Technicians Important Quotes

But you haven't tried. You haven't tried once. First you refused to admit that there was a menace at all! Then you reposed an absolutely blind faith in the Emperor! Now you've shifted it to Hari Seldon. Throughout you have invariably relied on authority or on the past—never on yourselves." His fists balled spasmodically. "It amounts to a diseased attitude—a conditioned reflex that shunts aside the independence of your minds whenever it is a question of opposing authority. There seems no doubt ever in your minds that the Emperor is more powerful than you are, or Hari Seldon Wiser. And that's wrong don't you see?" For some reason, no one cared to answer him. Hardin continued: "It isn't just you. It's the whole Galaxy. Pirenne heard Lord Dorwin's idea of scientific research. Lord Dorwin thought the way to be a good archaeologist was to read all the books on the subject—written by men who were dead for centuries. He thought that the way to solve archaeological puzzles was to weight the opposing authorities. And Pirenne listened and made no objections. Don't you see that there's something wrong with that?" Again the note of near-pleading in his voice. Again no answer. He went on: "And you men and half of Terminus as well are just as bad.. We sit here, considering the Encyclopedia the all-in-all. We consider the greatest end of science is the classification of past data. It is important, but is there no further work to be done? We're receding and forgetting, don't you see? Here in the Periphery they've lost nuclear power. In Gamma Andromeda, a power plant has undergone meltdown because of poor repairs, and the Chancellor of the Empire complains that nuclear technicians are scarce. And the solution? To train new ones? Never! Instead they're to restrict nuclear power." And for the third time: "Don't you see? It's galaxy-wide. It's a worship of the past. It's a deterioration—a stagnation!

In July, 1950, one news commentator rather plaintively remarked that warfare had not changed so much, after all. For some reason, ground troops still seemed to be necessary, in spite of the atom bomb. And oddly and unfortunately, to this gentleman, man still seemed to be an important ingredient in battle. Troops were still getting killed, in pain and fury and dust and filth. What happened to the widely-heralded pushbutton warfare where skilled, immaculate technicians who never suffered the misery and ignominy of basic training blew each other to kingdom come like gentlemen? In this unconsciously plaintive cry lies the buried a great deal of the truth why the United States was almost defeated. Nothing had happened to pushbutton warfare; its emergence was at hand. Horrible weapons that could destroy every city on Earth were at hand—at too many hands. But, pushbutton warfare meant Armageddon, and Armageddon, hopefully, will never be an end of national policy. Americans in 1950 rediscovered something that since Hiroshima they had forgotten: you may fly over a land forever; you may bomb it, atomize it, pulverize it and wipe it clean of life—but if you desire to defend it, protect it and keep it for civilization, you must do this on the ground, the way the Roman legions did, by putting your young men in the mud.

What I am talking about may be difficult for you to understand, but it is really quite important. You see, technicians are not creators; and there are more and more technicians in the world, people who know what to do and how to do it, but who are not creators. In America there are calculating machines capable of solving in a few minutes mathematical problems which would take a man, working ten hours every day, a hundred years to solve. These extraordinary machines are being developed. But machines can never be creators—and human beings are becoming more and more like machines. Even when they rebel, their rebellion is within the limits of the machine and is therefore no rebellion at all.

