Reporting Manager Quotes

Thirty years ago my older brother, who was ten years old at the time, was trying to get a report written on birds that he'd had three months to write, which was due the next day. We were out at our family cabin in Bolinas, and he was at the kitchen table close to tears, surrounded by binder paper and pencils and unopened books about birds, immobilized by the hugeness of the task ahead. Then my father sat down beside him put his arm around my brother's shoulder, and said, "Bird by bird, buddy. Just take it bird by bird.

History reports that the men who can manage men manage the men who can manage only things, and the men who can manage money manage all.

Strategy is really the essence of the boards value proposition to the company. The ability to strategize well is the essence of what makes a board relevant.

A board-established and led vision is a critical element of effective corporate governance. It provides direction, inspires stakeholders, and guides the company towards a successful future.

As a board, you want to be able to identify exactly what the company is succeeding at and exactly what it's failing at so that you can amplify the successes and correct the failures with surgical precision.

I believe that companies, as major employers, resource managers, technological innovators, and capital allocators, have a unique responsibility to operate with integrity, transparency, and accountability.

A successful blitz requires a well-thought-out strategy and flawless execution. Similarly, effective corporate governance involves developing and implementing sound strategies that align with the company's goals and values.

I have always been fascinated by the intricate dance of power, strategy, and decision-making that unfolds within the boardroom. It is a microcosm of human interaction, where the fate of companies, communities, and sometimes even nations, is shaped.

Tarquin turned from the table, just as the tent flaps parted for a pair of broad shoulders— Varian. He didn’t so much as look at his High Lord, his focus going right to where Amren sat at the head of the table. As if he’d sensed she was here—or someone had reported. And he’d come running. Amren’s eyes flicked up from the Book as Varian halted. A coy smile curved her red lips. There was still blood and dirt splattered on Varian’s brown skin, coating his silver armor and close-cropped white hair. He didn’t seem to notice or care as he strode for Amren. And none of us dared to speak as Varian dropped to his knees before Amren’s chair, took her shocked face in his broad hands, and kissed her soundly. ... None of us lasted long after dinner. Amren and Varian didn’t even bother to join us. No, she’d just wrapped her legs around his waist, right there in front of us, and he’d stood, lifting her in one swift movement. I wasn’t entirely sure how Varian managed to walk them out of the tent while still kissing her, Amren’s hands dragging through his hair, letting out noises that were unnervingly like purring as they vanished into the camp. Rhys had let out a low laugh as we all gawked in their wake. “I suppose that’s how Varian decided he’d tell Amren he was feeling rather grateful she ordered us to go to Adriata.” Tarquin cringed. “We’ll alternate who has to deal with them on holidays.

Reports are more a medium of self-discipline than a way to communicate information. Writing the report is important; reading it often is not.

In the business people with expertise, experience and evidence will make more profitable decisions than people with instinct, intuition and imagination.

I read a lot of history, biographies, science, and novels,' he says, ushering a reporter out the door with a hint of relief. 'I do not read management or economics.' (from an interview in the Christian Science Monitor, July 26, 1993)

Spectacles, on that strong-featured face…and his hair mussed as if he had been tugging absently on the front locks. All that combined with a plenitude of muscles and masculine virility was astonishingly…erotic. “When did you start wearing those?” Daisy managed to ask. “About a year ago.” He smiled ruefully and removed the spectacles with one hand. “I need them to read. Too many late nights poring over contracts and reports.” “They…they are very becoming.” “Are they?” Continuing to smile, Swift shook his head, as if it had not occurred to him to wonder about his appearance.

But first,” Morpheus said with a dismissive sweep of his hand, “we have to be sure what we’re up against when we raid the castle. You and Alyssa managed to take out quite a chunk of the opposition with your fancy footwork. We’re here to assess if the numbers match up with the ones Rabid reported. We must ensure that Grenadine doesn’t have any cards hidden up her sleeve.” He slapped Jeb on the back. “See what I did there? ‘Cards up her sleeve’?” He chuckled.

Many research organizations are regularly studying the market and publishing their results in the form of various reports and case studies. You can study these reports to get an understanding of your issue.

In essence, a blitz play in football is a microcosm of corporate governance principles. It showcases the importance of coordination in mind body and spirit, clear roles, strategic planning, risk management, and performance evaluation – all critical elements in ensuring a company's success and sustainability.

Although watching TV is far from being a positive experience—generally people report feeling passive, weak, rather irritable, and sad when doing it—at least the flickering screen brings a certain amount of order to consciousness. The predictable plots, familiar characters, and even the redundant commercials provide a reassuring pattern of stimulation. The screen invites attention to itself as a manageable, restricted aspect of the environment. While interacting with television, the mind is protected from personal worries. The information passing across the screen keeps unpleasant concerns out of the mind.

The personal values managers reported being the most under pressure to compromise to do their jobs successfully: 1. Family 2. Integrity.

The genuflection toward 'fairness' is a familiar newsroom piety, in practice the excuse for a good deal of autopilot reporting and lazy thinking but in theory a benign ideal. In Washington, however, a community in which the management of news has become the single overriding preoccupation of the core industry, what 'fairness' has often come to mean is a scrupulous passivity, an agreement to cover the story not as it is occurring but as it is presented, which is to say as it is manufactured.

Her mouth was cut, her left eye already beginning to swell. There was raw color along her cheekbone. He managed to take a full, almost easy breath. "You're going to have a hell of a bruise." "I've had them before." The medication was seeping in, turning pain into a mist. She only smiled when he stripped her to the waist and began checking for other injuries. "You've got great hands. I love when you touch me. Nobody ever touched me like that. Did I tell you?" "No." And he doubted she'd remember she was telling him now. He'd make sure to remind her. "And you're so pretty. So pretty," she repeated, lifting a bleeding hand to his face. "I keep wondering what you're doing here." He took her hand, wrapped a cloth gently around it. "I've asked myself the same question." She grinned foolishly, let herself float. Need to file my report, she thought hazily. Soon. "You don't really think we're going to make anything out of this, do you? Roarke and the cop?" "I guess we'll have to find out.

MANAGING STRICTLY BY NUMBERS IS LIKE PAINTING BY NUMBERS Some things that you want to encourage will be quantifiable, and some will not. If you report on the quantitative goals and ignore the qualitative ones, you won’t get the qualitative goals, which may be the most important ones. Management purely by numbers is sort of like painting by numbers—it’s strictly for amateurs. At HP, the company wanted high earnings now and in the future. By focusing entirely on the numbers, HP got them now by sacrificing the future.

If you want to know how a manager is performing ask to see their data, really want to know... ask those that report to them.

It was Freud's ambition to discover the cause of hysteria, the archetypal female neurosis of his time. In his early investigations, he gained the trust and confidence of many women, who revealed their troubles to him.Time after time, Freud's patients, women from prosperous, conventional families, unburdened painful memories of childhood sexual encounters with men they had trusted: family friends, relatives, and fathers. Freud initially believed his patients and recognized the significance of their confessions. In 1896, with the publication of two works, The Aetiology of Hysteria and Studies on Hysteria, he announced that he had solved the mystery of the female neurosis. At the origin of every case of hysteria, Freud asserted, was a childhood sexual trauma. But Freud was never comfortable with this discovery, because of what it implied about the behavior of respectable family men. If his patients' reports were true, incest was not a rare abuse, confined to the poor and the mentally defective, but was endemic to the patriarchal family. Recognizing the implicit challenge to patriarchal values, Freud refused to identify fathers publicly as sexual aggressors. Though in his private correspondence he cited "seduction by the father" as the "essential point" in hysteria, he was never able to bring himself to make this statement in public. Scrupulously honest and courageous in other respects, Freud falsified his incest cases. In The Aetiology of Hysteria, Freud implausibly identified governessss, nurses, maids, and children of both sexes as the offenders. In Studies in Hysteria, he managed to name an uncle as the seducer in two cases. Many years later, Freud acknowledged that the "uncles" who had molested Rosaslia and Katharina were in fact their fathers. Though he had shown little reluctance to shock prudish sensibilities in other matters, Freud claimed that "discretion" had led him to suppress this essential information. Even though Freud had gone to such lengths to avoid publicly inculpating fathers, he remained so distressed by his seduction theory that within a year he repudiated it entirely. He concluded that his patients' numerous reports of sexual abuse were untrue. This conclusion was based not on any new evidence from patients, but rather on Freud's own growing unwillingness to believe that licentious behavior on the part of fathers could be so widespread. His correspondence of the period revealed that he was particularly troubled by awareness of his own incestuous wishes toward his daughter, and by suspicions of his father, who had died recently. p9-10

Let’s see if I remember all of this—born in Charlottesville, Virginia, but raised in Salem by her mother, Susan, a teacher, and her father, Jacob, a police officer. Attended Salem Elementary School until your tenth birthday, when your father called into his station to report an unknown child in his house—” “Stop,” I muttered. Liam looked over his shoulder, trying to divide his attention between me and the boy reciting the sordid tale of my life. “—but, bad luck, the PSFs beat the police to your house. Good luck, someone dropped the ball or they had other kiddies to pick up, because they didn’t wait around long enough to question your parents, and thus, didn’t pre-sort you. And then you came to Thurmond, and you managed to avoid their detecting you were Orange—” “Stop!” I didn’t want to hear this—I didn’t want anyone to hear it.

She’d learned that it was important when you were dealing with professional do-gooders to keep calm. Otherwise they judged you. Wrote things like anger-management problems in their reports.

The 20th century merits the name "The Century of Murder." 1915 Turks slaughtered 2 million Armenians. 1933 to 1954 the Soviet government encompassed the death of 20 to 65 million citizens. 1933 to 1945 Nazi Germany murdered more than 25 million people. 1948 Hindus and Muslims engaged in racial and religious strife that claimed more lives than could be reported. 1970 3 million Bangladesh were killed. 1971 Uganda managed the death of 300,000 people. 1975 Khmer Rouge took over Cambodia and murdered up to 3 million people. In recent times more than half a million of Rwanda's 6 million people have been murdered. At present times genocidal strife is underway in Bosnia, Somalia, Burundi and elsewhere. The people of the world have demonstrated themselves to be so capable of forgetting the murderous frenzies in which their fellows have participated that it is essential that one, at least, be remembered and the world be regularly reminded of it. _Consequences of the Holocaust

The best leaders are those that lead by example and are both team followers as well as team leaders. We believe that in general, the best ideas and decisions are made from the bottom up, meaning by those on the front lines that are closest to the issues and/or the customers. The role of a manager is to remove obstacles and enable his/her direct reports to succeed. This means the best leaders are servant-leaders. They serve those they lead.

If the ongoing importance of a manager is measured by how many people he has working under him, the immediate material manifestation of that manager’s power and prestige is the visual quality of his presentations and reports. The meetings in which such emblems are displayed might be considered the high rituals of the corporate world.

One third of managers are victims of "Information Fatigue Syndrome." 49 percent said they are unable to handle the vast amounts of information received. 33 percent of managers were suffering ill health as a direct result of information overload. 62 percent admitted their business and social relationships suffer. 66 percent reported tension with colleagues and diminished job satisfaction. 43 percent think that important decisions are delayed and their abilities to make decisions are affected as a result of having too much information. (Reuters's "Dying for Business" report)

Internal controls and audit oversight are indispensable pillars of sound financial management, providing a framework for safeguarding assets, ensuring the accuracy and reliability of financial reporting, and promoting operational efficiency.

