Safety First Serie Quotes

Civilization, in fact, grows more maudlin and hysterical; especially under democracy it tends to degenerate into a mere combat of crazes; the whole aim of practical politics is to keep the populace alarmed (and hence clamorous to be led to safety) by an endless series of hobgoblins, most of them imaginary. Wars are no longer waged by the will of superior men, capable of judging dispassionately and intelligently the causes behind them and the effects flowing out of them. The are now begun by first throwing a mob into a panic; they are ended only when it has spent its ferine fury.

Hadley grabs the laminated safety instructions from the seat pocket in front of her and frowns at the cartoon men and women who seem weirdly delighted to be bailing out of a series of cartoon planes. Beside her, Oliver stifles a laugh, and she glances up again. “What?” “I’ve just never seen anyone actually read one of those things before,” “Well,” she says, “then you’re very lucky to be sitting next to me.” “Just in general?” She grins. “Well, particularly in case of an emergency.” “Right,” he says. “I feel incredibly safe. When I’m knocked unconscious by my tray table during some sort of emergency landing, I can’t wait to see all five-foot-nothing of you carry me out of here.

Hadley grabs the laminated safety instructions from the seat pocket in front of her and frowns at the cartoon men and women who seem weirdly delighted to be bailing out of a series of cartoon planes. Beside her, Oliver stifles a laugh, and she glances up again. "What?" "I've just never seen anyone actually read one of those things before." "Well," she says, "then you're very lucky to be sitting next to me.

Never yet,” Theodore Roosevelt reminds us, “was worthy adventure worthily carried through by the man who put his personal safety first.

Kayn began to speak as if she were reading his obituary. “I can see the paper now; it would read something like this; Kevin Smith was a wonderful boy so smart and good looking but a little clumsy. Had he simply tied up his shoes he would have never tripped down the stairs and found himself impaled on a janitor’s broom. Remember kids; tie your shoes; safety first.” (The Children of Ankh series)

I wanted to complain that, no, I wasn’t even close to prepared. I looked at Pandora’s jar and for the first time, I had an urge to open it. Hope seemed pretty useless to me right now. So many of my friends were dead. Rachel was cutting me off. Annabeth was angry with me. My parents were asleep down in the streets somewhere while a monster army surrounded the building. Olympus was on the verge of falling, and I’d seen so many cruel things the gods had done: Zeus destroying Maria di Angelo, Hades cursing the last Oracle, Hermes turning his back on Luke even when he knew his son would become evil. Surrender, Prometheus’s voice whispered in my ear. Otherwise your home will be destroyed. Your precious camp will burn. Then I looked at Hestia. Her red eyes glowed warmly. I remembered the images I’d seen in her hearth – friends and family, everyone I cared about. I remembered something Chris Rodriguez had said: There’s no point in defending camp if you guys die. All our friends are here. And Nico, standing up to his father Hades: If Olympus falls, he said, your own palace’s safety doesn’t matter.

In a typical crash, for example, the weather is poor—not terrible, necessarily, but bad enough that the pilot feels a little bit more stressed than usual. In an overwhelming number of crashes, the plane is behind schedule, so the pilots are hurrying. In 52 percent of crashes, the pilot at the time of the accident has been awake for twelve hours or more, meaning that he is tired and not thinking sharply. And 44 percent of the time, the two pilots have never flown together before, so they’re not comfortable with each other. Then the errors start—and it’s not just one error. The typical accident involves seven consecutive human errors. One of the pilots does something wrong that by itself is not a problem. Then one of them makes another error on top of that, which combined with the first error still does not amount to catastrophe. But then they make a third error on top of that, and then another and another and another and another, and it is the combination of all those errors that leads to disaster. These seven errors, furthermore, are rarely problems of knowledge or flying skill. It’s not that the pilot has to negotiate some critical technical maneuver and fails. The kinds of errors that cause plane crashes are invariably errors of teamwork and communication. One pilot knows something important and somehow doesn’t tell the other pilot. One pilot does something wrong, and the other pilot doesn’t catch the error. A tricky situation needs to be resolved through a complex series of steps—and somehow the pilots fail to coordinate and miss one of them. “The whole flight-deck design is intended to be operated by two people, and that operation works best when you have one person checking the other, or both people willing to participate,” says Earl Weener, who was for many years chief engineer for safety at Boeing. “Airplanes are very unforgiving if you don’t do things right. And for a long time it’s been clear that if you have two people operating the airplane cooperatively, you will have a safer operation than if you have a single pilot flying the plane and another person who is simply there to take over if the pilot is incapacitated.

