Reviews Don T Lie Quotes

We have learnt a lesson: words written in books, all of them, are lies. There are no exceptions. Words written on papers are all deceitful. If we put it in a more proper manner, counting non-fiction works, then things like documents, reports, and reviews that are recorded are also deceitful. There’s nothing but deceit. Don’t believe in the for-sale literature.

My dog, Willy, died a few years ago, but one of my great memories of him is watching him play in the front yard of our house at dusk. He was a puppy then, and in the early evenings he would contract a case of the zoomies. He ran in delighted circles around us, yipping and jumping at nothing in particular, and then after a while, he'd get tired, and he'd run over to me and lie down. And then he would do something absolutely extraordinary: He would roll over onto his back, and present his soft belly. I always marveled at the courage of that, his ability to be so absolutely vulnerable to us. He offered us the place ribs don't protect, trusting that we weren't going to bite or stab him. It's hard to trust the world like that, to show it your belly. There's something deep within me, something intensely fragile, that is terrified of turning itself to the world. I’m scared to even write this down, because I worry that having confessed this fragility, you know now where to punch. I know that if I’m hit where I am earnest, I will never recover.

This is a political age. War, Fascism, concentration camps, rubber truncheons, atomic bombs, etc., are what we daily think about, and therefore to a great extent what we write about, even when we do not name them openly. We cannot help this. When you are on a sinking ship, your thoughts will be about sinking ships. But not only is our subject-matter narrowed, but our whole attitude towards literature is coloured by loyalties which we at least intermittently realise to be non-literary. I often have the feeling that even at the best of times literary criticism is fraudulent, since in the absence of any accepted standards whatever—any external reference which can give meaning to the statement that such and such a book is “good” or “bad”—every literary judgement consists in trumping up a set of rules to justify an instinctive preference. One’s real reaction to a book, when one has a reaction at all, is usually “I like this book” or “I don’t like it,” and what follows is a rationalisation. But “I like this book” is not, I think, a non-literary reaction; the non-literary reaction is “This book is on my side, and therefore I must discover merits in it.” Of course, when one praises a book for political reasons one may be emotionally sincere, in the sense that one does feel strong approval of it, but also it often happens that party solidarity demands a plain lie. Anyone used to reviewing books for political periodicals is well aware of this. In general, if you are writing for a paper that you are in agreement with, you sin by commission, and if for a paper of the opposite stamp, by omission.

I reviewed five areas of research showing that moral thinking is more like a politician searching for votes than a scientist searching for truth: • We are obsessively concerned about what others think of us, although much of the concern is unconscious and invisible to us. • Conscious reasoning functions like a press secretary who automatically justifies any position taken by the president. • With the help of our press secretary, we are able to lie and cheat often, and then cover it up so effectively that we convince even ourselves. • Reasoning can take us to almost any conclusion we want to reach, because we ask “Can I believe it?” when we want to believe something, but “Must I believe it?” when we don’t want to believe. The answer is almost always yes to the first question and no to the second. • In moral and political matters we are often groupish, rather than selfish. We deploy our reasoning skills to support our team, and to demonstrate commitment to our team.

The first principle of moral psychology is Intuitions come first, strategic reasoning second. To demonstrate the strategic functions of moral reasoning, I reviewed five areas of research showing that moral thinking is more like a politician searching for votes than a scientist searching for truth: We are obsessively concerned about what others think of us, although much of the concern is unconscious and invisible to us. Conscious reasoning functions like a press secretary who automatically justifies any position taken by the president. With the help of our press secretary, we are able to lie and cheat often, and then cover it up so effectively that we convince even ourselves. Reasoning can take us to almost any conclusion we want to reach, because we ask “Can I believe it?” when we want to believe something, but “Must I believe it?” when we don’t want to believe. The answer is almost always yes to the first question and no to the second. In moral and political matters we are often groupish, rather than selfish. We deploy our reasoning skills to support our team, and to demonstrate commitment to our team.