Your tax dollars are paying the salary of an ATF manager who’s using taxpayer time and resources to direct his teams of taxpayer-supported public affairs officials to “push” propaganda in order to drown out an important, truthful story of public interest.

Logotherapy bases its technique called “paradoxical intention” on the twofold fact that fear brings about that which one is afraid of, and that hyper-intention makes impossible what one wishes. In German I described paradoxical intention as early as 1939.11 In this approach the phobic patient is invited to intend, even if only for a moment, precisely that which he fears. Let me recall a case. A young physician consulted me because of his fear of perspiring. Whenever he expected an outbreak of perspiration, this anticipatory anxiety was enough to precipitate excessive sweating. In order to cut this circle formation I advised the patient, in the event that sweating should recur, to resolve deliberately to show people how much he could sweat. A week later he returned to report that whenever he met anyone who triggered his anticipatory anxiety, he said to himself, “I only sweated out a quart before, but now I’m going to pour at least ten quarts!” The result was that, after suffering from his phobia for four years, he was able, after a single session, to free himself permanently of it within one week. The reader will note that this procedure consists of a reversal of the patient’s attitude, inasmuch as his fear is replaced by a paradoxical wish. By this treatment, the wind is taken out of the sails of the anxiety. Such a procedure, however, must make use of the specifically human capacity for self-detachment inherent in a sense of humor. This basic capacity to detach one from oneself is actualized whenever the logotherapeutic technique called paradoxical intention is applied. At the same time, the patient is enabled to put himself at a distance from his own neurosis. A statement consistent with this is found in Gordon W. Allport’s book, The Individual and His Religion: “The neurotic who learns to laugh at himself may be on the way to self-management, perhaps to cure.”12 Paradoxical intention is the empirical validation and clinical application of Allport’s statement.

...Soviet support for Jewish culture was part of a larger plan to brainwash and coerce national minorities into submitting to the Soviet regime--and for Jews, it came at a very specific price. From the beginning, the regime eliminated anything that celebrated Jewish "nationality" that didn't suit its needs. Jews were awesome, provided they weren't practicing the Jewish religion, studying traditional Jewish texts, using Hebrew, or supporting Zionism. The Soviet Union thus pioneered a versatile gaslighting slogan, which it later spread through its client states in the developing world and which remains popular today: it was not antisemitic, merely anti-Zionist. (In the process of not being antisemitic and merely being anti-Zionist, the regime managed to persecute, imprison, torture, and murder thousands of Jews.) What's left of Jewish culture once you surgically remove religious practice, traditional texts, Hebrew and Zionism?

Sometime between four o’clock and dawn, Bernstein returned home with a hangover. At nine in the morning, he was awakened by a phone call from the Philharmonic’s associate manager who told him, “Well, this is it. You have to conduct at three o’clock. No chance of a rehearsal. You will report at a quarter of three backstage.

Again and again workers told me that they are under tremendous pressure not to report injuries. The annual bonuses of plant foremen and supervisors are often based in part on the injury rate of their workers. Instead of crating a safer workplace, these bonus schemes encourage slaughterhouse managers to make sure that accidents and injuries go unreported. Missing fingers, broken bones, deep lacerations and amputated limbs are difficult to conceal from authorities. But the dramatic and catastrophic injuries in a slaughterhouse are greatly outnumbered by less visible, though no less debilitating, ailments: torn muscles, slipped disks, pinched nerves.

Pushing original and investigative reporting has become like trying to feed the managers spinach. They don’t like the taste, but they occasionally hold their nose and indulge because it’s good for them—or because it looks good. They much prefer it to be sugarcoated, deep-fried, or otherwise disguised so that it goes down easier.

Stop that." Mortified, she reached out to slam the door shut. "Somebody could come in." "Then stop squirming," he suggested, and gently peeled back the bandage. He nodded in approval. "You did a decent job." Even as she hissed at him, he lowered his head and touched his lips to the cut. "All better," he said with a grin just as the door opened. Peabody gaped, flushed, then stammered out, "Excuse me." "Just leaving," Roarke said, patting the bandage back in place while Eve ground her teeth. "How did you come through this morning's excitement, Peabody?" "Okay, it was... well, actually." She cleared her throat and shot him a hopeful glance. "I got this little nick right here." She rubbed her finger at her jawline, heart fluttering pleasantly when he smiled at her. "So you do." He stepped to her, angled his head, and touched his lips to the tiny cut. "Take care of yourself." "Man, man, oh man," was the best she could manage when he'd left. "He's got such a great mouth. How do you stop yourself from just biting it?" "Wipe the drool off your chin, for Christ's sake. And sit down. We've got a report to write for the commander." "I almost got blown up and got kissed by Roarke all in the same morning. I'm writing it on my calendar." "Settle down." "Yes, sir." She took out her log and got to work. But with a smile on her face.

Snooping scandal. As serious as the implications are, the media manages to give it a catchy little name. Not so much intruding, trespassing, invading, or spying. Snooping. You know, like a boyfriend snoops around on his girlfriend’s Facebook account. Or kids snoop through the closets for Christmas packages. It’s like dubbing HealthCare.gov’s disastrous launch a “glitch.

One of the ways in which cooperatives rectify the injustices of capitalism is by instituting a relatively equal compensation-scheme for their members. While in the U.S. the average ratio of CEO compensation in the Fortune 500 companies to the ordinary worker’s has recently been reported as 344:1,49 in co-ops the pay-differential between management and the average worker rarely exceeds 4:1. In collectives, everyone is usually paid the same amount. For example, a British study from the 1980s reports that all of the dozens of small co-ops it researched had lower pay-differentials than conventional businesses, and most had little or no differential at all.50 At Arizmendi Bakery everyone currently receives about 20 dollars an hour plus a percentage of the year’s profits. The worker-owners of Mondragon Bookstore and Coffeehouse in Canada earn the same rate of pay. At Equal Exchange, a relatively large co-op, there is a 4:1 pay ratio.

I came across an article recently that reported how growing numbers of employers today complain that many young job applicants exhibit all thesigns of having been -- there's no other word for it-- SPOILED. These young people feel entitled to jobs and salaries they haven't earned. They have unrealistic views of their own capabilities. They don't take criticism well, and they demand lots of attention and guidance from their employres. They "were raised with so much affirmation and positive reinforcement that they come into the workplace needy for more," said one manager.

Remembering things or processing memories can be a charged, or frightening, or uncomfortable time. It can help to imagine yourself being a reporter. This can take pressure off of needing to remember 'all the details' or not wanting to 'be wrong about something', if you simply just write down whatever comes to you down on paper without editing it, censoring it, or passing judgment—for the time being—on either its content, or on whether it is l00% accurate in every way. Simply write it down and come back to it later, when things may make more sense, or as additional information comes to you...

In an article about the warning, the paper quoted Cunard’s New York manager, Charles Sumner, as saying that in the danger zone “there is a general system of convoying British ships. The British Navy is responsible for all British ships, and especially for Cunarders.” The Times reporter said, “Your speed, too, is a safeguard, is it not?” “Yes,” Sumner replied; “as for submarines, I have no fear of them whatever.

The brain, he writes, is like Kublai Khan, the great Mongol emperor of the thirteenth century. It sits enthroned in its skull, "encased in darkness and silence," at a lofty remove from brute reality. Messengers stream in from every corner of the sensory kingdom, bringing word of distant sights, sounds, and smells. Their reports arrive at different rates, often long out of date, yet the details are all stitched together into a seamless chronology. The difference is that Kublai Khan was piecing together the past. The brain is describing the present—processing reams of disjointed data on the fly, editing everything down to an instantaneous now. How does it manage it?

In my Toyota interviews, when I asked what distinguishes the Toyota Way from other management approaches, the most common first response was genchi gembutsu—whether I was in manufacturing, product development, sales, distribution, or public affairs. You cannot be sure you really understand any part of any business problem unless you go and see for yourself firsthand. It is unacceptable to take anything for granted or to rely on the reports of others.

He has a really consistent routine. He comes in in the morning at around 8:30. He reads five newspapers. He reads The Financial Times, The Washington Post, The New York Times, The Wall Street Journal, and The Omaha World Herald. Then he has a stack of reports on his desk from the companies Berkshire owns, and some trade press like American Banker or oil and gas journals, and through the rest of the day, he alternates between flipping through this stuff and then talking on the phone to people either who call him or who he calls. He never calls his managers; they can call him. He is really accessible, but he leaves them alone. Then he has CNBC on all day long with the crawl, with the sound muted and if he sees his name cross along the bottom and they are talking about him, he will turn the sound on to find out what they are saying. That is his day. He doesn't do meetings -- there are no meetings.

If the case isn't plea bargained, dismissed or placed on the inactive docket for an indefinite period of time, if by some perverse twist of fate it becomes a trial by jury, you will then have the opportunity of sitting on the witness stand and reciting under oath the facts of the case-a brief moment in the sun that clouds over with the appearance of the aforementioned defense attorney who, at worst, will accuse you of perjuring yourself in a gross injustice or, at best, accuse you of conducting an investigation so incredibly slipshod that the real killer has been allowed to roam free. Once both sides have argued the facts of the case, a jury of twelve men and women picked from computer lists of registered voters in one of America's most undereducated cities will go to a room and begin shouting. If these happy people manage to overcome the natural impulse to avoid any act of collective judgement, they just may find one human being guilty of murdering another. Then you can go to Cher's Pub at Lexington and Guilford, where that selfsame assistant state's attorney, if possessed of any human qualities at all, will buy you a bottle of domestic beer. And you drink it. Because in a police department of about three thousand sworn souls, you are one of thirty-six investigators entrusted with the pursuit of that most extraordinary of crimes: the theft of a human life. You speak for the dead. You avenge those lost to the world. Your paycheck may come from fiscal services but, goddammit, after six beers you can pretty much convince yourself that you work for the Lord himself. If you are not as good as you should be, you'll be gone within a year or two, transferred to fugitive, or auto theft or check and fraud at the other end of the hall. If you are good enough, you will never do anything else as a cop that matters this much. Homicide is the major leagues, the center ring, the show. It always has been. When Cain threw a cap into Abel, you don't think The Big Guy told a couple of fresh uniforms to go down and work up the prosecution report. Hell no, he sent for a fucking detective. And it will always be that way, because the homicide unit of any urban police force has for generations been the natural habitat of that rarefied species, the thinking cop.

When we feel out of control we search for patterns in the world. Finding regularities allows us to plan our behavior in a manageable environment. And in our search for order we often see order that isn’t there. Jennifer Whitson and Adam Galinsky have shown that when people feel out of control, they’re more likely to see shapes in random noise, false correlations in financial reports, or conspiracies in strings of events. So the need for control can lead us to spot patterns (which may or may not exist), and, as explained earlier, pattern perception leads to agency detection; spooky coincidences and semblant conspiracies suggest creators. Such conspicuous alignments don’t just happen on their own, right?