It’s no one’s fault really,” he continued. “A big city cannot afford to have its attention distracted from the important job of being a big city by such a tiny, unimportant item as your happiness or mine.” This came out of him easily, assuredly, and I was suddenly interested. On closer inspection there was something aesthetic and scholarly about him, something faintly professorial. He knew I was with him, listening, and his grey eyes were kind with offered friendliness. He continued: “Those tall buildings there are more than monuments to the industry, thought and effort which have made this a great city; they also occasionally serve as springboards to eternity for misfits who cannot cope with the city and their own loneliness in it.” He paused and said something about one of the ducks which was quite unintelligible to me. “A great city is a battlefield,” he continued. “You need to be a fighter to live in it, not exist, mark you, live. Anybody can exist, dragging his soul around behind him like a worn-out coat; but living is different. It can be hard, but it can also be fun; there’s so much going on all the time that’s new and exciting.” I could not, nor wished to, ignore his pleasant voice, but I was in no mood for his philosophising. “If you were a negro you’d find that even existing would provide more excitement than you’d care for.” He looked at me and suddenly laughed; a laugh abandoned and gay, a laugh rich and young and indescribably infectious. I laughed with him, although I failed to see anything funny in my remark. “I wondered how long it would be before you broke down and talked to me,” he said, when his amusement had quietened down. “Talking helps, you know; if you can talk with someone you’re not lonely any more, don’t you think?” As simple as that. Soon we were chatting away unreservedly, like old friends, and I had told him everything. “Teaching,” he said presently. “That’s the thing. Why not get a job as a teacher?” “That’s rather unlikely,” I replied. “I have had no training as a teacher.” “Oh, that’s not absolutely necessary. Your degrees would be considered in lieu of training, and I feel sure that with your experience and obvious ability you could do well.” “Look here, Sir, if these people would not let me near ordinary inanimate equipment about which I understand quite a bit, is it reasonable to expect them to entrust the education of their children to me?” “Why not? They need teachers desperately.” “It is said that they also need technicians desperately.” “Ah, but that’s different. I don’t suppose educational authorities can be bothered about the colour of people’s skins, and I do believe that in that respect the London County Council is rather outstanding. Anyway, there would be no need to mention it; let it wait until they see you at the interview.” “I’ve tried that method before. It didn’t work.” “Try it again, you’ve nothing to lose. I know for a fact that there are many vacancies for teachers in the East End of London.” “Why especially the East End of London?” “From all accounts it is rather a tough area, and most teachers prefer to seek jobs elsewhere.” “And you think it would be just right for a negro, I suppose.” The vicious bitterness was creeping back; the suspicion was not so easily forgotten. “Now, just a moment, young man.” He was wonderfully patient with me, much more so than I deserved. “Don’t ever underrate the people of the East End; from those very slums and alleyways are emerging many of the new breed of professional and scientific men and quite a few of our politicians. Be careful lest you be a worse snob than the rest of us. Was this the kind of spirit in which you sought the other jobs?

His fists balled spasmodically. “It amounts to a diseased attitude—a conditioned reflex that shunts aside the independence of your minds whenever it is a question of opposing authority. There seems no doubt ever in your minds that the Emperor is more powerful than you are, or Hari Seldon wiser. And that’s wrong, don’t you see?” For some reason, no one cared to answer him. Hardin continued: “It isn’t just you. It’s the whole Galaxy. Pirenne heard Lord Dorwin’s idea of scientific research. Lord Dorwin thought the way to be a good archaeologist was to read all the books on the subject—written by men who were dead for centuries. He thought that the way to solve archaeological puzzles was to weigh the opposing authorities. And Pirenne listened and made no objections. Don’t you see that there’s something wrong with that?” Again the note of near-pleading in his voice. Again no answer. He went on: “And you men and half of Terminus as well are just as bad. We sit here, considering the Encyclopedia the all-in-all. We consider the greatest end of science is the classification of past data. It is important, but is there no further work to be done? We’re receding and forgetting, don’t you see? Here in the Periphery they’ve lost nuclear power. In Gamma Andromeda, a power plant has undergone meltdown because of poor repairs, and the Chancellor of the Empire complains that nuclear technicians are scarce. And the solution? To train new ones? Never! Instead they’re to restrict nuclear power.” And for the third time: “Don’t you see? It’s Galaxy-wide. It’s a worship of the past. It’s a deterioration—a stagnation!

The Entrepreneurial Model What does The Entrepreneur see off in the distance that The Technician finds so difficult to see? What exactly is the Entrepreneurial Model? It’s a model of a business that fulfills the perceived needs of a specific segment of customers in an innovative way. The Entrepreneurial Model looks at a business as if it were a product, sitting on a shelf and competing for the customer’s attention against a whole shelf of competing products (or businesses). Said another way, the Entrepreneurial Model has less to do with what’s done in a business and more to do with how it’s done. The commodity isn’t what’s important—the way it’s delivered is. When The Entrepreneur creates the model, he surveys the world and asks: “Where is the opportunity?” Having identified it, he then goes back to the drawing board and constructs a solution to the frustrations he finds among a certain group of customers. A solution in the form of a business that looks and acts in a very specific way, the way the customer needs it to look and act, not The Entrepreneur. “How will my business look to the customer?” The Entrepreneur asks. “How will my business stand out from all the rest?” Thus, the Entrepreneurial Model does not start with a picture of the business to be created but of the customer for whom the business is to be created. It understands that without a clear picture of that customer, no business can succeed. The Technician, on the other hand, looks inwardly, to

