Project Launch Quotes

what love looks like what does love look like the therapist asks one week after the breakup and i’m not sure how to answer her question except for the fact that i thought love looked so much like you that’s when it hit me and i realized how naive i had been to place an idea so beautiful on the image of a person as if anybody on this entire earth could encompass all love represented as if this emotion seven billion people tremble for would look like a five foot eleven medium-sized brown-skinned guy who likes eating frozen pizza for breakfast what does love look like the therapist asks again this time interrupting my thoughts midsentence and at this point i’m about to get up and walk right out the door except i paid too much money for this hour so instead i take a piercing look at her the way you look at someone when you’re about to hand it to them lips pursed tightly preparing to launch into conversation eyes digging deeply into theirs searching for all the weak spots they have hidden somewhere hair being tucked behind the ears as if you have to physically prepare for a conversation on the philosophies or rather disappointments of what love looks like well i tell her i don’t think love is him anymore if love was him he would be here wouldn’t he if he was the one for me wouldn’t he be the one sitting across from me if love was him it would have been simple i don’t think love is him anymore i repeat i think love never was i think i just wanted something was ready to give myself to something i believed was bigger than myself and when i saw someone who probably fit the part i made it very much my intention to make him my counterpart and i lost myself to him he took and he took wrapped me in the word special until i was so convinced he had eyes only to see me hands only to feel me a body only to be with me oh how he emptied me how does that make you feel interrupts the therapist well i said it kind of makes me feel like shit maybe we’re looking at it wrong we think it’s something to search for out there something meant to crash into us on our way out of an elevator or slip into our chair at a cafe somewhere appear at the end of an aisle at the bookstore looking the right amount of sexy and intellectual but i think love starts here everything else is just desire and projection of all our wants needs and fantasies but those externalities could never work out if we didn’t turn inward and learn how to love ourselves in order to love other people love does not look like a person love is our actions love is giving all we can even if it’s just the bigger slice of cake love is understanding we have the power to hurt one another but we are going to do everything in our power to make sure we don’t love is figuring out all the kind sweetness we deserve and when someone shows up saying they will provide it as you do but their actions seem to break you rather than build you love is knowing who to choose

One of the newest figures to emerge on the world stage in recent years is the social entrepreneur. This is usually someone who burns with desire to make a positive social impact on the world, but believes that the best way of doing it is, as the saying goes, not by giving poor people a fish and feeding them for a day, but by teaching them to fish, in hopes of feeding them for a lifetime. I have come to know several social entrepreneurs in recent years, and most combine a business school brain with a social worker's heart. The triple convergence and the flattening of the world have been a godsend for them. Those who get it and are adapting to it have begun launching some very innovative projects.

When I walk into [the studio] I am alone, but I am alone with my body, ambition, ideas, passions, needs, memories, goals, prejudices, distractions, fears. These ten items are at the heart of who I am. Whatever I am going to create will be a reflection of how these have shaped my life, and how I've learned to channel my experiences into them. The last two -- distractions and fears -- are the dangerous ones. They're the habitual demons that invade the launch of any project. No one starts a creative endeavor without a certain amount of fear; the key is to learn how to keep free-floating fears from paralyzing you before you've begun. When I feel that sense of dread, I try to make it as specific as possible. Let me tell you my five big fears: 1. People will laugh at me. 2. Someone has done it before. 3. I have nothing to say. 4. I will upset someone I love. 5. Once executed, the idea will never be as good as it is in my mind. "There are mighty demons, but they're hardly unique to me. You probably share some. If I let them, they'll shut down my impulses ('No, you can't do that') and perhaps turn off the spigots of creativity altogether. So I combat my fears with a staring-down ritual, like a boxer looking his opponent right in the eye before a bout. 1. People will laugh at me? Not the people I respect; they haven't yet, and they're not going to start now.... 2. Someone has done it before? Honey, it's all been done before. Nothing's original. Not Homer or Shakespeare and certainly not you. Get over yourself. 3. I have nothing to say? An irrelevant fear. We all have something to say. 4. I will upset someone I love? A serious worry that is not easily exorcised or stared down because you never know how loved ones will respond to your creation. The best you can do is remind yourself that you're a good person with good intentions. You're trying to create unity, not discord. 5. Once executed, the idea will never be as good as it is in my mind? Toughen up. Leon Battista Alberti, the 15th century architectural theorist, said, 'Errors accumulate in the sketch and compound in the model.' But better an imperfect dome in Florence than cathedrals in the clouds.

I could see the Soyuz through the window. Old technology, to be sure, but easily the most reliable launch system ever made.

Seems odd that a species could invent interstellar travel before inventing the transistor, but hey, Earth invented nuclear power, television, and even did several space launches before the transistor.

Sometime the witch hunting takes on atrocious dimensions — the Nazi persecution of Jews, the Salem witch trials, the Ku Klux Klan scapegoating of blacks. Notice, however, that in all such cases the persecutor hates the persecuted for precisely those traits that the persecutor displays with a glaringly uncivilized fury. At other times, the witch hunt appears in less terrifying proportions—the cold war fear of a "Commie under every bed," for instance. And often, it appears in comic form—the interminable gossip about everybody else that tells you much more about the gossiper than about the object of gossip. But all of these are instances of individuals desperate to prove that their own shadows belong to other people. Many men and women will launch into tirades about how disgusting homosexuals are. Despite how decent and rational they otherwise try to behave, they find themselves seized with a loathing of any homosexual, and in an emotional outrage will advocate such things as suspending gay civil rights (or worse). But why does such an individual hate homosexuals so passionately? Oddly, he doesn’t hate the homosexual because he is homosexual; he hates him because he sees in the homosexual what he secretly fears he himself might become. He is most uncomfortable with his own natural, unavoidable, but minor homosexual tendencies, and so projects them. He thus comes to hate the homosexual inclinations in other people—but only because he first hates them in himself. And so, in one form or another, the witch hunt goes. We hate people "because," we say, they are dirty, stupid, perverted, immoral.... They might be exactly what we say they are. Or they might not. That is totally irrelevent, however, because we hate them only if we ourselves unknowingly possess the despised traits ascribed to them. We hate them because they are a constant reminder of aspects of ourselves that we are loathe to admit. We are starting to see an important indicator of projection. Those items in the environment (people or things) that strongly affect us instead of just informing us are usually our own projections. Items that bother us, upset us, repulse us, or at the other extreme, attract us, compel us, obsess us—these are usually reflections of the shadow. As an old proverb has it, I looked, and looked, and this I came to see: That what I thought was you and you, Was really me and me.

You feel like tiptoeing on the morning after a big argument. You're not quite sure if you're going to launch right back into where you left off in the argument, or whether a few hours of sleep will have miraculously solved everything.

I think about the sheer number of people who pulled together just to save my sorry ass, and I can barely comprehend it. My crewmates sacrificed a year of their lives to come back for me. Countless people at NASA worked day and night to invent rover and MAV modifications. All of JPL busted their asses to make a probe that was destroyed on launch. Then, instead of giving up, they made another probe to resupply Hermes. The China National Space Administration abandoned a project they'd worked on for years just to provide a booster. The cost for my survival must have been hundreds of millions of dollar. All to save one dorky botanist. Why bother? Well, okay. I know the answer to that. Part of it might be what I represent: progress, science, and the interplanetary future we've dreamed of for centuries. But really, they did it because every human being has a basic instinct to help each other out. It might not seem that way sometimes, but it's true. If a hiker gets lost in the mountains, people will coordinate a search. If a train crashes, people will line up to give blood. If an earthquake levels a city, people all over the world will send emergency supplies. This is so fundamentally human that it's found in every culture without exception. Yes, there are assholes who just don't care, but they're massively outnumbered by the people who do. And because of that, I had billions of people on my side. Pretty cool, eh?

Ironically, most people submit proposals far too early and far too often. They are actually at the conclusion of the sales process, just prior to a project’s launch. When a proposal is accepted, you should be able to begin work immediately.

I’m the first human to explore another star system! And I’m here! I launch off the floor toward the hatchway…and miss. I crash into the ceiling. At least I get my arms up in time to protect my face. I bounce off the ceiling and back to the floor.

We have always trusted the control of our doomsday devices to the “key” elected of our nations. The current “interests” reorganizing the world now transcend the interests of nations. So these weapons will only be launched to serve interests other than that of the nations that launch them; Hence the “key” elected…

It is easy to launch a project if you have no clue about the cost and schedule.

Resist your initial impulse to immediately jump to social media websites to launch your project. Instead, start with the network you already have (and that already trusts you).

Winners launch into every project with a mindset and plan to overdo it at the start. Because “just do it” isn’t good enough.

Earth invented nuclear power, television, and even did several space launches before the transistor.

I’ve known fantastic writers who never finished a project. And writers who launched incredible ideas, then never fully executed them.

Soyuz through the window. Old technology, to be sure, but easily the most reliable launch system ever made.

Long projects zap morale. The longer it takes to develop, the less likely it is to launch. Make the call, make progress, and get something out now—while you’ve got the motivation and momentum to do so.

I bring up the Utility panel on the main screen and launch the calculator app. Something 217 meters away is occupying 35.44 degrees of the view. Presuming the radar can see in all 360 degrees (it would be a pretty cruddy radar if it couldn’t)…I type some numbers into the calculator to do an ARCTAN operation, and: The ship is 139 meters long. Roughly. I bring the Astrophage panel up on another screen.

When I was a boy, that was all I wanted—to grow a pair of wings and get up into the sky. I had a basement full of failed wing projects. Boards and capes and motors, even a pile of found feathers I once tried to glue together with a bottle of Elmer’s; you should have seen your grandmother’s face. But I never got any higher than the backyard fence I’d launch from. I never got inside a cloud. Your raven did.

