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There’s a vegetarian takeaway place in Brighton called Infinity, where I would eat sometimes. I went there the first time I’d gone out in public after Arthur had died. There was a woman who worked there and I was always friendly with her, just the normal pleasantries, but I liked her. I was standing in the queue and she asked me what I wanted and it felt a little strange, because there was no acknowledgement of anything. She treated me like anyone else, matter-of-factly, professionally. She gave me my food and I gave her the money and – ah, sorry, it’s quite hard to talk about this – as she gave me back my change, she squeezed my hand. Purposefully. It was such a quiet act of kindness. The simplest and most articulate of gestures, but, at the same time, it meant more than all that anybody had tried to tell me – you know, because of the failure of language in the face of catastrophe. She wished the best for me, in that moment. There was something truly moving to me about that simple, wordless act of compassion.

ON THE A TRAIN There were no seats to be had on the A train last night, but I had a good grip on the pole at the end of one of the seats and I was reading the beauty column of the Journal-American, which the man next to me was holding up in front of him. All of a sudden I felt a tap on my arm, and I looked down and there was a man beginning to stand up from the seat where he was sitting. "Would you like to sit down?" he said. Well, I said the first thing that came into my head, I was so surprised and pleased to be offered a seat in the subway. "Oh, thank you very much," I said, "but I am getting out at the next station." He sat back and that was that, but I felt all set up and I thought what a nice man he must be and I wondered what his wife was like and I thought how lucky she was to have such a polite husband, and then all of a sudden I realized that I wasn't getting out at the next station at all but the one after that, and I felt perfectly terrible. I decided to get out at the next station anyway, but then I thought, If I get out at the next station and wait around for the next train I'll miss my bus and they only go every hour and that will be silly. So I decided to brazen it out as best I could, and when the train was slowing up at the next station I stared at the man until I caught his eye and then I said, "I just remembered this isn't my station after all." Then I thought he would think I was asking him to stand up and give me his seat, so I said, "But I still don't want to sit down, because I'm getting off at the next station." I showed him by my expression that I thought it was all rather funny, and he smiled, more or less, and nodded, and lifted his hat and put it back on his head again and looked away. He was one of those small, rather glum or sad men who always look off into the distance after they have finished what they are saying, when they speak. I felt quite proud of my strong-mindedness at not getting off the train and missing my bus simply because of the fear of a little embarrassment, but just as the train was shutting its doors I peered out and there it was, 168th Street. "Oh dear!" I said. "That was my station and now I have missed the bus!" I was fit to be fled, and I had spoken quite loudly, and I felt extremely foolish, and I looked down, and the man who had offered me his seat was partly looking at me, and I said, "Now, isn't that silly? That was my station. A Hundred and Sixty-eighth Street is where I'm supposed to get off." I couldn't help laughing, it was all so awful, and he looked away, and the train fidgeted along to the next station, and I got off as quickly as I possibly could and tore over to the downtown platform and got a local to 168th, but of course I had missed my bus by a minute, or maybe two minutes. I felt very much at a loose end wandering around 168th Street, and I finally went into a rudely appointed but friendly bar and had a martini, warm but very soothing, which cost me only fifty cents. While I was sipping it, trying to make it last to exactly the moment that would get me a good place in the bus queue without having to stand too long in the cold, I wondered what I should have done about that man in the subway. After all, if I had taken his seat I probably would have got out at 168th Street, which would have meant that I would hardly have been sitting down before I would have been getting up again, and that would have seemed odd. And rather grasping of me. And he wouldn't have got his seat back, because some other grasping person would have slipped into it ahead of him when I got up. He seemed a retiring sort of man, not pushy at all. I hesitate to think of how he must have regretted offering me his seat. Sometimes it is very hard to know the right thing to do.

