Renovation Home Quotes

My boyfriend likes to fuck my brains out on our kitchen island. Which tile would you recommend for that?

We’re good at learning by tinkering—which is fortunate, because we’re terrible at getting things right the first time.

All white people are born with a singular mission in life in order to pass from regular whitehood into ultra-whitehood. Just as Muslims have to visit Mecca, all white people must eventually renovate a house before they can be complete.

A home is never finished, it’s only saved from decay.

You know I wouldn't know a Louis Vuitton from a Louis L'Amour

They toured the new hospital, the renovated and expanded McVeigh Home, and the (named without apparent irony) Bay View Home for the Blind and Helpless.

YOU WANT THE FLIGHT ATTENDANT, NOT THE PILOT, TO BE AN OPTIMIST

Let him mock her. Let him joke with strangers at her expense. He had no power to hurt her—not anymore. That ship had sailed months ago, had disappeared over the horizon, and was on the other side of the world with no possibility of a return voyage.

She felt safe here in the arms of this dangerous man. It was like returning to a home that had been destroyed and rebuilt. The same bones, same structure, but a new core that felt more foreign than if you hadn't ever known it from before. Walls and obstacles constructed by hands that were not her own. But it didn't matter to her. She'd learn this man he'd become, renovate with her love what could be improved upon, and accept and adapt to what she could not repair.

Small is good. For one thing, small projects can be simple.

Tacos and home renovation supplies with an entrepreneur, a male exotic dancer, and a drag queen on her day off. Just another glamorous day in the life.

Mom, for example, is Procter and Gamble’s perfect repeat customer. Renovation contractors send her personalized Christmas cards. She lives for the Sunday edition of our local newspaper. She thumbs through the “Modern Home” section. She mopes through the rest of the day, unhappy with all her outdated things.

Yes, we can all cart our fractured selves along as we move through our lives. But we can choose whether we keep plodding along the same rutted road, or take a turn we'd never thought was ours to take.

Six month of sitting home, six month of doing absolutely nothing but watching TV, going out, sleeping, getting drunk and sleeping again. Oh no, wait, I was busy with something, I was doing some renovations in my new apartment. Which legally became mine only a month ago. Yep, that's what all my life has been about, spontaneous decisions and living in the moment. Because right now technically I'm a 25-year-old illegal immigrant from Russia, four years in New York, no papers, no work authorization, no work itself. Only a crazy life filled with restaurants, shops, beauty salons, clubs and restaurants again. How is it all possible? Very simple. I used to be a stripper.

Abraham Lincoln is reputed to have said that if he had five minutes to chop down a tree, he’d spend the first three sharpening the ax.[29] That’s exactly the right approach for big projects: Put enormous care and effort into planning to ensure that delivery is smooth and swift. Think slow, act fast: That’s the secret of success.

My father exerted an emotional monopoly. His happiness tolerated no dissent. When he was in a good mood, everyone was supposed to be delighted to hear his long stories, laugh at his jokes and cheerfully partake in whatever project he had in mind—calamitous home renovations, around-the-clock printing jobs, excursions to the Bronx in search of an Italian butcher someone had mentioned. But whenever he was low or had been wronged, he made everyone pay for it. I have yet to see a face as determined as his was in anger. It was, sadly, a determination that was fixed only on itself—determined to be determined. Once he got into that state, I think he viewed any kind of compromise as self-betrayal, as if his whole being could be eroded and wiped away by the admission of a fault. I lived with my father for over twenty years, and we stayed close after I moved out. Not once, in all those decades, did he apologize to me for anything.

In 1949, Saul was thirteen. Never before had he seen his father cry. Suddenly, he realized that what he took to be his home - a two-bedroom apartment in a newly renovated brick building above Gertel's bakery - was to his father no more than a prop on someone else's stage, which could at any moment be struck and carried into the wings. In its absence, home was in the rhythm of the halakhah: the daily prayer, the weekly Sabbath, the annual holy days. In time was their culture. In time, not in space, was their home.

… she had zero inclination to subject herself to an organizational culture created by someone else.

Roger knew basically everyone in town between the ages of fifty and assisted living.

I call such premature lock-in the “commitment fallacy.” It is a behavioral bias on a par with the other biases identified by behavioral science.

Out, out, brief candle! Life’s but a walking shadow, a poor player, That struts and frets his hour upon the stage and then is heard no more.

But I’d confessed one of my favorite guilty pleasures. Takeout Chinese and home renovation shows on cable. Something about lo mein going great with schadenfreude.

