Pb Quotes

When something needs to be said, you look for a man to say it. But when something needs actually to be done, you look for a woman.

To grant all a man's wishes is to take away his dreams and ambitions. Life is only worth living if you have something to strive for. To aim at.

Back up. What questions? (Amun) Everything you asked me and more. (Haidee) Such as? (Amun) A blush stained her cheeks. Like was I going to have telepathic sex with you at the dinner table. Did I know how to cook something other than a PB and J. Was I ok with naked Thursdays.

The alternative to thinking in evolutionary terms is not to think at all.

May the saddest day of your future be no worse than the happiest day of your past.

A wish is a dish that's a lot like a fish: Once it's been eaten it's harder to throw back. - Mr. Rakshasas

قف مكانك لاتتحرك ! وأشارت أم كلثوم إلى فلاح يجر خلفه جاموسه ويغني قصيدة سلوا قلبي pb030. واستمعت أم كلثوم إلى الفلاح باهتمام , وكان صوته كئيباً ولكنه أطرب أم كلثوم وقالت كنت أتمنى أن يعيش شوقي ليسمع شعره يتغنى به الفلاحون المصريون في حقولهم , وقد كان يقول لي إن شعره لايفهمه إلا الأدباء والمثقفون

The human mind treats a new idea the same way the body treats a strange protein; it rejects it.

And tell them all about the books you've read. Better still, buy some more books and read them. That's an order. You can never read too many books.

I got breakfast covered,” she said. “Berries reduced in sugar and acid, fused with a blended nut butter and spread on toasted wheat.” “So…a PB and J?” asked Aiden.

Say goodbye to your PB&J.' At his confused look, I add, 'One day I'm going to knock your penis, brain and jaw right off your-' Slap. Stars wink before my eyes.

Most people follow the path wherever it leads them. Others hack their own way through the brush and always seem to end up on higher ground.

We are not wise enough, pure enough, or strong enough to aim and sustain such a single motive over a lifetime. That way lies fanaticism or failure. But if the single motive is the master motivation of God's calling, the answer is yes. In any and all situations, both today and tomorrow's tomorrow, God's call to us is the unchanging and ultimate whence, what, why, and whither of our lives. Calling is a 'yes' to God that carries a 'no' to the chaos of modern demands. Calling is the key to tracing the story line of our lives and unriddling the meaning of our existence in a chaotic world.

Being human doesn’t mean you’re weak, it just means you’re subject to the same little quirks and foibles as the rest of us—for which you should be grateful.

A second or two later, the reptile had been quite absorbed by a handsome, arrogant-looking Englishman smelling strongly of snobbery and snake.

Modern life assaults us with an infinite range of things we could do, we would love to do, or some people tell us we should do. But we are not God and we are neither infinite nor eternal. We are quite simply finite. We have only so many years, so much energy, so many gray cells, and so many bank notes in our wallets. 'Life is too short to...' eventually shortens to 'life is too short.

Forgetting is unlearning. It is essentially asking for time travel.

In practice it undermines the transformation of faith. When Christians concentrate their time and energy on their own separate spheres and their own institutions-whether all-absorbing megachurches, Christian yellow-page businesses, or womb-to-tomb Christian cultural ghettoes-they lose the outward thrusting, transforming power that is at the heart of the gospel. Instead of being 'salt' and 'light' -images of a permeating and penetrating action-Christians and Christian institutions become soft and vulnerable to corruption from within.

PB&J-dilla - Spread some natural (organic) PB (or other nut or seed butter) on one side of your tortilla. Top with jam of choice. Add some fruit, if you want (sliced banana and green apple work nicely). Fold. Place in a hot skillet and toast about 2 minutes per side. Remove from pan, cut into quesadilla-style wedges and serve or pack into lunchboxes.

complicated, Nell. People are complicated. If that weren’t so, life would get pretty damned boring.

My sadness brings me tears of joy.

The author explores the result of endless choice. It is not only overload, but a profound loss of unity, solidity, and coherence in life.

Yes.

May you have warm words on a cool evening, a full moon on a dark night, and a smooth road all the way to your door.

These things take time. If it's rushed then where's the good in goodbye?

Business relationships are important for strong communities,

Nothing goes better with crackers and PB than grape juice.