like to make practices stimulating, fun, and, most of all, efficient. Coach Al McGuire once told me that his secret was not wasting anybody’s time. “If you can’t it get done in eight hours a day,” he said, “it’s not worth doing.” That’s been my philosophy ever since. Much of my thinking on this subject was influenced by the work of Abraham Maslow, one of the founders of humanistic psychology who is best known for his theory of the hierarchy of needs. Maslow believed that the highest human need is to achieve “self-actualization,” which he defined as “the full use and exploitation of one’s talents, capacities and potentialities.” The basic characteristics of self-actualizers, he discovered in his research, are spontaneity and naturalness, a greater acceptance of themselves and others, high levels of creativity, and a strong focus on problem solving rather than ego gratification. To achieve self-actualization, he concluded, you first need to satisfy a series of more basic needs, each building upon the other to form what is commonly referred to as Maslow’s pyramid. The bottom layer is made up of physiological urges (hunger, sleep, sex); followed by safety concerns (stability, order); love (belonging); self-esteem (self-respect, recognition); and finally self-actualization. Maslow concluded that most people fail to reach self-actualization because they get stuck somewhere lower on the pyramid. In his book The Farther Reaches of Human Nature, Maslow describes the key steps to attaining self-actualization: experiencing life “vividly, selflessly, with full concentration and total absorption”; making choices from moment to moment that foster growth rather than fear; becoming more attuned to your inner nature and acting in concert with who you are; being honest with yourself and taking responsibility for what you say and do instead of playing games or posing; identifying your ego defenses and finding the courage to give them up; developing the ability to determine your own destiny and daring to be different and non-conformist; creating an ongoing process for reaching your potential and doing the work needed to realize your vision. fostering the conditions for having peak experiences, or what Maslow calls “moments of ecstasy” in which we think, act, and feel more clearly and are more loving and accepting of others.

First, uncertainty is where things happen. Uncertainty is your personal pathway to opportunity. It’s the environment in which you grow, experience new things, and produce new, unprecedented results. Uncertainty is where new happens. “The desire for safety stands against every great and noble enterprise.” - Tacitus When you stick to what you’re comfortable with, doing the same things you’ve always done, you’re in effect living in the past—not moving forward. You’re repeating things and behaviors that at one time in your life were risky since you didn’t know what they would lead to, but have since turned into routine. Think about it: How can you go to new places if you never leave the house? How can you make friends and start romances without meeting new people? How can you do anything new by doing what you’ve always done? You can’t. The truth is you can’t even predict what the people you know will do, let alone the people you don’t know. Whether it’s the checkout line or a nightclub

Hindu treatise on the art of government, the Arthashastra, lays down the rules of policy for the complete tyrant, describing the organization of his palace, his court, and his state in such fashion as to make Machiavelli seem a liberal. The first rule is that he must trust no one, and be without a single intimate friend. Beyond this, he must organize his government as a series of concentric circles composed of the various ministers, generals, officers, secretaries, and servants who execute his orders, every circle constituting a degree of rank leading up to the king himself at the center—like a spider in its web. Beginning with the circle immediately surrounding the king, the circles must consist alternately of his natural enemies and his natural friends. Because the very highest rank of princes will be plotting to seize the king’s power, they must be surrounded and watched by a circle of ministers eager to gain the king’s favor—and this hierarchy of mutually mistrusting circles must go all the way out to the fringe of the web. Divide et impera—divide and rule. Meanwhile, the king remains in the safety of his inmost apartments, attended by guards who are in turn watched by other guards hidden in the walls. Slaves taste his food for poison, and he must sleep either with one eye open or with his door firmly locked on the inside. In case of a serious revolution, there must be a secret, underground passage giving him escape from the center—a passage containing a lever which will unsettle the keystone of the building and bring it crashing down upon his rebellious court. The Arthashastra does not forget to warn the tyrant that he can never win. He may rise to eminence through ambition or the call of duty, but the more absolute his power, the more he is hated, and the more he is the prisoner of his own trap. The web catches the spider. He cannot wander at leisure in the streets and parks of his own capital, or sit on a lonely beach listening to the waves and watching the gulls. Through enslaving others he himself becomes the most miserable of slaves.