When problems of transference are involved, as they usually are, psychotherapy is, among other things, a process of map-revising. Patients come to therapy because their maps are clearly not working. But how they may cling to them and fight the process every step of the way! Frequently their need to cling to their maps and fight against losing them is so great that therapy becomes impossible, as it did in the case of the computer technician. Initially he requested a Saturday appointment. After three sessions he stopped coming because he took a job doing lawn-maintenance work on Saturdays and Sundays. I offered him a Thursday-evening appointment. He came for two sessions and then stopped because he was doing overtime work at the plant. I then rearranged my schedule so I could see him on Monday evenings, when, he had said, overtime work was unlikely. After two more sessions, however, he stopped coming because Monday-night overtime work seemed to have picked up. I confronted him with the impossibility of doing therapy under these circumstances. He admitted that he was not required to accept overtime work. He stated, however, that he needed the money and that the work was more important to him than therapy. He stipulated that he could see me only on those Monday evenings when there was no overtime work to be done and that he would call me at four o’clock every Monday afternoon to tell me if he could keep his appointment that evening. I told him that these conditions were not acceptable to me, that I was unwilling to set aside my plans every Monday evening on the chance that he might be able to come to his sessions. He felt that I was being unreasonably rigid, that I had no concern for his needs, that I was interested only in my own time and clearly cared nothing for him, and that therefore I could not be trusted. It was on this basis that our attempt to work together was terminated, with me as another landmark on his old map. The problem of transference is not simply a

an important point, throughout this book, whenever I describe work done by Jane Doe or Joe Smith, I actually mean “work done by Doe and a team of her postdocs, technicians, grad students, and collaborators spread far and wide over the years.” I’ll be referring solely to Doe or Smith for brevity, not to imply that they did all the work on their own—science is utterly a team process. In addition, as long as we’re at it, another point: At endless junctures throughout the book, I’ll be reporting the results of a study, along the lines of, “And when you do whatever to this or that brain region/neurotransmitter/hormone/gene/etc., X happens.” What I mean is that on the average X happens, and at a statistically reliable rate. There is always lots of variability, including individuals in whom nothing happens or even the opposite of X occurs.

How many thefts have there been?’ I asked. ‘That depends on how you define it,’ said Adrian. Because material went missing off sites all the time, which is why important finds were collated and secured the day they were found. Important in archaeological terms not always being the same as valuable – at least not in the fenceable sense. Archaeology came in all shapes, sizes, and apparent degrees of nickableness. ‘We wouldn’t have even noticed some of the thefts if they hadn’t been important to the context,’ said Adrian. Context being the key concept of modern scientific archaeology, and what separates your modern professional from the fumbling archivists and swivel-eyed tomb raiders of the past. It’s a religion they share with scene of crime technicians and it had been drummed into me from my first day at Hendon. Context – where you find an object – is more important than the actual object. In policing it’s whether the broken glass is on the inside or the outside. In archaeology it’s whether that datable coin is found in the wall foundations or its demolition infill. You can live without the coin, but you need the dating information.

