Quality And Reliability Quotes

Blue is a tranquilizer, imparting coolness to your system. Blue slows down your system so it can heal and mend. Positive qualities of blue are willpower, aspiration, and reliability. Foods of the blue vibration are: grapes, blackberries, blue plums, blueberries, and any other blue fruits or vegetables.

It is hard for people who have not lived in Los Angeles to realize how radically the Santa Ana figures in the local imagination. The city burning is Los Angeles's deepest image of itself; Nathanael West perceived that, in The Day of the Locust; and at the time of the 1965 Watts riots what struck the imagination most indelibly were the fires. For days one could drive the Harbor Freeway and see the city on fire, just as we had always known it would be in the end. Los Angeles weather is the weather of catastrophe, of apocalypse, and, just as the reliably long and bitter winters of New England determine the way life is lived there, so the violence and the unpredictability of the Santa Ana affect the entire quality of life in Los Angeles, accentuate its impermanence, its unreliability. The wind shows us how close to the edge we are.

Los Angeles weather is the weather of catastrophe, of apocalypse, and, just as the reliably long and bitter winters of New England determine the way life is lived there, so the violence and the unpredictability of the Santa Ana affect the entire quality of life in Los Angeles, accentuate its impermanence, its unreliability. The wind shows us how close to the edge we are.

In high-performing organizations, everyone within the team shares a common goal—quality, availability, and security aren’t the responsibility of individual departments, but are a part of everyone’s job, every day.

Consistency is an under-appreciated inspirational quality. It’s that ability to conduct yourself in a consistent, reliable manner that others will respect and appreciate.

If originals aren’t reliable judges of the quality of their ideas, how do they maximize their odds of creating a masterpiece? They come up with a large number of ideas. Simonton finds that on average, creative geniuses weren’t qualitatively better in their fields than their peers. They simply produced a greater volume of work, which gave them more variation and a higher chance of originality. “The odds of producing an influential or successful idea,” Simonton notes, are “a positive function of the total number of ideas generated.

As you got older, you realized that the qualities you valued in the people you slept with or dated weren’t necessarily the ones you wanted to live with, or be with, or plod through your days with. If you were smart, and if you were lucky, you learned this and accepted this. You figured out what was most important to you and you looked for it, and you learned to be realistic. They all chose differently: Roman had chosen beauty, sweetness, pliability; Malcolm, he thought, had chosen reliability, and competence (Sophie was intimidatingly efficient), and aesthetic compatibility. And he? He had chosen friendship. Conversation. Kindness. Intelligence. When he was in his thirties, he had looked at certain people’s relationships and asked the question that had (and continued to) fuel countless dinner-party conversations: What’s going on there? Now, though, as an almost-forty-eight-year-old, he saw people’s relationships as reflections of their keenest yet most inarticulable desires, their hopes and insecurities taking shape physically, in the form of another person. Now

In learning and argumentation, the quality brain is similar to a facility of maximum security. What passes the logic test, free of fallacy and pretense, then must pass the test of biblical accuracy in order to proceed as an adopted, reliable truth.

Programmers working with high-level languages achieve better productivity and quality than those working with lower-level languages. Languages such as C++, Java, Smalltalk, and Visual Basic have been credited with improving productivity, reliability, simplicity, and comprehensibility by factors of 5 to 15 over low-level languages such as assembly and C (Brooks 1987, Jones 1998, Boehm 2000). You save time when you don't need to have an awards ceremony every time a C statement does what it's supposed to.

Relationships never provide you with everything. They provide you with some things. You take all the things you want from a person - sexual chemistry, let's say, or good conversation, or financial support, or intellectual compatibility, or niceness, or loyalty - and you get to pick three of those things. Three - that's it. Maybe four, if you're very lucky. The rest you have to look for elsewhere. It's only in the movies that you find someone who gives you all of those things. But this isn't the movies. In the real world, you have to identify which three qualities you want to spend the rest of your life with, and then you look for those qualities in another person. That's real life. Don't you see it's a trap? If you keep trying to find everything, you'll wind up with nothing.' ...At the time, he hadn't believed these words, because at the time, everything really did seem possible: he was twenty-three, and everyone was young and attractive and smart and glamorous. Everyone thought they would be friends for decades, forever. But for most people, of course, that hadn't happened. As you got older, you realized that the qualities you valued in the people you slept with or dated weren't necessarily the ones you wanted to live with, or be with, or plod through your days with. If you were smart, and if you were lucky, you learned this and accepted this. You figured out what was most important to you and you looked for it, and you learned to be realistic. They all chose differently: Roman had chosen beauty, sweetness, pliability; Malcolm, he thought, had chosen reliability, and competence...and aesthetic compatibility. And he? He had chosen friendship. Conversation. Kindness, Intelligence. When he was in his thirties, he had looked at certain people's relationships and asked the question that had (and continued to) fuel countless dinner-party conversations: What's going on there? Now, though, as an almost-forty-eight-year-old, he saw people's relationships as reflections of their keenest yet most inarticulable desires, their hopes and insecurities taking shape physically, in the form of another person. Now he looked at couples - in restaurants, on the street, at parties - and wondered: Why are you together? What did you identify as essential to you? What's missing in you that you want someone else to provide? He now viewed a successful relationship as one in which both people had recognized the best of what the other person had of offer and had chosen to value it as well.

At first I hoped that such a technically unsound project would collapse but I soon realized it was doomed to success. Almost anything in software can be implemented, sold, and even used given enough determination. There is nothing a mere scientist can say that will stand against the flood of a hundred million dollars. But there is one quality that cannot be purchased in this way - and that is reliability. The price of reliability is the pursuit of the utmost simplicity. It is a price which the very rich find most hard to pay.

When pragmatists buy, they care about the company they are buying from, the quality of the product they are buying, the infrastructure of supporting products and system interfaces, and the reliability of the service they are going to get.

In the sphere of human relations, faith is an indispensable quality of any significant friendship or love. “Having faith” in another person means to be certain of the reliability and unchangeability of his fundamental attitudes, of the core of his personality, of his love. By this I do not mean that a person may not change his opinions, but that his basic motivations remain the same; that, for instance, his respect for life and human dignity is part of himself, not subject to change.

Do the books that writers don't write matter? It's easy to forget them, to assume that the apocryphal bibliography must contain nothing but bad ideas, justly abandoned projects, embarrassing first thoughts. It needn't be so: first thoughts are often best, cheeringly rehabilitated by third thoughts after they've been loured at by seconds. Besides, an idea isn't always abandoned because it fails some quality control test. The imagination doesn't crop annually like a reliable fruit tree. The writer has to gather whatever's there: sometimes too much, sometimes too little, sometimes nothing at all. And in the years of glut there is always a slatted wooden tray in some cool, dark attic, which the writer nervously visits from time to time

If you are searching for Catholic liturgicals from a reliable supplier, you’ve come at the right place as we deal with quality products at genuine prices.

When your principal goal is one of cultivating authenticity, wisdom, kindness and generosity, then all experience strategically supports achieving these qualities...this brings reliable happiness.

And are we not worthy?” she asked, rolling the end of one ceramic chopstick back and forth between the thumb and index finger of her right hand. “Are our lives devoid of merit? Are we not generous to our friends, kind to strangers, skilled in our areas of expertise, reliable with rent, gentle with children, quick to phone an ambulance when we see a man hit by a car, thoughtful in word and deed? Do we not have worth enough? Are we not already perfect? Perfectly ourselves? Perfect in being who we are?” “I have no one to measure that quality against.” “Do you believe in God?” “No.” “Do you have eyes, judgement?” “And I see the world, but I have no one else’s eyes to measure my own vision against.” “Of course you do. You have the words of friends and strangers. You have discourse and reason. You have critical thought, which may be trained to the highest degree. In short, you do not need the world to tell you what to be. Especially if the world tells you that you are never good enough.

They both had weak eyes, which I had long attributed to their chronically looking in at keyholes, and they were always at hand when not wanted; indeed that was their only reliable quality besides larceny.

A farm is a peculiar problem for a man who likes animals, because the fate of most livestock is that they are murdered by their benefactors. The creatures may live serenely but they end violently, and the odor of doom hangs about them always. I have kept several pigs, starting them in spring as weanlings and carrying trays to them all through summer and fall. The relationship bothered me. Day by day I became better acquainted with my pig, and he with me, and the fact that the whole adventure pointed toward an eventual piece of double-dealing on my part lent an eerie quality to the thing. I do not like to betray a person or a creature, and I tend to agree with Mr. E.M. Forster that in these times the duty of a man, above all else, is to be reliable. It used to be clear to me, slopping a pig, that as far as the pig was concerned I could not be counted on, and this, as I say, troubled me. Anyway, the theme of "Charlotte's Web" is that a pig shall be saved, and I have an idea that somewhere deep inside me there was a wish to that effect.

