended. The distinction between the image of success and its actual achievement is blurred. Retreat from action-oriented behavior is masked by the person’s focus on superficial signs and activities that preserve vanity and the fantasy image. Secondly, involvement in fantasy distorts one’s perception of reality, making self-deception more possible. Kierkegaard (1849/1954) alluded to this power of fantasy to attract and deceive when he observed: Sometimes the inventiveness of the human imagination suffices to procure possibility. Instead of summoning back possibility into necessity, the man pursues the possibility—and at last cannot find his way back to himself. (p. 77, 79) Thirdly, through its assigned roles and its rules for role-designated behavior, including age-appropriate activities, our culture actively supports people’s tendencies to give themselves up to more and more passivity and fantasy as they move through the life process. In addition, the discrepancy between society’s professed values on the one hand, and how society actually operates, on the other, tends to distort a person’s perceptions of reality, further confusing the difference between idealistic fantasies and actual accomplishments. The general level of pretense, duplicity, and deception existing in our society contributes to everyone’s disillusionment, cynicism, resignation, and passivity. The pooling of the individual defenses and fantasies of all society’s members makes it possible for each person to practice self-delusion under the guise of normalcy. Thus chronic self-denial becomes a socially acceptable defense against death anxiety.

And that evening too, as I looked at her arm, into which was flowing a life that was no longer anything but sickness and torment, I asked myself why? At the nursing home I did not have time to go into it... But when I reached home, all the sadness and horror of these last days dropped upon me with all its weight. And I too had a cancer eating into me—remorse. “Don’t let them operate on her.” And I had not prevented anything. Often, hearing of sick people undergoing a long martyrdom, I had felt indignant at the apathy of their relatives. “For my part, I should kill him.” At the first trial I had given in: beaten by the ethics of society, I had abjured my own. “No,” Sartre said to me. “You were beaten by technique: and that was fatal.” Indeed it was. One is caught up in the wheels and dragged along, powerless in the face of specialists’ diagnoses, their forecasts, their decisions. The patient becomes their property: get him away from them if you can! There were only two things to choose between on that Wednesday—operating or euthanasia. Maman, vigorously resuscitated, and having a strong heart, would have stood out against intestinal stoppage for a long while and she would have lived through hell, for the doctors would have refused euthanasia… A race had begun between death and torture. I asked myself how one manages to go on living when someone you love has called out to you “Have pity on me” in vain.

The divorce of control, or power, from ownership has been due in large part to the growth of public corporations. So long as a single person, family or comparatively small group held a substantial portion of the common shares of a corporation, the legal “owner” could control its affairs. Even if they no longer actually conducted the business, the operating managers were functioning as their accountable agents. But when the enterprise became more vast in scope and at the same time, the stock certificates became spread in small bundles among thousands of persons, the managers were gradually released from subordination to the nominal owners. De facto control passed, for the most part, to non-owning management.

I've found that, in most cases, managers greatly underestimate the impact that a comment or quick gesture of approval has on employees. They'll spend weeks trying to tweak an annual bonus program or some other compensation system, believing that their employees are coin-operated, but they'll neglect to stop someone during a meeting and say, “Hey, that's a fantastic example of hunger. We should all try to be more like that.” I'm not saying that compensation doesn't matter. But if we want to create a culture of humility, hunger, and smarts, the best way to do it is to constantly be catching people exhibiting those virtues and publicly holding them up as examples. No balloons, pastries, or plastic tchotchkes are necessary, just genuine, in-the-moment appreciation.

All these rich people with their private-jet escape routes to New Zealand—maybe it’s the operational manager in me, but all I can think about are apocalypse logistics: What zombie pilot is going to fly all those planes, and which zombie air-traffic controller is going to help land them? And who is going to do all the ongoing work of cooking and cleaning and shopping? Is the New Zealand infrastructure prepared for this? And why would people in New Zealand allow planes full of potential plague-germ carriers onto their island, no matter how much money they have? Would money have value in the new postapocalyptic economy—or would toilet paper be worth even more? Do the pilot and crew who flew you to New Zealand get saved, or do they get barred at the security gate of the bunker?

Characteristics of the Council 1. The council exists as a device to gain understanding about important issues facing the organization. 2. The Council is assembled and used by the leading executive and usually consists of five to twelve people. 3. Each Council member has the ability to argue and debate in search of understanding, not from the egoistic need to win a point or protect a parochial interest. 4. Each Council member retains the respect of every other Council member, without exception. 5. Council members come from a range of perspectives, but each member has deep knowledge about some aspect of the organization and/or the environment in which it operates. 6. The Council includes key members of the management team but is not limited to members of the management team, nor is every executive automatically a member. 7. The Council is a standing body, not an ad hoc committee assembled for a specific project. 8. The Council meets periodically, as much as once a week or as infrequently as once per quarter. 9. The Council does not seek consensus, recognizing that consensus decisions are often at odds with intelligent decisions. The responsibility for the final decision remains with the leading executive. 10. The Council is an informal body, not listed on any formal organization chart or in any formal documents. 11. The Council can have a range of possible names, usually quite innocuous. In the good-to-great companies, they had benign names like Long-Range Profit Improvement Committee, Corporate Products Committee, Strategic Thinking Group, and Executive Council.

If you were to assume that many experts use their information to your detriment, you’d be right. Experts depend on the fact that you don’t have the information they do. Or that you are so befuddled by the complexity of their operation that you wouldn’t know what to do with the information if you had it. Or that you are so in awe of their expertise that you wouldn’t dare challenge them. If your doctor suggests that you have angioplasty — even though some current research suggests that angioplasty often does little to prevent heart attacks — you aren’t likely to think that the doctor is using his informational advantage to make a few thousand dollars for himself or his buddy. But as David Hillis, an interventional cardiologist at the University of Texas Southwestern Medical Center in Dallas, explained to the New York Times, a doctor may have the same economic incentives as a car salesman or a funeral director or a mutual fund manager: “If you’re an invasive cardiologist and Joe Smith, the local internist, is sending you patients, and if you tell them they don’t need the procedure, pretty soon Joe Smith doesn’t send patients anymore.” Armed with information, experts can exert a gigantic, if unspoken, leverage: fear. Fear that your children will find you dead on the bathroom floor of a heart attack if you do not have angioplasty surgery. Fear that a cheap casket will expose your grandmother to a terrible underground fate. Fear that a $25,000 car will crumple like a toy in an accident, whereas a $50,000 car will wrap your loved ones in a cocoon of impregnable steel.

blackout one New York newspaper managed to appear: The New York Times. It had shifted its printing operations immediately across the Hudson to Newark, New Jersey, where the power plants were functioning and where a local paper, The Newark Evening News, had a substantial printing plant. But instead of the million copies the Times management had ordered, fewer than half this number actually reached the readers. Just as the Times went to press (so at least goes a widely told anecdote) the executive editor and three of his assistants started arguing how to hyphenate one word. This took them forty-eight minutes (so it is said)—or half of the available press time. The Times, the editor argued, sets a standard for written English in the United States and therefore cannot afford a grammatical mistake.

