Quick Scope Quotes

The M16 has a scope with a small red arrow in the center of the sight. You align the arrow with what or (jeez) whom you wish to shoot and squeeze the trigger. Both “squeeze” and “pull” are exaggerations of the motion applied to this trigger. It’s a trivial, tiny movement, the twitch of a dreaming child. So quick and so effortless is it that it’s hard for me to associate it with any but the most inconsequential of acts. Flipping a page. Typing an M. Scratching an itch. Ending a life wants a little more muscle.

If we do not seek to see the entire scope of God’s actions and character, we will tend to gravitate to what we like or don’t like and miss the connections. The

It is a great wonder How Almighty God in his magnificence Favors our race with rank and scope And the gift of wisdom; His sway is wide. Sometimes He allows the mind of a man Of distinguished birth to follow its bent, Grants him fulfillment and felicity on earth And forts to command in his own country. He permits him to lord it in many lands Until the man in his unthinkingness Forgets that it will ever end for him. He indulges his desires; illness and old age Mean nothing to him; his mind is untroubled By envy or malice or thought of enemies With their hate-honed swords. The whole world Conforms to his will, he is kept from the worst Until an element of overweening Enters him and takes hold While the soul’s guard, its sentry, drowses, Grown too distracted. A killer stalks him, An archer who draws a deadly bow. And then the man is hit in the heart, The arrow flies beneath his defenses, The devious promptings of the demon start. His old possessions seem paltry to him now. He covets and resents; dishonors custom And bestows no gold; and because of good things That the Heavenly powers gave him in the past He ignores the shape of things to come. Then finally the end arrives When the body he was lent collapses and falls Prey to its death; ancestral possessions And the goods he hoarded and inherited by another Who lets them go with a liberal hand. “O flower of warriors, beware of that trap. Choose, dear Beowulf, the better part, Eternal rewards. Do not give way to pride. For a brief while your strength is in bloom But it fades quickly; and soon there will follow Illness or the sword to lay you low, Or a sudden fire or surge of water Or jabbing blade or javelin from the air Or repellent age. Your piercing eye Will dim and darken; and death will arrive, Dear warrior, to sweep you away.

I have no natural trust in others. I am more inclined to expect them to do ill than to do good. That is the price one has to pay for having a sense of humour. A sense of humour leads you to take pleasure in the discrepancies of human nature; it leads you to mistrust great professions and look for the unworthy motive that they conceal; the disparity between appearance and reality diverts you and you are apt when you cannot find it to create it. You tend to close your eyes to truth, beauty and goodness because they give no scope to your sense of the ridiculous. The humorist has a quick eye for the humbug; he does not always recognize the saint. But if to see men one-sidedly is a heavy price to pay for a sense of humour there is a compensation that has a value too. You are not angry with people when you laugh at them. Humour teaches tolerance, and the humorist, with a smile and perhaps a sigh, is more likely to shrug his shoulders than to condemn. He does not moralize, he is content to understand; and it is true that to understand is to pity and forgive.

There is nothing less romantic, literary, or lyrical than the language of pathology, diagnosis, symptom checklists. As I read through these checklists over and over again I was struck by the harshness, the crudeness of the terminology. And once the evaluation process began, more and more distinctly unpoetic terms were added to the lists, as the problems quickly grew in scope and seriousness.

This principle fits well with the concept of business and development working daily. Business needs to be intensely involved with the process, if for nothing more than identifying the 80% of the work that we really don’t have to do. Just think of the amount of money that could be saved every year by reducing project scope to only those features and functions that are actually used! Think of how quickly we could deliver functionality! Think of how many more “projects” we could complete!

exploded behind them as they sprinted from the burning building. Paul’s quick decision to destroy the rifle shack and all of the artillery inside turned out to be a great idea. It evened the territory, or at least prevented it from getting worse. With only one handgun, the convicts were limited in their scope and threat. Colin was out of the picture, at least for a while, locked away in his ditch jail until someone came along to roll the tractor off Charlie’s homemade trap. That meant two of the cons would be searching for them since Dewey would probably stay in the dining hall to oversee the other counselors. Ritch knew Dewey would not