For want of a nail, the shoe was lost. For want of a shoe, the horse was lost. For want of a horse, the rider was lost. For want of a rider, the battle was lost. For want of a battle, the kingdom was lost.

If the infidels live among the Muslims, in accordance with the conditions set out by the Prophet—there is nothing wrong with it provided they pay Jizya to the Islamic treasury. Other conditions are . . . that they do not renovate a church or a monastery, do not rebuild ones that were destroyed, that they feed for three days any Muslim who passes by their homes . . . that they rise when a Muslim wishes to sit, that they do not imitate Muslims in dress and speech, nor ride horses, nor own swords, nor arm themselves with any kind of weapon; that they do not sell wine, do not show the cross, do not ring church bells, do not raise their voices during prayer, that they shave their hair in front so as to make them easily identifiable, do not incite anyone against the Muslims, and do not strike a Muslim. . . . If they violate these conditions, they have no protection .40

Wealth, for example, is fat-tailed. At the time of writing, the wealthiest person in the world is 3,134,707 times wealthier than the average person. If human height followed the same distribution as human wealth, the tallest person in the world would not be 1.6 times taller than the average person; he would be 3,311 miles (5,329 kilometers) tall, meaning that his head would be thirteen times farther into outer space than the International Space Station.

Again, the more time that passes from decision to delivery, the greater the probability of one or more of these events happening. It’s even possible that trivial events, in just the wrong circumstances, can have devastating consequences.

But the cost of that haste was terrible, and not only in terms of cost overruns. Larsen was so appalled by the completed building that he wrote a whole book to clear his reputation and explain the confused structure, which he called a “mausoleum.” Haste makes waste.

Modularity is a clunky word for the elegant idea of big things made from small things. A block of Lego is a small thing, but by assembling more than nine thousand of them, you can build one of the biggest sets Lego makes, a scale model of the Colosseum in Rome. That’s modularity.

They both leaned in then, lips meeting in the middle. Their arms wrapped around each other’s bodies. But this time, the kiss was sweeter somehow. Less hungry. It was a kiss that felt like something shared between two people who had been together for years. Yet, those two people never tired of the feeling of a simple kiss.

In the Bronx, plans were being made to establish a new home for the poor. Many of the homeless were sick and needed more permanent accommodation than that offered by our night shelter. We had bought a large abandoned building from the city for one dollar. A co-worker offered to be the contractor and arranged for an architect to draw up plans for the renovations. Government regulations required that an elevator be installed for the use of the disabled. Mother would not allow an elevator. The city offered to pay for the elevator. Its offer was refused. After all the negotiations and plans, the project for the poor was abandoned because an elevator for the handicapped was unacceptable.

When he tried to tell me about some renovations he was having done to his home office, I said, "Oh, I don't think I'm interested in hearing about that." I carried on talking. I spoke all my unspoken thoughts and ideas. I spoke any notion that popped into my head. When I didn't think he was properly listening to me, I repeated myself. When he interrupted, I said, "I've not finished yet." When he told me something I already knew, I said, "Thank you, but I obviously already know that.

Money drives the Mercedes called Manhattan. Individuality and eccentricity take the bus. Gentrification, boutique hotels, prefab Olive Gardens and Home Depots are the coils tightening around the Chelsea. No more getting on bended knee to beg Stanley Bard to give you a room. In fact, the new owner, busy with intensive renovations, isn’t admitting anyone into the hotel. No doubt, if he does, it’ll be the moneyed elite, standing surrounded by their Louis Vuitton bags, checking in while dialing their iPhones. But that’s another story.

In return for receiving the Congo, the Belgian government first of all agreed to assume its 110 million francs’ worth of debts, much of them in the form of bonds Leopold had freely dispensed over the years to favorites like Caroline. Some of the debt the outmaneuvered Belgian government assumed was in effect to itself—the nearly 32 million francs worth of loans Leopold had never paid back. As part of the deal, Belgium also agreed to pay 45.5 million francs toward completing certain of the king’s pet building projects. Fully a third of the amount was targeted for the extensive renovations under way at Laeken, already one of Europe’s most luxurious royal homes, where, at the height of reconstruction, 700 stone masons, 150 horses, and seven steam cranes had been at work following a grand Leopoldian blueprint to build a center for world conferences. Finally, on top of all this, Leopold was to receive, in installments, another fifty million francs “as a mark of gratitude for his great sacrifices made for the Congo.” Those funds were not expected to come from the Belgian taxpayer. They were to be extracted from the Congo itself.

