Reliable Car Quotes

Why couldn't her damn reliable car have stalled on the way over here or better yet, run out of gas leaving her stranded at the mercy of the wildlife that would maul her and save her from this hell? Was it really too much to ask?

I long ago became convinced that the most reliable source for arcane and obscure and seemingly unobtainable information does not lie with the government or law enforcement agencies. Apparently neither the CIA nor the military intelligence apparatus inside the Pentagon had even a slight inkling of the Soviet Union's impending collapse, right up to the moment the Kremlin's leaders were trying to cut deals for their memoirs with New York publishers. Or, if a person really wishes a lesson in the subjective nature of official information, he can always call the IRS and ask for help with his tax forms, then call back a half hour later and ask the same questions to a different representative. So where do you go to find a researcher who is intelligent, imaginative, skilled in the use of computers, devoted to discovering the truth, and knowledgeable about science, technology, history, and literature, and who usually works for dirt and gets credit for nothing? After lunch I drove to the city library on Main and asked the reference librarian to find what she could on Junior Crudup.

When we give up dieting, we take back something we were often too young to know we had given away: our own voice. Our ability to make decisions about what to eat and when. Our belief in ourselves. Our right to decide what goes into our mouths. Unlike the diets that appear monthly in magazines or the thermal pants that sweat off pounds, unlike a lover or a friend or a car, your body is reliable. It doesn't go away, get lost, stolen. If you will listen, it will speak.

Eventually, though, I came to the conclusion that I was the male equivalent of a Toyota Camry. You know: No one ever says, "I have to have a Toyota Camry." But most people who spend some time in a Camry start to like it. "It's pretty reliable," they think. "It doesn't have a lot of problems, and it's not bad to look at. You know what? I'd probably prefer a nicer car. But I can live with a Camry.

What is interesting is that elephants can accurately and reliably figure out who is friend and who is foe. Compare this to us humans, who still walk down dark alleys at night, fall for Ponzi schemes, and buy lemons from used-car salesmen.

In addition to conformity as a way to relieve the anxiety springing from separateness, another factor of contemporary life must be considered: the role of the work routine and the pleasure routine. Man becomes a 'nine to fiver', he is part of the labour force, or the bureaucratic force of clerks and managers. He has little initiative, his tasks are prescribed by the organisation of the work; there is even little difference between those high up on the ladder and those on the bottom. They all perform tasks prescribed by the whole structure of the organisation, at a prescribed speed, and in a prescribed manner. Even the feelings are prescribed: cheerfulness, tolerance, reliability, ambition, and an ability to get along with everybody without friction. Fun is routinised in similar, although not quite as drastic ways. Books are selected by the book clubs, movies by the film and theatre owners and the advertising slogans paid for by them; the rest is also uniform: the Sunday ride in the car, the television session, the card game, the social parties. From birth to death, from Monday to Monday, from morning to evening - all activities are routinised, and prefabricated. How should a man caught up in this net of routine not forget that he is a man, a unique individual, one who is given only this one chance of living, with hopes and disappointments, with sorrow and fear, with the longing for love and the dread of the nothing and separateness?

Worrying is often triggered by wanting to make the perfect choice or by trying to maximize everything. When buying a used car, you want one that is cheap, reliable, safe, sexy, the right color, and fuel efficient. Unfortunately, no single option is likely to be the best in all those dimensions. If you try to have the best of everything, you’re likely to be paralyzed by indecision or dissatisfied with your choice. In fact, this kind of “maximizing” has been proven to increase depression.

We have discussed the new-car purchase in its various forms for the last several pages. No, you can’t afford a new car unless you are a millionaire and can, therefore, afford to lose thousands of dollars, all in the name of the neat new-car smell. A good used car that is less than three years old is as reliable or more reliable than a new car. A new $28,000 car will lose about $17,000 of value in the first four years you own it. That is almost $100 per week in lost value. To understand what I’m talking about, open your window on your way to work once a week and throw out a $100 bill.

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.

What I have found is that a baby—though she doesn’t know words yet, or information, or the rules of life—is the most reliable judge of feelings. All a baby has with which to take in the world are her five senses. Hold her, sing to her, show her the night sky or a quivering leaf, or a bug. Those are the ways—the only ways—she learns about the world—whether it is a safe and loving place, or a harsh one. What she will register, at least, will be the fact that she is not alone. And it has been my experience that when you do this—slow down, pay attention, follow the simple instincts of love—a person is likely to respond favorably. It is generally true of babies, and most other people too, perhaps. Also dogs. Hamsters even. And people so damaged by life in the world that there might seem no hope for them, only there may be. So I talk to her. Sometimes we dance. When our daughter’s breathing is steady again—maybe she has fallen asleep, maybe not—we buckle her up in her car seat and continue north. I always know, whatever hour it may be when we pull down the long dirt road leading to their house, that the lights will be on, and the door will be open even before we reach it—my mother standing there, with Frank beside her. You brought the baby, she says.

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.

Dickie Arbiter Once I came across her rummaging in the trunk of a new car. “Not a German car for an English princess, surely,” I said. Quick as a flash she replied, “Well, at least it’s more reliable than a German husband.

