Restart Study Quotes

That night, Ronan didn’t dream. After Gansey and Blue had left the Barns, he leaned against one of the front porch pillars and looked out at his fireflies winking in the chilly darkness. He was so raw and electric that it was hard to believe that he was awake. Normally it took sleep to strip him to this naked energy. But this was not a dream. This was his life, his home, his night. After a few moments, he heard the door ease open behind him and Adam joined him. Silently they looked over the dancing lights in the fields. It was not difficult to see that Adam was working intensely with his own thoughts. Words kept rising up inside Ronan and bursting before they ever escaped. He felt he’d already asked the question; he couldn’t also give the answer. Three deer appeared at the tree line, just at the edge of the porch light’s reach. One of them was the beautiful pale buck, his antlers like branches or roots. He watched them, and they watched him, and then Ronan could not stand it. “Adam?” When Adam kissed him, it was every mile per hour Ronan had ever gone over the speed limit. It was every window-down, goose-bumps-on-skin, teeth-chattering-cold night drive. It was Adam’s ribs under Ronan’s hands and Adam’s mouth on his mouth, again and again and again. It was stubble on lips and Ronan having to stop, to get his breath, to restart his heart. They were both hungry animals, but Adam had been starving for longer. Inside, they pretended they would dream, but they did not. They sprawled on the living room sofa and Adam studied the tattoo that covered Ronan’s back: all the sharp edges that hooked wondrously and fearfully into each other. “Unguibus et rostro,” Adam said. Ronan put Adam’s fingers to his mouth. He was never sleeping again.

When Adam kissed him, it was every mile per hour Ronan had ever gone over the speed limit. It was every window-down, goose-bumps-on-skin, teeth-chattering-cold night drive. It was Adam's ribs under Ronan's hands and Adam's mouth on his mouth, again and again and again. It was stubble on lips and Ronan having to stop, to get his breath, to restart his heart. They were both hungry animals, but Adam had been starving for longer. Inside, they pretended they would dream, but they did not. They sprawled on the living room sofa and Adam studied the tattoo that covered Ronan's back: all the sharp edges that hooked wondrously and fearfully into each other. "Unguibus et rostro," Adam said. Ronan put Adam's fingers to his mouth. He was never sleeping again.

The CAG chose to indict Manmohan Singh by starting its study of coal mine allocations from 2004, the year he took over. Why? Because that is when the government first mused that coal block auctions might be a good idea. So Dr Singh gets indicted—for having the right idea in the first place. Talk about perverse incentives. He should have just kept quiet—not something that’s often said about Manmohan Singh.

At some point, economists must study the Business Family Wedding Gift Economy. It is an extraordinary, closed bubble. What happens is this: a woman marries into a conservative Indian business family. She may well be energetic and bright, but there’s no place for her at work, nor can she work elsewhere. So, instead, she’s urged to ‘take up something’. Scented candles, usually. Sometimes kurta design. Or necklaces, or faux-Rajasthani coffee tables. She then becomes a ‘success’, because every other woman in the family buys her candles as wedding presents, at hideously inflated prices. In return, she buys their kurtas as wedding presents. Eventually, everyone is buying everyone else’s hideous creations at hideously high prices, and nobody can ever tell anyone else their stuff sucks, and that nobody really likes the smell of lavender anyway. The most amazing thing is, this is not a very different economy from the one their husbands are in.

All the many successes and extraordinary accomplishments of the Gemini still left NASA’s leadership in a quandary. The question voiced in various expressions cut to the heart of the problem: “How can we send men to the moon, no matter how well they fly their ships, if they’re pretty helpless when they get there? We’ve racked up rendezvous, docking, double-teaming the spacecraft, starting, stopping, and restarting engines; we’ve done all that. But these guys simply cannot work outside their ships without exhausting themselves and risking both their lives and their mission. We’ve got to come up with a solution, and quick!” One manned Gemini mission remained on the flight schedule. Veteran Jim Lovell would command the Gemini 12, and his space-walking pilot would be Buzz Aldrin, who built on the experience of the others to address all problems with incredible depth and finesse. He took along with him on his mission special devices like a wrist tether and a tether constructed in the same fashion as one that window washers use to keep from falling off ledges. The ruby slippers of Dorothy of Oz couldn’t compare with the “golden slippers” Aldrin wore in space—foot restraints, resembling wooden Dutch shoes, that he could bolt to a work station in the Gemini equipment bay. One of his neatest tricks was to bring along portable handholds he could slap onto either the Gemini or the Agena to keep his body under control. A variety of space tools went into his pressure suit to go along with him once he exited the cabin. On November 11, 1966, the Gemini 12, the last of its breed, left earth and captured its Agena quarry. Then Buzz Aldrin, once and for all, banished the gremlins of spacewalking. He proved so much a master at it that he seemed more to be taking a leisurely stroll through space than attacking the problems that had frustrated, endangered, and maddened three previous astronauts and brought grave doubts to NASA leadership about the possible success of the manned lunar program. Aldrin moved down the nose of the Gemini to the Agena like a weightless swimmer, working his way almost effortlessly along a six-foot rail he had locked into place once he was outside. Next came looping the end of a hundred-foot line from the Agena to the Gemini for a later experiment, the job that had left Dick Gordon in a sweatbox of exhaustion. Aldrin didn’t show even a hint of heavy breathing, perspiration, or an increased heartbeat. When he spoke, his voice was crisp, sharp, clear. What he did seemed incredibly easy, but it was the direct result of his incisive study of the problems and the equipment he’d brought from earth. He also made sure to move in carefully timed periods, resting between major tasks, and keeping his physical exertion to a minimum. When he reached the workstation in the rear of the Gemini, he mounted his feet and secured his body to the ship with the waist tether. He hooked different equipment to the ship, dismounted other equipment, shifted them about, and reattached them. He used a unique “space wrench” to loosen and tighten bolts with effortless skill. He snipped wires, reconnected wires, and connected a series of tubes. Mission Control hung on every word exchanged between the two astronauts high above earth. “Buzz, how do those slippers work?” Aldrin’s enthusiastic voice came back like music. “They’re great. Great! I don’t have any trouble positioning my body at all.” And so it went, a monumental achievement right at the end of the Gemini program. Project planners had reached all the way to the last inch with one crucial problem still unsolved, and the man named Aldrin had whipped it in spectacular fashion on the final flight. Project Gemini was