Reliability investing requires finding companies trading below their inherent worth--stocks with strong fundamentals including earnings, dividends, book value, and cash flow selling at bargain prices give their quality.

Jesus Christ. Jane thought about the number of men she’d fucked in gratitude for compliments (or approximate compliments; she once gave a guy a hand job because he said her hair looked long). It was the flattery, of course, but not only that. Jane wanted the truth, too. She needed more information about her parts, and their quality. She wanted to be a reliable narrator. She couldn’t decide how to live in the world until she knew what kind of person she was.

He was an old hand at the Camp now, his hollow countenance and the intensity of his averted gaze familiar to all who came and went around him. Some had carried to other camps a description of his lanky, quiet presence, had spoken of his strangeness, his regular, lone attendance before the chapel statue. He had made no friends, but in his duties was conscientious and persevering and reliable, known for such qualities to the officers who commanded him. He had dug latrines, metalled roads, adequately performed cookhouse duties, followed instructions as to the upkeep of equipment, and was the first to volunteer when volunteers were called for. That he bore his torment with fortitude was known to no one.

The train swung around the curve, the engine puffing with short, heavy blasts, and they passed smoothly from sight that way, with that quality about them of shabby and timeless patience, of static serenity: that blending of childlike and ready incompetence and paradoxical reliability that tends and protects them it loves out of all reason and robs them steadily and evades responsibility and obligations by means too barefaced to be called subterfuge even and is taken in theft or evasion with only that frank and spontaneous admiration for the victor which a gentleman feels for anyone who beats him in a fair contest, and withal a fond and unflagging tolerance for whitefolk's vagaries like that of a grandparent for unpredictable and troublesome children, which I had forgotten.

Some writers supply the solid virtues of a husband: reliability, intelligibility, generosity, decency. There are other writers in whom one prizes the gifts of a lover, gifts of temperament rather than of moral goodness. Notoriously, women tolerate qualities in a lover — moodiness, selfishness, unreliability, brutality — that they would never countenance in a husband, in return for excitement, an infusion of intense feeling. In the same way, readers put up with unintelligibility, obsessiveness, painful truths, lies, bad grammar — if, in compensation, the writer allows them to savor rare emotions and dangerous sensations.

From the very beginnings of Islam, the search for knowledge has been central to our cultures. I think of the words of Hazrat Ali ibn Abi Talib, the first hereditary Imam of the Shia Muslims, and the last of the four rightly-guided Caliphs after the passing away of the Prophet (may peace be upon him). In his teachings, Hazrat Ali emphasized that ‘No honour is like knowledge.’ And then he added that ‘No belief is like modesty and patience, no attainment is like humility, no power is like forbearance, and no support is more reliable than consultation.’ “Notice that the virtues endorsed by Hazrat Ali are qualities which subordinate the self and emphasize others - modesty, patience, humility, forbearance and consultation. What he thus is telling us is that we find knowledge best by admitting first what it is we do not know, and by opening our minds to what others can teach us.” — The Aga Khan IV at the Commencement Ceremony of the American University in Cairo, 25 June 2006

Suppose that members of a religious movement, such as Christianity, maintain that the existence of some powerful god and its goals or laws can be known through their scriptures, their prophets, or some special revelation. Suppose further that the evidence that is available to support the reliability of those scriptures, prophets, or special revelations is weaker than that God is hypothetically capable of producing. That is, suppose that Christians maintain that Jesus was resurrected on the basis of the Gospels, or that God’s existence can be known through the Bible, or Muslims insist on the historical authenticity of the Koran. Could God, the almighty creator of the universe, have brought it about so that the evidence in favor of the resurrection, the Bible, or the Koran was better than we currently find it? I take it that the answer is obviously yes. Even if you think there is evidence that is sufficient to prove the resurrection, a reasonable person must also acknowledge that it could have been better. And there’s the problem. If the capacity of that god is greater than the effectiveness or quality of those scriptures, prophets, or special revelations, then the story they are telling contradicts itself. 'We know our god is real on the basis of evidence that is inadequate for our god.' Or, 'The grounds that lead us to believe in our god are inconsistent with the god we accept; nevertheless, we believe in this god that would have given us greater evidence if it had wished for us to believe in it.' Given the disparity between the gods that these religious movements portend and the grounds offered to justify them, the atheist is warranted in dismissing such claims. If the sort of divine being that they promote were real and if he had sought our believe on the basis of the evidence, the evidential situation would not resemble the one we are in. The story doesn’t make internal sense. A far better explanation is that their enthusiasm for believing in a god has led them to overstate what the evidence shows. And that same enthusiasm has made it difficult for them to see that an all powerful God would have the power to make his existence utterly obvious and undeniable. Since it’s not, the non-believer can’t possibly be faulted for failing to believe.

The earliest storytellers were magi, seers, bards, griots, shamans. They were, it would seem, as old as time, and as terrifying to gaze upon as the mysteries with which they wrestled. They wrestled with mysteries and transformed them into myths which coded the world and helped the community to live through one more darkness, with eyes wide open and hearts set alight. "I can see them now, the old masters. I can see them standing on the other side of the flames, speaking in the voices of lions, or thunder, or monsters, or heroes, heroines, or the earth, or fire itself -- for they had to contain all voices within them, had to be all things and nothing. They had to have the ability to become lightning, to become a future homeland, to be the dreaded guide to the fabled land where the community will settle and fructify. They had to be able to fight in advance all the demons they would encounter, and summon up all the courage needed on the way, to prophesy about all the requisite qualities that would ensure their arrival at the dreamt-of land. "The old masters had to be able to tell stories that would make sleep possible on those inhuman nights, stories that would counter terror with enchantment, or with a greater terror. I can see them, beyond the flames, telling of a hero's battle with a fabulous beast -- the beast that is in the hero." "The storyteller's art changed through the ages. From battling dread in word and incantations before their people did in reality, they became the repositories of the people's wisdom and follies. Often, conscripted by kings, they became the memory of a people's origins, and carried with them the long line of ancestries and lineages. Most important of all, they were the living libraries, the keepers of legends and lore. They knew the causes and mutations of things, the herbs, trees, plants, cures for diseases, causes for wars, causes of victory, the ways in which victory often precipitates defeat, or defeat victory, the lineages of gods, the rites humans have to perform to the gods. They knew of follies and restitutions, were advocates of new and old ways of being, were custodians of culture, recorders of change." "These old storytellers were the true magicians. They were humanity's truest friends and most reliable guides. Their role was both simple and demanding. They had to go down deep into the seeds of time, into the dreams of their people, into the unconscious, into the uncharted fears, and bring shapes and moods back up into the light. They had to battle with monsters before they told us about them. They had to see clearly." "They risked their sanity and their consciousness in the service of dreaming better futures. They risked madness, or being unmoored in the wild realms of the interspaces, or being devoured by the unexpected demons of the communal imagination." "And I think that now, in our age, in the mid-ocean of our days, with certainties collapsing around us, and with no beliefs by which to steer our way through the dark descending nights ahead -- I think that now we need those fictional old bards and fearless storytellers, those seers. We need their magic, their courage, their love, and their fire more than ever before. It is precisely in a fractured, broken age that we need mystery and a reawoken sense of wonder. We need them to be whole again.

High-quality and transparent data, clearly documented, timely rendered, and publicly available are the sine qua non of competent public health management. During a pandemic, reliable and comprehensive data are critical for determining the behavior of the pathogen, identifying vulnerable populations, rapidly measuring the effectiveness of interventions, mobilizing the medical community around cutting-edge disease management, and inspiring cooperation from the public. The shockingly low quality of virtually all relevant data pertinent to COVID-19, and the quackery, the obfuscation, the cherrypicking and blatant perversion would have scandalized, offended, and humiliated every prior generation of American public health officials. Too often, Dr. Fauci was at the center of these systemic deceptions. The “mistakes” were always in the same direction—inflating the risks of coronavirus and the safety and efficacy of vaccines in

First, if you want reliable information, pay good money for it. If you get your news for free, you might as well be the product. At present, the dominant model in the news market is “exciting news that costs you nothing — in exchange for your attention..” You pay nothing for the news, and get a low quality product. Even worse, you yourself unwittingly become the product. Your attention is first captured by sensational headlines, and then sold to advertisers are politicians.

The larger an English industry was, the more likely it was to go bankrupt, because the English were not naturally corporate people; they disliked working for others and they seemed to resent taking orders. On the whole, directors were treated absurdly well, and workers badly, and most industries were weakened by class suspicion and false economies and cynicism. But the same qualities that made English people seem stubborn and secretive made them, face to face, reliable and true to their word. I thought: The English do small things well and big things badly.