Why would intelligent, capable British and French government officials continue to invest in what was clearly a losing proposition for so long? One reason is a very common psychological phenomenon called “sunk-cost bias.” Sunk-cost bias is the tendency to continue to invest time, money, or energy into something we know is a losing proposition simply because we have already incurred, or sunk, a cost that cannot be recouped. But of course this can easily become a vicious cycle: the more we invest, the more determined we become to see it through and see our investment pay off. The more we invest in something, the harder it is to let go. The sunk costs for developing and building the Concorde were around $1 billion. Yet the more money the British and French governments poured into it, the harder it was to walk away.3 Individuals are equally vulnerable to sunk-cost bias. It explains why we’ll continue to sit through a terrible movie because we’ve already paid the price of a ticket. It explains why we continue to pour money into a home renovation that never seems to near completion. It explains why we’ll continue to wait for a bus or a subway train that never comes instead of hailing a cab, and it explains why we invest in toxic relationships even when our efforts only make things worse. Examples

to say that I saw ways to connect with Americans that Barack and his West Wing advisers didn’t fully recognize, at least initially. Rather than doing interviews with big newspapers or cable news outlets, I began sitting down with influential “mommy bloggers” who reached an enormous and dialed-in audience of women. Watching my young staffers interact with their phones, seeing Malia and Sasha start to take in news and chat with their high school friends via social media, I realized there was opportunity to be tapped there as well. I crafted my first tweet in the fall of 2011 to promote Joining Forces and then watched it zing through the strange, boundless ether where people increasingly spent their time. It was a revelation. All of it was a revelation. With my soft power, I was finding I could be strong. If reporters and television cameras wanted to follow me, then I was going to take them places. They could come watch me and Jill Biden paint a wall, for example, at a nondescript row house in the Northwest part of Washington. There was nothing inherently interesting about two ladies with paint rollers, but it baited a certain hook. It brought everyone to the doorstep of Sergeant Johnny Agbi, who’d been twenty-five years old and a medic in Afghanistan when his transport helicopter was attacked, shattering his spine, injuring his brain, and requiring a long rehabilitation at Walter Reed. His first floor was now being retrofitted to accommodate his wheelchair—its doorways widened, its kitchen sink lowered—part of a joint effort between a nonprofit called Rebuilding Together and the company that owned Sears and Kmart. This was the thousandth such home they’d renovated on behalf of veterans in need. The cameras caught all of it—the soldier, his house, the goodwill and energy being poured in.

As I write this, I know there are countless mysteries about the future of business that we’ve yet to unravel. That’s a process that will never end. When it comes to customer success, however, I have achieved absolute clarity on four points. First, technology will never stop evolving. In the years to come, machine learning and artificial intelligence will probably make or break your business. Success will involve using these tools to understand your customers like never before so that you can deliver more intelligent, personalized experiences. The second point is this: We’ve never had a better set of tools to help meet every possible standard of success, whether it’s finding a better way to match investment opportunities with interested clients, or making customers feel thrilled about the experience of renovating their home. The third point is that customer success depends on every stakeholder. By that I mean employees who feel engaged and responsible and are growing their careers in an environment that allows them to do their best work—and this applies to all employees, from the interns to the CEO. The same goes for partners working to design and implement customer solutions, as well as our communities, which provide the schools, hospitals, parks, and other facilities to support us all. The fourth and most important point is this: The gap between what customers really want from businesses and what’s actually possible is vanishing rapidly. And that’s going to change everything. The future isn’t about learning to be better at doing what we already do, it’s about how far we can stretch the boundaries of our imagination. The ability to produce success stories that weren’t possible a few years ago, to help customers thrive in dramatic new ways—that is going to become a driver of growth for any successful company. I believe we’re entering a new age in which customers will increasingly expect miracles from you. If you don’t value putting the customer at the center of everything you do, then you are going to fall behind. Whether you make cars, solar panels, television programs, or anything else, untold opportunities exist. Every company should invest in helping its customers find new destinations, and in blazing new trails to reach them. To do so, we have to resist the urge to make quick, marginal improvements and spend more time listening deeply to what customers really want, even if they’re not fully aware of it yet. In the end, it’s a matter of accepting that your success is inextricably linked to theirs.