The work I do is not exactly respectable. But I want to explain how it works without any of the negatives associated with my infamous clients. I’ll show how I manipulated the media for a good cause. A friend of mine recently used some of my advice on trading up the chain for the benefit of the charity he runs. This friend needed to raise money to cover the costs of a community art project, and chose to do it through Kickstarter, the crowdsourced fund-raising platform. With just a few days’ work, he turned an obscure cause into a popular Internet meme and raised nearly ten thousand dollars to expand the charity internationally. Following my instructions, he made a YouTube video for the Kickstarter page showing off his charity’s work. Not a video of the charity’s best work, or even its most important work, but the work that exaggerated certain elements aimed at helping the video spread. (In this case, two or three examples in exotic locations that actually had the least amount of community benefit.) Next, he wrote a short article for a small local blog in Brooklyn and embedded the video. This site was chosen because its stories were often used or picked up by the New York section of the Huffington Post. As expected, the Huffington Post did bite, and ultimately featured the story as local news in both New York City and Los Angeles. Following my advice, he sent an e-mail from a fake address with these links to a reporter at CBS in Los Angeles, who then did a television piece on it—using mostly clips from my friend’s heavily edited video. In anticipation of all of this he’d been active on a channel of the social news site Reddit (where users vote on stories and topics they like) during the weeks leading up to his campaign launch in order to build up some connections on the site. When the CBS News piece came out and the video was up, he was ready to post it all on Reddit. It made the front page almost immediately. This score on Reddit (now bolstered by other press as well) put the story on the radar of what I call the major “cool stuff” blogs—sites like BoingBoing, Laughing Squid, FFFFOUND!, and others—since they get post ideas from Reddit. From this final burst of coverage, money began pouring in, as did volunteers, recognition, and new ideas. With no advertising budget, no publicist, and no experience, his little video did nearly a half million views, and funded his project for the next two years. It went from nothing to something. This may have all been for charity, but it still raises a critical question: What exactly happened? How was it so easy for him to manipulate the media, even for a good cause? He turned one exaggerated amateur video into a news story that was written about independently by dozens of outlets in dozens of markets and did millions of media impressions. It even registered nationally. He had created and then manipulated this attention entirely by himself.

In 2009, the Bill & Melinda Gates Foundation launched a massive project to study 3,000 teachers in seven cities and learn what made them effective. The five metrics that most correlated with student learning were: 1. Students in this class treat the teacher with respect. 2. My classmates behave the way my teacher wants them to. 3. Our class stays busy and doesn’t waste time. 4. In this class, we learn a lot almost every day. 5. In this class, we learn to correct our mistakes.

From the line, watching, three things are striking: (a) what on TV is a brisk crack is here a whooming roar that apparently is what a shotgun really sounds like; (b) trapshooting looks comparatively easy, because now the stocky older guy who's replaced the trim bearded guy at the rail is also blowing these little fluorescent plates away one after the other, so that a steady rain of lumpy orange crud is falling into the Nadir's wake; (c) a clay pigeon, when shot, undergoes a frighteningly familiar-looking midflight peripeteia -- erupting material, changing vector, and plummeting seaward in a corkscrewy way that all eerily recalls footage of the 1986 Challenger disaster. All the shooters who precede me seem to fire with a kind of casual scorn, and all get eight out of ten or above. But it turns out that, of these six guys, three have military-combat backgrounds, another two are L. L. Bean-model-type brothers who spend weeks every year hunting various fast-flying species with their "Papa" in southern Canada, and the last has got not only his own earmuffs, plus his own shotgun in a special crushed-velvet-lined case, but also his own trapshooting range in his backyard (31) in North Carolina. When it's finally my turn, the earmuffs they give me have somebody else's ear-oil on them and don't fit my head very well. The gun itself is shockingly heavy and stinks of what I'm told is cordite, small pubic spirals of which are still exiting the barrel from the Korea-vet who preceded me and is tied for first with 10/10. The two brothers are the only entrants even near my age; both got scores of 9/10 and are now appraising me coolly from identical prep-school-slouch positions against the starboard rail. The Greek NCOs seem extremely bored. I am handed the heavy gun and told to "be bracing a hip" against the aft rail and then to place the stock of the weapon against, no, not the shoulder of my hold-the-gun arm but the shoulder of my pull-the-trigger arm. (My initial error in this latter regard results in a severely distorted aim that makes the Greek by the catapult do a rather neat drop-and-roll.) Let's not spend a lot of time drawing this whole incident out. Let me simply say that, yes, my own trapshooting score was noticeably lower than the other entrants' scores, then simply make a few disinterested observations for the benefit of any novice contemplating trapshooting from a 7NC Megaship, and then we'll move on: (1) A certain level of displayed ineptitude with a firearm will cause everyone who knows anything about firearms to converge on you all at the same time with cautions and advice and handy tips. (2) A lot of the advice in (1) boils down to exhortations to "lead" the launched pigeon, but nobody explains whether this means that the gun's barrel should move across the sky with the pigeon or should instead sort of lie in static ambush along some point in the pigeon's projected path. (3) Whatever a "hair trigger" is, a shotgun does not have one. (4) If you've never fired a gun before, the urge to close your eyes at the precise moment of concussion is, for all practical purposes, irresistible. (5) The well-known "kick" of a fired shotgun is no misnomer; it knocks you back several steps with your arms pinwheeling wildly for balance, which when you're holding a still-loaded gun results in mass screaming and ducking and then on the next shot a conspicuous thinning of the crowd in the 9-Aft gallery above. Finally, (6), know that an unshot discus's movement against the vast lapis lazuli dome of the open ocean's sky is sun-like -- i.e., orange and parabolic and right-to-left -- and that its disappearance into the sea is edge-first and splashless and sad.

This book is, in a way, a scrapbook of my writing life. From shopping the cathedral flea market in Barcelona with David Sedaris to having drinks at Cognac with Nora Ephron just months before she died. To the years of sporadic correspondence I had with Thom Jones and Ira Levin. I’ve stalked my share of mentors, asking for advice. Therefore, if you came back another day and asked me to teach you, I’d tell you that becoming an author involves more than talent and skill. I’ve known fantastic writers who never finished a project. And writers who launched incredible ideas, then never fully executed them. And I’ve seen writers who sold a single book and became so disillusioned by the process that they never wrote another. I’d paraphrase the writer Joy Williams, who says that writers must be smart enough to hatch a brilliant idea—but dull enough to research it, keyboard it, edit and re-edit it, market the manuscript, revise it, revise it, re-revise it, review the copy edit, proofread the typeset galleys, slog through the interviews and write the essays to promote it, and finally to show up in a dozen cities and autograph copies for thousands or tens of thousands of people… And then I’d tell you, “Now get off my porch.” But if you came back to me a third time, I’d say, “Kid…” I’d say, “Don’t say I didn’t warn you.

Finally, the cognomen, a personal surname, was particular to its holder or his branch of the family. It often had a jokey or down-to-earth ring: so, for example, “Cicero” is Latin for “chickpea” and it was supposed that some ancestor had had a wart of that shape on the end of his nose. When Marcus was about to launch his career as an advocate and politician, friends advised him to change his name to something less ridiculous. “No,” he replied firmly, “I am going to make my cognomen more famous than those of men like Scaurus and Catulus.” These were two leading Romans of the day, and the point of the remark was that “Catulus” was the Latin for “whelp” or “puppy,” and “Scaurus” meant “with large or projecting ankles.

Entrepreneurs who kept their day jobs had 33 percent lower odds of failure than those who quit. If you’re risk averse and have some doubts about the feasibility of your ideas, it’s likely that your business will be built to last. If you’re a freewheeling gambler, your startup is far more fragile. Like the Warby Parker crew, the entrepreneurs whose companies topped Fast Company’s recent most innovative lists typically stayed in their day jobs even after they launched. Former track star Phil Knight started selling running shoes out of the trunk of his car in 1964, yet kept working as an accountant until 1969. After inventing the original Apple I computer, Steve Wozniak started the company with Steve Jobs in 1976 but continued working full time in his engineering job at Hewlett-Packard until 1977. And although Google founders Larry Page and Sergey Brin figured out how to dramatically improve internet searches in 1996, they didn’t go on leave from their graduate studies at Stanford until 1998. “We almost didn’t start Google,” Page says, because we “were too worried about dropping out of our Ph.D. program.” In 1997, concerned that their fledgling search engine was distracting them from their research, they tried to sell Google for less than $2 million in cash and stock. Luckily for them, the potential buyer rejected the offer. This habit of keeping one’s day job isn’t limited to successful entrepreneurs. Many influential creative minds have stayed in full-time employment or education even after earning income from major projects. Selma director Ava DuVernay made her first three films while working in her day job as a publicist, only pursuing filmmaking full time after working at it for four years and winning multiple awards. Brian May was in the middle of doctoral studies in astrophysics when he started playing guitar in a new band, but he didn’t drop out until several years later to go all in with Queen. Soon thereafter he wrote “We Will Rock You.” Grammy winner John Legend released his first album in 2000 but kept working as a management consultant until 2002, preparing PowerPoint presentations by day while performing at night. Thriller master Stephen King worked as a teacher, janitor, and gas station attendant for seven years after writing his first story, only quitting a year after his first novel, Carrie, was published. Dilbert author Scott Adams worked at Pacific Bell for seven years after his first comic strip hit newspapers. Why did all these originals play it safe instead of risking it all?

In 2012, a few months after Planetary Resources unveiled its plan at a press conference, NASA announced the Robotic Asteroid Prospector project, which will analyze the feasibility of mining them. Then, in the fall of 2016, NASA launched a billion-dollar probe, called OSIRIS-REx, to meet Bennu, an asteroid measuring sixteen hundred feet across that will pass the Earth in 2135.

You’re either remarkable or invisible,” says Seth Godin in his 2002 bestseller, Purple Cow.1 As he elaborated in a Fast Company manifesto he published on the subject: “The world is full of boring stuff—brown cows—which is why so few people pay attention…. A purple cow… now that would stand out. Remarkable marketing is the art of building things worth noticing.”2 When Giles read Godin’s book, he had an epiphany: For his mission to build a sustainable career, it had to produce purple cows, the type of remarkable projects that compel people to spread the word. But this left him with a second question: In the world of computer programming, where does one launch remarkable projects? He found his second answer in a 2005 career guide with a quirky title: My Job Went to India: 52 Ways to Save Your Job.3 The book was written by Chad Fowler, a well-known Ruby programmer who also dabbles in career advice for software developers.

Aided by the young George Pullman, who would later make a fortune building railway cars, Chesbrough launched one of the most ambitious engineering projects of the nineteenth century. Building by building, Chicago was lifted by an army of men with jackscrews. As the jackscrews raised the buildings inch by inch, workmen would dig holes under the building foundations and install thick timbers to support them, while masons scrambled to build a new footing under the structure. Sewer lines were inserted beneath buildings with main lines running down the center of streets, which were then buried in landfill that had been dredged out of the Chicago River, raising the entire city almost ten feet on average. Tourists walking around downtown Chicago today regularly marvel at the engineering prowess on display in the city’s spectacular skyline; what they don’t realize is that the ground beneath their feet is also the product of brilliant engineering.

