Railroad Motivational Quotes

At the onset of the Civil War, our stolen bodies were worth four billion dollars, more than all of American industry, all of American railroads, workshops, and factories combined, and the prime product rendered by our stolen bodies—cotton—was America’s primary export. The richest men in America lived in the Mississippi River Valley, and they made their riches off our stolen bodies. Our bodies were held in bondage by the early presidents. Our bodies were traded from the White House by James K. Polk. Our bodies built the Capitol and the National Mall. The first shot of the Civil War was fired in South Carolina, where our bodies constituted the majority of human bodies in the state. Here is the motive for the great war. It’s not a secret.

But as yet, the neighbourhood was shy to own the Railroad. One or two bold speculators had projected streets; and one had built a little, but had stopped among the mud and ashes to consider farther of it. A bran-new Tavern, redolent of fresh mortar and size, and fronting nothing at all, had taken for its sign The Railway Arms; but that might be rash enterprise—and then it hoped to sell drink to the workmen. So, the Excavators’ House of Call had sprung up from a beer shop; and the old-established Ham and Beef Shop had become the Railway Eating House, with a roast leg of pork daily, through interested motives of a similar immediate and popular description. Lodging-house keepers were favourable in like manner; and for the like reasons were not to be trusted. The general belief was very slow. There were frowzy fields, and cow-houses, and dunghills, and dustheaps, and ditches, and gardens, and summer-houses, and carpet-beating grounds, at the very door of the Railway. Little tumuli of oyster shells in the oyster season, and of lobster shells in the lobster season, and of broken crockery and faded cabbage leaves in all seasons, encroached upon its high places. Posts, and rails, and old cautions to trespassers, and backs of mean houses, and patches of wretched vegetation stared it out of countenance. Nothing was the better for it, or thought of being so. If the miserable waste ground lying near it could have laughed, it would have laughed it to scorn, like many of the miserable neighbours.

[Some people] think that sex is a physical capacity which functions independently of one's mind, choice, or code of values. They think that your body creates a desire and makes a choice for you–just about in some such way as if iron ore transformed itself into railroad rails of its own volition. Love is blind, they say; sex is impervious to reason and mocks the power of all philosophers. But, in fact, a man's sexual choice is the result and the sum of his fundamental convictions. Tell me what a man finds sexually attractive and I will tell you his entire philosophy of life. Show me the woman he sleeps with and I will tell you his valuation of himself. No matter what corruption he's taught about the virtue of selflessness, sex is the most profoundly selfish of all acts, an act which he cannot perform for any motive but his own enjoyment -- just try to think of performing it as an act of selfless charity! – an act which is not possible in self-abasement, only in self-exaltation, only in the confidence of being desired and being worthy of desire. It is an act that forces him to stand naked in spirit, as well as in body, and to accept his real ego as his standard of value. He will always be attracted to the woman who reflects his deepest vision of himself, the woman whose surrender permits him to experience–or to fake– a sense of self-esteem. The man who is proudly certain of his own value will want the highest type of woman he can find, the woman he admires, the strongest, the hardest to conquer, because only the possession of a heroine will give him the sense of an achievement, not the possession of a brainless slut. He does not seek to gain his value, but to express it. There is no conflict between the standards of his mind and the desires of his body . . .