All companies are built as hierarchies, no matter what that holacracy adepts are saying now. It's always a boss on the top and then people who report to him down to the lowest level. Staying on the lowest level is what I always try to avoid. Not only because I have some dignity, but mostly because I am lazy. The lower you are in the hierarchy, the more work you have to do and the less money you get for it. This is how the division of labor works, not only in the software industry.

Build your organization from the top down. An organization is the opposite of a building: Its foundation is at the top, so make sure you hire managers before you hire their reports. Managers can help design the machine and choose the people who complement it.

Larry Speakes estimated that Baker spent as much as 50 percent of his time with reporters and editors, probably an exaggeration but a revealing one. The media, at least the part of it that really mattered, was still small enough that it could be managed; aside from ABC, CBS, and NBC, there were the wire services, The New York Times, The Washington Post, The Wall Street Journal, and the weekly newsmagazines Time, Newsweek, and U.S. News & World Report. Baker, as chief of staff, became an expert in their care and feeding.

When it comes to green energy investigations, I conclude that the internal opposition I face has its origins in the personal beliefs of those who decide which stories go on the air and which are kept off. The purpose of the stories I propose isn’t to examine the general merits or shortfalls of the technology, ideology, or movement. They’re financial stories delving into possible waste, abuse, and questionable spending of tax dollars. What I didn’t anticipate is that some colleagues and managers, unable to disconnect their personal viewpoints from their duty as journalists, would view this line of reporting as damaging to a cause about which they hold deep-rooted beliefs. Fearful that the stories would discourage rather than promote green energy, they want to prevent the public from seeing them at all. It’s a paternalistic attitude that results in de facto censorship. Simply put: they decide that it’s best for you to not hear a story at all rather than run the risk that you might see it and form the “wrong” opinion. (By that, I mean an opinion that differs from theirs.)

I have a great idea, Gregori," she told him wickedly. "Let's take a commercial flight." "What?" He was staring at her mouth. She had a great mouth.A perfect mouth. A sexy mouth. Mon Dieu, he wanted her mouth. "Doesn't a commercial flight sound fun? We could take a night flight, mingle with people.It might even throw off the reporter." "Nothing is going to throw off the reporter.He is tenacious.And there will be no commercial flight.There will be no discussion on this,either. None. If we go to New Orleans,and I am not saying we will, commercial flights are out." "Oh,Gregori,I was only kidding. Naturally we'll do things your way," she added demurely. He shook his head,exasperated at himself. Of course she had been teasing. He wasn't used to anyone treating him as Savannah did. Outrageous woman. "I need to go out and talk with Wade Carter." She stood up instantly, expectantly, her blue eyes wide in anticipation. "Tell me what you want me to do. I can probably manage mist.I'm stronger now,using your blood.I can back you up." Amusement warmed the cool silver of his eyes. "Mon Dieu, Savannah, you sound like a cop movie.

The owners and top managers of most news media organizations tend to be conservative and Republican. This is hardly surprising. The shareholders and executives of multi-billion-dollar corporations are not very interested in undermining the free enterprise system, for example, income from offended advertisers. These owners and managers ultimately decide which reporters, newscasters, and editors to hire or fire, promote or discourage. Journalists who want to get a head, therefore, may have to come to terms with the policies of the people who own and run media businesses.

To address strength and endurance issues, Goldblatt initiated a program called the Mechanically Dominant Soldier. What if soldiers could have ten times the muscle endurance of enemy soldiers? What if they could leap seven feet and be able to cool down their own body temperature? What if the military benchmark of eighty pull-ups a day could be raised to three hundred pull-ups a day? “We want every war fighter to look like Lance Armstrong as far as metabolic profile,” program manager Joe Bielitzki told Washington Post reporter Joel Garreau a decade before Armstrong resigned from athletics in disgrace.

Destiny The chicken I bought last night, Frozen, Returned to life, Laid the biggest egg in the world, And was awarded the Nobel Prize. The phenomenal egg Was passed from hand to hand, In a few weeks had gone all round the earth, And round the sun In 365 days. The hen received who knows how much hard currency, Assessed in buckets of grain Which she couldn’t manage to eat Because she was invited everywhere, Gave lectures, granted interviews, Was photographed. Very often reporters insisted That I too should pose Beside her. And so, having served art Throughout my life, All of a sudden I’ve attained to fame As a poultry breeder.

Speaking to a foreigner was the dream of every student, and my opportunity came at last. When I got back from my trip down the Yangtze, I learned that my year was being sent in October to a port in the south called Zhanjiang to practice our English with foreign sailors. I was thrilled. Zhanjiang was about 75 miles from Chengdu, a journey of two days and two nights by rail. It was the southernmost large port in China, and quite near the Vietnamese border. It felt like a foreign country, with turn-of-the-century colonial-style buildings, pastiche Romanesque arches, rose windows, and large verandas with colorful parasols. The local people spoke Cantonese, which was almost a foreign language. The air smelled of the unfamiliar sea, exotic tropical vegetation, and an altogether bigger world. But my excitement at being there was constantly doused by frustration. We were accompanied by a political supervisor and three lecturers, who decided that, although we were staying only a mile from the sea, we were not to be allowed anywhere near it. The harbor itself was closed to outsiders, for fear of 'sabotage' or defection. We were told that a student from Guangzhou had managed to stow away once in a cargo steamer, not realizing that the hold would be sealed for weeks, by which time he had perished. We had to restrict our movements to a clearly defined area of a few blocks around our residence. Regulations like these were part of our daily life, but they never failed to infuriate me. One day I was seized by an absolute compulsion to get out. I faked illness and got permission to go to a hospital in the middle of the city. I wandered the streets desperately trying to spot the sea, without success. The local people were unhelpful: they did not like non-Cantonese speakers, and refused to understand me. We stayed in the port for three weeks, and only once were we allowed, as a special treat, to go to an island to see the ocean. As the point of being there was to talk to the sailors, we were organized into small groups to take turns working in the two places they were allowed to frequent: the Friendship Store, which sold goods for hard currency, and the Sailors' Club, which had a bar, a restaurant, a billiards room, and a ping-pong room. There were strict rules about how we could talk to the sailors. We were not allowed to speak to them alone, except for brief exchanges over the counter of the Friendship Store. If we were asked our names and addresses, under no circumstances were we to give our real ones. We all prepared a false name and a nonexistent address. After every conversation, we had to write a detailed report of what had been said which was standard practice for anyone who had contact with foreigners. We were warned over and over again about the importance of observing 'discipline in foreign contacts' (she waifi-lu). Otherwise, we were told, not only would we get into serious trouble, other students would be banned from coming.

Whether we can somehow listen in on tree talk is a subject that was recently addressed in the specialized literature. Korean scientists have been tracking older women as they walk through forests and urban areas. The result? When the women were walking in the forest, their blood pressure, their lung capacity, and the elasticity of their arteries improved, whereas an excursion into town showed none of these changes. It's possible that phytoncides have a beneficial effect on our immune systems as well as the trees' health, because they kill germs. Personally, however, I think the swirling cocktail of tree talk is the reason we enjoy being out in the forest so much. At least when we are out in undisturbed forests. Walkers who visit one of the ancient deciduous preserves in the forest I manage always report that their heart feels lighter and they feel right at home. If they walk instead through coniferous forests, which in Central Europe are mostly planted and are, therefore, more fragile, artificial places, they don't experience such feelings. Possibly it's because in ancient beech forests, fewer "alarm calls" go out, and therefore, most messages exchanged between trees are contented ones, and these messages reach our brains as well, via our noses. I am convinced that we intuitively register the forest's health.

It is hard for a writer to call an editor great, because it is natural for him to think of the editor as a writer manqué. It is like asking a thief to approve a fence, or a fighter to speak highly of a manager. “Fighters are sincere,” a fellow with the old pug’s syndrome said to me at a bar once as head wobbled and the hand that held his shot glass shook. “Managers are pimps, they sell our blood.” In the newspaper trade, confirmed reporters think confirmed editors are mediocrities who took the easy way out. These attitudes mark an excess of vanity coupled with a lack of imagination; it never occurs to a writer that anybody could have wanted to be anything else.

Then one night a report about breast cancer came on the news, all about mammograms and early detection, women talking about finding a lump in their breast. We were making dinner. We always turned the television off when we sat down to eat but we could watch it while we were cooking. That was the rule. “I have one of those,” she said to the television set. “You had a mammogram?” She shook her head. She wasn’t looking at me. “A lump.” I had been cutting up a head of broccoli and I put down the knife and washed my hands. “What did you do about it?” “I didn’t do anything about it.” “What did the doctor say?” She looked at me then. “The whole thing scared me to death.” “So what happened?” My brain insisted on hearing it in the past tense, I had a lump in my breast once. I couldn’t understand that this was something that was happening. “I thought I’d wait for you to come home,” she said. “You’re always so good at figuring things out.” “I’ve been home three months.” But she had found the lump a year before, and taped a gauze square over it when it started to leak. When I looked at her again I could actually see a disruption in the pattern of her dress. That’s how big it was. Once we started making the hopeless rounds of oncologist appointments, the past broke away. All the things I’d thought about myself before—I am an actress, I am not an actress, I was in love, I was betrayed—disintegrated into nothing. I made bowls of Cream of Wheat she wouldn’t eat and then scraped them into the trash once they turned cold. I managed the schedule of people who wanted to come and see her, her two sons and two daughters—one of those daughters my mother—my father, my brothers, all my cousins, all her friends. I made sure no one stayed too long. I sat by her bed and read to her.

When General Eisenhower was elected president, his predecessor, Harry Truman, said: “Poor Ike; when he was a general, he gave an order and it was carried out. Now he is going to sit in that big office and he’ll give an order and not a damn thing is going to happen.” The reason why “not a damn thing is going to happen” is, however, not that generals have more authority than presidents. It is that military organizations learned long ago that futility is the lot of most orders and organized the feedback to check on the execution of the order. They learned long ago that to go oneself and look is the only reliable feedback.5 Reports—all an American president is normally able to mobilize—are not much help. All military services have long ago learned that the officer who has given an order goes out and sees for himself whether it has been carried out. At the least he sends one of his own aides—he never relies on what he is told by the subordinate to whom the order was given. Not that he distrusts the subordinate; he has learned from experience to distrust communications.

Conservatives have managed to turn the phrase “mainstream media,” or “lame stream media,” as that noted arbiter of intellectual rigor, Sarah Palin, called it, into a pejorative. But what is mainstream media? It’s the journalism that believes in standards, strives to report facts, and has a professional standard to correct errors. It’s the news the majority of Americans consume. The brand of conservatism that has emerged from those early beginnings at Human Events requires the absence of professional standards. The entire purpose of this ever-increasing brand of conservative journalism—and it does great violence to the profession to call most of it by that term—is to confirm not just your opinion but also your feelings.

Dale Carnegie was a master at identifying potential leaders. Once asked by a reporter how he had managed to hire forty-three millionaires, Carnegie responded that the men had not been millionaires when they started working for him. They had become millionaires as a result. The reporter next wanted to know how he had developed these men to become such valuable leaders. Carnegie replied, “Men are developed the same way gold is mined. Several tons of dirt must be moved to get an ounce of gold. But you don’t go into the mine looking for dirt,” he added. “You go in looking for the gold.” That’s exactly the way to develop positive, successful people. Look for the gold, not the dirt; the good, not the bad. The more positive qualities you look for, the more you are going to find.