In the wider context, there is an ongoing shift from industrial economies to knowledge economies and creative economies, from manufacturing-based processes to information-based and idea-based processes, and from international trade agreements and restrictions to increasingly competitive market challenges from emerging and expanding economies worldwide. In terms of design, this impact is apparent in the evolution of design debates: from ‘style and aesthetics’ to a means of improving products, services, innovation processes and operational efficiencies. The focus of design is now on improving customer services and experiences, and creating better efficiencies and waste reduction strategies in both the private and public sectors. It is inevitable that how design is managed in this shifting context will also change.

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Darwin enjoyed every advantage of upbringing, but continually pained his widowed father with his lackluster academic performance. “You care for nothing but shooting, dogs, and rat-catching, and you will be a disgrace to yourself and all your family,” his father wrote in a line that nearly always appears just about here in any review of Darwin’s early life. Although his inclination was to natural history, for his father’s sake he tried to study medicine at Edinburgh University but couldn’t bear the blood and suffering. The experience of witnessing an operation on an understandably distressed child—this was in the days before anesthetics, of course—left him permanently traumatized. He tried law instead, but found that insupportably dull and finally managed, more or less by default, to acquire a degree in divinity from Cambridge.

GET BEYOND THE ONE-MAN SHOW Great organizations are never one-man operations. There are 22 million licensed small businesses in America that have no employees. Forbes suggests 75 percent of all businesses operate with one person. And the average income of those companies is a sad $44,000. That’s not a business—that’s torture. That is a prison where you are both the warden and the prisoner. What makes a person start a business and then be the only person who works there? Are they committed to staying small? Or maybe an entrepreneur decides that because the talent pool is so poor, they can’t hire anyone who can do it as well as them, and they give up. My guess is the latter: Most people have just given up and said, “It’s easier if I just do it myself.” I know, because that’s what I did—and it was suicidal. Because my business was totally dependent on me and only me, I was barely able to survive, much less grow, for the first ten years. Instead I contracted another company to promote my seminars. When I hired just one person to assist me out of my home office, I thought I was so smart: Keep it small. Keep expenses low. Run a tight ship. Bigger isn’t always better. These were the things I told myself to justify not growing my business. I did this for years and even bragged about how well I was doing on my own. Then I started a second company with a partner, a consulting business that ran parallel to my seminar business. This consulting business quickly grew bigger than my first business because my partner hired people to work for us. But even then I resisted bringing other people into the company because I had this idea that I didn’t want the headaches and costs that come with managing people. My margins were monster when I had no employees, but I could never grow my revenue line without killing myself, and I have since learned that is where all my attention and effort should have gone. But with the efforts of one person and one contracted marketing company, I could expand only so much. I know that a lot of speakers and business gurus run their companies as one-man shows. Which means that while they are giving advice to others about how to grow a business, they may have never grown one themselves! Their one-man show is simply a guy or gal going out, collecting a fee, selling time and a few books. And when they are out speaking, the business terminates all activity. I started studying other people and companies that had made it big and discovered they all had lots of employees. The reality is you cannot have a great business if it’s just you. You need to add other people. If you don’t believe me, try to name one truly great business that is successful, ongoing, viable, and growing that doesn’t have many people making it happen. Good luck. Businesses are made of people, not just machines, automations, and technology. You need people around you to implement programs, to add passion to the technology, to serve customers, and ultimately to get you where you want to go. Consider the behemoth online company Amazon: It has more than 220,000 employees. Apple has more than 100,000; Microsoft has around the same number. Ernst & Young has more than 200,000 people. Apple calls the employees working in its stores “Geniuses.” Don’t you want to hire employees deserving of that title too? Think of how powerful they could make your business.

Throughout the Scriptures, God gives us constant reminders of his vastness and majesty. He reveals and invites us into relationship, but he never allows us to forget how big he is. In the Old Testament, his name served that purpose. So did the fact that he appeared to people without form. But the Israelites couldn’t handle a God that awesome, and they set about, time and again, to reduce him to a more manageable size. This has always been the temptation of the people of God—to tame him. He increases mystery; we desire to remove it. He introduces paradox; we seek to solve it. We, like the Israelites before us, want a God who is understandable and predictable and safe. We want a God who makes sense and operates according to generally accepted accounting principles. But instead, we meet YHWH and his son, Ye’shua, who don’t play by our rules.3

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

In many industries, however, what some call hypercompetition is a self-inflicted wound, not the inevitable outcome of a changing paradigm of competition. The root of the problem is the failure to distinguish between operational effectiveness and strategy. The quest for productivity, quality, and speed has spawned a remarkable number of management tools and techniques: total quality management, benchmarking, time-based competition, outsourcing, partnering, reengineering, change management. Although the resulting operational improvements have often been dramatic, many companies have been frustrated by their inability to translate those gains into sustainable profitability. And bit by bit, almost imperceptibly, management tools have taken the place of strategy. As managers push to improve on all fronts, they move farther away from viable competitive positions. Operational effectiveness: necessary

That makes a lot of sense to me. Do you believe in God?” “I believe we all share a soul and co-create a universal story that is constantly evolving. That when you share an authentic and wholesome story, it goes viral and becomes part of our collective consciousness. Truthful stories are powerful.” “So, we’re all just…stories connected to other stories by larger narratives.” “Yeah, there are books, and series, and interconnected story worlds…and fan fiction, and derivative works. A babushka doll of stories inspired by other stories. Ai ai…Harry is going to kill me. He doesn’t believe in my cosmic consciousness theory, and now I’ve managed to lose credibility with the entire scientific community.” He chuckled, tousling his hair with his fingers. “Don’t worry, folks, Harry runs the platform based on objective, observable evidence. No magical thinking is allowed in Down Below’s strategy and operations.

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.