For things to change, somebody somewhere has to start acting differently. Maybe it’s you, maybe it’s your team. Picture that person (or people). Each has an emotional Elephant side and a rational Rider side. You’ve got to reach both. And you’ve also got to clear the way for them to succeed. In short, you must do three things: → DIRECT the Rider FOLLOW THE BRIGHT SPOTS. Investigate what’s working and clone it. [Jerry Sternin in Vietnam, solutions-focused therapy] SCRIPT THE CRITICAL MOVES. Don’t think big picture, think in terms of specific behaviors. [1% milk, four rules at the Brazilian railroad] POINT TO THE DESTINATION. Change is easier when you know where you’re going and why it’s worth it. [“You’ll be third graders soon,” “No dry holes” at BP] → MOTIVATE the Elephant FIND THE FEELING. Knowing something isn’t enough to cause change. Make people feel something. [Piling gloves on the table, the chemotherapy video game, Robyn Waters’s demos at Target] SHRINK THE CHANGE. Break down the change until it no longer spooks the Elephant. [The 5-Minute Room Rescue, procurement reform] GROW YOUR PEOPLE. Cultivate a sense of identity and instill the growth mindset. [Brasilata’s “inventors,” junior-high math kids’ turnaround] → SHAPE the Path TWEAK THE ENVIRONMENT. When the situation changes, the behavior changes. So change the situation. [Throwing out the phone system at Rackspace, 1-Click ordering, simplifying the online time sheet] BUILD HABITS. When behavior is habitual, it’s “free”—it doesn’t tax the Rider. Look for ways to encourage habits. [Setting “action triggers,” eating two bowls of soup while dieting, using checklists] RALLY THE HERD.

anybody that frontier spirit and pulling yourself up by your bootstraps. But he also recognized that government investments in things like railroads and ports and canals and land-grant colleges and research through the National Science Foundation—that all these things would provide a platform for motivated individuals to succeed. That was true through Eisenhower. That was true under Richard Nixon. Even Ronald Reagan understood that government has an important role to play in providing opportunity. Not equality of results, but making sure

Dagny, everybody knows it. Everybody knows how train schedules have been run in the past three weeks, and why some districts and some shippers get transportation, while others don’t. What we’re not supposed to do is say that we know it. We’re supposed to pretend to believe that ‘public welfare’ is the only reason for any decision—and that the public welfare of the city of New York requires the immediate delivery of a large quantity of grapefruit.” He paused, then added, “The Director of Unification is sole judge of the public welfare and has sole authority over the allocation of any motive power and rolling stock on any railroad anywhere in the United States.

As, I think, you will concede, Miss Taggart, there now seems to be no economic justification for the continued existence of a railroad line in Minnesota, which . . .” “And even Miss Taggart will, I’m sure, agree that certain temporary retrenchments seem to be indicated, until . . .” “Nobody, not even Miss Taggart, will deny that there are times when it is necessary to sacrifice the parts for the sake of the whole . . .” As she listened to the mentions of her name tossed into the conversation at half-hour intervals, tossed perfunctorily, with the speaker’s eyes never glancing in her direction, she wondered what motive had made them want her to be present. It was not an attempt to delude her into believing that they were consulting her, but worse: an attempt to delude themselves into believing that she had agreed. They asked her questions at times and interrupted her before she had completed the first sentence of the answer. They seemed to want her approval, without having to know whether she approved or not. Some crudely childish form of self-deception had made them choose to give to this occasion the decorous setting of a formal dinner. They acted as if they hoped to gain, from the objects of gracious luxury, the power and the honor of which those objects had once been the product and symbol—they acted, she thought, like those savages who devour the corpse of an adversary in the hope of acquiring his strength and his virtue.

Money, without brains, always is dangerous. Properly used, it is the most important essential of civilization. The simple breakfast here described could not have been delivered to the New York family at a dime each, or at any other price, if organized capital had not provided the machinery, the ships, the railroads, and the huge armies of trained men to operate them. Some