The first chlorofluorocarbon compound they synthesized was dichlorodifluoromethane (CCl2F2), known as F12 and sold under the proprietary name Freon, whose intermediate was trichlorofluoromethane (CFCl3 known as F11), and although they did not make it, they were aware that they could also produce the overfluorinated alternative, chlorotrifluoromethane (CF3Cl), known as F13. They sniffed F12 and survived the experiment; then they organized a series of guinea pig tests proving the compound’s safety. In April 1930 Midgley introduced Freon at the American Chemical Society meeting in a surprising manner, inhaling a bit of it on stage (nontoxic!) and slowly exhaling it to distinguish a candle flame (nonflammable!). In August 1930 GM and DuPont set up a joint stock company to make and market the compound, and Freon received its US patent (under the generic title Heat transfers) in November 1931.

Look at stocks as part ownership of a business. 2. Look at Mr. Market—volatile stock price fluctuations—as your friend rather than your enemy. View risk as the possibility of permanent loss of purchasing power, and uncertainty as the unpredictability regarding the degree of variability in the possible range of outcomes. 3. Remember the three most important words in investing: “margin of safety.” 4. Evaluate any news item or event only in terms of its impact on (a) future interest rates and (b) the intrinsic value of the business, which is the discounted value of the cash that can be taken out during its remaining life, adjusted for the uncertainty around receiving those cash flows. 5. Think in terms of opportunity costs when evaluating new ideas and keep a very high hurdle rate for incoming investments. Be unreasonable. When you look at a business and get a strong desire from within saying, “I wish I owned this business,” that is the kind of business in which you should be investing. A great investment idea doesn’t need hours to analyze. More often than not, it is love at first sight. 6. Think probabilistically rather than deterministically, because the future is never certain and it is really a set of branching probability streams. At the same time, avoid the risk of ruin, when making decisions, by focusing on consequences rather than just on raw probabilities in isolation. Some risks are just not worth taking, whatever the potential upside may be. 7. Never underestimate the power of incentives in any given situation. 8. When making decisions, involve both the left side of your brain (logic, analysis, and math) and the right side (intuition, creativity, and emotions). 9. Engage in visual thinking, which helps us to better understand complex information, organize our thoughts, and improve our ability to think and communicate. 10. Invert, always invert. You can avoid a lot of pain by visualizing your life after you have lost a lot of money trading or speculating using derivatives or leverage. If the visuals unnerve you, don’t do anything that could get you remotely close to reaching such a situation. 11. Vicariously learn from others throughout life. Embrace everlasting humility to succeed in this endeavor. 12. Embrace the power of long-term compounding. All the great things in life come from compound interest.

Notice the types of temptations the masters faced. The first attack by the devil played on Jesus’s hunger. Mara presented the Buddha with his fears—everything that is going wrong. “The slings and arrows of outrageous fortune,” as Shakespeare put it. That’s the DMN’s specialty: dredging up everything that has gone wrong in your past or might go wrong in your future. That’s the first way the demon tries to tempt you out of Bliss Brain. Then the demon presented Buddha with every possible variant of sexual and sensual pleasure. The devil offered Jesus all the wonders of the world. That’s another way the demon tries to distract us out of focus. All the good things we might experience. If presenting you with all your fears fails, then presenting you with all your desires might succeed. There’s a final way the demon can yank us out of single-minded attention to focus. The brains of meditating monks show enormous amplitudes of gamma brain waves, about which we’ll learn more in Chapter 4. Gamma is the wave of insight and integration. In Bliss Brain, we have flashes of unparalleled insight. It’s a creative brainstorm. You get downloads of brilliant blog posts you could write, extraordinary art you could paint, scientific breakthroughs you could achieve, marketing magic you might create, and life circumstances you might enjoy. Yet going down these rabbit holes can be as much of a distraction as your fears and desires. It’s all about me. My safety, my pleasure, my body, my money, my health, my love life, my career. Of all the streaming video series our minds could tune in to, the Me Show is the most compelling. It’s the demon’s ultimate weapon of mass distraction. To reach and sustain Bliss Brain, it’s essential to do what the Buddha and Jesus did: remain in one-pointed focus.