A CEO calls her staff into the conference room on the eve of the launch of a major new initiative. They file in and take their seats around the table. She calls the meeting to attention and begins: “I have bad news. The project has failed spectacularly. Tell me what went wrong?” What?! But we haven’t even launched yet… That’s the point. The CEO is forcing an exercise in hind-sight—in advance. She is using a technique designed by psychologist Gary Klein known as a premortem.

ACEO calls her staff into the conference room on the eve of the launch of a major new initiative. They file in and take their seats around the table. She calls the meeting to attention and begins: “I have bad news. The project has failed spectacularly. Tell me what went wrong?” What?! But we haven’t even launched yet . . . That’s the point. The CEO is forcing an exercise in hindsight—in advance. She is using a technique designed by psychologist Gary Klein known as a premortem.

In 1966, the Roman Catholic Church formally ended the largest censorship drive in the history of the world, formally known as the Index Librorum Prohibitorum (the Index of Forbidden Books). Formally launched in 1559 under Pope Paul IV, this four-century project was remarkably successful, even against non-Catholics. The Church was so powerful in Europe and America that many authors would avoid controversial topics, or modify their works according to the Church's dictates, in order to avoid condemnation by the Church. Authors who ignored the Church's dictates and were banned had trouble finding publishers. Even if they were published, their books were often hard or impossible to find because bookstores were under pressure not to stock them.

Summary of Rule #4 The core idea of this book is simple: To construct work you love, you must first build career capital by mastering rare and valuable skills, and then cash in this capital for the type of traits that define compelling careers. Mission is one of those traits. In the first chapter of this rule, I reinforced the idea that this trait, like all desirable career traits, really does require career capital—you can’t skip straight into a great mission without first building mastery in your field. Drawing from the terminology of Steven Johnson, I argued that the best ideas for missions are found in the adjacent possible—the region just beyond the current cutting edge. To encounter these ideas, therefore, you must first get to that cutting edge, which in turn requires expertise. To try to devise a mission when you’re new to a field and lacking any career capital is a venture bound for failure. Once you identify a general mission, however, you’re still left with the task of launching specific projects that make it succeed. An effective strategy for accomplishing this task is to try small steps that generate concrete feedback—little bets—and then use this feedback, be it good or bad, to help figure out what to try next. This systematic exploration can help you uncover an exceptional way forward that you might have never otherwise noticed. The little-bets strategy, I discovered as my research into mission continued, is not the only way to make a mission a success. It also helps to adopt the mindset of a marketer. This led to the strategy that I dubbed the law of remarkability. This law says that for a project to transform a mission into a success, it should be remarkable in two ways. First, it must literally compel people to remark about it. Second, it must be launched in a venue conducive to such remarking. In sum, mission is one of the most important traits you can acquire with your career capital. But adding this trait to your working life is not simple. Once you have the capital to identify a good mission, you must still work to make it succeed. By using little bets and the law of remarkability, you greatly increase your chances of finding ways to transform your mission from a compelling idea into a compelling career.

Rich Purnell sipped coffee in the silent building. Only his cubicle illuminated the otherwise dark room. Continuing with his computations, he ran a final test on the software he'd written. It passed. With a relieved sigh, he sank back in his chair. Checking the clock on his computer, he shook his head. 3:42am. Being an astrodynamicist, Rich rarely had to work late. His job was the find the exact orbits and course corrections needed for any given mission. Usually, it was one of the first parts of a project; all the other steps being based on the orbit. But this time, things were reversed. Iris needed an orbital path, and nobody knew when it would launch. A non-Hoffman Mars-transfer isn't challenging, but it does require the exact locations of Earth and Mars. Planets move as time goes by. An orbit calculated for a specific launch date will work only for that date. Even a single day's difference would result in missing Mars entirely. So Rich had to calculate many orbits. He had a range of 25 days during which Iris might launch. He calculated one orbital path for each. He began an email to his boss. "Mike", he typed, "Attached are the orbital paths for Iris, in 1-day increments. We should start peer-review and vetting so they can be officially accepted. And you were right, I was here almost all night. It wasn't that bad. Nowhere near the pain of calculating orbits for Hermes. I know you get bored when I go in to the math, so I'll summarize: The small, constant thrust of Hermes's ion drives is much harder to deal with than the large point-thrusts of presupply probes. All 25 of the orbits take 349 days, and vary only slightly in thrust duration and angle. The fuel requirement is nearly identical for the orbits and is well within the capacity of EagleEye's booster. It's too bad. Earth and Mars are really badly positioned. Heck, it's almost easier to-" He stopped typing. Furrowing his brow, he stared in to the distance. "Hmm." he said. Grabbing his coffee cup, he went to the break room for a refill. ... "Rich", said Mike. Rich Purnell concentrated on his computer screen. His cubicle was a landfill of printouts, charts, and reference books. Empty coffee cups rested on every surface; take-out packaging littered the ground. "Rich", Mike said, more forcefully. Rich looked up. "Yeah?" "What the hell are you doing?" "Just a little side project. Something I wanted to check up on." "Well... that's fine, I guess", Mike said, "but you need to do your assigned work first. I asked for those satellite adjustments two weeks ago and you still haven't done them." "I need some supercomputer time." Rich said. "You need supercomputer time to calculate routine satellite adjustments?" "No, it's for this other thing I'm working on", Rich said. "Rich, seriously. You have to do your job." Rich thought for a moment. "Would now be a good time for a vacation?" He asked. Mike sighed. "You know what, Rich? I think now would be an ideal time for you to take a vacation." "Great!" Rich smiled. "I'll start right now." "Sure", Mike said. "Go on home. Get some rest." "Oh, I'm not going home", said Rich, returning to his calculations. Mike rubbed his eyes. "Ok, whatever. About those satellite orbits...?" "I'm on vacation", Rich said without looking up. Mike shrugged and walked away.

My crewmates sacrificed a year of their lives to come back for me. Countless people at NASA worked day and night to invent rover and MAV modifications. All of JPL busted their asses to make a probe that was destroyed on launch. Then, instead of giving up, they made another probe to resupply Hermes. The China National Space Administration abandoned a project they’d worked on for years just to provide a booster. The cost for my survival must have been hundreds of millions of dollars. All to save one dorky botanist. Why bother? Well, okay. I know the answer to that. Part of it might be what I represent: progress, science, and the interplanetary future we’ve dreamed of for centuries. But really, they did it because every human being has a basic instinct to help each other out. It might not seem that way sometimes, but it’s true.

In 2012 Kurzweil was appointed a director of engineering at Google, and a year later Google launched a sub-company called Calico whose stated mission is ‘to solve death’.26 In 2009 Google appointed another immortality true-believer, Bill Maris, to preside over the Google Ventures investment fund. In a January 2015 interview, Maris said, ‘If you ask me today, is it possible to live to be 500, the answer is yes.’ Maris backs up his brave words with a lot of hard cash. Google Ventures is investing 36 per cent of its $2 billion portfolio in life sciences start-ups, including several ambitious life-extending projects. Using an American football analogy, Maris explained that in the fight against death, ‘We aren’t trying to gain a few yards. We are trying to win the game.’ Why? Because, says Maris, ‘it is better to live than to die’.27

On January 28, 1983, on the eve of the launch of the Human Genome Project, Carrie Buck died in a nursing home in Waynesboro, Pennsylvania. She was seventy-six years old. Her birth and death had bookended the near century of the gene. Her generation had borne witness to the scientific resurrection of genetics, its forceful entry into public discourse, its perversion into social engineering and eugenics, its postwar emergence as the central theme of the “new” biology, its impact on human physiology and pathology, its powerful explanatory power in our understanding of illness, and its inevitable intersection with questions of fate, identity, and choice. She had been one of the earliest victims of the misunderstandings of a powerful new science. And she had watched that science transform our understanding of medicine, culture, and society.

What content types best meet the needs of our target audience and their changing, multiple contexts? What content types best fit the skills of our copywriters? What content types do we already have? What contexts are appropriate for the delivery of our content, and how will we translate our information into multiple content types appropriate for different screens, resolutions, locations, and contexts? Is existing content still good? Is it still current, relevant, and brand-appropriate for our needs, our users’ needs, and the context in which we want to deliver it? How will we get more content to bridge the gaps between what we have and what we need? What is the workflow that already supports that, and do we need to refine it? How will we make the case for these new content types to other team members who help shape the user experience? Who will do this for launch? Who will maintain content on an ongoing basis? Who will train them? How will we help people find the answers, definitions, and other information they need? What are the relationships within our content?

It’s not a serious project,” Laurence said as they crossed Castro Street. “Milton doesn’t think the human race will still be here in a hundred years, much less a few thousand. This is just his way of hedging his bets. Or assuaging his conscience.” “It’s gotten me three free trips to Greenland,” Isobel said. “Honestly, I think Milton’s opinions depend on how many interns he’s killed today.” She half-winked, to indicate this was a joke and Milton killed no interns. During the dinner, Isobel talked more about her career transition, from rockets to Milton’s Ten Percent Project. “I used to dream about rockets.” Isobel scooped a corn chip into the communal pico de gallo. “Every single night, for months and months. After we pulled the plug on Nimble Aerospace. I had these weird dreams that there was a rocket launch going up any minute, and we’d misplaced the final telemetry. Or we were sending up a rocket, and it looked beautiful and proud shooting up into the air, and then it collided with a jumbo jet. Or worst of all was the dreams where nothing went wrong, rockets just soared for hours, and I sat on the ground watching with tears in my eyes.