Outcomes indicators include product vision, business objectives, and capabilities (high-level product functionality), not detail requirements. These outcome characteristics define a releasable product and quality objectives define a reliable and adaptable (works today, easy to enhance) product. These are the critical value traits, then teams need to strive to meet constraints—scope, schedule, and cost—but as secondary in importance to the value components. In many, if not most, agile projects schedule becomes the most critical constraint and is timeboxed (fixed) and scope varies.

To eat responsibly is to understand and enact, so far as one can, this complex relationship. What can one do? Here is a list, probably not definitive: 1. Participate in food production to the extent that you can. If you have a yard or even just a porch box or a pot in a sunny window, grow something to eat in it. Make a little compost of your kitchen scraps and use it for fertilizer. Only by growing some food for yourself can you become acquainted with the beautiful energy cycle that revolves from soil to seed to flower to fruit to food to offal to decay, and around again. You will be fully responsible for any food that you grow for yourself, and you will know all about it. You will appreciate it fully, having known it all its life. 2. Prepare your own food. This means reviving in your own mind and life the arts of kitchen and household. This should enable you to eat more cheaply, and it will give you a measure of “quality control”: You will have some reliable knowledge of what has been added to the food you eat. 3. Learn the origins of the food you buy, and buy the food that is produced closest to your home. The idea that every locality should be, as much as possible, the source of its own food makes several kinds of sense. The locally produced food supply is the most secure, the freshest, and the easiest for local consumers to know about and to influence. 4. Whenever possible, deal directly with a local farmer, gardener, or orchardist. All the reasons listed for the previous suggestion apply here. In addition, by such dealing you eliminate the whole pack of merchants, transporters, processors, packagers, and advertisers who thrive at the expense of both producers and consumers. 5. Learn, in self-defense, as much as you can of the economy and technology of industrial food production. What is added to food that is not food, and what do you pay for these additions? 6. Learn what is involved in the best farming and gardening. 7. Learn as much as you can, by direct observation and experience if possible, of the life histories of the food species. The

The 6 feminine elements in a man are: His human mother. This is the actual woman who was his mother, she with all her idiosyncrasies, individual characteristics, and uniqueness. His mother complex. This resided entirely inside the man himself. This is his regressive capacity which would like to return to a dependency on his mother and be a child a gain. This is a man's wish to fail, his defeatist capacity, his subterranean fascination with death or accident, his demand to be take care of. This is pure poison in a man's psychology. His mother archetype. If the mother complex is pure poison, the mother archetype is pure gold. It is the feminine half of God, the cornucopia of the universe, mother nature, the bounty which is freely poured out to us without fail. We could not live for one minute without the bounty of the mother archetype. It is always reliable, nourishing, sustaining. His fair maiden. This is the feminine component in every man's psychic structure and is the fair damsel. It's is Blanche Fleur, one's lady fair, Dulcinea in Don Quixote, Beatrice to Dante in the Comedia Divina. It is she who gives meaning and color to one's life. Dr. Jung named this quality anima, she who animates and brings life. His wife or partner. This is the flesh and blood companion who share his life journey and is a human companion. Sophia. This is the Goddess of Wisdom, the feminine half of God, the Shekinah in Jewish mysticism. It comes as a shock to a man to discover that Wisdom is feminine, but all mythologies have portrayed it so. 49-50

We saw in the discussion of the law of small numbers that a message, unless it is immediately rejected as a lie, will have the same effect on the associative system regardless of its reliability. The gist of the message is the story, which is based on whatever information is available, even if the quantity of the information is slight and its quality is poor: WYSIATI. When you read a story about the heroic rescue of a wounded mountain climber, its effect on your associative memory is much the same if it is a news report or the synopsis of a film. Anchoring results from this associative activation. Whether the story is true, or believable, matters little, if at all. The powerful effect of random anchors is an extreme case of this phenomenon, because a random anchor obviously provides no information at all. Earlier I discussed the bewildering variety of priming effects, in which your thoughts and behavior may be influenced by stimuli to which you pay no attention at all, and even by stimuli of which you are completely unaware. The main moral of priming research is that our thoughts and our behavior are influenced, much more than we know or want, by the environment of the moment. Many people find the priming results unbelievable, because they do not correspond to subjective experience. Many others find the results upsetting, because they threaten the subjective sense of agency and autonomy. If the content of a screen saver on an irrelevant computer can affect your willingness to help strangers without your being aware of it, how free are you? Anchoring effects are threatening in a similar way. You are always aware of the anchor and even pay attention to it, but you do not know how it guides and constrains your thinking, because you cannot imagine how you would have thought if the anchor had been different (or absent). However, you should assume that any number that is on the table has had an anchoring effect on you, and if the stakes are high you should mobilize yourself (your System 2) to combat the effect.

The Proofs Human society has devised a system of proofs or tests that people must pass before they can participate in many aspects of commercial exchange and social interaction. Until they can prove that they are who they say they are, and until that identity is tied to a record of on-time payments, property ownership, and other forms of trustworthy behavior, they are often excluded—from getting bank accounts, from accessing credit, from being able to vote, from anything other than prepaid telephone or electricity. It’s why one of the biggest opportunities for this technology to address the problem of global financial inclusion is that it might help people come up with these proofs. In a nutshell, the goal can be defined as proving who I am, what I do, and what I own. Companies and institutions habitually ask questions—about identity, about reputation, and about assets—before engaging with someone as an employee or business partner. A business that’s unable to develop a reliable picture of a person’s identity, reputation, and assets faces uncertainty. Would you hire or loan money to a person about whom you knew nothing? It is riskier to deal with such people, which in turn means they must pay marked-up prices to access all sorts of financial services. They pay higher rates on a loan or are forced by a pawnshop to accept a steep discount on their pawned belongings in return for credit. Unable to get bank accounts or credit cards, they cash checks at a steep discount from the face value, pay high fees on money orders, and pay cash for everything while the rest of us enjoy twenty-five days interest free on our credit cards. It’s expensive to be poor, which means it’s a self-perpetuating state of being. Sometimes the service providers’ caution is dictated by regulation or compliance rules more than the unwillingness of the banker or trader to enter a deal—in the United States and other developed countries, banks are required to hold more capital against loans deemed to be of poor quality, for example. But many other times the driving factor is just fear of the unknown. Either way, anything that adds transparency to the multi-faceted picture of people’s lives should help institutions lower the cost of financing and insuring them.

too little—and complex, because the manufacturing and marketing of food products has changed dramatically. Dr. David Kessler, former head of the U.S. Food and Drug Administration, has extensively documented how food manufacturers and restaurant and fast food chains carefully combine fats, sugar, and salt in precise ratios that reach the “bliss point”—which means they trigger brain systems that increase the desire to eat more, even after our stomachs are full. On a global basis, the World Health Organization has found a pattern of increased consumption of “energy-dense foods that are high in fat, salt and sugars but low in vitamins, minerals and other micronutrients.” Hyper-urbanization has separated more people from reliable sources of fresh fruit and vegetables. Quality calories in fruits and vegetables now cost ten times as much as calories per gram in sweets and foods abundant in starch. In a report for the Johns Hopkins Bloomberg School of Public Health, Arielle Traub documented the increase from 1985 to 2000 in the price of fresh fruits and vegetables by 40 percent, while prices of fats declined by 15 percent and sugared soft drinks by 25 percent.

As you got older, you realized that the qualities you valued in the people you slept with or dated weren't necessarily the ones you wanted to live with, or be with, or plod through your days with. if you were smart, and if you were lucky, you learned this and accepted this. You figured out what was most important to you and you looked for it, and you learned to be realistic. They all chose differently: Roman had chosen beauty, sweetness, pliability; Malcolm he thought, had chosen reliability and competence (sophie was intimidatingly efficient), and aesthetic compatibility. And he? He had chosen friendship. Conversation. Kindness. Intelligence. When he was in his thirties, he had looked at certain people's relationships and asked the question that had (and continued to) fuel countless dinner-party conversations: What's going on there? Now, though, as an almost 48 year old, he saw people's relationships as reflections of their keenest yet most inarticulable desires, their hopes and insecurities taking shape physically, in the form of another person. Now he looked at couples-in restaurants, on the street, at parties-and wondered: Why are you together? What did you identify as essential to you? What's missing in you that you want someone else to provide? he now viewed a successful relationship as one in which both people had recognized the best of what the other person had to offer and had chosen to value it as well.