Speaking of debutantes,” Jake continued cautiously when Ian remained silent, “what about the one upstairs? Do you dislike her especially, or just on general principle?” Ian walked over to the table and poured some Scotch into a glass. He took a swallow, shrugged, and said, “Miss Cameron was more inventive than some of her vapid little friends. She accosted me in a garden at a party.” “I can see how bothersome that musta been,” Jake joked, “having someone like her, with a face that men dream about, tryin’ to seduce you, usin’ feminine wiles on you. Did they work?” Slamming the glass down on the table, Ian said curtly, “They worked.” Coldly dismissing Elizabeth from his mind, he opened the deerskin case on the table, removed some papers he needed to review, and sat down in front of the fire. Trying to suppress his avid curiosity, Jake waited a few minutes before asking, “Then what happened?” Already engrossed in reading the documents in his hand, Ian said absently and without looking up, “I asked her to marry me; she sent me a note inviting me to meet her in the greenhouse; I went there; her brother barged in on us and informed me she was a countess, and that she was already betrothed.” The topic thrust from his mind, Ian reached for the quill lying on the small table beside his chair and made a note in the margin of the contract. “And?” Jake demanded avidly. “And what?” “And then what happened-after the brother barged in?” “He took exception to my having contemplated marrying so far above myself and challenged me to a duel,” Ian replied in a preoccupied voice as he made another note on the contract. “So what’s the girl doin’ here now?” Jake asked, scratching his head in bafflement over the doings of the Quality. “Who the hell knows,” Ian murmured irritably. “Based on her behavior with me, my guess is she finally got caught in some sleezy affair or another, and her reputation’s beyond repair.” “What’s that got to do with you?” Ian expelled his breath in a long, irritated sigh and glanced at Jake with an expression that made it clear he was finished answering questions. “I assume,” he bit out, “that her family, recalling my absurd obsession with her two years ago, hoped I’d come up to scratch again and take her off their hands.” “You think it’s got somethin’ to do with the old duke talking about you bein’ his natural grandson and wantin’ to make you his heir?” He waited expectantly, hoping for more information, but Ian ignored him, reading his documents. Left with no other choice and no prospect for further confidences, Jake picked up a candle, gathered up some blankets, and started for the barn. He paused at the door, struck by a sudden thought. “She said she didn’t send you any note about meetin’ her in the greenhouse.” “She’s a liar and an excellent little actress,” Ian said icily, without taking his gaze from the papers. “Tomorrow I’ll think of some way to get her out of here and off my hands.” Something in Ian’s face made him ask, “Why the hurry? You afraid of fallin’ fer her wiles again?” “Hardly.” “Then you must be made of stone,” he teased. “That woman’s so beautiful she’d tempt any man who was alone with her for an hour-includin’ me, and you know I ain’t in the petticoat line at all.” “Don’t let her catch you alone,” Ian replied mildly. “I don’t think I’d mind.” Jake laughed as he left.

So there you have it. O Software Architect, you must see the future. You must guess—intelligently. You must weigh the costs and determine where the architectural boundaries lie, and which should be fully implemented, and which should be partially implemented, and which should be ignored. But this is not a one-time decision. You don’t simply decide at the start of a project which boundaries to implement and which to ignore. Rather, you watch. You pay attention as the system evolves. You note where boundaries may be required, and then carefully watch for the first inkling of friction because those boundaries don’t exist. At that point, you weigh the costs of implementing those boundaries versus the cost of ignoring them—and you review that decision frequently. Your goal is to implement the boundaries right at the inflection point where the cost of implementing becomes less than the cost of ignoring. It takes a watchful eye.

Comanche Heart Quotes Read My rating: 1 of 5 stars2 of 5 stars3 of 5 stars[ 4 of 5 stars ]5 of 5 stars Comanche Heart (Comanche, #2)Comanche Heart by Catherine Anderson 4,139 ratings, 4.05 average rating, 326 reviews Open Preview Comanche Heart Quotes Showing 1-8 of 8 “Do you think courage means being fearless? Or daring? Courage, real courage, is taking three steps when it terrifies you.” ― Catherine Anderson, Comanche Heart tags: courage, fear, fearless, inspirational29 likesLike Goodreads recommends Questions about Goodreads? Questions about Goodreads? Visit our Help section to find the answers you’re looking for, or let us know about your ideas to improve Goodreads. Learn More “Ask me to cut off my right arm for you, and I'll do it. Ask me to lay down my life for you, and I'll do it. But Please don't ask me to give you up now that I've found you again. Don't ask that, Amy” ― catherine anderson, Comanche Heart 20 likesLike “That's an L, as in love, and I love you more than I'll ever be able to tell you with words. I want to tell you in other ways. In the way I kiss you. In the way I touch you. In the way I hold you. Won't you let me say it my way, just once? - Swift to Amy” ― Catherine Anderson, Comanche Heart 17 likesLike “The sadness in your heart is a yesterday you can no longer see, so put it behind you and walk always forward. Swift Antelope to Amy” ― Catherine Anderson, Comanche Heart tags: forgetting-the-past, the-past-looking-to-the-future10 likesLike “A man whose yesterdays rest on his horizon travels forward into his past. The result is that he goes a very long way to nowhere.” ― Catherine Anderson, Comanche Heart 10 likesLike “¿Crees que ser valiente significa no tener miedo? ¿O atreverse? El coraje, en realidad, significa dar tres pasos cuando eso te aterra” ― Catherine Anderson, Corazón comanche 7 likesLike “This was how God had intended it to be. A precious gift. A sacred oneness. I love you. He said the words in the way he held her, his rock hard arms so gentle they felt like air around her. I love you. His hands told her-not merely touching her, but worshiping her.” ― Catherine Anderson, Comanche Heart 5 likesLike “I know, but this one is important.” He cupped his hand to her chin and looked deep into her eyes. “When you lie down tonight and close your eyes to fall asleep, take me with you. If the nightmares come, dream that I’m there.” He pressed his cheek to hers. She felt wetness touch her skin. “Don’t face them alone anymore.