Does a PB&J count as dinner?” “If you’re in the third grade.

(Not incidentally, lead’s symbol is Pb, for the Latin plumbum, the source word for our modern plumbing.) The Romans also flavored their wine with lead, which may be part of the reason they are not the

You've got it wrong." His voice was harsh. "Jackson—" He cut her off. "No, it's my turn to talk. You've given your speech. And I get it, Mollie, I do. Madison is your sister, and she made you PB&J as a kid when your parents checked out, and that's fine. But open your eyes. You don't owe her anything anymore. You are your own woman, and you are a woman, Mollie. You're not a kid. You're not a girl. And if I've been a complete asshole lately, it's because I'm having a hell of a time coming to grips with the fact that I want you. And fuck, Mollie, I want you. I want you so bad, I'm dying." Mollie had never made the first move on a man in her life. She was old-fashioned like that. But she made the first move now. She took a step forward, placed a hand at the back of his head, and pulled his mouth to hers.

Calling resists privatization by insisting on the totality of faith. Calling resists politicization by demanding a tension with every human allegiance and association. Calling resists polarization by requiring an attitude toward, and action in, society that is inevitably transforming because it is constantly engaged. Grand Christian movements will rise and fall. Grand campaigns will be mounted and grand coalitions assembled. But all together such coordinated efforts will never match the influence of untold numbers of followers of Christ living out their callings faithfully across the vastness and complexity of modern society.

Deliver a winning user experience”: Without an explanation of why we hadn’t been able to do that so far, how we could change course, and why we would be able to do things differently in the future, this was just an item on a wish list.

Tea has nothing to do with being hungry," said Nimrod. "For Englishmen, it is like a canonical hour. And almost as much of an important ritual as the tea ceremony in Japan. Except for one thing. With tea, in Japan, recognition is given that every human encounter is a singular occasion which can, and will, never recur again exactly. Thus every aspect of tea must be savored for what it gives the participants. But in England, the significance occurs in the fact that teas is always the same, and will always recur again and again, exactly . For how is the endurance of a great civilization to be measured?

She is afraid, and yet she wants the priest to see inside her and accept the monsters that wrap around the secret, pure part of her--the part she managed to save, miraculously, that so many of us have lost. she knows the monsters are there and yet wants to be seen.

My friends were thin, pretty, naturally bronzed and accessorized with bug-eyed sunglasses. They slurped vodka straight from the bottle while they drove. They roamed the streets in bikinis by day and by night, skimpy dresses short enough to bare their ass cheeks when they bent over. They pushed up their breasts and snorted coke in the bathrooms of clubs before grinding their crotches into strangers until last call. And when the night came to an end, they romped through the filthy, gum-stained streets barefoot because they were too hammered to feel the glass shards beneath their soles. The PB girls were wild, edgy, and dangerously carefree.

But Philippa was hardly listening. "It's a riddle," she declared finally, pointing to the card in the strange little round window. "I think that if we answer the riddle we can get in. Listen 'The beginning of eternity. The end of time and space. The beginning of every end. And the end pf everyplace." John shrugged. "I don't get it." "No, but I do," Philippa said triumphantly. "The answer is the letter e. E is the beginning of eternity, the end of time and space, the beginning of every end, and the end of everyplace.

Man was created to love; to love God, himself, and those around him.

Love is a curious malady. The symptoms vary widely among its sufferers.

To get on

To ignore a person’s name was to ignore—or deny—her very humanity. “She’s

Beware, O Man - for knowledge must to thee, Like the great flood to Egypt, ever be.

Too old for what?” I demanded. “Fun?” I

I want us to exist together until we perish. Pure.

Reality, looked at steadily, is unbearable.

what we observe is not nature itself, but nature exposed to our method of questioning’.77

Every time I looked at Colin on his trips home he was either eating, sleeping, or reading.

Never make a wishbone where your backbone ought to be. Sometimes we must leave things as we find them. And we should recognize that a fact is only a fact because all our wishing cannot make it otherwise.

I was looking for a job, david. I was walking up and down that bloody street and I had gone into a lot of stores. I remember I was really cold and it was really windy and then Ijust found myself standing on the top step. Then I went in, nothing special.