As you got older, you realized that the qualities you valued in the people you slept with or dated weren’t necessarily the ones you wanted to live with, or be with, or plod through your days with. If you were smart, and if you were lucky, you learned this and accepted this. You figured out what was most important to you and you looked for it, and you learned to be realistic. They all chose differently: Roman had chosen beauty, sweetness, pliability; Malcolm, he thought, had chosen reliability, and competence (Sophie was intimidatingly efficient), and aesthetic compatibility. And he? He had chosen friendship. Conversation. Kindness. Intelligence. When he was in his thirties, he had looked at certain people’s relationships and asked the question that had (and continued to) fuel countless dinner-party conversations: What’s going on there? Now, though, as an almost-forty-eight-year-old, he saw people’s relationships as reflections of their keenest yet most inarticulable desires, their hopes and insecurities taking shape physically, in the form of another person. Now he looked at couples—in restaurants, on the street, at parties—and wondered: Why are you together? What did you identify as essential to you? What’s missing in you that you want someone else to provide? He now viewed a successful relationship as one in which both people had recognized the best of what the other person had to offer and had chosen to value it as well.

There is one further point about the virtues that ought to be noticed. There is a difference between doing some particular just or temperate action and being a just or temperate man. Someone who is not a good tennis player may now and then make a good shot. What you mean by a good player is the man whose eye and muscles and nerves have been so trained by making innumerable good shots that they can now be relied on. They have a certain tone or quality which is there even when he is not playing, just as a mathematician's mind has a certain habit and outlook which is there even when he is not doing mathematics. In the same way a man who perseveres in doing just actions gets in the end a certain quality of character. Now it is that quality rather than the particular actions which we mean when we talk of 'virtue.' This distinction is important for the following reason. If we thought only of the particular actions we might encourage three wrong ideas. (1) We might think that, provided you did the right thing, it did not matter how or why you did it—whether you did it willingly or unwillingly, sulkily or cheerfully, through fear of public opinion or or its own sake. But the truth is that right actions done for the wrong reason do not help to build the internal quality or character called a 'virtue,' and it is this quality or character that really matters. (If the bad tennis player hits very hard, not because he sees that a very hard stroke is required, but because he has lost his temper, his stroke might possibly, by luck, help him to win that particular game; but it will not be helping him to become a reliable player.)

Suppose that you need to hire a sales representative for your firm. If you are serious about hiring the best possible person for the job, this is what you should do. First, select a few traits that are prerequisites for success in this position (technical proficiency, engaging personality, reliability, and so on). Don’t overdo it—six dimensions is a good number. The traits you choose should be as independent as possible from each other, and you should feel that you can assess them reliably by asking a few factual questions. Next, make a list of those questions for each trait and think about how you will score it, say on a 1–5 scale. You should have an idea of what you will call “very weak” or “very strong.” These preparations should take you half an hour or so, a small investment that can make a significant difference in the quality of the people you hire. To avoid halo effects, you must collect the information on one trait at a time, scoring each before you move on to the next one. Do not skip around. To evaluate each candidate, add up the six scores. Because you are in charge of the final decision, you should not do a “close your eyes.” Firmly resolve that you will hire the candidate whose final score is the highest, even if there is another one whom you like better—try to resist your wish to invent broken legs to change the ranking. A vast amount of research offers a promise: you are much more likely to find the best candidate if you use this procedure than if you do what people normally do in such situations, which is to go into the interview unprepared and to make choices by an overall intuitive judgment such as “I looked into his eyes and liked what I saw.

..."facts" properly speaking are always and never more than interpretations of the data... the Gospel accounts are themselves such data or, if you like, hard facts. But the events to which the Gospels refer are not themselves "hard facts"; they are facts only in the sense that we interpret the text, together with such other data as we have, to reach a conclusion regarding the events as best we are able. They are facts in the same way that the verdict of a jury establishes the facts of the case, the interpretation of the evidence that results in the verdict delivered. Here it is as well to remember that historical methodology can only produce probabilities, the probability that some event took place in such circumstances being greater or smaller, depending on the quality of the data and the perspective of the historical enquirer. The jury which decides what is beyond reasonable doubt is determining that the probability is sufficiently high for a clear-cut verdict to be delivered. Those who like "certainty" in matters of faith will always find this uncomfortable. But faith is not knowledge of "hard facts"...; it is rather confidence, assurance, trust in the reliability of the data and in the integrity of the interpretations derived from that data... It does seem important to me that those who speak for evangelical Christians grasp this nettle firmly, even if it stings! – it is important for the intellectual integrity of evangelicals. Of course any Christian (and particularly evangelical Christians) will want to get as close as possible to the Jesus who ministered in Galilee in the late 20s of the first century. If, as they believe, God spoke in and through that man, more definitively and finally than at any other time and by any other medium, then of course Christians will want to hear as clearly as possible what he said, and to see as clearly as possible what he did, to come as close as possible to being an eyewitness and earwitness for themselves. If God revealed himself most definitively in the historical particularity of a Galilean Jew in the earliest decades of the Common Era, then naturally those who believe this will want to inquire as closely into the historical particularity and actuality of that life and of Jesus’ mission. The possibility that later faith has in some degree covered over that historical actuality cannot be dismissed as out of the question. So a genuinely critical historical inquiry is necessary if we are to get as close to the historical actuality as possible. Critical here, and this is the point, should not be taken to mean negatively critical, hermeneutical suspicion, dismissal of any material that has overtones of Easter faith. It means, more straightforwardly, a careful scrutiny of all the relevant data to gain as accurate or as historically responsible a picture as possible. In a day when evangelical, and even Christian, is often identified with a strongly right-wing, conservative and even fundamentalist attitude to the Bible, it is important that responsible evangelical scholars defend and advocate such critical historical inquiry and that their work display its positive outcome and benefits. These include believers growing in maturity • to recognize gray areas and questions to which no clear-cut answer can be given (‘we see in a mirror dimly/a poor reflection’), • to discern what really matters and distinguish them from issues that matter little, • and be able to engage in genuine dialogue with those who share or respect a faith inquiring after truth and seeking deeper understanding. In that way we may hope that evangelical (not to mention Christian) can again become a label that men and women of integrity and good will can respect and hope to learn from more than most seem to do today.

Early on it is clear that Addie has a rebellious streak, joining the library group and running away to Rockport Lodge. Is Addie right to disobey her parents? Where does she get her courage? 2. Addie’s mother refuses to see Celia’s death as anything but an accident, and Addie comments that “whenever I heard my mother’s version of what happened, I felt sick to my stomach.” Did Celia commit suicide? How might the guilt that Addie feels differ from the guilt her mother feels? 3. When Addie tries on pants for the first time, she feels emotionally as well as physically liberated, and confesses that she would like to go to college (page 108). How does the social significance of clothing and hairstyle differ for Addie, Gussie, and Filomena in the book? 4. Diamant fills her narrative with a number of historical events and figures, from the psychological effects of World War I and the pandemic outbreak of influenza in 1918 to child labor laws to the cultural impact of Betty Friedan. How do real-life people and events affect how we read Addie’s fictional story? 5. Gussie is one of the most forward-thinking characters in the novel; however, despite her law degree she has trouble finding a job as an attorney because “no one would hire a lady lawyer.” What other limitations do Addie and her friends face in the workforce? What limitations do women and minorities face today? 6. After distancing herself from Ernie when he suffers a nervous episode brought on by combat stress, Addie sees a community of war veterans come forward to assist him (page 155). What does the remorse that Addie later feels suggest about the challenges American soldiers face as they reintegrate into society? Do you think soldiers today face similar challenges? 7. Addie notices that the Rockport locals seem related to one another, and the cook Mrs. Morse confides in her sister that, although she is usually suspicious of immigrant boarders, “some of them are nicer than Americans.” How does tolerance of the immigrant population vary between city and town in the novel? For whom might Mrs. Morse reserve the term Americans? 8. Addie is initially drawn to Tessa Thorndike because she is a Boston Brahmin who isn’t afraid to poke fun at her own class on the women’s page of the newspaper. What strengths and weaknesses does Tessa’s character represent for educated women of the time? How does Addie’s description of Tessa bring her reliability into question? 9. Addie’s parents frequently admonish her for being ungrateful, but Addie feels she has earned her freedom to move into a boardinghouse when her parents move to Roxbury, in part because she contributed to the family income (page 185). How does the Baum family’s move to Roxbury show the ways Betty and Addie think differently from their parents about household roles? Why does their father take such offense at Herman Levine’s offer to house the family? 10. The last meaningful conversation between Addie and her mother turns out to be an apology her mother meant for Celia, and for a moment during her mother’s funeral Addie thinks, “She won’t be able to make me feel like there’s something wrong with me anymore.” Does Addie find any closure from her mother’s death? 11. Filomena draws a distinction between love and marriage when she spends time catching up with Addie before her wedding, but Addie disagrees with the assertion that “you only get one great love in a lifetime.” In what ways do the different romantic experiences of each woman inform the ideas each has about love? 12. Filomena and Addie share a deep friendship. Addie tells Ada that “sometimes friends grow apart. . . . But sometimes, it doesn’t matter how far apart you live or how little you talk—it’s still there.” What qualities do you think friends must share in order to have that kind of connection? Discuss your relationship with a best friend. Enhance