Think on Paper The power of this technique lies in its simplicity. Here’s how it works: You start with a list of everything you have to do for the coming day. Think on paper. You then place an A, B, C, D, or E next to each item on your list before you begin the first task. An “A” item is defined as something that is very important, something that you must do. This is a task that will have serious positive or negative consequences if you do it or fail to do it, like visiting a key customer or finishing a report that your boss needs for an upcoming board meeting. These items are the frogs of your life. If you have more than one A task, you prioritize these tasks by writing “A-1,” “A-2,” “A-3,” and so on in front of each item. Your A-1 task is your biggest, ugliest frog of all. ”Shoulds” versus “Musts” A “B” item is defined as a task that you should do. But it has only mild consequences. These are the tadpoles of your work life. This means that someone may be unhappy or inconvenienced if you don’t do one of these tasks, but it is nowhere as important as an A task. Returning an unimportant telephone message or reviewing your e-mail would be a B task. The rule is that you should never do a B task when an A task is left undone. You should never be distracted by a tadpole when a big frog is sitting there waiting to be eaten. A “C” task is defined as something that would be nice to do but for which there are no consequences at all, whether you do it or not. C tasks include phoning a friend, having coffee or lunch with a coworker, and completing some personal business during work hours. These sorts of activities have no effect at all on your work life. A “D” task is defined as something you can delegate to someone else. The rule is that you should delegate everything that someone else can do so you can free up more time for the A tasks that only you can do. An “E” task is defined as something that you can eliminate altogether, and it won’t make any real difference. This may be a task that was important at one time but is no longer relevant to you or anyone else. Often it is something you continue to do out of habit or because you enjoy it. But every minute that you spend on an E task is time taken away from an A task or activity that can make a real difference in your life. After you have applied the ABCDE Method to your list, you will be completely organized and ready to get more important things done faster.

What’s the first thing you do now before you visit a new restaurant for the first time or book a hotel room online? You probably ask a friend for a recommendation or you check out the reviews online. Now more than ever, the story your customers tell about you is a big part of your story. Word of mouth is accelerated and amplified. Trust is built digitally beyond the village. Reputations are built and lost in a moment. Opinions are no longer only shared one to one; they are broadcasted one to many, through digital channels. Those opinions live on as clues to your story. The cleanliness of your hotel bathrooms is no longer a secret. Guests’ unedited photos are displayed alongside a hotel brochure’s digital glossies. TripAdvisor ratings are proudly displayed by hotels and often say more about the standards guests can expect than do other, more established star ratings systems, such as the Forbes Travel Guide‘s ratings. Once-invisible brands and family-run hotels have had their businesses turned around by the stories their customers tell about them. “With 50 million reviews and counting, [TripAdvisor] is shaking the travel industry to its core.” —Nathan Labenz It turns out that people are more likely to trust the stories other people tell about you than to trust the well-lit Photoshopped images in your brochure. Reputation is how your idea and brand story are spread. A survey conducted by Chadwick Martin Bailey found that six in ten cruise customers said “they were less likely to book a cruise that received only one star.” There is no marketing more powerful than what one person says to another to recommend your brand. “Don’t waste money on expensive razors.” “Nice hotel; shame about the customer service.” In a world where online reputation can increase a hotel’s occupancy and revenue, trust has become a marketing metric. “[R]eputation has a real-world value.” —Rachel Botsman When we were looking to book a quiet, off-the-beaten-track hotel in Bali, the first place we looked wasn’t with the travel agents or booking.com. I jumped online and found that one of the area’s best-rated hotels on tripadvisor.com wasn’t a five-star resort but a modest family-run, three-star hotel that was punching well above its weight. This little fifteen-room hotel had more than 400 very positive reviews and had won a TripAdvisor Travellers Choice award. The reviews from the previous guests sealed the deal. The little hotel in Ubud was perfect. The reviews didn’t lie, and of course the place was fully booked with a steady stream of guests who knew where to look before taking a chance on a hotel room. Just a few years before, this $50-a-night hotel would have been buried amongst a slew of well-marketed five-star resorts. Today, thanks to a currency of trust, even tiny brands can thrive by doing the right thing and giving their customers a great story to tell.

