Success Graph Quotes

And yet, winning is like a welcome drink going down your throat, like a beautiful embrace. It is brilliant while it lasts but it isn't forever. The high eventually melts away and the journey of life begins afresh. The truly remarkable among us visit these highs periodically; winning then becomes a journey, a graph where each point is crucial but is in reality merely part of a larger curve.

In reality, when you look closely at the graph for most successful people, there are always ups and downs. When viewed over a longer period of time, however, the line generally moves up and to the right. When you’re in a down cycle, it’s sometimes hard to see that the temporary dip is actually a setup for the next rise. In fact, the slope of the upward line is often steeper after a down cycle, meaning you’re really achieving more than if you had stayed on a steady, predictable path.

Listen, Google,’ I will say, ‘both John and Paul are courting me. I like both of them, but in a different way, and it’s so hard to make up my mind. Given everything you know, what do you advise me to do?’ And Google will answer: ‘Well, I know you from the day you were born. I have read all your emails, recorded all your phone calls, and know your favourite films, your DNA and the entire history of your heart. I have exact data about each date you went on, and if you want, I can show you second-by-second graphs of your heart rate, blood pressure and sugar levels whenever you went on a date with John or Paul. If necessary, I can even provide you with accurate mathematical ranking of every sexual encounter you had with either of them. And naturally enough, I know them as well as I know you. Based on all this information, on my superb algorithms, and on decades’ worth of statistics about millions of relationships – I advise you to go with John, with an 87 per cent probability of being more satisfied with him in the long run. Indeed, I know you so well that I also know you don’t like this answer. Paul is much more handsome than John, and because you give external appearances too much weight, you secretly wanted me to say “Paul”. Looks matter, of course; but not as much as you think. Your biochemical algorithms – which evolved tens of thousands of years ago in the African savannah – give looks a weight of 35 per cent in their overall rating of potential mates. My algorithms – which are based on the most up-to-date studies and statistics – say that looks have only a 14 per cent impact on the long-term success of romantic relationships. So, even though I took Paul’s looks into account, I still tell you that you would be better off with John.

It all began in 1919 when ex-Marxist Benito Mussolini wrote the Fascist Party platform, calling for central planning through a “partnership” of government, business, and labor. By 1925 he was in total power. Not all of Mussolini’s admirers were in Italy. The cover story of the New York Times Magazine for October 24, 1926, gushed: The most approachable as well as the most interesting statesman in Europe. He is a voracious learner who never makes the same mistake twice. . . . The whole country is keyed up by his energy. . . . The whole economic structure of the nation has been charted out in a graph that shows it as a huge corporation with the Government as the directorate. He explains it clearly and patiently, reminding you that he started his career as a teacher. An earlier New York Times editorial (October 31, 1922) had explained: In Italy as everywhere the great complaint against democracy today is its inefficiency. . . . Neither the failures nor the successes of (Russia’s) Bolshevist Government offer much of an example to the Western world. Dr. Mussolini’s experiment will perhaps tell us something more about the possibilities of oligarchic administration.

This man is someone for whom the world isn’t a mystery. The world is a boulder, but it has levers and he knows when and where and how to apply just the right amount of force, and it moves for him, while my father and I, pushing up against it, don’t have any angle, any torque, no grip or traction or leverage. My father thinks success must be in direct proportion to effort exerted. He doesn’t know where or how to exert the least amount for the most gain, doesn’t know where the secret buttons are, the hidden doors, the golden keys. He thinks that, even if you have a great idea, there have to be trials and tribulations, errors and failures, a dark night of the soul, a slog, a time in the desert, a fallow period, a period of quiet, a period of silent and earnest and frustrated toiling before emerging, victorious, into the sunshine and acclaim. My father makes to-do lists, makes plans, makes business plans. This is how he starts, always with a blank sheet of graph paper. We make bullet points. We identify the key areas we need to research further. We try to figure out how to research those areas. We work in a vacuum. We work in his study. We ponder. We stare at our feet. We stare at the ceiling. We talk to each other, create a world, create a tiny, artificial, formal space, on a blank sheet of paper, where we can imagine rules and principles and categories and ideas, all of which have absolutely nothing to do with the actual world out there.