Where to stash your organizational risk? Lately, I’m increasingly hearing folks reference the idea of organizational debt. This is the organizational sibling of technical debt, and it represents things like biased interview processes and inequitable compensation mechanisms. These are systemic problems that are preventing your organization from reaching its potential. Like technical debt, these risks linger because they are never the most pressing problem. Until that one fateful moment when they are. Within organizational debt, there is a volatile subset most likely to come abruptly due, and I call that subset organizational risk. Some good examples might be a toxic team culture, a toilsome fire drill, or a struggling leader. These problems bubble up from your peers, skip-level one-on-ones,16 and organizational health surveys. If you care and are listening, these are hard to miss. But they are slow to fix. And, oh, do they accumulate! The larger and older your organization is, the more you’ll find perched on your capable shoulders. How you respond to this is, in my opinion, the core challenge of leading a large organization. How do you continue to remain emotionally engaged with the challenges faced by individuals you’re responsible to help, when their problem is low in your problems queue? In that moment, do you shrug off the responsibility, either by changing roles or picking powerlessness? Hide in indifference? Become so hard on yourself that you collapse inward? I’ve tried all of these! They weren’t very satisfying. What I’ve found most successful is to identify a few areas to improve, ensure you’re making progress on those, and give yourself permission to do the rest poorly. Work with your manager to write this up as an explicit plan and agree on what reasonable progress looks like. These issues are still stored with your other bags of risk and responsibility, but you’ve agreed on expectations. Now you have a set of organizational risks that you’re pretty confident will get fixed, and then you have all the others: known problems, likely to go sideways, that you don’t believe you’re able to address quickly. What do you do about those? I like to keep them close. Typically, my organizational philosophy is to stabilize team-by-team and organization-by-organization. Ensuring any given area is well on the path to health before moving my focus. I try not to push risks onto teams that are functioning well. You do need to delegate some risks, but generally I think it’s best to only delegate solvable risk. If something simply isn’t likely to go well, I think it’s best to hold the bag yourself. You may be the best suited to manage the risk, but you’re almost certainly the best positioned to take responsibility. As an organizational leader, you’ll always have a portfolio of risk, and you’ll always be doing very badly at some things that are important to you. That’s not only okay, it’s unavoidable.

I’m having my lunch when I hear a familiar hoarse shout, ‘Oy Tony!’ I whip round, damaging my neck further, to see Michael Gambon in the lunch queue. … Gambon tells me the story of Olivier auditioning him at the Old Vic in 1962. His audition speech was from Richard III. ‘See, Tone, I was thick as two short planks then and I didn’t know he’d had a rather notable success in the part. I was just shitting myself about meeting the Great Man. He sussed how green I was and started farting around.’ As reported by Gambon, their conversation went like this: Olivier: ‘What are you going to do for me?’ Gambon: ‘Richard the Third.’ Olivier: ‘Is that so. Which part?’ Gambon: ‘Richard the Third.’ Olivier: ‘Yes, but which part?’ Gambon: ‘Richard the Third.’ Olivier: ‘Yes, I understand that, but which part?’ Gambon: ‘Richard the Third.’ Olivier: ‘But which character? Catesby? Ratcliffe? Buckingham’s a good part …’ Gambon: ‘Oh I see, beg your pardon, no, Richard the Third.’ Olivier: ‘What, the King? Richard?’ Gambon: ‘ — the Third, yeah.’ Olivier: “You’ve got a fucking cheek, haven’t you?’ Gambon: ‘Beg your pardon?’ Olivier: ‘Never mind, which part are you going to do?’ Gambon: ‘Richard the Third.’ Olivier: ‘Don’t start that again. Which speech?’ Gambon: ‘Oh I see, beg your pardon, “Was every woman in this humour woo’d.”‘ Olivier: ‘Right. Whenever you’re ready.’ Gambon: ‘ “Was ever woman in this humour woo’d –” ‘ Olivier: ‘Wait. Stop. You’re too close. Go further away. I need to see the whole shape, get the full perspective.’ Gambon: ‘Oh I see, beg your pardon …’ Gambon continues, ‘So I go over to the far end of the room, Tone, thinking that I’ve already made an almighty tit of myself, so how do I save the day? Well I see this pillar and I decide to swing round it and start the speech with a sort of dramatic punch. But as I do this my ring catches on a screw and half my sodding hand gets left behind. I think to myself, “Now I mustn’t let this throw me since he’s already got me down as a bit of an arsehole”, so I plough on … “Was ever woman in this humour woo’d –”‘ Olivier: ‘Wait. Stop. What’s the blood?’ Gambon: ‘Nothing, nothing, just a little gash, I do beg your pardon …’ A nurse had to be called and he suffered the indignity of being given first aid with the greatest actor in the world passing the bandages. At last it was done. Gambon: ‘Shall I start again?’ Olivier: ‘No. I think I’ve got a fair idea how you’re going to do it. You’d better get along now. We’ll let you know.’ Gambon went back to the engineering factory in Islington where he was working. At four that afternoon he was bent over his lathe, working as best as he could with a heavily bandaged hand, when he was called to the phone. It was the Old Vic. ‘It’s not easy talking on the phone, Tone. One, there’s the noise of the machinery. Two, I have to keep my voice down ’cause I’m cockney at work and posh with theatre people. But they offer me a job, spear-carrying, starting immediately. I go back to my work-bench, heart beating in my chest, pack my tool-case, start to go. The foreman comes up, says, “Oy, where you off to?” “I’ve got bad news,” I say, “I’ve got to go.” He says, “Why are you taking your tool box?” I say, “I can’t tell you, it’s very bad news, might need it.” And I never went back there, Tone. Home on the bus, heart still thumping away. A whole new world ahead. We tend to forget what it felt like in the beginning.