Where is your wife Sarah? It could be inferred from the angel’s question that it was unusual for Sarah not to be there—either in a serving capacity or joining them in the meal (there is no evidence of women eating separately in the ancient world). It could also be inferred from Abraham’s curt response (“there, in the tent”) that this was not just the circumstance of the moment and that she could be sent for. These are not necessary inferences, but there is a possibility that something is indicated here that was transparent to the Israelite reader, yet elusive to us. That is, it is possible that Sarah has had to retreat to the tent and is now confined there—that she has suddenly, much to her shock and consternation, become “indisposed.” Menstruation rendered a woman unclean in the ancient world and would have prohibited her from social contact and from food preparation and serving. The text specifically indicates that she had already gone through menopause (v. 11), but if she were to bear a child, her period would need to restart. The timing would have to be precise here. In v. 6 Abraham asked Sarah to bake some bread, an activity often forbidden to menstruating women in Abraham’s time, so at that point her period had not begun. Yet she would not be confined to her tent unless she actually had her period. If this is the issue, she experienced the onset of her period as dinner is being served. We know even from the Biblical narratives that menstruating women were at times confined to their tents (cf. 31:34–35). This view is also attested in the ancient Near East. Though somewhat speculative, this line of thinking would explain why the announcement that Sarah would bear a child is introduced by a question concerning Sarah’s whereabouts, leading the somewhat embarrassed Abraham to offer the euphemistic explanation that she is “in the tent” as a way of explaining that she is indisposed (note our modern euphemism, “it’s that time of the month”). One could almost imagine a transitional, “Indeed, and that is just the beginning . . .” It would have constituted a remarkable sign of the resumption of her fertility.

He felt people at IBM worshiped hierarchies. Each employee worried about his little piece of turf and nothing else. Diamond still recalled with amazement the time an IBM programmer, hacking away at OS/2, watched the program crash to a halt. The guy studied his screen for a minute, then said, “Wow, what a nasty problem. Glad that isn’t in my code.” He restarted his PC and went back to work, never even reporting the bug. At

I had a moral obligation to study my cases and develop my surgical skills because this wasn't a video game where I could just press the restart button and instantly I would regain all the lives I began with. Remorse is a powerful thing.

Tough times brought on by the Gulf War were testing such assumptions, forcing us to consider our response. We needed to come up with new ideas, do more with less, make short-term gains through greater efficiency, and prepare for long-term gains. That meant cutting every dollar possible in overhead and procedures while maintaining or boosting spending in three vital competitive areas. Number one was product quality. World leadership demanded that we maintain world-class quality, and recession is generally a period when material and labor prices are lowest and room occupancies are down. So we renovated and refurbished at such normally busy properties as the Inn on the Park in London and The Pierre in New York at a time when revenue would be little affected and customers least inconvenienced. That meant we were spending when others were retrenching. We had followed that strategy in 1981-82, and the rebound from that recession had given us nine years of steady growth. I thought the odds were in our favor to score the same way again. The second area was marketing. It’s tempting during recession to cut back on consumer advertising. At the start of each of the last three recessions, the growth of spending on such advertising had slowed by an average of 27 percent. But consumer studies of those recessions had showed that companies that didn’t cut their ads had, in the recovery, captured the most market share. So we didn’t cut our ad budget. In fact, we raised it modestly to gain brand recognition, which continued advertising sustains. As studies show, it’s much easier to sustain momentum than restart it. Third, we eased the workload and reduced costs by simplifying reporting methods. We set up a new system that allowed each hotel to recalculate its forecast, with minimal input, to year’s end, then send it in electronically along with a brief monthly commentary.

