Production Designer Quotes

When we exclude half of humanity from the production of knowledge we lose out on potentially transformative insights.

A startup is a human institution designed to create a new product or service under conditions of extreme uncertainty.

One of the most important things to say about the gender data gap is that it is not generally malicious, or even deliberate. Quite the opposite. It is simply the product of a way of thinking that has been around for millennia and is therefore a kind of not thinking. A double not thinking, even: men go without saying, and women don't get said at all. Because when we say human, on the whole, we mean man.

Any product that needs a manual to work is broken.

So that’s our approach. Very simple, and we’re really shooting for Museum of Modern Art quality. The way we’re running the company, the product design, the advertising, it all comes down to this: Let’s make it simple. Really simple.” Apple’s design mantra would remain the one featured on its first brochure: “Simplicity is the ultimate sophistication.

for Steve, less is always more, simpler is always better. Therefore, if you can build a glass box with fewer elements, it’s better, it’s simpler, and it’s at the forefront of technology. That’s where Steve likes to be, in both his products and his stores.

Designing a product is designing a relationship.

We were not designed rationally, but are products of a convoluted history.

you're a product just as much. a product of a product. the people who design cars, they're products, your teachers, products. the minister in your church, another product.

Supposing there was no intelligence behind the universe, no creative mind. In that case, nobody designed my brain for the purpose of thinking. It is merely that when the atoms inside my skull happen, for physical or chemical reasons, to arrange themselves in a certain way, this gives me, as a by-product, the sensation I call thought. But, if so, how can I trust my own thinking to be true? It's like upsetting a milk jug and hoping that the way it splashes itself will give you a map of London. But if I can't trust my own thinking, of course I can't trust the arguments leading to Atheism, and therefore have no reason to be an Atheist, or anything else. Unless I believe in God, I cannot believe in thought: so I can never use thought to disbelieve in God.

Inevitably we find ourselves tackling too many things at the same time, spreading our focus so thin that nothing gets the attention it deserves. This is commonly referred to as "being busy." Being busy, however, is not the same thing as being productive.

I suspect God is more glorified in a humble room of earnest worshipers than a massive production designed to sound "relevant" to the listeners but no longer relevant to God. When the worship of God turns into a "worship experience," we have derailed as the body of Christ.

I have my own theory about why decline happens at companies like IBM or Microsoft. The company does a great job, innovates and becomes a monopoly or close to it in some field, and then the quality of the product becomes less important. The company starts valuing the great salesmen, because they’re the ones who can move the needle on revenues, not the product engineers and designers. So the salespeople end up running the company.

The curious task of economics is to demonstrate to men how little they really know about what they imagine they can design. To the naive mind that can conceive of order only as the product of deliberate arrangement, it may seem absurd that in complex conditions order, and adaptation to the unknown, can be achieved more effectively by decentralizing decisions and that a division of authority will actually extend the possibility of overall order. Yet that decentralization actually leads to more information being taken into account.

Maven is a talented liar, and I don't trust a single word he speaks. Even if he was telling the truth. Even if he is a product of his mother's meddling, a thorned flower forced to grow a certain way. That doesn't change things. I can't forget everything he's done to me and so many others. When I first met him, I was seduced by his pain. He was the boy in shadow, a forgotten son. I saw myself in him. Second always to Gisa, the bright star in my parents' world. I know now that was by design. He caught me back then, ensnaring me in a prince's trap. Now I'm in a king's cage. But so is he. My chains are Silent Stone. His is the crown.

Norman’s Law: The day the product team is announced, it is behind schedule and over its budget.

Our first endeavors are purely instinctive prompting of an imagination vivid and undisciplined. As we grow older reason asserts itself and we become more and more systematic and designing. But those early impulses, though not immediately productive, are of the greatest moment and may shape our very destinies. Indeed, I feel now that had I understood and cultivated instead of suppressing them, I would have added substantial value to my bequest to the world. But not until I had attained manhood did I realize that I was an inventor.

Good design is as little as possible. Less, but better, because it concentrates on the essential aspects, 
and the products are not burdened with non-essentials. Back to purity, back to simplicity.

Finally, people have to actually purchase it. It doesn’t matter how good a product is if, in the end, nobody uses it.

Design is the beauty of turning constraints into advantages.

aesthetic isn't simply about good design for good design's sake.

Separating the design of a product from its engineering was a recipe for dysfunction. Designers had to feel the immediate pain if something they devised was hard to engineer.

And when comfort is what we want, one of the most powerful tonics alternative medicine offers is the word 'natural.' This word implies a medicine untroubled by human limitations, contrived wholly by nature or God or perhaps intelligent design. What 'natural' has come to mean to us in the context of medicine is 'pure' and 'safe' and 'benign'. But the use of 'natural' as a synonym for 'good' is almost certainly a product of our profound alienation from the natural world.

Perceiving the world as well designed and thus the product of a designer, and even seeing divine providence in the daily affairs of life, may be the product of a brain adapted to finding patterns in nature. (38)

In most people's vocabularies, design means veneer. It's interior decorating. It's the fabric of the curtains and the sofa. But to me, nothing could be further from the meaning of design. Design is the fundamental soul of a man-made creation that ends up expressing itself in successive outer layers of the product or service

If you want to make money at some point, remember this, because this is one of the reasons startups win. Big companies want to decrease the standard deviation of design outcomes because they want to avoid disasters. But when you damp oscillations, you lose the high points as well as the low. This is not a problem for big companies, because they don't win by making great products. Big companies win by sucking less than other big companies.

Among the relics of the Anthropocene, therefore, will be the fallout of our atomic age, the crushed foundations of our cities, the spines of millions of intensively farmed ungulates, and the faint outlines of some of the billions of plastic bottles we produce each year – the strata that contain them precisely dateable with reference to the product-design archives of multinationals. Philip Larkin famously proposed that what will survive of us is love. Wrong. What will survive of us is plastic, swine bones and lead-207, the stable isotope at the end of the uranium-235 decay chain.

original ideas are the easy part. Actually producing the idea as a successful product is what is hard.

Consider this: all the ants on the planet, taken together, have a biomass greater than that of humans. Ants have been incredibly industrious for millions of years. Yet their productiveness nourishes plants, animals, and soil. Human industry has been in full swing for little over a century, yet it has brought about a decline in almost every ecosystem on the planet. Nature doesn't have a design problem. People do.

Good design is innovative. Good design must be useful. Good design is aesthetic design. Good design makes a product understandable. Good design is honest. Good design is unobtrusive. Good design is long-lasting. Good design is consistent in every detail. Good design is environmentally friendly. And last but not least, good design is as little design as possible.