So what are people actually referring to when they talk about "deregulation"? In ordinary usage, the word seems to mean "changing the regulatory structure in a way that I like." In practice this can refer to almost anything. In the case of airlines or telecommunications in the seventies and eighties, it meant changing the system of regulation from one that encouraged a few large firms to one that fostered carefully supervised competition between midsize firms. In the case of banking, "deregulation" has usually meant exactly the opposite: moving away from a situation of managed competition between mid-sized firms to one where a handful of financial conglomerates are allowed to completely dominate the market. This is what makes the term so handy. Simply by labeling a new regulatory measure "deregulation," you can frame it in the public mind as a way to reduce bureaucracy and set individual initiative free, even if the result is a fivefold increase in the actual number of forms to be filled in, reports to be filed, rules and regulations for lawyers to interpret, and officious people in offices whose entire job seems to be to provide convoluted explanations for why you're not allowed to do things. (p. 17)

Historically, noted James Manyika, one of the authors of the McKinsey report, companies kept their eyes on competitors “who looked like them, were in their sector and in their geography.” Not anymore. Google started as a search engine and is now also becoming a car company and a home energy management system. Apple is a computer manufacturer that is now the biggest music seller and is also going into the car business, but in the meantime, with Apple Pay, it’s also becoming a bank. Amazon, a retailer, came out of nowhere to steal a march on both IBM and HP in cloud computing. Ten years ago neither company would have listed Amazon as a competitor. But Amazon needed more cloud computing power to run its own business and then decided that cloud computing was a business! And now Amazon is also a Hollywood studio.

Clarify goals and gather satisfaction metrics. Determine the people and skills needed to complete a project. Set up project management tools, plans and processes. Run status meetings and gather status reports. Analyze data to identify opportunities. Identify & implement changes to improve efficiency. Manage changes that come in from the customer. Find ways to keep the project on track even when things go wrong.

If the ongoing importance of a manager is measured by how many people he has working under him, the immediate material manifestation of that manager's power and prestige is the visual quality of his presentations and reports. The meetings in which such emblems are displayed might be considered the high rituals of the corporate world. And just as the retinues of a feudal lord might include servants whose only role was to polish his horses' armor or tweeze his mustache before tournaments or pageants, so many present-day executives keep employees whose sole purpose is to prepare their PowerPoint presentations or craft the maps, cartoons, photographs, or illustrations that accompany their reports. Many of these reports are nothing more than props in a Kabuki-like corporate theater—no one actually reads them all the way through.

But the biggest news that month was the departure from Apple, yet again, of its cofounder, Steve Wozniak. Wozniak was then quietly working as a midlevel engineer in the Apple II division, serving as a humble mascot of the roots of the company and staying as far away from management and corporate politics as he could. He felt, with justification, that Jobs was not appreciative of the Apple II, which remained the cash cow of the company and accounted for 70% of its sales at Christmas 1984. “People in the Apple II group were being treated as very unimportant by the rest of the company,” he later said. “This was despite the fact that the Apple II was by far the largest-selling product in our company for ages, and would be for years to come.” He even roused himself to do something out of character; he picked up the phone one day and called Sculley, berating him for lavishing so much attention on Jobs and the Macintosh division. Frustrated, Wozniak decided to leave quietly to start a new company that would make a universal remote control device he had invented. It would control your television, stereo, and other electronic devices with a simple set of buttons that you could easily program. He informed the head of engineering at the Apple II division, but he didn’t feel he was important enough to go out of channels and tell Jobs or Markkula. So Jobs first heard about it when the news leaked in the Wall Street Journal. In his earnest way, Wozniak had openly answered the reporter’s questions when he called. Yes, he said, he felt that Apple had been giving short shrift to the Apple II division. “Apple’s direction has been horrendously wrong for five years,” he said.

To do a modest bit of good while doing nothing about the larger system is to keep the painting. You are chewing on the fruit of an injustice. You may be working on a prison education program, but you are choosing not to prioritize the pursuit of wage and labor laws that would make people's lives more stable and perhaps keep some of them out of jail. You may be sponsoring a loan forgiveness initiative for law school students, but you are choosing not to prioritize seeking a tax code that would take more from you and cut their debts. Your management consulting firm may be writing reports about unlocking trillions of dollars' worth of women's potential, but it is choosing not to advise its clients to stop lobbying against the social programs that have been shown in other societies to help women achieve the equality fantasized about in consultants' reports.

7 The world that we have to deal with politically is out of reach, out of sight, out of mind. It has to be explored, reported, and imagined. Man is no Aristotelian god contemplating all existence at one glance. He is the creature of an evolution who can just about span a sufficient portion of reality to manage his survival, and snatch what on the scale of time are but a few moments of insight and happiness. Yet this same creature has invented ways of seeing what no naked eye could see, of hearing what no ear could hear, of weighing immense masses and infinitesimal ones, of counting and separating more items than he can individually remember. He is learning to see with his mind vast portions of the world that he could never see, touch, smell, hear, or remember. Gradually he makes for himself a trustworthy picture inside his head of the world beyond his reach.

lunchtime. She waited for a minute for Mr. Fox to say what he had come to say. She didn’t think he had come all the way from his office in the snow, a good ten buildings away, to give her a weather report, but he only stood there in the frame of the open door, unable either to enter the room or step out of it. “Are you all right?” “Eckman’s dead,” he managed to say before his voice broke, and then with no more explanation he gave her the letter to show just how little about

Was I mad at being “outed” by him as sexually active? No. To be honest with you, I liked that Justin said that. Why did my managers work so hard to claim I was some kind of young-girl virgin even into my twenties? Whose business was it if I’d had sex or not? I’d appreciated it when Oprah told me on her show that my sexuality was no one else’s business, and that when it came to virginity, “you don’t need a world announcement if you change your mind.” Yes, as a teenager I played into that portrayal, because everyone was making such a big deal out of it. But if you think about it, it was pretty stupid for people to describe my body in that way, for them to point to me and say, “Look! A virgin!” It’s nobody’s business at all. And it took the focus off me as a musician and performer. I worked so hard on my music and on my stage shows. But all some reporters could think of to ask me was whether or not my breasts were real (they were, actually) and whether or not my hymen was intact.

The 20th century merits the name "The Century of Murder." 1915 Turks slaughtered 2 million Armenians. 1933 to 1954 the Soviet government encompassed the death of 20 to 65 million citizens. 1933 to 1945 Nazi Germany murdered more than 25 million people. 1948 Hindus and Muslims engaged in racial and religious strife that claimed more lives than could be reported. 1970 3 million Bangladesh were killed. 1971 Uganda managed the death of 300,000 people. 1975 Khmer Rouge took over Cambodia and murdered up to 3 million people. In recent times more than half a million of Rwanda's 6 million people have been murdered. At present times genocidal strife is underway in Bosnia, Somalia, Burundi and elsewhere. The people of the world have demonstrated themselves to be so capable of forgetting the murderous frenzies in which their fellows have participated that it is essential that one, at least, be remembered and the world be regularly reminded of it. _Consequences of the Holocaust by Raul Hilberg

Alan and his wife had worked all their lives, and managed to sock away a million dollars for retirement. But four months earlier he’d gotten the idea that, despite having no experience in the markets, he should buy a hundred thousand dollars’ worth of GM stock, based on reports that the U.S. government might bail out the auto industry. He was convinced it was a no-lose investment. After his trade went through, the media reported that the bailout might not happen after all. The market sold off GM and the stock price fell. But Alan imagined the thrill of winning big. It felt so real he could taste it. He held firm. The stock fell again, and again, and kept dropping until finally Alan decided to sell, at a big loss. There was worse to come. When the next news cycle suggested that the bailout would happen after all, Alan got excited all over again and invested another hundred thousand dollars, buying more stock at the lower price. But the same thing happened: the bailout started looking uncertain.

The eccentric passion of Shankly was underlined for me by my England team-mate Roger Hunt's version of the classic tale of the Liverpool manager's pre-game talk before playing Manchester United. The story has probably been told a thousand times in and out of football, and each time you hear it there are different details, but when Roger told it the occasion was still fresh in his mind and I've always believed it to be the definitive account. It was later on the same day, as Roger and I travelled together to report for England duty, after we had played our bruising match at Anfield. Ian St John had scored the winner, then squared up to Denis Law, with Nobby finally sealing the mood of the afternoon by giving the Kop the 'V' sign. After settling down in our railway carriage, Roger said, 'You may have lost today, but you would have been pleased with yourself before the game. Shanks mentioned you in the team talk. When he says anything positive about the opposition, normally he never singles out players.' According to Roger, Shankly burst into the dressing room in his usual aggressive style and said, 'We're playing Manchester United this afternoon, and really it's an insult that we have to let them on to our field because we are superior to them in every department, but they are in the league so I suppose we have to play them. In goal Dunne is hopeless- he never knows where he is going. At right back Brennan is a straw- any wind will blow him over. Foulkes the centre half kicks the ball anywhere. On the left Tony Dunne is fast but he only has one foot. Crerand couldn't beat a tortoise. It's true David Herd has got a fantastic shot, but if Ronnie Yeats can point him in the right direction he's likely to score for us. So there you are, Manchester United, useless...' Apparently it was at this point the Liverpool winger Ian Callaghan, who was never known to whisper a single word on such occasions, asked, 'What about Best, Law and Charlton, boss?' Shankly paused, narrowed his eyes, and said, 'What are you saying to me, Callaghan? I hope you're not saying we cannot play three men.

Go get her,' Amren hissed. 'Right now.' 'No,' I said, and hated the word. They gaped at me, and I wanted to roar at the sight of the blood coating them, at my unconscious and suffering brothers on the carpet before them. But I managed to say to my cousin, 'Weren't you listening to what Feyre said to him? She promised to destroy him- from within.' Mor's face paled, her magic flaring on Azriel's chest. 'She's going into that house to take him down. To take them all down.' I nodded. 'She is now a spy- with a direct line t me. What the King of Hybern does, where he goes, what his plans are, she will know. And report back.' Far between us, faint and soft, hidden so none might find it... between us lay a whisper of colour, and joy, of light and shadow- a whisper of her. Our bond. 'She's your mate,' Amren bit at me. 'Not your spy. Go get her.' 'She is my mate. And my spy,' I said too quietly. 'And she is the High Lady of the Night Court.' 'What?' Mor whispered. I caressed a mental finger down that bond now hidden deep, deep within us, and said, 'If they had removed her other glove, they would have seen a second tattoo on her right arm. The twin to the other. Inked last night, when we crept out, found a priestess, and I swore her in as my High Lady.' 'Not- not consort,' Amren blurted, blinking. I hadn't seen her surprised in... centuries. 'Not consort, not wife. Feyre is High Lady of the Night Court.' My equal in every way; she would wear my crown, sit on a throne beside mine. Never sidelined, never deigned to breeding and parties and child-rearing. My queen. As if in answer, a glimmer of love shuddered down the bond. I clamped down on the relief that threatened to shatter any calm I feigned having. 'You mean to tell me,' Mor breathed, 'that my High Lady is now surrounded by enemies?' A lethal sort of calm crept over her tear-stained face. 'I mean to tell you,' I said, watching the blood clot on Cassian's wings with Amren's tending. Beneath Mor's own hands. Azriel's bleeding at least eased. Enough to keep them alive until the healer got here. 'I mean to tell you,' I said again, my power building and rubbing itself against my skin, my bones, desperate to be unleashed upon the world, 'that your High Lady made a sacrifice for her court- and we will move when the time is right.' Perhaps Lucien being Elain's mate would help- somehow, I'd find a way. And then I'd assist my mate in ripping the Spring Court, Ianthe, those mortal queens, and the King of Hybern to shreds. Slowly. 'Until then?' Amren demanded. 'What of the Cauldron- of the book?' 'Until then,' I said, staring toward the door as if I might see her walk through it, laughing and vibrant and beautiful, 'we got to war.