He raised an eyebrow. "Where did you get this? Is our Anne Boleyn suddenly from Mars?" He chuckled. "I always thought she hailed from Wiltshire." Luce's mind raced to catch up. She was playing Anne Boleyn? She'd never read this play, but Daniel's costume suggested he was playing the king, Henry VIII. "Mr. Shakespeare-ah,Will-thought it would look good-" "Oh,Will did?" Daniel smirked, bot believing her at all but seeming not to care. It was strange to feel that she could do or say almost anything and Daniel would still find it charming. "You're a little bit mad, aren't you, Lucinda?" "I-well-" He brushed her cheek with the back of his finger. "I adore you." "I adore you,too." The words tumbled from her mouth,feeling so real and so true after the last few stammering lies. It was like letting out a long-held breath. "I've been thinking, thinking a lot,and I wanted to tell you that-that-" "Yes?" "The truth is that what I feel for you is...deeper than adoration." She pressed her hands over his heart. "I trust you. I trust your love. I know how strong it is,and how beautiful." Luce knew that she couldn't come right out and say what she really meant-she was supposed to be a different version of herself,and the other times,when Daniel had figured out who she was, where she'd come from,he'd clammed up immediately and told her to leave. But maybe if she chose her words carefully, Daniel would understand. "It may seem like sometimes I-I forgot what you mean to me and what I mean to you,but deep down...I know.I know because we are meant to be together.I love you, Daniel." Daniel looked shocked. "You-you love me?" "Of course." Luce almost laughed at how obvious it was-but then she remembered: She had no idea which moment from her past she'd walked into.Maybe in this lifetime they'd only exchanged coy glances. Daniel's chest rose and fell violently and his lower lip began to quiver. "I want you to come away with me," he said quickly.There was a desperate edge to his voice. Luce wanted to cry out Yes!, but something held her back.It was so easy to get lost in Daniel when his body was pressed so close to hers and she could feel the heat coming off his skin and the beating of his heart through his shirt.She felt she could tell him anything now-from how glorious it had felt to die in his arms in Versailles to how devastated she was now that she knew the scope of his suffering. But she held back: The girl he thought she was in this lifetime wouldn't talk about those things, wouldn't know them. Neither would Daniel. So when she finally opened her mouth,her voice faltered. Daniel put a finger over her lips. "Wait. Don't protest yet. Let me ask you properly.By and by, my love." He peeked out the cracked wardrobe door, toward the curtain.A cheer came from the stage.The audience roared with laughter and applause. Luce hadn't even realized the play had begun. "That's my entrance.I'll see you soon." He kissed her forehead,then dashed out and onto the stage.

There are a few other things. Weesee, when she used that word, Loup-garou, was right, at least in a sense. The word means werewolf.' Whitaker protested with a gasp of astonishment. 'They don't exist,' he said sharply, jolted by a memory of old movies. The doctor replied quickly: 'No, of course not. Not that way, not like some monster, a vampire or some such' 'What's the matter with him?' The doctor spoke softly, unwilling to stop until he had talked out the whole scope of the problem. 'It is a type of encephalitis. Uncommon, but there, as solidly classified in medical literature as measles. Late effects of acute infectious encephalitis, lycanthropy, to be exact. Once it was called a form of monomania. Morbus lupinus is another name.' 'You will have to hunt him down. Then he will have to be kept in a cell, for a long time, under strong drugs, probably until he dies.' De Glew touched his throat, cleared it slightly. 'The alternative is that you hunt him down and kill him. He will kill, Aaron.' 'Won't it pass?' asked Whitaker incredulously. 'I don't think so, not permanently. And pass for how long? Suppose he is only mad one day out of four.' The doctor paused. 'Or when the moon is full. Or when he sees it full in his mind's eye.

