Publications Italics Or Quotes

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Oh, sure," Gansey said, still cold and annoyed. "God forbid young men display their principles with futile but public protests when they could be skipping school and judging other students from the backseat of a motor vehicle." "Principles? Henry Cheng's principles are all about getting larger font in the school newsletter," Ronan said. He did a vaguely offensive version of Henry's voice: "Serif? Sans serif? More bold, less italics.
Maggie Stiefvater (The Raven King (The Raven Cycle, #4))
Washington Post, was recorded in the “Special China Series,” documents issued by the State Department in August, 1969, but came to the notice of the public only when reported by Terence Smith in the New York Times. Mao and Chou En-lai, it turns out, approached President Roosevelt in January, 1945, “trying to establish relations with the United States in order to avoid total dependence on the Soviet Union” (italics added). It seems that Ho Chi Minh never received an answer, and information of the Chinese approach was suppressed because, as Professor Allen Whiting has commented, it contradicted “the image of monolithic Communism directed from Moscow.
Hannah Arendt (Crises of the Republic: Lying in Politics, Civil Disobedience, On Violence, and Thoughts on Politics and Revolution)
the command’s “true basis lies in the earnest cooperation of the senior officers assigned to an allied theater. Since cooperation, in turn, implies such things as selflessness, devotion to a common cause, generosity in attitude, and mutual confidence, it is easy to see that actual unity in an allied command depends directly upon the individuals in the field…. Patience, tolerance, frankness, absolute honesty in all dealings, particularly with all persons of the opposite nationality, and firmness, are absolutely essential…. [T] he thing you must strive for is the utmost in mutual respect and confidence among the group of seniors making up the allied command [Eisenhower’s italics].” Eisenhower practiced what he preached. No matter how wearing his duties or how grim the military outlook, by act of will Eisenhower as supreme commander “firmly determined that my mannerisms and speech in public would always reflect the cheerful certainty of victory.” His British colleague and sometime rival Bernard Montgomery conceded that Eisenhower’s “real strength lies in his human qualities…. He has the power of drawing the hearts of men towards him as a magnet attracts the bits of metal. He merely has to smile at you, and you trust him at once. He is the very incarnation of sincerity.” Omar Bradley noted more succinctly that Eisenhower’s smile was worth twenty divisions.
Walter Isaacson (Profiles in Leadership: Historians on the Elusive Quality of Greatness)
The governor of the Polana province had forbidden public meetings, any man seen addressing a crowd was liable to arrest and imprisonment, but it made no difference: they spoke, they met, they lived in unrest, resentment, wakefulness. They had all that Itale had sought first as a student in Solariy: the sense of justice, the spirit of revolt. But then revolt to what end?
Ursula K. Le Guin (Malafrena: A Library of America eBook Classic)
In his theorizaton of crisis racism under Thatcherism and in the France of an insurgent Front national, Etienne Balibar describes how the invocation of crisis licenses the ‘crossing of certain thresholds of intolerance […] which are generally turned on the victims themselves and described as thresholds of tolerance’ (Balibar and Wallerstein 1991: 219, italics in original). Establishing the intolerable is crucial to the exercise of racisms integral to but disavowed in national and European imaginaries (Blommaert and Verschueren 1998: 78). This preserves a hegemonic self-image of the tolerant acting intolerantly under duress: the 2004 redesignation of the wearing of the hijab in France as intrinsically an act of proselytization, the defence of the publication of the Jyllands Posten cartoons as an inclusive act of mockery, the objection to a Muslim cultural centre and ‘inter-faith prayer space’ near the former site of the World Trade Center in New York as an ‘assertion of Islamic triumphalism that we should not tolerate’ (see Pilkington 2010).
Alana Lentin (The Crises of Multiculturalism: Racism in a Neoliberal Age)
The rationing system that was set up in Britain at the outbreak of the hostilities was as revolutionary as anything the Communists could have dreamed up. Almost every basic item of food was rationed , as were other essentials such as clothing and household goods. Nobody was entitled to more food if they were richer, or of a higher social standing than their neighbors -the only people entitled to better rations were those in the armed forces, or those in occupations that required heavy physical labour. As a consequence, the general health of the population actually improved (italics) during the war: by the late 1940's infant mortality rates in England were in steady decline, and deaths from a variety of disease had also dropped substantially since the prewar years. From the standpoint of public health, the war made Britain a much fairer society. There were other changes in Britain during the war that had a similar effect, such as the introduction of conscription to people of all classes, and both sexes. "Social and sexual distinctions were swept away.' wrote Theodora FitzGibbon. 'and when a dramatic change such as that takes place, it never goes back quite in the same way.