This raises the interesting, if seemingly outlandish, question of why car drivers, virtually alone among users of wheeled transport, do not wear helmets. Yes, cars do provide a nice metal cocoon with inflatable cushions. But in Australia, for example, head injuries among car occupants, according to research by the Federal Office of Road Safety, make up half the country’s traffic-injury costs. Helmets, cheaper and more reliable than side-impact air bags, would reduce injuries and cut fatalities by some 25 percent.95 A crazy idea, perhaps, but so were air bags once.

This history sets forth the only true account of the adventures of a daring Tipperary man named Darby O’Gill among the Fairies of Sleive na mon. These adventures were first related to me by Mr. Jerry Murtaugh a reliable car driver who goes between Kilcuny and Ballinderg. He is a first cousin of Darby O’Gill's own mother.

Go for good enough. Worrying is often triggered by wanting to make the perfect choice or by trying to maximize everything. When buying a used car, you want one that is cheap, reliable, safe, sexy, the right color, and fuel efficient. Unfortunately, no single option is likely to be the best in all those dimensions. If you try to have the best of everything, you’re likely to be paralyzed by indecision or dissatisfied with your choice. In fact, this kind of “maximizing” has been proven to increase depression. So don’t try to make the most amazing dinner; start out by just making a good dinner. Don’t try to be the perfect parent; just be a good one. Don’t try to be your happiest; just be happy.

I have been giving the best of my advice to this project since 1975. At first I was extremely hopeful. The original objectives of the language included reliability, readability of programs, formality of language definition, and even simplicity. Gradually these objectives have been sacrificed in favor of power, supposedly achieved by a plethora of features and notational conventions, many of them unnecessary and some of them, like exception handling, even dangerous. ... It is not too late! I believe that by careful pruning of the ADA language, it is still possible to select a very powerful subset that would be reliable and efficient in implementation and safe and economic in use. The sponsors of the language have declared unequivocally, however, that there shall be no subsets. This is the strangest paradox of the whole strange project. If you want a language with no subsets, you must make it small.

Some scientists believe that driverless cars will not work unless they learn to be irrational. If such cars stop reliably whenever a pedestrian appears in front of them, pedestrian crossings will be unnecessary and jaywalkers will be able to march into the road, forcing the driverless car to stop suddenly, at great discomfort to its occupants. To prevent this, driverless cars may have to learn to be ‘angry’, and to occasionally maliciously fail to stop in time and strike the pedestrian on the shins.

Laurie moved the phone from one ear to the other as shuffles on the other end indicated her mother was passing the phone off. She closed her eyes tightly, willing herself to dig up some extra patience. Her father, Derek, told her all about how important it was to have a car that was reliable. She finally broke into the conversation. “Hey, Dad? I’m sorry, but it’s been a crazy day and I’m exhausted. I’m afraid I’m not great company tonight.

I would've given up without her - not on you, never on you, but on myself. I suppose I can tell you this now, but I wasn't a very good student. I wasn't smart enough to just get by. I wasn't focused enough in class. I rarely passed exams. I skipped assignments. I was constantly on academic probation. Not that your grandmother would ever know, but at the time, I was thinking of doing what you were later accused of doing: selling all my belongings, sticking out my thumb, and hitchhiking to California to be with the other hippies who had dropped out and tuned in. Everything changed when I met your mother. She made me want things that I had never dreamed of wanting: a steady job, a reliable car, a mortgage, a family. You figured out a long time ago that you got your wanderlust from me. I want you to know that this is what happens when you meet the person you are supposed to spend the rest of your life with: That restless feeling dissolves like butter.

So, how can we achieve inner contentment? There are two methods. One method is to obtain everything that we want and desire—all the money, houses, and cars; the perfect mate; and the perfect body. The Dalai Lama has already pointed out the disadvantage of this approach; if our wants and desires remain unchecked, sooner or later we will run up against something that we want but can’t have. The second, and more reliable, method is not to have what we want but rather to want and appreciate what we have.

MYTH: Car payments are a way of life; you’ll always have one. TRUTH: Staying away from car payments by driving reliable used cars is what the average millionaire does; that is how he or she became a millionaire. Taking on a car payment is one of the dumbest things people do to destroy their chances of building wealth. The car payment is most folks’ largest payment except for their home mortgage, so it steals more money from the income than virtually anything else. The Federal Reserve notes that the average car payment is $495 over sixty-four months. Most people get a car payment and keep it throughout their lives. As soon as a car is paid off, they get another payment because they “need” a new car. If you keep a $495 car payment throughout your life, which is “normal,” you miss the opportunity to save that money. If you invested $495 per month from age twenty-five to age sixty-five, a normal working lifetime, in the average mutual fund averaging 12 percent (the eighty-year stock market average), you would have $5,881,799.14 at age sixty-five. Hope you like the car!

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

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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

Imagine trying to jerry-rig a Volkswagen Beetle to travel at speeds of 150 miles per hour. In 1933, Adolf Hitler commissioned Dr. Ferdinand Porsche to develop a cheap car that could get 40 miles per gallon of gas and provide a reliable form of transportation for the average German family. The result was the VW Beetle. This history, Hitler’s plan, places constraints on the ways we can modify the Beetle today; the engineering can be tweaked only so far before major problems arise and the car reaches its limit. In many ways, we humans are the fish equivalent of a hot-rod Beetle. Take the body plan of a fish, dress it up to be a mammal, then tweak and twist that mammal until it walks on two legs, talks, thinks, and has superfine control of its fingers—and you have a recipe for problems. We can dress up a fish only so much without paying a price. In a perfectly designed world—one with no history—we would not have to suffer everything from hemorrhoids to cancer.