The implications for civil government are equally obvious—expanding social services, city administration, and rule of law into periurban areas is clearly important, as are investments in infrastructure to guarantee supplies of fuel, electricity, food and water. Less obvious but equally important are investments in governance and infrastructure in rural areas, as well as efforts to mitigate the effects of rural environmental degradation, which can cause unchecked and rapid urban migration. Given the prevalence and increasing capability of criminal networks, police will need a creative combination of community policing, constabulary work, criminal investigation, and special branch (police intelligence) work. And local city managers, district-level officials, social workers, emergency services, and ministry representatives may need to operate in higher-threat governance environments in which they face opposition. The

You needn't instruct me to think about my children's welfare," Phoebe said quietly. "I've always put them first, and always will. As for me being a child... I'm afraid I'm not nearly enough like one." A faint smile touched her lips. "Children are optimistic. They have a natural sense of adventure. To them, the world has no limitations, only possibilities. Henry was always a bit childlike in that way- he never became disenchanted with life. That was what I loved most about him." "If you loved Henry, you will honor his wishes. He wanted Edward to have charge of his family and estate." "Henry wanted to make sure our future would be in capable hands. But it already is." "Yes. Edward's." "No, mine. I'll learn everything I need to know about managing this estate. I'll hire people to help me if necessary. I'll have this place thriving. I don't need a husband to do it for me. If I marry again, it will be to a man of my choosing, in my own time. I can't promise it will be Edward. I've changed during the past two years, but so far, he doesn't see me for who I am, only who I was. For that matter, he doesn't see how the world has changed- he ignores the realities he doesn't like. How can I trust him with our future?" Georgiana regarded her bitterly. "Edward is not the one who is ignoring reality. How can you imagine yourself capable of running this estate?" "Why wouldn't I be?" "Women aren't capable of leadership. Our intelligence is no less than men's, but it is shaped for the purpose of motherhood. We're clever enough to operate the sewing machine, but not to have invented it. If you asked the opinions of a thousand people whether they would trust you or Edward to make decisions for the estate, whom do you think they would choose?" "I'm not going to ask a thousand people for their opinions," Phoebe said evenly. "Only one opinion is required, and it happens to be mine." She went to the doorway and paused, unable to resist adding, "That's leadership." And she left the dowager fuming in silence.

All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

He kissed his way across my chest and down between my breasts, over my shirt. His fingers moved to the waistband of my panties and he slowly tried to peel them down my legs. Tried being the operative word because five pairs of underwear don’t really fit the same way as one . . . “What in the actual fuck—” he started to say, tugging at the fabric. “Just . . . Oh my God, Will—” I curled on my side, laughing so hard I had tears in my eyes. He managed the first pair, holding them up victoriously before he went back for the second. “Jesus Christ,” he said, attempting to pull them down without stretching them or damaging the elastic. “Are these on with some kind of adhesive?” “No!” “Okay . . . It’s possible this wasn’t my best plan. And will you hold still! It’s like trying to peel a wiggly onion!” “I’m going to die of laughter and when the police finally get here I’ll still be wearing these hideous underwear. Why didn’t you just take them all off at once?” “You can’t expect me to think when all my blood is in my dick!

Lazlo Bock, senior vice president of people operations at Google, made the following comments in an interview published by the New York Times in June 2013: “One of the things we’ve seen from all our data crunching is that G.P.A.’s (grade point averages) are worthless as a criteria for hiring, and test scores are worthless. Google famously used to ask everyone for a transcript and G.P.A.’s and test scores, but we don’t anymore…. We found that they don’t predict anything. What’s interesting is the proportion of people without any college education at Google has increased over time as well. So we have teams where you have 14 percent of the team made up of people who’ve never gone to college.” Doing well in college—earning high test scores and grades—has no measurable correlation with becoming an effective worker or manager.  This is incontrovertible evidence that the entire Higher Education system is detached from the real economy: excelling in higher education has little discernible correlation to real-world skills or performance.

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

Mafiosi, for Franchetti, were entrepreneurs in violence, specialists who had developed what today would be called the most sophisticated business model in the marketplace. Under the leadership of their bosses, mafia bands ‘invested’ violence in various commercial spheres in order to extort protection money and guarantee monopolies. This was what he called the violence industry. As Franchetti wrote, [in the violence industry] the mafia boss . . . acts as capitalist, impresario and manager. He unifies the management of the crimes committed . . . he regulates the way labour and duties are divided out, and controls discipline amongst the workers. (Discipline is indispensable in this as in any other industry if abundant and constant profits are to be obtained.) It is the mafia boss’s job to judge from circumstances whether the acts of violence should be suspended for a while, or multiplied and made fiercer. He has to adapt to market conditions to choose which operations to carry out, which people to exploit, which form of violence to use.

Joan Blondell had it all: looks, talent, energy, humor. If she never became a top-flight superstar, the fault lies mostly with Warner Brothers. At MGM, Joan could have easily had Jean Harlow’s career; at Paramount, Claudette Colbert’s or Carole Lombard’s; at Fox, Loretta Young’s; at RKO, Ginger Rogers’. Some of the fault lies, too, with Blondell herself, who later admitted, “The instant they said ‘cut!’ I was whammo out of that studio and into the car . . . In order to be a top star and remain a top star and to get all the fantastic roles that you yearned for, you’ve got to fight for it and you’ve got to devote your twenty-four hours to just that; you’ve got to think of yourself as a star, operate as a star; do all the press that is necessary . . . What meant most to me was getting home, and that’s the truth.” But if Joan Blondell got slightly lost in the shuffle at Warners, she still managed to turn in some delightfully snappy performances and typify the warm-hearted, wisecracking Depression dame. And when she aged, she did so with grace and humor.

Distinguish between you as the designer of your machine and you as a worker with your machine. One of the hardest things for people to do is to objectively look down on themselves within their circumstances (i.e., their machine) so that they can act as the machine’s designer and manager. Most people remain stuck in the perspective of being a worker within the machine. If you can recognize the differences between those roles and that it is much more important that you are a good designer/manager of your life than a good worker in it, you will be on the right path. To be successful, the “designer/manager you” has to be objective about what the “worker you” is really like, not believing in him more than he deserves, or putting him in jobs he shouldn’t be in. Instead of having this strategic perspective, most people operate emotionally and in the moment; their lives are a series of undirected emotional experiences, going from one thing to the next. If you want to look back on your life and feel you’ve achieved what you wanted to, you can’t operate that way.

Not coincidentally, another who noted their extermination was Hitler, who had a first-hand witness of it among his closest associates in Munich. The former German consul in Erzerum, Max von Scheubner-Richter, reported to his superiors in detail on the ways they were wiped out. A virulent racist, who became manager of the early Nazi Kampfbund and the party’s key liaison with big business, aristocracy and the church, he fell to a shot while holding hands with Hitler in the Beerhall putsch of 1923. ‘Had the bullet which killed Scheubner-Richter been a foot to the right, history would have taken a different course,’ Ian Kershaw remarks. Hitler mourned him as ‘irreplaceable’. Invading Poland 16 years later, he would famously ask his commanders, referring to the Poles, but with obvious implications for the Jews: ‘Who now remembers the Armenians?’ The Third Reich did not need the Turkish precedent for its own genocides. But that Hitler was well aware of it, and cited its success to encourage German operations, is beyond question. Whoever has doubted the comparability of the two, it was not the Nazis themselves.