One of my favorite stories is about a newly hired traveling salesman who sent his first sales report to the home office. It stunned the brass in the sales department because it was obvious that the new salesman was ignorant! This is what he wrote: “I seen this outfit which they ain’t never bot a dim’s worth of nothin from us and I sole them some goods. I’m now goin to Chicawgo.” Before the man could be given the heave-ho by the sales manager, along came this letter from Chicago: “I cum hear and sole them haff a millyon.” Fearful if he did, and afraid if he didn’t fire the ignorant salesman, the sales manager dumped the problem in the lap of the president. The following morning, the ivory-towered sales department members were amazed to see posted on the bulletin board above the two letters written by the ignorant salesman this memo from the president: “We ben spendin two much time trying to spel instead of trying to sel. Let’s watch those sails. I want everybody should read these letters from Gooch who is on the rode doin a grate job for us and you should go out and do like he done.

For the psychologist Paul Bloom, this is a huge downside. Empathy, he argues, focuses our attention on single individuals, leading us to become both parochial and insensitive to scale.62 As Bertrand Russell is often reported to have said, “The mark of a civilized man is the capacity to read a column of numbers and weep,”63 but few of us are capable of truly feeling statistics in this way. If only we could be moved more by our heads than our hearts, we could do a lot more good. And yet the incentives to show empathy and spontaneous compassion are overwhelming. Think about it: Which kind of people are likely to make better friends, coworkers, and spouses—“calculators” who manage their generosity with a spreadsheet, or “emoters” who simply can’t help being moved to help people right in front of them? Sensing that emoters, rather than calculators, are generally preferred as allies, our brains are keen to advertise that we are emoters. Spontaneous generosity may not be the most effective way to improve human welfare on a global scale, but it’s effective where our ancestors needed it to be: at finding mates and building a strong network of allies.

Jules had listened in on nearly every word exchanged while they’d been back there together, and it was more than obvious that Max had yet to pull Gina into his arms and do his imitation of the Han Solo and Princess Leia big-moment kiss from The Empire Strikes Back. Maybe when Jules and the E-man walked out of the garage and climbed into that ancient Escort—which turned out to be part of the Testa fleet-Max would take the opportunity to plant a big, wet one on this woman that he still so obviously adored. Or maybe not. “Sweetie, I love the haircut,” Jules told Gina as he gave Max back his cell phone. “You look fabulous for a woman who’s been dead for five days.” “What?” she said, but it was time to go. “Max’ll fill you in,” he said. There. There was no way Max was going to be table to tell Gina about receiving the report of her death without getting a little misty-eyed. At which point Gina would, at the very least, throw her arms around him. If Max couldn’t manage to turn that into a truth-revealing kiss, he didn’t deserve the woman. “Ow,” he added as Emilio pressed his weapon into Jules’s kidney. “Sorry,” Emilio managed to put the right amount of apology into his voice, but he was obviously so stressed that he didn’t quite get the right facial expression to match. It was pretty odd. Particularly when he jabbed Jules again. “Let’s go.” Wow, wasn’t this going to be fun? Max, meanwhile, had stepped protectively in front of Gina. He caught and held Jules’s gaze. “We’ll wait for your call.” Silently, he sent another message entirely. If Emilio gave Jules any trouble, he should shoot him. Never mind the fact that Emilio was the one with the drawn weapon. Never mind that Jules’s hands were out and empty, and that he’d have a major bullet hole in his body if he so much as put said hands near his pockets.

Is there a bird among them, dear boy?” Charity asked innocently, peering not at the things on the desk, but at his face, noting the muscle beginning to twitch at Ian’s tense jaw. “No.” “Then they must be in the schoolroom! Of course,” she said cheerfully, “that’s it. How like me, Hortense would say, to have made such a silly mistake.” Ian dragged his eyes from the proof that his grandfather had been keeping track of him almost from the day of his birth-certainly from the day when he was able to leave the cottage on his own two legs-to her face and said mockingly, “Hortense isn’t very perceptive. I would say you are as wily as a fox.” She gave him a little knowing smile and pressed her finger to her lips. “Don’t tell her, will you? She does so enjoy thinking she is the clever one.” “How did he manage to have these drawn?” Ian asked, stopping her as she turned away. “A woman in the village near your home drew many of them. Later he hired an artist when he knew you were going to be somewhere at a specific time. I’ll just leave you here where it’s nice and quiet.” She was leaving him, Ian knew, to look through the items on the desk. For a long moment he hesitated, and then he slowly sat down in the chair, looking over the confidential reports on himself. They were all written by one Mr. Edgard Norwich, and as Ian began scanning the thick stack of pages, his anger at his grandfather for this outrageous invasion of his privacy slowly became amusement. For one thing, nearly every letter from the investigator began with phrases that made it clear the duke had chastised him for not reporting in enough detail. The top letter began, I apologize, Your Grace, for my unintentional laxness in failing to mention that indeed Mr. Thornton enjoys an occasional cheroot… The next one opened with, I did not realize, Your Grace, that you would wish to know how fast his horse ran in the race-in addition to knowing that he won. From the creases and holds in the hundreds of reports it was obvious to Ian that they’d been handled and read repeatedly, and it was equally obvious from some of the investigator’s casual comments that his grandfather had apparently expressed his personal pride to him: You will be pleased to know, Your Grace, that young Ian is a fine whip, just as you expected… I quite agree with you, as do many others, that Mr. Thornton is undoubtedly a genius… I assure you, Your Grace, that your concern over that duel is unfounded. It was a flesh wound in the arm, nothing more. Ian flipped through them at random, unaware that the barricade he’d erected against his grandfather was beginning to crack very slightly. “Your Grace,” the investigator had written in a rare fit of exasperation when Ian was eleven, “the suggestion that I should be able to find a physician who might secretly look at young Ian’s sore throat is beyond all bounds of reason. Even if I could find one who was willing to pretend to be a lost traveler, I really cannot see how he could contrive to have a peek at the boy’s throat without causing suspicion!” The minutes became an hour, and Ian’s disbelief increased as he scanned the entire history of his life, from his achievements to his peccadilloes. His gambling gains and losses appeared regularly; each ship he added to his fleet had been described, and sketches forwarded separately; his financial progress had been reported in minute and glowing detail.

Complex operations, in which agencies assume complementary roles and operate in close proximity-often with similar missions but conflicting mandates-accentuate these tensions. The tensions are evident in the processes of analyzing complex environments, planning for complex interventions, and implementing complex operations. Many reports and analyses forecast that these complex operations are precisely those that will demand our attention most in the indefinite future. As essayist Barton and O'Connell note, our intelligence and understanding of the root cause of conflict, multiplicity of motivations and grievances, and disposition of actors is often inadequate. Moreover, the problems that complex operations are intended and implemented to address are convoluted, and often inscrutable. They exhibit many if not all the characteristics of "wicked problems," as enumerated by Rittel and Webber in 1973: they defy definitive formulations; any proposed solution or intervention causes the problem to mutate, so there is no second chance at a solution; every situation is unique; each wicked problem can be considered a symptom of another problem. As a result, policy objectives are often compound and ambiguous. The requirements of stability, for example, in Afghanistan today, may conflict with the requirements for democratic governance. Efforts to establish an equitable social contract may well exacerbate inter-communal tensions that can lead to violence. The rule of law, as we understand it, may displace indigenous conflict management and stabilization systems. The law of unintended consequences may indeed be the only law of the land. The complexity of the challenges we face in the current global environment would suggest the obvious benefit of joint analysis - bringing to bear on any given problem the analytic tools of military, diplomatic and development analysts. Instead, efforts to analyze jointly are most often an afterthought, initiated long after a problem has escalated to a level of urgency that negates much of the utility of deliberate planning.

Or I can stay with Colby when he comes back,” she added deliberately. She even smiled. “He’ll take care of me.” His black eyes narrowed. “He can barely take care of himself,” he said flatly. “He’s a lost soul. He can’t escape the past or face the future without Maureen. He isn’t ready for a relationship with anyone else, even if he thinks he is” She didn’t rise to the bait. “I can count on Colby. He’ll help me if I need it.” He looked frustrated. “But you won’t let me help you.” “Colby isn’t involved with anyone who’d be jealous of the time he spent looking out for me. That’s the difference.” He let out an angry breath and his eyes began to glitter. “You have to beat the subject to death, I guess.” She managed to look indifferent. “You have your own life to live, Tate. I’m not part of it anymore. You’ve made that quite clear.” His teeth clenched. “Is it really that easy for you to throw the past away?” he asked. “That’s what you want,” she reminded him. There was a perverse pleasure in watching his eyes narrow. “You said you’d never forget or forgive me,” she added evenly. “I took you at your word. I’ll always have fond memories of you and Leta. But I’m a grown woman. I have a career, a future. I’ve dragged you down financially for years, without knowing it. Now that I do…” “For God’s sake!” he burst out, rising to pace with his hands clenched in his pockets. “I could have sent you to Harvard if you’d wanted to go there, and never felt the cost! “You’re missing the point,” she said, feeling nausea rise in her throat and praying it wouldn’t overflow. “I could have worked my way through school, paid for my own apartment and expenses. I wouldn’t have minded. But you made me beholden to you in a way I can never repay.” He stopped pacing and glared at her. “Have I asked for repayment?” She smiled in spite of herself. “You look just like Matt when you glower that way.” The glare got worse. She held up a hand. “I know. You don’t want to talk about that. Sorry.” “Everyone else wants to talk about it,” he said irritably. “I’ve done nothing but dodge reporters ever since the story broke. What a hell of a way to do it, on national television!

Stop Telling Yourself You’re Not Ready As we noted yesterday, we fear the unknown. For example, in our personal lives, we hesitate before saying hello to strangers. We immediately call a plumber before trying to fix plumbing problems on our own. We stick to the same grocery stores rather than visiting new stores. We gravitate toward the familiar. In our professional lives, we shy away from taking on unfamiliar projects. We cringe at the thought of creating new spreadsheets and reports for our bosses. We balk at branching out into new avenues of business. Instead, we remain in our comfort zones. There, after all, the risk of failure is minimal. One of the biggest reasons we do this is because we believe we’re unready to tackle new activities. We feel we lack the practical expertise to handle new projects with poise and effectiveness. We feel we lack the knowledge to know what we’re doing. In other words, we tell ourselves that we’re not 100% ready. This assumption stems from a basic and common fallacy: that we must be 100% prepared if we hope to perform a given task effectively. In reality, that’s untrue. The truth is, you’ll rarely be 100% ready for anything life throws at you. Individuals who have achieved success in their respective fields claim their success is a reflection of their persistence and grit, and an ability to adapt to their circumstances. It is not dictated by whether the individual has achieved mastery in any particular area.