In opting for large scale, Korean state planners got much of what they bargained for. Korean companies today compete globally with the Americans and Japanese in highly capital-intensive sectors like semiconductors, aerospace, consumer electronics, and automobiles, where they are far ahead of most Taiwanese or Hong Kong companies. Unlike Southeast Asia, the Koreans have moved into these sectors not primarily through joint ventures where the foreign partner has provided a turnkey assembly plant but through their own indigenous organizations. So successful have the Koreans been that many Japanese companies feel relentlessly dogged by Korean competitors in areas like semiconductors and steel. The chief advantage that large-scale chaebol organizations would appear to provide is the ability of the group to enter new industries and to ramp up to efficient production quickly through the exploitation of economies of scope.70 Does this mean, then, that cultural factors like social capital and spontaneous sociability are not, in the end, all that important, since a state can intervene to fill the gap left by culture? The answer is no, for several reasons. In the first place, not every state is culturally competent to run as effective an industrial policy as Korea is. The massive subsidies and benefits handed out to Korean corporations over the years could instead have led to enormous abuse, corruption, and misallocation of investment funds. Had President Park and his economic bureaucrats been subject to political pressures to do what was expedient rather than what they believed was economically beneficial, if they had not been as export oriented, or if they had simply been more consumption oriented and corrupt, Korea today would probably look much more like the Philippines. The Korean economic and political scene was in fact closer to that of the Philippines under Syngman Rhee in the 1950s. Park Chung Hee, for all his faults, led a disciplined and spartan personal lifestyle and had a clear vision of where he wanted the country to go economically. He played favorites and tolerated a considerable degree of corruption, but all within reasonable bounds by the standards of other developing countries. He did not waste money personally and kept the business elite from putting their resources into Swiss villas and long vacations on the Riviera.71 Park was a dictator who established a nasty authoritarian political system, but as an economic leader he did much better. The same power over the economy in different hands could have led to disaster. There are other economic drawbacks to state promotion of large-scale industry. The most common critique made by market-oriented economists is that because the investment was government rather than market driven, South Korea has acquired a series of white elephant industries such as shipbuilding, petrochemicals, and heavy manufacturing. In an age that rewards downsizing and nimbleness, the Koreans have created a series of centralized and inflexible corporations that will gradually lose their low-wage competitive edge. Some cite Taiwan’s somewhat higher overall rate of economic growth in the postwar period as evidence of the superior efficiency of a smaller, more competitive industrial structure.

In the words of leadership guru Marshall Goldsmith, “What got you here won’t get you there.” Market share and revenue growth earn headlines, but you can’t achieve customer and revenue scale without scaling up your organization, in terms of the size and scope of your staff, as well as your financial, product, and technology strategy. If the organization doesn’t grow in lockstep with its revenues and customer base, things can quickly spiral out of control. For example, during a period of blitzscaling in the late 1980s and early 1990s, Oracle Corporation focused so single-mindedly on sales growth that its organization lagged badly on both technology (where it fell behind archrival Sybase’s) and finance and nearly went bankrupt as a result. It took the turnaround efforts of Ray Lane and Jeff Henley to stave off disaster and reposition Oracle for its later success.

But in the years before the council, in a typical American parish, that ancient liturgy was too often approached haphazardly, celebrated carelessly, treated as an obligation to be rushed through as quickly as possible. After the council, of course, the introduction of a new streamlined liturgy gave immeasurably more scope to the casual approach. In Why Catholics Can’t Sing, Thomas Day comments: We can be reasonably sure that the Last Supper did not begin with the words, “Good evening, apostles.” Intuition tells us that John the Baptist did not cry out in the wilderness, “Repent, sin no more, and havernice day.” Common sense tells us that there is something immensely wrong and contradictory about starting off a ritual with “Good Morning.” We might even say that the laity in the pews “short circuits” when greeted this way at Mass. The church building, the music, and the celebrant in flowing robes all seem to say, “This is a ritual,” an event out of the ordinary. Then, the “Good Morning” intrudes itself and indicates that this is really a business meeting and not a liturgy, after all. Today, after more than a full generation of liturgical experimentation, the integrity of the liturgy can be compromised by two opposite dangers: caring too little about the established rubrics or caring too much.

We ourselves are proposing a compression over many singularities of human performance, seeing all of them as effects of a single cause, double-scope blending. We do not, however, use Cause-Effect Isomorphism compression: According to our proposal, the cause was gradual, continuous, and cognitive, while the effects were singular, quick, and social.

FACTORS THAT WILL DEFINE THE EXTREME FUTURE 1. Speed. The rate of change will be blinding, comprehensive in scope, and will touch every aspect of your life. 2. Complexity. A quantum leap in the number of seemingly unrelated forces that will have a direct bearing on everything from lifestyles to work to personal and national security. 3. Risk. New risks, higher risks, and more threats from terror to crime to global economic upheaval will alter every aspect of your life. 4. Change. Drastic adjustments in your work, community, and relationships will force you to adapt quickly to radical changes. 5. Surprise. Sometimes good, sometimes difficult to imagine, surprise will become a daily feature of your life, often challenging sensibility and logic. Although the changes wrought by 9/11 and the subsequent focus on global security and terrorism are central to understanding what comes next, they are not the only trends driving the Extreme Future.