Professional Bio of Shahin Shardi, P.Eng. Materials Engineer Welding and Pressure Equipment Inspector, QA/QC Specialist Shahin Shardi is a Materials Engineer with experience in integrity management, inspection of pressure equipment, quality control/assurance of large scale oil and gas projects and welding inspection. He stared his career in trades which helped him understand fundamentals of operation of a construction site and execution of large scale projects. This invaluable experience provided him with boots on the ground perspective of requirements of running a successful project and job site. After obtaining an engineering degree from university of British Columbia, he started a career in asset integrity management for oil and gas facilities and inspection of pressure equipment in Alberta, Canada. He has been involved with numerus maintenance shutdowns at various facilities providing engineering support to the maintenance, operations and project personnel regarding selection, repair, maintenance, troubleshooting and long term reliability of equipment. In addition he has extensive experience in area of quality control and assurance of new construction activities in oil and gas industry. He has performed Owner’s Inspector and welding inspector roles in this area. Shahin has extensively applied industry codes of constructions such as ASME Pressure Vessel Code (ASME VIII), Welding (ASME IX), Process Piping (ASME B31.3), Pipe Flanges (ASME B16.5) and various pressure equipment codes and standards. Familiarity with NDT techniques like magnetic particle, liquid penetrant, eddy current, ultrasonic and digital radiography is another valuable knowledge base gained during various projects. Some of his industry certificates are CWB Level 2 Certified Welding Inspector, API 510 Pressure Vessel Inspector, Alberta ABSA In-Service Pressure Vessel Inspector and Saskatchewan TSASK Pressure Equipment Inspector. Shahin is a professional member of Association of Professional Engineers and Geoscientists of Alberta.

I am assured that this is a true story. A man calls up his computer helpline complaining that the cupholder on his personal computer has snapped off, and he wants to know how to get it fixed. “Cupholder?” says the computer helpline person, puzzled. “I’m sorry, sir, but I’m confused. Did you buy this cupholder at a computer show or receive it as a special promotion?” “No, it came as part of the standard equipment on my computer.” “But our computers don’t come with cupholders.” “Well, pardon me, friend, but they do,” says the man a little hotly. “I’m looking at mine right now. You push a button on the base of the unit and it slides right out.” The man, it transpired, had been using the CD drawer on his computer to hold his coffee cup. I bring this up here by way of introducing our topic this week: cupholders. Cupholders are taking over the world. It would be almost impossible to exaggerate the importance of cupholders in automotive circles these days. The New York Times recently ran a long article in which it tested a dozen family cars. It rated each of them for ten important features, among them engine size, trunk space, handling, quality of suspension, and, yes, number of cupholders. A car dealer acquaintance of ours tells us that they are one of the first things people remark on, ask about, or play with when they come to look at a car. People buy cars on the basis of cupholders. Nearly all car advertisements note the number of cupholders prominently in the text. Some cars, like the newest model of the Dodge Caravan, come with as many as seventeen cupholders. The largest Caravan holds seven passengers. Now you don’t have to be a nuclear physicist, or even wide awake, to work out that that is 2.43 cupholders per passenger. Why, you may reasonably wonder, would each passenger in a vehicle need 2.43 cupholders? Good question. Americans, it is true, consume positively staggering volumes of fluids. One of our local gas stations, I am reliably informed, sells a flavored confection called a Slurpee in containers up to 60 ounces in size. But even if every member of the family had a Slurpee and a personal bottle of

Numbers express quantities. In the submissions to my online survey, however, respondents frequently attributed qualities to them. Noticeably, colors. The number that was most commonly described as having its own color was four (52 votes), which most respondents (17) said was blue. Seven was next (28 votes), which most respondents (9) said was green, and in third place came five (27 votes), which most respondents (9) said was red. Seeing colors in numbers is a manifestation of synesthesia, a condition in which certain concepts can trigger incongruous responses, and which is thought to be the result of atypical connections being made between parts of the brain. In the survey, numbers were also labeled “warm,” “crisp,” “chagrined,” “peaceful,” “overconfident,” “juicy,” “quiet” and “raw.” Taken individually, the descriptions are absurd, yet together they paint a surprisingly coherent picture of number personalities. Below is a list of the numbers from one to thirteen, together with words used to describe them taken from the survey responses. One Independent, strong, honest, brave, straightforward, pioneering, lonely. Two Cautious, wise, pretty, fragile, open, sympathetic, quiet, clean, flexible. Three Dynamic, warm, friendly, extrovert, opulent, soft, relaxed, pretentious. Four Laid-back, rogue, solid, reliable, versatile, down-to-earth, personable. Five Balanced, central, cute, fat, dominant but not too much so, happy. Six Upbeat, sexy, supple, soft, strong, brave, genuine, courageous, humble. Seven Magical, unalterable, intelligent, awkward, overconfident, masculine. Eight Soft, feminine, kind, sensible, fat, solid, sensual, huggable, capable. Nine Quiet, unobtrusive, deadly, genderless, professional, soft, forgiving. Ten Practical, logical, tidy, reassuring, honest, sturdy, innocent, sober. Eleven Duplicitous, onomatopoeic, noble, wise, homey, bold, sturdy, sleek. Twelve Malleable, heroic, imperial, oaken, easygoing, nonconfrontational. Thirteen Gawky, transitional, creative, honest, enigmatic, unliked, dark horse. You don’t need to be a Hollywood screenwriter to spot that Mr. One would make a great romantic hero, and Miss Two a classic leading lady. The list is nonsensical, yet it makes sense. The association of one with male characteristics, and two with female ones, also remains deeply ingrained.

There are good qualities in every soul. We seldom meet any one who is wholly determined to do wrong, though there are some who deliberately abandon themselves to lives of sin, and lose all regard for virtue and integrity. From such we should keep our distance, because, unless it is our duty to associate with them, they will probably do us more harm than good. Most people, however, are trying in their own way to do right. They fail in many things, because they are not strenuous enough, or do not know well enough how, to do what they ought. . . . It is important that we should accept all light when it is given to us. If we learn a law and neglect to obey it, we do ourselves an injury. No law was ever given by the Lord that could not be obeyed. In some cases obedience is imperfect, because we are imperfect. Not many of us love our neighbors as ourselves, and until we have had more training and experience than we now have, we are hardly able to do so. The laws, however, against stealing, murdering, taking the name of Deity in vain, partaking of such things as are forbidden by the Lord, and [not] withholding what we owe Him in tithes and offerings, we can obey perfectly if we will. The honest endeavor to obey the whole of the law is the only means of obtaining the safe, well-balanced character so necessary for us all. If we neglect any part, we hinder our growth. It is well to keep in mind that sooner or later we must come into harmony with all the commandments of the Lord. . . . A man should be clean and sweet and pure in all his habits; he should also be firm and reliable, industrious and progressive, brave in advocating the right and defending the weak. To be all this, he must study himself and discover is faults and the best remedy for them. He should be merciless in acknowledging his mistakes to himself and the Lord, and to others if they are concerned. Nothing destroys more quickly this power to improve than his turning a deaf ear to conscience, and excusing himself by others' failings and the frailty of the flesh. And when he becomes conscious of his wrong, as a consistent man, he must turn about in earnest and do better. . . . The Lord is ever ready to forgive a repentant sinner, who seeks him aright, even if the sins committed have been many and great, but he does not wish us to live in sin or disobedience for a single moment, just because he can forgive. If we love him, we will keep his commandments, not those that are easy for us alone, but them all. [Improvement Era, May 1903, 483-484]

Transaction costs can arise before any business is done. Locating potential trading partners may be costly and time-consuming. Comparing alternative sellers and choosing among them takes effort by the buyer. The quality of the goods for sale is often not immediately apparent, and the buyer may have to go to some trouble to evaluate it. If it cannot be reliably checked, the buyer might be reluctant to purchase.