The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation. On the assembly line

The quality of the people involved in the company was just as critical. I use the word quality to encompass two quite different characteristics. One of these is business ability. Business ability can be further broken down into two very different types of skills. One of these is handling the day-to-day tasks of business with above-average efficiency. In the day-to-day tasks, I include a hundred and one matters, varying all the way from constantly seeking and finding better ways to produce more efficiently to watching receivables with sufficient closeness. In other words, operating skill implies above-average handling of the many things that have to do with the near-term operation of the business. However, in the business world, top-notch managerial ability also calls for another skill that is quite different. This is the ability to look ahead and make long-range plans that will produce significant future growth for the business without at the same time running financial risks that may invite disaster. Many companies contain managements that are very good at one or the other of these skills. However, for real success, both are necessary.

Why hives? Despite unfortunate terms like “queen” and “worker,” hives are actually distributed, nonhierarchical systems. For a swarm of insects, the mission might be “relocate the food source,” which they carry out algorithmically through regurgitated food or pheromone secretions. But there are no managers, no directors, and no assignments from above. Planning, such as there is, is carried out in highly localized fashion by ad hoc teams operating according to their commitment to a mission. When I pressed Green about operating in some sort of organizational anarchy, he replied: “I guess it is anarchy in the sense that there’s no structural chain of command or hierarchy—no ‘government’ of sorts. But it would be a mistake to assume that it’s disordered or without structure. On the contrary, it’s very ordered and there is structure.” The difference in these organizations is how one arrives at order and structure. In traditional firms, it happens by design, that is, through some sort of command-and-control hierarchy. But at firms like Morning Star, groups of individuals create order through social networks built around circumstances and needs. It’s as if the firm had an invisible hand.

Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics.

Managerial abilities, bureaucratic skills, technical expertise, and political talent are all necessary, but they can be applied only to goals that have already been defined by military policies, broad and narrow. And those policies can be only as good as strategy, operational art of war, tactical thought, and plain military craft that have gone into their making. At present, the defects of structure submerge or distort strategy and operational art, they out rightly suppress tactical ingenuity, and they displace the traditional insights and rules of military craft in favor of bureaucratic preferences, administrative convenience, and abstract notions of efficiency derived from the world of business management. First there is the defective structure for making of military decisions under the futile supervision of the civilian Defense Department; then come the deeply flawed defense policies and military choices, replete with unnecessary costs and hidden risks; finally there come the undoubted managerial abilities, bureaucratic skills, technical expertise, and political talents, all applied to achieve those flawed policies and to implement those flawed choices. By this same sequence was the fatally incomplete Maginot Line built, as were all the Maginot Lines of history, each made no better by good government, technical talent, careful accounting, or sheer hard work. Hence the futility of all the managerial innovations tried in the Pentagon over the years. In the purchasing of weapons, for example, “total package” procurement, cost plus incentive contracting, “firm fixed price” purchasing have all been introduced with much fanfare, only to be abandoned, retried, and repudiated once again. And each time a new Secretary of Defense arrives, with him come the latest batch of managerial innovations, many of them aimed at reducing fraud, waste, and mismanagement-the classic trio endlessly denounced in Congress, even though they account for mere percentage points in the total budget, and have no relevance at all to the failures of combat. The persistence of the Administrator’s Delusion has long kept the Pentagon on a treadmill of futile procedural “reforms” that have no impact at all on the military substance of our defense. It is through strategy, operational art, tactical ingenuity, and military craft that the large savings can be made, and the nation’s military strength greatly increased, but achieving long-overdue structural innovations, from the central headquarters to the combat forces, from the overhead of bases and installations to the current purchase of new weapons. Then, and only then, will it be useful to pursue fraud, waste, and mismanagement, if only to save a few dollars more after the billions have already been saved. At present, by contrast, the Defense Department administers ineffectively, while the public, Congress, and the media apply their energies to such petty matters as overpriced spare parts for a given device in a given weapon of a given ship, overlooking at the same time the multibillion dollar question of money spent for the Navy as a whole instead of the Army – whose weakness diminishes our diplomatic weight in peacetime, and which could one day cause us to resort to nuclear weapons in the face of imminent debacle. If we had a central military authority and a Defense Department capable of strategy, we should cheerfully tolerate much fraud, waste, and mismanagement; but so long as there are competing military bureaucracies organically incapable of strategic combat, neither safety nor economy will be ensured, even if we could totally eliminate every last cent of fraud, waste, and mismanagement.

AS ALL-CONSUMING AS the economic crisis was, my fledgling administration didn’t have the luxury of putting everything else on hold, for the machinery of the federal government stretched across the globe, churning every minute of every day, indifferent to overstuffed in-boxes and human sleep cycles. Many of its functions (generating Social Security checks, keeping weather satellites aloft, processing agricultural loans, issuing passports) required no specific instructions from the White House, operating much like a human body breathes or sweats, outside the brain’s conscious control. But this still left countless agencies and buildings full of people in need of our daily attention: looking for policy guidance or help with staffing, seeking advice because some internal breakdown or external event had thrown the system for a loop. After our first weekly Oval Office meeting, I asked Bob Gates, who’d served under seven previous presidents, for any advice he might have in managing the executive branch. He gave me one of his wry, crinkly smiles. “There’s only one thing you can count on, Mr. President,” he said. “On any given moment in any given day, somebody somewhere is screwing up.” We went to work trying to minimize screw-ups.

FOLKSBIENE, an impoverished, frail Yiddish theater company in constant danger of annihilation, had outlasted all the giants. The year of Schwartz's death the little troupe moved into the Forward building, guaranteeing it a permanent home with four walls and a roof, plus heat in the winter, fans in the summer, and best of all, continuing subsidies from the newspaper and the Workmen's Circle. Sporadically, other Yiddish productions would take place in New York, but they were one-shots, musicals, and charity fund-raisers. Ensconced in their new place, Folksbiene managers claimed that theirs was the oldest continuously operating Yiddish theater in the world. As proof, all past productions were listed year by year, ranging all the way back to 1915. It was an impressive roster. Among the authors included were Sholem Aleichem, Leon Kobrin, and both Singer brothers, Israel Joshua and Isaac Bashevis; also the Russians Alexander Pushkin and Maxim Gorki; and such American authors as Theodore Dreiser, Eugene O'Neill, Sherwood Anderson, and Clifford Odets. It didn't matter how well attended those shows were, or how well acted, or the duration of their runs. The point was that the Folksbiene had survived, just as the Jewish people had survived. Together, they were the keepers of the flame. It was a very small candle in a very big city.