While I ate a peanut butter sandwich later, I switched on the news. A microphone was shoved in Hank's face and I blinked at him in shock. He was angry—extremely so—and not just with the reporter—I could tell by his words. "Yes, my assistant manager didn't show up for work last night. I called the police because John is always on time and never misses a shift. I am only discovering now, through you, that his body was found near the wharf an hour ago." "The police didn't call you?" The reporter—a young woman—feigned surprise. "No. I assume they notified John's family first. How did you learn of the murder?" "Through ah, well, the usual channels," she stuttered. I figured she'd gotten information through a source or listened in on police communications. "You probably shouldn't mess with Hank right now," I spoke to the television screen. Too bad the reporter couldn't hear me. "Are you involved in your assistant manager's disappearance?" Her question proved (to me, at least) that she had very little common sense. "My whereabouts have already been disclosed to the police, who are in charge of this investigation, no matter how much you'd prefer to believe otherwise," Hank growled. "Where were you when my assistant manager disappeared?" "What?" she squeaked. "I can account for my time last night. Can you?" I almost laughed as she turned a bright pink. Yes, I dropped my shield and read her. She'd been in bed with her (married) producer. The station quickly cut to commercial while I snickered.

And so I learned things, gentlemen. Ah, one learns when one has to; one learns when one needs a way out; one learns at all costs. One stands over oneself with a whip; one flays oneself at the slightest opposition. My ape nature fled out of me, head over heels and away, so that my first teacher was almost himself turned into an ape by it and was taken away to a mental hospital. Fortunately he was soon let out again. But I used up many teachers, several teachers at once. As I became more confident of my abilities, as the public took and interest in my progress and my future began to look bright, I engaged teachers for myself, engaged them in five communicating rooms, and took lessons from all at once by dint of leaping from one room to the other. That progress of mine! How the rays of knowledge penetrated from all sides into my awakening brain? I do not deny it: I found it exhilarating. But I must also confess: I did not overestimate it, not even then, much less now. With an effort which up till now has never been repeated I managed to reach the cultural level of an average European. In itself that might be nothing to speak of, but it is something insofar as it has helped me out of my cage and opened a special way out for me, the way of humanity. There is an excellent idiom: to fight one’s way through the thick of things; that is what I have done, I have fought through the thick of things. There was nothing else for me to do, provided that freedom was not to be my choice. As I look back on my development and survey what I have achieved so far, I do not complain, but I am not complacent either. With my hands in my trouser pockets, my bottle of wine on the table, I half lie and half sit in my rocking chair and gaze out of the window: If a visitor arrives I receive him with propriety. My manager sits in the anteroom; when I ring, he comes and listens to what I have to say. Nearly every evening I give a performance, and I have a success that could hardly be increased. When I come home late at night from banquets, from scientific receptions, from social gatherings, there sits waiting for me a half-trained chimpanzee and I take comfort from her as apes do. By day I cannot bear to see her; for she has the insane look of the bewildered half-broken animal in her eye, no one else sees it, but I do, and I cannot bear it. On the whole, at any rate, I have achieved what I have set out to achieve. But do not tell me that it was not worth the trouble. In any case, I am not appealing to any man’s verdict. I am only imparting knowledge, I am only making a report. To you also, honored Members of the Academy, I have only made a report.

All night the fighting had been furious, with no let-up. Fur and Freedom Fighters had battled against flaming shafts with their bare paws and sand. Four lay dead and three wounded. Smoke-grimed and bleary-eyed, they had plucked burning arrows from the wood, strung them on their bows and returned them to stick blazing in the gates of Marshank. The javelin supply was depleted, one shaft being retained for each creature in the event that paw-to-paw combat would be their final stand. There were still plenty of rocks to sling, Keyla and Tullgrew taking charge of the slingers whilst Ballaw managed a frugal breakfast. The hare sat wearily against one of the sandbanks that had been shorn up either side of the cart, Rowanoak slumped beside him. Both were singed and smoke-grimed. Rowanoak drank half her water, passing the rest on to Brome, who distributed it among the wounded. The badger wiped a sandy paw across her scorched muzzle. ‘Well, Ballaw De Quincewold, what’s to report?’ The irrepressible hare wiped dust from his half-scone ration and looked up at the sky. ‘Report? Er, nothin’ much really, except that it looks like being another nice sunny day, wot!’ A flaming arrow extinguished itself in the sand close by Rowanoak. She tossed it on to a pile of other shafts waiting to be shot. ‘A nice day indeed. D’you think we’ll be around to see the sunset?’ Without waiting for an answer, she continued, ‘I wonder if that owl – Boldred, wasn’t it – I wonder if she ever managed to get through to this Martin the Warrior creature.’ Ballaw picked dried blood from a wound on his narrow chest. ‘Doesn’t look like it, does it? No, old Rowan me badger oak, I think the stage is all ours and it’ll be our duty to give the best performance we can before the curtain falls for the last time.

It wasn’t until years later that I understood that a management failure doomed Challenger as much as the O-ring failure. Engineers working on the solid rocket boosters had raised concerns multiple times about the performance of the O-rings in cold weather. In a teleconference the night before Challenger’s launch, they had desperately tried to talk NASA managers into delaying the mission until the weather got warmer. Those engineers’ recommendations were not only ignored, they were left out of reports sent to the higher-level managers who made the final decision about whether or not to launch. They knew nothing about the O-ring problems or the engineers’ warnings, and neither did the astronauts who were risking their lives. The presidential commission that investigated the disaster recommended fixes to the solid rocket boosters, but more important, they recommended broad changes to the decision-making process at NASA, recommendations that changed the culture at NASA—at least for a while.

Solemn three-day fasts, which were instituted by Adhemar of Le Puy, were decreed after an earthquake which took place on 30 December 1097, before the battle of Antioch on 28 June 1098, before an ordeal undergone by Peter Bartholomew on 8 April 1099 and before the procession round Jerusalem on 8 July 1099. These fasts certainly made an impression on the crusaders; they could hardly have failed to have done so, since they can only have made their hunger worse. It was reported that during their fast at Antioch Turks came up to walls with loaves of white bread, with which they tempted and mocked the starving men within. The achievement of the crusaders becomes even more remarkable — in fact it is quite incredible - when one considers that soldiers already weakened by starvation, who certainly appreciated die importance of taking food before battle since they took care to give their horses extra rations, deliberately fasted before their more important engagements. One wonders how they managed to fight at all.

Midway through the gruesomely pleasant dinner, Kev became aware that Amelia, who was seated at the end of the table, was unusually quiet. He looked at her closely, realizing her color was off and her cheeks were sweaty. Since he was seated at her immediate left, Kev leaned close and whispered, “What is it?” Amelia gave him a distracted glance. “Ill,” she whispered back, swallowing weakly. “I feel so … Oh, Merripen, do help me away from the table.” Without another word, Kev pushed his chair back and helped her up. Cam, who was at the other end of the long table, looked at them sharply. “Amelia?” “She’s ill,” Kev said. Cam reached them in a flash, his face taut with anxiety. As he gathered Amelia in his arms and carried her, protesting, from the room, one would think she’d suffered a severe injury rather than a probable case of indigestion. “Perhaps I might be of service,” Dr. Harrow said with quiet concern, laying his napkin on the table as he made to follow them. “Thank you,” Win said, smiling at him gratefully. “I’m so glad you’re here.” Kev barely restrained himself from gnashing his teeth in jealousy as Harrow left the room. The rest of the meal was largely neglected, the family going to the main receiving room to wait for a report on Amelia. It took an unnervingly long time for anyone to appear. “What could be the matter?” Beatrix asked plaintively. “Amelia’s never ill.” “She’ll be fine,” Win soothed. “Dr. Harrow will take excellent care of her.” “Perhaps I should go to their room,” Poppy said, “and ask how she is.” But before anyone could offer an opinion, Cam appeared in the doorway of the receiving room. He looked bemused, his hazel eyes vivid as he glanced at the assorted family members around him. He appeared to search for words. Then a dazzling smile appeared despite his obvious effort to moderate it. “No doubt the gadje have a more civilized way to put this,” he said, “but Amelia is with child.” A chorus of happy exclamations greeted the revelation. “What did Amelia say?” Leo asked. Cam’s smile turned wry. “Something to the effect that this wouldn’t be convenient.” Leo laughed quietly. “Children rarely are. But she’ll adore having someone new to manage.

Many potential readers will skip the shopping cart or cash-out clerk because they have seen so many disasters reported in the news that they’ve acquired a panic mentality when they think of them. “Disasters scare me to death!” they cry. “I don’t want to read about them!” But really, how can a picture hurt you? Better that each serve as a Hallmark card that greets your fitful fevers with reason and uncurtains your valor. Then, so gospeled, you may see that defeating a disaster is as innocently easy as deciding to go out to dinner. Remove the dread that bars your doors of perception, and you will enjoy a banquet of treats that will make the difference between suffering and safety. You will enter a brave new world that will erase your panic, and release you from the grip of terror, and relieve you of the deadening effects of indifference —and you will find that switch of initiative that will energize your intelligence, empower your imagination, and rouse your sense of vigilance in ways that will tilt the odds of danger from being forever against you to being always in your favor. Indeed, just thinking about a disaster is one of the best things you can do —because it allows you to imagine how you would respond in a way that is free of pain and destruction. Another reason why disasters seem so scary is that many victims tend to see them as a whole rather than divide them into much smaller and more manageable problems. A disaster can seem overwhelming when confronted with everything at once —but if you dice it into its tiny parts and knock them off one at a time, the whole thing can seem as easy as eating a lavish dinner one bite at a time. In a disaster you must also plan for disruption as well as destruction. Death and damage may make the news, but in almost every disaster far more lives are disrupted than destroyed. Wit­ness the tornado that struck Joplin, Missouri, in May 2011 and killed 158 people. The path of death and destruction was less than a mile wide and only 22 miles long —but within thirty miles 160,000 citizens whose property didn’t suffer a dime of damage were profoundly disrupted by the carnage, loss of power and water, suspension of civic services, and inability to buy food, gas, and other necessities. You may rightfully believe your chances of dying in a disaster in your lifetime may be nearly nil, but the chances of your life being disrupted by a disaster in the next decade is nearly a sure thing. Not only should you prepare for disasters, you should learn to premeditate them. Prepare concerns the body; premeditate concerns the mind. Everywhere you go, think what could happen and how you might/could/would/should respond. Use your imagination. Fill your brain with these visualizations —run mind-movies in your head —develop a repertoire —until when you walk into a building/room/situation you’ll automatically know what to do. If a disaster does ambush you —sure you’re apt to panic, but in seconds your memory will load the proper video into your mobile disk drive and you’ll feel like you’re watching a scary movie for the second time and you’ll know what to expect and how to react. That’s why this book is important: its manner of vivifying disasters kickstarts and streamlines your acquiring these premeditations, which lays the foundation for satisfying your needs when a disaster catches you by surprise.

