Threat Management Quotes

By making risk management everyone's domain, companies can create a more robust defense against potential threats.

Lord James did not know whether to feel proud of his daughter or throttle her. He had managed to collar her quietly among the guests at the Shinar manor, and they were alone together in the Lord Steward’s library. He ordered her to a sofa in front of a ceiling-high bookcase. Helen heard the same hard quality in his voice that she had perceived the first time they spoke together. She swallowed hard. He was not in a mood to be trifled with or flouted. “You dress and behave modestly enough, Lieutenant,” he said. “But your language earlier today was utterly appalling. You sounded like a Lesser Shore whore, not a proper young woman, or a professional healer. I simply won’t have it.” “Two out of three is a start, Lord —” He brought the back of his hand down across her face. She leapt to her feet, not wounded so much as angry. “Is force your answer for everything, Lord Protector?” “Are sarcasm and insubordination yours, Lieutenant?

Why does the third of the three brothers, who shares his food with the old woman in the wood, go on to become king of the country? Why does James Bond manage to disarm the nuclear bomb a few seconds before it goes off rather than, as it were, a few seconds afterwards? Because a universe where that did not happen would be a dark and hostile place. Let there be goblin hordes, let there be terrible environmental threats, let there be giant mutated slugs if you really must, but let there also be hope. It may be a grim, thin hope, an Arthurian sword at sunset, but let us know that we do not live in vain.

Kindness is a core competency for managers. If a manager isn't willing or able to be nice, they're a threat to company culture.

Sugar maple!" Mary-Todd Holt knelt over her husband. "Are you all right?" Eisenhower sat up, and egg-size lump blooming on his crown. "Of course I'm all right!" he managed, his words slurred. "You think a little insect can stop me?" Reagan was unconvinced. "I don't know, Dad. She brained you with a baseball bat!" "Hockey stick," Dan corrected. "Those could be your last words, brat–

Hazel’s cheeks felt hot. “But he’s not like…like me?” “No,” Nico said. “I’m sorry I can’t tell you more. I can’t interfere. Percy has to find his own way at this camp.” “Is he dangerous?” she asked. Nico managed a dry smile. “Very. To his enemies. But he’s not a threat to Camp Jupiter. You can trust him.” “Like I trust you,” Hazel said bitterly.

Waste is one of the biggest threats to supply chain resilience. No system can be resilient and wasteful at the same time.

company leaders need to provide their company with a self-organizing and semi-autonomous immune system. Effective risk management isn't about a siloed approach focusing on isolated threats. We have to think more broadly. Effective risk management requires a holistic approach that transcends a siloed focus on isolated threats. In today's interconnected business landscape, risks are rarely confined to a single department or function. Instead, they often ripple across the organization, impacting multiple areas simultaneously.

In fact, the belief that climate could be plausibly governed, or managed, by any institution or human instrument presently at hand is another wide-eyed climate delusion. The planet survived many millennia without anything approaching a world government, in fact endured nearly the entire span of human civilization that way, organized into competitive tribes and fiefdoms and kingdoms and nation-states, and only began to build something resembling a cooperative blueprint, very piecemeal, after brutal world wars—in the form of the League of Nations and United Nations and European Union and even the market fabric of globalization, whatever its flaws still a vision of cross-national participation, imbued with the neoliberal ethos that life on Earth was a positive-sum game. If you had to invent a threat grand enough, and global enough, to plausibly conjure into being a system of true international cooperation, climate change would be it—the threat everywhere, and overwhelming, and total. And yet now, just as the need for that kind of cooperation is paramount, indeed necessary for anything like the world we know to survive, we are only unbuilding those alliances—recoiling into nationalistic corners and retreating from collective responsibility and from each other. That collapse of trust is a cascade, too.

Anyway, I think I made a bit of progress." "How did you manage that?" "Well, they liked that you served in the First Army, and that you saved their prince's life." "After he risked his own life rescuing us?" "I may have taken some liberties with the details." "Oh, Nikolai will love that. Is there more?" "I told them you hate herring." "Why?" "And that you love plum cake. And that Ana Kuya took a switch to you when you ruined your spring slippers in puddles." I winced. "Why would you tell them all that?' "I wanted to make you human," he said. "All they see when they look at you is the Sun Summoner. They see a threat, another powerful Grisha like the Darkling. I want them to see a daughter or a sister or a friend. I want them to see Alina." I felt a lump rise in my throat. "Do you practice being wonderful?" "Daily," he said with a grin. Then he winked. "But I prefer 'useful.

Corporate governance involves its fair share of uncertainty, but effective risk management mitigates potential threats.

Critical thinking is a threat to unhealthy systems, and questions make people think.

Every threat to the status quo is an opportunity in disguise.

As of 2016, humankind indeed manages to hold the stick at both ends. Not only do we possess far more power than ever before, but against all expectations, God’s death did not lead to social collapse. Throughout history prophets and philosophers have argued that if humans stopped believing in a great cosmic plan, all law and order would vanish. Yet today, those who pose the greatest threat to global law and order are precisely those people who continue to believe in God and His all-encompassing plans. God-fearing Syria is a far more violent place than the atheist Netherlands.

That’s the great irony of letting passionate people work from home. A manager’s natural instinct is to worry about his workers not getting enough work done, but the real threat is that too much will likely get done. And because the manager isn’t sitting across from his worker anymore, he can’t look in the person’s eyes and see burnout.