The last refuge of the Self, perhaps, is “physical continuity.” Despite the body’s mercurial nature, it feels like a badge of identity we have carried since the time of our earliest childhood memories. A thought experiment dreamed up in the 1980s by British philosopher Derek Parfit illustrates how important—yet deceiving—this sense of physical continuity is to us.15 He invites us to imagine a future in which the limitations of conventional space travel—of transporting the frail human body to another planet at relatively slow speeds—have been solved by beaming radio waves encoding all the data needed to assemble the passenger to their chosen destination. You step into a machine resembling a photo booth, called a teletransporter, which logs every atom in your body then sends the information at the speed of light to a replicator on Mars, say. This rebuilds your body atom by atom using local stocks of carbon, oxygen, hydrogen, and so on. Unfortunately, the high energies needed to scan your body with the required precision vaporize it—but that’s okay because the replicator on Mars faithfully reproduces the structure of your brain nerve by nerve, synapse by synapse. You step into the teletransporter, press the green button, and an instant later materialize on Mars and can continue your existence where you left off. The person who steps out of the machine at the other end not only looks just like you, but etched into his or her brain are all your personality traits and memories, right down to the memory of eating breakfast that morning and your last thought before you pressed the green button. If you are a fan of Star Trek, you may be perfectly happy to use this new mode of space travel, since this is more or less what the USS Enterprise’s transporter does when it beams its crew down to alien planets and back up again. But now Parfit asks us to imagine that a few years after you first use the teletransporter comes the announcement that it has been upgraded in such a way that your original body can be scanned without destroying it. You decide to give it a go. You pay the fare, step into the booth, and press the button. Nothing seems to happen, apart from a slight tingling sensation, but you wait patiently and sure enough, forty-five minutes later, an image of your new self pops up on the video link and you spend the next few minutes having a surreal conversation with yourself on Mars. Then comes some bad news. A technician cheerfully informs you that there have been some teething problems with the upgraded teletransporter. The scanning process has irreparably damaged your internal organs, so whereas your replica on Mars is absolutely fine and will carry on your life where you left off, this body here on Earth will die within a few hours. Would you care to accompany her to the mortuary? Now how do you feel? There is no difference in outcome between this scenario and what happened in the old scanner—there will still be one surviving “you”—but now it somehow feels as though it’s the real you facing the horror of imminent annihilation. Parfit nevertheless uses this thought experiment to argue that the only criterion that can rationally be used to judge whether a person has survived is not the physical continuity of a body but “psychological continuity”—having the same memories and personality traits as the most recent version of yourself. Buddhists

In September 1999, the Department of Justice succeeded in denaturalizing 63 participants in Nazi acts of persecution; and in removing 52 such individuals from this country. This appears to be but a small portion of those who actually were brought here by our own government. A 1999 report to the Senate and the House said "that between 1945 and 1955, 765 scientists, engineers, and technicians were brought to the United States under Overcast, Paperclip, and similar programs. It has been estimated that at least half, and perhaps as many as 80 percent of all the imported specialists were former Nazi Party members." A number of these scientists were recruited to work for the Air Force's School of Aviation Medicine (SAM) at Brooks Air Force Base in Texas, where dozens of human radiation experiments were conducted during the Cold War. Among them were flash-blindness studies in connection with atomic weapons tests and data gathering for total-body irradiation studies conducted in Houston. The experiments for which Nazi investigators were tried included many related to aviation research. Hubertus Strughold, called "the father of space medicine," had a long career at the SAM, including the recruitment of other Paperclip scientists in Germany. On September 24, 1995 the Jewish Telegraphic Agency reported that as head of Nazi Germany's Air Force Institute for Aviation Medicine, Strughold particpated in a 1942 conference that discussed "experiments" on human beings. The experiments included subjecting Dachau concentration camp inmates to torture and death. The Edgewood Arsenal of the Army's Chemical Corps as well as other military research sites recruited these scientists with backgrounds in aeromedicine, radiobiology, and opthamology. Edgewood Arsenal, Maryland ended up conducting experiments on more than seven thousand American soldiers. Using Auschwitz experiments as a guide, they conducted the same type of poison gas experiments that had been done in the secret I.G. Farben laboratories.

I WANT TO end this list by talking a little more about the founding of Pixar University and Elyse Klaidman’s mind-expanding drawing classes in particular. Those first classes were such a success—of the 120 people who worked at Pixar then, 100 enrolled—that we gradually began expanding P.U.’s curriculum. Sculpting, painting, acting, meditation, belly dancing, live-action filmmaking, computer programming, design and color theory, ballet—over the years, we have offered free classes in all of them. This meant spending not only the time to find the best outside teachers but also the real cost of freeing people up during their workday to take the classes. So what exactly was Pixar getting out of all of this? It wasn’t that the class material directly enhanced our employees’ job performance. Instead, there was something about an apprentice lighting technician sitting alongside an experienced animator, who in turn was sitting next to someone who worked in legal or accounting or security—that proved immensely valuable. In the classroom setting, people interacted in a way they didn’t in the workplace. They felt free to be goofy, relaxed, open, vulnerable. Hierarchy did not apply, and as a result, communication thrived. Simply by providing an excuse for us all to toil side by side, humbled by the challenge of sketching a self-portrait or writing computer code or taming a lump of clay, P.U. changed the culture for the better. It taught everyone at Pixar, no matter their title, to respect the work that their colleagues did. And it made us all beginners again. Creativity involves missteps and imperfections. I wanted our people to get comfortable with that idea—that both the organization and its members should be willing, at times, to operate on the edge. I can understand that the leaders of many companies might wonder whether or not such classes would truly be useful, worth the expense. And I’ll admit that these social interactions I describe were an unexpected benefit. But the purpose of P.U. was never to turn programmers into artists or artists into belly dancers. Instead, it was to send a signal about how important it is for every one of us to keep learning new things. That, too, is a key part of remaining flexible: keeping our brains nimble by pushing ourselves to try things we haven’t tried before. That’s what P.U. lets our people do, and I believe it makes us stronger.