So, you want to improve your home like you have some knowledge and respect for the endeavor, yes? Very well. First, you need to know the basics associated with it to showcase what type of knowledge you actually have about it. If that is not enough, try reviewing the article listed below to assist you. Home improvement is often a daunting task. This is because of the time and the amounts of money required. However, it doesn't have to be so bad. If you have several projects in your house, divide them up into several smaller DIY projects. For example you may want to redo the entire living room. Start simple, by just replacing the carpet, and before you know it, your living room will be like new. One great way to make the inside of your home sparkle is to put new molding in. New molding helps create a fresh sense in your living space. You can purchase special molding with beautiful carvings on them to add a unique touch of elegance and style to your home. When it comes to home improvement, consider replacing your windows and doors. This not only has a chance of greatly improving the value of the home, but may also severely decrease the amount of money required to keep your house warm and dry. You can also add extra security with new doors and windows. Change your shower curtain once a month. Showering produces excessive humidity in a bathroom that in turn causes shower curtains to develop mold and mildew. To keep your space fresh and healthy, replace your curtains. Don't buy expensive plastic curtains with hard to find designs, and you won't feel bad about replacing it. Sprucing up your walls with art is a great improvement idea, but it doesn't have to be a painting. You can use practically anything for artwork. For instance, a three-dimensional tile works great if you contrast the colors. You can even buy some canvas and a frame and paint colored squares. Anything colorful can work as art. If you are renovating your kitchen but need to spend less money, consider using laminate flooring and countertops. These synthetic options are generally much less expensive than wood, tile, or stone. They are also easier to care for. Many of these products are designed to closely mimic the natural products, so that the difference is only visible on close inspection. New wallpaper can transform a room. Before you add wallpaper, you need to find out what type of wall is under the existing wallpaper. Usually walls are either drywall or plaster smoothed over lath. You can figure out what kind of wall you are dealing with by feeling the wall, plaster is harder, smoother, and colder than drywall. You can also try tapping the wall, drywall sounds hollow while plaster does not. Ah, you have read the aforementioned article, or you wouldn't be down here reading through the conclusion. Well done! That article should have provided you with a proper foundation of what it takes to properly and safely improve your home. If any questions still remain, try reviewing the article again.

There are a few other programs for low-income people that are less known. There are HOME Funds and Community Development Block Grants that help bring down the cost of renovating existing housing in disrepair for low-income persons. The Guaranteed Rural Rental Housing Program is nearly identical to the USDA loan we previously talked about except that you do not have to live in the project, and tenants are capped to incomes of 30 percent of 115 percent area median income.

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She felt so stupid for spending thousands of dollars on that kitchen renovation. You don’t get marble in a home you don’t plan to die in.

Katherine hadn’t been in a wheelchair the day she’d boarded flight 672. I’d never been brave enough to ask for the specifics of her injuries, but they were extensive. In the early days of her emails, she’d updated us all from a hospital bed. Then a rehabilitation center. Recently, she’d sent photos of home renovations to accommodate her wheelchair. Her communications were always upbeat and filled with positivity, but it was times like that when I couldn’t imagine how she hadn’t become an erupting volcano of bitterness.

Caretaking in a relationship is not flowers or date night—necessary as these are, they are the equivalent of a new color painted on your walls. Delightful, but not structural. Structural is unloading the dishwasher when it’s your partner’s turn, or making sure whoever gets home last from work is greeted with dinner. It’s learning about mushroom hunting or musical theater or rugby because your spouse loves it. It is talking about the best of your partner in public, not the worst. It’s listening to stories we have heard a hundred times before as if they are new. Often, it is just listening, period. My father always washed the car by hand before he took my mother out on a date, even after they were married. He would say he wanted it clean “for his girl.” That is the part she remembered, not where they went or what they did. As psychologist John Gottman, who has studied countless married couples, will tell you, it is the presence of respect and an abiding willingness to support each other, more than romance, that indicates whether a marriage will last. Couples that exhibit these qualities tend to stay together, creating the marital equivalent of firmitas.

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The Power Broker: Robert Moses and the Fall of New York

Beth taught me this lesson too, years ago, when she developed another important list (she loves lists), this one being her “list of interests.” She came up with this concept after she got tired of people asking her if she was going to renovate her house. She worked out the best way to shut down these conversations was simply to say: “Renovation is not on my list of interests.” It wasn’t figurative. She actually created a list of interests so “home renovation” could, specifically, not be on it.

These homes were affective spaces suffused with many references to the dead in objects and pictures. The presence of the dead was sometimes most marked by their absence from spaces that had earlier resonated with their presence, such as the doorway the son used to walk through when he came home on leave or the courtyard where he would sit on the charpai and eat peanuts. In one of these initial encounters, a mother kept staring at a fixed spot on the floor; she then told me her son used to put his army boots there when he came home on leave. There were no boots there today, yet as she spoke of her son, her eyes stared fixedly at that space. These spaces were also haunted in more concrete ways, because many of these houses had been renovated using compensation money received from the military, so the brick and mortar bore testament to the loss endured.

It always helped to hug a dog.

one of the few things that scared her was ghosts. And clowns. A ghostly clown might just send her round the bend.

