Project Management Quotes

Thirty years ago my older brother, who was ten years old at the time, was trying to get a report written on birds that he'd had three months to write, which was due the next day. We were out at our family cabin in Bolinas, and he was at the kitchen table close to tears, surrounded by binder paper and pencils and unopened books about birds, immobilized by the hugeness of the task ahead. Then my father sat down beside him put his arm around my brother's shoulder, and said, "Bird by bird, buddy. Just take it bird by bird.

Lucky Charms?” I asked. “Magically delicious,” he explained. “Requisite for any sort of building project.” I shook my head, still amazed at how he had managed to weasel his way over here. “This isn’t a date.” He cut me a scandalized look. "Obviously. I’d bring Count Chocula for that.

Entrepreneurs must organize their business for success by developing a project management mindset that allows them to plan, build, divide, and conquer.

If you always do what you've always done, you'll always get what you always got.

To crush fear doesn't mean you eliminate it; crushing fear means you literally crush it down into smaller, more manageable parts and tackle one piece at a time.

Divorce = Rebirth: forget the past, replan your life, improve your appearance & REJUVENATE!

The bearing of a child takes nine months, no matter how many women are assigned.

The manager’s function is not to make people work, but to make it possible for people to work.

Do the things you like to be happier, stronger & more successful. Only so is hard work replaced by dedication.

If we could eliminate the concept of town and return to live in small villages, all world problems were solved.

Frequency makes starting easier. Getting started is always a challenge. It’s hard to start a project from scratch, and it’s also hard each time you re-enter a project after a break. By working every day, you keep your momentum going.

His management philosophy, tempered in his rain-dancing days, was always to give the project to whoever had the most to gain from success--or the most to lose from failure.

You may claim no affiliation with them, but perhaps some have crossed your path.And perhaps you'd like to help us find them." "Oh,sure.You killed my mother. You can imagine I'm dying to help you out." Thomas manages to ignore me again. He glances at the first photo projected on the wall. "Know this person?" I shake my head. "Never seen him before." Thomas clicks the remote. Another photo pops up. "How about this one?" "Nope." Another photo. "How about this?" "Nope." Yet another stranger pops up on the wall. "Seen this girl before?" "Never seen her in my life." More unfamiliar faces. Thomas goes through them without blinking an eye or questioning my responses. What a stupid puppet of the state. I watch him as we continue, wishing I weren't chained so I could beat this man to the ground.

Divorce is the start point for a brand new life. Don't lose the chance to redesign it upon your dreams!

Remember that by saying “yes”—to projects, a course of action, or whatever—you are implicitly saying “no” to something else.

Sometimes I run fast when I feel like it, but if I increase the pace I shorten the amount of time I run, the point being to let the exhilaration I feel at the end of each run carry over to the next day. This is the same sort of tack I find necessary when writing a novel. I stop every day right at the point where I feel I can write more. Do that, and the next day's work goes surprisingly smoothly. I think Ernest Hemingway did something like that. To keep on going, you have to keep up the rhythm. This is the important thing for long-term projects. Once you set the pace, the rest will follow. The problem is getting the flywheel to spin at a set speed-and to get to that point takes as much concentration and effort as you can manage.

You can tell a man is clever by his answers – you can tell a man is wise by his questions.

Under a good administration, the Nile gains on the desert. Under a bad one, the desert gains on the Nile.

an epiphany: every lesson I learned fell into better management of one of three categories: my time, my attention, and my energy.

Programming is about managing complexity: the complexity of the problem, laid upon the complexity of the machine. Because of this complexity, most of our programming projects fail.

If your objectives are too broad, they can dilute your project.

Exploratory market research is generally preferred in the early stages of a project when you are more interested in exploring a subject.

Defining a good project is dependent on how well you can define your needs. The better you specify your requirements, the better the results of a project are going to be.

Interviews are a qualitative form of collecting data. The reason it generates good responses is because it’s way more personal than other forms of data gathering techniques.

When someone says they “don’t have time” for something, what they’re really saying is that a task isn’t as important or attractive as whatever else they have on their plate.

A market research plan should include all the essential information about your current research project. In addition, remember to keep your plan short and include only the most important information there.

Many research organizations are regularly studying the market and publishing their results in the form of various reports and case studies. You can study these reports to get an understanding of your issue.

The conclusion is simple: if a 200-man project has 25 managers who are the most competent and experienced programmers, fire the 175 troops and put the managers back to programming.

You must understand that your creativity comes alive when you spend time alone focusing on your projects without distractions.

If you fail to plan, you plan to fail

The idealized market was supposed to deliver ‘friction free’ exchanges, in which the desires of consumers would be met directly, without the need for intervention or mediation by regulatory agencies. Yet the drive to assess the performance of workers and to measure forms of labor which, by their nature, are resistant to quantification, has inevitably required additional layers of management and bureaucracy. What we have is not a direct comparison of workers’ performance or output, but a comparison between the audited representation of that performance and output. Inevitably, a short-circuiting occurs, and work becomes geared towards the generation and massaging of representations rather than to the official goals of the work itself. Indeed, an anthropological study of local government in Britain argues that ‘More effort goes into ensuring that a local authority’s services are represented correctly than goes into actually improving those services’. This reversal of priorities is one of the hallmarks of a system which can be characterized without hyperbole as ‘market Stalinism’. What late capitalism repeats from Stalinism is just this valuing of symbols of achievement over actual achievement. […] It would be a mistake to regard this market Stalinism as some deviation from the ‘true spirit’ of capitalism. On the contrary, it would be better to say that an essential dimension of Stalinism was inhibited by its association with a social project like socialism and can only emerge in a late capitalist culture in which images acquire an autonomous force. The way value is generated on the stock exchange depends of course less on what a company ‘really does’, and more on perceptions of, and beliefs about, its (future) performance. In capitalism, that is to say, all that is solid melts into PR, and late capitalism is defined at least as much by this ubiquitous tendency towards PR-production as it is by the imposition of market mechanisms.

Businesses are great structures for managing big projects. It’s like trying to develop the ability to walk without developing a skeleton. Once in a blue moon, you get an octopus, but for the most part, you get skeletons. Skeletons are good shit.

I wasn’t convinced anyone felt the exact same way I did. That’s the rub about being human, I guess. You have all these tools to express yourself, art and music and poetry and stuff, but no one will ever truly know how you feel unless you somehow manage to create a projection of your brain and play it on to the wall. Even then it might not be as vivid. Even then it might not be as close.

We practice mastering ourselves in the moment so that we can better open ourselves to being a servant leader and to harness our emotions and choose what to do with our reactions.