We are paying for and even submitting to the dictates of an ever-increasing, unceasingly-spawning class of human beings who should never have been born at all.1 —Margaret Sanger, The Pivot of Civilization In 2009, Hillary Clinton came to Houston, Texas, to receive the Margaret Sanger award from Planned Parenthood. Sanger was the founder of Planned Parenthood and the award is its highest prize. In receiving the award, Hillary said of Sanger, “I admire Margaret Sanger enormously, her courage, her tenacity, her vision. I am really in awe of her. There are a lot of lessons we can learn from her life and the cause she launched and fought for and sacrificed so greatly.”2 What was Margaret Sanger’s vision? What was the cause to which she devoted her life? Sanger is known as a champion of birth control, of providing women with the means to avoid unwanted pregnancies. But the real Margaret Sanger was very different from how she’s portrayed in Planned Parenthood brochures. The real Margaret Sanger did not want women in general to limit their pregnancies. She wanted white, wealthy, educated women to have more children, and poor, uneducated, black women to have none. “Unwanted” for Sanger didn’t mean unwanted by the mother—it meant unwanted by Sanger. Sanger’s influence contributed to the infamous Tuskegee experiments in which poor blacks were deliberately injected with syphilis without their knowledge. Today the Tuskegee Project is falsely portrayed as an example of southern backwardness and American bigotry; in fact, it was a progressive scheme carried out with the very eugenic goals that Margaret Sanger herself championed. In 1926, Sanger spoke to a Women’s Chapter of the Ku Klux Klan in New Jersey about her solution for reducing the black birthrate. She also sponsored a Negro Project specifically designed, in her vocabulary, to get rid of “human beings who should never have been born.” In one of her letters Sanger said, “We do not want word to get out that we are trying to exterminate the Negro population.”3 The racists loved it; other KKK speaking invitations followed. Now it may seem odd that a woman with such views would be embraced by Planned Parenthood—even odder that she would be a role model for Hillary Clinton. Why would they celebrate Sanger given her racist philosophy? In

The scientific project starts by rejecting the fantasy of infallibility and proceeding to construct an information network that takes error to be inescapable. Sure, there is much talk about the genius of Copernicus, Darwin, and Einstein, but none of them is considered faultless. They all made mistakes, and even the most celebrated scientific tracts are sure to contain errors and lacunae. Since even geniuses suffer from confirmation bias, you cannot trust them to correct their own errors. Science is a team effort, relying on institutional collaboration rather than on individual scientists or, say, a single infallible book. Of course, institutions too are prone to error. Scientific institutions are nevertheless different from religious institutions, inasmuch as they reward skepticism and innovation rather than conformity. Scientific institutions are also different from conspiracy theories, inasmuch as they reward self-skepticism. Conspiracy theorists tend to be extremely skeptical regarding the existing consensus, but when it comes to their own beliefs, they lose all their skepticism and fall prey to confirmation bias. The trademark of science is not merely skepticism but self-skepticism, and at the heart of every scientific institution we find a strong self-correcting mechanism. Scientific institutions do reach a broad consensus about the accuracy of certain theories—such as quantum mechanics or the theory of evolution—but only because these theories have managed to survive intense efforts to disprove them, launched not only by outsiders but by members of the institution itself.

Towards the end of the last century the pursuit of Utopia entered the political mainstream. In future only one kind of regime would be legitimate: American-style democratic capitalism – the final form of human government, as it was termed in the fleeting and now forgotten mood of hubris that followed the Soviet collapse. Led by the United States, western governments committed themselves to installing democracy throughout the world – an impossible dream that in many countries could only produce chaos. At the same time they launched a ‘war against terror’ that failed to distinguish between new threats and the normal conflicts of history. The Right was possessed by fantasies, and like the utopian visions of the last century – but far more quickly – its grandiose projects have crumbled into dust. In the twentieth century it seemed utopian movements could come to power only in dictatorial regimes. Yet after 9/ 11 utopian thinking came to shape foreign policy in the world’s pre-eminent democracy. In many ways the Bush administration behaved like a revolutionary regime. It was prepared to engage in pre-emptive attacks on sovereign states in order to achieve its goals, while at the same time it has been ready to erode long-established American freedoms. It established a concentration camp in Guantánamo whose inmates are beyond the reach of normal legal protection, denied the protection of habeas corpus to terrorist suspects, set up an apparatus of surveillance to monitor the population and authorized American officials to practise what in any other country would be defined as torture. Under the leadership of Tony Blair, Britain suffered, in a more limited way, a similar transformation.

I do not know the substance of the considerations and recommendations which Dr. Szilárd proposes to submit to you,” Einstein wrote. “The terms of secrecy under which Dr. Szilárd is working at present do not permit him to give me information about his work; however, I understand that he now is greatly concerned about the lack of adequate contact between scientists who are doing this work and those members of your Cabinet who are responsible for formulating policy.”34 Roosevelt never read the letter. It was found in his office after he died on April 12 and was passed on to Harry Truman, who in turn gave it to his designated secretary of state, James Byrnes. The result was a meeting between Szilárd and Byrnes in South Carolina, but Byrnes was neither moved nor impressed. The atom bomb was dropped, with little high-level debate, on August 6, 1945, on the city of Hiroshima. Einstein was at the cottage he rented that summer on Saranac Lake in the Adirondacks, taking an afternoon nap. Helen Dukas informed him when he came down for tea. “Oh, my God,” is all he said.35 Three days later, the bomb was used again, this time on Nagasaki. The following day, officials in Washington released a long history, compiled by Princeton physics professor Henry DeWolf Smyth, of the secret endeavor to build the weapon. The Smyth report, much to Einstein’s lasting discomfort, assigned great historic weight for the launch of the project to the 1939 letter he had written to Roosevelt. Between the influence imputed to that letter and the underlying relationship between energy and mass that he had formulated forty years earlier, Einstein became associated in the popular imagination with the making of the atom bomb, even though his involvement was marginal. Time put him on its cover, with a portrait showing a mushroom cloud erupting behind him with E=mc2 emblazoned on it. In a story that was overseen by an editor named Whittaker Chambers, the magazine noted with its typical prose flair from the period: Through the incomparable blast and flame that will follow, there will be dimly discernible, to those who are interested in cause & effect in history, the features of a shy, almost saintly, childlike little man with the soft brown eyes, the drooping facial lines of a world-weary hound, and hair like an aurora borealis… Albert Einstein did not work directly on the atom bomb. But Einstein was the father of the bomb in two important ways: 1) it was his initiative which started U.S. bomb research; 2) it was his equation (E = mc2) which made the atomic bomb theoretically possible.36 It was a perception that plagued him. When Newsweek did a cover on him, with the headline “The Man Who Started It All,” Einstein offered a memorable lament. “Had I known that the Germans would not succeed in producing an atomic bomb,” he said, “I never would have lifted a finger.”37 Of course, neither he nor Szilárd nor any of their friends involved with the bomb-building effort, many of them refugees from Hitler’s horrors, could know that the brilliant scientists they had left behind in Berlin, such as Heisenberg, would fail to unlock the secrets. “Perhaps I can be forgiven,” Einstein said a few months before his death in a conversation with Linus Pauling, “because we all felt that there was a high probability that the Germans were working on this problem and they might succeed and use the atomic bomb and become the master race.”38

I've asked a number of analytic metaphysicians whether they can distinguish their enterprise from naïve naïve naive auto-anthropology of their clan, and have not received any compelling answers. The alternative is sophisticated naïve anthropology (both auto- and hetero-)-- the anthropology that reserves judgment about whether any of the theorems produced by the exercise deserve to be trusted--and this is a feasible and frequently valuable project. I propose that this is the enterprise to which analytic metaphysicians should turn, since it requires rather minimal adjustments to their methods and only one major revision of their raison d'être : they must rollback their pretensions and acknowledge that their research is best seen as a preparatory reconnaissance of the terrain of the manifest image, suspending both belief and disbelief the way anthropologists do when studying an exotic culture: let's pretend for the nonce that the natives are right, and see what falls out. Since at least a large part of philosophy’s task, in my vision of the discipline, consists in negotiating the traffic back and forth between the manifest and scientific images, it is a good idea for philosophers to analyze what they are up against in the way of focus options before launching into their theory-building and theory-criticizing. One of the hallmarks of sophisticated naïve anthropology is its openness to counterintuitive discoveries. As long as you're doing naïve anthropology, counterintuitiveness (to the natives) counts against your reconstruction; when you shift gears and begin asking which aspects of the naïve “theory” are true, counterintuitiveness loses its force as an objection and even becomes, on occasion, a sign of significant progress. In science in general, counterintuitive results are prized, after all.

entire project would be kicked back, and he would need to start the submission process again. The proposal had to be perfect this time. If not, he was sure his competitors would swoop in on this opportunity to launch their own devices. He had spent the last two years on this project, and he was so close—only twenty-seven days left to make all the necessary corrections. He could not afford distractions now. Too much was riding on this; his name was riding on this. He remembered what his father always told him: “No one remembers the name of the person who came in second.” These words motivated him all through high school to earn a full scholarship to Boston University, where he earned his BA and master’s degrees in computer science, and then his PhD in robotics engineering at MIT. Those degrees had driven him to start his own business, Vinchi Medical Engineering, and at age thirty-four, he still lived by those words to keep the company on top. The intercom buzzed. “Your conference call is ready on line one, Mr. Vinchi.” “What the hell were you guys thinking?” Jon barked as soon as he got on the line. Not waiting for them to answer, Jon continued, “Whose bright idea was it to submit my name to participate at this event—or any event, for that matter? This type of thing has your name written all over it, Drew. Is this your doing?” As always, Trent said it the way it was. “If you had attended the last meeting, Jon, you would have been brought up to date for this and would have had the chance to voice any opposition to your participation.” It was a moot point, Jon knew he’d missed their last meeting—actually, their last few meetings—due to his own business needs. But this stunt wasn’t solely about the meeting, and he knew it. “Trent, I have always supported the decisions you guys have made in the past, but I am not supporting this one. What makes you think I will even show? I don’t have time for this nonsense.” “Time is valuable to all of us, Jon. We all have our own companies to run besides supporting what is needed for Takes One. Either you’re fully invested in this, or you’re not. There are times when it takes more than