She herself was of the opinion that there would have been no need for a wish consultant if grammar had been taught properly in schools, so that mundanes could be trained to mean exactly what they said. Not wishing to be rude to her guest, however, she kept this opinion to herself.

To suffer woes which Hope thinks infinite; To forgive wrongs darker than death or night; To defy power, which seems omnipotent; To love, and bear! to hope till Hope creates From its own wreck the thing it contemplates! Neither to change, nor falter, nor repent! This, like thy glory, Titan, is to be Good, great and joyous, beautiful and free; This is a long Life, Joy, Empire, and Victory.

The complex interplay of the emotions, however, is far beyond the understanding of functional neuroanatomists. Where, for example, are the representations of the id, ego, and and the superego? Through what pathway are ethical and moral judgments shepherded? What processes allow beauty to be in the eye of the beholder? These philosophical questions represent a true frontier of human discovery.

The most important thing a developer can do for a learner is to listen in an active way. This includes hearing not only what is said, but also how it is said and what it means; recognizing, then encouraging or challenging, the learner’s patterns of thinking, feeling, and behaving, particularly those that support or detract from the learner’s goals and ultimate growth; and having the experience, intuition, and wisdom to know when to just listen and when to say or do something.

People who create successful strategic relationships demonstrate 10 essential character traits:    1. Authentic. They are genuine, honest, and transparent. They are cognizant of (and willing to admit to) their strengths and weaknesses.    2. Trustworthy. They build relationships on mutual trust. They have a good reputation based on real results. They have integrity: their word is their bond. People must know, like, and trust you before sharing their valuable social capital.    3. Respectful. They are appreciative of the time and efforts of others. They treat subordinates with the same level of respect as they do supervisors.    4. Caring. They like to help others succeed. They’re a source of mutual support and encouragement. They pay attention to the feelings of others and have good hearts.    5. Listening. They ask good questions, and they are eager to learn about others—what’s important to them, what they’re working on, what they’re looking for, and what they need—so they can be of help.    6. Engaged. They are active participants in life. They are interesting and passionate about what they do. They are solution minded, and they have great “gut” instincts.    7. Patient. They recognize that relationships need to be cultivated over time. They invest time in maintaining their relationships with others.    8. Intelligent. They are intelligent in the help they offer. They pass along opportunities at every chance possible, and they make thoughtful, useful introductions. They’re not ego driven. They don’t criticize others or burn bridges in relationships.    9. Sociable. They are nice, likeable, and helpful. They enjoy being with people, and they are happy to connect with others from all walks of life, social strata, political persuasions, religions, and diverse backgrounds. They are sources of positive energy.   10. Connected. They are part of their own network of excellent strategic relationships.

Much of the greatness of the human spirit can be seen in our passionate pursuit of knowledge, truth, justice, beauty, perfection, and love. At the same time, few things are so haunting as the stories of the very greatest seekers falling short. Leonardo da Vinci's magnificent failures point to a very personal entry point to the wonder of calling - when something more than human seeking is needed if seeking is to be satisfied, then calling means that seekers themselves are sought.

P.B. I find that I have a fantasy image. It’s that I really like making other people happy, which is probably egotistical, because they think ‘What a lovely girl’, you know. But it’s also that I don’t want people to touch me. I don’t mean physically particularly, though it’s that as well. So I always like to feel that I’m sort of floating by and just occasionally being there, seeing them. I’m very inclined to play a role that someone sets for me, particularly when I first meet people. One of the reasons I married Clive was because he really did accept me as a human being, a person with a mind. N.D. Men think of you just as a pretty girl you mean? P.B. No. They just find it embarrassing when you start talking. Lots of women are intellectually more clever than lots of men. But it’s difficult for men to accept the idea. N.D. If you start talking about ideas they just think you’re putting it on? P.B. Not that you’re putting it on. They just find it slightly embarrassing that you’re not doing the right thing.

That evening we sat in the courtyard of the hotel once more, watching the sun sink below the western isles. I told Alexi what had happened that day. I fancied I could glimpse the grey stone wall of Lismore House on its island hilltop, the red light of the setting sun glinting from the windows, and from there the wasted frame of Jonathan Blake gazing out across the sea, on nothing, his boy waiting for him to die. But it was my fantasy, simply the image on my mind, like the image burned on to your eyes when you have stared too long at the sun, the passing footprint of a creature long gone.