Is sisu a mental power or muscle that you flex? Where does it come from? Is it a cultural construct, part of a country brand, or a slogan? Or, as I suspect, a sort of mind and body attitude that anyone, anywhere, can tap into? In my quest to wrap my head around the term, I initially apply it liberally to cover a quality that I notice a great many Finns seem to share: a hardy, active, outdoors-in-any-weather, do-it-yourself approach to life. Even when it comes to domestic chores, such as house or window cleaning, which many people could easily afford to pay someone to do, it seems instead to be a source of personal pride and satisfaction to take on the task oneself. I observe that this DIY approach also includes trying to fix things before rushing out to buy new ones and taking on home renovations instead of contracting them out. Doing instead of buying.

Harvard psychologist Max Bazerman once showed that when analyzing other people’s home renovation plans, most people estimate the project will run between 25% and 50% over budget.43 But when it comes to their own projects, people estimate that renovations will be completed on time and at budget. Oh, the eventual disappointment

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However, for people such as CEOs and venture capitalists—and even governments—what matters isn’t the performance of any one project but how a whole portfolio of projects performs. For them, it may be fine to take big losses on 80 percent of projects as long as the gains from the 20 percent of projects that deliver Hirschman’s happy ending are so big that they more than compensate for the losses. So I checked the data and found that the results were equally clear: Losses far exceeded gains. Whether it’s the average project or a portfolio of projects, Hirschman’s argument just doesn’t hold up.

To understand the right way to get a project done quickly, it’s useful to think of a project as being divided into two phases. This is a simplification, but it works: first, planning; second, delivery. The terminology varies by industry—in movies, it’s “development and production”; in architecture, “design and construction”—but the basic idea is the same everywhere: Think first, then do.

This is typical of the planning of big projects. It’s just not suitable for the sort of quick-and-intuitive decision making that comes naturally to us. But all too often we apply it anyway—because it comes naturally to us. If we are routinely biased toward snap judgments and unrealistic optimism and these methods fail to deliver, we will suffer. Shouldn’t we learn from those painful experiences? We should indeed. But to do that, we must pay attention to experience. And unfortunately, too often we do not.

It is also inapplicable to many decisions on big projects because they are so difficult or expensive to reverse that they are effectively irreversible: You can’t build the Pentagon, then knock it down and build it elsewhere after you discover that it ruins the view. When this bias for action is generalized into the culture of an organization, the reversibility caveat is usually lost. What’s left is a slogan—“Just do it!”—that is seemingly applicable in all situations. “When we surveyed participants in our executive education classes, we found that managers feel more productive executing tasks than planning them,” observed business professors Francesca Gino and Bradley Staats. “Especially when under time pressure, they perceive planning to be wasted effort.

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Somervell was little concerned with cost overruns,” as Steve Vogel noted.[36] And like Willie Brown, Somervell was determined to “start digging a hole,” knowing that the existence of a big enough hole would ensure his project’s future. Somervell was also steeped in a “can-do” army engineering culture that prized System One decisiveness and getting stuff done above all else.

Growing complexity and interdependency may make such outcomes more likely in today’s world, but they are hardly a new phenomenon. A proverb that originated in the Middle Ages and comes in many forms tells us, “For want of a nail, the shoe was lost. For want of a shoe, the horse was lost. For want of a horse, the rider was lost. For want of a rider, the battle was lost. For want of a battle, the kingdom was lost.” This version was published by Benjamin Franklin in 1758, and he introduced it with the warning that “a little neglect may breed great mischief.

Except they did. Less than a mile south of the Arlington Farm site and just outside Arlington Cemetery’s spectacular vista lay the “Quartermaster Depot” site. It met all the technical requirements. Somervell’s critics identified the site and fought to move the project there. Eventually, they won. That’s where the Pentagon is today. Not only did that site leave the view from Arlington Cemetery unsullied; the size of the site allowed the architects to even up the sides of the building and make it symmetrical. That made the building more functional, cheaper to build, and a lot less ugly.

The closer a project is to that situation, the more individual psychology will dominate, which is what Kahneman, Amos Tversky, and other behavioral scientists have found. But as projects get bigger and decisions more consequential, the influence of money and power grows. Powerful individuals and organizations make the decisions, the number of stakeholders increases, they lobby for their specific interests, and the name of the game is politics. And the balance shifts from psychology to strategic misrepresentation.[8

Get the work rolling, involve actors contractually, build sets, collect props and costumes, expose negative, and so get the studio in deep. Once money in some significant amount had been spent, it would be difficult for Harry [Cohn, president of Columbia Pictures] to do anything except scream and holler. If he suspended a film that had been shooting for weeks, he’d be in for an irretrievable loss, not only of money but of ‘face.’ The thing to do was to get the film going.