Bindi the Jungle Girl aired on July 18, 2007, on ABC (Channel 2) in Australia, and we were so proud. Bindi’s determination to carry on her father’s legacy was a testament to everything Steve believed in. He had perfectly combined his love for his family with his love for conservation and leaving the world a better place. Now this love was perfectly passed down to his kids. The official beginning of Bindi’s career was a fantastic day. All the time and effort, and joy and sorrow of the past year culminated in this wonderful series. Now everyone was invited to see Bindi’s journey, first filming with her dad, and then stepping up and filming with Robert and me. It was also a chance to experience one more time why Steve was so special and unique, to embrace him, to appreciate him, and to celebrate his life. Bindi, Robert, and I would do our best to make sure that Steve’s light wasn’t hidden under a bushel. It would continue to sine as we worked together to protect all wildlife and all wild places. After Bindi’s show launched, it seemed so appropriate that another project we had been working on for many months came to fruition. We found an area of 320,000 acres in Cape York Peninsula, bordered on one side by the Dulcie River and on the other side by the Wenlock River--some of the best crocodile country in the world. It was one of the top spots in Australia, and the most critically important habitat in the state of Queensland. Prime Minister John Howard, along with the Queensland government, dedicated $6.3 million to obtaining this land, in memory of Steve. On July 22, 2007, the Steve Irwin Wildlife Reserve became official. This piece of land means so much to the Irwin family, and I know what it would have meant to Steve. Ultimately, it meant the protection of his crocodiles, the animals he loved so much. What does the future hold for the Irwin family? Each and every day is filled with incredible triumphs and moments of terrible grief. And in between, life goes on. We are determined to continue to honor and appreciate Steve’s wonderful spirit. It lives on with all of us. Steve lived every day of his life doing what he loved, and he always said he would die defending wildlife. I reckon Bindi, Robert, and I will all do the same. God bless you, Stevo. I love you, mate.

the military-industrial-scientific complex, because today’s wars are scientific productions. The world’s military forces initiate, fund and steer a large part of humanity’s scientific research and technological development. When World War One bogged down into interminable trench warfare, both sides called in the scientists to break the deadlock and save the nation. The men in white answered the call, and out of the laboratories rolled a constant stream of new wonder-weapons: combat aircraft, poison gas, tanks, submarines and ever more efficient machine guns, artillery pieces, rifles and bombs. 33. German V-2 rocket ready to launch. It didn’t defeat the Allies, but it kept the Germans hoping for a technological miracle until the very last days of the war. {© Ria Novosti/Science Photo Library.} Science played an even larger role in World War Two. By late 1944 Germany was losing the war and defeat was imminent. A year earlier, the Germans’ allies, the Italians, had toppled Mussolini and surrendered to the Allies. But Germany kept fighting on, even though the British, American and Soviet armies were closing in. One reason German soldiers and civilians thought not all was lost was that they believed German scientists were about to turn the tide with so-called miracle weapons such as the V-2 rocket and jet-powered aircraft. While the Germans were working on rockets and jets, the American Manhattan Project successfully developed atomic bombs. By the time the bomb was ready, in early August 1945, Germany had already surrendered, but Japan was fighting on. American forces were poised to invade its home islands. The Japanese vowed to resist the invasion and fight to the death, and there was every reason to believe that it was no idle threat. American generals told President Harry S. Truman that an invasion of Japan would cost the lives of a million American soldiers and would extend the war well into 1946. Truman decided to use the new bomb. Two weeks and two atom bombs later, Japan surrendered unconditionally and the war was over. But science is not just about offensive weapons. It plays a major role in our defences as well. Today many Americans believe that the solution to terrorism is technological rather than political. Just give millions more to the nanotechnology industry, they believe, and the United States could send bionic spy-flies into every Afghan cave, Yemenite redoubt and North African encampment. Once that’s done, Osama Bin Laden’s heirs will not be able to make a cup of coffee without a CIA spy-fly passing this vital information back to headquarters in Langley.

In Andhra, farmers fear Naidu’s land pool will sink their fortunes Prasad Nichenametla,Hindustan Times | 480 words The state festival tag added colour to Sankranti in Andhra Pradesh this time. But the hue of happiness was missing in 29 villages along river Krishna in Guntur district. The villagers knew it was their last Sankranti, a harvest festival celebrated to seek agricultural prosperity. For in two months, more than 30,000 acres of fertile farmland would be acquired for a brand new capital planned in collaboration with Singapore. The Nara Chandrababu Naidu government went about the capital project by setting aside the Centre’s land acquisition act and drawing up a compensation package for land-owning and tenant farmers and labourers. Many are opposed to it, and are not keen on snapping their centuries-old bond with their land and livelihood. In Penumaka village, Nageshwara Rao, 50, fears the future as he does not possess a tenancy certificate that could have brought some relief under the compensation package. “The entire village is against land-pooling but we hear the government is adamant,” Rao says, referring to municipal minister P Narayana’s alleged assertion that land would be taken with or without the farmers’ consent. Narayana is supervising the land-pooling process. “Naidu says he would give us Rs 50,000 per year in lieu of annual crops. We earn that much in a month here,” villager Meka Koti Reddy says. To drive home the point, locals in Undavalli village nearby have put up a board asking officials to keep off their lands that produce three crops a year. Unlike other parts of Andhra Pradesh, the water-rich land here is highly productive yielding 200 varieties of crops. Some farmers are also suspicious about the compensation because Naidu is yet to deliver on the loan-waiver promise. They are now weighing legal options besides seeking Prime Minister Narendra Modi’s intervention to retain their land. While the villagers opposing land-pooling are allegedly being backed by Jaganmohan Reddy’s YSR Congress Party, those belonging to the Kamma community — the support base for Naidu’s Telugu Desam Party — are said to be cooperative.  It is also believed that Naidu chose this location over others suggested by experts to primarily benefit the Kamma industrialists who own large swathes of land in Krishna and Guntur districts. But even the pro-project villagers cannot help feel insecure. “We are clueless about where our developed area would be. What if the project is not executed within Naidu’s tenure? Is there a legal recourse?” Idupulapati Rambabu of Mandadam says. This is despite Naidu’s assurance on January 1 at nearby Thulluru, where he launched the land-pooling process, asking farmers to give land without any apprehension. He said the deal in its present form would make them richer than him in a decade. “We are not building a mere city but a hub of economic activity loaded with superior infrastructure that is aimed at generating wealth. This would be a win-win situation for all,” Naidu tells HT. As of now, villages like Nelapadu struggling with low soil fertility seem to be winning from the package.

Simple class-based bigotry that infected truth in the liberal media. And he knew the difference between those same propaganda dicks who distinguished between blue collar and white collar workers with the old Soviet-catchphrase, “Working Class,” as if human beings were broken down into different species according to their education or wealth or jobs. He hated that jarringly divisive phrase as the kind of Cold War propaganda that launched “class struggle” and “people’s democracy” as American political concerns, among the evil Communist movement’s greatest coups. It was something he only heard from the so-called “elites” but never back home in the old neighborhood. “Old Harbor Village housing projects.

With the sound of three short blasts on the ship’s whistle, we backed away from the pier. This ship was unlike most ships and we all noticed a definite difference in her sounds and vibrations. At that time, most American vessels were driven by steam propulsion that relied on superheating the water. The reciprocating steam engines, with their large pistons, were the loudest as they hissed and wheezed, turning a huge crankshaft. Steam turbines were relatively vibration free, but live steam was always visible as it powered the many pumps, winches, etc. Steam is powerful and efficient, but can be dangerous and even deadly. Diesel engines were seldom used on the larger American ships of that era, and were not considered cost or energy efficient. The Empire State was a relatively quiet ship since she only used steam power to drive the turbines, which then spun the generators that made the electricity needed to energize the powerful electric motors, which were directly geared to turn the propeller shafts. All in all, the ship was nearly vibration free, making for a smooth ride. We all had our sea projects to do and although they were not difficult, they were time consuming and thought of as a pain in the azz. The best time to work on these projects was while standing our make-work, lifeboat watches. One of the ship’s lifeboats was always on standby, hanging over the side from its davits. Day and night, we would be ready to launch this boat if somebody fell overboard. Fortunately, this never happened, so with little else to do we had plenty of time to do our projects.

PRESTIGE PARK SQUARE QUICK FACTS: 1. PROJECT NAME: PRESTIGE PARK SQUARE 2. PROJECT DEVELOPER:PRESTIGE GROUP 3. PROJECT LOCATION: BANNERGHATTA ROAD,BANGALORE 4. PROJECT ZONE: SOUTH BANGALORE 5. DEVELOPMENT TYPE: HIGH-RISE APARTMENTS 6. DEVELOPMENT STAGE: PRE LAUNCH 7. LAND AREA: 8 ACRES 8. UNIT TYPE: 2, 3 & 3.5 BHK 9. SBA: 1115 - 1855 SQ FT 10. BUDGET: RS. 65 LAKHS 11. TOTAL TOWERS: 3 TOWERS 12. POSSESSION: 2021 ONWARDS 13. NO OF UNITS: 586 UNITS 14. TOTAL FLOORS: 2B+G+26/27 FLOORS 15. APPROVALS: BDA/BBMP prestigeparksquare.ind.in 9590101000

In any event, today it is still money that gives birth to the ten thousand things. Whatever you want to build in this world, you start with an investment, with money. And then, when you have finished your project, it is time to sell it. All things come from money; all things return to money. Money is therefore not only a universal aim; it is a universal means as well, and indeed it is largely because it is a universal means that it is also a universal end, of which one can never have too much. Or at least, that is how we perceive it. Many times I've been witness to discussions about creating an intentional community or launching some other project, only for it to end with a disheartening admission that it will never happen because, "Where are we going to get the money?" Money is quite understandably seen as the crucial factor in determining what we can create: after all, it can buy virtually any good, can induce people to perform virtually any service. "Everything has its price." Money can even, it seems, purchase intangibles such as social status, political power, and divine goodwill (or if not that, at least the favor of religious authorities, which is the next best thing). We are quite accustomed to seeing money as the key to the fulfillment of all our desires. How many dreams do you have that you assume you could fulfill if only (and only if) you had the money? Thus we mortgage our dreams to money, turning it from means to end.

Fortunately, Google found product/ market fit by refining Overture’s advertising auction model. Google’s AdWords product was so much better at monetizing search through its self-service, relevance-driven, auction system that by the time those competitors managed to play catch-up, Google had amassed the financial resources that allowed it to invest whatever was necessary to maintain product superiority. Google doesn’t always get product/ market fit right (and if it had run out of money before hitting upon AdWords, the search business might have died before ever achieving that fit). This is a reflection of its very intentional product management philosophy, which relies on bottom-up innovation and a high tolerance for failure. When it works, as in Gmail, which was a bottom-up project launched by Paul Buchheit, it can produce killer products. But when it fails, it results in killed products, as demonstrated by projects like Buzz, Wave, and Glass. To overcome this risk of failure, Google relies on both its financial strength (which comes from its high gross margins, among other things) and a willingness to decisively cut its losses. For example, when Google bought YouTube (which had clearly achieved product/ market fit), it was willing to abandon its own Google Video service, even though it had invested heavily in that product. Other massively successful companies take a very different approach. In contrast to Google, where new ideas can come from anywhere in the company and there are always many parallel projects going on at the same time, Apple takes a top-down approach that puts more wood behind fewer arrows. Apple keeps its product lines small and tends to work on a single major product at a time. One philosophy isn’t necessarily better than the other; the important thing is simply to find that product/ market fit quickly, before your competition does.