Finally, relax! Let go of expectations, remain positive, and just let it happen. In Shawn Achor’s book The Happiness Advantage, he states, “positive emotions broaden our scope of cognition and behavior . . . they dial up the learning centers of our brains to higher levels. They help us organize new information, keep that information in the brain longer, and retrieve it faster later on. And they enable us to make and sustain more neural connections, which allows us to think more quickly . . . and see new ways of doing things.

Published in June 1955 in Fortune magazine, ‘Can We Survive Technology?’ begins with a dire warning: ‘literally and figuratively, we are running out of room’.7 Advances in domains such as weaponry and telecommunications have greatly increased the speed with which conflicts can escalate and magnified their scope. Regional disputes can quickly engulf the whole planet. ‘At long last,’ he continues, ‘we begin to feel the effects of the finite, actual size of the earth in a critical way.

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In Shawn Achor’s book The Happiness Advantage, he states, “positive emotions broaden our scope of cognition and behavior . . . they dial up the learning centers of our brains to higher levels. They help us organize new information, keep that information in the brain longer, and retrieve it faster later on. And they enable us to make and sustain more neural connections, which allows us to think more quickly . . . and see new ways of doing things.

and those reasons are beyond the scope of this book.

More and more, providers are being held to higher (legal) standards of care without the appropriate support from their employers. That is, medics are being investigated and sanctioned at a more aggressive rate than ever before over smaller and smaller clinical infractions. To get with the times, agencies need to spend much more of their allotted training time on skills like 12 lead EKG application and interpretation, assessment algorithms, and intubation or advanced parenteral route access, for example. The list of available and important topics is as long and diverse as the national, state, and local scopes of practice. On the other hand, agencies that resist this reality cannot be surprised to discover that their care is generally substandard, for which there can be grave legal consequences. They can’t throw their bottles on the floor and cry because they don’t have them. I predict that any agency that emphasizes drilling on patient care as much as or even more than firefighting will very quickly see a dramatic shift in the culture from EMS apathy to EMS advocacy. That culture shift should be a welcome bonus; the key benefit being finally providing the superior care about which they already brag. Yes, there will be some resistance at first and that is great. Resistance is the surest way to quickly identify those who are not committed, because they will whine and complain the most and they will require the most work. If they are not willing to do the work, then maybe they don’t belong.

Myanmar Review Exploration: Driving the Manner in which in Statistical surveying and Social Overviews Myanmar Study Exploration is a conspicuous name in the field of top research company in Myanmar, assessments of public sentiment, and social reviews. With a promise to conveying exact and quick information, the organization has laid down a good foundation for itself as a forerunner in the business, taking special care of the different necessities of clients in Myanmar and then some. Statistical surveying Aptitude Myanmar Review Exploration has cut a specialty for itself in the space of statistical surveying. The organization utilizes a scope of techniques to accumulate significant experiences into shopper conduct, market patterns, and industry elements. Through top to bottom investigation and far reaching studies, the group at Myanmar Overview Exploration furnishes organizations with the data they need to settle on informed choices and remain in front of the opposition. Assessments of public sentiment and Social Overviews Notwithstanding top research company in Myanmar, Myanmar Overview Exploration succeeds in gathering information and social studies. These drives are intended to measure general assessment, figure out friendly mentalities, and catch the common feeling on different issues. By utilizing powerful overview procedures and factual investigation, the organization conveys reports that offer a window into the considerations and inclinations of the general population, enabling associations and policymakers to adjust their techniques to the beat of the country. Unrivaled Bits of knowledge What sets Myanmar Review Exploration separated is its resolute obligation to conveying unmatched experiences. The organization's group of experienced specialists and experts guarantees that each venture yields information that isn't just thorough yet additionally noteworthy. By utilizing a mix of subjective and quantitative exploration techniques, Myanmar Overview Exploration can introduce an all encompassing perspective regarding the matters under study, empowering clients to acquire a more profound comprehension of their objective business sectors and crowds. Client-Driven Approach Myanmar Review Exploration values its client-driven approach. The organization perceives that every client is extraordinary, with explicit exploration needs and goals. Thusly, it tailors its examination procedures and announcing arrangements to line up with the necessities of individual clients, guaranteeing that the experiences gave are straightforwardly pertinent and significant. This customized approach has procured Myanmar Overview Exploration the trust and dedication of a different customer base traversing different businesses. Looking Forward As Myanmar's business scene keeps on advancing, the job of exploration and information driven independent direction turns out to be progressively significant. Myanmar Study Exploration stays at the very front of this change, ready to fulfill the developing need for top notch research administrations. With an emphasis on development, precision, and significant knowledge, the organization is strategically set up to keep molding the fate of statistical surveying and social studies in Myanmar and then some. All in all, Myanmar Overview Exploration remains as a guide of greatness in the domain of examination, offering extensive and solid experiences that drive accomplishment for its clients. With a history of greatness and a pledge to remaining on the ball, the organization is set to lead the way in molding informed techniques and choices for organizations and associations across Myanmar.