In fact, biology is chaos. Biological systems are the product not of logic but of evolution, an inelegant process. Life does not choose the logically best design to meet a new situation. It adapts what already exists...The result, unlike the clean straight lines of logic, is often irregular, messy.

Steve and I spent a lot of time on the packaging," said Ive. " I love the process of unpacking something. You design a ritual of unpacking to make the product feel special. Packaging can be theater, it can create a story.

A good survey design is very important for the success of your project. Make sure that you include a mix of open-ended as well as closed questions in it.

For an artist, there's nothing better than having the opportunity to create a world that doesn't- but could- exist.

What we designate modernity was not something natural or automatic. It involved a set of difficult-to-attain attributes—mass production, mass culture, mass politics—that the greatest powers mastered. Those states, in turn, forced other countries to attain modernity as well, or suffer the consequences, including defeat in war and possible colonial conquest.

We see a lot of feature-driven product design in which the cost of features is not properly accounted. Features can have a negative value to customers because they make the products more difficult to understand and use. We are finding that people like products that just work. It turns out that designs that just work are much harder to produce that designs that assemble long lists of features.

If you put these three principles of design together, you get a pretty plausible explanation of the human predicament as diagnosed by the Buddha. Yes, as he said, pleasure is fleeting, and, yes, this leaves us recurrently dissatisfied. And the reason is that pleasure is designed by natural selection to evaporate so that the ensuing dissatisfaction will get us to pursue more pleasure. Natural selection doesn’t “want” us to be happy, after all; it just “wants” us to be productive, in its narrow sense of productive. And the way to make us productive is to make the anticipation of pleasure very strong but the pleasure itself not very long-lasting.

Readers usually ignore the typographic interface, gliding comfortably along literacy’s habitual groove. Sometimes, however, the interface should be allowed to fail. By making itself evident, typography can illuminate the construction and identity of a page, screen, place, or product.

So look carefully at the map of the microwave sky. It is the blueprint for all the structure in the universe. We are the product of quantum fluctuations in the very early universe. If one were religious, one could say that God really does play dice.

Steve Jobs thus became the greatest business executive of our era, the one most certain to be remembered a century from now. History will place him in the pantheon right next to Edison and Ford. More than anyone else of this time, he made products that were completely innovative, combining the power of poetry and processors. With a ferocity that could make working with him as unsettling as it was inspiring, he also built the world's most creative company. And he was able to infuse into its DNA the design sensibilities, perfectionism, and imagination that make it likely to be, even decades from now, the company that thrives best at the intersection of artistry and technology.

Being process-oriented, not product-driven, is the most important and difficult skill for a designer to develop.

Increases in cyclicality result in increases in efficiency which result in increases in productivity which result in increases in profits.

If consumers weren’t so focused on quantity over quality and trends over innovative design, the price of domestic production might not seem so exorbitant.

I'm just an actor. My performance is not more important than your life. Stop watching. We're false images designed to sell you products by exploiting your insecurities. To make you spectators in life, not participants.

The designer does not, as a rule, begin with some preconceived idea. Rather, the idea is (or should be) the result of careful study and observation, and the design a product of that idea.

A well-designed life is a life that is generative—it is constantly creative, productive, changing, evolving, and there is always the possibility of surprise. You get out of it more than you put in. There is a lot more than “lather, rinse, repeat” in a well-designed life.

Jobs's intensity was also evident in his ability to focus. He would set priorities, aim his laser attention on them, and filter out distractions. If something engaged him- the user interface for the original Macintosh, the design of the iPod and iPhone, getting music companies into the iTunes Store-he was relentless. But if he did not want to deal with something - a legal annoyance, a business issue, his cancer diagnosis, a family tug- he would resolutely ignore it. That focus allowed him to say no. He got Apple back on track by cutting all except a few core products. He made devices simpler by eliminating buttons, software simpler by eliminating features, and interfaces simpler by eliminating options. He attributed his ability to focus and his love of simplicity to his Zen training. It honed his appreciation for intuition, showed him how to filter out anything that was distracting or unnecessary, and nurtured in him an aesthetic based on minimalism.

Nature is great at hedging. All kinds of natural disasters can hit a forest - from hurricanes to heat waves to floods to freezing temperatures - and yet the forest can remain intact and continue to thrive year after year and decade after decade. At Mayflower-Plymouth we aim to hedge our funds the way nature hedges - by cultivating resilience through systems design.

Design is a fundamental human activity, relevant and useful to everyone. Anything humans create—be it product, communication or system—is a result of the process of making inspiration real. I believe in doing what works as circumstances change: quirky or unusual solutions are often good ones. Nature bends and so should we as appropriate. Nature is always right outside our door as a reference and touch point. We should use it far more than we do.

It is not possible to be original by trying to be original - those who attempt this in the arts will be merely avant-garde. Originality is the product of an impulse to intense and overwhelming that it bursts the conventions and produces something new - again more by accident than design.

The reason is that good management itself was the root cause. Managers played the game the way it was supposed to be played. The very decision-making and resource-allocation processes that are key to the success of established companies are the very processes that reject disruptive technologies: listening carefully to customers; tracking competitors’ actions carefully; and investing resources to design and build higher-performance, higher-quality products that will yield greater profit. These are the reasons why great firms stumbled or failed when confronted with disruptive technological change.

We need to design products and ideas that are frequently triggered by the environment and create new triggers by linking our products and ideas to prevalent cues in that environment. Top of mind leads to tip of tongue.

Even in engineering-driven Silicon Valley, the buzzwords of the moment call for building a “lean startup” that can “adapt” and “evolve” to an ever-changing environment. Would-be entrepreneurs are told that nothing can be known in advance: we’re supposed to listen to what customers say they want, make nothing more than a “minimum viable product,” and iterate our way to success. But leanness is a methodology, not a goal. Making small changes to things that already exist might lead you to a local maximum, but it won’t help you find the global maximum. You could build the best version of an app that lets people order toilet paper from their iPhone. But iteration without a bold plan won’t take you from 0 to 1. A company is the strangest place of all for an indefinite optimist: why should you expect your own business to succeed without a plan to make it happen? Darwinism may be a fine theory in other contexts, but in startups, intelligent design works best.

If we want better global supply chains, there are lots of other things that have to be made better first. We need to be better with equitably including small businesses into global logistics. We need to be better with upcycling, and feedback loops. We need to be better with implementing Blockchain technology. We need to be better with material ecology and designing products for longevity. And so much more.