If you don’t collect any metrics, you’re flying blind. If you collect and focus on too many, they may be obstructing your field of view.

If you don’t know where you’re going, any road will take you there.

Time creates Let time work at your projects.

Let your projects be independent organisms. They will develop their own beautiful architecture.

It's the fricking reality that destroys plans.

As a source of the fledgling nation's financial might, slavery shaped our political institutions and founding documents, our laws governing private property and financial regulation, our management techniques and accounting systems, and our economic systems and labor unions.

I appreciate the scientific rigor with which you’ve approached this project, Anna,” said Christopher, who had gotten jam on his sleeve. “Though I don’t think I could manage to collect that many names and also pursue science. Much too time-consuming.” Anna laughed. “How many names would you want to collect, then?” Christopher tilted his head, a brief frown of concentration crossing his face, and did not reply. “I would only want one,” said Thomas. Cordelia thought of the delicate tracery of the compass rose on Thomas’s arm, and wondered if he had any special person in mind. “Too late for me to only have one,” declared Matthew airily. “At least I can hope for several names in a carefully but enthusiastically selected list.” “Nobody’s ever tried to seduce me at all,” Lucie announced in a brooding fashion. “There’s no need to look at me like that, James. I wouldn’t say yes, but I could immortalize the experience in my novel.” “It would be a very short novel, before we got hold of the blackguard and killed him,” said James. There was a chorus of laughter and argument. The afternoon sun was sinking in the sky, its rays catching the jeweled hilts of the knives in Anna’s mantelpiece. They cast shimmering rainbow patterns on the gold-and-green walls. The light illuminated Anna’s shabby-bright flat, making something in Cordelia’s heart ache. It was such a homey place, in a way that her big cold house in Kensington was not. “What about you, Cordelia?” said Lucie. “One,” said Cordelia. “That’s everyone’s dream, isn’t it, really? Instead of many who give you little pieces of themselves—one who gives you everything.” Anna laughed. “Searching for the one is what leads to all the misery in this world,” she said. “Searching for many is what leads to all the fun.

I was allowed exclusive access to Project Looking Glass' future-viewing telescope, and there's good news and bad news. The good is the game of golf manages to live on after you starve to death, and the bad is you'll never get to realize just how meaningless you are to the sport.

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

It is true that in general, energy which is aimed at positive factors usually obtains better results than energy invested in resistance!

The dread of doing a task uses up more time and energy than doing the task itself.

Over-seriousness is a warning sign for mediocrity and bureaucratic thinking. People who are seriously committed to mastery and high performance are secure enough to lighten up. —Michael J. Gelb

Remember to avoid self-criticism about setbacks or obstacles that appear in the midst of your project. As management consultant Michael Durst says, “You may not be responsible for causing what happens to you, but you are responsible for what you do to correct it.” This powerful message contains a crucial concept that many people miss: let go of worrying about the initial cause of the problem so that you can direct your energies to where they can do the most good—on the solution.

the more you see yourself like a stranger, the more likely you are to give your future self the same workload that you would give a stranger, and the more likely you are to put things off to tomorrow—for your future self to do.

Only the person with borderline can travel from reality to distortion and back, speaking both tongues with dual citizenship—not quite delusional, but with an alternative framework—to help manage a hostile, unpredictable reality.

I heard other people speaking in the name of freedom, and the more they defended this unique right, the more enslaved they seemed to be to their parents' wishes, to a marriage in which they had promised to stay with the other person "for the rest of their lives", to the bathroom scales, to their diet, to half-finished projects, to lovers to whom they were incapable of saying "no" or "it's over", to weekends when they were obliged to have lunch with people they didn't even like. Slaves to luxury, to the appearance of luxury, to the appearance of the appearance of luxury. Slaves to a life they had not chosen, but which they had decided to live because someone had managed to convince them that it was all for the best. And so their identical days and nights passed, days and nights in which adventure was just a word in a book or an image o the television that was always on, and whenever a door opened, they would say “I’m not interested. I’m not in the mood.” How could they possibly know if they were in the mood or not if they had never tried? But there was no point in asking; the truth was they were afraid of any change that would upset the world they had grown used to.

Remember that when you finally get your dream job or project, it is not enough. In fact, it's just the beginning. Then you must deliver what you have promised. Show your capability, not just by words but by result-oriented actions too. And learn to work with others, for that's the secret for succeeding in any project.

It is so much easier to deal with the dead than with the living. The dead are out of the way, merely characters from stories about the past, never again unreadable, no misunderstandings possible, the pain coming from them stable and manageable. nor do you have to explain yourself to them, to justify the fact of your life.

Anything you might want to accomplish—executing a project at work, getting a new job, learning a new skill, starting a business—requires finding and putting to use the right information. Your professional success and quality of life depend directly on your ability to manage information effectively. According to the New York Times, the average person’s daily consumption of information now adds up to a remarkable 34 gigabytes.1 A separate study cited by the Times estimates that we consume the equivalent of 174 full newspapers’ worth of content each and every day, five times higher than in 1986.2 Instead of empowering us, this deluge of information often overwhelms us. Information Overload has become Information Exhaustion, taxing our mental resources and leaving us constantly anxious that we’re forgetting something.

Municipalities that struggle with emergency management present an added layer of risk in terms of their ability to repay loans. When we do our underwriting for bond issuance we consider how prepared a municipality is in terms of emergency management.

Respectability politics are at their core a rage-management project. Learning to manage one’s rage by daily tamping down that rage is a response to routine assaults on one’s dignity in a world where rage might get you killed or cause you to lose your job.

Consider the situation: Money that was provided because of social networks rather than need; a project designed for prestige rather than to be used; a lack of monitoring and accountability; and an architect appointed for show by somebody with little interest in the quality of the work. The outcome is hardly surprising: a project that should never have been built was built, and built badly.

Any software project must have a technical leader, who is responsible for all technical decisions made by the team and have enough authority to make them. Responsibility and authority are two mandatory components that must be present in order to make it possible to call such a person an architect.

Many rookie software managers think that they can "motivate" their programmers to work faster by giving them nice, "tight" (unrealistically short) schedules. I think this kind of motivation is brain-dead. When I'm behind schedule, I feel doomed and depressed and unmotivated. When I'm working ahead of schedule, I'm cheerful and productive. The schedule is not the place to play psychological games.

When people lie, they are juggling multiple narratives: what they know to be true, what they want to be true, what they are presenting as true, and all the emotions that go along with each—fear, anger, guilt, hope. All the while, they are trying to project a credible image of themselves, which suddenly becomes very, very difficult. Their beliefs and feelings are in conflict with themselves and each other.29 Managing all this conflict—conscious and unconscious, psychological and physiological—removes people from the moment.