To apply first principles thinking to the field of value investing, consider several fundamental truths. Understand and practice the following if you want to become a good investor: 1. Look at stocks as part ownership of a business. 2. Look at Mr. Market—volatile stock price fluctuations—as your friend rather than your enemy. View risk as the possibility of permanent loss of purchasing power, and uncertainty as the unpredictability regarding the degree of variability in the possible range of outcomes. 3. Remember the three most important words in investing: “margin of safety.” 4. Evaluate any news item or event only in terms of its impact on (a) future interest rates and (b) the intrinsic value of the business, which is the discounted value of the cash that can be taken out during its remaining life, adjusted for the uncertainty around receiving those cash flows. 5. Think in terms of opportunity costs when evaluating new ideas and keep a very high hurdle rate for incoming investments. Be unreasonable. When you look at a business and get a strong desire from within saying, “I wish I owned this business,” that is the kind of business in which you should be investing. A great investment idea doesn’t need hours to analyze. More often than not, it is love at first sight. 6. Think probabilistically rather than deterministically, because the future is never certain and it is really a set of branching probability streams. At the same time, avoid the risk of ruin, when making decisions, by focusing on consequences rather than just on raw probabilities in isolation. Some risks are just not worth taking, whatever the potential upside may be. 7. Never underestimate the power of incentives in any given situation. 8. When making decisions, involve both the left side of your brain (logic, analysis, and math) and the right side (intuition, creativity, and emotions). 9. Engage in visual thinking, which helps us to better understand complex information, organize our thoughts, and improve our ability to think and communicate. 10. Invert, always invert. You can avoid a lot of pain by visualizing your life after you have lost a lot of money trading or speculating using derivatives or leverage. If the visuals unnerve you, don’t do anything that could get you remotely close to reaching such a situation. 11. Vicariously learn from others throughout life. Embrace everlasting humility to succeed in this endeavor. 12. Embrace the power of long-term compounding. All the great things in life come from compound interest.

Percy’s internal radar was pinging like crazy. After so many horrible days, he’d finally reached his goal. His instincts told him that if he could make it inside that door he might find safety for the first time since the wolves had sent him south.

micro second, I could see Mishy and I doing an aerial somersault and being pinged like a sling shot off the bike, landing ungracefully  in the gutter, probably head first into a steaming pile of dog poo. Miraculously, (well not really, because I used my witch craft) Mishy was able to steer the bike to safety as her tyres magically ploughed through the bike on the ground. She kept saying over and over, “What just happened, what just happened? I thought we were dead!” I said to her, “Its ok Mish, you saved our lives.” “Sorry guys,” a timid voice popped out from behind the tree. “It was kind of lying against the tree when I left it. It must have fallen down. I hope you’re both ok.” As soon as I saw Kaitlyn sheepishly step out from behind the tree, it suddenly clicked as to what had been missing back at Koolbar. It was Kaitlyn. She wasn’t there and she was always dutifully there with Tiffany. Kaitlyn Ramsay was part of the princess gang, though she wasn’t as fake as the rest of them. Every Friday the four of them always sat in a corner of Koolbar, slurping on their shakes and getting guys to slurp on their every word. I don’t think I’ve ever been there on a Friday when the four of them weren’t huddled up together batting eyelids and preening themselves, whispering and fussing. Which is why it seemed so strange when I didn’t see her. As she stood under the branches, the sun sprinkling filtered light onto her face, I could see that her normally creamy colored complexion was blotchy, and her eyes were red and hazy. Her makeup was streaky under her eye’s with smudges of black casting shadows. She looked a little bit like Dracula’s daughter meets prom queen Barbie, but she put on this big phony smile as though nothing was wrong. As if! Did she think we were born under a rock? “So what’s happening guys?” She tried to sound cheery. “Nothing much, we’re just on the way home from Koolbar,” Mishy replied. “What about you? What are you doing hanging around a tree?” “Yeah Kaitlyn, we didn’t see you at Koolbar. What’s the deal? You’re always there on a Friday with the others.” Kaitlyn’s face crumpled momentarily when I questioned her, then just as quickly went a fake shade of happy again. “Agh, I didn’t really want to go today. I have aghh ….some other things I want to do,” she stuttered, searching for words. “Like bird watching?” Mishy giggled. “You didn’t want to go? That’s not like you Kaitlyn.” I added. “So are you two going straight home now?” Obvious change of subject from Kaitlyn. “Yeah I have to babysit my kid brother while my mom and dad go out on their date night. “Aren’t your parents married?” “Yes, they just like to have a date night once a week where they don’t have to be bothered by us kids. Apparently