In September 1999, the Department of Justice succeeded in denaturalizing 63 participants in Nazi acts of persecution; and in removing 52 such individuals from this country. This appears to be but a small portion of those who actually were brought here by our own government. A 1999 report to the Senate and the House said "that between 1945 and 1955, 765 scientists, engineers, and technicians were brought to the United States under Overcast, Paperclip, and similar programs. It has been estimated that at least half, and perhaps as many as 80 percent of all the imported specialists were former Nazi Party members." A number of these scientist were recruited to work for the Air Force's School of Aviation Medicine (SAM) at Brooks Air Force Base in Texas, where dozens of human radiation experiments were conducted during the Cold War. Among them were flash-blindness studies in connection with atomic weapons tests and data gathering for total-body irradiation studies conducted in Houston. The experiments for which Nazi investigators were tried included many related to aviation research. Hubertus Strughold, called "the father of space medicine," had a long career at the SAM, including the recruitment of other Paperclip scientists in Germany. On September 24, 1995 the Jewish Telegraphic Agency reported that as head of Nazi Germany's Air Force Institute for Aviation Medicine, Strughold particpated in a 1942 conference that discussed "experiments" on human beings. The experiments included subjecting Dachau concentration camp inmates to torture and death. The Edgewood Arsenal of the Army's Chemical Corps as well as other military research sites recruited these scientists with backgrounds in aeromedicine, radiobiology, and opthamology. Edgewood Arsenal, Maryland ended up conducting experiments on more than seven thousand American soldiers. Using Auschwitz experiments as a guide, they conducted the same type of poison gas experiments that had been done in the secret I.G. Farben laboratories.

It is not coincidence that, as Raymond Money puts it, “from the pyramids of Egypt, the rebuilding of Rome after Nero’s fire, to the creation of the great medieval cathedrals…all great public works have been somehow associated with autocratic power.” It was no accident that most of the world’s great roads —ancient and modern alike—had been associated with totalitarian regimes, that it took a great Khan to build the great roads of Asia, a Darius to build the Royal Road across Asia Minor, a Hitler and a Mussolini to build the Autobahnen and autostrade of Europe, that during the four hundred years in which Rome was a republic it built relatively few major roads, its broad highways beginning to march across the known earth only after the decrees calling for their construction began to be sent forth from the Capitol by a Caesar rather than a Senate. Whether or not it is true, as Money claims, that “pure democracy has neither the imagination, nor the energy, nor the disciplined mentality to create major improvement,” it is indisputably true that it is far easier for a totalitarian regime to take the probably unpopular decision to allocate a disproportionate share of its resources to such improvements, far easier for it to mobilize the men necessary to plan and build them; the great highways of antiquity awaited the formation of regimes capable of assigning to their construction great masses of men ( Rome’s were built in large part by the legions who were to tramp along them); at times, the great highways of the modern age seemed to be awaiting some force capable of assigning to their planning the hundreds of engineers, architects and technicians necessary to plan them. And most important, it is far easier for a totalitarian regime to ignore the wishes of its people, for its power does not derive from the people. Under such a regime it is not necessary for masses of people to be persuaded of an improvement’s worth; the persuasion of a single mind is sufficient.

The other caution has to do with coordinating what work is phased out as a result of lower staffing levels. Leaders often let any such phasing out proceed of its own accord because they have faith that when they eliminate layers in the organizational chart or increase leadership spans of control, people who feel the increased workload will wisely and naturally eliminate tasks that are non-value added or of reduced competitive importance. But this faith is misplaced if employees are not clear about the relative value of work or what the strategic trade-offs should be. If they do not know what work to eliminate, they may not eliminate any at all and instead pass it on to someone else. In this way the organization chart is like a square of jiggly jelly. If you squeeze the jelly from the top and the bottom, it is going to squelch out the sides, and if you squeeze from the sides, it is going to squelch out the top and the bottom. Increasing spans of control—giving leaders more responsibility—may soon result in more layers (for example, one firm created “senior technician” roles for technicians to fill as intermediaries for busy managers). Decreasing layers of the organizational chart may increase spans of control (for example, another company eliminated a layer of managers but then hired a couple of new directors to handle the additional workload when all the reports were reassigned to the next highest management level). The total headcount dollars are never reduced, just reapportioned.