2006 interview by Jim Gray, Amazon CTO Werner Vogels recalled another watershed moment: We went through a period of serious introspection and concluded that a service-oriented architecture would give us the level of isolation that would allow us to build many software components rapidly and independently. By the way, this was way before service-oriented was a buzzword. For us service orientation means encapsulating the data with the business logic that operates on the data, with the only access through a published service interface. No direct database access is allowed from outside the service, and there’s no data sharing among the services.3 That’s a lot to unpack for non–software engineers, but the basic idea is this: If multiple teams have direct access to a shared block of software code or some part of a database, they slow each other down. Whether they’re allowed to change the way the code works, change how the data are organized, or merely build something that uses the shared code or data, everybody is at risk if anybody makes a change. Managing that risk requires a lot of time spent in coordination. The solution is to encapsulate, that is, assign ownership of a given block of code or part of a database to one team. Anyone else who wants something from that walled-off area must make a well-documented service request via an API.

The myriad activities that go into creating, producing, selling, and delivering a product or service are the basic units of competitive advantage. Operational effectiveness means performing these activities better—that is, faster, or with fewer inputs and defects—than rivals. Companies can reap enormous advantages from operational effectiveness, as Japanese firms demonstrated in the 1970s and 1980s with such practices as total quality management and continuous improvement. But from a competitive standpoint, the problem with operational effectiveness is that best practices are easily emulated. As all competitors in an industry adopt them, the productivity frontier—the maximum value a company can deliver at a given cost, given the best available technology, skills, and management techniques—shifts outward, lowering costs and improving value at the same time. Such competition produces absolute improvement in operational effectiveness, but relative improvement for no one. And the more benchmarking that companies do, the more competitive convergence you have—that is, the more indistinguishable companies are from one another. Strategic positioning attempts to achieve sustainable competitive advantage by preserving what is distinctive about a company. It means performing different activities from rivals, or performing similar activities in different ways.

This kind of speculation reached a high point with the Pentagon's initiative of creating a 'futures market in events', a stock market of prices for terrorist attacks or catastrophes. You bet on the probable occurrence of such events against those who don't believe they'll happen. This speculative market is intended to operate like the market in soya or sugar. You might speculate on the number of AIDS victims in Africa or on the probability that the San Andreas Fault will give way (the Pentagon's initiative is said to derive from the fact that they credit the free market in speculation with better forecasting powers than the secret services). Of course it is merely a step from here to insider trading: betting on the event before you cause it is still the surest way (they say Bin Laden did this, speculating on TWA shares before 11 September). It's like taking out life insurance on your wife before you murder her. There's a great difference between the event that happens (happened) in historical time and the event that happens in the real time of information. To the pure management of flows and markets under the banner of planetary deregulation, there corresponds the 'global' event- or rather the globalized non-event: the French victory in the World Cup, the year 2000, the death of Diana, The Matrix, etc. Whether or not these events are manufactured, they are orchestrated by the silent epidemic of the information networks. Fake events.

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

It was, in fact, his weapon of choice—extremely accurate, with a manageable form factor, and most importantly, dependable. The thing never jammed, never malfunctioned. When an operator needed to spit a lot of lead in the bad guys’ direction, an HK416 would do it forever without complaining once. “Who the hell are you?” Trapp asked, eyeing the man with his steel-blue gaze. The shooter was dressed in dark combat fatigues and had the mark of a special operator about him—a cold, lethal tension that suggested he could snap into action with a millisecond’s notice. Out of the corner of his eye, Trapp saw that the man’s partner was dressed and armed exactly the same. Except the other shooter had his weapon raised and aimed directly at Trapp’s skull. He did the math, quickly, and decided for the time being to play it cool. In all honesty, he didn’t really have much of a choice. Either of the two operators could drop him before he moved a yard. The man ignored the question. “Get back on the helicopter!” he yelled, his voice a slow Arkansas drawl. Trapp’s brow furrowed. The hell? What was the point in dragging him halfway across the country just to send him back? And then it clicked. The operator wasn’t speaking to him. “But—” “No questions. Get back on the helicopter, and fuck off!” the shooter shouted, jerking his thumb to accentuate his point. Trapp glanced over his shoulder at the liaison officer’s dismayed frown, and a wide grin crept across his face. Maybe he didn’t mind being held at gunpoint after all.

One particularly distressing example of the high cost to feminist progress exacted by the war is what happened in Pakistan after the capture of Osama bin Laden in Abbottabad, Pakistan, in 2011. In the run-up to his capture, the CIA and the U.S. military allegedly worked with the charity Save the Children in hiring Dr. Shakil Afridi, a Pakistani physician, to run a fake Hepatitis B vaccination program as a front for their surveillance operations.15 Per CIA instructions, Dr. Afridi and a female healthcare worker visited the bin Laden compound under the guise of administering vaccinations and managed to gain access, although they did not see bin Laden. In 2012, all foreign Save the Children staff were expelled from Pakistan, and in 2015, the entire organization there was required to shut its doors, despite having denied (and continuing to deny) that it was involved in this effort. The CIA managed to get their guy, but when the Pakistanis, irate at not having been told about the raid, expelled U.S. military trainers from Islamabad, they were immediately threatened with a cut of the $800 million aid package that the U.S. had promised, thus exposing yet again the coercive power that aid wields. The loss of aid money was not, however, the worst impact of the tragedy. As the British medical journal The Lancet reported, the unintended victims of the tragedy were the millions of Pakistani children whose parents now refused to have them vaccinated amidst rising rates of polio, a disease that vaccination had essentially extinguished in Western countries by the mid-twentieth century.16 In their view, if the CIA could hire a doctor to run a fake vaccine program, then the whole premise of vaccinations became untrustworthy. Within a few years of the raid, Pakistan had 60 percent of all the world’s confirmed polio cases.17

Yet the deepest and most enduring forms of cultural change nearly always occurs from the “top down.” In other words, the work of world-making and world-changing are, by and large, the work of elites: gatekeepers who provide creative direction and management within spheres of social life. Even where the impetus for change draws from popular agitation, it does not gain traction until it is embraced and propagated by elites. The reason for this, as I have said, is that culture is about how societies define reality—what is good, bad, right, wrong, real, unreal, important, unimportant, and so on. This capacity is not evenly distributed in a society, but is concentrated in certain institutions and among certain leadership groups who have a lopsided access to the means of cultural production. These elites operate in well-developed networks and powerful institutions. Over time, cultural innovation is translated and diffused. Deep-rooted cultural change tends to begin with those whose work is most conceptual and invisible and it moves through to those whose work is most concrete and visible. In a very crude formulation, the process begins with theorists who generate ideas and knowledge; moves to researchers who explore, revise, expand, and validate ideas; moves on to teachers and educators who pass those ideas on to others, then passes on to popularizers who simplify ideas and practitioners who apply those ideas. All of this, of course, transpires through networks and structures of cultural production. Cultural change is most enduring when it penetrates the structure of our imagination, frameworks of knowledge and discussion, the perception of everyday reality. This rarely if ever happens through grassroots political mobilization though grassroots mobilization can be a manifestation of deeper cultural transformation.