Although Israel is targeted by terrorists much more frequently than the United States, Israelis do not live in fear of terrorism. A 2012 survey of Israeli Jews found that only 16 percent described terrorism as their greatest fear81—no more than the number who said they were worried about Israel’s education system. No Israeli politician would say outright that he tolerates small-scale terrorism, but that’s essentially what the country does. It tolerates it because the alternative—having everyone be paralyzed by fear—is incapacitating and in line with the terrorists’ goals. A key element in the country’s strategy is making life as normal as possible for people after an attack occurs. For instance, police typically try to clear the scene of an attack within four hours of a bomb going off,82 letting everyone get back to work, errands, or even leisure. Small-scale terrorism is treated more like crime than an existential threat. What Israel certainly does not tolerate is the potential for large-scale terrorism (as might be made more likely, for instance, by one of their neighbors acquiring weapons of mass destruction). There is some evidence that their approach is successful: Israel is the one country that has been able to bend Clauset’s curve. If we plot the fatality tolls from terrorist incidents in Israel using the power-law method (figure 13-8), we find that there have been significantly fewer large-scale terror attacks than the power-law would predict; no incident since 1979 has killed more than two hundred people. The fact that Israel’s power-law graph looks so distinct is evidence that our strategic choices do make some difference.

Listen, Google,’ I will say, ‘both John and Paul are courting me. I like both of them, but in different ways, and it’s so hard to make up my mind. Given everything you know, what do you advise me to do?’ And Google will answer: ‘Well, I’ve known you from the day you were born. I have read all your emails, recorded all your phone calls, and know your favourite films, your DNA and the entire biometric history of your heart. I have exact data about each date you went on and, if you want, I can show you second-by-second graphs of your heart rate, blood pressure and sugar levels whenever you went on a date with John or Paul. If necessary, I can even provide you with an accurate mathematical ranking of every sexual encounter you had with either of them. And naturally, I know them as well as I know you. Based on all this information, on my superb algorithms, and on decades’ worth of statistics about millions of relationships –I advise you to go with John, with an 87 per cent probability that you will be more satisfied with him in the long run. ‘Indeed, I know you so well that I also know you don’t like this answer. Paul is much more handsome than John, and because you give external appearances too much weight, you secretly wanted me to say “Paul”. Looks matter, of course; but not as much as you think. Your biochemical algorithms –which evolved tens of thousands of years ago on the African savannah –give looks a weight of 35 per cent in their overall rating of potential mates. My algorithms –which are based on the most up-to-date studies and statistics –say that looks have only a 14 per cent impact on the long-term success of romantic relationships. So, even though I took Paul’s looks into account, I still tell you that you would be better off with John.

Here are several strategies for enhancing communication when addressing an audience of second-language English speakers: Slow down. Slow down. Slow down. Use clear, slow speech. Enunciate carefully. Avoid colloquial expressions. Repeat important points using different words to explain the same thing. Avoid long, compound sentences. Use visual representations (pictures, tables, graphs,

This streamlining yields a reduction of 12.5 per cent in the average number of strokes for the 2,000 most common characters, but even this simplified system still requires years of practice to master.42 The PRC government attempted a second round of character simplifications in 1977 but these met with strong resistance by the linguistic community as well as the general public. Can the character simplification program be considered a success? The general consensus is that the streamlined graphs represent marginal progress – in the way that flyswatters help to decrease the fly population – but are woefully inadequate for ultimately addressing the real problem, which is literacy. Some

THE CHASM – THE DIFFUSION MODEL WHY EVERYBODY HAS AN IPOD Why is it that some ideas – including stupid ones – take hold and become trends, while others bloom briefly before withering and disappearing from the public eye? Sociologists describe the way in which a catchy idea or product becomes popular as ‘diffusion’. One of the most famous diffusion studies is an analysis by Bruce Ryan and Neal Gross of the diffusion of hybrid corn in the 1930s in Greene County, Iowa. The new type of corn was better than the old sort in every way, yet it took twenty-two years for it to become widely accepted. The diffusion researchers called the farmers who switched to the new corn as early as 1928 ‘innovators’, and the somewhat bigger group that was infected by them ‘early adaptors’. They were the opinion leaders in the communities, respected people who observed the experiments of the innovators and then joined them. They were followed at the end of the 1930s by the ‘sceptical masses’, those who would never change anything before it had been tried out by the successful farmers. But at some point even they were infected by the ‘hybrid corn virus’, and eventually transmitted it to the die-hard conservatives, the ‘stragglers’. Translated into a graph, this development takes the form of a curve typical of the progress of an epidemic. It rises, gradually at first, then reaches the critical point of any newly launched product, when many products fail. The critical point for any innovation is the transition from the early adaptors to the sceptics, for at this point there is a ‘chasm’. According to the US sociologist Morton Grodzins, if the early adaptors succeed in getting the innovation across the chasm to the sceptical masses, the epidemic cycle reaches the tipping point. From there, the curve rises sharply when the masses accept the product, and sinks again when only the stragglers remain. With technological innovations like the iPod or the iPhone, the cycle described above is very short. Interestingly, the early adaptors turn away from the product as soon as the critical masses have accepted it, in search of the next new thing. The chasm model was introduced by the American consultant and author Geoffrey Moore. First they ignore you, then they laugh at you, then they fight you, then you win. Mahatma Gandhi