Though anger seems a pessimistic response to a situation, it is at root a symptom of hope: the hope that the world can be better than it is. The man who shouts every time he loses his house keys is betraying a beautiful but rash faith in a universe in which keys never go astray. The woman who grows furious every time a politician breaks an election promise reveals a precariously utopian belief that elections do not involve deceit. The news shouldn’t eliminate angry responses; but it should help us to be angry for the right reasons, to the right degree, for the right length of time – and as part of a constructive project. And whenever this isn’t possible, then the news should help us with mourning the twisted nature of man and reconciling us to the difficulty of being able to imagine perfection while still not managing to secure it – for a range of stupid but nevertheless unbudgeable reasons.

In the face of an obstacle which it is impossible to overcome, stubbornness is stupid. If I persist in beating my fist against a stone wall, my freedom exhausts itself in this useless gesture without succeeding in giving itself a content. It debases itself in a vain contingency. Yet, there is hardly a sadder virtue than resignation. It transforms into phantoms and contingent reveries projects which had at the beginning been set up as will and freedom. A young man has hoped for a happy or useful or glorious life. If the man he has become looks upon these miscarried attempts of his adolescence with disillusioned indifference, there they are, forever frozen in the dead past. When an effort fails, one declares bitterly that he has lost time and wasted his powers. The failure condemns that whole part of ourselves which we had engaged in the effort. It was to escape this dilemma that the Stoics preached indifference. We could indeed assert our freedom against all constraint if we agreed to renounce the particularity of our projects. If a door refuses to open, let us accept not opening it and there we are free. But by doing that, one manages only to save an abstract notion of freedom. It is emptied of all content and all truth. The power of man ceases to be limited because it is annulled. It is the particularity of the project which determines the limitation of the power, but it is also what gives the project its content and permits it to be set up. There are people who are filled with such horror at the idea of a defeat that they keep themselves from ever doing anything. But no one would dream of considering this gloomy passivity as the triumph of freedom

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

thought then that decent, intelligent, and experienced managers would automatically make rational business decisions. But I learned over time that isn’t so. Instead, rationality frequently wilts when the institutional imperative comes into play. For example: (1) As if governed by Newton’s First Law of Motion, an institution will resist any change in its current direction; (2) Just as work expands to fill available time, corporate projects or acquisitions will materialize to soak up available funds; (3) Any business craving of the leader, however foolish, will be quickly supported by detailed rate-of-return and strategic studies prepared by his troops; and (4) The behavior of peer companies, whether they are expanding, acquiring, setting executive compensation or whatever, will be mindlessly imitated.

Love is not the answer, peace is. Throughout my whole life I have experienced and seen others use love as a reason to treat people with unkindness by being controlling, jealous, shouting in anger, and projecting guilt and shame. If you love someone but there is not peace in your heart when you think of that person then your work is not done. Do not stop at love, continue all the way towards the freedom of inner peace. Love starts when peace begins. Without peace love is simply a mask for our insecurity, judgment, and egoic attachments.

Imagine the case of someone supervising an exceptional team of workers, all of them striving towards a collectively held goal; imagine them hardworking, brilliant, creative and unified. But the person supervising is also responsible for someone troubled, who is performing poorly, elsewhere. In a fit of inspiration, the well-meaning manager moves that problematic person into the midst of his stellar team, hoping to improve him by example. What happens?—and the psychological literature is clear on this point.64 Does the errant interloper immediately straighten up and fly right? No. Instead, the entire team degenerates. The newcomer remains cynical, arrogant and neurotic. He complains. He shirks. He misses important meetings. His low-quality work causes delays, and must be redone by others. He still gets paid, however, just like his teammates. The hard workers who surround him start to feel betrayed. “Why am I breaking myself into pieces striving to finish this project,” each thinks, “when my new team member never breaks a sweat?” The same thing happens when well-meaning counsellors place a delinquent teen among comparatively civilized peers. The delinquency spreads, not the stability.65 Down is a lot easier than up.

Autoimmunity is internalized by patients as an opportunity for the ultimate self-management project. But in fact it is a manifestation of a flawed collective project. If it is an indictment of anything, it is an indictment not of our personhood but of our impulse to see social problems as being about our personhood, instead of a consequence of our collective shortcomings as co-citizens of this place and time.

Adopting a remote, managerial point of view, you could say that the Eagle project was a case where a local system of management worked as it should: competition for resources creating within a team inside a company an entrepreneurial spirit, which was channeled in the right direction by constraints sent down from the top. But it seems more accurate to say that a group of engineers got excited about building a computer.

Right now I’m aiming at increasing the distance I run, so speed is less of an issue. As long as I can run a certain distance, that’s all I care about. Sometimes I run fast when I feel like it, but if I increase the pace I shorten the amount of time I run, the point being to let the exhilaration I feel at the end of each run carry over to the next day. This is the same tack I find necessary when writing a novel. I stop every day right at the point where I feel I can write no more. Do that, and the next day’s work goes surprisingly smoothly. I think Ernest Hemmingway did something like that. To keep on going, you have to keep up the rhythm. This is the important thing for long-term projects. Once you set the pace, the rest will follow. The problem is getting the flywheel to spin at a set speed – and to get to that point takes as much concentration and effort as you can manage.

Failure per se is not a disease but it can trigger anxiety, depression and even suicide. If failure can strike anyone, how can we handle it? Medical science has a well-defined mechanism in place for dealing with diseases – it identifies the symptoms and then prescribes a methodology for their management. Psychologists and Psychiatrists have management practices for dealing with anxiety and depression. But do we have a method for dealing with failure?

The second principle is to limit your work in progress. Perhaps the most appealing way to resist the truth about your finite time is to initiate a large number of projects at once; that way, you get to feel as though you’re keeping plenty of irons in the fire and making progress on all fronts. Instead, what usually ends up happening is that you make progress on no fronts—because each time a project starts to feel difficult, or frightening, or boring, you can bounce off to a different one instead. You get to preserve your sense of being in control of things, but at the cost of never finishing anything important.

The massive prison-building project that began in the 1980s created the means of concentrating and managing what the capitalist system had implicitly declared to be a human surplus. In the meantime, elected officials and the dominant media justified the new draconian sentencing practices, sending more and more people to prison in the frenzied drive to build more and more prisons by arguing that this was the only way to make our communities safe from murderers, rapists, and robbers.