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The first principle of moral psychology is Intuitions come first, strategic reasoning second. To demonstrate the strategic functions of moral reasoning, I reviewed five areas of research showing that moral thinking is more like a politician searching for votes than a scientist searching for truth: • We are obsessively concerned about what others think of us, although much of the concern is unconscious and invisible to us. • Conscious reasoning functions like a press secretary who automatically justifies any position taken by the president. • With the help of our press secretary, we are able to lie and cheat often, and then cover it up so effectively that we convince even ourselves. • Reasoning can take us to almost any conclusion we want to reach, because we ask “Can I believe it?” when we want to believe something, but “Must I believe it?” when we don’t want to believe. The answer is almost always yes to the first question and no to the second. • In moral and political matters we are often groupish, rather than selfish. We deploy our reasoning skills to support our team, and to demonstrate commitment to our team.

Being a true leader, as opposed to a competent manager, requires a willingness to get your hands dirty. I have said before that I do not expect anyone to do a job I cannot do myself. While this is clearly unrealistic as a company grows and expands, the perception of being willing to step in and assist must remain. The weight of leadership includes staying calm while others panic and coming up with solutions rather than joining the chorus of complaints. The Covid-19 pandemic has certainly helped distinguish the leaders from the managers. Leaders are prepared to take responsibility when things go wrong, even if the true responsibility lies with someone else. Leaders are visible. Leaders have a vision, even if it is only short term. I don’t really believe in long-term planning. I make up the rules of the game based on one-year plans. This means I always retain visibility and control. Five years is too long a time to have any certainty that the objectives will be met. Leadership is not a popularity contest, but it also should not inspire fear. Leaders earn respect and loyalty, recognising that these take a long time to earn and a second to lose. A leader is not scared of collaboration and listening to the opinions of others, as well as accepting help when it’s needed. Leadership is not a quality that you are born with, it is something that you learn over time. I was not a leader in my Coronation days, and I am the first to admit that I made a lot of mistakes. Even at African Harvest, as much as I achieved financial success and tried different techniques to earn respect, I never truly managed to deal with the unruly investment team. But, having built on years of experience, by the time I hit my stride at Sygnia, I was a leader. Within any organisation of substantial size, there is space for more than one leader, whether they head up divisions or the organisation itself. There are several leaders across Sygnia weaving the fabric of our success. I am no longer the sole leader, having passed the baton on to others in pursuit of my own dreams. To quote the Harvard Business Review, ‘The competencies most frequently required for success at the top of any sizable business include strategic orientation, market insight, results orientation, customer impact, collaboration and influence, organisational development, team leadership, and change leadership.’ That is what I looked for in my successor, and that is what I found in David. I am confident that all the leaders I have groomed are more than capable of taking the company forwards.

So, if you want to get a real, lasting benefit out of this book, don’t imagine that skimming through it once will suffice. After reading it thoroughly, you ought to spend a few hours reviewing it every month. Keep it on your desk in front of you every day. Glance through it often. Keep constantly impressing yourself with the rich possibilities for improvement that still lie in the offing. Remember that the use of these principles can be made habitual only by a constant and vigorous campaign of review and application. There is no other way.

Terror loomed large in the decision-making process for many Republicans when it came to the 2016 election. One of the most persuasive essays of the cycle supporting Trump’s candidacy explicitly made the case for him on do-or-die grounds inspired by terror. Writing for the Claremont Review of Books, Michael Anton, using the pseudonym Publius Decius Mus, bluntly stated: “2016 is the Flight 93 election: charge the cockpit or you die. You may die anyway. You—or the leader of your party—may make it into the cockpit and not know how to fly or land the plane. There are no guarantees. Except one: if you don’t try, death is certain.

The operation turned out badly—what can you say? More than once in Rouen I’ve seen a patient meet his end in the operating room under the well-groomed hands of Dr. Achille-Cléophas Flaubert. That is how it goes in our line of work, which you don’t know a damned thing about. One time you get lucky, the next you don’t, that’s the end of the story. So undress and lie down next to me, and I will claim my conjugal rights, just as I perform my marital duties as a sound husband and provider. Not a word more!

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