In many cases you are not buying a product but an “identity enhancer.” Designer labels are primarily collective identities that you buy into. They are expensive and therefore “exclusive.” If everybody could buy them, they would lose their psychological value and all you would be left with would be their material value, which likely amounts to a fraction of what you paid.

I don't know that I ever wanted greatness, on its own. It seems rather like wanting to be an engineer, rather than wanting to design something - or wanting to be a writer, rather than wanting to write. It should be a by-product, not a thing in itself. Otherwise, it's just an ego trip.

Just as electricity enabled decoupling the machine from the power source and thus facilitated shifting the value proposition from “lower fuel costs” to “vastly more productive factory design,” AI enables decoupling prediction from the other aspects of a decision and thus facilitates shifting the value proposition from “lower cost of prediction” to “vastly more productive systems.

A system which integrates additive manufacturing at scale allows products to be produced in smaller quantities more often and much closer to where the product will be utilized. And there's a direct correlation to demand as opposed to estimation.

It's certainly true that Chernobyl, while an accident in the sense that no one intentionally set it off, was also the deliberate product of a culture of cronyism, laziness, and a deep-seated indifference toward the general population. The literature on the subject is pretty unanimous in its opinion that the Soviet system had taken a poorly designed reactor and then staffed it with a group of incompetents. It then proceeded, as the interviews in this book attest, to lie about the disaster in the most criminal way. In the crucial first ten days, when the reactor core was burning and releasing a steady stream of highly radioactive material into the surrounding areas, the authorities repeatedly claimed that the situation was under control. . . In the week after the accident, while refusing to admit to the world that anything really serious had gone wrong, the Soviets poured thousands of men into the breach. . . The machines they brought broke down because of the radiation. The humans wouldn't break down until weeks or months later, at which point they'd die horribly.

Determined and focused people tend to work harder and get tasks done more promptly. They stay married longer and have deeper networks of friends. They often have higher-paying jobs. But this questionnaire is not intended to test personal organization. Rather, it’s designed to measure a personality

If we want a circular economy; a permaculture economy - we need to design decay into products and processes as opposed to disposability. Manufacturers should design materials and products to programmatically biodegrade back into an economic ecosystem. This will allow for more efficient upcycling and the cultivation of various business opportunities in the process.

Paradoxically, then, network effects businesses must start with especially small markets. Facebook started with just Harvard students—Mark Zuckerberg’s first product was designed to get all his classmates signed up, not to attract all people of Earth. This is why successful network businesses rarely get started by MBA types: the initial markets are so small that they often don’t even appear to be business opportunities at

Most inventors and engineers I’ve met are like me—they’re shy and they live in their heads. They’re almost like artists. In fact, the very best of them are artists. And artists work best alone where they can control an invention’s design without a lot of other people designing it for marketing or some other committee. I don’t believe anything really revolutionary has been invented by committee. If you’re that rare engineer who’s an inventor and also an artist, I’m going to give you some advice that might be hard to take. That advice is: Work alone. You’re going to be best able to design revolutionary products and features if you’re working on your own. Not on a committee. Not on a team

One of the talents of the [late] great Steve Jobs is that he [knew] how to design Medusa-like products. While every Macintosh model has had flaws (some more than others), most of them have has a sexiness and a design sensibility that has turned many consumers into instant converts. Macintosh owners upgrade far more often than most computer users for precisely this reason.” (p.98)

Software design as taught today is terribly incomplete. It talks only about what systems should do. It doesn’t address the converse—things systems should not do. They should not crash, hang, lose data, violate privacy, lose money, destroy your company, or kill your customers.

The process occurs in two stages. The first step is to grant law enforcement officials extraordinary discretion regarding whom to stop, search, arrest, and charge for drug offenses, thus ensuring that conscious and unconscious racial beliefs and stereotypes will be given free rein. Unbridled discretion inevitably creates huge racial disparities. Then, the damning step: Close the courthouse doors to all claims by defendants and private litigants that the criminal justice system operates in racially discriminatory fashion. Demand that anyone who wants to challenge racial bias in the system offer, in advance, clear proof that the racial disparities are the product of intentional racial discrimination—i.e., the work of a bigot. This evidence will almost never be available in the era of colorblindness, because everyone knows—but does not say—that the enemy in the War on Drugs can be identified by race. This simple design has helped to produce one of the most extraordinary systems of racialized social control the world has ever seen.

Thinking of emoji as gestures helps put things into perspective if we're tempted to start thinking, "If words were good enough for Shakespeare, why aren't they good enough for us?" We can pause and realize that plain words weren't actually good enough for Shakespeare. A lot of what Shakespeare wrote was plays, designed not to be read on a page, but to be performed by people. How many of us have struggled through reading Shakespeare as a disembodied script in school, only to see him come to life in a well-acted production?

Voltaire wrote, “The perfect is the enemy of the good.”188 Steve Jobs told the Macintosh team that “real artists ship.”189 New ideas are never perfect right out of the chute, and you don’t have time to wait until they get there. Create a product, ship it, see how it does, design and implement improvements, and push it back out. Ship and iterate. The companies that are the fastest at this process will win.

To speak in nature's language, we must prioritize bio-based structural materials; biopolymers. Biopolymers are natural polymers produced by the cells of living organisms. We're already utilizing them in products, pharma, and even in fashion. But to deploy them on the architectural scale, we need to invest in design and construction technologies that emulate their heirarchical properties by engineering real time chemical formation.

Have you ever wondered why the keys on a typewriter are arranged in that particular order?” “No, I haven’t.” “We call it the QWERTY keyboard, because that’s the order of the letters on the first row of keys. I once wondered why it was like that, and I found the answer. The first machine was invented by Christopher Sholes, in 1873, to improve on calligraphy, but there was a problem: If a person typed very fast, the keys got stuck together and stopped the machine from working. Then Sholes designed the QWERTY keyboard, a keyboard that would oblige typists to type more slowly. ” “I don’t believe it.” “But it’s true. It so happened that Remington—which made sewing machines as well as guns at the time—used the QWERTY keyboard for its first typewriters. That meant that more people were forced to learn that particular system, and more companies started to make those keyboards, until it became the only available model. To repeat: The keyboard on typewriters and computers was designed so that people would type more slowly, not more quickly, do you understand? If you changed the letters around, you wouldn’t find anyone to buy your product.” When she saw a keyboard for the first time, Mari had wondered why the letters weren’t in alphabetical order, but she had then promptly forgotten about it. She assumed it was simply the best layout for people to type quickly.