You mean I should kill the leaders of the opposition?’ ‘I will happily do so, Excellency, if you command it. But that’s not the idea. You need to pick on slights and humiliations that are so small they seem not to be humiliations at all, and punish them with unreasonable ferocity. Random violence creates the necessary conditions for order. A leader of the opposition expects us to arrest him from time to time, but a writer making a veiled criticism of your rule, or a man who grumbles about you in a shop queue, does not. By randomly attacking a few people who speak sedition, we tell many people that the only safe option is to avoid all talk about politics. The aim is to create a state where everyone knows it is best to say nothing, and the bastards shut up.

I want to be that person who knows your nightmares as well as your dreams. Who knows what makes you cry and how to make sure I stop it each time from happening. The first one you call when you have good news. The first one you see applauding for you, when there’s a queue.

What men who respected their bodies could bear to queue naked in rows and have their genitals examined by another clothed man? What man who respected his mind could bear to make money by doing such a thing? Yet the medical inspection was nothing but baptism into the religion of man-killing, in which the best soldier was he who regarded his own body as the least sensitive machine-not even his own machine, but a machine steered by remote controllers.

This threat of unsustainability is the constant, and most compelling, cry of those who would establish a private health care system in parallel to Medicare. Driven by the belief that health care is a commodity that can be best delivered through profit, they argue that the current system would be helped and not threatened by this change. The evidence is clear: this is rubbish. Wherever it has been tried (in other countries and in limited ways here in Canada), a parallel system has increased waiting lists and practitioner shortages in the public system. It also erodes commitment to funding the public system by those who can afford to sidestep the queues, ultimately leading to two systems that are very different in quality and cost.

So Grant betook himself through the sunny, busy morning to Waterloo, trailing a little cloud of discontent behind him as he went. As he stepped from the warm pavement into the cool vault of the best but saddest of all London stations—the very name of it reeks of endings and partings—gloom sat on his face like a portent.

As one learns more and more about the networks of protocological control, it becomes almost second nature to project protocol into every physical system: Traffic lights become the protocol for successful management of moving vehicles; a grocery store queue is the protocol for a successful checkout; airport security points are the protocol for prohibiting weapons; and so on. Protocol pops up everywhere. But protocol is more than simply a synonym for “the rules.” Instead, protocol is like the trace of footprints left in snow, or a mountain trail whose route becomes fixed only after years of constant wear. One is always free to pick a different route. But protocol makes one instantly aware of the best route—and why wouldn’t one want to follow it? Thus, a better synonym for protocol might be “the practical,” or even “the sensible.” It is a physical logic that delivers two things in parallel: the solution to a problem, plus the background rationale for why that solution has been selected as the best. Like liberalism, or democracy, or capitalism, protocol is a successful technology precisely because its participants are evangelists, not servants. Like liberalism, democracy, or capitalism, protocol creates a community of actors who perpetuate the system of organization. And they perpetuate it even when they are in direct conflict with it. Protocol then becomes more and more coextensive with humanity’s productive forces, and ultimately becomes the blueprint for humanity’s innermost desires about the world and how it ought to be lived.

La vie est faite d'histoires sans queue ni tête: ces fariboles se suivent dans un ordre dont on ne saisit pas la raison; mais on cherche, parbleu, on cherche! Il faudra pourtant s'en contenter; la vie est notre "best-seller" quotidien. Quant à la "morale de la fable", c'est ce que nous découvrirons à la fin, ou que nous n'apprendrons jamais. La vie vaut-elle d'être vécue? Tant mieux si les hasards de l'existence ne nous imposent pas une opinion bien tranchée!

The difference between our outlook and the Socialist outlook is the difference between the ladder and the queue. We are for the ladder. Let all try their best to climb. They are for the queue.

Get on your knees,” he says without blinking. “I’m going to teach you how to blow my best friend.” Queue the quivering labia again.

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