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Modern motor vehicles are safer and more reliable than they have ever been – yet more than 1 million people are killed in car accidents around the world each year, and more than 50 million are injured. Why? Largely because one perilous element in the mechanics of driving remains unperfected by progress: the human being. Enter the cutting edge of machine mitigation. Back in August 2012, Google announced that it had achieved 300,000 accident-free miles testing its self-driving cars.

That tank," Bucktooth pointed at the gas gauge on the dashboard of the decidedly unfredneck-like '65 Dodge Dart, "is almost empty. We ain't going much farther." "Indeed it is." A solemn Phosphate agreed. "I suggest we stop the car and weigh our options." "What options?" Professor Buckley asked. "Why do-that is- we've been traveling up and down this path for over an hour without seeing anyone or encountering anything. Even the doughnut shop cannot be relocated. In light of this, what options do we have?" It was difficult to argue with the ex-history teacher's typically alarmist position. Brisbane's reliable old automobile had indeed been expending its remaining fuel supply in what seemed to be a hopeless effort to exit the unnamed dirt path. After leaving the doughnut shop and the blonde presidential descendant who worked there, they'd been unable to find DeMohrenschildt Lane again, or any other side street.

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What do we mean by a public square? For starters, it is rarely square. . . . It may be a quadrangle or rectangle or circle or pretty much any shape, and it can be open or closed. It might even be a park . . . through which people pass, going from one place to another, not simply a retreat. A square is porous, balancing its porousness with some focal point, like a fountain or a reliable patch of sun with some benches that marks a break from the cars and streets and invites people to stop, look, exhale, find one another [Michael Kimmelman, "Part One: Culture: Power of the Place, Introduction"].

Before We Begin Is Your Bug A nice clean original car that looks almost like it left the showroom yesterday? P.S. All work should be carried out in consultation with a reliable workshop manual with regard to torque settings, gaps, procedures, sequences disassembly, reassembly, where to hide the leftover parts, etc. I will accept no responsibility for anything resulting from you or anybody else trying anything as described in this document whatsoever – but if it works or you end up with some amusing stories to tell someone else’s grandchildren, please feel free to drop me a line. (No death threats please.) Sincerely, Christina Engela

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Thiel wrote in his 2014 book, Zero to One: Great companies can be built on open but unsuspected secrets about how the world works. Consider the Silicon Valley startups that have harnessed the spare capacity that is all around us but often ignored. Before Airbnb, travelers had little choice but to pay high prices for a hotel room, and property owners couldn’t easily and reliably rent out their unoccupied space. Airbnb saw untapped supply and unaddressed demand where others saw nothing at all. The same is true of private car services Lyft and Uber.

For as long as statistics have been kept, blacks have had higher crime rates than whites. Containing crime is one of the top priorities of any society, so it is perplexing that the United States has added to its crime problem through immigration. Hispanics, who have been by far the most numerous post-1965 immigrant group, commit crimes at rates lower than blacks but higher than whites. Some people claim that all population groups commit crimes at the same rates, and that racial differences in incarceration rates reflect police and justice system bias. This view is wrong. The US Department of Justice carefully tracks murder, which is the violent crime for which racial data on victim and perpetrator are most complete. In 2005, the department noted that blacks were six times more likely than whites to be victims of murder and seven times more likely to commit murder. There are similar differences for other crimes. The United States regularly conducts a huge, 100,000-person crime study known as the National Crime Victimization Survey (NCVS), in which Americans are asked to describe the crimes of which they have been victim during the year, and to indicate race of perpetrator. NCVS figures are therefore a reliable indication of the racial distribution of violent criminals. The National Incident-Based Reporting System (NIBRS) is another huge database that records the races of all suspects reported to the police as well as those arrested by police. Both these data sets prove that blacks commit a vastly disproportionate amount of violent crime. In fact, blacks are arrested less frequently than would be expected from reports by crime victims of the race of perpetrator. Racial differences in arrest rates reflect racial differences in crime rates, not police bias. Justice Department figures show that blacks commit crimes and are incarcerated at roughly 7.2 times the white rate, and Hispanics at 2.9 times the white rate. (Asians are the least crime-prone group in America, and are incarcerated at only 22 percent of the white rate.) Robbery or “mugging” shows the greatest disparities, with blacks offending at 15 times and Hispanics at just over four times the white rate. There are practically no crimes blacks and Hispanics do not commit at higher rates than whites, whether it is larceny, car theft, drug offenses, burglary, rape, or alcohol offenses. Even for white collar crimes—fraud, racketeering, bribery/conflict of interest, embezzlement—blacks are incarcerated at three to five times the white rate, and Hispanics at about twice the white rate. Racial differences in crime rates are such an embarrassment they can interfere with law enforcement. In 2010 the Greater Cleveland Regional Transit Authority had a problem with scores of young people openly beating fares—which cuts into revenue and demoralizes other riders. It considered a crackdown, but decided against it. The scoff-laws were overwhelmingly black, and the transit authority did not have the stomach to take any action that would fall heavily on minorities.

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My books show me what it’s like to live in a reliable country where you flick on a switch and a bulb is guaranteed to shine and remain on, where you know that cars will stop at red lights and those traffic lights will not cease working a couple of times a day. How does it feel when a plumber shows up at the designated time, when he shows up at all? How does it feel to assume that when someone says she’ll do something by a certain date, she in fact does it?