This time he asks his audience to join him in a mental exercise. As Boyd states, Imagine that you are on a ski slope with other skiers [. . .]. Imagine that you are in Florida riding in an outboard motorboat, maybe even towing water-skiers. Imagine that you are riding a bicycle on a nice spring day. Imagine that you are a parent taking your son to a department store and that you notice he is fascinated by the toy tractors or tanks with rubber caterpillar treads’.38 Now imagine that you pull the ski’s off but you are still on the ski slope. Imagine also that you remove the outboard motor from the motor boat, and you are not longer in Florida. And from the bicycle you remove the handle- bar and discard the rest of the bike. Finally, you take off the rubber treads from the toy tractor or tanks. This leaves only the following separate pieces: skis, outboard motor, handlebars and rubber treads. However, he challenges his audience, what emerges when you pull all this together?39 SNOWMOBILE

You learned this tactic from Colin, didn’t you? He used to say, ‘Ask a question, then keep your mouth shut and wait for the other fellow to give in and start talking. Most folks can’t bear to sit and look at each other with no words to fill the air.

A lady’s capacity for forgiveness tends to be in inverse proportion to the freshness of the transgression.

he to remain in Paris,

dare speak.... “Is he to remain in Paris,

She said it wouldn’t be right to deny him a proper burial with a priest officiating just because he was a criminal, that God loves sinners just as much as He loves the rest of us.

As always, Viola,” Mead chuckled, “your candor is uniquely refreshing. I don’t call them bribes, though. I call them ‘financial incentives.

We have reached a juncture in the path of our acquaintance, you and I, from whence we cannot continue as before, strolling along side by side with no particular destination in mind, at least none of which we dare speak....

A good silence is better than a million words from the mouth of a fool.

A fool is always too full to feed on the words of the wise.

Love is a series of good deeds guided by sincere kindness.

Are they saying that the trees are just as special as I am?" "No, we're saying that was always between you and the trees.

I had forgotten how much wickedness is in the world.

Disruptive innovation, as made popular by Harvard Business School professor Clayton M. Christensen, results when a company uses a new technology to disrupt the prevailing business model in an existing market that is filled with overserved customers. This approach to innovation is different.

A new market innovation occurs when a company discovers that people (individuals or businesses) are struggling to get a job done on their own because no products exist and devises a creative product or service that enables customers to get that job done faster and cheaper than ever before; ultimately, the company creates a new market.

Operational innovation happens when a company discovers inefficiencies in a business operation and works to address those inefficiencies through creative solutions.

Product innovation, or service innovation, which is the most common type of innovation, results from improvements that are made to existing products and services.

To execute their innovation processes successfully, companies must obtain three distinct types of data. They must know which jobs their customers are trying to get done (that is, the tasks or activities customers are trying to carry out); the outcomes customers are trying to achieve (that is, the metrics customers use to define the successful execution of a job); and the constraints that may prevent customers from adopting or using a new product or service.

companies need to figure out what jobs customers want to get done and how they measure success in getting a job done before they can determine what solutions customers want.

For a company to innovate, it must create products and services that let consumers perform a job faster, better, more conveniently, and/or less expensively than before. To achieve this objective, companies must know what outcomes customers are trying to achieve (what metrics they use to determine how well a job is getting done) and figure out which technologies, products, and features will best satisfy the important outcomes that are currently underserved.

the customer-driven movement has failed to produce the desired results because asking the customer what he wants solicits not only the wrong inputs, but inputs that inadvertently cause the failures that managers are fervently trying to avoid.

An agreed-on language is fundamental to success in any discipline, yet confusion has permeated product development because companies continue to define "requirements" as any kind of customer input: customer wants, needs, benefits, solutions, ideas, desires, demands, specifications, and so on. But really, those are all different types of inputs, none of which can be used predictably to ensure success.

Only after knowing what jobs customers are trying to get done and what outcomes they are trying to achieve are companies able to systematically and predictably identify opportunities and create products and services that deliver significant new value. Only then can they figure out What Customers Want.