There has not been a piece of technology designed to save labor that has not increased labor. Word processors allow you to do what your secretary used to do for you. The Internet, BlackBerries, iPhones, yes they keep you tethered, but that's not the main problem. It's that along with increasing personal productivity, they increase the expectation of productivity. It no longer becomes a bonus to do the work of one and a half men, but the norm. And then when everyone’s working at one hundred and fifty percent capacity, they can fire a third of the workforce and still maintain output.

Mark Twain once wrote, “I’ve had a lot of worries in my life, most of which never happened.”49 Worry has a way of holding our attention hostage. This is especially true for things we can’t control due to the elevated level of uncertainty. We burn through a lot of resources obsessing over possible outcomes and forming contingency plans, but in reality we’re just fueling our anxiety. Trying to think our way out of situations beyond our control may feel productive, but it’s nothing more than a powerful distraction. Worry baits us with the promise of a solution but usually offers none.

Design is not limited to fancy new gadgets. Our family just bought a new washing machine and dryer. We didn’t have a very good one so we spent a little time looking at them. It turns out that the Americans make washers and dryers all wrong. The Europeans make them much better – but they take twice as long to do clothes! It turns out that they wash them with about a quarter as much water and your clothes end up with a lot less detergent on them. Most important, they don’t trash your clothes. They use a lot less soap, a lot less water, but they come out much cleaner, much softer, and they last a lot longer. We spent some time in our family talking about what’s the trade-off we want to make. We ended up talking a lot about design, but also about the values of our family. Did we care most about getting our wash done in an hour versus an hour and a half? Or did we care most about our clothes feeling really soft and lasting longer? Did we care about using a quarter of the water? We spent about two weeks talking about this every night at the dinner table. We’d get around to that old washer-dryer discussion. And the talk was about design. We ended up opting for these Miele appliances, made in Germany. They’re too expensive, but that’s just because nobody buys them in this country. They are really wonderfully made and one of the few products we’ve bought over the last few years that we’re all really happy about. These guys really thought the process through. They did such a great job designing these washers and dryers. I got more thrill out of them than I have out of any piece of high tech in years.

But ideal cities are very much the product of their own ages. Designed as complete urban statements, they bear the unmistakable imprint of their own culture and world view in every street and building. And yet to be successful a city has to be open to continuous development, free to evolve and grow with the demands of new times. Like science fiction accounts of the future, ideal cities quickly become outmoded.

if this store of cosmic prana were inanimate, without a will and a direction of its own, we could very well flatter ourselves that every thought and fancy that we have is the product of our own volition. but since we are ourselves the products of this superintelligent cosmic power, it would be illogical to the last degree to presume that our individual ideas and fancies are exclusively our own creations and have no relationship to the ocean of which we are but a tiny drop. when it is once admitted that mind and consciousness are cosmic entities, it would then be ridiculous to suppose that the thoughts and ideas in an individual atom of this cosmic consciousness can have an entirely independent existence and not reflect the will and design of the cosmic whole.

The husband and wife who open another delicatessen store or another Mexican restaurant in the American suburb surely take a risk. But are they entrepreneurs? All they do is what has been done many times before. They gamble on the increasing popularity of eating out in their area, but create neither a new satisfaction nor new consumer demand. Seen under this perspective they are surely not entrepreneurs even though theirs is a new venture. McDonald’s, however, was entrepreneurship. It did not invent anything, to be sure. Its final product was what any decent American restaurant had produced years ago. But by applying management concepts and management techniques (asking, What is “value” to the customer?), standardizing the “product,” designing process and tools, and by basing training on the analysis of the work to be done and then setting the standards it required, McDonald’s both drastically upgraded the yield from resources, and created a new market and a new customer. This is entrepreneurship.

There comes a point when you realize that these things, these brands, aren't "enough." Having more or better or best doesn't provide you with a lasting sense of having more or being better or being best. It's a rather fleeting experience, this romantic attachment to brands, and I find that if I'm not careful, the search for having more or better or best is a precarious journey into the infinite. When you depend on finite objects-or brands-to provide you with a long-term sense of self or love or pride or achievement, you start yourself out on a path with no end. No object, no product, and no brand can provide you with ultimate, infinite satisfaction.

Abelman’s Dry Goods Kansas City, Missouri U.S.A. Mr. I. Abelman, Mongoloid, Esq.: We have received via post your absurd comments about our trousers, the comments revealing, as they did, your total lack of contact with reality. Were you more aware, you would know or realize by now that the offending trousers were dispatched to you with our full knowledge that they were inadequate so far as length was concerned. “Why? Why?” You are, in your incomprehensible babble, unable to assimilate stimulating concepts of commerce into your retarded and blighted worldview. The trousers were sent to you (1) as a means of testing your initiative (A clever, wide-awake business concern should be able to make three-quarter-length trousers a byword of masculine fashion. Your advertising and merchandising programs are obviously faulty.) and (2) as a means of testing your ability to meet the standards requisite in a distributor of our quality product. (Our loyal and dependable outlets can vend any trouser bearing the Levy label no matter how abominable their design and construction. You are apparently a faithless people.) We do not wish to be bothered in the future by such tedious complaints. Please confine your correspondence to orders only. We are a busy and dynamic organization whose mission needless effrontery and harassment can only hinder. If you molest us again, sir, you may feel the sting of the lash across your pitiful shoulders. Yours in anger, Gus Levy, Pres.

gold light burned faintly. From his cosy window seat, Mario was tracing a frost-flower on the windowpane with an unsure finger. Were its perfectly-rendered geometric patterns a product of nature, or were they an artefact of metaphysics? Was the frost-flower to the Masters what a work of Art was to him? Did the Masters of Strings truly control every aspect of reality? The fractal flower slowly melted under Mario’s fingertip. “No work of chance here,” he bitterly thought. “This was by design.

When one ponders on the tremendous journey of evolution over the past three billion years or so, the prodigious wealth of structures it has engendered, and the extraordinarily effective teleonomic performances of living beings from bacteria to man, one may well find oneself beginning to doubt again whether all this could conceivably be the product of an enormous lottery presided over by natural selection, blindly picking the rare winners from among numbers drawn at random. [Nevertheless,] a detailed review of the accumulated modern evidence [shows] that this conception alone is compatible with the facts.