As for relegated/delegated responsibility to ensure organizational software licensing compliance, management is still accountable when intellectual property rights are violated. If the safeguarding responsibility is assigned to an ineffective and/or inefficient unit within an organization, IT audit should recommend an alternative arrangement after the risks are substantiated.

Here is a piece of metal which has been melted until it has become shapeless. It represents nothing. Nor does it have design, of any intentional sort. It is merely amorphous. One might say, it is mere content, deprived of form.” Childan nodded. “Yet,” Paul said, “I have for several days now inspected it, and for no logical reason I feel a certain emotional fondness. Why is that? I may ask. I do not even now project into this blob, as in psychological German tests, my own psyche. I still see no shapes or forms. But it somehow partakes of Tao. You see?” He motioned Childan over. “It is balanced. The forces within this piece are stabilized. At rest. So to speak, this object has made its peace with the universe. It has separated from it and hence has managed to come to homeostasis.

There can be no question that Musk has mastered the art of getting the most out of his employees. Interview three dozen SpaceX engineers and each one of them will have picked up on a managerial nuance that Musk has used to get people to meet his deadlines. One example from Brogan: Where a typical manager may set the deadline for the employee, Musk guides his engineers into taking ownership of their own delivery dates. “He doesn’t say, ‘You have to do this by Friday at two P.M.,’” Brogan said. “He says, ‘I need the impossible done by Friday at two P.M. Can you do it?’ Then, when you say yes, you are not working hard because he told you to. You’re working hard for yourself. It’s a distinction you can feel. You have signed up to do your own work.” And by recruiting hundreds of bright, self-motivated people, SpaceX has maximized the power of the individual. One person putting in a sixteen-hour day ends up being much more effective than two people working eight-hour days together. The individual doesn’t have to hold meetings, reach a consensus, or bring other people up to speed on a project. He just keeps working and working and working. The ideal SpaceX employee is someone like Steve Davis, the director of advanced projects at SpaceX. “He’s been working sixteen hours a day every day for years,” Brogan said. “He gets more done than eleven people working together.

...you make it sound like this is work. I’m having a hard time thinking about sex as a project to manage.” He barely touched the cheeks of her ass, just a little tickle on her flesh, and her muscles clenched. “Only because you don’t take it seriously.” “I take it very seriously,” she shot back. “No, you take the choice of your partner seriously, but not the sex itself. The sex itself you view as something you have to give up to get to what you really want, and that’s companionship and affection. You can’t buy those with sex, Avery. Those will come or not, and it doesn’t mean a damn thing to any man. Not really. He’ll take sex from you even if he doesn’t particularly like you. He’ll take it because you offer it up so easily. Again—not the relationship, but the sex. You’re offering me easy sex. Sex where I don’t have to work, but I want to work because I do like you and I do feel affection for you. Do you understand?” “You think I should ask for more.” “No, I think you should demand more.” “That doesn’t sound very submissive...

This is what God taught me through Judas at Jesus’ table, eating the broken bread that was His body: We don’t get to opt out of living on mission because we might not be appreciated. We’re not allowed to neglect the oppressed because we have reservations about their discernment. We cannot deny love because it might be despised or misunderstood. We can’t withhold social relief because we’re not convinced it will be perfectly managed. We can’t project our advantaged perspective onto struggling people and expect results available only to the privileged. Must we be wise? Absolutely. But doing nothing is a blatant sin of omission.

1. Where in your life or your work are you currently pursuing comfort, when what’s called for is a little discomfort? Pursuing the life projects that matter to you the most will almost always entail not feeling fully in control of your time, immune to the painful assaults of reality, or confident about the future. It means embarking on ventures that might fail, perhaps because you’ll find you lacked sufficient talent; it means risking embarrassment, holding difficult conversations, disappointing others, and getting so deep into relationships that additional suffering—when bad things happen to those you care about—is all but guaranteed. And so we naturally tend to make decisions about our daily use of time that prioritize anxiety-avoidance instead. Procrastination, distraction, commitment-phobia, clearing the decks, and taking on too many projects at once are all ways of trying to maintain the illusion that you’re in charge of things. In a subtler way, so too is compulsive worrying, which offers its own gloomy but comforting sense that you’re doing something constructive to try to stay in control. James Hollis recommends asking of every significant decision in life: “Does this choice diminish me, or enlarge me?” The question circumvents the urge to make decisions in the service of alleviating anxiety and instead helps you make contact with your deeper intentions for your time. If you’re trying to decide whether to leave a given job or relationship, say, or to redouble your commitment to it, asking what would make you happiest is likely to lure you toward the most comfortable option, or else leave you paralyzed by indecision. But you usually know, intuitively, whether remaining in a relationship or job would present the kind of challenges that will help you grow as a person (enlargement) or the kind that will cause your soul to shrivel with every passing week (diminishment). Choose uncomfortable enlargement over comfortable diminishment whenever you can.

Most of any job consists of “pro forma” activity, or tasks designed to keep up the appearance of being productive. The actual job is a few hours a week where your input is actually needed. The rest is designed to make your supervisors, and her managers all the way up to the top, look good because all the workers appear engaged in “important” activity. Remember that being successful entails looking successful. Creating “important” tasks makes people look successful, so they do it to their underlings. This is why you will work all night on projects that never see the light of day, or spend hours each week filling out forms that no one sees. Appearance is more important than reality in dying civilizations.

The key is to take a larger project or goal and break it down into smaller problems to be solved, constraining the scope of work to solving a key problem, and then another key problem. This strategy, of breaking a project down into discrete, relatively small problems to be resolved, is what Bing Gordon, a cofounder and the former chief creative officer of the video game company Electronic Arts, calls smallifying. Now a partner at the venture capital firm Kleiner Perkins, Gordon has deep experience leading and working with software development teams. He’s also currently on the board of directors of Amazon and Zynga. At Electronic Arts, Gordon found that when software teams worked on longer-term projects, they were inefficient and took unnecessary paths. However, when job tasks were broken down into particular problems to be solved, which were manageable and could be tackled within one or two weeks, developers were more creative and effective.

We do not have a choice whether or not to discuss history. History has always been invoked in contemporary controversies.The only choice is between discussing what actually happened in the past and discussing notions projected into the past for present purposes. History is the memory of the human race. For an individual to wake up some morning with no memory would be devastating. In addition to the emotional trauma of suddenly finding everything and everybody unknown and unfathomable, there would be no way to carry out the practical necessities of work or managing a home, much less maintaining or establishing relations with other human beings. It would not be much better to wake up some morning with a false memory, induced in you by some means by some other person—to serve that other person’s purposes, with all memories expunged that do not serve that end and other memories twisted or created out of thin air to make you the willing instrument of some ulterior design.