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equivalent to an operating system (OS), such as iOS or Android. I am sure you want a quality OS and see it periodically upgraded and increasingly become more powerful and useful. Your skill set is equivalent to the useful apps that you can use on your devices. Likewise, I am certain you want your apps to be frequently updated, including bug fixes, reliability improvements, and feature enhancements—and that you add apps as needed or desired. Your strategic thinking is equivalent to the intelligence in your OS and apps (working together) that define the outcomes or results you want to

The intellectual actor For many of those who aspire to be actors or to become better actors, the biggest challenge is to stop thinking and start feeling. Our education system trains young people in thinking and the prizes are given out for analytical skills. But fundamentally this is a cerebral engagement, impassive and rational. And this kind of education – especially at degree level – is often in direct opposition to what actors need to cultivate in themselves. For much of our lives, we are served well by the ability to think logically about what’s happening and make considered, rational decisions about what to do. Indeed, for most professions it’s essential. I’m guessing we would all rather be operated on, or have our taxes done, by someone with the rigour of thinking to be able to analyse a situation and come up with a reliably intelligent plan of attack. But the foremost job of an actor is to commit to the fictional world of a drama and this is not a cerebral activity. The qualities that will really make a performance – spontaneity, impulsiveness, emotional availability, unguarded vulnerability – are neither logical nor intellectual. And these are things we can deliberately cultivate in ourselves. Nicolas Cage: ‘I invite the entire spectrum, shall we call it, of feeling. Because that is my greatest resource as a film actor. I need to be able to feel everything, which is why I refuse to go on any kind of medication. Not that I need to! But my point is, I wouldn’t even explore that, because it would get in the way of my instrument. Which is my emotional facility to be able to perform.

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The literary achievement of "The Road to Character" is inseparable from the virtues of its author. As the reader, you not only want to know about Frances Perkins or Saint Augustine. You also want to know what Brooks makes of Frances Perkins or Saint Augustine. The voice of the book is calm, fair and humane. The highlight of the material is the quality of the author's moral and spiritual judgments. Across the pages, Brooks is a reliable guide and a pleasant companion. But this description plays down the radical, disruptive ambition of the book. "The Road to Character" can't be reduced to cultural criticism, because the author doesn't take our communal struggle to be primary. Like the writer and theologian Frederick Buechner, he finds the greatest drama in our sacred journeys - the saving and losing of souls. This requires the moral vocabulary of a previous

Here "faith" and its cognates mean, more or less, faithfulness, loyalty, reliability, trustworthiness, and even, in consequence, something like our word "integrity": the quality of being so fully in tune, all through one's thinking and acting, that others know they are with someone on whom they can lean all their weight. (This is perhaps part of what Revelation means in calling Jesus the "faithful" witness.)23 More particularly, to put it anthropomorphically, someone of utter faithfulness is someone on whom God knows that he can lean all his weight.24 In this sense, of course, none of us (except Jesus himself) is fully trustworthy in the present life.

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Far from the cinematic drama of hospital emergency rooms, Slow Medicine embraces the unsung work of daily attention that is the greatest need and firmest foundation for longevity and quality of life at the farthest reach of age. Excellent chronic care attends to the day-to-day needs and conditions of the patient—by offering emotional support and social stimulation, supplying better nutrition, easing chronic skin and nail conditions, and making sleeping, moving, bathing, dressing, and voiding easier. Slow Medicine is the careful practice that most reliably sustains fragile patterns of well-being. This foundation for better elder care strengthens, rather than replaces, the selective use of high-tech care. During the time of the writing of this book, I have lived the

Rituals and celebrations help kids feel connected and valued. This is where the rubber meets the road in terms of “quality time.” If parents make an effort to create traditions, and then routinely, reliably practice those traditions, they are sending a message very loudly that their kids aren’t just a bothersome distraction from plowing through the to-do list but are the central focus of life.

A defining feature of intuitive judgment is its insensitivity to the quality of the evidence on which the judgment is based. It has to be that way. System 1 can only do its job of delivering strong conclusions at lightning speed if it never pauses to wonder whether the evidence at hand is flawed or inadequate, or if there is better evidence elsewhere. It must treat the available evidence as reliable and sufficient. These tacit assumptions are so vital to System 1 that Kahneman gave them an ungainly but oddly memorable label: WYSIATI (What You See Is All There Is).14

The labor arbitrage view of global trade, a model that goes back to the dawn of the First Industrial Revolution, assumes that manufacturing will always flow to low-cost countries. But the new automation view suggests that the advantages of cheap labor are shrinking while other factors—closeness to the ultimate consumer, transportation costs (including possible carbon taxes), flexibility, quality, and reliability—are rising.

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An example is the campaign that Goodby, Berlin & Sil- verstein produced for the Northern California Honda Deal- ers Advertising Association (NCHDAA) in 1989. Rather than conform to the stereotypical dealer group advertising ("one of a kind, never to be repeated deals, this weekend 114 Figure 4.1 UNUM: "Bear and Salmon. Figure 4.2 UNUM: "Father and Child." 115 PEELING THE ONION only, the Honda-thon, fifteen hundred dollars cash back . . ." shouted over cheesy running footage), it was decided that the campaign should reflect the tone of the national cam- paign that it ran alongside. After all, we reasoned, the only people who know that one spot is from the national cam- paign and another from a regional dealer group are industry insiders. In the real world, all people see is the name "Honda" at the end. It's dumb having one of (Los Angeles agency) Rubin Postaer's intelligent, stylish commercials for Honda in one break, and then in the next, 30 seconds of car salesman hell, also apparently from Honda. All the good work done by the first ad would be undone by the second. What if, we asked ourselves, we could in some way regionalize the national message? In other words, take the tone and quality of Rubin Postaer's campaign and make it unique to Northern California? All of the regional dealer groups signed off as the Northern California Chevy/Ford/ Toyota Dealers, yet none of the ads would have seemed out of place in Florida or Wisconsin. In fact, that's probably where they got them from. In our research, we began not by asking people about cars, or car dealers, but about living in Northern California. What's it like? What does it mean? How would you describe it to an alien? (There are times when my British accent comes in very useful.) How does it compare to Southern California? "Oh, North and South are very different," a man in a focus group told me. "How so?" "Well, let me put it this way. There's a great rivalry between the (San Francisco) Giants and the (L.A.) Dodgers," he said. "But the Dodgers' fans don't know about it." Everyone laughed. People in the "Southland" were on a different planet. All they cared about was their suntans and flashy cars. Northern Californians, by comparison, were more modest, discerning, less likely to buy things to "make state- ments," interested in how products performed as opposed to 116 Take the Wider View what they looked like, more environmentally conscious, and concerned with the quality of life. We already knew from American Honda—supplied re- search what Northern Californians thought of Honda's cars. They were perceived as stylish without being ostentatious, reliable, understated, good value for the money . . . the paral- lels were remarkable. The creative brief asked the team to consider placing Honda in the unique context of Northern California, and to imagine that "Hondas are designed with Northern Californi- ans in mind." Dave O'Hare, who always swore that he hated advertising taglines and had no talent for writing them, came back immediately with a line to which he wanted to write a campaign: "Is Honda the Perfect Car for Northern Califor- nia, or What?" The launch commercial took advantage of the rivalry between Northern and Southern California. Set in the state senate chamber in Sacramento, it opens on the Speaker try- ing to hush the house. "Please, please," he admonishes, "the gentleman from Northern California has the floor." "What my Southern Californian colleague proposes is a moral outrage," the senator splutters, waving a sheaf of papers at the other side of the floor. "Widening the Pacific Coast Highway . . . to ten lanes!" A Southern Californian senator with bouffant hair and a pink tie shrugs his shoulders. "It's too windy," he whines (note: windy as in curves, not weather), and his fellow Southern Californians high-five and murmur their assent. The Northern Californians go nuts, and the Speaker strug- gles in vain to call everyone to order. The camera goes out- side as th

The answers are perhaps as varied as the questions one asks, but a common theme that comes through in discussions with caregivers on the front lines and those who think a great deal about patient safety, is our failure to change our culture. What we have not done, they say, is create a “culture of safety,” as has been done so impressively in other industries, such as commercial aviation, nuclear power and chemical manufacturing. These “high-reliability organizations” are intrinsically hazardous enterprises that have succeeded in becoming (amazingly!) safe. Worse, the culture of health care is not only unsafe, it is incredibly dysfunctional. Though the culture of each health care organization is unique, they all suffer many of the same disabilities that have, so far, effectively stymied progress: An authoritarian structure that devalues many workers, lack of a sense of personal accountability, autonomous functioning and major barriers to effective communication. What is a culture of safety? Pretty much the opposite! Books have been written on the subject, and every expert has his or her own specific definition. But an underlying theme, a common denominator, is teamwork, founded on an open, supportive, mutually reinforcing, dedicated relationship among all participants. Much more is required, of course: Sensitivity to hazard, sense of personal responsibility, attitudes of awareness and risk, sense of personal responsibility and more. But those attitudes, that type of teamwork and those types of relationships are rarely found in health care organizations.