Jobs and Clow agreed that Apple was one of the great brands of the world, probably in the top five based on emotional appeal, but they needed to remind folks what was distinctive about it. So they wanted a brand image campaign, not a set of advertisements featuring products. It was designed to celebrate not what the computers could do, but what creative people could do with the computers. " This wasn't about processor speed or memory," Jobs recalled. " It was about creativity." It was directed not only at potential customers, but also at Apple's own employees: " We at Apple had forgotten who we were. One way to remember who you are is to remember who your heroes are. That was the genesis of that campaign.

For instance, in the design stages for a new mouse for an early Apple product, Jobs had high expectations. He wanted it to move fluidly in any direction—a new development for any mouse at that time—but a lead engineer was told by one of his designers that this would be commercially impossible. What Jobs wanted wasn’t realistic and wouldn’t work. The next day, the lead engineer arrived at work to find that Steve Jobs had fired the employee who’d said that. When the replacement came in, his first words were: “I can build the mouse.

All art involves conscious discipline. If one is going to paint, do sculpture, design a building or write a book, it will involve discipline in time and energy — or there would never be any production at all to be seen, felt or enjoyed by ourselves or others. To develop ‘Hidden Art’ will also, of course, take time and energy – and the balance of the use of time is a constant individual problem for all of us: what to do, and what to leave undone. One is always having to neglect one thing in order to give precedence to something else. The question is one of priorities” (p. 32).

Designed or planned social order is necessarily schematic; it always ignores essential features of any real, functioning social order. This truth is best illustrated in a work-to-rule strike, which turns on the fact that any production process depends on a host of informal practices and improvisations that could never be codified. By merely following the rules meticiously, the workforce can virtually halt production. In the same fashion, the simplified rules animating plans for, say, a city, a village or a collective farm were inadequate as a set of instructions for creating a functional social order, The formal scheme was parasitic on informal processes that, alone, it could not create or maintain.

Most inventors and engineers I’ve met are like me—they’re shy and they live in their heads. They’re almost like artists. In fact, the very best of them are artists. And artists work best alone where they can control an invention’s design without a lot of other people designing it for marketing or some other committee. I don’t believe anything really revolutionary has been invented by committee. If you’re that rare engineer who’s an inventor and also an artist, I’m going to give you some advice that might be hard to take. That advice is: Work alone. You’re going to be best able to design revolutionary products and features if you’re working on your own. Not on a committee. Not on a team.

True believers must realize that the state of our society is the result of the righteous judgment of God. God has not commissioned His people to reconstruct society. We are not called to expend our energies for moral reform. We are salt—a preservative for a decaying generation (Matt. 5:13). And we are lights designed to shine in a way that enables people who see our good works to glorify our heavenly Father (vv. 14–16). In other words, our primary task is to preach the truth of God’s Word, live in obedience to that truth, and to keep ourselves unstained by the world (Jas. 1:27). Our influence on society must be the fruit of that kind of living, not the product of fleshly energy or political clout.

As I developed as a CEO, I found two key techniques to be useful in minimizing politics. 1. Hire people with the right kind of ambition. The cases that I described above might involve people who are ambitious but not necessarily inherently political. All cases are not like this. The surest way to turn your company into the political equivalent of the U.S. Senate is to hire people with the wrong kind of ambition. As defined by Andy Grove, the right kind of ambition is ambition for the company’s success with the executive’s own success only coming as a by-product of the company’s victory. The wrong kind of ambition is ambition for the executive’s personal success regardless of the company’s outcome. 2. Build strict processes for potentially political issues and do not deviate. Certain activities attract political behavior. These activities include:   Performance evaluation and compensation   Organizational design and territory   Promotions Let’s examine each case and how you might build and execute a process that insulates the company from bad behavior and politically motivated outcomes.

Game-free intimacy is or should be the most perfect form of human living. Because there is so little opportunity for intimacy in daily life, and because some forms of intimacy (especially if intense) are psychologically impossible for most people, the bulk of time in serious social life is taken up with playing games. Hence games are both necessary and desirable, and the only problem at issue is whether the games played by an individual offer the best yield for him. In this connexion it should be remembered that the essential feature of a game is its culmination, or payoff. The principal function of the preliminary moves is to set up the situation for this payoff, but they are always designed to harvest the maximum permissible satisfaction at each step as a secondary product. Games are passed on from generation to generation. The favoured game of any individual can be traced back to his parents and grandparents, and forward to his children. Raising children is primarily a matter of teaching them what games to play. Different cultures and different social classes favour different types of games. Many games are played most intensely by disturbed people, generally speaking, the more disturbed they are, the harder they play. The attainment of autonomy is manifested by the release or recovery of three capacities: awareness, spontaneity and intimacy. Parents, deliberately or unaware, teach their children from birth how to behave, think and perceive. Liberation from these influences is no easy matter, since they are deeply ingrained. First, the weight of a whole tribal or family historical tradition has to be lifted. The same must be done with the demands of contemporary society at large, and finally advantages derived from one's immediate social circle have to be partly or wholly sacrificed. Following this, the individual must attain personal and social control, so that all the classes of behaviour become free choices subject only to his will. He is then ready for game-free relationships.

Grace Slaughter - the surname of her fifth husband, a manufacturer of pharmaceutical toners and "prophylactic" products, recently deceased due to a ruptured peritoneum - was sharply chauvinistic and would allow no more than two exceptions to her all-American views, exceptions with which her first spouse, Astolphe de Guéménolé-Longtgermain, no doubt had something to do: cooking had to be done by French nationals of male gender, laundry and ironing by British subjects of female gender (and absolutely not by Chinese). That allowed Henri Fresnel to be hired without having to hide his original citizenship, which is what had to be done by the director (Hungarian), the set designer (Russian), the choreographer (Lithuanian), the dancers (Italian, Greek, Egyptian), the scriptwriter (English), the librettist (Austrian), and the composer, a Finn of Bulgarian descent with a large dash of Romanian.

THE FAIR HAD A POWERFUL and lasting impact on the nation’s psyche, in ways both large and small. Walt Disney’s father, Elias, helped build the White City; Walt’s Magic Kingdom may well be a descendant. Certainly the fair made a powerful impression on the Disney family. It proved such a financial boon that when the family’s third son was born that year, Elias in gratitude wanted to name him Columbus. His wife, Flora, intervened; the baby became Roy. Walt came next, on December 5, 1901. The writer L. Frank Baum and his artist-partner William Wallace Denslow visited the fair; its grandeur informed their creation of Oz. The Japanese temple on the Wooded Island charmed Frank Lloyd Wright, and may have influenced the evolution of his “Prairie” residential designs. The fair prompted President Harrison to designate October 12 a national holiday, Columbus Day, which today serves to anchor a few thousand parades and a three-day weekend. Every carnival since 1893 has included a Midway and a Ferris Wheel, and every grocery store contains products born at the exposition. Shredded Wheat did survive. Every house has scores of incandescent bulbs powered by alternating current, both of which first proved themselves worthy of large-scale use at the fair; and nearly every town of any size has its little bit of ancient Rome, some beloved and be-columned bank, library or post office. Covered with graffiti, perhaps, or even an ill-conceived coat of paint, but underneath it all the glow of the White City persists. Even the Lincoln Memorial in Washington can trace its heritage to the fair.