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Peer Reviews Many accountants are asking whether preparation of financial statement engagements trigger a peer review requirement. Here are three questions and answers to help clarify whether your CPA firm is subject to peer review. Question 1 Are public accounting firms required to participate in a peer review program if they only issue financial statements using the preparation guidance in SSARS 21? Based on the AICPA’s rules, the answer is no. But check with your state board of accountancy. Some states require participation in a peer review program even if the AICPA does not. Question 2 If my firm participates in a peer review program, will the financial statement work performed under the preparation guidance be subject to potential review? Yes, the financial statements prepared using the preparation guidance will be included in the scope of the peer review. Question 3 Will compilations be included in peer reviews? Yes. When a peer review is performed, compilations will be included in the scope of the engagement. The issuance of a compilation report does trigger the requirement for a peer review. AICPA Guidance The February 2015 Peer Review Update, a monthly AICPA newsletter, included the following: “On November 18, 2014, the Peer Review Board (PRB) issued an exposure draft, which proposed that firms that only perform preparation engagements under AR-C Section 70 – Preparation of Financial Statements (issued as part of Statement on Standards for Accounting and Review Services (SSARS) No. 21, Statement on Standards for Accounting and Review Services: Clarification and Recodification) would not be required to enroll in the AICPA peer review program (Program). However, it also proposed that a firm’s preparation engagements would be included in the scope of a peer review when the firm either elects to enroll in the program (e.g., to comply with licensing or other requirements) or is already enrolled due to other engagements it performs. This proposal was issued in order to address the effect of these engagements on the scope of the Program. The PRB considered comments raised by the peer review community about the proposal and elected to adopt the proposed guidance changes. The changes are effective for peer reviews commencing on or after February 1, 2015.” Tracking Preparation of Financial Statement Engagements Since the preparation service will be included in the scope of peer reviews, consider that firms enrolled in a peer review program need to track the number of preparation services provided. Otherwise, the peer reviewer will not be able to determine the firm’s mix of work; the peer reviewer uses the total population of a firm’s work to select the sample of engagements to be reviewed. Create a method to track financial statement engagements performed under the preparation standard as early as possible. Peer reviews commencing on or after February 1, 2015, are to include preparation engagements. Given the nature of the preparation service—one that gets turned around quickly—it would be easy for a firm to lose track of how many financial statements were issued using this option. Peer Reviews - A Simple Summary •According to AICPA rules, firms that only perform preparation of financial statement services are not required to enroll in the AICPA peer review program (check with your state board of accountancy to see if their rules are different) •For accounting firms subject to peer review, preparation engagements will be included in the scope of peer reviews •Set up a method to track your preparation engagements; peer reviewers need to know how many preparation engagements your firm issues