Technically speaking, innovation is the process of creating a product or service solution that delivers significant new customer value.

(Data from the under-construction Square Kilometer Array telescope is expected to be collected at the rate of 10 PB/hour. Data from Facebook is estimated to accumulate at the rate of less than 1 PB/day.)

As far as everyone in Dallas was concerned, the SWAT team was better than sliced bread, PB&J with the crusts cut off, and sex in an air-conditioned room—combined.

When you deliver first-class work as a volunteer, people will assume you deliver the same high-quality work in your professional life.

they have experiences and insight that I don’t have. . . . You have to genuinely like people to make this work.

You cannot learn from the mistakes of the past if you do not have the truth. You cannot make amends for mistakes if you do not have the truth. You cannot build a future if you do not have the truth. A nation cannot survive if it does not have the courage and the strength to face the truth.

One morning, as he sat at his desk, he heard the sound of a horse's hooves on the path outside his house. He stepped out on to the verandah. There, on a tall grey horse, sat Morgane. 'I've come to have my picture painted,' she said. She took off her hat and her long black hair cascaded below her shoulders. 'You said you would,' she added, before dismounting. She wore a pair of moleskin jodhpurs and a white shirt, open at the neck. Her skin was radiant from the African sun.

To flourish and grow in a many-sided uncertain and ever changing world that surrounds us, suggests that we have to make intuitive within ourselves those many practices we need to meet the exigencies of that world. The contents that comprise this ‘Discourse’ unfold observations and ideas that contribute towards achieving or thwarting such an aim or purpose. John Boyd, A Discourse

Over the past few months, we have introduced a number of great benefits and tools to make us more productive, efficient and fun. With the introduction of initiatives like FYI, Goals and PB&J, we want everyone to participate in our culture and contribute to the positive momentum. From Sunnyvale to Santa Monica, Bangalore to Beijing—I think we can all feel the energy and buzz in our offices. To become the absolute best place to work, communication and collaboration will be important, so we need to be working side-by-side. That is why it is critical that we are all present in our offices. Some of the best decisions and insights come from hallway and cafeteria discussions, meeting new people, and impromptu team meetings. Speed and quality are often sacrificed when we work from home. We need to be one Yahoo, and that starts with physically being together. Beginning in June, we’re asking all employees with work-from-home arrangements to work in Yahoo offices. If this impacts you, your management has already been in touch with next steps. And, for the rest of us who occasionally have to stay home for the cable guy, please use your best judgment in the spirit of collaboration. Being a Yahoo isn’t just about your day-to-day job, it is about the interactions and experiences that are only possible in our offices. Thanks to all of you, we’ve already made remarkable progress as a company—and the best is yet to come. Jackie

His first step in developing A Discourse is an attempt to discover how we develop knowledge, how we learn. His very starting premise is that the world is fundamentally uncertain, truth is an arena of combat, knowledge is a weapon, as is the capability to evolve one’s knowledge base. He warns against monochromatic views and argues that command organizations should consist of people with different frames of reference, thereby ensuring a variety of interpretations of one observation. Truth is dialogical, in postmodern terms; it arises from people in discourse. Assigning meaning to events, phenomena or objects is not just an individual process. The OODA loop itself indeed is an epistemological statement. It is an abstract and theoretical model of the way we derive knowledge from our environment.

As a model for postmodern strategy, the value of the OODA loop, and the arguments Boyd makes using it, lies in pointing towards the non-traditional tools for creating combat power and non-traditional targets in an enemy system. Language, doctrine, belief systems, experience, culture, symbols, schemata, dataflows, knowledge about itself and its opponent, perception, organizational ability for learning, the capability to change practices, all positioned in the temporal dimension, are at least as valuable as technology, weapons, numbers of soldiers in defining combat effectiveness.

Boyd’s command philosophy is essential for the Boydian operational art to succeed. Warning against the dangers of relying on explicit communication and control mechanisms, he advocates a command arrangement with some explicit control mechanism and feedback loops, but one that is in particular reliant on implicit ones, formed by common frames of reference, shared ideas, shared experiences, trust, etc.