Keith Lowe (Savage Continent: Europe in the Aftermath of World War II)
Truman had been able to govern the country with the cooperation of a relatively small number of Wall Street lawyers and bankers.' Huntington concludes (regretfully) this was no longer possible by the late sixties. Why not? Presidential authority was eroded. There was a broad reappraisal of governmental action and 'morality' in the post-Vietnam/post-Watergate era among political leaders who, like the general public, openly questioned 'the legitimacy of hierarchy, coercion, discipline, secrecy, and deception—all of which are, in some measure,' according to Huntington, 'inescapable attributes of the process of government.' Congressional power became more decentralized and party allegiances to the administration weakened. Traditional forms of public and private authority were undermined as 'people no longer felt the same compulsion to obey those whom they had previously considered superior to themselves in age, rank, status, expertise, character, or talents.' ¶ Throughout the sixties and into the seventies, too many people participated too much: 'Previously passive or unorganized groups in the population, blacks, Indians, Chicanos, white ethnic groups, students, and women now embarked on concerted efforts to establish their claims to opportunities, positions, rewards, and privileges, which they had not considered themselves entitled [sic] before. [Italics mine.] ¶ Against their will, these 'groups'—the majority of the population—have been denied 'opportunities, positions, rewards and privileges.' More democracy is not the answer: 'applying that cure at the present time could well be adding fuel to the flames.' Huntington concludes that 'some of the problems in governance in the United States today stem from an excess of democracy...Needed, instead, is a greater degree of moderation in democracy.' ¶ '...The effective operation of a democratic political system usually requires some measure of apathy and non-involvement on the part of some individuals and groups. In the past, every democratic society has had a marginal population, of greater or lesser size, which has not actively participated in politics. In itself, this marginality on the part of some groups is inherently undemocratic but it is also one of the factors which has enabled democracy to function effectively. [Italics mine.]' ¶ With a candor which has shocked those trilateralists who are more accustomed to espousing the type of 'symbolic populism' Carter employed so effectively in his campaign, the Governability Report expressed the open secret that effective capitalist democracy is limited democracy! (See Alan Wolfe, 'Capitalism Shows Its Face.')
Holly Sklar (Trilateralism: The Trilateral Commission and Elite Planning for World Management)
Trilateralists look forward to a pseudo postnational age in which social, economic, and political values originating in the trilatleral regions are transformed into universal values. Expanding networks of like-minded governmental officials, businessmen, and technocrats—elite products of Western civilization—are to carry out national and international policy formation. Functionally specific institutions with 'more technical focus, and lesser public awareness' [italics mine] are best suited for addressing international issues in the trilateral model. Trilateralists call this decision making process 'piecemeal functionalism.' No comprehensive blueprints would be proposed and debated, but bit and bit the overall trilateral design would take shape. Its 'functional' components are to be adopted in more or less piecemeal fashion, lessening the chance people will grasp the overall scheme and organize resistance.
Holly Sklar (Trilateralism: The Trilateral Commission and Elite Planning for World Management)
Chris Argyris, professor emeritus at Harvard Business School, wrote a lovely article in 1977,191 in which he looked at the performance of Harvard Business School graduates ten years after graduation. By and large, they got stuck in middle management, when they had all hoped to become CEOs and captains of industry. What happened? Argyris found that when they inevitably hit a roadblock, their ability to learn collapsed: What’s more, those members of the organization that many assume to be the best at learning are, in fact, not very good at it. I am talking about the well-educated, high-powered, high-commitment professionals who occupy key leadership positions in the modern corporation.… Put simply, because many professionals are almost always successful at what they do, they rarely experience failure. And because they have rarely failed, they have never learned how to learn from failure.… [T]hey become defensive, screen out criticism, and put the “blame” on anyone and everyone but themselves. In short, their ability to learn shuts down precisely at the moment they need it the most.192 [italics mine] A year or two after Wave, Jeff Huber was running our Ads engineering team. He had a policy that any notable bug or mistake would be discussed at his team meeting in a “What did we learn?” session. He wanted to make sure that bad news was shared as openly as good news, so that he and his leaders were never blind to what was really happening and to reinforce the importance of learning from mistakes. In one session, a mortified engineer confessed, “Jeff, I screwed up a line of code and it cost us a million dollars in revenue.” After leading the team through the postmortem and fixes, Jeff concluded, “Did we get more than a million dollars in learning out of this?” “Yes.” “Then get back to work.”193 And it works in other settings too. A Bay Area public school, the Bullis Charter School in Los Altos, takes this approach to middle school math. If a child misses a question on a math test, they can try the question again for half credit. As their principal, Wanny Hersey, told me, “These are smart kids, but in life they are going to hit walls once in a while. It’s vital they master geometry, algebra one, and algebra two, but it’s just as important that they respond to failure by trying again instead of giving up.” In the 2012–2013 academic year, Bullis was the third-highest-ranked middle school in California.194
Laszlo Bock (Work Rules!: Insights from Inside Google That Will Transform How You Live and Lead)