Learn the power of “no” I was so busy working inside my company that I failed to work on it. I was answering support tickets, posting app store listings, making landing pages, writing low-level code, and doing other tasks that employees could’ve performed. If you can delegate work, do it. I should have said “no” to busywork and “yes” to growing my company. When I delegated work, I had time for professional development. Reading books on business and focusing on professional development were two reasons why my company grew into a mid-sized company. Too many founders focus on their day-to-day responsibilities. When I started, my issues were funding and product development. When my company became mid-sized, the issues centered around alignment, time-management, technical support, marketing, and automation. I learned how to set boundaries with customers and employees. Neglecting the power of “no” was why my company failed to reach the next level at certain stages. My boss at the software company was overwhelmed because he tried to perform the same work as his employees. He had hundreds of emails that remained unread. He once said he would wake up at 4am, but he still failed to complete all his tasks. Unlike him, I decided which problems were the most important to focus on. I transformed from a technician to an executive with a grand vision for the company.

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And to say that the citizens of those rival domains did not always see eye to eye was a bit of an understatement, because each represented the antithesis of the other’s deepest values. To the engineers and the technicians who belonged to the world of the dam, Glen was no dead monolith but, rather, a living and breathing thing, a creature that pulsed with energy and dynamism. Perhaps even more important, the dam was also a triumphant capstone of human ingenuity, the culmination of a civil-engineering lineage that had seen its first florescence in the irrigation canals of ancient Mesopotamia and China, then shot like a bold arrow through the Middle Ages, the Renaissance, and the Industrial Revolution to reach its zenith here in the sun-scorched wastelands of the American Southwest. Glen embodied the glittering inspiration and the tenacious drive of the American century—a spirit that in other contexts had been responsible for harnessing the atom and putting men on the moon. As impressive as those other accomplishments may have been, nothing excelled the nobility of transforming one of the harshest deserts on earth into a vibrant garden. In the minds of its engineers and its managers, Glen affirmed everything that was right about America. To Kenton Grua and the river folk who inhabited the world of the canyon, however, the dam was an offense against nature. Thanks to Glen and a host of similar Reclamation projects along the Colorado, one of the greatest rivers in the West, had been reduced to little more than a giant plumbing system, a network of pipes and faucets and catchment tubs whose chief purpose lay in the dubious goal of bringing golf courses to Phoenix, swimming pools to Tucson, and air-conditioned shopping malls to Vegas. A magnificent waterway had been sacrificed on the altar of a technology that enabled people to prosper without limits, without balance, without any connection to the environment in which they lived—and in the process, fostered the delusion that the desert had been conquered. But in the eyes of the river folk, even that wasn’t the real cost. To

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He always said that when you are hiring someone, look at the quality of the person. It is very easy to find a good technician; it's much harder and more important to have a good person. ~ Robert Drouhin repeating what his father Maurice told him

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Henry Myslak has learned the importance of customer satisfaction in his current job as an electronic technician. He has worked in this role for many years and holds relevant training including MP 180X/220X Service Technical Training. Henry Myslak believes staying fit is important and he takes good care of his body. He has run several 5k races and the Boston marathon.

We consider the greatest end of science is the classification of past data. It is important but is there no further work to be done? We’re receding and forgetting, don’t you see? Here in the Periphery they’ve lost atomic power. In Gamma Andromeda, a power plant has blown up because of poor repairs, and the Chancellor of the Empire complains that atomic technicians are scarce. And the solution? To train new ones? Never! Instead they’re to restrict atomic power.’ And for the third time: ‘Don’t you see? It’s Galaxy-wide. It’s a worship of the past. It’s a deterioration – a stagnation!’ He stared from