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On our way back to Los Angeles, we drove down through Grapevine Canyon on the northern end of Death Valley. This is where Scotty’s Castle is located, with its cooling system and power provided by an underground spring. Everything was so different from anything I had known back East, and very interesting. We continued through Death Valley, with water bags hanging from the car’s front bumper and a water cooler tightly clamped into a window on the passenger side. There were no rest areas in the desert, so we had to make stops alongside the road. Out in the open, in the middle of the day, this was the way to get back to nature! We hadn’t seen a car in hours, so there was no problem regarding modesty. In those days, cars were not as reliable as now. Driving through Death Valley at high noon in the middle of summer wasn’t the brightest idea, but it was an adventure! It was so hot that I watched my urine sizzle and instantly evaporate off the pavement of Badwater Road, which runs the length of the valley. At Stovepipe Wells we turned west on SR 190, heading towards Keeler and Dolomite. On this stretch of road we could look ahead and see Mount Whitney with its summit being 14,505 feet above sea level. It was exciting to see the highest mountain in front of us and look back to the lowest point in the United States at 282 feet below sea level. At that time, Alaska and Hawaii were not yet in the Union. Now Mount McKinley in Alaska tops Mount Whitney by 5,732 feet, being 20,237 feet high.

Before we conclude that human cognitive mechanisms are riddled with biases and errors of judgment, we need to ask which adaptive problems human cognitive mechanisms evolved to solve and what would be “sound judgment” or “successful reasoning” from an evolutionary perspective. If humans have trouble locating their cars by color at night in parking lots illuminated with sodium vapor lamps, we would not conclude that our visual system is riddled with errors. Our eyes were designed to perceive the color of objects under natural, not artificial, light (Shepard, 1992). Many of the research programs that have documented “biases” in judgment, it turns out, have used artificial, evolutionarily unprecedented experimental stimuli that are analogous to sodium vapor lamps. Many, for example, require subjects to make probability judgments based on a single event (Gigerenzer, 1991, 1998). “Reliable numerical statements about the probability of a single event were rare or nonexistent in the Pleistocene—a conclusion reinforced by the relative poverty of number terms in modern band level societies” (Tooby & Cosmides, 1998 p. 40). A specific woman cannot have a 35 percent chance of being pregnant; she either is pregnant or is not, so probabilities hardly make sense when applied to a single case.

Husband sent a text to wife at night, “Hi I will get late, plz try and wash all my dirty clothes And make sure you prepare my favorite dish before I return.” He sent another text, “I forgot to tell u that I got an increase in My salary at the end of month I’m getting u a new car” She text back, “Omg really?” Husband Replied: “No I just wanted to make sure u got my 1st msg.” # Joke .. 5 A woman told her husband that she saw him with another woman in her dream. To which the man replied, ‘it’s only a dream’. The woman said; ‘and this is what

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Urmson and his colleagues learned that as their technology improved, the humans using it would become less reliable. “We realized that this was going to be much much harder to do than we had thought,” said engineer Dave Ferguson. “It just became clear that, look, if we can’t rely on the driver to pay attention, or to hand over control to, then basically we just have to solve the whole problem. We need to have this vehicle not need the driver.

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...while Colbert wrote in the back seat of the Comedy Central Car, Media spun out of control. Back when Colbert was working Second City weird comedians had little competition. TV news seemed sane, its anchors staid, and the greying men behind the desk considered themselves journalists, not entertainers. In those final pre-Web years, newspapers were mostly reliable, free of the cluttered competition of websites, tweets and blogs. But a decade later with 24-7 cable spreading, and every poll and pundit saying whatever it took to get attention, the comic could scarcely be more outrageous than the media circus. As the age of Fox News and the Drudge Report dawned, opinion replaced fact, rumor was treated as truth, and no conspiracy, however trivial or trumped up, went unnoticed.

Until more women become recognized as competent and reliable leaders, assuming roles of leadership will remain an uphill battle. By all means, draw inspiration from Hillary Rodham Clinton, former U.K. Prime Minister Margaret Thatcher, German Chancellor Angela Merkel, business executive Carly Fiorina, Supreme Court Justice Sonia Sotomayor, or Carolyn Lamm (President of the American Bar Association), but remember that the majority of effective female leaders are neither rich nor famous. They’re just competent, devoted, and hard-working people, pretty much like you.

THE DISCIPLINE OF DOCUMENTATION At the d.school, we have a saying: “If you don’t capture it, it didn’t happen.” Memory isn’t as reliable as you might think. People chronically underestimate how much they’ll remember about something after even a few minutes have passed. This is even more true of our own ideas than simple facts like where we parked the car, or what our spouse wants from the take-out place.

So can I tell her owner that we’ll help Lola?” Charles finally asked his mom. She had not been happy to hear that he and his friends had taken someone’s dog, and she had interrupted his story more than a few times to let him know it. She sighed, but Charles knew what that sigh meant. It meant “yes,” as long as Dad agreed. And Dad always agreed. Charles grinned and told her he’d call her back as soon as he knew more. Then he gave his friends a thumbs-up. “We can take her,” he said. “Not so fast,” said David’s father. He gathered Lola into his arms and stood up. “First we have to go talk to her owner.” Outside, the storm was over but the sky was still filled with low, dark clouds. They piled into David’s parents’ tiny red car. David held Lola in his lap as his dad drove back to the blue house on Maple Street. It didn’t look so empty now: some of the curtains were open, and a white truck was parked in the driveway outside the garage. “ ‘Reliable Rod’s Plumbing and Heating,’ ” Charles read from the side of the truck. “ ‘Twenty-four-hour service.’ ” He knew what “reliable” meant: that this plumber was somebody you could count on. He wasn’t sure that this Rod was so reliable when it came to dogs.