The book ‘Outliers’ by Malcolm Gladwell talks about the 10,000-hour theory–that almost anyone can master a skill if they dedicate 10,000 hours to it. The same is true for your side hustle. If you put in the right hours–into the right places–then you can build a successful side hustle, too. The rate at which you put these hours in is up to you. Yes, if you go slower, then it will take longer. But compared to your other option–doing nothing at all–what’s the hurry? Here’s the tried and true technique I use to put the necessary time into any new project without overwhelming myself: Set aside 20 minutes–no more!–every single day to work on your project, and protect those 20 minutes with everything you have. Never let anything get in the way of this time.

The child teaches the adult something else about love: that genuine love should involve a constant attempt to interpret with maximal generosity what might be going on, at any time, beneath the surface of difficult and unappealing behaviour. The parent has to second-guess what the cry, the kick, the grief or the anger is really about. And what marks out this project of interpretation – and makes it so different from what occurs in the average adult relationship – is its charity. Parents are apt to proceed from the assumption that their children, though they may be troubled or in pain, are fundamentally good. As soon as the particular pin that is jabbing them is correctly identified, they will be restored to native innocence. When children cry, we don’t accuse them of being mean or self-pitying; we wonder what has upset them. When they bite, we know they must be frightened or momentarily vexed. We are alive to the insidious effects that hunger, a tricky digestive tract or a lack of sleep may have on mood. How kind we would be if we managed to import even a little of this instinct into adult relationships – if here, too, we could look past the grumpiness and viciousness and recognize the fear, confusion and exhaustion which almost invariably underlie them. This is what it would mean to gaze upon the human race with love.

In a variation on James's recipe for interesting experience--the familiar leavened by the novel--Hobbs's "art of choosing difficulties" requires selecting projects that are "just manageable." If an activity is too easy, you lose focus and get bored. If it's too hard, you become anxious, overwhelmed, and unable to concentrate. Tellingly, one group is distinguished by its zeal for the kind of work that requires you to give it all you've got: high achievers particularly relish taking on risky projects that have only a 50/50 chance of success.

Because of my love of excessive efficiency, my former decluttering efforts went something like this: Oh, this goes in the master bathroom. I’ll make a master bathroom pile here. That goes in the playroom, so I’ll make a playroom pile. These nails should be in the garage, so here’s a garage pile. Six piles later, life happened. I left the decluttering project to go take care of life with every intention of coming back as soon as I could. But I didn’t. Either more life happened, or I forgot. When I finally returned to the project a few hours (or a few days or a few months) later, those totally logical little piles had morphed into one big pile that was no longer the least bit sorted. The clutter that once drove me crazy while it sat behind the cabinet door or inside the drawer? Now it was out in the open, outside the area I was decluttering. I’d created a bigger mess.

1. Project What is the project? Why is it unique? Why is the business needed? Why will customers love your product? 2. Partners Who are you? Who are the partners? What are your educational backgrounds? How much experience do you all have? How are you and your partners qualified to make the project a success? 3. Financing What is the total cost of the project? How much debt and how much equity is there? Are partners investing their own money? What is the investor’s return and reward for their risk? What are the tax consequences? Who is your CFO or accounting firm? Who is responsible for investor communications? What is the investor’s exit? 4. Management Who is running your company? What is their experience? What is their track record? Have they ever failed? How does their experience relate to your industry? Do you believe this is the strongest management team you can assemble? Can you pitch them with confidence?

One also, in our milieu, simply didn't meet enough Americans to form an opinion. And when one did—this was in the days of crew-cuts and short-legged pants—they, too, often really did sport crew-cuts and trousers that mysteriously ended several inches short of the instep. Why was that? It obviously wasn't poverty. A colleague of my father's had a daughter who got herself married and found that an American friend she had met on holiday had offered to pay the whole cost of the nuptial feast. I forget the name of this paladin, but he had a crew-cut and amputated trouser-bottoms and a cigar stub and he came from a place called Yonkers, which seemed to me a ridiculous name to give to a suburb. (I, who had survived Crapstone… ) Anyway, once again one received a Henry Jamesian impression of brash generosity without overmuch refinement. There was a boy at my boarding school called Warren Powers Laird Myers, the son of an officer stationed at one of the many U.S. Air Force bases in Cambridgeshire. Trousers at The Leys School were uniform and regulation, but he still managed to show a bit of shin and to buzz-cut his hair. 'I am not a Yankee,' he informed me (he was from Norfolk, Virginia). 'I am a CON-federate.' From what I was then gleaning of the news from Dixie, this was unpromising. In our ranks we also had Jamie Auchincloss, a sprig of the Kennedy-Bouvier family that was then occupying the White House. His trousers managed to avoid covering his ankles also, though the fact that he shared a parent with Jackie Kennedy meant that anything he did was accepted as fashionable by definition. The pants of a man I'll call Mr. 'Miller,' a visiting American master who skillfully introduced me to J.D. Salinger, were also falling short of their mark. Mr. Miller's great teacher-feature was that he saw sexual imagery absolutely everywhere and was slightly too fond of pointing it out [...]. Meanwhile, and as I mentioned much earlier, the dominant images projected from the United States were of the attack-dog-and-firehose kind, with swag-bellied cops lying about themselves and the political succession changed as much by bullets as by ballots.

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?

OPEN YOURSELF TO SERENDIPITY Chance encounters can also provide enormous benefits for your projects—and your life. Being friendly while standing in line for coffee at a conference might lead to a conversation, a business card exchange, and the first investment in your company a few months later. The person sitting next to you at a concert who chats you up during intermission might end up becoming your largest customer. Or, two strangers sitting in a nail salon exchanging stories about their families might lead to a blind date, which might lead to a marriage. (This is how I met my wife. Lucky for me, neither stranger had a smartphone, so they resorted to matchmaking.) I am consistently humbled and amazed by just how much creation and realization is the product of serendipity. Of course, these chance opportunities must be noticed and pursued for them to have any value. It makes you wonder how much we regularly miss. As we tune in to our devices during every moment of transition, we are letting the incredible potential of serendipity pass us by. The greatest value of any experience is often found in its seams. The primary benefits of a conference often have nothing to do with what happens onstage. The true reward of a trip to the nail salon may be more than the manicure. When you value the power of serendipity, you start noticing it at work right away. Try leaving the smartphone in your pocket the next time you’re in line or in a crowd. Notice one source of unexpected value on every such occasion. Develop the discipline to allow for serendipity.