Let us fool ourselves no longer. At the very moment Western nations, threw off the ancient regime of absolute government, operating under a once-divine king, they were restoring this same system in a far more effective form in their technology, reintroducing coercions of a military character no less strict in the organization of a factory than in that of the new drilled, uniformed, and regimented army. During the transitional stages of the last two centuries, the ultimate tendency of this system might b e in doubt, for in many areas there were strong democratic reactions; but with the knitting together of a scientific ideology, itself liberated from theological restrictions or humanistic purposes, authoritarian technics found an instrument at hand that h as now given it absolute command of physical energies of cosmic dimensions. The inventors of nuclear bombs, space rockets, and computers are the pyramid builders of our own age: psychologically inflated by a similar myth of unqualified power, boasting through their science of their increasing omnipotence, if not omniscience, moved by obsessions and compulsions no less irrational than those of earlier absolute systems: particularly the notion that the system itself must be expanded, at whatever eventual co st to life. Through mechanization, automation, cybernetic direction, this authoritarian technics has at last successfully overcome its most serious weakness: its original dependence upon resistant, sometimes actively disobedient servomechanisms, still human enough to harbor purposes that do not always coincide with those of the system. Like the earliest form of authoritarian technics, this new technology is marvellously dynamic and productive: its power in every form tends to increase without limits, in quantities that defy assimilation and defeat control, whether we are thinking of the output of scientific knowledge or of industrial assembly lines. To maximize energy, speed, or automation, without reference to the complex conditions that sustain organic life, have become ends in themselves. As with the earliest forms of authoritarian technics, the weight of effort, if one is to judge by national budgets, is toward absolute instruments of destruction, designed for absolutely irrational purposes whose chief by-product would be the mutilation or extermination of the human race. Even Ashurbanipal and Genghis Khan performed their gory operations under normal human limits. The center of authority in this new system is no longer a visible personality, an all-powerful king: even in totalitarian dictatorships the center now lies in the system itself, invisible but omnipresent: all its human components, even the technical and managerial elite, even the sacred priesthood of science, who alone have access to the secret knowledge by means of which total control is now swiftly being effected, are themselves trapped by the very perfection of the organization they have invented. Like the Pharoahs of the Pyramid Age, these servants of the system identify its goods with their own kind of well-being: as with the divine king, their praise of the system is an act of self-worship; and again like the king, they are in the grip of an irrational compulsion to extend their means of control and expand the scope of their authority. In this new systems-centered collective, this Pentagon of power, there is no visible presence who issues commands: unlike job's God, the new deities cannot be confronted, still less defied. Under the pretext of saving labor, the ultimate end of this technics is to displace life, or rather, to transfer the attributes of life to the machine and the mechanical collective, allowing only so much of the organism to remain as may be controlled and manipulated.

The Peacemaker Colt has now been in production, without change in design, for a century. Buy one to-day and it would be indistinguishable from the one Wyatt Earp wore when he was the Marshal of Dodge City. It is the oldest hand-gun in the world, without question the most famous and, if efficiency in its designated task of maiming and killing be taken as criterion of its worth, then it is also probably the best hand-gun ever made. It is no light thing, it is true, to be wounded by some of the Peacemaker’s more highly esteemed competitors, such as the Luger or Mauser: but the high-velocity, narrow-calibre, steel-cased shell from either of those just goes straight through you, leaving a small neat hole in its wake and spending the bulk of its energy on the distant landscape whereas the large and unjacketed soft-nosed lead bullet from the Colt mushrooms on impact, tearing and smashing bone and muscle and tissue as it goes and expending all its energy on you. In short when a Peacemaker’s bullet hits you in, say, the leg, you don’t curse, step into shelter, roll and light a cigarette one-handed then smartly shoot your assailant between the eyes. When a Peacemaker bullet hits your leg you fall to the ground unconscious, and if it hits the thigh-bone and you are lucky enough to survive the torn arteries and shock, then you will never walk again without crutches because a totally disintegrated femur leaves the surgeon with no option but to cut your leg off. And so I stood absolutely motionless, not breathing, for the Peacemaker Colt that had prompted this unpleasant train of thought was pointed directly at my right thigh. Another thing about the Peacemaker: because of the very heavy and varying trigger pressure required to operate the semi-automatic mechanism, it can be wildly inaccurate unless held in a strong and steady hand. There was no such hope here. The hand that held the Colt, the hand that lay so lightly yet purposefully on the radio-operator’s table, was the steadiest hand I’ve ever seen. It was literally motionless. I could see the hand very clearly. The light in the radio cabin was very dim, the rheostat of the angled table lamp had been turned down until only a faint pool of yellow fell on the scratched metal of the table, cutting the arm off at the cuff, but the hand was very clear. Rock-steady, the gun could have lain no quieter in the marbled hand of a statue. Beyond the pool of light I could half sense, half see the dark outline of a figure leaning back against the bulkhead, head slightly tilted to one side, the white gleam of unwinking eyes under the peak of a hat. My eyes went back to the hand. The angle of the Colt hadn’t varied by a fraction of a degree. Unconsciously, almost, I braced my right leg to meet the impending shock. Defensively, this was a very good move, about as useful as holding up a sheet of newspaper in front of me. I wished to God that Colonel Sam Colt had gone in for inventing something else, something useful, like safety-pins.