Wadsworth was riding at the front of the 20th Massachusetts along the Plank Road when the 8th Alabama fired its first volley (No. 1). The flash and surprise stunned his mount, and with Wadsworth pulling on the reins his horse headed straight for the Confederate lines. The division commander gained control of the horse before it entered the enemy’s ranks and was spurring his mount back toward the Bay Staters when a round of small arms fire exploded around him. One of the bullets slammed into his head and sprayed brain matter onto an aide riding next to him, who maintained enough presence of mind to dismount and catch the general as he fell from his horse. After carefully lowering Wadsworth to the ground, the aide concluded the general had been killed instantly, hopped onto the general’s horse, and galloped to safety.

My multifaceted canary in the coal mine signaling the impulse to control is my belly tightening, my posture changing slightly to lean forward, tension increasing in my upper arms. It feels as though I am preparing to thrust myself into the middle of the problem with everything I know. It comes from a good-hearted place of wanting to relieve suffering and also diminishes interpersonal safety as my system enters mild to medium sympathetic arousal. If we take a step back, we might become curious about how the neuroception of danger arose in the first place, because that is what initiates this chain of events. If we were to explore this, many answers might come: We have been trained to intervene; we don't have any experience that tells us our patient's systems are trustworthy guides to healing; the upset in our patient is severe enough that we fear for her safety; if we can't heal this person, there's something wrong with us; strong emotions are uncomfortable for us and we need to regulate them before they overwhelm us. The list is endless, individual and likely changes with each new circumstance. It is always a most valuable inquiry, especially if we can begin it with compassionate curiousity, which makes it less likely that we will feel shamed by the answer that presents itself. When we remember that neuroception is an automatic adaptive process, it may take character condemnation out of the equation when we invite awareness of what frightens us. If our fear feels heard and acknowledged, there is some likelihood that our bodies will be able to find their way back toward receptivity. As we feel our own openness returning, we can be certain that this embodied change is also influencing our patient and the quality of the connection.

Firstly, Inspector,” Miss Trent interrupted. “The safety of the Society’s members is paramount to me. Secondly, I have the utmost trust in Lady Owston and Mr Locke. They would’ve intervened had Miss Webster not returned when expected. Therefore, your accusations are without foundation. They are also symptomatic of your categorical hatred of the Bow Street Society, and of what we are trying to do.” “Which is what, exactly?” “Ensuring justice is served for those who ask for it.” “And putting your members’ lives at risk in the process!” “Enough, Inspector!” Miss Trent stood and glared down at him. In a heartbeat, he, too, was on his feet. Towering over her five feet seven inches with his six feet four, he bellowed, “You will listen to me, Miss Trent, and you will listen carefully!” Miss Trent put her hand on her hip but remained silent. “If you and your Society insist on facing danger unnecessarily, you will do so under my terms. You will give me a full list of your members so I, and the Metropolitan Police, can stop them from being murdered, attacked, and robbed. Try to justify what you do as much as you like, Miss Trent, but, at the end of the day, you are all just bloody civilians playing at a copper’s game!” “And yet, we are the ones people look to when the police refuse to help them,” Miss Trent retorted as she stepped closer to the desk. Leaning forward, so their faces were mere inches apart, she went on, “Not every case we investigate is a crime, Inspector, and our clients expect discretion with the confidences they grant us.

I lock onto the most entrancing, dark eyes staring at me. I can’t bring myself to look away. They're like a well I've fallen into, and I'm willing to refuse a bucket to safety. I'm mesmerized by the depth in them. On the surface, I can see the facade he puts in place with the confidence he portrays, but his smile never reaches his eyes. Beneath the water lies a murky past. A past filled with hurt that I can feel akin to." ~ Hannah, Tragically Broken, The Broken Series