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

Religion has no power if God is not truly 'dangerous,' but religion also seeks to manage God, and make God safe. The second commandment speaks against the management of God. We cannot help but make our images of God, for God has given us imagination. But every image we make of God is finally a box: a cage, potentially an idol, from which the living God keeps breaking out. And if we try to keep God there, then God comes out with 'jealousy' to overturn our careful construction. The third commandment speaks against the management of God. To take God's name in vain is to make God useful to our projects and ourselves. We are wont to trivialize the truth of God and then disparage it for being trivial. We are told God's name in order to love this God, but loving God is not managing God but fearing [respecting] God. And with God, the attitudes of love and fear [respect] are not contradictory but complementary.

Thanks for getting me out of there,” I murmur, lacing my fingers around my knees, and looking up at him on his step. “Yeah. You looked a little green. “ “I don’t handle crowds too well. I’ve always been that way, I guess.” “You might get in trouble,” he warns, staring at me in that strange, hungry way that unravels me. He strokes his bottom lip with a finger. For a flash of a second, his eyes look strange. Different. All glowing irises and thin dark pupils. Almost drake-like. I blink to clear my vision. His eyes are normal again. Just my imagination in overdrive. I’m probably projecting missing home and Az—everything--onto him. “Pep rallies are mandatory,” he continues. “A lot of people saw you leave. Teachers included.” “They saw you leave, too,” I point out. He leans to the side, propping an elbow on one of the steps behind him. “I’m not worried about that. I’ve been in trouble before.” He smiles a crooked grin and holds up crossed fingers. “The principal and I are like this. The guy loves me. Really.” Laughter spills from me, rusty and hoarse. His grin makes me feel good. Free. Like I’m not running from anything. Like I could stay here in this world, if only I have him. The thought unsettles me. Sinks heavily in my chest. Because I can’t have him. Not really. All he can ever be for me is a temporary fix. “But you’re worried I’ll get in trouble?” I try not to show how much this pleases me. I’ve managed to ignore him for days now and here I sit. Lapping up his attention like a neglected puppy. My voice takes on an edge. “Why do you care? I’ve ignored you for days.” His smile fades. He looks serious, mockingly so. “Yeah. You got to stop that.” I swallow back a laugh. “I can’t.” “Why?” There’s no humor in his eyes now, no mockery. “You like me. You want to be with me.” “I never said—” “You didn’t have to.” I inhale sharply. “Don’t do this.” He looks at me so fiercely, so intently. Angry again. “I don’t have friends. Do you see me hang with anyone besides my jerk cousins? That’s for a reason. I keep people away on purpose,” he growls. “But then you came along . . .” I frown and shake my head. His expression softens then , pulls at some part of me. His gaze travels my face, warming the core of me. “Whoever you are, Jacinda, you’re someone I have to let in.

1. Recruit the smallest group of people who can accomplish what must be done quickly and with high quality. Comparative Advantage means that some people will be better than others at accomplishing certain tasks, so it pays to invest time and resources in recruiting the best team for the job. Don’t make that team too large, however—Communication Overhead makes each additional team member beyond a core of three to eight people a drag on performance. Small, elite teams are best. 2. Clearly communicate the desired End Result, who is responsible for what, and the current status. Everyone on the team must know the Commander’s Intent of the project, the Reason Why it’s important, and must clearly know the specific parts of the project they’re individually responsible for completing—otherwise, you’re risking Bystander Apathy. 3. Treat people with respect. Consistently using the Golden Trifecta—appreciation, courtesy, and respect—is the best way to make the individuals on your team feel Important and is also the best way to ensure that they respect you as a leader and manager. The more your team works together under mutually supportive conditions, the more Clanning will naturally occur, and the more cohesive the team will become. 4. Create an Environment where everyone can be as productive as possible, then let people do their work. The best working Environment takes full advantage of Guiding Structure—provide the best equipment and tools possible and ensure that the Environment reinforces the work the team is doing. To avoid having energy sapped by the Cognitive Switching Penalty, shield your team from as many distractions as possible, which includes nonessential bureaucracy and meetings. 5. Refrain from having unrealistic expectations regarding certainty and prediction. Create an aggressive plan to complete the project, but be aware in advance that Uncertainty and the Planning Fallacy mean your initial plan will almost certainly be incomplete or inaccurate in a few important respects. Update your plan as you go along, using what you learn along the way, and continually reapply Parkinson’s Law to find the shortest feasible path to completion that works, given the necessary Trade-offs required by the work. 6. Measure to see if what you’re doing is working—if not, try another approach. One of the primary fallacies of effective Management is that it makes learning unnecessary. This mind-set assumes your initial plan should be 100 percent perfect and followed to the letter. The exact opposite is true: effective Management means planning for learning, which requires constant adjustments along the way. Constantly Measure your performance across a small set of Key Performance Indicators (discussed later)—if what you’re doing doesn’t appear to be working, Experiment with another approach.

Ink was black, in inkwells and bottles, in the past. It would get all over your fingers because it would run and flow relentlessly. This inevitable messiness was the flip side of writing. I always felt caught between two kinds of black: that of the dirty and dirtying substance and that of the signs that miraculously emerged from it through the magic of wayward fountain pens, which, when dipped too deep in the inkwell, had a strong tendency to cover the paper with what used to be called “inkblots.” Oh, the miracle of a clear and possibly elegant sentence emerging from the sticky ink and wending its way between the blots! It is the black of meaning wrung from the black of matter. (…) Isn’t the most profound education the one that was afforded me at my childhood elementary school, the one that divides the ink sharply between thought become Letter and drive turned into splotches and blots? How will those who begin with the darkish gray on the palish gray of computer screens manage? Without the slightest inkblot? Won’t they think that thought is just another variation of formlessness, that the intellect is just a thin additional coat of gray over the gray of drive, and drive a mere stripping of the gray of the intellect? Everything in the world is the result of a creative and careful dosing of black as it is projected onto the formidable invariability of white. Anyone who hasn’t experienced this, and sooner rather than later, will never learn anything.