My dad peaks his head in the door at the same instant and Alec launches himself away from the bed.

Area51. While StackExchange claims Area51 is an incubator for new sites, it’s better imagined as a gladiatorial gauntlet designed to weed out all but the most committed of leaders. In Area51, anyone can propose an idea for a new site, but the odds on any site making it through to launch is slim. The process begins by creating a proposal on the site. This alone requires a reputation score of at least 50, earned through previous contributions to the network. Once the proposal has been submitted, members progress to the definition phase. In this phase, group creators need at least five example questions and five users willing to follow the proposal within three days to avoid being deleted. If the proposal meets this criteria, it then has 90 days to attract 60 followers, 40 questions, and 10 votes. These votes help define what the site will be about. If the proposal survives the moderator chopper (many ideas are also merged or rejected for being too similar to existing sites at this stage), it moves into the commitment phase. In the commitment phase, group creators need to earn a 100% commitment score. This means at least 200 committed members, 100 of whom need to have a reputation score of 200+. A commitment isn’t made lightly; it’s an obligation to ask or answer 10 questions in the private beta phase. A member can only commit to one project at a time and a commitment means a member is putting their own reputation on the line to help someone else. If they fail to follow through (as many do), their reputation score drops. For StackExchange members, whose reputation score often helps them with future job applications, this is a big deal.

Shriram Raami" is a new luxury upcoming venture located near Prime location of South Bangalore. Project is well connected to IT hub and it is good connectivity to all social facilities. Coming up near Hosur Road, Bangalore". "shriramdilchahtahai.org.in

I often suggest they think about making a limited investment, putting aside maybe only 1 percent of their budget for special projects to test out a new idea. In this way, risk stops being scary and becomes R&D. Talk to private sector CEOs and they will be quick to point out that R&D is the lifeblood of innovative companies. Yes, some things will fail as you discover what works and what doesn’t. But as Einstein reportedly said, “You never fail until you stop trying.” This is true whether you’re launching a program, developing a product, or starting a movement. I’ve often heard people from the social sector protest, “But we don’t have funding for R&D!” My response is to remind them of the words of one of our greatest modern-day innovators, Steve Jobs: “Innovation has nothing to do with how many R&D dollars you have. When Apple came up with the Mac, IBM was spending at least one hundred times more on R&D. It’s not about money. It’s about the people you have, how you’re led, and how much you get it.” You don’t need a big budget in order to experiment. “You never fail until you stop trying.” —ALBERT EINSTEIN Realistically, budgets are often stretched and funding for programs “locked.” I see this especially with foundations or government programs, which can have rigid protocols. When nonprofits or governments experiment and fail, those failures are often labeled as waste or fraud or abuse, which discourages more risk taking.

Delores was hot! She was a very attractive woman in her mid-thirties, which at my age I considered to be an older woman. She lived in Dumont, New Jersey, and my mother suggested that I visit her and confirm the arrangements she had made with her brother. That Saturday I caught a Public Service bus from Journal Square to Dumont. It didn’t take long to get there and before I knew it, I was at her door. Delores was a divorcee and I enjoyed the feeling that she liked me. She didn’t do anything inappropriate, but I felt that she would have if she could have! Knowing that she was a coworker and friend of my mother, her very close presence seemed awkward. Sitting on her living room couch so close to her was exciting, so I didn’t move away. I was amazed at her television set and was torn between looking at her cleavage and looking at this new contraption that could receive moving pictures through the air. I can remember that her set was a projection type made by Emerson, which was a Jersey City company located close to the entrance of the Holland Tunnel. The screen was top-mounted on a big shiny mahogany box. At that time, there weren’t many TV stations around and it seemed as if those few stations could not broadcast very far. However, they did cover the New York City area. The DuMont Television Network broadcast out of Passaic, New Jersey, which was close to where she lived in Dumont, New Jersey. At the time I didn’t know the difference and wondered if there was any connection between the two -- the television network and the New Jersey town. Since the spelling was different, with the M in DuMont being upper case, it seemed rather doubtful. However, DuMont was one of the big players in early television and launched Jackie Gleason’s career, who went on to become one of television’s shining stars in the 1950’s.

4. Evaluating an analysis. I sometimes receive business plans for launching a new product with an assessment of the competitive landscape and financial projections for the product’s initial years. In reading those proposals, I home in on the key assumptions in the analysis. The projections are worthless unless the underlying assumptions are well supported.

What the hell happened in there? How did we get into this position? Does anyone know what’s required from us to support this launch?” “No one has a clue,” he says, shaking his head in disgust. “We haven’t even agreed on how to do the handoff with Development. In the past, they’ve just pointed to a network folder and said, ‘Deploy that.’ There are newborn babies dropped off at church doorsteps with more operating instructions than what they’re giving us.

In Brazil, from 2008–14, a local NGO, ReCivitas Institute, gave a monthly basic income of about US$9 to 100 residents of Quatinga Velho, a small poor village in São Paulo state, funded by private donors. In January 2016, it launched Basic Income Startup, another donor-funded project, which will give individuals a ‘lifetime’ basic income, adding another individual for each $1,000 donated. ReCivitas hopes this idea will be replicated elsewhere in Brazil and internationally.

the crew Luis went with could hit the bull’s-eye within a hundred meters. “Good enough to blow old Adolf to atoms,” Luis said. “That’s why we should keep the A-bomb name.” “Atom bomb?” Karl asked. “Adolf bomb.” •  •  • The drop sequence was in good shape, so Luis could turn to getting the shock-wave detectors launched from the following airplane, and the auto-cameras.

It would be quite feasible to project materials from the Moon's surface down to Earth by means of electrically powered catapults or launching tracks," he wrote.

Why are you so into Pinot?” 2 Maya asks. In the next 60 seconds of the movie, the character of Miles Raymond tells a story which would set off a boom in sales of Pinot Noir. It’s a hard grape to grow. It’s thin-skinned, temperamental, ripens early. It’s not a survivor like Cabernet, which can just grow anywhere and thrive even when it’s neglected. No, Pinot needs constant care and attention. In fact it can only grow in these really specific, tucked away corners of the world. And only the most patient and nurturing of growers can do it, really. Only somebody who really takes the time to understand Pinot’s potential can coax it into its fullest expression. Its flavors are the most haunting and brilliant and thrilling and subtle and ancient on the planet. Miles is describing himself in the dialogue and using Pinot as a metaphor for his personality. In this one scene moviegoers projected themselves on the character, feeling his longing and his quest to be understood. Sideways was a hit and won an Oscar for Best Adapted Screenplay. It also launched a movement, turning the misunderstood Pinot Noir into the must-have wine of the year. In less than one year after the movie’s 2004 fall release date, sales of Pinot Noir had risen 18 percent. Winemakers began to grow more of the grape to meet demand. In California alone 70,000 tons of Pinot Noir grapes were harvested and crushed in 2004. Within two years the volume had topped 100,000 tons. Today California wine growers crush more than 250,000 tons of Pinot Noir each year. Interestingly, the Japanese version of the movie did not have the same “Sideways Effect” on wine sales. One reason is that the featured grape is Cabernet, a varietal already popular in Japan. But even more critical and relevant to the discussion on storytelling is that Japanese audiences didn’t see the “porch scene” because there wasn’t one. The scene was not included in the movie. No story, no emotional attachment to a particular varietal. You see, the movie Sideways didn’t launch a movement in Pinot Noir; the story that Miles told triggered the boom. In 60 seconds Maya fell in love with Miles and millions of Americans fell in love with an expensive wine they knew little about.

Unfortunately, that’s often not the case: We must wait for tasks or information or other things to be completed before we can move on to the next step. And so we multitask, but not on the task level—we multitask only on the project level. While one project is on hold for an hour or a day or a few days, we can be working on another. I’ve found that three projects works best for this type of project-level multitasking—any more than three, and you begin to lose effectiveness. For this system to work, a project should take no more than a month to complete, and preferably only a week or two. If a project takes a year to complete (for example), then you will not be able to work on any other projects for a year. That’s too long to put the rest of your life on hold. Instead, break long-term projects into smaller projects that can be completed in a month or less. If you want to launch a magazine, for example, focus first on the project of coming up with a design, then on putting together a team, then on finding financial backing, and so on.

By 2018, the laws had changed in many (though not all) states, and sixty-six US-based innocence projects had launched, with another ten in other countries joining the “Innocence Network” as well.

What is a dream? It’s an externalized thought, a projected thought. The mind makes a world that seems separate from the mind, but is in fact wholly contained by the mind and vanishes when the mind ceases to think about it. The universe itself is just the same. It’s a projected thought. It is born in mind, and mind can end it, and eventually does. Then starts it up again. A new dream is launched.

Projects have a couple of features that make them an ideal way to organize modern work. First, they have a beginning and an end; they take place during a specific period of time and then they finish. Second, they have a specific, clear outcome that needs to happen in order for them to be checked off as complete, such as “finalize,” “green-light,” “launch,” or “publish.

Examples of projects could include: Projects at work: Complete web-page design; Create slide deck for conference; Develop project schedule; Plan recruitment drive. Personal projects: Finish Spanish language course; Plan vacation; Buy new living room furniture; Find local volunteer opportunity. Side projects: Publish blog post; Launch crowdfunding campaign; Research best podcast microphone; Complete online course. If you are not already framing your work in terms of specific, concrete projects, making this shift will give you a powerful jump start to your productivity.

I have often summarized the doctrine of justification by saying that God intends to put the whole world right in the end, and having launched that project in Jesus he puts people right in the present so that they can be models and agents of his putting-right project for the world. You could equally say that God intends to renew the whole creation and fill it with his loving presence, and that having launched that project in Jesus he fills people with his spirit in the present, not so that they can escape the world but so that they can be models and agents of God’s plan for all creation.