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The average daycare provider lives on the edge of poverty, with hourly wages below those of truck drivers, bartenders, animal care technicians, and even some middle-class teenage babysitters. Certified preschool teachers make a bit more money, but retirement plans are almost unheard of for preschool teachers not affiliated with a public school, and preschools have rarely provided health benefits or other nonsalary remuneration.12 In Mississippi, catfish skinners apparently make more money than daycare providers. In some parts of the country, childcare providers don’t even need a high school diploma, and the care of dead people in funeral homes is more tightly regulated than the oversight of living children in early education and care settings.13

Coastal grasses swayed in peace. For a moment, I wondered why no one was enjoying this vacant stretch of beach. Then, smelling the cause, I turned back from the sea. Gaza’s faltering sewage treatment fields made the area uninhabitable. Gaza had plenty of engineers who knew how to treat sewage, if they had been permitted to import the requisite machinery and replacement parts. Instead, the blockade forced skilled technicians to dump 90 million litres of untreated waste into the Mediterranean Sea each day.

The most important part of making a film is the script. It's not the actual shooting the film. The technicians know their jobs, the cameraman knows his job, the director knows his job. It's what he is going to shoot, and whether or not a company is successful depends on what they choose to shoot, and that's all there is to it.

Of course, the word machine here is being used in its broadest definition, i.e., as the systematic organization of designs for the transmission of power. And since power can be social as well as mechanical it is important to remember that machines can be institutional in addition to being material. For this reason, we speak of political machines as well as the mechanics of government as comfortably as we discuss how many speakers our stereo contains or how many words per minute we can type. But when the persons who design, implement, and repair these machines, social and mechanical, are thought of as social types, this broader definition of machine often vanishes. Somehow the common usage of the word machine in its many modes does not extend into a consideration of the humans behind the machines. Instead, these persons are sequestered into diverse occupational categories: engineer, economist, radiologist, technician or political scientist. Yet, historically there is a sense in which a segment of this diverse collection of experts attained a uniformity of thought and action sufficient to justify a more unified categorization. And, indeed, it is the intention of this work to demonstrate that there were experts who had in common, from the beginning of the American machine age, the desire to sell society on their expertise by providing plans for systematically organized devices for the transmission of power in production and in politics.

Let us turn now to a study of a small Newfoundland fishing village. Fishing is, in England at any rate – more hazardous even than mining. Cat Harbour, a community in Newfoundland, is very complex. Its social relationships occur in terms of a densely elaborate series of interrelated conceptual universes one important consequence of which is that virtually all permanent members of the community are kin, ‘cunny kin’, or economic associates of all other of the 285 permanent members. The primary activity of the community is cod fishing. Salmon, lobster, and squid provide additional sources of revenue. Woodcutting is necessary in off-seasons. Domestic gardening, and stints in lumber camps when money is needed, are the two other profitable activities. The community's religion is reactionary. Women assume the main roles in the operation though not the government of the churches in the town. A complicated system of ‘jinking’ – curses, magic, and witchcraft – governs and modulates social relationships. Successful cod fishing in the area depends upon highly developed skills of navigation, knowledge of fish movements, and familiarity with local nautical conditions. Lore is passed down by word of mouth, and literacy among older fishermen is not universal by any means. ‘Stranger’ males cannot easily assume dominant positions in the fishing systems and may only hire on for salary or percentage. Because women in the community are not paid for their labour, there has been a pattern of female migration out of the area. Significantly, two thirds of the wives in the community are from outside the area. This has a predictable effect on the community's concept of ‘the feminine’. An elaborate anti-female symbolism is woven into the fabric of male communal life, e.g. strong boats are male and older leaky ones are female. Women ‘are regarded as polluting “on the water” and the more traditional men would not consider going out if a woman had set foot in the boat that day – they are “jinker” (i.e., a jinx), even unwittingly'. (It is not only relatively unsophisticated workers such as those fishermen who insist on sexual purity. The very skilled technicians drilling for natural gas in the North Sea affirm the same taboo: women are not permitted on their drilling platform rigs.) It would be, however, a rare Cat Harbour woman who would consider such an act, for they are aware of their structural position in the outport society and the cognition surrounding their sex….Cat Harbour is a male-dominated society….Only men can normally inherit property, or smoke or drink, and the increasingly frequent breach of this by women is the source of much gossip (and not a negligible amount of conflict and resentment). Men are seated first at meals and eat together – women and children eating afterwards. Men are given the choicest and largest portions, and sit at the same table with a ‘stranger’ or guest. Women work extremely demanding and long hours, ‘especially during the fishing season, for not only do they have to fix up to 5 to 6 meals each day for the fishermen, but do all their household chores, mind the children and help “put away fish”. They seldom have time to visit extensively, usually only a few minutes to and from the shop or Post Office….Men on the other hand, spend each evening arguing, gossiping, and “telling cuffers”, in the shop, and have numerous “blows” (i.e., breaks) during the day.’ Pre-adolescents are separated on sexual lines. Boys play exclusively male games and identify strongly with fathers or older brothers. Girls perform light women's work, though Faris indicates '. . . often openly aspire to be male and do male things. By this time they can clearly see the privileged position of the Cat Harbour male….’. Girls are advised not to marry a fisherman, and are encouraged to leave the community if they wish to avoid a hard life. Boys are told it is better to leave Cat Harbour than become fishermen....