A post-racial outlook seeks to ignore, or destroy, race; a post-racist outlook seeks to destroy racism. There is more than semantics in the balance. Race may be a fiction, but like all good fiction, say, Moby-Dick or The Color Purple, it may be true even when it is not real. [...] What is not true about race is the alleged biological input that separates one group from another; what is true about race is that culture and identity are invented in space, and build, or erode, over time. What is not true about race is that the intelligence of members of a group is innate and tied exclusively to a group's genetic structure; what is true about race is that different qualities in a group are born when opportunity marries environment. What is not true about race is that the information we gather about groups under the imperatives of stereotype is reliable; what is true about race is that stereotypes are a hazardous way to find out about cultures, and are poor substitutes for direct experience and wise reflection.

The salt shortage of the norther fisheries was solved by a commercial group that organized both herring and salt trades. Between 1250 and 1350, a grouping of small associations in norther German cities formed. Known as the Hanseatic League, from the Middle High German word Hanse, meaning 'fellowship,' these associations pooled their resources to form more powerful groups to act in their commercial interests. They stopped piracy in the Baltic, initiated quality control on traded items, established commercial laws, provided reliable nautical charts, and built lighthouses and other aids to navigation.

As with cross-modal task transfer in echolocating dolphins, spontaneous cross-modal recognition in weakly electric fish strongly suggests that electrolocated objects are being perceived holistically in three dimensions with a representational format and/or phenomenological quality that is analogous in fundamental ways to vision. Object recognition across ISMs is thus a robustly replicable phenomenon and is indicative of both the common representational formats of ISM percepts and their global access. Further, as von der Emde and colleagues point out, cross-modal recognition is not a quirk of experimental artifice. Rather, it is a crucial adaptive functionality that ensures reliable perception in complex environments in which information flowing in from different senses must be weighted and adjusted in accordance with fluctuating conditions, such as changes in turbidity, lighting conditions, and so forth.

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The general point illustrated by this example is that the distinction between moral and prudential motivations, judgments, or arguments can often be useful, but it is neither sharp nor absolute. In the rest of this chapter we will examine moral arguments for praising simple living, and in the following chapter we will consider prudential reasons for doing so. The distinction between moral and prudential reasons for praising simple living here serves as an initial classification made for expository purposes. Most arguments clearly fall on one side or the other. But it is to be expected that, on analysis, they will be found to spill over onto the other ground.2 Most of the moral arguments in support of simple living connect it to individual virtue. The basic idea underlying the arguments discussed here is that living in a certain way helps people cultivate certain desirable qualities (virtues) and makes it less likely that they will develop undesirable qualities (vices). This emphasis on lifestyle and character is characteristic of the philosophical tradition known as virtue ethics. Instead of seeing morality as a set of general rules that it is right to obey and wrong to break—a view that until recently dominated much modern moral philosophy—virtue ethics emphasizes the way that moral behavior flows naturally from a virtuous disposition just as, to use one of Jesus’s metaphors, a sound tree reliably bears good fruit. It thus naturally pays attention to the everyday practices and habits that shape and reflect a person’s moral character.

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By consciously experiencing some elements of our tunnel as mere images or thoughts about the world, we became aware of the possibility of misrepresentation. We understood that sometimes we can be wrong, since reality is only a specific type of appearance. As evolved representational systems, we could now represent one of the most important facts about ourselves—namely, that we are representational systems. We were able to grasp the notions of truth and falsity, of knowledge and illusion. As soon as we had grasped this distinction, cultural evolution exploded, because we became ever more intelligent by systematically increasing knowledge and minimizing illusion. The discovery of the appearance/reality distinction was possible because we realized that some of the content of our conscious minds is constructed internally and because we could introspectively apprehend the construction process. The technical term here would be phenomenal opacity—the opposite of transparency. Those things in the evolution of consciousness that are old, ultrafast, and extremely reliable—such as the qualities of sensory experience—are transparent; abstract conscious thought is not. From an evolutionary perspective, thinking is very new, quite unreliable (as we all know), and so slow that we can actually observe it going on in our brains. In conscious reasoning, we witness the formation of thoughts; some processing stages are available for introspective attention. Therefore, we know that our thoughts are not given but made.

If wine experts don’t use these things and can’t reliably differentiate between a Clos Pegase Merlot and a Cannonball Merlot, it seems likely that professional wine descriptions will continue to proliferate bullshit. Aside from reading the descriptions, people often assume that the quality of a wine is positively correlated with its price.6 This is why marketers only need to make a wine sound expensive. Like many commodities, wine is a Veblen good. Veblen goods are luxury goods whose prices do not follow the typical laws of supply and demand. They are in demand because they are expensive.

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The delivery formula has been cracked when all the following events always happen. ★ Products are delivered to the same high standard, on time, every time. ★ This year’s product is measurably better than last year’s. ★ This year’s product costs at least 5 per cent less to make than last year’s. ★ Volumes can be doubled within a year without panic or loss of quality. ★ Work is delegated to the lowest-level person who is fully competent to do it. ★ Everyone increases his or her skill level significantly each year and works better and faster. ★ The workplace exudes calm, order and discipline. ★ Standards and procedures are written down, clear, unambiguous - and observed! ★ Logos, colours and designs are attractive and consistent. ★ Budgets are always met or exceeded. ★ Cash is always higher than planned. ★ The firm is a machine - smooth-running, reliable, relentless, self-maintaining and self-improving. ★ Nobody is indispensable. If the best people leave, the firm rolls on regardless. New leaders come to the fore.

Evidence is overwhelming that, after switching to agriculture, human stature decreased, a very reliable indicator of a decline in overall wellbeing. People fell sick more often because of higher population density and because pathogens jumped from domesticated animals to humans. The quality of nutrition declined, as is abundantly documented in ancient bones and teeth.

Humans have a habit of making the same mistakes again and again, in new forms, with new costs and excuses. We do it in each new generation. Our vanity in the present makes us blind to lessons of the past. It also ensures that we make the same blunders in the future. The only reliable brake on this cycle of stupidity and pride is a culture’s moral character. And that character depends on a shared belief in the goodness, the sacred quality, of something or someone greater than human reason, worthy enough to live and die for. When that’s lost, things unravel. And as we’re now learning, the results of that unraveling can get ugly.

You can keep the possibility of escape in the back of your mind. You can avoid the commitment of permanence. But then you cannot achieve the transformation, which might well demand everything you can possibly muster. The difficulty, however, that is implicit in the negotiation carries with it a tremendous promise, which is part of a radically successful life: You could have a marriage that works. You could make it work. That is an achievement—a tangible, challenging, exceptional, and unlikely achievement. There are not many genuine achievements of that magnitude in life; a number as small as four is a reasonable estimate. Maybe, if you strive for it, you have established a solid marriage. That is achievement one. Because of that, you have founded a solid and reliable, honest and playful home into which you could dare bring children. Then you can have kids, and with a solid marriage that can work out for you. That is achievement two. Then you have brought upon yourself more of the responsibility that will demand the best from you. Then you will have new relationships of the highest quality, if you are fortunate and careful. Then you will have grandchildren so that you are surrounded by new life when yours begins to slip away. In our culture, we live as if we are going to die at thirty. But we do not. We live a very long time, but it is also all over in a flash, and it should be that you have accomplished what human beings accomplish when they live a full life, and marriage and children and grandchildren and all the trouble and heartbreak that accompanies all of that is far more than half of life. Miss it at your great peril.

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This notion—that for most of humankind, concern about the environment came only after their basic material needs were met—stuck with me. Years later, as a community organizer, I helped mobilize public housing residents to press for the cleanup of asbestos in their neighborhood; in the state legislature, I was a reliable enough “green” vote that the League of Conservation Voters endorsed me when I ran for the U.S. Senate. Once on Capitol Hill, I criticized the Bush administration’s efforts to weaken various anti-pollution laws and championed efforts to preserve the Great Lakes. But at no stage in my political career had I made environmental issues my calling card. Not because I didn’t consider them important but because for my constituents, many of whom were working-class, poor air quality or industrial runoff took a backseat to the need for better housing, education, healthcare, and jobs.