Cars typically become unreliable after a decade of use.

Keep in mind that the appropriate level of abstraction is context-dependent. What may be over-abstracted for your use case may be under-abstracted for another. The driver of an F1 racing car would require different levels of abstraction over their engine than a Ford Focus driver. Abstraction, like many clean-code concepts, is audience- and user-dependent.

There is nothing worse than wondering when your car is going to break down next and how much the repair will cost!

An entire marketing field capitalizes on this lack of self-control (Moser et al., 2019). And, specifically, most rental car companies do not rent to customers under age 25 (Hawley, 2021). We were expecting students half that age to reliably manage themselves when the commercial world knows differently.

People who can see their neighbors with air-conditioning and cars, but who themselves live in shacks and often lack sewage disposal or a reliable water supply, have little to lose, and may find violence a rational option.

It had never been the world’s greatest or most reliable car, but it had been through a great deal with her—including babies, getting shot, transporting a British spy and on one rather memorable occasion, going through a roadblock with an IRA member in the boot.

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Prophets smite their brows in exasperation at this logic. To their minds, evaluating farming systems wholly in terms of calories produced—in terms of usable energy—is a perfect example of the flaws of reductive thinking. It does not include the costs of overfertilization, habitat loss, watershed degradation, soil erosion and compaction, and pesticide and antibiotic overuse; it doesn’t account for the destruction of rural communities; it doesn’t consider whether the food is tasty and nutritious. It’s like evaluating automobiles entirely by their gasoline mileage, without taking into account safety, comfort, reliability, emissions, or any of the other factors that people consider when buying cars.

Every major change in the technologies underlying our lifestyles, from gunpowder to steel to the internal combustion engine to the rise of electricity, has required a leap of faith and a major break from the past. Imagine the fear, traveling long distances aboard a rickety vehicle that burned an explosively flammable liquid and rode upon black rubber tubes filled with air. What could possibly go wrong?! Yet people quickly overcame their fear of cars and focused instead on how to improve safety and reliability.

If we are all good people with good hearts and intensions. If we are all disciplined. We all respect and obey the law and authority. Genuinely love and care for each other. Wishing well and the best for each other. See each other as one big family than strangers. Then we are ready for one Africa, and we can do away with the borders, But if not. What will open borders do is to allow worse and evil things to happen to good people in a bigger scale. It will be easy to start a war. People won’t be reliable. The society and the system keeping things in place will fail. More crimes and treason will be committed. It will be hard close to impossible to catch criminals and to sentence them. Criminals will have bigger market to steal and to commit their crimes. It will be easily for them to move around, to do money, diamond, gold laundering . Easy to smuggle people, stolen items, drugs, cars, cigarette. Fugitives, murders and rapist, pedophiles, serial killers. Opportunists , scammers or con man or women. Will fool and take advantage of lot of people. It will be easy for them to start cult and to manipulate people. Corporates will get more cheap labor employes that they will enslaves and to extort. Open borders is good business for criminals not for loyal honest citizens. Ask yourself. How many things illegal things were caught at the border or customs ? How many criminals and dangerous people were caught at the border or customs? Ask yourself what would have happen If there were no borders ? Open borders would have been a good idea if we were all good people and your unfortunately, we are not. We all have hidden agendas and will say and do anything for money.

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Everything changed when I met your mother. She made me want things that I had never dreamed of wanting: a steady job, a reliable car, a mortgage, a family. You figured out a long time ago that you got your wanderlust from me. I want you to know that this is what happens when you meet the person you are supposed to spend the rest of your life with: that restless feeling dissolves like butter.

A.I. will provide similar benefits—and take over human jobs—in most areas in which data are processed and decisions required. WIRED magazine’s founding editor, Kevin Kelly, likened A.I. to electricity: a cheap, reliable, industrial-grade digital smartness running behind everything. He said that it “will enliven inert objects, much as electricity did more than a century ago. Everything that we formerly electrified we will now ‘cognitize.’ This new utilitarian A.I. will also augment us individually as people (deepening our memory, speeding our recognition) and collectively as a species. There is almost nothing we can think of that cannot be made new, different, or interesting by infusing it with some extra IQ.

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We are already seeing car insurance premiums linked to tracking devices in cars, and health insurance coverage that depends on people wearing a fitness tracking device. When surveillance is used to determine things that hold sway over important aspects of life, such as insurance coverage or employment, it starts to appear less benign. Moreover, data analysis can reveal surprisingly intrusive things: for example, the movement sensor in a smartwatch or fitness tracker can be used to work out what you are typing (for example, passwords) with fairly good accuracy [98]. And algorithms for analysis are only going to get better.