Higher commands must shape the ‘decision space’ of subordinate commanders. They must trust and coach. They must encourage cooperation and consultation among lower levels. They must accept bad news and be open for suggestions, lower-level initiatives and critique. It is thus more a question of leadership and appreciation of what is going on and comparing this to what is expected.

In an abstract sense, Boyd regards these schools of thought as alternative modes of behavior, and the theories as orientation patterns. He regards strategic theories and strategic concepts, like doctrines, as part of the repertoire of a strategist’s orientation pattern, integrating them in the cognitive dimension and in the discovery of fundamental similarities when he strips the theories to their bare essentials and expresses them in systems-theoretical/neo-Darwinist terms.

Where Liddell Hart saw victory always accruing from the application of the indirect approach, Boyd saw the process of action–reaction, of learning, anticipation, invention and counter-movements. Boyd searched not for one particular optimum, but instead acknowledged the contingent nature of war, and focused on the universal processes and features that characterize war, strategy, and the game of winning and losing. Thus Boyd took his audience to insights that he considered more important: a balanced, broad and critical view instead of the doctrinaire.

He called his work A Discourse because it was through interaction with his public that understanding and meaning would be generated. He also had a discourse with history and science, using various lenses to analyze events, to derive meaning and understanding of a complex phenomenon called war, and the nonlinear way people acted, and attempted to control events in it through a dialectic process, a constant process of analysis and synthesis, based on experience, culture, genetics, one’s relationships with others, etc.

The centrality of orientation The narrow interpretation of the OODA loop also de-emphasizes another essential feature of Boyd’s theory: developing, maintaining and reshaping one’s orientation, the box around which the loop graphically revolves. Speed, brave decisions and heroic actions are pointless if the observation was inaccurate because of our inadequate orientation. Orientation shapes the way we interact with the environment. It is in a sense the ‘genetic code’ of an organism or organization.

In order to avoid predictability and ensuring adaptability to a variety of challenges, it is essential to have a repertoire of orientation patterns and the ability to select the correct one according to the situation at hand while denying the opponent the latter capability. Moreover, Boyd emphasizes the capability to validate the schemata before and during operations and the capability to devise and incorporate new ones, if one is to survive in a rapidly changing environment.

Indeed, rapid OODA looping is merely one aspect of the process of adaptation. In the comprehensive OODA loop model Boyd’s attention to this broader theme comes most clearly to the fore. While the early presentations are clearly aimed at a military audience and pertain to operational art, by shifting his focus to a number of processes that in abstract are similar for a variety of organisms and social systems, Boyd steers A Discourse beyond military history and warfare. In particular during his later period Boyd approached and explained patterns for winning and losing from this more abstract point of view, suggesting patterns in the behavior of organisms and organizations when confronted with threats and challenges of an even more general nature.

He married military history with science, building his theory upon Gödel, Heisenberg, Popper, Kuhn, Piaget and Polanyi, who highlighted the unavoidable feature of uncertainty in any system of thought (as well as the limits of the Newtonian paradigm). Cybernetics and systems theory offered him the concept of feedback, the combination of analysis–synthesis as well as the Second Law of Thermodynamics and entropy, the distinction between open and closed systems, the importance of interactions and relations, and the need for a holistic approach. The cognitive revolution, combined with neo-Darwinist studies, showed him the role of schemata formed by genetics, culture and experience. Chaos theory highlighted non-linear behavior.

These ideas returned in various guises in complexity theory, emphasizing the general theme of adaptation. Thus he introduced into strategic theory the concept of open complex adaptive systems struggling to survive in a contested, dynamic, non-linear world pregnant with uncertainty, constantly attempting to improve and update its schemata and repertoire of actions and its position in the ecology of the organization. Such an eclectic holistic approach became an argument in itself: he considered it a prerequisite for sound strategic thinking. He wanted to inculcate his audience not so much with a doctrine as with an understanding of the dynamics of war and strategy and a style of thinking about that dynamic that differed from the deterministic mindset that prevailed in the strategic discourse of the 1960s and 1970s. Applying his argument in practice – constantly showing the dynamic of move and countermove, stripping bare, analyzing, the essence of certain strategies, and then recombining them with new insights and hypotheses – allowed him to expand and go ‘deeper’ into the essence of strategy and war than previous strategists.