The Gospels were written in such temporal and geographical proximity to the events they record that it would have been almost impossible to fabricate events. Anyone who cared to could have checked out the accuracy of what they reported. The fact that the disciples were able to proclaim the resurrection in Jerusalem in the face of their enemies a few weeks after the crucifixion shows that what they proclaimed was true, for they could never have proclaimed the resurrection under such circumstances had it not occurred. The Gospels could not have been corrupted without a great outcry on the part of orthodox Christians. Against the idea that there could have been a deliberate falsifying of the text, no one could have corrupted all the manuscripts. Moreover, there is no precise time when the falsification could have occurred, since, as we have seen, the New Testament books are cited by the church fathers in regular and close succession. The text could not have been falsified before all external testimony, since then the apostles were still alive and could repudiate any such tampering with the Gospels. The miracles of Jesus were witnessed by hundreds of people, friends and enemies alike; that the apostles had the ability to testify accurately to what they saw; that the apostles were of such doubtless honesty and sincerity as to place them above suspicion of fraud; that the apostles, though of low estate, nevertheless had comfort and life itself to lose in proclaiming the gospel; and that the events to which they testified took place in the civilized part of the world under the Roman Empire, in Jerusalem, the capital city of the Jewish nation. Thus, there is no reason to doubt the apostles’ testimony concerning the miracles and resurrection of Jesus. It would have been impossible for so many to conspire together to perpetrate such a hoax. And what was there to gain by lying? They could expect neither honor, nor wealth, nor worldly profit, nor fame, nor even the successful propagation of their doctrine. Moreover, they had been raised in a religion that was vastly different from the one they preached. Especially foreign to them was the idea of the death and resurrection of the Jewish Messiah. This militates against their concocting this idea. The Jewish laws against deceit and false testimony were very severe, which fact would act as a deterrent to fraud. Suppose that no resurrection or miracles occurred: how then could a dozen men, poor, coarse, and apprehensive, turn the world upside down? If Jesus did not rise from the dead, declares Ditton, then either we must believe that a small, unlearned band of deceivers overcame the powers of the world and preached an incredible doctrine over the face of the whole earth, which in turn received this fiction as the sacred truth of God; or else, if they were not deceivers, but enthusiasts, we must believe that these extremists, carried along by the impetus of extravagant fancy, managed to spread a falsity that not only common folk, but statesmen and philosophers as well, embraced as the sober truth. Because such a scenario is simply unbelievable, the message of the apostles, which gave birth to Christianity, must be true. Belief in Jesus’ resurrection flourished in the very city where Jesus had been publicly crucified. If the people of Jerusalem thought that Jesus’ body was in the tomb, few would have been prepared to believe such nonsense as that Jesus had been raised from the dead. And, even if they had so believed, the Jewish authorities would have exposed the whole affair simply by pointing to Jesus’ tomb or perhaps even exhuming the body as decisive proof that Jesus had not been raised. Three great, independently established facts—the empty tomb, the resurrection appearances, and the origin of the Christian faith—all point to the same marvelous conclusion: that God raised Jesus from the dead.

The cheerleaders of the new data regime rarely acknowledge the impacts of digital decision-making on poor and working-class people. This myopia is not shared by those lower on the economic hierarchy, who often see themselves as targets rather than beneficiaries of these systems. For example, one day in early 2000, I sat talking to a young mother on welfare about her experiences with technology. When our conversation turned to EBT cards, Dorothy Allen said, “They’re great. Except [Social Services] uses them as a tracking device.” I must have looked shocked, because she explained that her caseworker routinely looked at her purchase records. Poor women are the test subjects for surveillance technology, Dorothy told me. Then she added, “You should pay attention to what happens to us. You’re next.” Dorothy’s insight was prescient. The kind of invasive electronic scrutiny she described has become commonplace across the class spectrum today. Digital tracking and decision-making systems have become routine in policing, political forecasting, marketing, credit reporting, criminal sentencing, business management, finance, and the administration of public programs. As these systems developed in sophistication and reach, I started to hear them described as forces for control, manipulation, and punishment

They had shared much of their pasts, most of their fears, and all of their tenuous and fragile hopes, but Deborah had noticed over the years that whenever she mentioned her art, or something on which she was working, a subtle change would come over Carla. Her face would harden almost imperceptibly; her manner would edge toward coolness. Because it was a subtle emotion in a world of erratic oscillations of feeling, of violence, and of lies told by every sense of perception, Deborah had not noticed it in their sick times. But one day the world had cleared enough so that she realised that at any mention of her art, her friend drew back. In their new eagerness for experience and reality, the strange aloofness stood out clearly. [...] She had a dream. In the dream it was winter and night. The sky was thick blue-black and the stars were frozen in it, so that they glimmered. Over the clean white and windswept hills the shadows of snowdrifts drew long. She was walking on the crust of snow, watching the star-glimmer and the snow-glimmer and the cold tear-glimmer in her own eyes. A deep voice said to her, "You know, don't you, that the stars are sound as well as light?" She listened and heard a lullaby made by the voices of the stars, sounding so beautiful together that she began to cry with it. The voice said, "Look out there." She looked toward the horizon. "See, it is a sweep, a curve." Then the voice said, "This night is a curve of darkness and the space beyond it is a curve of human history, with every single life an arch from birth to death. The apex of all of these single curves determines the curve of history and, at last, of man." "I cannot show you yours," the voice said, "but I can show you Carla's. Dig here, deep in the snow. It is buried and frozen - Dig deep." Deborah pushed the snow aside with her hands. It was very cold, but she worked with a great intensity as if there were salvation in it. At last her hand struck something and she tore it up from burial. It was a piece of bone, thick and very strong and curved in a long, high, steady curve. "Is this Carla's life?" she asked. "Her creativity?" "It is bone-deep with her, though buried and frozen." The voice paused a moment and then said, "It's a fine one - a fine solid one!" [...] "Please don't be angry," she said, and then told Carla the dream. [...] She wiped her eyes. "It was only a dream, your dream..." "It's true anyway," Deborah said. "The one place I could never go..." Carla said musing, "...the one hunger I could never admit." When Deborah finished, Furii said, "You always took your art for granted, didn't you? I used to read in the ward reports all the time how you managed to do your drawing in spite of every sort of inconvenience and restriction.

The first thing to understand is that just because somebody interviewed well and reference-checked great, that does not mean she will perform superbly in your company. There are two kinds of cultures in this world: cultures where what you do matters and cultures where all that matters is who you are. You can be the former or you can suck. You must hold your people to a high standard, but what is that standard? I discussed this in the section “Old People.” In addition, keep the following in mind:   You did not know everything when you hired her. While it feels awkward, it is perfectly reasonable to change and raise your standards as you learn more about what’s needed and what’s competitive in your industry.   You must get leverage. Early on, it’s natural to spend a great deal of time integrating and orienting an executive. However, if you find yourself as busy as you were with that function before you hired or promoted the executive, then she is below standard.   As CEO, you can do very little employee development. One of the most depressing lessons of my career when I became CEO was that I could not develop the people who reported to me. The demands of the job made it such that the people who reported to me had to be 99 percent ready to perform. Unlike when I ran a function or was a general manager, there was no time to develop raw talent. That can and must be done elsewhere in the company, but not at the executive level. If someone needs lots of training, she is below standard.

Why do we despise, ostracize and punish the drug addict when as a social collective we share the same blindness and engage in the same rationalizations? To pose that question is to answer it. We despise, ostracize and punish the addict because we don’t wish to see how much we resemble him. In his dark mirror our own features are unmistakable. We shudder at the recognition. This mirror is not for us, we say to the addict. You are different, and you don’t belong with us. Like the hardcore addict’s pursuit of drugs, much of our economic and cultural life caters to people’s craving to escape mental and emotional distress. In an apt phrase, Lewis Lapham, long-time publisher of Harper’s Magazine, derides “consumer markets selling promises of instant relief from the pain of thought, loneliness, doubt, experience, envy, and old age.” According to a Statistics Canada study, 31 per cent of working adults aged nineteen to sixty-four consider themselves workaholics, who attach excessive importance to their work and are “overdedicated and perhaps overwhelmed by their jobs.” “They have trouble sleeping, are more likely to be stressed out and unhealthy, and feel they don’t spend enough time with their families,” reports the Globe and Mail. Work doesn’t necessarily give them greater satisfaction, suggested Vishwanath Baba, a professor of Human Resources and Management at McMaster University. “These people turn to work to occupy their time and energy” — as compensation for what is lacking in their lives, much as the drug addict employs substances. At the core of every addiction is an emptiness based in abject fear. The addict dreads and abhors the present moment; she bends feverishly only towards the next time, the moment when her brain, infused with her drug of choice, will briefly experience itself as liberated from the burden of the past and the fear of the future — the two elements that make the present intolerable. Many of us resemble the drug addict in our ineffectual efforts to fill in the spiritual black hole, the void at the centre, where we have lost touch with our souls, our spirit, with those sources of meaning and value that are not contingent or fleeting. Our consumerist, acquisition-, action- and image-mad culture only serves to deepen the hole, leaving us emptier than before. The constant, intrusive and meaningless mind-whirl that characterizes the way so many of us experience our silent moments is, itself, a form of addiction— and it serves the same purpose. “One of the main tasks of the mind is to fight or remove the emotional pain, which is one of the reasons for its incessant activity, but all it can ever achieve is to cover it up temporarily. In fact, the harder the mind struggles to get rid of the pain, the greater the pain.” So writes Eckhart Tolle. Even our 24/7 self-exposure to noise, emails, cell phones, TV, Internet chats, media outlets, music downloads, videogames and non-stop internal and external chatter cannot succeed in drowning out the fearful voices within.

Hoover wanted the new investigation to be a showcase for his bureau, which he had continued to restructure. To counter the sordid image created by Burns and the old school of venal detectives, Hoover adopted the approach of Progressive thinkers who advocated for ruthlessly efficient systems of management. These systems were modeled on the theories of Frederick Winslow Taylor, an industrial engineer, who argued that companies should be run “scientifically,” with each worker’s task minutely analyzed and quantified. Applying these methods to government, Progressives sought to end the tradition of crooked party bosses packing government agencies, including law enforcement, with patrons and hacks. Instead, a new class of technocratic civil servants would manage burgeoning bureaucracies, in the manner of Herbert Hoover—“ the Great Engineer”—who had become a hero for administering humanitarian relief efforts so expeditiously during World War I. As the historian Richard Gid Powers has noted, J. Edgar Hoover found in Progressivism an approach that reflected his own obsession with organization and social control. What’s more, here was a way for Hoover, a deskbound functionary, to cast himself as a dashing figure—a crusader for the modern scientific age. The fact that he didn’t fire a gun only burnished his image. Reporters noted that the “days of ‘old sleuth’ are over” and that Hoover had “scrapped the old ‘gum shoe, dark lantern and false moustache’ traditions of the Bureau of Investigation and substituted business methods of procedure.” One article said, “He plays golf. Whoever could picture Old Sleuth doing that?