I desire to write, be wildly in love, support my son to be who he is, keep my hair thick and shiny, get more tattoos, recite mantras, speak onstage, sleep in linen sheets, drive alone in the wide open spaces of New Mexico for hours, be flexible and productive, be alone at parties, be alone at home, be alone, be liked-loved-respected, keep a temple-tidy house, drive a reliable car, make millions of dollars and give lots away, meditate, get caught in thunderstorms, dance long and hard, wear cashmere, make things that make people want to make things of their own, sleep in, recycle, be One, seek approval, go to weddings (and funerals), order in, worship Rothko paintings, call my grandmother, free spiders, go back to India, stay up too late, get just the right font spacing, listen to Tibetan singing bowls on repeat for hours, watch three documentaries in a row, give all I have to give at any given moment to pretty much anybody, wear perfume every day of the week, shave my head, burn everything I’ve ever written, give insight, give money, give time, find my True Nature, and touch the face of God … Why do I desire what I desire? The answer is fast, clear, and simple: to feel good, of course.

All evening, my mother’s cheeks blushed a deep red that could be noticed even in the low light of the lamp. My books show me what it’s like to live in a reliable country where you flick on a switch and a bulb is guaranteed to shine and remain on, where you know that cars will stop at red lights and those traffic lights will not cease working a couple of times a day. How does it feel when a plumber shows up at the designated time, when he shows up at all? How does it feel to assume that when someone says she’ll do something by a certain date, she in fact does it? Compared to the Middle East, William Burroughs’s world or Gabriel García Márquez’s Macondo is more predictable. Dickens’s Londoners are more trustworthy than the Lebanese. Beirut and its denizens are famously and infamously unpredictable. Every day is an adventure. This unsteadiness makes us feel a shudder of excitement, of danger, as well as a deadweight of frustration. The spine tingles momentarily and the heart sinks.

This book is a compilation of interesting ideas that have strongly influenced my thoughts and I want to share them in a compressed form. That ideas can change your worldview and bring inspiration and the excitement of discovering something new. The emphasis is not on the technology because it is constantly changing. It is much more difficult to change the accompanying circumstances that affect the way technological solutions are realized. The chef did not invent salt, pepper and other spices. He just chooses good ingredients and uses them skilfully, so others can enjoy his art. If I’ve been successful, the book creates a new perspective for which the selection of ingredients is important, as well as the way they are smoothly and efficiently arranged together. In the first part of the book, we follow the natural flow needed to create the stimulating environment necessary for the survival of a modern company. It begins with challenges that corporations are facing, changes they are, more or less successfully, trying to make, and the culture they are trying to establish. After that, we discuss how to be creative, as well as what to look for in the innovation process. The book continues with a chapter that talks about importance of inclusion and purpose. This idea of inclusion – across ages, genders, geographies, cultures, sexual orientation, and all the other areas in which new ways of thinking can manifest – is essential for solving new problems as well as integral in finding new solutions to old problems. Purpose motivates people for reaching their full potential. This is The second and third parts of the book describes the areas that are important to support what is expressed in the first part. A flexible organization is based on IT alignment with business strategy. As a result of acceleration in the rate of innovation and technological changes, markets evolve rapidly, products’ life cycles get shorter and innovation becomes the main source of competitive advantage. Business Process Management (BPM) goes from task-based automation, to process-based automation, so automating a number of tasks in a process, and then to functional automation across multiple processes andeven moves towards automation at the business ecosystem level. Analytics brought us information and insight; AI turns that insight into superhuman knowledge and real-time action, unleashing new business models, new ways to build, dream, and experience the world, and new geniuses to advance humanity faster than ever before. Companies and industries are transforming our everyday experiences and the services we depend upon, from self-driving cars, to healthcare, to personal assistants. It is a central tenet for the disruptive changes of the 4th Industrial Revolution; a revolution that will likely challenge our ideas about what it means to be a human and just might be more transformative than any other industrial revolution we have seen yet. Another important disruptor is the blockchain - a distributed decentralized digital ledger of transactions with the promise of liberating information and making the economy more democratic. You no longer need to trust anyone but an algorithm. It brings reliability, transparency, and security to all manner of data exchanges: financial transactions, contractual and legal agreements, changes of ownership, and certifications. A quantum computer can simulate efficiently any physical process that occurs in Nature. Potential (long-term) applications include pharmaceuticals, solar power collection, efficient power transmission, catalysts for nitrogen fixation, carbon capture, etc. Perhaps we can build quantum algorithms for improving computational tasks within artificial intelligence, including sub-fields like machine learning. Perhaps a quantum deep learning network can be trained more efficiently, e.g. using a smaller training set. This is still in conceptual research domain.

density, zoning makes this shift away from the car difficult. The literature varies widely on this issue, but there is a reasonable consensus among transportation planners that a city needs densities of at least seven dwelling units per acre to support the absolute baseline of transit: a bus that stops every thirty minutes. To get more reliable service, like bus rapid transit or light-rail service, a city needs just over double those densities, or approximately fifteen units per acre.17 The standard detached single-family residential district—

Hey I just met you The network’s laggy But here’s my data So store it maybe ​—​Kyle Kingsbury, Carly Rae Jepsen and the Perils of Network Partitions (2013)