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They go in slowly and carefully, covering each other. Parks drops down on one knee, rifle set to full auto, ready to do a kneecapping sweep. Gallagher gets out his torch and shines it into the corners of the room. Which is empty. Clean. Nothing for anyone to hide behind, and no scope at all for nasty surprises. “All good,” Parks mutters. “Okay, this will do just fine. Go get them.” Gallagher shepherds the civilians inside and Parks shuts the door, the lock now fully engaged so it closes with a solid click. The civilians are less enthusiastic than Parks was when they see the confined space and inhale its stale, spent air, but they’re not inclined to mount much of an argument. Truth is, the two women aren’t used to keeping up a quick march, and none of them–including Parks himself, unless you go back a while–are used to being outside of a fence as night comes on. They’re freaked and exhausted and starting at shadows. So is he, except that he does his freaking and starting mostly inside, so it doesn’t notice as much. The only sticking point is the girl, which comes as no surprise. Parks suggests that she sleep in the church, and Justineau countersuggests that Parks go fuck himself. “Same point as before,” she tells him, getting all pissed off again, which he’s thinking now is pretty much Justineau’s default setting. And truth to tell, he likes it a lot. If you’re going to let yourself feel anything at all, anger’s better than most of the alternatives. “Even if hungries were the only threat here,” she’s saying now, “all of this–all of it–is as strange to Melanie as it is to us. And as scary. We can’t leave her tied up in an empty building by herself all night.” “Then stay out there with her,” Parks says. Which

Another recent study, this one on academic research, provides real-world evidence of the way the tools we use to sift information online influence our mental habits and frame our thinking. James Evans, a sociologist at the University of Chicago, assembled an enormous database on 34 million scholarly articles published in academic journals from 1945 through 2005. He analyzed the citations included in the articles to see if patterns of citation, and hence of research, have changed as journals have shifted from being printed on paper to being published online. Considering how much easier it is to search digital text than printed text, the common assumption has been that making journals available on the Net would significantly broaden the scope of scholarly research, leading to a much more diverse set of citations. But that’s not at all what Evans discovered. As more journals moved online, scholars actually cited fewer articles than they had before. And as old issues of printed journals were digitized and uploaded to the Web, scholars cited more recent articles with increasing frequency. A broadening of available information led, as Evans described it, to a “narrowing of science and scholarship.”31 In explaining the counterintuitive findings in a 2008 Science article, Evans noted that automated information-filtering tools, such as search engines, tend to serve as amplifiers of popularity, quickly establishing and then continually reinforcing a consensus about what information is important and what isn’t. The ease of following hyperlinks, moreover, leads online researchers to “bypass many of the marginally related articles that print researchers” would routinely skim as they flipped through the pages of a journal or a book. The quicker that scholars are able to “find prevailing opinion,” wrote Evans, the more likely they are “to follow it, leading to more citations referencing fewer articles.” Though much less efficient than searching the Web, old-fashioned library research probably served to widen scholars’ horizons: “By drawing researchers through unrelated articles, print browsing and perusal may have facilitated broader comparisons and led researchers into the past.”32 The easy way may not always be the best way, but the easy way is the way our computers and search engines encourage us to take.

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Back then I was walking right into people's homes in the projects and in the ghettos. All the welfare in the world couldn't help them from what they suffered. When couldn't bear the social work anymore, I went into psychology, hoping maybe I could understand, deep down, the impact of their traumas-what it was that made their ascent nearly impossible. Psychology led to me studying history and seeing the real scope of how we got here. Do you really understand how long four hundred years of suffering is, Charlie? And that's just on these shores. What that does to the mind, it's hard to comprehend. Especially when it was still happening. So I started speaking, calling it out, doing everything I could to stop it so a collective healing could finally begin. But it was like trying to move a mountain. And so I learned quickly that the only way to move a mountain is to shake the earth. That don't have a thing to do with them. The mountain is us. The mountain is our minds. The mountain is our hope. That's how Haitians won their freedom against all odds. They found themselves together on the same frequency.