Don’t assume you know all there is to know. If you’re a project leader and people on your team make this assumption—which is common—educate them or shift them out of the team. Don’t let yourself or them draw what appear to be obvious conclusions. That sort of premature commitment puts you at risk of missing not only glaring flaws but also opportunities that could make your project much better than what you have in mind now.

At first, commit to having an open mind; that is, commit to not committing.

You’re being curious,” he says. That’s the opposite of the natural inclination to think that What You See Is All There Is (WYSIATI), the fallacy we saw in the previous chapter. In contrast, Gehry assumes that there must be more to learn. By making that assumption, he avoids the trap of the fallacy.

I call this “thinking from right to left.” But many other people working in different fields have identified similar notions and used different language to describe what is fundamentally the same idea. “Backcasting” is used in urban and environmental planning. Originally developed by University of Toronto professor John B. Robinson to deal with energy problems, backcasting starts by developing a detailed description of a desirable future state; then you work backwards to tease out what needs to happen for that imagined future to become reality.[7] One backcasting exercise that looked at California’s water needs started by imagining an ideal California twenty-five years in the future, then asked what would have to happen—to supply, consumption rates, conservation, and so on—to make that happy outcome real.[8] “Theory of change” is a similar process often used by government agencies and nongovernmental organizations (NGOs) that seek social change, such as boosting literacy rates, improving sanitation, or better protecting human rights. Again, it starts by defining the goal and only then considers courses of action that could produce that outcome. Silicon Valley is far removed from these worlds, yet the same basic idea is widely used in technology circles. “You’ve got to start with the customer experience and work backwards to the technology,” Steve Jobs told the audience at Apple’s 1997 Worldwide Developers Conference. “You can’t start with the technology and try to figure out how you’re going to try to sell it. I made this mistake probably more than anybody in this room, and I’ve got the scar tissue to prove it.”[9] Today, “work backwards” is a mantra in Silicon Valley.

Projects are pitched in a one-hour meeting with top executives. Amazon forbids PowerPoint presentations and all the usual tools of the corporate world, so copies of the PR/FAQ are handed around the table and everyone reads it, slowly and carefully, in silence. Then they share their initial thoughts, with the most senior people speaking last to avoid prematurely influencing others. Finally, the writer goes through the documents line by line, with anyone free to speak up at any time. “This discussion of the details is the critical part of the meeting,” wrote Colin Bryar and Bill Carr, two former Amazon executives. “People ask hard questions. They engage in intense debate and discussion of the key ideas and the way they are expressed.

People are terrible at getting things right the first time. But we’re great at tinkering. Wise planners make the most of this basic insight into human nature. They try, learn, and do it again. They plan like Pixar and Frank Gehry do.

EXPERIRI “Planning” is a concept with baggage. For many, it calls to mind a passive activity: sitting, thinking, staring into space, abstracting what you’re going to do. In its more institutional form, planning is a bureaucratic exercise in which the planner writes reports, colors maps and charts, programs activities, and fills in boxes on flowcharts. Such plans often look like train schedules, but they’re even less interesting.

It is captured by a Latin verb, experiri. Experiri means “to try,” “to test,” or “to prove.” It is the origin of two wonderful words in English: experiment and experience.

A bad plan is one that applies neither experimentation nor experience.

It has haunted me,” he explained to a TV interviewer. “People who’ve seen The Simpsons believe it.”[17] Frank Gehry is indeed a genius, but everything else about that image of how he works is wrong. In fact, it’s the opposite of the truth.

First, iteration frees people to experiment, as Edison did with such success. “I need the freedom to just try a bunch of crap out. And a lot of times it doesn’t work,” Docter told me. With this process, that’s fine. He can try again. And again. Until he gets something that burns bright and clear, like Edison’s lightbulb. “If I knew I have to do this only once and get it right, I’d probably hew to the things that I know work.” And for a studio built on creativity, that would be a slow death. Second, the process ensures that literally every part of the plan, from the broad strokes to the fine details, is scrutinized and tested. Nothing is left to be figured out when the project goes into delivery. This is a basic difference between good and bad planning. In bad planning, it is routine to leave problems, challenges, and unknowns to be figured out later. That’s how the Sydney Opera House got into trouble. In that case, Jørn Utzon did eventually solve the problem, but it was too late. The budget had exploded, construction was years behind schedule, and Utzon was ousted with his reputation in tatters. In many projects, the problem is never solved.