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To measure market needs, I would watch carefully what customers do, not simply listen to what they say. Watching how customers actually use a product provides much more reliable information than can be gleaned from a verbal interview or a focus group. Thus, observations indicate that auto users today require a minimum cruising range (that is, the distance that can be driven without refueling) of about 125 to 150 miles; most electric vehicles only offer a minimum cruising range of 50 to 80 miles. Similarly, drivers seem to require cars that accelerate from 0 to 60 miles per hour in less than 10 seconds (necessary primarily to merge safely into highspeed traffic from freeway entrance ramps); most electric vehicles take nearly 20 seconds to get there. And, finally, buyers in the mainstream market demand a wide array of options, but it would be impossible for electric vehicle manufacturers to offer a similar variety within the small initial unit volumes that will characterize that business. According to almost any definition of functionality used for the vertical axis of our proposed chart, the electric vehicle will be deficient compared to a gasolinepowered car. This information is not sufficient to characterize electric vehicles as disruptive, however. They will only be disruptive if we find that they are also on a trajectory of improvement that might someday make them competitive in parts of the mainstream market. The trajectories of performance improvement demanded in the market—whether measured in terms of required acceleration, cruising range, or top cruising speed—are relatively flat. This is because traffic laws impose a limit on the usefulness of ever-more-powerful cars, and demographic, economic, and geographic considerations limit the increase in commuting miles for the average driver to less than 1 percent per year. At the same time, the performance of electric vehicles is improving at a faster rate—between 2 and 4 percent per year—suggesting that sustaining technological advances might indeed carry electric vehicles from their position today, where they cannot compete in mainstream markets, to a position in the future where they might.

CONFUSION 1: WHAT DOES YOUR CUSTOMER REALLY WANT? Your Customers aren’t just people; they’re very specific kinds of people. Let me share with you the six categories of Customers as seen from an E-Myth marketing perspective: (1) Tactile Customers; (2) Neutral Customers; (3) Withdrawal Customers; (4) Experimental Customers; (5) Transitional Customers; and (6) Traditional Customers. Your entire marketing strategy must be based on which types of Customers you are dealing with. Each of the six customer types buys products and services for very different, and identifiable, reasons. And these are: 1. Tactile Customers get their major gratification from interacting with other people. 2. Neutral Customers get their major gratification from interacting with inanimate objects (a computer, a car, information). 3. Withdrawal Customers get their major gratification from interacting with ideas (thoughts, concepts, stories). 4. Experimental Customers rationalize their buying decisions by perceiving that what they bought is new, revolutionary, and innovative. 5. Transitional Customers rationalize their buying decisions by perceiving that what they bought is dependable and reliable. 6. Traditional Customers rationalize their buying decisions by perceiving that what they bought is cost-effective, a good deal, and worth the money. In short: 1. If your Customer is Tactile, you have to emphasize the people of your business. 2. If your Customer is Neutral, you have to emphasize the technology of your business. 3. If your Customer is a Withdrawal Customer, you have to emphasize the idea of your business. 4. If your Customer is an Experimental Customer, you have to emphasize the uniqueness of your business. 5. If your Customer is Transitional, you have to emphasize the dependability of your business. 6. If your Customer is Traditional, you have to talk about the financial competitiveness of your business. Additionally, what your Customers want is determined by who they are. Who they are is regularly demonstrated by what they do. Think about the Customers with whom you do business. Ask yourself: In which of the categories would I place them? What do they do for a living? For example: If they are mechanical engineers, they are probably Neutral Customers. If they are cardiologists, they are probably Tactile. If they are software engineers, they are probably Experimental. If they are accountants, they are probably Traditional. But don’t take my word for it. Make your own analysis.

I thought the submarine environment would be a useful analogy for the space station in a number of ways, and I especially wanted my colleagues to get an up-close look at how the Navy deals with CO2. What we learned on that trip was illuminating: the Navy has their submarines turn on their air scrubbers when the CO2 concentration rises above two millimeters of mercury, even though the scrubbers are noisy and risk giving away the submarine’s location. By comparison, the international agreement on ISS says the CO2 is acceptable up to six millimeters of mercury! The submarine’s chief engineering officer explained to us that the symptoms of high CO2 posed a threat to their work, so keeping that level low was a priority. I felt that NASA should be thinking of it the same way. When I prepared for my first flight on the ISS, I got acquainted with a new carbon dioxide removal system. The lithium hydroxide cartridges were foolproof and reliable, but that system depended on cartridges that were to be thrown away after use—not very practical, since hundreds of cartridges would be required to get through a single six-month mission. So instead we now have a device called the carbon dioxide removal assembly, or CDRA, pronounced “seedra,” and it has become the bane of my existence. There are two of them—one in the U.S. lab and one in Node 3. Each weighs about five hundred pounds and looks something like a car engine. Covered in greenish brown insulation, the Seedra is a collection of electronic boxes, sensors, heaters, valves, fans, and absorbent beds. The absorbent beds use a zeolite crystal to separate the CO2 from the air, after which the lab Seedra dumps the CO2 out into space through a vacuum valve, while the Node 3 Seedra combines oxygen drawn from the CO2 with leftover hydrogen from our oxygen-generating system in a device called Sabatier. The result is water—which we drink—and methane, which is also vented overboard.