Learning Plan Template Before Entry Find out whatever you can about the organization’s strategy, structure, performance, and people. Look for external assessments of the performance of the organization. You will learn how knowledgeable, fairly unbiased people view it. If you are a manager at a lower level, talk to people who deal with your new group as suppliers or customers. Find external observers who know the organization well, including former employees, recent retirees, and people who have transacted business with the organization. Ask these people open-ended questions about history, politics, and culture. Talk with your predecessor if possible. Talk to your new boss. As you begin to learn about the organization, write down your first impressions and eventually some hypotheses. Compile an initial set of questions to guide your structured inquiry after you arrive. Soon After Entry Review detailed operating plans, performance data, and personnel data. Meet one-on-one with your direct reports and ask them the questions you compiled. You will learn about convergent and divergent views and about your reports as people. Assess how things are going at key interfaces. You will hear how salespeople, purchasing agents, customer service representatives, and others perceive your organization’s dealings with external constituencies. You will also learn about problems they see that others do not. Test strategic alignment from the top down. Ask people at the top what the company’s vision and strategy are. Then see how far down into the organizational hierarchy those beliefs penetrate. You will learn how well the previous leader drove vision and strategy down through the organization. Test awareness of challenges and opportunities from the bottom up. Start by asking frontline people how they view the company’s challenges and opportunities. Then work your way up. You will learn how well the people at the top check the pulse of the organization. Update your questions and hypotheses. Meet with your boss to discuss your hypotheses and findings. By the End of the First Month Gather your team to feed back to them your preliminary findings. You will elicit confirmation and challenges of your assessments and will learn more about the group and its dynamics. Now analyze key interfaces from the outside in. You will learn how people on the outside (suppliers, customers, distributors, and others) perceive your organization and its strengths and weaknesses. Analyze a couple of key processes. Convene representatives of the responsible groups to map out and evaluate the processes you selected. You will learn about productivity, quality, and reliability. Meet with key integrators. You will learn how things work at interfaces among functional areas. What problems do they perceive that others do not? Seek out the natural historians. They can fill you in on the history, culture, and politics of the organization, and they are also potential allies and influencers. Update your questions and hypotheses. Meet with your boss again to discuss your observations.

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From the standpoint of physics, I had merely introduced into my brain a small collection of foreign particles. But that change was enough to eliminate the familiar impression that I freely control the activities playing out in my mind. While the reductionist-level template remained in full force (particles governed by physical laws), the human-level template (a reliable mind endowed with free will navigating through a stable reality) was upended. Of course, I am not presenting a mind-altering moment as an argument for or against free will. But the experience made visceral an understanding that would otherwise have remained abstract. Our sense of who we are, the capacities we have, and the freedom of will we seemingly exert all emerge from the particles moving through our heads. Fiddle with the particles, and those familiar qualities can fall away. It’s an experience that helped align my rational grasp of the physics with my intuitive sense of the mind. Everyday experience and everyday language are filled with references, implicit and explicit, to free will. We speak of making choices and coming to decisions. We speak of actions that depend on those decisions. We speak of the implications that these actions have on our lives and the lives of those we touch. Again, our discussion of free will does not imply that these descriptions are meaningless or need to be eliminated. These descriptions are told in the language appropriate to the human-level story. We do make choices. We do come to decisions. We do undertake actions. And those actions do have implications. All of this is real. But because the human-level story must be compatible with the reductionist account, we need to refine our language and assumptions. We need to set aside the notion that our choices and decisions and actions have their ultimate origin within each of us, that they are brought into being by our independent agencies, that they emerge from deliberations that stand beyond the reach of physical law. We need to recognize that although the sensation of free will is real, the capacity to exert free will—the capacity for the human mind to transcend the laws that control physical progression—is not. If we reinterpret “free will” to mean this sensation, then our human-level stories become compatible with the reductionist account. And together with the shift in emphasis from ultimate origin to liberated behavior, we can embrace an unassailable and far-reaching variety of human freedom.

Questions About the Past Performance How has this organization performed in the past? How do people in the organization think it has performed? How were goals set? Were they insufficiently or overly ambitious? Were internal or external benchmarks used? What measures were employed? What behaviors did they encourage and discourage? What happened if goals were not met? Root Causes If performance has been good, why has that been the case? What have been the relative contributions of strategy, structure, systems, talent bases, culture, and politics? If performance has been poor, why has that been the case? Do the primary issues reside in the organization’s strategy? Its structure? Its technical capabilities? Its culture? Its politics? History of Change What efforts have been made to change the organization? What happened? Who has been instrumental in shaping this organization? Questions About the Present Vision and Strategy What is the stated vision and strategy? Is the organization really pursuing that strategy? If not, why not? If so, will the strategy take the organization where it needs to go? People Who is capable, and who is not? Who is trustworthy, and who is not? Who has influence, and why? Processes What are the key processes? Are they performing acceptably in quality, reliability, and timeliness? If not, why not? Land Mines What lurking surprises could detonate and push you offtrack? What potentially damaging cultural or political missteps must you avoid? Early Wins In what areas (people, relationships, processes, or products) can you achieve some early wins? Questions About the Future Challenges and Opportunities In what areas is the organization most likely to face stiff challenges in the coming year? What can be done now to prepare for them? What are the most promising unexploited opportunities? What would need to happen to realize their potential? Barriers and Resources What are the most formidable barriers to making needed changes? Are they technical? Cultural? Political? Are there islands of excellence or other high-quality resources that you can leverage? What new capabilities need to be developed or acquired? Culture Which elements of the culture should be preserved? Which elements need to change?

But once we take into account the detailed picture - poor quality wage work (low pay, lack of control over schedules, high stress); regular & persistent care gaps; children's happiness & well-being; the intensity of school work & the huge importance accorded to school examinations - we see more clearly why many women in low-income circumstances decide against employment. Their children, like children from higher-income households, need reliable, trustworthy caregivers. They, like parents with more means, have aspirations for children & want them to be the best they can be.

When considering tasks to delegate, you should also consider tasks that aren’t appropriate to delegate. Tasks that have unclear objectives, high stakes, rely on your unique skills, or a personal growth opportunity should be completed by you. Once you identify the tasks, it is easier to identify the person. Now, we recognize delegation as growth opportunities for our team. We must also consider the skill sets for the tasks. Take a moment to identify the skills and competencies needed. Consider the individual and assess based on the following: skills, strengths, reliability, workload, and development potential. As the tasks are delegated, keep the individuals’ skills in mind. This will be a new endeavor for them and require you to build their self-confidence.  This is why strength-and-skills matching is important. Set clear goals and routine check-ins. Also provide good feedback to the individuals on the progress

Many public services were also outsourced. While PFI was largely about building and running infrastructure, outsourcing was mainly about handing services over to the private sector to manage, notably IT. HMRC (Her Majesty’s Revenue and Customs), DVLA (the Driver and Vehicle Licensing Agency), the NHS and local authorities awarded enormous IT contracts to external suppliers. Public services, including rubbish collection, school meals, building maintenance, prisons and even ambulance and probation services, were placed in the hands of private providers, often by local authorities: at its peak in 2012–13, the value of outsourcing contracts awarded by the latter reached £708 million.19 Since then, however, the value of local-government outsourced contracts has steadily fallen. The trend is similar for central-government IT outsourcing. Public organizations have increasingly found that outsourcing has not delivered the quality and reliability of services they had expected and has often not been good value for money either.

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But to me, the most profound discovery this new generation of neuroscientists has made is the powerful connection between infant brain chemistry and adult psychology. Lying deep beneath these noble, complex human qualities we call character, these scientists have found, is the mundane, mechanical interaction of specific chemicals in the brains and bodies of developing infants. Chemistry is not destiny, certainly. But these scientists have demonstrated that the most reliable way to produce an adult who is brave and curious and kind and prudent is to ensure that when he is an infant, his hypothalamic-pituitary-adrenal axis functions well. And how do you know that? It's not magic. First, as much as possible, you protect him from serious trauma and chronic stress; then, even more important, you provide him with a secure, nurturing relationship with at least one parent and ideally two. That's not the whole secret to success, but it is a big, big part of it.

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Committed to reliability, safety, customer service & quality - Daniel Gardner Electrical Contractor.

Daniel Gardner Electrical Contractor - Committed to reliability, safety, customer service & quality.

You can’t hope to execute with high levels of quality and reliability (and low costs) without an intensive focus on developing processes that specify both the ends and the means (methods, techniques, tools) in exquisite detail.

By speeding up flow through the technology value stream, we reduce the lead time required to fulfill internal or customer requests, especially the time required to deploy code into the production environment. By doing this, we increase the quality of work as well as our throughput and boost our ability to innovate and out-experiment the competition. The resulting practices include continuous build, integration, test, and deployment processes, creating environments on demand, limiting work in process (WIP), and building systems and organizations that are safe to change.

SMB Concrete is a reputable concrete company in Seattle with over 20 years of experience dedicated to providing top-quality concrete solutions for a wide range of projects. With a focus on durability, precision, and reliability, we deliver results that exceed expectations. Trust SMB Concrete to bring your concrete vision to life with expertise, professionalism, and exceptional craftsmanship.

By analogy Marshall’s Wiley C. Bunn, Director of Reliability and Quality Assurance, describes the engineering work and data that constitute the Rationale for Retention, necessary for all C 1 items: