Thousand Problems One Solution Quotes

Far out in the uncharted backwaters of the unfashionable end of the Western spiral arm of the galaxy lies a small unregarded yellow sun. Orbiting this, at a distance of roughly ninety million miles is an utterly insignificant little blue-green planet, whose ape descended life forms are so amazingly primitive that they still think digital watches are a pretty neat idea. This planet has, or had, a problem, which was this. Most of the people living on it were unhappy for pretty much of the time. Many solutions were suggested for this problem, but most of these were largely concerned with the movements of small, green pieces of paper, which is odd, because on the whole, it wasn't the small, green pieces of paper which were unhappy. And so the problem remained, and lots of the people were mean, and most of them were miserable, even the ones with digital watches. Many were increasingly of the opinion that they'd all made a big mistake coming down from the trees in the first place, and some said that even the trees had been a bad move, and that no-one should ever have left the oceans. And then one day, nearly two thousand years after one man had been nailed to a tree for saying how great it would be to be nice to people for a change, a girl, sitting on her own in a small cafe in Rickmansworth suddenly realised what it was that had been going wrong all this time and she finally knew how the world could be made a good and happy place. This time it was right, it would work, and no-one would have to get nalied to anything. Sadly, however, before she could get to a phone to tell anyone, the Earth was unexpectedly demolished to make way for a new hyperspace bypass and so the idea was lost forever.

Here is the problem: Collect a hundred, or a thousand, of those, and your life is miserable and your marriage doomed. Do not pretend you are happy with something if you are not, and if a reasonable solution might, in principle, be negotiated. Have the damn fight. Unpleasant as that might be in the moment, it is one less straw on the camel’s back. And that is particularly true for those daily events that everyone is prone to regard as trivial—even the plates on which you eat your lunch. Life is what repeats, and it is worth getting what repeats right.

When it was proclaimed that the Library contained all books, the first impression was one of extravagant happiness. All men felt themselves to be the masters of an intact and secret treasure. There was no personal or world problem whose eloquent solution did not exist in some hexagon. The universe was justified, the universe suddenly usurped the unlimited dimensions of hope. At that time a great deal was said about the Vindications: books of apology and prophecy which vindicated for all time the acts of every man in the universe and retained prodigious arcana for his future. Thousands of the greedy abandoned their sweet native hexagons and rushed up the stairways, urged on by the vain intention of finding their Vindication. These pilgrims disputed in the narrow corridors, proffered dark curses, strangled each other on the divine stairways, flung the deceptive books into the air shafts, met their death cast down in a similar fashion by the inhabitants of remote regions. Others went mad ... The Vindications exist (I have seen two which refer to persons of the future, to persons who are perhaps not imaginary) but the searchers did not remember that the possibility of a man's finding his Vindication, or some treacherous variation thereof, can be computed as zero.

One winter she grew obsessed with a fashionable puzzle known as Solitaire, the Rubik’s Cube of its day. Thirty-two pegs were arranged on a board with thirty-three holes, and the rules were simple: Any peg may jump over another immediately adjacent, and the peg jumped over is removed, until no more jumps are possible. The object is to finish with only one peg remaining. “People may try thousands of times, and not succeed in this,” she wrote Babbage excitedly. I have done it by trying & observation & can now do it at any time, but I want to know if the problem admits of being put into a mathematical Formula, & solved in this manner.… There must be a definite principle, a compound I imagine of numerical & geometrical properties, on which the solution depends, & which can be put into symbolic language. A formal solution to a game—the very idea of such a thing was original. The desire to create a language of symbols, in which the solution could be encoded—this way of thinking was Babbage’s, as she well knew.

If, thus, a strong meaning orientation plays a decisive role in the prevention of suicide, what about intervention in cases in which there is a suicide risk? As a young doctor I spent four years in Austria's largest state hospital where I was in charge of the pavilion in which severely depressed patients were accommodated - most of them having been admitted after a suicide attempt. I once calculated that I must have explored twelve thousand patients during those four years. What accumulated was quite a store of experience from which I still draw whenever I am confronted with someone who is prone to suicide. I explain to such a person that patients have repeatedly told me how happy they were that the suicide attempt had not been successful; weeks, months, years later, they told me, it turned out that there was a solution to their problem, an answer to their question, a meaning to their life. "Even if things only take such a good turn in one of a thousand cases," my explanation continues, "who can guarantee that in your case it will not happen one day, sooner or later? But in the first place, you have to live to see the day on which it may happen, so you have to survive in order to see that day dawn, and from now on the responsibility for survival does not leave you.

Two kinds of development help explain how a readiness built up to kill all Jews, including women and children. One is a series of “dress rehearsals” that served to lower inhibitions and provided trained personnel hardened for anything. First came the euthanasia of incurably ill and insane Germans, begun on the day when World War II began. Nazi eugenics theory had long provided a racial justification for getting rid of “inferior” persons. War provided a broader justification for reducing the drain of “useless mouths” on scarce resources. The “T-4” program killed more than seventy thousand people between September 1939 and 1941, when, in response to protests from the victims’ families and Catholic clergy, the matter was left to local authorities. Some of the experts trained in this program were subsequently transferred to the occupied east, where they applied their mass killing techniques to Jews. This time, there was less opposition. The second “dress rehearsal” was the work of the Einsatzgruppen, the intervention squads specially charged with executing the political and cultural elite of invaded countries. In the Polish campaign of September 1939 they helped wipe out the Polish intelligentsia and high civil service, evoking some opposition within the military command. In the Soviet campaign the Einsatzgruppen received the notorious “Commissar Order” to kill all Communist Party cadres as well as the Jewish leadership (seen as identical in Nazi eyes), along with Gypsies. This time the army raised no objections. The Einsatzgruppen subsequently played a major role, though they were far from alone, in the mass killings of Jewish women and children that began in some occupied areas in fall 1941. A third “dress rehearsal” was the intentional death of millions of Soviet prisoners of war. It was on six hundred of them that the Nazi occupation authorities first tested the mass killing potential of the commercial insecticide Zyklon-B at Auschwitz on September 3, 1941. Most Soviet prisoners of war, however, were simply worked or starved to death. The second category of developments that helped prepare a “willingness to murder” consisted of blockages, emergencies, and crises that made the Jews become a seemingly unbearable burden to the administrators of conquered territories. A major blockage was the failure to capture Moscow that choked off the anticipated expulsion of all the Jews of conquered eastern Europe far into the Soviet interior. A major emergency was shortages of food supplies for the German invasion force. German military planners had chosen to feed the invasion force with the resources of the invaded areas, in full knowledge that this meant starvation for local populations. When local supplies fell below expectations, the search for “useless mouths” began. In the twisted mentality of the Nazi administrators, Jews and Gypsies also posed a security threat to German forces. Another emergency was created by the arrival of trainloads of ethnic Germans awaiting resettlement, for whom space had to be made available. Faced with these accumulating problems, Nazi administrators developed a series of “intermediary solutions.” One was ghettos, but these proved to be incubators for disease (an obsession with the cleanly Nazis), and a drain on the budget. The attempt to make the ghettos work for German war production yielded little except another category of useless mouths: those incapable of work. Another “intermediary solution” was the stillborn plan, already mentioned, to settle European Jews en masse in some remote area such as Madagascar, East Africa, or the Russian hinterland. The failure of all the “intermediary solutions” helped open the way for a “final solution”: extermination.

Avoiding the Wish List Some people will evade your questions and say, “Here’s what I want.” They’ll start listing features and options; I’ve even had people start sketching mockups in coffee shop meetings! On the surface, this sounds amazing: a prospective customer practically writing your product requirements for you. The truth is different: thousands of failed products are created based on what customers said they wanted. You’ve probably worked on at least one of them in the past.[45] You don’t need to learn what customers say they want; you need to learn how customers behave and what they need. In other words, focus on their problem, not their suggested solution.

During the period of the Japanese Empire, thousands upon thousands of Koreans had been brought to Japan against their will to serve as slave laborers and, later, cannon fodder. Now, the government was afraid that these Koreans and their families, discriminated against and poverty-stricken in the postwar years, might become a source of social unrest. Sending them back to Korea was a solution to a problem. Nothing more. From the North Korean government’s point of view, their country desperately needed rebuilding after the Korean War. What could be more convenient than an influx of workers?

For Chinese courtiers, the problem of how to give the emperor advice was an important issue. Over the years, thousands of them had died trying to warn or counsel their master. To be made safely, their criticisms had to be indirect—yet if they were too indirect they would not be heeded. The chronicles were their solution: Identify no one person as the source of criticism, make the advice as impersonal as possible, but let the emperor know the gravity of the situation.

During the period of the Japanese Empire, thousands upon thousands of Koreans had been brought to Japan against their will to serve as slave laborers and, later, cannon fodder. Now, the government was afraid that these Koreans and their families, discriminated against and poverty-stricken in the postwar years, might become a source of social unrest. Sending them back to Korea was a solution to a problem. Nothing more.

The failure of companies in a free market, then, is not a defect of the system, or an unfortunate by-product of competition; rather, it is an indispensable aspect of any evolutionary process. According to one economist, 10 percent of American companies go bankrupt every year.4 The economist Joseph Schumpeter called this “creative destruction.” Now, compare this with centrally planned economies, where there are almost no failures at all. Companies are protected from failure by subsidy. The state is protected from failure by the printing press, which can inflate its way out of trouble. At first, this may look like an enlightened way to go about solving the problems of economic production, distribution, and exchange. Nothing ever fails and, by implication, everything looks successful. But this is precisely why planned economies didn’t work. They were manned by intelligent planners who decided how much grain to produce, how much iron to mine, and who used complicated calculations to determine the optimal solutions. But they faced the same problem as the Unilever mathematicians: their ideas, however enlightened, were not tested rapidly enough—and so had little opportunity to be reformed in the light of failure. Even if the planners were ten times smarter than the businessmen operating in a market economy, they would still fall way behind. Without the benefit of a valid test, the system is plagued by rigidity. In markets, on the other hand, it is the thousands of little failures that lubricate and, in a sense, guide the system. When companies go under, other entrepreneurs learn from these mistakes, the system creates new ideas, and consumers ultimately benefit.

Americans seek advice with an appetite that seems to be insatiable. We watch televised “experts” in the hope of finding solutions to interpersonal problems, financial woes, and sexual dysfunction. We read advice columns and go to seminars. We consult selfimprovement websites. And we buy books. There are more than thirty thousand self-help titles in print in the United States today, and it’s estimated that Americans will spend close to one billion dollars buying them this year.

THE work of deciding cases goes on every day in hundreds of courts throughout the land. Any judge, one might suppose, would find it easy to describe the process which he had followed a thousand times and more. Nothing could be farther from the truth. Let some intelligent layman ask him to explain:  he will not go very far before taking refuge in the excuse that the language of craftsmen is unintelligible to those untutored in the craft. Such an excuse may cover with a semblance of respectability an otherwise ignominious retreat. It will hardly serve to still the pricks of curiosity and conscience. In moments of introspection, when there {10} is no longer a necessity of putting off with a show of wisdom the uninitiated interlocutor, the troublesome problem will recur, and press for a solution. What is it that I do when I decide a case? To what sources of information do I appeal for guidance? In what proportions do I permit them to contribute to the result? In what proportions ought they to contribute? If a precedent is applicable, when do I refuse to follow it? If no precedent is applicable, how do I reach the rule that will make a precedent for the future? If I am seeking logical consistency, the symmetry of the legal structure, how far shall I seek it? At what point shall the quest be halted by some discrepant custom, by some consideration of the social welfare, by my own or the common standards of justice and morals? Into that strange compound which is brewed daily in the caldron of the courts, all these ingredients enter in varying proportions. I am not concerned to inquire whether judges ought to be allowed to brew such a compound at all. I take judge-made law as one of the existing realities of life. There, before us, {11} is the brew. Not a judge on the bench but has had a hand in the making.

Phase 1: Discovery 1. Define the problem statement What is the challenge that will be solved? The problem statement is defined at this step and becomes the foundation of the project. Here is a sample problem statement: The company has more than one hundred thousand email addresses and has sent more than one million emails in the last twelve months, but open rates remain low at 8 percent, and sales attributed to email have remained flat since 2018. Based on current averages, a 2 percentage-point lift in email open rates could produce a $50,000 increase in sales over the next twelve months. It’s important to note that a strong and valid problem statement should include the value of solving the problem. This helps ensure that the project is worth the investment of resources and keeps everyone focused on the goal. 2. Build and prioritize the issues list What are the primary issues causing the problem? The issues are categorized into three to five primary groups and built into an issues tree. Sample issues could be: •​Low open rates •​Low click rates •​Low sales conversion rates 3. Identify and prioritize the key drivers. What factors are driving the issues and problem? Sample key drivers could include: •​List fatigue •​Email creatives •​Highly manual, human-driven processes •​Underutilized or missing marketing technology solutions •​Lack of list segmentation •​Lack of reporting and performance management •​Lack of personalization 4. Develop an initial hypothesis What is the preliminary road map to solving the problem? Here is a sample initial hypothesis: AI-powered technologies can be integrated to intelligently automate priority use cases that will drive email efficiency and performance. 5. Conduct discovery research What information can we gain about the problem, and potential solutions, from primary and secondary research? •​How are talent, technology, and strategy gaps impacting performance? •​What can be learned from interviews with stakeholders and secondary research related to the problem? Ask questions such as the following: •​What is the current understanding of AI within the organization? •​Does the executive team understand and support the goal of AI pilot projects?

Our duration of life is measured, and no one is able to enhance it even by a second against the scheduled time ordained by the supreme will. Such valuable time, especially for the human being, should be cautiously spent because even a second passed away imperceptibly cannot be replaced, even in exchange for thousands of golden coins amassed by hard labor. Every second of human life is meant for making an ultimate solution to the problems of life,

If there is a problem somewhere... this is what happens. Three people will try to do something concrete to settle the issue. Ten people will give a lecture analyzing what the three are doing. One hundred people will commend or condemn the ten for their lecture. One thousand people will argue about the problem. And one person -- only one -- will involve himself so deeply in the true solution that he is too busy to listen to any of it... [W]hich person are you?" -Fr. Longère

At the same time, you’ll become known as someone who responds promptly to email, so more people will consider it worth their while to message you to begin with. (By contrast, negligent emailers frequently find that forgetting to reply ends up saving them time: people find alternative solutions to the problems they were nagging you to solve, or the looming crisis they were emailing about never materializes.) So it’s not simply that you never get through your email; it’s that the process of “getting through your email” actually generates more email. The general principle in operation is one you might call the “efficiency trap.” Rendering yourself more efficient—either by implementing various productivity techniques or by driving yourself harder—won’t generally result in the feeling of having “enough time,” because, all else being equal, the demands will increase to offset any benefits. Far from getting things done, you’ll be creating new things to do.

We know there are thousands of ways to solve any branding problem a company faces, yet the only valuable solutions are the effective ones. Doing something ineffective in half the time–or “more efficiently” or “more economically”–isn’t progress, but is instead bad business. Very bad business.

Where once an educated person might have assumed she was at least conversant with the relevant knowledge on a particular field of study, the explosion of information has rendered that assumption laughable. One solution to information overload is to increase a leader’s access to information, fitting him with two smartphones, multiple computer screens, and weekend updates. But the leader’s access to information is not the problem. We can work harder, but how much can we actually take in? Attention studies have shown that most people can thoughtfully consider only one thing at a time, and that multitasking dramatically degrades our ability to accomplish tasks requiring cognitive concentration. Given these limitations, the idea that a “heroic leader” enabled with an über-network of connectivity can simultaneously control a thousand marionettes on as many stages is unrealistic.

Some said that the answer to China's quality challenge was to test more of its products. The problem with this solution—at least in health and beauty care—was that it was too expensive. For many product categories, Johnson Carter earned not even 10¢ per bottle. If there were 20,000 pieces in a 40-foot container, the importer might earn only $2,000 in profit, and then the laboratory wanted to charge more than $200 for each separate test that it might run. Testing just one bottle for the presence of five different toxic substances could run more than a thousand dollars.

Failures as people: millions of Americans felt that this description fit them to a T. Seeking a solution, any solution, they eagerly forked over their cash to any huckster who promised release, the quicker and more effortlessly the better: therapies like “bioenergetics” (“The Revolutionary Therapy That Uses the Language of the Body to Heal the Problems of the Mind”); Primal Scream (which held that when patients shrieked in a therapist’s office, childhood trauma could be reexperienced, then released; John Lennon and James Earl Jones were fans); or Transcendental Meditation, which promised that deliverance could come if you merely closed your eyes and chanted a mantra (the “TM” organization sold personal mantras, each supposedly “unique,” to hundreds of thousands of devotees). Or “religions” like the Church Universal and Triumphant, or the Reverend Sun Myung Moon’s Unification Church, or “Scientology”—this last one invented by a science fiction writer, reportedly on a bet. Devotees paid cash to be “audited” by practitioners who claimed the power—if, naturally, you paid for enough sessions—to remove “trauma patterns” accreted over the 75 million years that had passed since Xenu, tyrant of the Galactic Confederacy, deposited billions of people on earth next to volcanoes and detonated hydrogen bombs inside those volcanos, thus scattering harming “body thetans” to attach to the souls of the living, which once unlatched allowed practitioners to cross the “bridge to total freedom” and “unlimited creativity.” Another religion, the story had it, promised “perfect knowledge”—though its adherents’ public meeting was held up several hours because none of them knew how to run the movie projector. Gallup reported that six million Americans had tried TM, five million had twisted themselves into yoga poses, and two million had sampled some sort of Oriental religion. And hundreds of thousands of Americans in eleven cities had plunked down $250 for the privilege being screamed at as “assholes.” “est”—Erhard Seminars Training, named after the only-in-America hustler who invented it, Werner Erhard, originally Jack Rosenberg, a former used-car and encyclopedia salesman who had tried and failed to join the Marines (this was not incidental) at the age of seventeen, and experienced a spiritual rebirth one morning while driving across the Golden Gate Bridge (“I realized that I knew nothing. . . . In the next instant—after I realized that I knew nothing—I realized that I knew everything”)—promised “to transform one’s ability to experience living so that the situations one had been trying to change or had been putting up with, clear up just in the process of life itself,” all that in just sixty hours, courtesy of a for-profit corporation whose president had been general manager of the Coca-Cola Bottling Company of California and a former member of the Harvard Business School faculty. A

One Man's Odyssey of Recovery *** The Thirteenth Step is a powerful and true recounting of the life of Robert Hayward. Hayward’s life story weaves the real and the mysterious, the personal and the universal into a uniquely gripping story of self-discovery through his spiritual awakening within the Native American Church; an awakening that saved his life. The Thirteenth Step documents, for the first time ever, ancient ceremonies that have been conducted in the same manner for thousands of years, yet never shared with outsiders. Through Hayward’s own journey of redemption, the reader will experience the words, wisdom, and teachings of The Native American Church, and encounter a spirituality that until now, has been accessible only to those born into the traditional Native American culture.

Forti said he’d spent the last seven years traveling around the world to see how different cultures responded to what he believed were the five major questions of existence: 1. What concerns you the most in life? 2. What does it mean to live a good, fulfilled life? 3. What’s the problem with mankind and what’s the solution? (Interestingly, Forti added, out of nearly a thousand interviews in over a hundred different cultures, no one replied that there was no problem with mankind.) 4. What happens after you die? 5. If there’s a God, what’s he like?

The problem of youth,” Gwen said. “Only when you’ve been alive a few thousand years does it sink in that talking is a far greater solution than acting on one’s own presumptions. And even then, the possibility of rejection supersedes logical thought.

I had worked my way through a thousand problems, like when the tar paper bulged on the corners so I used a strap wrapped around the whole house and ratcheted it tight to attach the trim; I had figured that out without using a book, and that was just one of a bunch of ideas that had saved the day. I liked it; I was falling in love with the way my kneecaps knew how to hold a piece of plywood halfway up till I could grab the underside with my hand. I like the way the little house was taking shape, and the way it seemed to double-dog dare me to step in... move in.

The Japanese government actively promoted the repatriation, supposedly on humanitarian grounds. But in my opinion, what they were actually pursuing was opportunism of the most vile and cynical kind. Look at the facts. During the period of the Japanese Empire, thousands upon thousands of Koreans had been brought to Japan against their will to serve as slave laborers and, later, cannon fodder. Now, the government was afraid that these Koreans and their families, discriminated against and poverty-stricken in the postwar years, might become a source of social unrest. Sending them back to Korea was a solution to a problem. Nothing more.

The fact is that most alcoholics, for reasons yet obscure, have lost the power of choice in drink. Our so-called will power becomes practically nonexistent. We are unable, at certain times, to bring into our consciousness with sufficient force the memory of the suffering and humiliation of even a week or a month ago. We are without defense against the first drink. The almost certain consequences that follow taking even a glass of beer do not crowd into the mind to deter us. If these thoughts occur, they are hazy and readily supplanted with the old threadbare idea that this time we shall handle ourselves like other people. There is a complete failure of the kind of defense that keeps one from putting his hand on a hot stove. The alcoholic may say to himself in the most casual way, “It won’t burn me this time, so here’s how!” Or perhaps he doesn’t think at all. How often have some of us begun to drink in this nonchalant way, and after the third or fourth, pounded on the bar and said to ourselves, “For God’s sake, how did I ever get started again?” Only to have that thought supplanted by “Well, I’ll stop with the sixth drink.” Or “What’s the use anyhow?” When this sort of thinking is fully established in an individual with alcoholic tendencies, he has probably placed himself beyond human aid, and unless locked up, may die or go permanently insane. These stark and ugly facts have been confirmed by legions of alcoholics throughout history. But for the grace of God, there would have been thousands more convincing demonstrations. So many want to stop but cannot. There is a solution. Almost none of us liked the self-searching, the leveling of our pride, the confession of shortcomings which the process requires for its successful consummation. But we saw that it really worked in others, and we had come to believe in the hopelessness and futility of life as we had been living it. When, therefore, we were approached by those in whom the problem had been solved, there was nothing left for us but to pick up the simple kit of spiritual tools laid at our feet. We have found much of heaven and we have been rocketed into a fourth dimension of existence of which we had not even dreamed. The great fact is just this, and nothing less: That we have had deep and effective spiritual experiences* which have revolutionized our whole attitude toward life, toward our fellows and toward God’s universe. The central fact of our lives today is the absolute certainty that our Creator has entered into our hearts and lives in a way which is indeed miraculous. He has commenced to accomplish those things for us which we could never do by ourselves. If you are as seriously alcoholic as we were, we believe there is no middle-of-the-road solution. We were in a position where life was becoming impossible, and if we had passed into the region from which there is no return through human aid, we had but two alternatives: One was to go on to the bitter end, blotting out the consciousness of our intolerable situation as best we could; and the other, to accept spiritual help. This we did because we honestly wanted to, and were willing to make the effort.

What does a merchant do when a potential customer walks into a store and wants to purchase a ton of goods on credit? A solution was offered by the “The Society of Guardians for the Protection of Trade against Swindlers and Sharpers,” established in 1776. This society pooled data from 550 merchants to collect information on the reputation of customers. This would make it much harder for a bad customer to defraud multiple merchants. Its key principle: “Every member is bound to communicate to the Society without delay, the Name and Description of any Person who may be unfit to trust.” In other words, this was the beginning of credit scores as a means to assess the trustworthiness of a customer for loans—no swindlers or sharpers allowed. This Society of Guardians was not the only credit bureau—thousands of similar small organizations were formed over the years, collecting individual names and publishing books with various comments and gossip. Modern giants Experian and Equifax grew from these small, local bureaus. Experian started as the Manchester Guardian Society in the early 1800s, eventually acquiring other bureaus to become one of the world’s largest. And Equifax grew from a Tennessee grocery store in the late 1800s, where the owners started compiling their own lists of creditworthy consumers. These bureaus tended to combine into larger bureaus over time because of what’s often described as a “data network effect.” When a bureau works with more merchants, it means more data, which means the risk predictions on loans will be more accurate. This makes it more attractive for additional merchants to join, who contribute even more data, and so on. Being able to accurately assess lending risk allows the rest of the network to function—consumers can borrow to get the goods they want, merchants can sell their products profitably, and banks can help underwrite the loans. This network is held together by credit bureaus like Equifax and Experian, who centralize consumer data.

Almost everyone will proclaim they are against bullying. No one likes a bully, right? At the same time, most of those same people will state the slogan of the day, "I respect the police.", or, "I respect the police, but...". To that I ask, "What is it you respect about them?" Do you respect that they'd shoot your dog or child in a heartbeat? Do you respect them leaving thousands of dogs in hot cars to die? Do you respect them shooting hundreds of thousands of dogs? (10,000 a year for 20 years would be hundreds of thousands!). Do you respect that there are cops in prison for murder, rape, and child molestation who are still collecting their pensions? I could probably make this list 100 pages long if I wanted to, but I hope you get the point. The point is that when we say we respect bullies and bullying, we are part of the problem, not the solution.

That is why totalitarian regimes, secular and religious, inevitably are antisemitic. Totalitarian regimes by definition aim to control the totality of their citizens’ lives and can therefore tolerate no uncontrolled religious or national expressions, both of which are part of Judaism. Once the Jewish roots of antisemitism are recognized, the only solutions to the “Jewish Problem,” as far as antisemites are concerned, are obvious. The Jews must either convert, be expelled, or murdered. In the 1880s, the Russian czar’s procurator of the Holy Synod and architect of Russian government policy at the time, Constantine Pobedonostev, is said to have offered precisely this advice: One-third of the Jews living in the Russian Empire should be converted to Christianity, one-third should be expelled, and one-third should be put to death.9 In fact, for the last two thousand years, this has repeatedly been the chronological order of antisemitic acts.

If there is a problem somewhere,” he said with his dry chuckle, “this is what happens. Three people will try to do something concrete to settle the issue. Ten people will give a lecture analyzing what the three are doing. One hundred people will commend or condemn the ten for their lecture. One thousand people will argue about the problem. And one person—only one—will involve himself so deeply in the true solution that he is too busy to listen to any of it.

the plan was a scheme to bilk money from the investors in return for selling them Louisiana. Law was given a monopoly on trade, as well. Later, when it turned out that Law’s company was merely a large confidence game, many of the settlers decided to ignore this and stay on. During the first year of Law’s operation, he decided that a town should be founded at a spot that could be reached from both Lake Pontchartrain and the Mississippi River. In 1718, this town became La Nouvelle Orleans. Development of the city began that year, but work was slow, thanks to brutal heat and the rising and falling waters of the Mississippi. There was talk of moving the city because of the danger of flooding, so levees were constructed, which spread out as the city and the plantations of the area grew. But rising water was not the only danger that could be found at the mouth of the Mississippi. In many early documents, writers spoke of the monsters that dwelt in the murky waters, and the Indian legends told of gigantic beasts that waited to spring upon unwary travelers. “May God preserve us from the crocodiles!” wrote Father Louis Hennepin. Meanwhile, John Law was having problems holding up his end of the bargain that he made with the French. In order to get his money, he had promised his investors that he would have a colony of six thousand settlers and three thousand slaves by 1727. His problem, however, was a shortage of women. The colony’s governor, Jean-Baptiste Le Moyne, Sieur de Bienville, wrote, “The white men are running in the woods after the Indian girls.” About 1720, one solution to cure the shortage of women arrived when the jails of Paris were emptied of prostitutes. The ladies of the evening were given a choice: serve their term in prison or become a colonist in Louisiana. Those who chose the New World quickly became the wives of the men most starved for female companionship. The prisons also served as a source for male colonists. Many thieves, vagabonds, deserters and smugglers also chose to come to Louisiana to avoid prison time. They made for strange company when mixed with aristocrats, indicted for some wrongdoing or another, who also chose New Orleans over the Bastille. New Orleans also lacked education and medical care. Despairing over the conditions, Governor Bienville coaxed the sisters of Ursuline to come from France and assist the new city. The first Ursulines arrived in 1727 and set to work caring for orphans, operating

33. Most hackers are good guys. When we say “hacker”, the first thing that comes to mind is a nerdy guy in his garage or basement, staring at his computer for at least a few dozen hours straight, breaking into some computer network and making thousands – or millions – of dollars of damage. Luckily, “hacker” is a much broader term. Some people do not even limit it to computer hacking. By definition, a “hack” is “an intelligent solution to an interesting problem”, and most hackers are actually in it just for exploring. Through exploring, they find holes in computer systems, and most of them will report those holes and propose patches for them, rather than exploiting them for their own selfish goals. The selfish ones are actually a minority, while the majority of them are in fact the so-called white-hat hackers, who make a living from preventing disasters, rather than causing them. And even hackers which deal with illegal activities are nowadays rather busy with harassing various hate groups, terrorist organizations and similar “movements” online.

Concerns had been growing about the rising levels of Jewish immigration to Britain, with the numbers arriving from Russia alone rising by a factor of five between 1880 and 1920. At the turn of the twentieth century, there had been discussions about offering land in East Africa to encourage Jewish émigrés to settle there, but by the time of the war attention had shifted to Palestine. In 1917, a letter from the Foreign Secretary, Arthur Balfour, to Lord Rothschild was leaked to The Times that spoke of ‘His Majesty’s Government [viewing] with favour the establishment in Palestine of a national home for the Jewish people’. 7 Known as the Balfour Declaration, the idea of designating territories for Jews to settle was what Balfour later described to the House of Lords as ‘a partial solution to the great and abiding Jewish problem’. 8 Although the championing of a homeland for European Jews has understandably attracted attention, Britain also had its eye on Palestine for its position in relation to the oilfields and as a terminus for a pipeline linking to the Mediterranean. This would save a journey of a thousand miles, planners later noted, and would give Britain ‘virtual control over the output of what may well prove to be one of the richest oil fields in the world’.

Ownership of what? He’s the one that screwed this up, not me.” It was clear Gary’s ego was getting in the way of the solution to this problem. “Ownership of everything!” I answered. “This isn’t his fault, it’s yours. You are in charge, so the fact that he didn’t follow procedure is your fault. And you have to believe that, because it’s true. When you talk to him, you need to start the conversation like this: ‘Our team made a mistake and it’s my fault. It’s my fault because I obviously wasn’t as clear as I should have been in explaining why we have these procedures in place and how not following them can cost the company hundreds of thousands of dollars. You are an extremely skilled and knowledgeable superintendent. You know more about this business than I ever will. It was up to me to make sure you know the parameters we have to work within and why some decisions have got to be run through me. Now, I need to fix this so it doesn’t happen again.

Do you remember when you told me that you’d bought something ridiculously luxurious, and it was a mango?” he asks. “I was so fucking jealous of you. I wished that I could feel what that was like. I wanted to want something like that. I wanted to have that so badly.” I don’t have answers to any of his problems. I don’t even have solutions to mine. But this one thing? This, I can handle. “Come on,” I say. “Let’s get some mangoes.” We pull off the freeway a few miles later and follow the computer’s directions to a little grocery store. Fifteen minutes later, we’re sitting in a rest stop, cutting our mangoes to bits. “Here,” I tell him. “Trade me. Pretend you’re me. Let me tell you what it was like when I had that mango.” He shuts his eyes obligingly. “I didn’t have a lot of money,” I tell him. “And that meant one thing and one thing only—fried rice.” He smiles despite himself. “Kind of a stereotype, don’t you think?” “Whose stereotype? Rice is peasant food for more than half the world. It’s easy. It’s cheap. You can dress it up with a lot of other things. A little bit of onion, a bag of frozen carrots and peas. A carton of eggs. With enough rice, that can last you basically forever. It does for some people.” “It actually sounds good.” “If you have a decent underlying spice cabinet, you can break up the monotony a little. Fried rice with soy sauce one day. Spicy rice the next. And then curry rice. You can fool your tongue indefinitely. You can’t fool your body. You start craving.” He’s sitting on the picnic table, his eyes shut. “For me, the thing I start craving first is greens. Lettuce. Pea shoots. Anything that isn’t coming out of a bag of frozen veggies. And fruit. If you have an extra dollar or two, you buy apples and eat them in quarters, dividing them throughout the day.” I slide next to him on the table. The sun is warm around us. “But you get sick of apples, too, pretty soon. And so that’s where I want you to imagine yourself: sick to death of fried rice. No respite. No letting up. And then suddenly, one day, someone hands you a debit card and says, ‘Hey. Here’s fifteen thousand dollars.’ No, I’m not going to buy a stupid purse. I’m going to buy this.” I hold up a piece of mango to his lips. He opens his mouth and the fruit slides in. His lips close on my fingers like a kiss, and I can’t bring myself to draw away. He’s warmer than the sun, and I feel myself getting pulled in, closer and closer. “Oh, God.” He doesn’t open his eyes. “That’s so good.” I feed him another slice, golden and dripping juice. “That’s what it felt like,” I tell him. “Like there’s a deep-seated need, something in my bones, something missing. And then you take a bite and there’s an explosion of flavor, something bigger than just the taste buds screaming, yes, yes, this is what I need.” I hand him another piece of mango. He bites it in half, chews, and then takes the other half. “That’s what it felt like,” I say. “It felt like I’d been starving myself. Like I…” He opens his eyes and looks at me. “Like there was something I needed,” I say softly. “Something I’ve needed deep down. Something I’ve been denying myself because I can’t let myself want it.” My voice trails off. I’m not describing the taste of mango anymore. My whole body yearns for his. For this thing I’ve been denying myself. For physical affection. For our bodies joined. For his arms around me all night. It’s going to hurt when he walks away. But you know what? It’ll hurt more if he walks away and we leave things like this, desperate and wanting, incomplete. My voice drops. “It’s like there’s someone I’ve been denying myself. All this time.

Joe could see that the CDC wasn’t going to solve the problem. But there was a solution: the United States was by far the world’s leader in microbiology research. It contained thousands of microbiology labs, run by private companies and universities and nonprofits, like the one he presided over at the Chan Zuckerberg Biohub. The thing to do, Joe decided, was to transform the Biohub into a COVID-19 testing center as quickly as possible—