That is why I can’t in any way approve of those MEDDLESOME and RESTLESS characters who, without being called by BIRTH or by FORTUNE to the management of public affairs, are yet forever thinking up some new reform! If I thought this present work contained the SLIGHTEST ground for suspecting me of such FOLLY, I would SHRINK from allowing it to be published! My plan has NEVER gone beyond trying to reform my own thoughts and to build on a foundation that is ALL MY OWN. If I’m pleased enough with my work to present you with this sketch of it, it’s not because I would advise anyone to imitate it. Those on whom GOD has bestowed more of his favours than he has on me will PERHAPS have higher aims; but I’m afraid that this project of mine may be too bold for many people! The mere decision to rid myself all the opinions I have hitherto accepted isn’t an example that everyone ought to follow! The world is mostly made up of two types of minds for whom it is QUITE unsuitable. (1) There are those who, believing themselves cleverer than they are, can’t help rushing to judgment and can’t muster the patience to direct all their thoughts in an ORDERLY manner. So that if they ONCE took the liberty of doubting the principles they have accepted and leaving the common path, they would NEVER be able to stay on the straighter path that they ought to take, AND would REMAIN lost ALL their LIVES. (2) And there are those who are reasonable enough, or modest enough, to THINK that they can’t distinguish true from false as well as some other people by whom they can be taught. THESE should be content to follow the opinions of those others rather than to seek better opinions themselves.

The day came: a Monday at the end of September. The night before he had realized that it was almost exactly a year since the beating, although he hadn’t planned it that way. He left work early that evening. He had spent the weekend organizing his projects; he had written Lucien a memo detailing the status of everything he had been working on. At home, he lined up his letters on the dining room table, and a copy of his will. He had left a message with Richard’s studio manager that the toilet in the master bathroom kept running and asked if Richard could let in the plumber the following day at nine – both Richard and Willem had a set of keys to his apartment – because he would be away on business. He took off his suit jacket and tie and shoes and watch and went to the bathroom. He sat in the shower area with his sleeves pushed up. He had a glass of scotch, which he sipped at to steady himself, and a box cutter, which he knew would be easier to hold than a razor. He knew what he needed to do: three straight vertical lines, as deep and long as he could make them, following the veins up both arms. And then he would lie down and wait. He waited for a while, crying a bit, because he was tired and frightened and because he was ready to go, he was ready to leave. Finally he rubbed his eyes and began. He started with his left arm. He made the first cut, which was more painful than he had thought it would be, and he cried out. Then he made the second. He took another drink of the scotch. The blood was viscous, more gelatinous than liquid, and a brilliant, shimmering oil-black. Already his pants were soaked with it, already his grip was loosening. He made the third. When he was done with both arms, he slumped against the back of the shower wall. He wished, absurdly, for a pillow. He was warm from the scotch, and from his own blood, which lapped at him as it pooled against his legs – his insides meeting his outsides, the inner bathing the outer. He closed his eyes. Behind him, the hyenas howled, furious at him. Before him stood the house with its open door. He wasn’t close yet, but he was closer than he’d been: close enough to see that inside, there was a bed where he could rest, where he could lie down and sleep after his long run, where he would, for the first time in his life, be safe.

How long will the Gilgamesh Project – the quest for immortality – take to complete? A hundred years? Five hundred years? A thousand years? When we recall how little we knew about the human body in 1900, and how much knowledge we have gained in a single century, there is cause for optimism. Genetic engineers have recently managed to double the average life expectancy of Caenorhabditis elegans worms.12 Could they do the same for Homo sapiens? Nanotechnology experts are developing a bionic immune system composed of millions of nano-robots, who would inhabit our bodies, open blocked blood vessels, fight viruses and bacteria, eliminate cancerous cells and even reverse ageing processes.13 A few serious scholars suggest that by 2050, some humans will become a-mortal (not immortal, because they could still die of some accident, but a-mortal, meaning that in the absence of fatal trauma their lives could be extended indefinitely). Whether or not Project Gilgamesh succeeds, from a historical perspective it is fascinating to see that most late-modern religions and ideologies have already taken death and the afterlife out of the equation. Until the eighteenth century, religions considered death and its aftermath central to the meaning of life. Beginning in the eighteenth century, religions and ideologies such as liberalism, socialism and feminism lost all interest in the afterlife. What, exactly, happens to a Communist after he or she dies? What happens to a capitalist? What happens to a feminist? It is pointless to look for the answer in the writings of Marx, Adam Smith or Simone de Beauvoir. The only modern ideology that still awards death a central role is nationalism. In its more poetic and desperate moments, nationalism promises that whoever dies for the nation will for ever live in its collective memory. Yet this promise is so fuzzy that even most nationalists do not really know what to make of it. The

In the words of Andy Grove: “To understand a company’s strategy, look at what they actually do rather than what they say they will do.”…. Here is a way to frame the investments that we make in the strategy that becomes our lives: we have resources – which include personal time, energy, talent and wealth – and we are using them to try to grow several “businesses” in our personal lives… How should we devote our resources to these pursuits? Unless you manage it mindfully, your personal resource allocation process will decide investments for you according to the “default” criteria that essentially are wired into your brain and your heart. As is true in companies, your resources are not decided and deployed in a single meeting or when you review your calendar for the week ahead. It is a continuous process –and you have, in your brain, a filter for making choices about what to prioritize. But it’s a messy process. People ask for your time and energy every day, and even if you are focused on what’s important to you, it’s still difficult to know which are the right choices. If you have an extra ounce of energy or a spare 30 minutes, there are a lot of people pushing you to spend them here rather than there. With so many people and projects wanting your time and attention, you can feel like you are not in charge of your own destiny. Sometimes that’s good: opportunities that you never anticipated emerge. But other times, those opportunities can take you far off course… The danger for high-achieving people is that they’ll unconsciously allocate their resources to activities that yield the most immediate, tangible accomplishments… How you allocate your own resources can make your life turn out to be exactly as you hope or very different from what you intend.

Jack coughed slightly and offered his hand. “Hi, uh. I’m Jack.” Kim took it. “Jack what?” “Huh?” “Your last name, silly.” “Jackson.” She blinked at him. “Your name is Jack Jackson?” He blushed. “No, uh, my first name’s Rhett, but I hate it, so…” He gestured to the chair and she sat. Her dress rode up several inches, exposing pleasing long lines of creamy skin. “Well, Jack, what’s your field of study?” “Biological Engineering, Genetics, and Microbiology. Post-doc. I’m working on a research project at the institute.” “Really? Oh, uh, my apple martini’s getting a little low.” “I’ve got that, one second.” He scurried to the bar and bought her a fresh one. She sipped and managed to make it look not only seductive but graceful as well. “What do you want to do after you’re done with the project?” Kim continued. “Depends on what I find.” She sent him a simmering smile. “What are you looking for?” Immediately, Jack’s eyes lit up and his posture straightened. “I started the project with the intention of learning how to increase the reproduction of certain endangered species. I had interest in the idea of cloning, but it proved too difficult based on the research I compiled, so I went into animal genetics and cellular biology. It turns out the animals with the best potential to combine genes were reptiles because their ability to lay eggs was a smoother transition into combining the cells to create a new species, or one with a similar ancestry that could hopefully lead to rebuilding extinct animals via surrogate birth or in-vitro fertilization. We’re on the edge of breaking that code, and if we do, it would mean that we could engineer all kinds of life and reverse what damage we’ve done to the planet’s ecosystem.” Kim stared. “Right. Would you excuse me for a second?” She wiggled off back to her pack of friends by the bar. Judging by the sniggering and the disgusted glances he was getting, she wasn’t coming back. Jack sighed and finished off his beer, massaging his forehead. “Yes, brilliant move. You blinded her with science. Genius, Jack.” He ordered a second one and finished it before he felt smallish hands on his shoulders and a pair of soft lips on his cheek. He turned to find Kamala had returned, her smile unnaturally bright in the black lights glowing over the room. “So…how did it go with Kim?” He shot her a flat look. “You notice the chair is empty.” Kamala groaned. “You talked about the research project, didn’t you?” “No!” She glared at him. “…maybe…” “You’re so useless, Jack.” She paused and then tousled his hair a bit. “Cheer up. The night’s still young. I’m not giving up on you.” He smiled in spite of himself. “Yet.” Her brown eyes flashed. “Never.