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been designed to research the spread of the Spanish flu. Comparing that disease with YARS was a fascinating exercise, as was comparing the world it devastated to the one that existed today. The very name “Spanish flu” was just another lie foisted on the world by America. The truth was that the disease had first taken hold in Kansas City military outposts. It killed more U.S. troops during World War I than combat, spreading easily in the cramped conditions that prevailed on ships, battlegrounds, and bases. The initial reaction of the medical community had been slowed by its focus on the war, but when the scope of the threat was recognized, the country had pulled together. Surgical masks were worn in public to slow the spread of the disease. Stores were prohibited from having sales to prevent the congregation of people in confined spaces. Some cities demanded that passengers’ health be certified before they boarded trains. There was no denying that the United States and its citizens had been strong in the early twentieth century—accustomed to death and hardship, led by competent politicians, and informed by an honest press. So much had changed in the last century. The American people were now inexplicably suspicious of modern medicine and susceptible to nonsensical conspiracy theories. They were selfish and self-absorbed, willing to prioritize their own trivial desires over the lives of their countrymen. Their medical system, designed less to heal people than to generate profits, would quickly collapse as it was flooded by desperate patients and abandoned by personnel fearful of being infected. And during all this, America’s politicians and media would use the burgeoning epidemic to augment their own power and wealth. That is, until the magnitude of the crisis became clear. Then they would flee. The sound of a truck engine pulled him from his contemplation and he turned. His people, disinfected and wearing clean clothing, climbed into the vehicle and set off into the darkness. Halabi bowed respectfully in their direction, acknowledging their sacrifice and the enormity of the journey ahead of them. After the long drive to Mogadishu, they would board a private jet that would take them to Mexico. From there they would be smuggled across the northern border.

In fact, our assumption is that many of these conversations can be quick. The earlier you raise an issue, catch a misunderstanding, or ask a question to clarify intentions, the sooner you clear it up and move on. The longer you let things fester, the bigger the problem becomes. So investing seven minutes now to sort through why you and your client seem to have different expectations about the scope of a project will save you seven hours (or seven months) of confusion, frustration, and cost overruns down the road.

Philosopher, mathematician and midfield enigma Paul Scholes had the ability to make a quick short pass or, if the situation allowed it, to surprise with a 60-yarder that no player or awestruck spectator could have seen coming. Scholes would run through his problem-solving cycle in a matter of seconds: see, scope, surprise.

The next step is to agree on the profit number. This will be a similar conversation, but should be settled much more quickly. After that, you’ll want to determine your specific measurables. Measurables give everyone scope and size. Every organization has one or two very specific figures that are a telltale sign of the size of the organization. It might be a number of clients, large clients, units, or widgets produced.

the end, however, a term like “failure” can only be applied relative to some expectation—and we have seen that the rebels’ expectations of modern government were at once fantastical in their scope and vaporous in definition. They ascribed magical or, I venture to say, divine qualities to cumbersome, all-too-human bureaucracies. They believed government could work miracles: it could give meaning to their personal lives. This faith was most evident in Israel, a country that quickly overcame the effects of the crisis. Protesters there were affluent and employed, but expected the government to deliver personal fulfillment within a context of social justice. What that meant was never explained. Most of the American Occupiers also held down jobs. Conversely, those nearest to poverty never participated in any of the 2011 street revolts.

Other acts that were precursors of the Wild West were a July 4 commemoration in Deer Trail, Colorado, in which one Emil Gardenshire was crowned "Champion Bronco Buster of the Plains," and another Fourth of July celebration in Cheyenne, Wyoming, in 1872, featuring the riding of an unruly steer. And certainly Cody's buffalo hunt with Grand Duke Alexis was a harbinger of things to come, as were his hunting trips with General Sheridan, James Gordon Bennett and their friends, as well as the Earl of Dunraven. All that was needed, then, was to put the right elements together. Cody realized that he needed to earn a lot of money to launch a big show, and he was too proud to ask his wealthy friends for funds. Then, in the spring of 1882, he met Nate Salsbury, when they both were playing in New York. Salsbury, who later became Cody's partner, claimed to have thought of the idea of the Wild West when returning from a tour of Australia with the Salsbury Troubadours in 1876. On the boat he had discussed the merits of Australian jockeys in comparison with American cow-boys and Mexican vaqueros with J. B. Gaylord, an agent for the Cooper and Bailey Circus. As a result, said Salsbury, "I began to construct a show in my mind that would embody the whole subject of horsemanship and before I went to sleep I had mapped out a show that would be constituted of elements that had never before been employed in concerted effort in the history of the show business." In the end, of course, Buffalo Bill's Wild West went well beyond horsemanship to embody features of the West that had not been part of Salsbury's plan. Several years later Salsbury "decided that such an entertainment must have a well known figure head to attract attention and thus help to quickly solve the problem of advertising a new idea. After careful consideration of the plan and scope of the show I resolved to get W.F. Cody as my central figure." When the two men finally met,