Two dots on a graph can be identical, but they still have different coordinates.

To successfully launch a product, generic drug companies must tread in reverse through this obstacle course. Once a generic company zeroes in on a molecule, and its scientists figure out how it operates in the body, its lawyers get to work to establish how well protected it is legally. The next step takes place in the laboratory: developing the active pharmaceutical ingredient by synthesizing it into ingredient form. That alone can take several years of trial and error. Once successful, the finished generic has to take the same form as the brand, whether that be pill, capsule, tablet, or injection. Formulating it requires additional ingredients known as excipients, which can be different, but might also be litigated. Then comes testing. In the lab, the in-vitro tests replicate conditions in the body. During dissolution tests, for example, the drug will be put in beakers whose contents mimic stomach conditions, to see how the drugs break down. But some of the most important tests are in-vivo—when the drug is tested on people. Brand-name companies must test new drugs on thousands of patients to prove that they are safe and effective. Generic companies have to prove only that their drug performs similarly in the body to the brand-name drug. To do this, they must test it on a few dozen healthy volunteers and map the concentration of the drug in their blood. The results yield a graph that contains the all-important bioequivalence curve. The horizontal line reflects the time to maximum concentration (Tmax) of drug in the blood. The vertical line reflects the peak concentration (Cmax) of drug in the blood. Between these two axes lies the area under the curve (AUC). The test results must fall in that area to be deemed bioequivalent. Every batch of drugs has variation. Even brand-name drugs made in the same laboratory under the exact same conditions will have some batch-to-batch differences. So, in 1992, the FDA created a complex statistical formula that defined bioequivalence as a range—a generic drug’s concentration in the blood could not fall below 80 percent or rise above 125 percent of the brand name’s concentration. But the formula also required companies to impose a 90 percent confidence interval on their testing, to ensure that less than 20 percent of samples would fall outside the designated range and far more would land within a closer range to the innovator product.

The well-being of people was to be considered before the sheer generations of goods and cash, before rampant growth just for the sake of an upward slope on a graph. Quality of life was to take precedence over financial and material success. Compassion toward and cooperation with your fellow citizens was fundamental, essential, rather than mowing down the other guy with abandon so you could succeed.

Summary sheets.   Every Monday, Wenderoth’s students are required to turn in a single sheet of certain dimensions on which they have illustrated the prior week’s material in drawings annotated with key ideas, arrows, and graphs. She’s teaching physiology, which is about how things work, so the summaries take on the form of large cartoons dense with callouts, blowups, directional arrows, and the like. The sheets help her students synthesize a week’s information, thinking through how systems are connected: “This is causing this, which causes this, which feeds back on those. We use a lot of arrows in physiology. The students can work with each other, I don’t care. The sheet they bring in just has to be their own.

In the three years I spent working on this book, making dozens of line graphs, reading campus newspapers, and listening to the stories and opinions of young people during in-depth interviews, I’ve realized this: iGen’ers are scared, maybe even terrified. Growing up slowly, raised to value safety, and frightened by the implications of income inequality, they have come to adolescence in a time when their primary social activity is staring at a small rectangular screen that can like them or reject them. The devices they hold in their hands have both extended their childhoods and isolated them from true human interaction. As a result, they are both the physically safest generation and the most mentally fragile. They are more focused on work and more realistic than Millennials, grasping the certainty that they’ll need to fight hard to make it. They’re exquisitely tolerant and have brought a new awareness of equality, mental health, and LGBT rights, leaving behind traditional structures such as religion. iGen’ers have a solid basis for success, with their practical nature and their inherent caution. If they can shake themselves free of the constant clutch of their phones and shrug off the heavy cloak of their fear, they can still fly. And the rest of us will be there, cheering them on.

The graph to success is not always straight ; it has curves and intersections .

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