After she swore herself to secrecy and did her best to seem trustworthy and closemouthed, Mr. Nobley revealed that those two had been more than fond acquaintances. In fact, last year he’d proposed and she’d accepted. “Her mother disapproved, as he was merely a sailor. Mr. Heartwright, her brother, informed East that he was dismissed from being her suitor, and Miss Heartwright never had an opportunity to explain that it hadn’t been her wish. She fears it is too late now, but I don’t believe her heart ever let go of the man.” “Ah,” Jane said, now fitting their story into the correct Austen novel context--Persuasion, more or less. And that was a real bummer. Captain East had offered Jane the best shot at curative love. Oh well. Two down…one to go? She studied Mr. Nobley and wondered why she had the impression that he was dangerous--or would be if he didn’t so often look tired or bored. Was he a sleeping tiger? Or a sack of potatoes? “And how do you feel about this, Mr. Nobley?” she asked. “It does not matter how I feel about Miss Heartwright.” He nudged his horse forward, and hers followed. She hadn’t been talking about Miss Heartwright, but, okay. “Wait, are you heartbroken?” She knew Miss Erstwhile shouldn’t ask the question, but Jane couldn’t help it. “No, of course not.” “Not about Miss Heartwright, anyway.” Jane watched Mr. Nobley’s face closely for signs of Henry Jenkins. His mouth was still, unrevealing, but his eyes were sad. She’d never noticed before. “Maybe you’re not heartbroken anymore, maybe you’ve passed that part, and now you’re just lonely.” Mr. Nobley smiled, but with just half of his mouth. “You are very good at nettling me, Miss Erstwhile. As I said, it does not matter how I feel. We are speaking of Miss Heartwright and Captain East. I think it nonsense how they have kept silent about it these past days. They should speak their minds.” “You approve of speaking one’s mind? So, do you approve of me?” As it appeared Mr. Nobley had no intention of answering the question, and Jane was stumped at how to restart the conversation, they rode on in silence. Of course just at that moment, she would see Martin by a line of trees, looking her way. Why couldn’t she be chatting and laughing and having a wonderful time? She smiled generously at the world around her and hoped that Martin would think she was enthralled with Mr. Nobley’s company and perfectly happy. Mr. Nobley turned to ask her a question, but when he saw her grinning without apparent cause, the words hung in his mouth. His eyes widened. “What? You are laughing at me again. What have I done now?” Jane did laugh. “I’m sorry, but I can’t seem to help myself around you. You are so teas-able.” Which was precisely not true, and yet saying it somehow made it so. Mr. Nobley looked over his shoulder just as the line of trees hid Martin from view. Jane wasn’t sure if he saw him. “I’m sorry I annoy you so much,” said Jane. “I’ll stop. I really will.” “Hm,” said Mr. Nobley as if he doubted it. He looked at his hands thoughtfully, not speaking again for several moments. In the silence, Jane became aware of her heart beating. Why was that?

Probably the most daunting challenge in delivering growth is that if you fail once to deliver it, the odds that you ever will be able to deliver in the future are very low. This is the conclusion of a remarkable study, Stall Points, that the Corporate Strategy Board published in 1998.8 It examined the 172 companies that had spent time on Fortune’s list of the 50 largest companies between 1955 and 1995. Only 5 percent of these companies were able to sustain a real, inflation-adjusted growth rate of more than 6 percent across their entire tenure in this group. The other 95 percent reached a point at which their growth simply stalled, to rates at or below the rate of growth of the gross national product (GNP). Stalling is understandable, given our expectations that all growth markets become saturated and mature. What is scary is that of all these companies whose growth had stalled, only 4 percent were able to successfully reignite their growth even to a rate of 1 percent above GNP growth. Once growth had stalled, in other words, it proved nearly impossible to restart it.

Of the two, Rick Doblin has been at it longer and is by far the more well known. Doblin founded the Multidisciplinary Association for Psychedelic Studies (MAPS) all the way back in the dark days of 1986—the year after MDMA was made illegal and a time when most wiser heads were convinced that restarting research into psychedelics was a cause beyond hopeless. Doblin, born in 1953, is a great shaggy dog with a bone; he has been lobbying to change the government’s mind about psychedelics since shortly after graduating from New College, in Florida, in 1987. After experimenting with LSD as an undergraduate, and later with MDMA, Doblin decided his calling in life was to become a psychedelic therapist. But after the banning of MDMA in 1985, that dream became unachievable without a change in federal laws and regulations, so he decided he’d better first get a doctorate in public policy at Harvard’s Kennedy School. There, he mastered the intricacies of the FDA’s drug approval process, and in his dissertation plotted the laborious path to official acceptance that psilocybin and MDMA are now following.

From kindergarten to the valedictory address, schools grade, rank, and label their best performers. The top high school student wins the first major life contest, a competition in which most members of society participate. Following high school, victors enter subsequent contests at an advantage. The race is never restarted.