Third, an iterative process such as Pixar’s corrects for a basic cognitive bias that psychologists call the “illusion of explanatory depth.” Do you know how a bicycle works? Most people are sure they do, yet they are unable to complete a simple line drawing that shows how a bicycle works. Even when much of the bicycle is already drawn for them, they can’t do it. “People feel they understand complex phenomena with far greater precision, coherence, and depth than they really do,” researchers concluded. For planners, the illusion of explanatory depth is obviously dangerous. But researchers also discovered that, unlike many other biases, there is a relatively easy fix: When people try and fail to explain what they mistakenly think they understand, the illusion dissolves. By requiring Pixar film directors to walk through every step from the big to the small and show exactly what they will do, Pixar’s process forces them to explain. Illusions evaporate long before production begins, which is when they would become dangerous and expensive.[24]

That brings us to the fourth reason why iterative processes work, which I touched on in chapter 1: Planning is cheap. Not in absolute terms, perhaps. The rough videos Pixar produces require a director leading a small team of writers and artists. Keeping them all working for years is a significant cost.

Semantics aside, the only real difference is the method of testing. If there were no other considerations involved, such as money, safety, and time, the ideal testing method would be to simply do whatever it is you are thinking of doing in the real world with real people, and see what happens.

How does experience make people better at their jobs? Ask someone that question, and you’ll likely hear that with experience people know more. That’s true as far as it goes. People who work with a tool learn how to use it, so they gain knowledge such as “The safety lock must be turned off before the tool can start.” You don’t actually need experience to get that sort of knowledge. Someone can just tell you, or you can find it in a manual; it is “explicit knowledge.” But as the scientist and philosopher Michael Polanyi showed, much of the most valuable knowledge we can possess and use isn’t like that; it is “tacit knowledge.” We feel tacit knowledge. And when we try to put it into words, the words never fully capture it. As Polanyi wrote, “We can know more than we can tell.”[21]

say why they felt the way they did.[22] This is “skilled intuition,” not garden-variety gut feelings, which are unreliable. It is a powerful tool available only to genuine experts—that is, people with long experience working in their domain of expertise.[23]

That should be obvious. But when things go wrong and people get desperate, the obvious is often overlooked, and it’s assumed that if delivery fails, the problem must lie with delivery, when in fact it lies with forecasting.

In psychology, the process Caro used to create his forecast is known as “anchoring and adjustment.”[6] Your estimate starts with some fixed point, twelve chapters of three weeks each in Caro’s case. That’s the “anchor.” Then you slide the figure up or down as seems reasonable, to one year for Caro. That’s “adjustment.” Caro was exactly right to call his thinking “naïve but perhaps not unnatural” because, as abundant research shows, anchoring and adjustment, particularly when immediate experience is used as the anchor, is a natural way of thinking. It’s likely that most people in Caro’s position, with his specific experience, would have made a forecast the same way and come up with a similar result. But basing forecasting on anchoring and adjustment is tricky. As psychologists have shown in countless experiments, final estimates made this way are biased toward the anchor, so a low anchor produces a lower estimate than a high anchor does. That means the quality of the anchor is critical. Use a good anchor, and you greatly improve your chance of making a good forecast; use a bad anchor, get a bad forecast.

But there’s a way around them. You just need to start over with a different perspective: See your project as one in a class of similar projects already done, as “one of those.” Use data from that class—about cost, time, benefits, or whatever else you want to forecast—as your anchor. Then adjust up or down, if necessary, to reflect how your specific project differs from the mean in the class. That’s it. It couldn’t be simpler.

This is all uniqueness bias talking, wanting to be reintroduced into your decisions when you’re trying to eliminate it. Don’t listen to it. Keep the process simple: Define the class broadly. Err on the side of inclusion. And adjust the average only when there are compelling reasons to do so, which means that data exist that support the adjustment. When in doubt, skip adjustment altogether. The class mean is the anchor, and the anchor is your forecast. That’s very simple, yes. But simple is good; it keeps out bias.

Some tails are simple to cut. Tsunamis are fat-tailed, but if you build well inland or erect a high enough seawall, you eliminate the threat. Earthquakes are also fat-tailed, but build to an earthquake-proof standard, as we did with the schools in Nepal, and you are covered. Other tails require a combination of measures; for a pandemic, for instance, a blend of masks, tests, vaccines, quarantines, and lockdowns to prevent infections from running wild.[25] That’s black swan management. For

The later a delay comes, the less remaining work there is and the less the risk and impact of a chain reaction. President Franklin Roosevelt got it right when he said, “Lost ground can always be regained—lost time never.”[28] Knowing this, we advised measures that would cut the probability of early delays and chain reactions.