The Coach’s head was oblong with tiny slits that served as eyes, which drifted in tides slowly inward, as though the face itself were the sea or, in fact, a soup of macromolecules through which objects might drift, leaving in their wake, ripples of nothingness. The eyes—they floated adrift like land masses before locking in symmetrically at seemingly prescribed positions off-center, while managing to be so closely drawn into the very middle of the face section that it might have seemed unnecessary for there to have been two eyes when, quite likely, one would easily have sufficed. These aimless, floating eyes were not the Coach’s only distinctive feature—for, in fact, connected to the interior of each eyelid by a web-like layer of rubbery pink tissue was a kind of snout which, unlike the eyes, remained fixed in its position among the tides of the face, arcing narrowly inward at the edges of its sharp extremities into a serrated beak-like projection that hooked downward at its tip, in a fashion similar to that of a falcon’s beak. This snout—or beak, rather—was, in fact, so long and came to such a fine point that as the eyes swirled through the soup of macromolecules that comprised the man’s face, it almost appeared—due to the seeming thinness of the pink tissue—that the eyes functioned as kinds of optical tether balls that moved synchronously across the face like mirror images of one another. 'I wore my lizard mask as I entered the tram, last evening, and people found me fearless,' the Coach remarked, enunciating each word carefully through the hollow clack-clacking sound of his beak, as its edges clapped together. 'I might have exchanged it for that of an ox and then thought better. A lizard goes best with scales, don’t you think?' Bunnu nodded as he quietly wondered how the Coach could manage to fit that phallic monstrosity of a beak into any kind of mask, unless, in fact, this disguise of which he spoke, had been specially designed for his face and divided into sections in such a way that they could be readily attached to different areas—as though one were assembling a new face—in overlapping layers, so as to veil, or perhaps even amplify certain distinguishable features. All the same, in doing so, one could only imagine this lizard mask to be enormous to the extent that it would be disproportionate with the rest of the Coach’s body. But then, there were ways to mask space, as well—to bend light, perhaps, to create the illusion that something was perceptibly larger or smaller, wider or narrower, rounder or more linear than it was in actuality. That is to say, any form of prosthesis designed for the purposes of affecting remedial space might, for example, have had the capability of creating the appearance of a gap of void in occupied space. An ornament hangs from the chin, let’s say, as an accessory meant to contour smoothly inward what might otherwise appear to be hanging jowls. This surely wouldn’t be the exact use that the Coach would have for such a device—as he had no jowls to speak of—though he could certainly see the benefit of the accessory’s ingenuity. This being said, the lizard mask might have appeared natural rather than disproportionate given the right set of circumstances. Whatever the case, there was no way of even knowing if the Coach wasn’t, in fact, already wearing a mask, at this very moment, rendering Bunnu’s initial appraisal of his character—as determined by a rudimentary physiognomic analysis of his features—a matter now subject to doubt. And thus, any conjecture that could be made with respect to the dimensions or components of a lizard mask—not to speak of the motives of its wearer—seemed not only impractical, but also irrelevant at this point in time.

The usual short story cannot have a complex plot, but it often has a simple one resembling a chain with two or three links. The short short, however, doesn't as a rule have even that much - you don't speak of a chain when there's only one link. ... Sometimes ... the short short appears to rest on nothing more than a fragile anecdote which the writer has managed to drape with a quantity of suggestion. A single incident, a mere anecdote - these form the spine of the short short. Everything depends on intensity, one sweeping blow of perception. In the short short the writer gets no second chance. Either he strikes through at once or he's lost. And because it depends so heavily on this one sweeping blow, the short short often approaches the condition of a fable. When you read the two pieces by Tolstoy in this book, or I.L. Peretz's 'If Not Higher,' or Franz Kafka's 'The Hunter Gracchus,' you feel these writers are intent upon 'making a point' - but obliquely, not through mere statement. What they project is not the sort of impression of life we expect in most fiction, but something else: an impression of an idea of life. Or: a flicker in darkness, a slight cut of being. The shorter the piece of writing, the more abstract it may seem to us. In reading Paz's brilliant short short we feel we have brushed dangerously against the sheer arbitrariness of existence; in reading Peretz's, that we have been brought up against a moral reflection on the nature of goodness, though a reflection hard merely to state. Could we say that the short short is to other kinds of fiction somewhat as the lyric is to other kinds of poetry? The lyric does not seek meaning through extension, it accepts the enigmas of confinement. It strives for a rapid unity of impression, an experience rendered in its wink of immediacy. And so too with the short short. ... Writers who do short shorts need to be especially bold. They stake everything on a stroke of inventiveness. Sometimes they have to be prepared to speak out directly, not so much in order to state a theme as to provide a jarring or complicating commentary. The voice of the writer brushes, so to say, against his flash of invention. And then, almost before it begins, the fiction is brought to a stark conclusion - abrupt, bleeding, exhausting. This conclusion need not complete the action; it has only to break it off decisively. Here are a few examples of the writer speaking out directly. Paz: 'The universe is a vast system of signs.' Kafka in 'First Sorrow': The trapeze artist's 'social life was somewhat limited.' Paula Fox: 'We are starving here in our village. At last, we are at the center.' Babel's cossack cries out, 'You guys in specs have about as much pity for chaps like us as a cat for a mouse.' Such sentences serve as devices of economy, oblique cues. Cryptic and enigmatic, they sometimes replace action, dialogue and commentary, for none of which, as it happens, the short short has much room. There's often a brilliant overfocussing. ("Introduction")