But I am pondering over the skill with which you have presented the whole argument in support of your proposition, Ischomachus. For you stated that husbandry is the easiest of all arts to learn, and after hearing all that you have said, I am quite convinced that this is so. Of course it is, cried Ischomachus; but I grant you, Socrates, that in respect of aptitude for command, which is common to all forms of business alike—agriculture, politics, estate-management, warfare—in that respect the intelligence shown by different classes of men varies greatly. [...]Just as a love of work may spring up in the mind of a private soldier here and there, so a whole army under the influence of a good leader is inspired with love of work and ambition to distinguish itself under the commander’s eye. Let this be the feeling of the rank and file for their commander; and I tell you, he is the strong leader, he, and not the sturdiest soldier, not the best with bow and javelin, not the man who rides the best horse and is foremost in facing danger, not the ideal of knight or targeteer, but he who can make his soldiers feel that they are bound to follow him through fire and in any adventure. [...]And this, in my judgment, is the greatest thing in every operation that makes any demand on the labour of men, and therefore in agriculture. Mind you, I do not go so far as to say that this can be learnt at sight or at a single hearing. On the contrary, to acquire these powers a man needs education; he must be possessed of great natural gifts; above all, he must be a genius. For I reckon this gift is not altogether human, but divine—this power to win willing obedience: it is manifestly a gift of the gods to the true votaries of prudence. Despotic rule over unwilling subjects they give, I fancy, to those whom they judge worthy to live the life of Tantalus, of whom it is said that in hell he spends eternity, dreading a second death.

Okay.” The leader stood on the bed of his truck and clapped his hands over his head. “Listen up, everyone.” No one was really listening, though they had dressed right. Everyone was all in black. A few guys wore ski masks, and others had black marks on their cheeks like football players. Personally, I didn’t understand the need for the black camouflage. Caden had explained that the cops had already been looped in on the operation. A few of the lawns getting flocked tonight actually belonged to cops, and anyway the whole blending-with-the-night effect didn’t work when you were carrying a bright neon-pink flamingo. Still, I couldn’t deny the little spark of excitement building in my stomach. We were all standing in some guy’s driveway, and as I looked around, I seemed to be the only girl. These guys meant business. I was in the middle of a real life Call of Duty operation. The leader began speaking, his voice booming. “This is going to happen with precision and professionalism. No lingering, loitering, acting like stupid shits, and definitely no joking around. We’re not ladies. This isn’t going to be run like a bunch of pansy-shopping, pink-nail-polish pussies. You got that?!” I frowned, tucking my nails inside my jacket. “Every vehicle’s been filled with birds. The driver should have a text with all the locations, and the number of birds for each target. Pull up, find the group of birds labeled for that house, and work together. Take one bird a trip, two if you can manage, and ram those suckers down in the grass. Hurry back to the truck and keep going until all the birds for that location are in the ground. Shotgun Sally is in charge of hanging the sign on the bird closest to the street. Once the sign is hung, get back in the truck, and move to the next target. NO TALKING! This mission is all radio silent. Communicate with signals, and if you don’t know the appropriate signals, just SHUT THE HELL UP! Okay? Now, go flock some fuckers!

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

SCULLEY. Pepsi executive recruited by Jobs in 1983 to be Apple’s CEO, clashed with and ousted Jobs in 1985. JOANNE SCHIEBLE JANDALI SIMPSON. Wisconsin-born biological mother of Steve Jobs, whom she put up for adoption, and Mona Simpson, whom she raised. MONA SIMPSON. Biological full sister of Jobs; they discovered their relationship in 1986 and became close. She wrote novels loosely based on her mother Joanne (Anywhere but Here), Jobs and his daughter Lisa (A Regular Guy), and her father Abdulfattah Jandali (The Lost Father). ALVY RAY SMITH. A cofounder of Pixar who clashed with Jobs. BURRELL SMITH. Brilliant, troubled hardware designer on the original Mac team, afflicted with schizophrenia in the 1990s. AVADIS “AVIE” TEVANIAN. Worked with Jobs and Rubinstein at NeXT, became chief software engineer at Apple in 1997. JAMES VINCENT. A music-loving Brit, the younger partner with Lee Clow and Duncan Milner at the ad agency Apple hired. RON WAYNE. Met Jobs at Atari, became first partner with Jobs and Wozniak at fledgling Apple, but unwisely decided to forgo his equity stake. STEPHEN WOZNIAK. The star electronics geek at Homestead High; Jobs figured out how to package and market his amazing circuit boards and became his partner in founding Apple. DEL YOCAM. Early Apple employee who became the General Manager of the Apple II Group and later Apple’s Chief Operating Officer. INTRODUCTION How This Book Came to Be In the early summer of 2004, I got a phone call from Steve Jobs. He had been scattershot friendly to me over the years, with occasional bursts of intensity, especially when he was launching a new product that he wanted on the cover of Time or featured on CNN, places where I’d worked. But now that I was no longer at either of those places, I hadn’t heard from him much. We talked a bit about the Aspen Institute, which I had recently joined, and I invited him to speak at our summer campus in Colorado. He’d be happy to come, he said, but not to be onstage. He wanted instead to take a walk so that we could talk. That seemed a bit odd. I didn’t yet

My mother was taken by the Gestapo. My brother managed to escape, but my mother was taken away. They tortured her there, questioned her about her daughter’s whereabouts. For two years she was held there. For two years, along with our other women, the fascists made her lead the way during their operations: they feared the partisan mines and always drove local people ahead of them—if there were mines, those people would be blown up, and the German soldiers would remain unharmed. A living shield. For two years they used my mother that way. More than once, while waiting in ambush, we suddenly saw women followed by fascists. Once they came closer, you could see that your mother was there among them. And most frightful of all was waiting for your commander to give the order to fire. Everyone waited in fear for that order, because one would whisper, “There’s my mother,” another “And there’s my sister,” or someone would see their own child…My mama always went around in a white kerchief. She was tall, she was always the first to be noticed. Before I had time to notice her, someone would already report, “There goes your mother “ When they give the order to shoot, you shoot. And I myself didn’t know where I was shooting; there was one thing in my head: “Don’t lose sight of that white kerchief—is she alive, has she fallen?” A white kerchief…They all run away, fall down, and you don’t know whether your mother has been killed or not. For the next two days or more, I walk around, beside myself, until the liaisons come back from the village to tell me she’s alive. I can live again. Until the next time. I don’t think I could stand it now. I hated them…My hatred helped me…To this day the scream of a child who is thrown down a well still rings in my ears. Have you ever heard that scream? The child is falling and screaming, screaming as if from somewhere under the ground, from the other world. It’s not a child’s scream, and not a man’s either. And to see a young fellow cut up with a saw…Our partisan…After that, when you go on a mission, your heart seeks only one thing: to kill them, kill as many as possible, annihilate them in the cruelest way.

five commandments: 1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle.