Most of the successful innovators and entrepreneurs in this book had one thing in common: they were product people. They cared about, and deeply understood, the engineering and design. They were not primarily marketers or salesmen or financial types; when such folks took over companies, it was often to the detriment of sustained innovation. “When the sales guys run the company, the product guys don’t matter so much, and a lot of them just turn off,” Jobs said. Larry Page felt the same: “The best leaders are those with the deepest understanding of the engineering and product design.”34 Another lesson of the digital age is as old as Aristotle: “Man is a social animal.” What else could explain CB and ham radios or their successors, such as WhatsApp and Twitter? Almost every digital tool, whether designed for it or not, was commandeered by humans for a social purpose: to create communities, facilitate communication, collaborate on projects, and enable social networking. Even the personal computer, which was originally embraced as a tool for individual creativity, inevitably led to the rise of modems, online services, and eventually Facebook, Flickr, and Foursquare. Machines, by contrast, are not social animals. They don’t join Facebook of their own volition nor seek companionship for its own sake. When Alan Turing asserted that machines would someday behave like humans, his critics countered that they would never be able to show affection or crave intimacy. To indulge Turing, perhaps we could program a machine to feign affection and pretend to seek intimacy, just as humans sometimes do. But Turing, more than almost anyone, would probably know the difference. According to the second part of Aristotle’s quote, the nonsocial nature of computers suggests that they are “either a beast or a god.” Actually, they are neither. Despite all of the proclamations of artificial intelligence engineers and Internet sociologists, digital tools have no personalities, intentions, or desires. They are what we make of them.

We are focus-points of consciousness, [...] enormously creative. When we enter the self-constructed hologrammetric arena we call spacetime, we begin at once to generate creativity particles, imajons, in violent continuous pyrotechnic deluge. Imajons have no charge of their own but are strongly polarized through our attitudes and by the force of our choice and desire into clouds of conceptons, a family of very-high-energy particles which may be positive, negative or neutral. [...] Some common positive conceptions are exhilarons, excytons, rhapsodons, jovions. Common negative conceptions include gloomons, tormentons, tribulons, agonons, miserons. "Indefinite numbers of conceptions are created in nonstop eruption, a thundering cascade of creativity pouring from every center of personal consciousness. They mushroom into conception clouds, which can be neutral or strongly charged - buoyant, weightless or leaden, depending on the nature of their dominant particles. "Every nanosecond an indefinite number of conception clouds build to critical mass, then transform in quantum bursts to high-energy probability waves radiating at tachyon speeds through an eternal reservoir of supersaturated alternate events. Depending on their charge and nature, the probability waves crystallize certain of these potential events to match the mental polarity of their creating consciousness into holographic appearance. [...] "The materialized events become that mind's experience, freighted with all the aspects of physical structure necessary to make them real and learningful to the creating consciousness. This autonomic process is the fountain from which springs every object and event in the theater of spacetime. "The persuasion of the imajon hypothesis lies in its capacity for personal verification. The hypothesis predicts that as we focus our conscious intention on the positive and life-affirming, as we fasten our thought on these values, we polarize masses of positive conceptions, realize beneficial probability-waves, bring useful alternate events to us that otherwise would not have appeared to exist. "The reverse is true in the production of negative events, as is the mediocre in-between. Through default or intention, unaware or by design, we not only choose but create the visible outer conditions that are most resonant to our inner state of being [...]

So it was that the Red Tower put into production its new, more terrible and perplexing, line of unique novelty items. Among the objects and constructions now manufactured were several of an almost innocent nature. These included tiny, delicate cameos that were heavier than their size would suggest, far heavier, and lockets whose shiny outer surface flipped open to reveal a black reverberant abyss inside, a deep blackness roaring with echoes. Along the same lines was a series of lifelike replicas of internal organs and physiological structures, many of them evidencing an advanced stages of disease and all of them displeasingly warm and soft to the touch. There was a fake disembodied hand on which fingernails would grow several inches overnight and insistently grew back should one attempt to clip them. Numerous natural objects, mostly bulbous gourds, were designed to produce a long, deafening scream whenever they were picked up or otherwise disturbed in their vegetable stillness. Less scrutable were such things as hardened globs of lava into whose rough, igneous forms were sent a pair of rheumy eyes that perpetually shifted their gaze from side to side like a relentless pendulum. And there was also a humble piece of cement, a fragment broken away from any street or sidewalk, that left a most intractable stain, greasy and green, on whatever surface it was placed. But such fairly simple items were eventually followed, and ultimately replaced, by more articulated objects and constructions. One example of this complex type of novelty item was an ornate music box that, when opened, emitted a brief gurgling or sucking sound in emulation of a dying individual's death rattle. Another product manufactured in great quantity at the Red Tower was a pocket watch in a gold casing which opened to reveal a curious timepiece whose numerals were represented by tiny quivering insects while the circling 'hands' were reptilian tongues, slender and pink. But these examples hardly begin to hint at the range of goods that came from the factory during its novelty phase of production. I should at least mention the exotic carpets woven with intricate abstract patterns that, when focused upon for a certain length of time, composed themselves into fleeting phantasmagoric scenes of a kind which might pass through a fever-stricken or even permanently damaged brain.

There is a vast difference between being a Christian and being a disciple. The difference is commitment. Motivation and discipline will not ultimately occur through listening to sermons, sitting in a class, participating in a fellowship group, attending a study group in the workplace or being a member of a small group, but rather in the context of highly accountable, relationally transparent, truth-centered, small discipleship units. There are twin prerequisites for following Christ - cost and commitment, neither of which can occur in the anonymity of the masses. Disciples cannot be mass produced. We cannot drop people into a program and see disciples emerge at the end of the production line. It takes time to make disciples. It takes individual personal attention. Discipleship training is not about information transfer, from head to head, but imitation, life to life. You can ultimately learn and develop only by doing. The effectiveness of one's ministry is to be measured by how well it flourishes after one's departure. Discipling is an intentional relationship in which we walk alongside other disciples in order to encourage, equip, and challenge one another in love to grow toward maturity in Christ. This includes equipping the disciple to teach others as well. If there are no explicit, mutually agreed upon commitments, then the group leader is left without any basis to hold people accountable. Without a covenant, all leaders possess is their subjective understanding of what is entailed in the relationship. Every believer or inquirer must be given the opportunity to be invited into a relationship of intimate trust that provides the opportunity to explore and apply God's Word within a setting of relational motivation, and finally, make a sober commitment to a covenant of accountability. Reviewing the covenant is part of the initial invitation to the journey together. It is a sobering moment to examine whether one has the time, the energy and the commitment to do what is necessary to engage in a discipleship relationship. Invest in a relationship with two others for give or take a year. Then multiply. Each person invites two others for the next leg of the journey and does it all again. Same content, different relationships. The invitation to discipleship should be preceded by a period of prayerful discernment. It is vital to have a settled conviction that the Lord is drawing us to those to whom we are issuing this invitation. . If you are going to invest a year or more of your time with two others with the intent of multiplying, whom you invite is of paramount importance. You want to raise the question implicitly: Are you ready to consider serious change in any area of your life? From the outset you are raising the bar and calling a person to step up to it. Do not seek or allow an immediate response to the invitation to join a triad. You want the person to consider the time commitment in light of the larger configuration of life's responsibilities and to make the adjustments in schedule, if necessary, to make this relationship work. Intentionally growing people takes time. Do you want to measure your ministry by the number of sermons preached, worship services designed, homes visited, hospital calls made, counseling sessions held, or the number of self-initiating, reproducing, fully devoted followers of Jesus? When we get to the shore's edge and know that there is a boat there waiting to take us to the other side to be with Jesus, all that will truly matter is the names of family, friends and others who are self initiating, reproducing, fully devoted followers of Jesus because we made it the priority of our lives to walk with them toward maturity in Christ. There is no better eternal investment or legacy to leave behind.