As long as Toyota is continually identifying “anomalies” in the manufacturing process, every single defect is seen as an opportunity to make the process better. There are, in effect, a set of rules that ensure that this happens. For example, an employee must never add value to a part until it is ready to be used in the next step of adding value. It must be done in the same way, every time. That way managers know, definitely, that the value-adding step worked with the next step in the process. That creates an environment of repeated scientific experimentation. Each time it’s done the same way constitutes a test of whether doing it that way, to those specifications, will result in perfection every time. For Toyota, the theory was embodied in the set of processes they developed to lead to defect-free manufacturing. Each activity can be seen as an individual if-then statement: “If we do this, then that will be the result.” Through this theory of manufacturing, the quality movement was born. As a consequence, the Americans took what they’d learned from their Japanese competitors to heart and the US automobile industry today churns out very reliable cars. Innovation, in a very real sense, exists in a “pre–quality revolution” state. 1 Managers accept flaws, missteps, and failure as an inevitable part of the process of innovation. They have become so accustomed to putting Band-Aids on their uneven innovation success that too often they give no real thought to what’s causing it in the first place.

By contrast, one company that clearly understands the stakes is Uber. In the last several years, few companies have captured the media’s attention like Uber. In my opinion, Uber has been successful because it’s perfectly nailed a Job to Be Done. Yes, Uber can often offer a nice car to take you from point A to point B, but that’s not where it’s built its competitive advantage. The experiences that come with hiring Uber to solve customers’ Jobs to Be Done are better than the existing alternatives. That’s the secret to its success. Everything about the experience of being a customer—including the emotional and social dimensions—has been thought through. Who wants to have to outmaneuver other poor schlubs on the same street corner who are trying to hail a cab? You don’t want to either pay for a car service to wait outside your meeting or be at its mercy when you’re finally ready to call it to come back and get you. With Uber, you simply push a few buttons on your mobile phone and you know that in three minutes or seven minutes a specific driver will arrive to pick you up. Now you can relax and just wait. You don’t have to worry if you have enough cash in your wallet or fear that if you swipe your credit card in that taxi machine, you’ll get a call from your bank wondering if you’ve recently made purchases in some state you’ve never even been to. Calling an Uber has even more potential to ease your anxieties about getting into a cab alone. With Uber there’s a record of your request, you know specifically who is picking you up, and you know from the driver’s ratings that he or she is reliable.

Car salesman turned governor. How it fried Dick Artemus to hear himself described like that--the snotty implication being that all car salesman were cagey and duplicitous, unworthy of holding public office. At first Dick Artemus had fought back, pridefully pointing out that his dealership sold only Toyotas, the most popular and reliable automobile on the face of the planet! A quality vehicle, he'd said. Top rated by all the important consumer magazines! But the governor's media advisers told him he sounded not only petty, but self-promotional, and that folks who loved their new Camry did not necessarily love the guy who'd sold it to them. The media advisers told Dick Artemus that the best thing he could do for his future political career was to make voters forget he'd ever been a car salesman (not that the Democrats would ever let them forget). Take the high road, the media advisers told him. Act gubernatorial.

special ease, and so be disproportionately weighted in any judgment. Danny and Amos had noticed how oddly, and often unreliably, their own minds recalculated the odds, in light of some recent or memorable experience. For instance, after they drove past a gruesome car crash on the highway, they slowed down: Their sense of the odds of being in a crash had changed. After seeing a movie that dramatizes nuclear war, they worried more about nuclear war; indeed, they felt that it was more likely to happen. The sheer volatility of people’s judgment of the odds—their sense of the odds could be changed by two hours in a movie theater—told you something about the reliability of the mechanism that judged those odds.

Myth #3: Kaizen Is Slow; Innovation Is Quicker Perhaps the most dramatic example of what can happen when innovation is used and abused is Toyota, a company that calls kaizen its soul. For most of its history after World War II, Toyota exemplified quality automobile manufacturing. Consumers bought Toyotas not for the styling or prestige but for their unparalleled reliability. But by 2002, Toyota management decided it was not enough to build the highest-quality and most-profitable cars—it wanted to be the biggest car company in the world. And the company succeeded. It built factories rapidly and added enough capacity to produce three million additional automobiles in just six years. But productivity came at a high price: Suppliers could not sustain the quality for which Toyota was known, and the new factories did not have the time to build a kaizen culture. The result was over nine million recalls and some well-deserved bad publicity. Here is an internal memo written before the crisis became public: “We make so many cars in so many different places with so many people. Our greatest fear is that as we keep growing, our ability to maintain the discipline of kaizen will be lost.” —Teruo Suzuki General Manager, Human Resources In time, Toyota recognized that abandoning kaizen drove the company away from a commitment to its core principles. Since the crisis, Toyota has slowed down production, given local managers in the U.S. more responsibility for quality control, and trained new workers in the kaizen culture. Toyota has returned to focusing on quality, not quantity, as its mission, with an emphasis on correcting defects in production while they are small and easily fixed. And Toyota’s reputation for quality has been restored. The company’s story is an excellent illustration of the ways in which kaizen builds habits that can last a lifetime and helps avoid the painful consequences of steps that may, in retrospect, have been too big for the individual or the work group to swallow.

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There are drivers who have successfully made tactics the key to their approach and exploited them to the full. A mature driver must have an understanding of race tactics, he cannot always follow his nose. This is something that requires experience and the tempering of your aggression: A driver who sees the race like a chess game is easy to spot as he stops getting involved in accidents and aims for points and not just wins. This kind of driving is very effective over a season when aiming for the world title. Choosing the best set-up (a less fast car, but one that will be reliable) or the right time to stop for tyres, and knowing when to relinquish a position when the race situation calls for it are all part of this.