Sydney Opera House Quotes

I want a shower the size of the Sydney Opera House, because you know damn well I sing in the shower. And I might as well make millions off my cleanliness.

Only an unsatisfied preference is bad. In other words, he argues that although it is good to have fulfilled whatever desires one might have, one is not better off having a fulfilled desire than having no desire at all. By way of example, consider the case in which we ‘paint the tree nearest to Sydney Opera house red and give Kate a pill that makes her wish that the tree nearest to Sydney Opera House were red’*. Professor Fehige plausibly denies that we do Kate any favour in doing this. She is no better off than had we done nothing. What matters is not that people have satisfied desires but that they do not have unsatisfied ones. It is the avoidance of frustration that is important. * Fehige, Christoph, ‘A Pareto Principle for Possible People’, 513–14.

A faith-healer may or may not start out with fraud in mind. But to his amazement, his patients actually seem to be improving. Their emotions are genuine, their gratitude heart-felt. When the healer is criticized, such people rush to his defence. Several elderly attendees of the channelling at the Sydney Opera House were incensed after the Sixty Minutes expose: ‘Never mind what they say,’ they told Alvarez, ‘we believe in you`. These successes may be enough to convince many charlatans, no matter how cynical they were at the beginning, that they actually have mystical powers. Maybe they’re not successful every time. The powers come and go, they tell themselves. They have to cover the down time. If they must cheat a little now and then, it serves a higher purpose, they tell themselves. Their spiel is consumer-tested. It works.

Actually I'm reminded of a time when I smuggled myself into Sydney Opera House to see Faust. Sydney Opera House is very beautiful at night, its grand interiors and lights beaming out over the water and into the night sky. Afterwards I came out and I heard three women talking together, leaning on the railing overlooking the darkened bay. The older woman was describing how she was having problems with her job, which turned out to be working for the CIA as an intelligence agent, and she had previously complained to the Senate Select Committee for Intelligence and so on, and she was telling this in hushed tones to her niece and another woman. I thought, "So it is true then. CIA agents really do hang out at the Sydney opera!" And then I looked inside the Opera House through the massive glass panels at the front, and there in all this lonely palatial refinement was a water rat that had crawled up in to the Opera House interior, and was scurrying back and forth, leaping on to the fine linen-covered tables and eating the Opera House food, jumping on to the counter with all the tickets and having a really great time. And actually I think that is the most probable scenario for the future: an extremely confining, homogenized, postmodern transnational totalitarian structure with incredible complexity, absurdities and debasements, and within that incredible complexity a space where only the smart rats can go.

Life cannot offer many places finer to stand at eight-thirty on a summery weekday morning than Circular Quay in Sydney. To begin with, it presents one of the world’s great views. To the right, almost painfully brilliant in the sunshine, stands the famous Opera House with its jaunty, severely angular roof. To the left, the stupendous and noble Harbour Bridge. Across the water, shiny and beckoning, is Luna Park, a Coney Island–style amusement park with a maniacally grinning head for an entrance. (It’s been closed for many years, but some heroic soul keeps it spruce and gleaming.) Before you the spangly water is crowded with the harbor’s stout and old-fashioned ferries, looking for all the world as if they have been plucked from the pages of a 1940s children’s book with a title like Thomas the Tugboat, disgorging streams of tanned and lightly dressed office workers to fill the glass and concrete towers that loom behind.

This book is really about the making of a great leader. In my own research and writings over many decades, I have concluded the following about leadership: You can neither manufacture nor can you buy leadership. You must earn it. Great leaders are great doers. They have a knack of organizing and inspiring the followers. Sometimes, they even generate cult-like loyalty. When the followers are ready, the leaders show up. Therefore, in times of crisis, uncertainty and chronic dissatisfaction, unexpected people become leaders. This was the case with Nelson Mandela, Martin Luther King, Mahatma Gandhi, and Sardar Vallabhbhai Patel. In short, ordinary people become extraordinary leaders. Great leaders are driven by purpose and passion. They derive boundless energy from their purpose and passion. To them, leadership is all about people. Management is all about grit and determination. Great leaders not only promise the future but deliver it. Great leaders are great architects. Like good architects, they imagine building something unique, enduring, and inspiring. Examples include the Pyramids, the ancient temples, churches and mosques; more recently, the Opera House in Sydney; the Olympic Stadium (Bird’s Nest) in Beijing; and Putrajaya, the new capital of Malaysia. There are three universal qualities of all great leaders: passion, caring, and capability. This is also true of great teachers.