In order to understand how engineers endeavor to insure against such structural, mechanical, and systems failures, and thereby also to understand how mistakes can be made and accidents with far-reaching consequences can occur, it is necessary to understand, at least partly, the nature of engineering design. It is the process of design, in which diverse parts of the 'given-world' of the scientist and the 'made-world' of the engineer are reformed and assembled into something the likes of which Nature had not dreamed, that divorces engineering from science and marries it to art. While the practice of engineering may involve as much technical experience as the poet brings to the blank page, the painter to the empty canvas, or the composer to the silent keyboard, the understanding and appreciation of the process and products of engineering are no less accessible than a poem, a painting, or a piece of music. Indeed, just as we all have experienced the rudiments of artistic creativity in the childhood masterpieces our parents were so proud of, so we have all experienced the essence of structual engineering in our learning to balance first our bodies and later our blocks in ever more ambitious positions. We have learned to endure the most boring of cocktail parties without the social accident of either our bodies or our glasses succumbing to the force of gravity, having long ago learned to crawl, sit up, and toddle among our tottering towers of blocks. If we could remember those early efforts of ours to raise ourselves up among the towers of legs of our parents and their friends, then we can begin to appreciate the task and the achievements of engineers, whether they be called builders in Babylon or scientists in Los Alamos. For all of their efforts are to one end: to make something stand that has not stood before, to reassemble Nature into something new, and above all to obviate failure in the effort.

Ireland, like Ukraine, is a largely rural country which suffers from its proximity to a more powerful industrialised neighbour. Ireland’s contribution to the history of tractors is the genius engineer Harry Ferguson, who was born in 1884, near Belfast. Ferguson was a clever and mischievous man, who also had a passion for aviation. It is said that he was the first man in Great Britain to build and fly his own aircraft in 1909. But he soon came to believe that improving efficiency of food production would be his unique service to mankind. Harry Ferguson’s first two-furrow plough was attached to the chassis of the Ford Model T car converted into a tractor, aptly named Eros. This plough was mounted on the rear of the tractor, and through ingenious use of balance springs it could be raised or lowered by the driver using a lever beside his seat. Ford, meanwhile, was developing its own tractors. The Ferguson design was more advanced, and made use of hydraulic linkage, but Ferguson knew that despite his engineering genius, he could not achieve his dream on his own. He needed a larger company to produce his design. So he made an informal agreement with Henry Ford, sealed only by a handshake. This Ford-Ferguson partnership gave to the world a new type of Fordson tractor far superior to any that had been known before, and the precursor of all modern-type tractors. However, this agreement by a handshake collapsed in 1947 when Henry Ford II took over the empire of his father, and started to produce a new Ford 8N tractor, using the Ferguson system. Ferguson’s open and cheerful nature was no match for the ruthless mentality of the American businessman. The matter was decided in court in 1951. Ferguson claimed $240 million, but was awarded only $9.25 million. Undaunted in spirit, Ferguson had a new idea. He approached the Standard Motor Company at Coventry with a plan, to adapt the Vanguard car for use as tractor. But this design had to be modified, because petrol was still rationed in the post-war period. The biggest challenge for Ferguson was the move from petrol-driven to diesel-driven engines and his success gave rise to the famous TE-20, of which more than half a million were built in the UK. Ferguson will be remembered for bringing together two great engineering stories of our time, the tractor and the family car, agriculture and transport, both of which have contributed so richly to the well-being of mankind.

The central fact of biblical history, the birth of the Messiah, more than any other, presupposes the design of Providence in the selecting and uniting of successive producers, and the real, paramount interest of the biblical narratives is concentrated on the various and wondrous fates, by which are arranged the births and combinations of the 'fathers of God.' But in all this complicated system of means, having determined in the order of historical phenomena the birth of the Messiah, there was no room for love in the proper meaning of the word. Love is, of course, encountered in the Bible, but only as an independent fact and not as an instrument in the process of the genealogy of Christ. The sacred book does not say that Abram took Sarai to wife by force of an ardent love, and in any case Providence must have waited until this love had grown completely cool for the centenarian progenitors to produce a child of faith, not of love. Isaac married Rebekah not for love but in accordance with an earlier formed resolution and the design of his father. Jacob loved Rachel, but this love turned out to be unnecessary for the origin of the Messiah. He was indeed to be born of a son of Jacob - Judah - but the latter was the offspring, not of Rachel but of the unloved wife, Leah. For the production in the given generation of the ancestor of the Messiah, what was necessary was the union of Jacob precisely with Leah; but to attain this union Providence did not awaken in Jacob any powerful passion of love for the future mother of the 'father of God' - Judah. Not infringing the liberty of Jacob's heartfelt feeling, the higher power permitted him to love Rachel, but for his necessary union with Leah it made use of means of quite a different kind: the mercenary cunning of a third person - devoted to his own domestic and economic interests - Laban. Judah himself, for the production of the remote ancestors of the Messiah, besides his legitimate posterity, had in his old age to marry his daughter-in-law Tamar. Seeing that such a union was not at all in the natural order of things, and indeed could not take place under ordinary conditions, that end was attained by means of an extremely strange occurrence very seductive to superficial readers of the Bible. Nor in such an occurrence could there be any talk of love. It was not love which combined the priestly harlot Rahab with the Hebrew stranger; she yielded herself to him at first in the course of her profession, and afterwards the casual bond was strengthened by her faith in the power of the new God and in the desire for his patronage for herself and her family. It was not love which united David's great-grandfather, the aged Boaz, with the youthful Moabitess Ruth, and Solomon was begotten not from genuine, profound love, but only from the casual, sinful caprice of a sovereign who was growing old.

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.