In the first day of the fighting, America’s new president, Joe Biden, called me. We had known each other for close to forty years, from the time we both came to Washington, he as a young senator from Delaware and I as deputy chief of Israel’s embassy to the United States. Four days after the 2020 elections Biden was declared president-elect. In the twenty-four hours after that declaration I followed twenty other world leaders in offering my congratulations. This elicited the ire of President Trump, who to this day believes that I was the first to do so. Now in our phone call President Biden said that America stood by Israel’s right to defend itself. But in the coming days, as the fighting escalated and the press reported on mounting Palestinian casualties, he began to push for a cease-fire. “Bibi, I gotta tell you, I’m coming under a lot of pressure back here,” he said. “This is not Scoop Jackson’s Democratic Party,” referring to the strikingly pro-Israel senator whose long tenure ended in the 1980s. “I’m getting squeezed here to put an end to this as soon as possible.” I responded that I was getting squeezed by millions of Israelis in underground shelters who rightfully expected me to knock the daylight out of the terrorists. For this the IDF needed a few more days to complete the destruction of the Hamas terrorist infrastructure. Our intelligence could pick off more prime targets, especially since Hamas’s underground bunkers were no longer secure. Biden agreed but resumed the pressure to end the fighting the next day. As I did earlier with Obama during Operation Protective Edge in 2014, I asked and got from Biden during Operation Guardian of the Walls a commitment to fund the replenishing of Iron Dome interceptors, a defensive weapon system that enjoyed broad bipartisan support in the US Congress. Each phone conversation with the president brought the end of the fighting closer. I could buy a little more time, but it was clear that we would not have the seemingly unlimited time we had in 2014. Nor did we need it. Within a little over a week, the IDF’s main battle goals were achieved, but I had one more objective in mind. With some luck and a bit more intelligence work, we might be able to pick off Mohammed Deif, the Hamas terrorist chief who was responsible for the murder of hundreds of Israelis and who had managed to evade all our previous efforts to target him.

Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

I became a broken record on the algorithm,” Musk says. “But I think it’s helpful to say it to an annoying degree.” It had five commandments: 1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

To be free requires that we are not marionettes whose strings are pulled by physical law. Whether the laws are deterministic (as in classical physics) or probabilistic (as in quantum physics) is of deep significance to how reality evolves and to the kinds of predictions science can make. But for assessing free will, the distinction is irrelevant. If the fundamental laws can continually churn, never grinding to a halt for lack of human input and applying all the same even if particles happen to inhabit bodies and brains, then there is no place for free will. Indeed, as is affirmed by every scientific experiment and observation ever conducted, long before we humans came on the scene the laws ruled without interruption; after we arrived, they continued to rule without interruption. To sum up: We are physical beings made of large collections of particles governed by nature’s laws. Everything we do and everything we think amounts to motions of those particles. Shake my hand and particles constituting your hand push up and down against those constituting mine. Say hello, and particles constituting your vocal cords jostle particles of air in your throat, setting off a chain reaction of colliding particles that ripples through the air, knocking into the particles constituting my eardrums, setting off a surge of yet other particles in my head, which is how I manage to hear what you’re saying. Particles in my brain respond to the stimuli, yielding the thought that’s a strong grip, and sending signals carried by other particles to those in my arm, which drive my hand to move in tandem with yours. And since all observations, experiments, and valid theories confirm that particle motion is fully controlled by mathematical rules, we can no more intercede in this lawful progression of particles than we can change the value of pi. Our choices seem free because we do not witness nature’s laws acting in their most fundamental guise; our senses do not reveal the operation of nature’s laws in the world of particles. Our senses and our reasoning focus on everyday human scales and actions: we think about the future, compare courses of action, and weigh possibilities. As a result, when our particles do act, it seems to us that their collective behaviors emerge from our autonomous choices. However, if we had the superhuman vision invoked earlier and were able to analyze everyday reality at the level of its fundamental constituents, we would recognize that our thoughts and behaviors amount to complex processes of shifting particles that yield a powerful sense of free will but are fully governed by physical law.

Few grown humans can normally survive a fall of much more than twenty-five or thirty feet, though there have been some notable exceptions—none more memorable perhaps than that of a British airman in World War II named Nicholas Alkemade. In the late winter of 1944, while on a bombing run over Germany, Flight Sergeant Alkemade, the tail gunner on a British Lancaster bomber, found himself in a literally tight spot when his plane was hit by enemy flak and quickly filled with smoke and flames. Tail gunners on Lancasters couldn’t wear parachutes because the space in which they operated was too confined, and by the time Alkemade managed to haul himself out of his turret and reach for his parachute, he found it was on fire and beyond salvation. He decided to leap from the plane anyway rather than perish horribly in flames, so he hauled open a hatch and tumbled out into the night. He was three miles above the ground and falling at 120 miles per hour. “It was very quiet,” Alkemade recalled years later, “the only sound being the drumming of aircraft engines in the distance, and no sensation of falling at all. I felt suspended in space.” Rather to his surprise, he found himself to be strangely composed and at peace. He was sorry to die, of course, but accepted it philosophically, as something that happened to airmen sometimes. The experience was so surreal and dreamy that Alkemade was never certain afterward whether he lost consciousness, but he was certainly jerked back to reality when he crashed through the branches of some lofty pine trees and landed with a resounding thud in a snowbank, in a sitting position. He had somehow lost both his boots, and had a sore knee and some minor abrasions, but otherwise was quite unharmed. Alkemade’s survival adventures did not quite end there. After the war, he took a job in a chemical plant in Loughborough, in the English Midlands. While he was working with chlorine gas, his gas mask came loose, and he was instantly exposed to dangerously high levels of the gas. He lay unconscious for fifteen minutes before co-workers noticed his unconscious form and dragged him to safety. Miraculously, he survived. Some time after that, he was adjusting a pipe when it ruptured and sprayed him from head to foot with sulfuric acid. He suffered extensive burns but again survived. Shortly after he returned to work from that setback, a nine-foot-long metal pole fell on him from a height and very nearly killed him, but once again he recovered. This time, however, he decided to tempt fate no longer. He took a safer job as a furniture salesman and lived out the rest of his life without incident. He died peacefully, in bed, aged sixty-four in 1987. —