What went wrong? Lasko and his team spent ages thinking about risk, but they never shifted their perspective from thinking of the Great Chicago Fire Festival as a unique project to seeing it as “one of those”; that is, part of a wider class of projects. If they had, they would have spent time thinking about live events. How do they fail? One common way is equipment failure. Mics don’t work. Computers crash. How is that risk mitigated? Simple: Identify essential equipment, get backups, and make contingency plans. That kind of analysis is dead easy—but only after you have shifted to the outside view. Notice that risk mitigation does not require predicting the exact circumstances that lead to disaster. Jim Lasko didn’t need to identify when and how the ignition system would fail, only recognize that it could. And have a Plan B if it did. Recall what Benjamin Franklin wrote in 1758: “A little neglect may breed great mischief.” This is why high safety standards are an excellent form of risk mitigation and a must on all projects. They’re not just good for workers; they prevent little things from combining in unpredictable ways into project-smashing black swans.

There’s a reason for that. The government here mismanaged the planning and construction of the Sydney Opera House so badly that the costs and schedule exploded. Little of that was Utzon’s fault. But he was the architect, so he was blamed and fired midconstruction. He left Australia in secret and in disgrace. His reputation was ruined. Instead of being showered with commissions to build more masterpieces, Utzon was marginalized and forgotten. He became what no masterbuilder wants to be or deserves to be. He became a one-building architect.[16] “What you call the costs are not the full costs,” I continued. “Yes, the Sydney Opera House cost a large amount of money, far more than it should have. But the full cost of that building includes all the other architectural treasures that Jørn Utzon never built. Sydney got its masterpiece, but cities around the world were robbed of theirs.” More silence. There are always other costs—costs that never appear on any spreadsheet—when a project spirals out of control. The simplest are what economists call “opportunity costs”: the money unnecessarily burned by bad planning that could have been used to fund something else, including other projects.

The word deadline comes from the American Civil War, when prison camps set boundaries and any prisoner who crossed a line was shot.[5] For BAA, the metaphor fit uncomfortably well.

But when you work on a joint project with people from many companies, which squad are you playing for? Who are your teammates? Teams are identities. To truly be on one, people must know it. So BAA gave everyone working on T5, including its own employees, a clear and emphatic answer: Forget how things are usually done on big projects. Your team is not your company. Here, your team is T5. We are one team. Wolstenholme is an engineer with decades of experience in construction, but he started his career in the British military, where the squad you play for is literally on your forehead—in the form of your unit’s “cap badge.” When people came to T5, Wolstenholme says, they were told, “Take off your cap badge and throw it away, because you work for T5.” That message was explicit, blunt, and repeated. “We had posters on the walls of people with lightbulbs going on, and they were saying, you know, ‘I get it. I work for T5.’ ” MAKING HISTORY Identity was the first step.

Once the standards for finished work were agreed upon, skilled workers developed their own system of benchmarks to establish the quality of workmanship required for both themselves and everyone else to follow. Some 1,400 of these samples were photographed, cataloged, and put on display at the worksite. Because the benchmarks came from the workers, the workers took ownership of them, increasing the effectiveness of implementation.

Repetition also generates experience, making your performance better. This is called “positive learning,” as we saw earlier. Repetition rockets you up the learning curve, making each new iteration better, easier, cheaper, and faster. As the old Latin saying goes, “Repetitio est mater studiorum”—“Repetition is the mother of learning.” Yes, I wrote that in chapter 4. But repetition is the mother of learning.

Think slow, act fast” may not be a new idea. It was on grand display back in 1931, after all, when the Empire State Building raced to the sky. You could even say that the idea goes at least as far back as Rome’s first emperor, the mighty Caesar Augustus, whose personal motto was “Festina lente,” or “Make haste slowly.

That is, sadly, typical. On project after project, rushed, superficial planning is followed by a quick start that makes everybody happy because shovels are in the ground. But inevitably, the project crashes into problems that were overlooked or not seriously analyzed and dealt with in planning. People run around trying to fix things. More stuff breaks. There is more running around. I call this the “break-fix cycle.” A project that enters it is like a mammoth stuck in a tar pit.

The post showed interior shots of the newly renovated home, including one of Miles’s room. When I zoomed in on the bookshelf, I spotted an origami swan sitting on one of the shelves. I’ll never know if it’s the same one I made with him that day or if he’s learned to make them on his own, but seeing that swan displayed as if it holds some importance is proof that I existed there, even if only for a very short amount of time.

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