Just think about the incredible transformation that took place in Steve’s life and career after Pixar. In 1983, Apple launched their computer Lisa, the last project Jobs worked on before he was let go. Jobs released Lisa with a nine-page ad in the New York Times spelling out the computer’s technical features. It was nine pages of geek talk nobody outside NASA was interested in. The computer bombed. When Jobs returned to the company after running Pixar, Apple became customer-centric, compelling, and clear in their communication. The first campaign he released went from nine pages in the New York Times to just two words on billboards all over America: Think Different. When Apple began filtering their communication to make it simple and relevant, they actually stopped featuring computers in most of their advertising. Instead, they understood their customers were all living, breathing heroes, and they tapped into their stories. They did this by (1) identifying what their customers wanted (to be seen and heard), (2) defining their customers’ challenge (that people didn’t recognize their hidden genius), and (3) offering their customers a tool they could use to express themselves (computers and smartphones). Each of these realizations are pillars in ancient storytelling and critical for connecting with customers. I’ll teach you about these three pillars and more in the coming chapters, but for now just realize the time Apple spent clarifying the role they play in their customers’ story is one of the primary factors responsible for their growth. Notice, though, the story of Apple isn’t about Apple; it’s about you. You’re the hero in the story, and they play a role more like Q in the James Bond movies. They are the guy you go see when you need a tool to help you win the day.

The Working Backwards process is all about starting from the customer perspective and following a step-by-step process where you question assumptions relentlessly until you have a complete understanding of what you want to build. It’s about seeking truth. Sometimes the Working Backwards process can uncover some surprising truths. Some companies, in a rush to get a project to market, ignore that truth and keep building according to the original plan. In their attachment to the modest gains of that plan, they motivate the team to pursue it aggressively, only to realize much later that there was a much bigger gain to be had if they’d taken the time to question their own assumptions. The cost of changing course in the PR/FAQ writing stage is much lower than after you’ve launched and have an operating business to manage. The Working Backwards process tends to save you from the expensive proposition of making a significant course change after you’ve launched your product.

In Silicon Valley, most engineers work on projects that will never be completed- this holds true at large companies as well as small. If engineers are lucky enough to witness the rare day when the product is completed and launched, they will, in the overwhelming majority of cases, witness the product's failure in the marketplace.

Launch early-win projects. Manage your early-win initiatives as projects, targeted at your chosen focal points.

Secure Early Wins—Checklist Given your agreed-to business goals, what do you need to do during your transition to create momentum for achieving them? How do people need to behave differently to achieve these goals? Describe as vividly as you can the behaviors you need to encourage and those you need to discourage. How do you plan to connect yourself to your new organization? Who are your key audiences, and what messages would you like to convey to them? What are the best modes of engagement? What are the most promising focal points to get some early improvements in performance and start the process of behavior change? What projects do you need to launch, and who will lead them? What predictable surprises could take you off track?

The most important of all tasks, in the view of F.D.R., was the forming of an international organization to settle future disputes and keep the peace of the world. There must never be another war like this, if civilization was to endure. The President had called an international conference at a mansion in Washington called Dumbarton Oaks, and it had worked out the details of such an undertaking; now he wanted to persuade Stalin to agree to a time and place for a formal assemblage of delegates to organize and launch the project.

It was easy enough to launch a new project in this over-heated investment environment. All one had to do was to find a person of known substance to act as a named sponsor, advertise the project in a paper, naming a coffee house where subscriptions would be taken, and turn up at the appointed place and time to issue receipts against investors' down payments. No business plan, authorisation procedure or prospectus was necessary and funds were entrusted to unknown persons who might (and sometimes did) abscond with the day's takings.

You can make do without a cofounder. You can survive for a while without a team. But you can’t make it without a mentor. Find at least one person who you deeply trust and who believes in you. Not a life coach or an executive leadership consultant, not an agency, not someone who’s read a lot of case studies and is ready to charge you by the hour. And not your parents—they love you too much to be impartial. Find an operational, smart, useful mentor who has done it before, who likes you and wants to help. You will need to lean on them when you start a company. Or even when you launch a project within a big company.

Sample Quarterly Review Summary Successes Maintained peak-performance habits Stabilized the company and team Raised funds for next phase of growth Upgraded company-wide marketing Launched leadership development program Failures Worked too much, felt worn out Failed to follow-up on marketing project on time Missed language learning goals in Portuguese Extended two project deadlines unnecessarily Didn’t spend sufficient time with family and friends Insights Perfectionism is a big development opportunity Reading should be scheduled into the day The mind needs to be trained as much as the body Weekly reviews must result in new weekly commitments I want to become world-class at peak performance Actions Determine what are the non-negotiables in my life Increase output with a color-coded master calendar Bring the joy/be more intentional Hire a virtual assistant Create a weekly accountability checklist

the organization must consider the value proposition for a candidate project and buy into the project for that tangible value. Then, a very particular change management process must commence from the project’s onset. Otherwise, you’re prone to develop a model that never gets launched—which is the most common way ML projects fail.

Content is an investment in the future, not a record of the past.

Research on launching new businesses and products shows that—at best—the so-called first-mover advantage is a dangerous half-truth. When markets are treacherous and uncertainty is high, first movers often flounder because consumers aren’t ready for their ideas or are put off by crummy early offerings. Companies that launch their products or services later end up as winners, in part, because they learn from the fatal missteps of eager early movers. Amazon was not the first online bookstore; the defunct Books.com and Interloc were among the earlier entrants. Netscape, the first commercially successful Web browser, was launched years before Google. Myspace was a successful social networking service before Facebook. Couchsurfing was founded before Airbnb. Being first is risky when smart fast followers can learn from your troubles and pass you

The Cancer Center suffered from two hallmarks of organizations that are plagued with coordination snafus. First, powerful people ignore, dismiss, denigrate, and even undermine people and groups they need to mesh their work with. Oncologists saw themselves as being at the top of the pecking order at the center and the work of other specialists as secondary, trivial, or downright useless. They dismissed side effects, including fatigue, diarrhea, and cramps, caused by chemotherapy that they prescribed as “normal” and left it to patients to find specialists to treat such problems. Second, powerful people devote little attention to solutions for coordination problems. Executives, consultants, and physicians who launched the center gave lip service to collaboration across silos. Yet they focused on building strong teams and departments in areas such as brain tumors, breast cancer, and skin cancer—and ignored how to help the units work together.

Clara suggests three methods to fortify people for impending messes, which she used when Hearsay Systems launched its first product and continues to refine at Hearsay and Salesforce. The first is “We had every team member brainstorm ahead of time what might go right and what might go wrong.” That prepared people to be on the lookout for unexpected opportunities and troubles,

MMO users became so great in number that in 2008, the CIA, the NSA, and DARPA launched a covert data-mining effort, called Project Reynard, to track World of Warcraft subscribers and discern how they exist and interact in virtual worlds. To do so, CIA analysts created their own avatars and entered the virtual world of World of Warcraft.

A consciousness that became viscous would therefore be transformed by the thickening-out of its ideas. From the moment we arise in the world, such a consciousness haunts us, wanting to launch itself into the future, toward a project of itself and finding itself, in the very moment at which it is aware of achieving this, cunningly and invisibly held back by the suction of the past and forced to witness its slow dilution into that past from which it is running, and the invasion of its project by a thousand parasites, until at last it loses itself completely.

Elections in America were also becoming less free and fair. In 2010, Republican operatives launched Operation REDMAP, which stood for Redistricting Majority Project, a plan to take control of statehouses across the country so that Republicans would control the redistricting maps put in place after the 2010 census. Through the process of what is called gerrymandering, after Elbridge Gerry, an early governor of Massachusetts who signed off on such a scheme (even though he didn’t like it), political parties could gain control of extra seats in a state by drawing districts to either “pack” or “crack” their opponents.

Voyagers, I’ve always wanted to write about you. And now, at 4:41 a.m. on an autumn morning, Words have found their way into my mind. I picture myself like you— Distant from life, Alone, Yet moving towards an unknown destination! Like you, in the early stages of my journey, I could see, I could gather knowledge and transmit it, I was useful and efficient. But sometimes, to keep connected to the world, To be able to stay on course and conserve my energy, I had to shut parts of myself down, To survive, To go blind, to be deaf, to be isolated, and just occasionally signal my existence to the world. The same thing I do, that you do, that so many others do. The boundless reaches of space Have become somewhat more comprehensible through you, Yet the depths of the human soul remain unfathomable, And its pain incurable. We live in an age surrounded by a torrent of information, Yet somehow, we remain lonely and lost. Language has advanced, There are words for nearly everything, Everyone can describe their own state of mind, yet we’re still at war with one another. Earth has turned into a vast ship, Perhaps like Noah’s Ark, With maximum diversity and multiplicity, Yet everyone on this ship plays their own tune, rallies their own cause! Someone steps forward, claiming each individual’s thoughts and personal benefit are like rare pearls to be cherished, While another insists that collective welfare takes precedence, That the needs of the masses outweigh individual desires. Some launch movements to claim their rights, While others start movements to flaunt the rights they’ve acquired. No one knows what they truly want; We’re all still lost. I don’t know how Earth looks from afar— Perhaps like a blueberry-flavored lollipop, A lollipop with a stick, But Earth’s stick is an invisible one made of sorrow. I find something common among all the passengers on this ship, All the inhabitants of this blueberry lollipop: sorrow. A fetus in its mother’s womb is also like a lollipop, But connected by an umbilical cord. As a fetus, Growing in the mother’s womb, Suffering, malnutrition, and physical ailments can be painful for us. If the mother’s state is stable, We may enjoy brief periods of security and calm, but after that, We must endure the pain of separation, Learn how to breathe, And besides the sorrow of leaving security behind, We face new emotions like fear and anger. Later in life, We each take our own path. No matter how much they try to show humans as social creatures, It’s always the individual who walks their own way, who has the freedom to choose, Even if one finds the meaning of their path in joining a group or a collective, it’s their individual choice that put them on that path. Today, people have countless options to join others who are like them, And these options themselves bring confusion, And when you join a group out of confusion, You treat the other groups with hostility. Science, philosophy, religion, politics…each of them has thousands of branches, and each branch Wants to disprove the other, cleanse itself of its shameful past. Freedom of speech has become an excuse for verbal assaults and psychological wounds, Non-violence has become a breeding ground for new and emerging dictators, For heartless sects and brutal factions. Knowledge and science alone cannot save us, Just as religion couldn’t. I don’t want to write about chaos, Life isn’t that disorganized, In some corner of the world, A lover is staring up at his beloved’s window, A child is laughing joyfully. But writing about sorrow, Speaking of chaos and Asking questions can reveal where we stand. Now, we know so much about space, And about the Sun, too. The James Webb telescope has mapped out the cosmos for us, and countless projects are underway for the future, crafted with flawless precision and extraordinary coherence, but the rift between humans remains deep.