The question of how to get to Gatwick is what you might call a ‘wide context’ problem. It allows for vagueness and multiple right answers, and it doesn’t demand absolute adherence to any precise rules. There is no formula for the solution, it allows scope for all kinds of possible ‘rightish’ answers and all kinds of information can be taken into account when coming up with an answer. These are the problems we seem instinctively better equipped to solve, but which computers find hard. If I were to delve into my unconscious and uncover some of the variables at play in my brain when I next have to get to the airport, they might include ‘Is it raining?’, ‘How much luggage do I have?’, ‘How long am I going to be away for?’, ‘What is the average time via the M25 versus taking the A25?’, ‘What is the variance of journey time on the M25 versus the A25?’fn2 and ‘Does my flight leave from the North or South Terminal?’ If you think of getting to Gatwick as a narrow problem in the way your GPS does – a simple question of getting to the airport as quickly as possible – some of these factors may seem irrelevant, but they are all important in real life. The weather affects the traffic. If I am going away for two weeks rather than one night, it affects the cost of parking, and therefore the relative cost of going by train, car or taxi – and the amount of luggage I have. The variance of travel time on the M25 matters to whether it’s worth risking. And heavy luggage makes the train less appealing, especially if you are flying from the North Terminal, which is much further away from the rail station. It’s interesting that we find solving complex problems like this so easy – it suggests that our brains have evolved to answer ‘wide context’ problems because most problems we faced as we developed were of this type. Blurry ‘pretty good’ decision-making has simply proven more useful than precise logic.

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Popular accounts portray Europe as either an economic phoenix or a basket case. The phoenix view observes that output per hour worked has risen from barely 50 percent of U.S. levels after World War II and two-thirds of those levels in 1970 to nearly 95 percent today and that labor productivity so measured is actually running above U.S. levels in a substantial number of Western European countries. Since the turn of the twenty-first century, the euro zone has created more new jobs than either the United States or the United Kingdom. Its exports have grown faster than those of the United States. It provides more of its citizens with health insurance, efficient public transportation, and protection from violent crime. The basket-case view observes that the growth of aggregate output and output per hour have slowed relative to the United States since the mid-1990s. Between 1999, when EMU began, and 2005, euro-zone growth averaged just 1.8 percent, less than two-thirds the 3.1 percent recorded by the United States. Productivity growth has trended downward since the early 1990s, owing to labor-, product-, and capital-market rigidities, inadequate R&D spending, and high tax rates - in contrast to the United States, where productivity growth has been rising. The growth of the working-age population has fallen to zero and is projected to turn significantly negative in coming years. High old-age dependency ratios imply large increases in the share of national income devoted to health care, lower savings rates, potentially heavier fiscal burdens, and an aversion to risk taking. All these are reasons to worry about Europe's competitiveness and economic performance. One way of reconciling these views is to distinguish the distant from the recent past and the past from the future. Comparing the European economy at the midpoint and the end of the twentieth century, there is no disputing the phoenix view. Economic performance over this half century was a shining success both absolutely and relative to the United States. More recently, however, Europe has tended to lag. Although this does nothing to put the past in a less positive light, it creates doubts about the future. One way of understanding these changing fortunes is in terms of the transition from extensive to intensive growth. Europe could grow quickly for a quarter century after World War II and continue doing well relative to the United States for some additional years because the institutions it inherited and developed after World War II were well suited for importing technology, maintaining high levels of investment, and transferring large amounts of labor from agriculture to industry. Eventually, however, the scope for further growth on this basis was exhausted. Once the challenge was to develop new technologies, and once growth came to depend more on entrepreneurial initiative than on brute-force capital accumulation, the low rates of R&D spending, high taxes, conservative finance, and emphasis on vocational education delivered by those same institutions became more of a handicap than a spur to growth. Consistent with this view is the fact that Europe's economic difficulties seem to have coincided with the ICT revolution and the opportunities it affords to economies with a comparative advantage in pioneering innovation, as well as with globalization and growing competition from developing countries such as China that are moving into the production of the quality manufacturing goods that have been a traditional European stronghold. The question is what to do about it. Is it necessary for Europe to remake its institutions along American lines? Or is there still a future for the European model?

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