Some delays and cost overruns are even legendary, such as the Airbus A400M, the Sydney Opera House, and Boston’s Big Dig.

So, what should be New York’s highest-priority project? Unfortunately, no objective measure or crystal ball exists to answer that question. Peter Hall’s 1982 book, Great Planning Disasters, reveals the difficulty of trying to assess and compare megaprojects. The author, a world-renowned urban planner, singled out the Sydney Opera House and San Francisco’s BART rail system as planning disasters. The opera house had faced massive cost overruns and its design made it unable to function as a major opera house, while the BART system was attracting far fewer riders than expected. Hall had no idea that these two projects would prove to be wildly successful. The opera house is now Australia’s top tourist destination and the country’s most iconic structure, while BART has become essential to the economic health of the San Francisco Bay Area and the backbone of its transit system. Hall’s effort to determine the success of these two projects after they were built was relatively straightforward compared to a task that requires even more guesswork—assessing projects before they are built, when estimates of both costs and benefits are subject to wide debate and manipulation.

Le Corbusier’s chapel at Ronchamp can be seen as a crab, a duck, a hand, a hat and much else. Utzon’s Sydney Opera House can be seen as shells, a flower, or sails. The soaring curves of Saarinen’s TWA terminal in New York symbolise flight. The Archigram building concepts of the 1960s were designed as pods. Significantly, all these buildings were curvilinear. Curves ‘carry’ ideas from the natural world. Rectilinearity [stet] is a metaphor for intellectualism and the works of man. Renaissance architecture was a metaphor for reason and delight, restoring order after the chaos of the Middle Ages. Thoreau’s house, by Walden Pond, was a New Englander’s protest against materialism. Hundertwasser’s Viennese architecture is a metaphor for the reassertion of nature and emotion, after the brutalism of the twentieth century.

I’ve never performed at an opera house before,” said Miley. “It’s quite an honor.” And she really meant it. The opera house was a modern white building that appeared to be rising from the glimmering turquoise water of Sydney Harbor. Wow, thought Miley, actually gulping for breath. The building was exquisite. And to think she’d be performing there! Sometimes Miley

The officials told Gehry that they wanted a building that could do for Bilbao and the Basque Country what the Sydney Opera House had done for Sydney and Australia: put them on the map and bring back growth.

First, iteration frees people to experiment, as Edison did with such success. “I need the freedom to just try a bunch of crap out. And a lot of times it doesn’t work,” Docter told me. With this process, that’s fine. He can try again. And again. Until he gets something that burns bright and clear, like Edison’s lightbulb. “If I knew I have to do this only once and get it right, I’d probably hew to the things that I know work.” And for a studio built on creativity, that would be a slow death. Second, the process ensures that literally every part of the plan, from the broad strokes to the fine details, is scrutinized and tested. Nothing is left to be figured out when the project goes into delivery. This is a basic difference between good and bad planning. In bad planning, it is routine to leave problems, challenges, and unknowns to be figured out later. That’s how the Sydney Opera House got into trouble. In that case, Jørn Utzon did eventually solve the problem, but it was too late. The budget had exploded, construction was years behind schedule, and Utzon was ousted with his reputation in tatters. In many projects, the problem is never solved.

There’s a reason for that. The government here mismanaged the planning and construction of the Sydney Opera House so badly that the costs and schedule exploded. Little of that was Utzon’s fault. But he was the architect, so he was blamed and fired midconstruction. He left Australia in secret and in disgrace. His reputation was ruined. Instead of being showered with commissions to build more masterpieces, Utzon was marginalized and forgotten. He became what no masterbuilder wants to be or deserves to be. He became a one-building architect.[16] “What you call the costs are not the full costs,” I continued. “Yes, the Sydney Opera House cost a large amount of money, far more than it should have. But the full cost of that building includes all the other architectural treasures that Jørn Utzon never built. Sydney got its masterpiece, but cities around the world were robbed of theirs.” More silence. There are always other costs—costs that never appear on any spreadsheet—when a project spirals out of control. The simplest are what economists call “opportunity costs”: the money unnecessarily burned by bad planning that could have been used to fund something else, including other projects.