The answer—given again and again, as we shall see, in the New Testament—is that the transformation we are promised at the end of time has already begun in Jesus. When God raised him from the dead, he launched his entire project of new creation, and called people of all sorts to be part of that project, already, here and now. And that means that the steps we take toward the ultimate goal—the things which make sense of Christian living in what might otherwise be a long interval between initial faith and final salvation—already partake of that same character of transformation.

When we announced the opening of a new office or the launch of a new project, the men were banging down my door to explain why they should lead the charge. Men were also more likely to chase a growth opportunity even before a new opening was announced. They were impatient about their own development and believed that they were capable of doing more. And they were often right—just like my brother. The women, however, were more cautious about changing roles and seeking out new challenges. I often found myself trying to persuade them to work in new areas. I have had countless conversations where women responded to this encouragement by saying, “I’m just not sure I’d be good at that.” Or “That sounds exciting, but I’ve never done anything like it before.” Or “I still have a lot to learn in my current role.” I rarely, if ever, heard these kinds of comments from men.

capital expenditures required in Clean Technology are so incredibly high,” says Pritzker, “that I didn’t feel that I could do anything to make an impact, so I became interested in digital media, and established General Assembly in January 2010, along with Jake Schwartz, Brad Hargreaves and Matthew Brimer.” In less than two years GA had to double its space. In June 2012, they opened a second office in a nearby building. Since then, GA’s courses been attended by 15,000 students, the school has 70 full-time employees in New York, and it has begun to export its formula abroad—first to London and Berlin—with the ambitious goal of creating a global network of campuses “for technology, business and design.” In each location, Pritzker and his associates seek cooperation from the municipal administration, “because the projects need to be understood and supported also by the local authorities in a public-private partnership.” In fact, the New York launch was awarded a $200,000 grant from Mayor Bloomberg. “The humanistic education that we get in our universities teaches people to think critically and creatively, but it does not provide the skills to thrive in the work force in the 21st century,” continues Pritzker. “It’s also true that the college experience is valuable. The majority of your learning does not happen in the classroom. It happens in your dorm room or at dinner with friends. Even geniuses such as Mark Zuckerberg or Bill Gates, who both left Harvard to start their companies, came up with their ideas and met their co-founders in college.” Just as a college campus, GA has classrooms, whiteboard walls, a library, open spaces for casual meetings and discussions, bicycle parking, and lockers for personal belongings. But the emphasis is on “learning by doing” and gaining knowledge from those who are already working. Lectures can run the gamut from a single evening to a 16-week course, on subjects covering every conceivable matter relevant to technology startups— from how to create a web site to how to draw a logo, from seeking funding to hiring employees. But adjacent to the lecture halls, there is an area that hosts about 30 active startups in their infancy. “This is the core of our community,” says Pritzker, showing the open space that houses the startups. “Statistically, not all of these companies are going to do well. I do believe, though, that all these people will. The cost of building technology is dropping so low that people can actually afford to take the risk to learn by doing something that, in our minds, is a much more effective way to learn than anything else. It’s entrepreneurs who are in the field, learning by doing, putting journey before destination.” “Studying and working side by side is important, because from the interaction among people and the exchange of ideas, even informal, you learn, and other ideas are born,” Pritzker emphasizes: “The Internet has not rendered in-person meetings obsolete and useless. We chose these offices just to be easily accessible by all—close to Union Square where almost every subway line stops—in particular those coming from Brooklyn, where many of our students live.

Microbusinesses aren’t new; they’ve been around since the beginning of commerce. What’s changed, however, is the ability to test, launch, and scale your project quickly and on the cheap.

Everyone knows your written story is a lie. But if you're going to get people to believe your lie out loud, then you have to muffle them in your breezy, shocking, junky, juicy, sexy, needless words. As for your darlings? That's the goo of anticipation. What sticks 'em to their seats. And the whole entire point of the project is that you're launching yourself into the void. Spitting in blood and crossing your heart to vouch for an experience you'd never known. That you couldn't feel, touch, or taste until the moment it was on your tongue and you realized — Everyone is buying this crap. Even me. It pumped me up just to think about.

Damning documentation of LSD experimentation should not have been left in the hands of CIA Director Richard Helms. On January 31, 1973, one day before retiring from the CIA, Helms destroyed files on the fates of minds shattered over the previous ten years. Helms supported the mind-altering projects—Operation Chatter, Operation Bluebird/Artichoke, Operations Mknaomi, Mkultra and Mkdelta. By 1963, four years before Monterey Pop, the combined efforts of the CIA’s Directorate of Science and Technology, Army Intelligence and U.S. Chemical Corps launched covert operations that seemed necessary. U.S. agents were able to destroy any reputation by inducing hysteria or excessive emotional response, temporary or permanent insanity, encouraging suicide, erasing memory, inventing double or triple personalities inside one mind, prolonging lapses of memory, teaching racism and hatred against specific groups, causing subjects to obey instructions on the telephone or in person, hypnotically assuring that no memory remains of their assignments. The CIA has poison dart guns to kill from a distance, tranquilizers for pets so the household or neighborhood is not alerted by entry or exit. While pure LSD is typically 160 micrograms, the CIA issued 1,600 micrograms. Some of the LSD was administered to patients at Tulane University, who already had wired electrodes in their brain. Was insanity an occupational disease in the music industry? Or does this LSD, tested and described in Army documents, explain how a cultural happening that took place place in 1967-68 could be altered radically and halted?

Some people love finishing, and some people love opening—both literally and figuratively. Finishers love the feeling of bringing a project to completion, and they’re determined to use the last drop in the shampoo bottle; Openers thrill to the excitement of launching a new project, and find pleasure in opening a fresh tube of toothpaste.

But feeling confident—or pretending that you feel confident—is necessary to reach for opportunities. It’s a cliché, but opportunities are rarely offered; they’re seized. During the six and a half years I worked at Google, I hired a team of four thousand employees. I did not know all of them personally, but I knew the top hundred or so. What I noticed over the years was that for the most part, the men reached for opportunities much more quickly than the women. When we announced the opening of a new office or the launch of a new project, the men were banging down my door to explain why they should lead the charge. Men were also more likely to chase a growth opportunity even before a new opening was announced.

The Acme Company is a provider of financial services located in Cheyenne, which has been in business for 30 years and has a capitalized market value of $800 million. The Acme buyer knows this! It’s nothing novel or new or related to the project. It’s irrelevant. Here’s an excellent situation statement: The Acme Company has traditionally attracted the best and brightest talent because of its excellent brand and relationships with top schools. However, recent bad publicity over poor financial decisions, the removal of the CEO, and loss of key contacts in top schools have made it imperative to launch an aggressive plan to acquire the best talent in the industry, both at entry and senior levels. That situation appraisal explains exactly why you’ve been talking, why the project is urgent, and what the general goals are. Take a project you’re considering, have under way, or have completed, and try writing your own situation appraisal below:

Noah Kagan went to UC Berkeley and graduated with degrees in Business and Economics. He worked at Intel for a short stint, and then found himself at Facebook, as employee #30. You’d think this is where the story would get really good: Noah went on to become the head of product and is now worth 10 billion dollars! That’s not what happened. Instead, he was fired after eight months. Noah has been very public about this, and it’s well documented. He even wrote about why it happened, which mostly comes down to the fact that he was young and inexperienced. Here’s where the real story gets interesting. After being fired, Noah spent ten months at Mint, another successful startup. For Noah, that was a side-hustle. After Mint, he founded KickFlip, a payment provider for social games. He also started an ad company called Gambit. Both of those companies fluttered around for a while and then fizzled out. Next came AppSumo, a daily deals website for tech software. AppSumo has done very well, and it’s still in business as of this writing, but Noah eventually turned his attention to another opportunity. While building up his other businesses, he had become an expert at email marketing, and realized there was a huge need for effective marketing tools. So he created SumoMe, a software company that helps people and companies build their email lists. SumoMe has exploded since its launch. Over 200,000 sites now use it in some capacity, and that number is growing every day. It’s easy to imagine SumoMe becoming a $100 million dollar company in a matter of years, and it’s completely bootstrapped. The company has taken zero funding from venture capitalists. That means Noah can run the business exactly how he wants. I’ve known Noah for almost ten years. I met him when my first company was getting off the ground. Several months ago, we were emailing back and forth about promoting my first book. He ended one of the emails with, “Keep the hustle strong.” I smiled when I read that. Noah is, and always will be, a hustler. He’s been hustling for his entire career―for over a decade. And he deserves everything that’s coming his way. Hustle never comes without defeat. It never comes without detours and side-projects. But the best hustlers all know this simple truth: All that matters is that you keep on hustling.

own incitements, have been changing. The global weaving continues; the orbital web grows. In 2014, the European Space Agency launched a rocket from its spaceport in French Guyana, carrying Sentinel 1A, the first satellite in its Copernicus project, which is in many ways the most ambitious Earth observation program to date. Copernicus will include a fleet of orbiting craft to be launched over the ensuing decade, which will obtain continuous coverage of the entire planet in unprecedented detail over multiple wavelengths. Sentinel 1A can monitor any location on the globe using radar imaging, a technique we’ve employed with great success elsewhere in the solar system,

Let’s drink to my new friends. I’m glad to be entwined with Aziz’s photography project. I’m forthwith committed to making “Sacred Sex In Sacred Places” a successful venture for us. “I have been brainstorming with the Habiibi and Gabrielli on various approaches to launching this artistic endeavor. We have some ideas, and we’ll share them with you guys soon.” As we clinked our crystal glasses, Mario pronounced, “I’ll be joining you guys to Rome or wherever we are travelling, to see this project through to fruition. Before we depart for the Capital, I’ll organize a party at my palazzo to celebrate our collaboration.