In the future that globalists and feminists have imagined, for most of us there will only be more clerkdom and masturbation. There will only be more apologizing, more submission, more asking for permission to be men. There will only be more examinations, more certifications, mandatory prerequisites, screening processes, background checks, personality tests, and politicized diagnoses. There will only be more medication. There will be more presenting the secretary with a cup of your own warm urine. There will be mandatory morning stretches and video safety presentations and sign-off sheets for your file. There will be more helmets and goggles and harnesses and bright orange vests with reflective tape. There can only be more counseling and sensitivity training. There will be more administrative hoops to jump through to start your own business and keep it running. There will be more mandatory insurance policies. There will definitely be more taxes. There will probably be more Byzantine sexual harassment laws and corporate policies and more ways for women and protected identity groups to accuse you of misconduct. There will be more micro-managed living, pettier regulations, heavier fines, and harsher penalties. There will be more ways to run afoul of the law and more ways for society to maintain its pleasant illusions by sweeping you under the rug. In 2009 there were almost five times more men either on parole or serving prison terms in the United States than were actively serving in all of the armed forces.[64] If you’re a good boy and you follow the rules, if you learn how to speak passively and inoffensively, if you can convince some other poor sleepwalking sap that you are possessed with an almost unhealthy desire to provide outstanding customer service or increase operational efficiency through the improvement of internal processes and effective organizational communication, if you can say stupid shit like that without laughing, if your record checks out and your pee smells right—you can get yourself a J-O-B. Maybe you can be the guy who administers the test or authorizes the insurance policy. Maybe you can be the guy who helps make some soulless global corporation a little more money. Maybe you can get a pat on the head for coming up with the bright idea to put a bunch of other guys out of work and outsource their boring jobs to guys in some other place who are willing to work longer hours for less money. Whatever you do, no matter what people say, no matter how many team-building activities you attend or how many birthday cards you get from someone’s secretary, you will know that you are a completely replaceable unit of labor in the big scheme of things.

The US traded its manufacturing sector’s health for its entertainment industry, hoping that Police Academy sequels could take the place of the rustbelt. The US bet wrong. But like a losing gambler who keeps on doubling down, the US doesn’t know when to quit. It keeps meeting with its entertainment giants, asking how US foreign and domestic policy can preserve its business-model. Criminalize 70 million American file-sharers? Check. Turn the world’s copyright laws upside down? Check. Cream the IT industry by criminalizing attempted infringement? Check. It’ll never work. It can never work. There will always be an entertainment industry, but not one based on excluding access to published digital works. Once it’s in the world, it’ll be copied. This is why I give away digital copies of my books and make money on the printed editions: I’m not going to stop people from copying the electronic editions, so I might as well treat them as an enticement to buy the printed objects. But there is an information economy. You don’t even need a computer to participate. My barber, an avowed technophobe who rebuilds antique motorcycles and doesn’t own a PC, benefited from the information economy when I found him by googling for barbershops in my neighborhood. Teachers benefit from the information economy when they share lesson plans with their colleagues around the world by email. Doctors benefit from the information economy when they move their patient files to efficient digital formats. Insurance companies benefit from the information economy through better access to fresh data used in the preparation of actuarial tables. Marinas benefit from the information economy when office-slaves look up the weekend’s weather online and decide to skip out on Friday for a weekend’s sailing. Families of migrant workers benefit from the information economy when their sons and daughters wire cash home from a convenience store Western Union terminal. This stuff generates wealth for those who practice it. It enriches the country and improves our lives. And it can peacefully co-exist with movies, music and microcode, but not if Hollywood gets to call the shots. Where IT managers are expected to police their networks and systems for unauthorized copying – no matter what that does to productivity – they cannot co-exist. Where our operating systems are rendered inoperable by “copy protection,” they cannot co-exist. Where our educational institutions are turned into conscript enforcers for the record industry, they cannot co-exist. The information economy is all around us. The countries that embrace it will emerge as global economic superpowers. The countries that stubbornly hold to the simplistic idea that the information economy is about selling information will end up at the bottom of the pile. What country do you want to live in?

I’d known him just ten days, and it had just left his mouth in an unexpected whisper. It had been purely instinctive, it seemed--something entirely unplanned. He clearly hadn’t planned to say those words to me that night; that wasn’t the way he operated. He was a man who had a thought and acted on it immediately, as evidenced by his sweet, whispery phone calls right after our dates. He spent no time at all calculating moves; he had better things to do with his time. When we held each other on that chilly spring night and his feelings had come rushing to the surface, he’d felt no need to slap a filter over his mouth. It had come out in a breath: I love you. It was as if he had to say it, in the same way air has to escape a person’s longs. It was involuntary. Necessary. Natural. But as beautiful and warm a moment as it was, I froze on the spot. Once I realized it had been real--that he’d actually said the words--it seemed too late to respond; the window had closed, the shutters had clapped shut. I responded in the only way my cowardice would allow: by holding him tighter, burying my face deeper into his neck, feeling equal parts stupid and awkward. What is your problem? I asked myself. I was in the midst of what was possibly the most romantic, emotionally charged moment of my life, in the embrace of a man who embodied not only everything I’d ever understood about the textbook definition of lust, but everything I’d ever dreamed about in a man. He was a specimen--tall, strong, masculine, quiet. But it was much more than that. He was honest. Real. And affectionate and accessible, quite unlike J and most of the men I’d casually dated since I’d returned home from Los Angeles months earlier. I was in a foreign land. I didn’t know what to do. I love you. He’d said it. And I knew his words had been sincere. I knew, because I felt it, too, even though I couldn’t say it. Marlboro Man continued to hold me tightly on that patio chair, undeterred by my silence, likely resting easily in the knowledge that at least he’d been able to say what he felt. “I’d better go home,” I whispered, suddenly feeling pulled away by some imaginary force. Marlboro Man nodded, helping me to my feet. Holding hands, we walked around his house to my car, where we stopped for a final hug and a kiss or two. Or eight. “Thanks for having me over,” I managed. Man, I was smooth. “Any time,” he replied, locking his arms around my waist during the final kiss. This was the stuff that dreams were made of. I was glad my eyes were closed, because they were rolled all the way into the back of my head. It wouldn’t have been an attractive sight. He opened the door to my car, and I climbed inside. As I backed out of his driveway, he walked toward his front door and turned around, giving me his characteristic wave in his characteristic Wranglers. Driving away, I felt strange, flushed, tingly. Burdened. Confused. Tortured. Thirty minutes into my drive home, he called. I’d almost grown to need it. “Hey,” he said. His voice. Help me. “Oh, hi,” I replied, pretending to be surprised. Even though I wasn’t. “Hey, I…,” Marlboro Man began. “I really don’t want you to go.” I giggled. How cute. “Well…I’m already halfway home!” I replied, a playful lilt to my voice. A long pause followed. Then, his voice serious, he continued, “That’s not what I’m talking about.

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