The Blue Mind Rx Statement Our wild waters provide vast cognitive, emotional, physical, psychological, social, and spiritual values for people from birth, through adolescence, adulthood, older age, and in death; wild waters provide a useful, widely available, and affordable range of treatments healthcare practitioners can incorporate into treatment plans. The world ocean and all waterways, including lakes, rivers, and wetlands (collectively, blue space), cover over 71% of our planet. Keeping them healthy, clean, accessible, and biodiverse is critical to human health and well-being. In addition to fostering more widely documented ecological, economic, and cultural diversities, our mental well-being, emotional diversity, and resiliency also rely on the global ecological integrity of our waters. Blue space gives us half of our oxygen, provides billions of people with jobs and food, holds the majority of Earth's biodiversity including species and ecosystems, drives climate and weather, regulates temperature, and is the sole source of hydration and hygiene for humanity throughout history. Neuroscientists and psychologists add that the ocean and wild waterways are a wellspring of happiness and relaxation, sociality and romance, peace and freedom, play and creativity, learning and memory, innovation and insight, elation and nostalgia, confidence and solitude, wonder and awe, empathy and compassion, reverence and beauty — and help manage trauma, anxiety, sleep, autism, addiction, fitness, attention/focus, stress, grief, PTSD, build personal resilience, and much more. Chronic stress and anxiety cause or intensify a range of physical and mental afflictions, including depression, ulcers, colitis, heart disease, and more. Being on, in, and near water can be among the most cost-effective ways of reducing stress and anxiety. We encourage healthcare professionals and advocates for the ocean, seas, lakes, and rivers to go deeper and incorporate the latest findings, research, and insights into their treatment plans, communications, reports, mission statements, strategies, grant proposals, media, exhibits, keynotes, and educational programs and to consider the following simple talking points: •Water is the essence of life: The ocean, healthy rivers, lakes, and wetlands are good for our minds and bodies. •Research shows that nature is therapeutic, promotes general health and well-being, and blue space in both urban and rural settings further enhances and broadens cognitive, emotional, psychological, social, physical, and spiritual benefits. •All people should have safe access to salubrious, wild, biodiverse waters for well-being, healing, and therapy. •Aquatic biodiversity has been directly correlated with the therapeutic potency of blue space. Immersive human interactions with healthy aquatic ecosystems can benefit both. •Wild waters can serve as medicine for caregivers, patient families, and all who are part of patients’ circles of support. •Realization of the full range and potential magnitude of ecological, economic, physical, intrinsic, and emotional values of wild places requires us to understand, appreciate, maintain, and improve the integrity and purity of one of our most vital of medicines — water.

But if her idiot suitors were staying at Halstead Hall with her, then by thunder, he'd be here, too. They wouldn't take advantage of her on his watch. "We're agreed that you won't do any of that foolish nonsense you mentioned, like spying on them, right?" "Of course not. That's what I have you for." Her private lackey to jump at her commands. He was already regretting this. "Surely the gentlemen will accept the invitation," she went on, blithely ignoring his disgruntlement. "It's hunting season, and the estate has some excellent coveys." "I wouldn't know." She cast him an easy smile. "Because you generally hunt men, not grouse. And apparently you do it very well." A compliment? From her "No need to flatter me, my lady," he said dryly. "I've already agreed to your scheme." Her smile vanished. "Really, Mr. Pinter, sometimes you can be so..." "Honest?" he prodded. "Irritating." She tipped up her chin. "It will be easier to work together if you're not always so prickly." He felt more than prickly, and for the most foolish reasons imaginable. Because he didn't like her trawling for suitors. Or using him to do it. And because he hated her "lady of the manor" role. It reminded him too forcibly of the difference in their stations. "I am who I am, madam," he bit out, as much a reminder for himself as for her. "You knew what you were purchasing when you set out to do this." She frowned. "Must you make it sound so sordid?" He stepped as close as he dared. "You want me to gather information you can use in playing a false role to catch s husband. I am not the one making it sordid." "Tell me, sir, will I have to endure your moralizing at every turn?" she said in a voice dripping with sugar. "Because I'd happily pay extra to have you keep your opinions to yourself." "There isn't enough money in all the world for that." Her eyes blazed up at him. Good. He much preferred her in a temper. At least then she was herself, not putting on some show. She seemed to catch herself, pasting an utterly false smile to her lips. "I see. Well then, can you manage to be civil for the house party? It does me no good to bring suitors here if you'll be skulking about, making them uncomfortable." He tamped down the urge to provoke her further. If he did she'd strike off on her own, and that would be disastrous. "I shall try to keep my 'skulking' to a minimum." "Thank you." She thrust out her hand. "Shall we shake on it?" The minute his fingers closed about hers, he wished he'd refused. Because having her soft hand in his roused everything he'd been trying to suppress during this interview. He couldn't seem to let go. For such a small-boned female, she had a surprisingly firm grip. Her hand was like her-fragility and strength all wrapped in beauty. He had a mad impulse to lift it to his lips and press a kiss to her creamy skin. But he was no Lancelot to her Guinevere. Only in legend did lowly knights dare to court queens. Releasing her hand before he could do something stupid, he sketched a bow. "Good day, my lady. I'll begin my investigation at once and report to you as soon as I learn something." He left her standing there, a goddess surrounded by the aging glories of an aristocrat's mansion. God save him-this had to be the worst mission he'd ever undertaken, one he was sure to regret.

Secondly," he went on, "a Chief Magistrate is about as far beneath a marquess's daughter as a tree is beneath the moon." A mutinous look crossed his aunt's face. "Sir Richard started out as a saddler's apprentice. He got himself a knighthood partly because he married a wife with good connections." "A wealthy baker's daughter. That's a far cry from a lady of rank." "That doesn't mean it can't happen. You're a fine man, a handsome man, if I do say so myself. You're young and strong, with a good education and gentlemanly manners-better manners than Sir Richard, anyway. And now that you own this house-" "She lives in a mansion!" Snatching his arm free, he rose. "Do you really think she'd be happy here in Cheapside, with the butchers and merchants and tradesmen?" Her aunt looked wounded. "I thought you liked this neighborhood." Damn. "I do, but..." There was nothing for it but to tell her the truth. "She can't stand me, all right? I'd be the last person on earth she'd want to marry." Snatching up the report, he headed for the door. "I have to go." "Jackson?" "What?" he barked. "If that's true, she's a fool." Lady Celia was no fool. She simply knew better than to take up with a man who didn't know the identity of his own father. He managed a curt nod. "I'll see you tonight, Aunt." As he left the house, an age-old anger weighed him down. He wouldn't hurt Aunt Ada for the world, but she didn't understand. Ever since he'd started working for the Sharpes, she'd hoped that his association with them would raise him up in the world, and nothing he said dampened that hope. No doubt she believed that his father's supposedly noble blood made him somehow superior to every other bastard. But one day she would learn. An unclaimed bastard was an unclaimed bastard, no matter who his father was.

Time management also involves energy management. Sometimes the rationalization for procrastination is wrapped up in the form of the statement “I’m not up to this,” which reflects the fact you feel tired, stressed, or some other uncomfortable state. Consequently, you conclude that you do not have the requisite energy for a task, which is likely combined with a distorted justification for putting it off (e.g., “I have to be at my best or else I will be unable to do it.”). Similar to reframing time, it is helpful to respond to the “I’m not up to this” reaction by reframing energy. Thinking through the actual behavioral and energy requirements of a job challenges the initial and often distorted reasoning with a more realistic view. Remember, you only need “enough” energy to start the task. Consequently, being “too tired” to unload the dishwasher or put in a load of laundry can be reframed to see these tasks as requiring only a low level of energy and focus. This sort of reframing can be used to address automatic thoughts about energy on tasks that require a little more get-up-and-go. For example, it is common for people to be on the fence about exercising because of the thought “I’m too tired to exercise.” That assumption can be redirected to consider the energy required for the smaller steps involved in the “exercise script” that serve as the “launch sequence” for getting to the gym (e.g., “Are you too tired to stand up and get your workout clothes? Carry them to the car?” etc.). You can also ask yourself if you have ever seen people at the gym who are slumped over the exercise machines because they ran out of energy from trying to exert themselves when “too tired.” Instead, you can draw on past experience that you will end up feeling better and more energized after exercise; in fact, you will sleep better, be more rested, and have the positive outcome of keeping up with your exercise plan. If nothing else, going through this process rather than giving into the impulse to avoid makes it more likely that you will make a reasoned decision rather than an impulsive one about the task. A separate energy management issue relevant to keeping plans going is your ability to maintain energy (and thereby your effort) over longer courses of time. Managing ADHD is an endurance sport. It is said that good soccer players find their rest on the field in order to be able to play the full 90 minutes of a game. Similarly, you will have to manage your pace and exertion throughout the day. That is, the choreography of different tasks and obligations in your Daily Planner affects your energy. It is important to engage in self-care throughout your day, including adequate sleep, time for meals, and downtime and recreational activities in order to recharge your battery. Even when sequencing tasks at work, you can follow up a difficult task, such as working on a report, with more administrative tasks, such as responding to e-mails or phone calls that do not require as much mental energy or at least represent a shift to a different mode. Similarly, at home you may take care of various chores earlier in the evening and spend the remaining time relaxing. A useful reminder is that there are ways to make some chores more tolerable, if not enjoyable, by linking them with preferred activities for which you have more motivation. Folding laundry while watching television, or doing yard work or household chores while listening to music on an iPod are examples of coupling obligations with pleasurable activities. Moreover, these pleasant experiences combined with task completion will likely be rewarding and energizing.

And if someone can lead me to him?” Malaki asks. “Report back to me first. I don’t want to chance losing him. Oh and by the way—” Des’s eyes inadvertently land on Temper, “be discreet.” “Why are you looking at me?” Temper’s voice is several octaves louder than everyone else’s. The Bargainer arches an eyebrow. “I’m as motherfucking discreet as they come,” she says. I’m trying really, really hard not to laugh, but the struggle is real. Malaki manages a sharp nod. “We will be discreet,” he assures Des. The sorceress huffs. “Y’all need to get your heads checked. I am not the problem.” She turns on Malaki. “And you don’t need to go making promises for me. I never even said I was coming along.” “And you don’t need to.” The Bargainer stands. “But if you imagined staying behind so that you could have fun with Callie, then you’ll be sorely disappointed. The future Night Queen has official business that will take her away from the palace.” It takes me a second to realize Des is referring to me. “Wait,” I say, “I haven’t agreed to be queen.” “Yeah,” Temper agrees, “my girl hasn’t agreed—what?” She turns on me. “Bitch, have you lost your mind? Take that crown and wear that shit like it’s your birthright.” Ignoring Temper, Des’s gaze falls on me, his features sharp. “I apologize, the Night King’s consort has official business that will take her away from the palace.” I narrow my eyes at my mate. I might not have jumped onboard with this whole queen business, but I sure as hell don’t want to be known simply as someone else’s consort. “Hoooo!” Temper whoops, falling back into her seat. “You better sleep with one eye open, Desmond. I’ve seen my girl make men pay for less.” He’s still staring intensely at me. “That’s odd. For as long as I’ve known Callie, she’s the one who’s paid for my services. I admit, it’ll be nice to not be the prostitute in our relationship for once.” Temper snickers, appraising Des all over again. “Fuck one eye. Sleep with both eyes open.” I shake my head at Des as I stand, my eyes slitted. “It’s time to go.” We give curt goodbyes to Temper and Malaki, then slip out of the library. “You do realize how close you were to getting glamoured, don’t you?” I say as we head down the hallway. Des’s eyes seem to be laughing at me. “You say that like I’d mind.