For things to change, somebody somewhere has to start acting differently. Maybe it’s you, maybe it’s your team. Picture that person (or people). Each has an emotional Elephant side and a rational Rider side. You’ve got to reach both. And you’ve also got to clear the way for them to succeed. In short, you must do three things: → DIRECT the Rider FOLLOW THE BRIGHT SPOTS. Investigate what’s working and clone it. [Jerry Sternin in Vietnam, solutions-focused therapy] SCRIPT THE CRITICAL MOVES. Don’t think big picture, think in terms of specific behaviors. [1% milk, four rules at the Brazilian railroad] POINT TO THE DESTINATION. Change is easier when you know where you’re going and why it’s worth it. [“You’ll be third graders soon,” “No dry holes” at BP]               → MOTIVATE the Elephant FIND THE FEELING. Knowing something isn’t enough to cause change. Make people feel something. [Piling gloves on the table, the chemotherapy video game, Robyn Waters’s demos at Target] SHRINK THE CHANGE. Break down the change until it no longer spooks the Elephant. [The 5-Minute Room Rescue, procurement reform] GROW YOUR PEOPLE. Cultivate a sense of identity and instill the growth mindset. [Brasilata’s “inventors,” junior-high math kids’ turnaround]                             → SHAPE the Path TWEAK THE ENVIRONMENT. When the situation changes, the behavior changes. So change the situation. [Throwing out the phone system at Rackspace, 1-Click ordering, simplifying the online time sheet] BUILD HABITS. When behavior is habitual, it’s “free”—it doesn’t tax the Rider. Look for ways to encourage habits. [Setting “action triggers,” eating two bowls of soup while dieting, using checklists] RALLY THE HERD. Behavior is contagious. Help it spread. [“Fataki” in Tanzania, “free spaces” in hospitals, seeding the tip jar] ————— OVERCOMING OBSTACLES ————— Here we list twelve common problems that people encounter as they fight for change, along with some advice about overcoming them. (Note

The man in Bedroom A, Car No. 14, was a professor of philosophy who taught that there is no mind—how do you know that the tunnel is dangerous?—no reality—how can you prove that the tunnel exists? —no logic—why do you claim that trains cannot move without motive power?—no principles—why should you be bound by the law of cause-and-effect?—no rights—why shouldn’t you attach men to their jobs by force?—no morality—what’s moral about running a railroad? —no absolutes—what difference does it make to you whether you live or die, anyway? He taught that we know nothing—why oppose the orders of your superiors?—that we can never be certain of anything—how do you know you’re right?—that we must act on the expediency of the moment—you don’t want to risk your job, do you? The

The men who think that wealth comes from material resources and has no intellectual root or meaning, are the men who think—for the same reason—that sex is a physical capacity which functions independently of one’s mind, choice or code of values. They think that your body creates a desire and makes a choice for you—just about in some such way as if iron ore transformed itself into railroad rails of its own volition. Love is blind, they say; sex is impervious to reason and mocks the power of all philosophers. But, in fact, a man’s sexual choice is the result and the sum of his fundamental convictions. Tell me what a man finds sexually attractive and I will tell you his entire philosophy of life. Show me the woman he sleeps with and I will tell you his valuation of himself. No matter what corruption he’s taught about the virtue of selflessness, sex is the most profoundly selfish of all acts, an act which he cannot perform for any motive but his own enjoyment—just try to think of performing it in a spirit of selfless charity?-an act which is not possible in self-abasement, only in self-exaltation, only in the confidence of being desired and being worthy of desire. It is an act that forces him to stand naked in spirit, as well as in body, and to accept his real ego as his standard of value.

At the onset of the Civil War, our stolen bodies were worth four billion dollars, more than all of American industry, all of American railroads, workshops, and factories combined, and the prime product rendered by our stolen bodies - cotton - was America's primary export. The richest men in America lived in the Mississippi River Valley, and they made their riches off our stolen bodies. Our bodies were held in bondage by the early presidents. Our bodies were traded from the White House by James K. Polk. Our bodies built the Capitol and the National Mall. The first shot of the Civil War was fired in South Carolina, where our bodies constituted the majority of human bodies in the state. Here is the motive for the great war.

The Civil War was the true American Revolution. The Republican Party expropriated $3.5 trillion in “private property” in emancipating the South’s four million slaves. The Reconstruction that followed saw the country’s most oppressed people attempt to construct a new world free of their former masters’ whips. The fight against black slavery inspired battles against what was denounced as “wage slavery.” Such a spirit motivated the Knights of Labor, which started off with just nine members in 1869 but organized hundreds of thousands by the 1880s. It rallied workers in all trades and brought tens of thousands of black workers into what had been an overwhelmingly white movement.4 Just as many women joined up, as the Knights spanned from Pennsylvania mines to New York garment factories to Denver railroads and Alabama foundries.