If I were in this patio shade sail business, a method I would do it is to head out to the setting up resource enterprise and ask some of the guys behind the workplace about personnel who conduct your size job - they sure as heck not necessarily going to recommend technicians who not necessarily paying their bills and that will be a lifesaver there as well. It's impossible those men at the setting up source would become obtaining kickbacks from companies. Some of those men will not recommend contractors, but some will. Get four or five advice. We prepare subcontractor deals for our Standard Builder construction organization and just before preparing the arrangements, often check with the state office that gives away builder contractor licenses to make certain they're listed under the trade they state to get proficient in and find if there are any complaints filed. I also contact the talk about organization commission to see if they're posted now there and how lengthy they've been in business, and then have got their insurance agent to send us a copy of their insurance certificate showing that they have general liability and worker's compensation insurance (and make sure the name of their company on the contract matches the builder's license, the listed corporate entity, and insurance). And, you definitely want to make sure your contract has start and finish dates with liquidated damages for failure to finish on time, that the contractor supplies all materials and labor, that if the contractor breaches the contract that the contractor will be in charge of your legal fees, progress payments with lien waivers, as well as many other clauses AND a very detailed scope of work. It is important to specify the manufacturer and the exact type/quality & color of shingle, the underlayment brand and quality, the valleys' ice and water shield, tear-off or not of the existing shingles, how much will be charged if the sheathing is rotten per sheet for labor and material and type that it is to be replaced with, disposal of all construction debris, protection of your landscaping and personal property below the roof. I also attach a copy of the manufacturer's installation instructions and state that the product will be installed according to them. I prepare our contract and attach the subcontractor's contract to ours as an addendum (and our clauses supersede theirs). You want to get your scope of work ready to give to contractors to bid on so everyone is bidding on the same thing. When I first started, I would get several bids and cobble together a scope of work and then ask people to rework their bids based on it if their bids didn't include my new scope of work. So, this is going to be a large, important expense for you, and you probably want a good attorney, experienced in contracts, to review your contract. It will be worth the couple hundred extra dollars. (Ask how much the charge is up front.)

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When others give you advice about your skiing, consider the following: • Listen with an open mind. Half of the time you might think they’re wrong, and half of those times you might be right. That means that the majority of the time, you’ll learn something valuable. • If a coach, instructor, or anyone else tells you something that doesn’t make sense, don’t nod your head as if it does. Ask for another explanation. Get into a dialog about it. But if the person still doesn’t make sense, know when and how to politely move on. • No one other than you can make you a better skier. The best coaches, instructors, and equipment technicians can help, but ultimately, it’s up to you. These words could have been written 30 years ago and been just as true then as they are today. There are other lasting truths about skiing: We ski in places that are beautiful and that many of us would otherwise seldom, if ever, visit. People can learn to ski before they can ride a bike and keep on skiing after they’re too old to ride one. Skiing brings families and friends together. It makes people feel healthy and happy. So don’t forget that the most important reason to ski is that you enjoy the skiing itself, and the most important reason to improve is that you’ll enjoy it more. And if you’re happy when you ski, you must be doing something right.

My friend Karen says that life is like a sound board. When music is mixed, the sound technician needs to adjust the levels to make the music sound its best. If one person or instrument needs to be really loud, everything else can’t be loud too because the board can’t handle it and, more importantly, the music won’t sound its best. The same is true in life. If one thing is dominating during a particular season, that’s okay, as long as adjustments are made to other areas. Without those adjustments to “reduce the volume,” distortion and chaos will result. But if you make those adjustments, your life song will bring the most beauty and pleasure possible in your life.