You know where I’m going to be, and you’ll know where I’ve been every step of my way to get there. You’ve made a hobby out of taking things away from me… a lot of them I never even knew to miss, but I know now. I know what you just took, and there’s no way you’re taking anything else from me. It’s time for me to start taking from you,” Wednesday said with a confidence in her voice that even she noticed and was proud to hear. “I thought you said you weren’t running from me anymore,” Klein said with a laugh in his voice. Her face was red, and she felt like she was on fire. She managed, summoning all her will, to keep herself from screaming and instead, keep an even and icy voice. “I’m not, you piece of shit. Now, I’m running at you.

This life is over. Maybe I'll be smarter in the next one." I snorted. "We'll see. We're going to have to choose new names, you know." "Misha is already making a list of suggestions." "Oh, Saints." "You have nothing to complain about. Apparently I am to be Dmitri Dumkin." "Suits you." "I should warn you that I'm keeping a tab of all your insults so that I can reward you when I'm healed." "Easy with the threats, Dumkin. Maybe I'll tell the Apparat all about your miraculous recovery, and he'll turn you into a Saint too." "He can try," said Mal. "I don't intend to waste my days in holy pursuits." "No?" "No," he said as he drew me closer. "I have to spend the rest of my life finding ways to deserve a certain white-haired girl. She's very prickly, occasionally puts goose dropping in my shoes or tries to kill me." "Sounds fatiguing," I managed as his lips met mine. "She's worth it. And one day maybe she'll let me chase her into a chapel." I shuddered. "I don't like chapels." "I did tell Ana Kuya I would marry you." I laughed. "You remember that?" "Alina," he said and kissed the scar on my palm, "I remember everything.

For generations the status quo has been based on violence, with the Negro as victim. A few whites have managed to be liberal without feeling a direct threat to their social position. Now, as the Negroes reach the stage where they make specific, if minimum, demands, a new and revolutionary situation has developed. There is little middle ground on which to maneuver and few compromises that are possible. For the first time, the white liberals are forced to stand for racial justice or to repudiate the liberal principles which they have always wanted to believe in.

Nutritionists are alternative therapists, but have somehow managed to brand themselves as men and women of science. Their errors are much more interesting than those of the homeopaths, because they have a grain of real science to them, and that makes them not only more interesting, but also more dangerous, because the real threat from cranks is not that their customers might die – there is the odd case, although it seems crass to harp on about them – but that they systematically undermine the public’s understanding of the very nature of evidence.

One of the main cyber-risks is to think they don’t exist. The other is to try to treat all potential risks. Fix the basics, protect first what matters for your business and be ready to react properly to pertinent threats. Think data, but also business services integrity, awareness, customer experience, compliance, and reputation.

Research consistently shows that tougher individuals are able to perceive stressful situations as challenges instead of threats. A challenge is something that’s difficult, but manageable. On the other hand, a threat is something we’re just trying to survive, to get through. This difference in appraisals isn’t because of an unshakable confidence or because tougher individuals downplay the difficulty. Rather, those who can see situations as a challenge developed the ability to quickly and accurately assess the situation and their ability to cope with it.

I face death, rather than avoid it. I climb anyway. Somehow I manage to handle the comings and goings of partners and loved ones. I pay homage, but I also move on. I don't know about whatever might come with death. Little by little I understand what it is that comes before: the life we are all living through right now. I see how easy it is to die in those beautiful places. I have lost many friends to the loveliness and horror of ice and stone walls. I still cry for them, for myself. The beauty of the high places is tempered by threat and danger. I remember the struggles won and lost up there. Every situation in life has its black side. Every human being on this planet would love to make that side go away. Wishing it away, ignoring the danger and the consequences, they can make believe it no longer exists. I refuse this option.

Don’t be a sore loser.’ ‘It’s hard to argue with a woman when she’s got her knee on my ego.’ ‘Good. Now I’m going to have my way with you.’ ‘Are you?’ ‘Damn right. I won.’ She cocked her head and reached down to strip off his shirt. ‘Cooperate and I won’t have to hurt you. Uh-uh.’ When he reached for her, she gripped his hands and pushed them back to the mat. ‘I’m in charge here. Don’t make me get out the cuffs.’ ‘Hmm. An interesting threat. Why don’t you—’ His words trailed off as her mouth came down on his, hard and hot. Instinctively, his hands flexed under hers, wanting to touch, to take. But he understood she wanted something else, something more. So he would let her find it. ‘I’m going to take you.’ She bit down on his lip, sending an edge of lust razoring through his gut. ‘Do whatever I want to you.’ His mind was already spinning, his breath clogging. ‘Be gentle with me,’ he managed, and felt warmth twine with the heat when she laughed. ‘Dream on.

Most importantly, it became clear that the name “free trade agreement” was itself a matter of deceptive advertising: it was really a managed trade agreement, managed especially for special corporate interests, particularly in the United States.

His master plan to get them all out the door early met its first check of the day when he opened his closet door to discover that Zap the Cat, having penetrated the security of Vorkosigan House through Miles's quisling cook, had made a nest on the floor among his boots and fallen clothing to have kittens. Six of them. Zap ignored his threats about the dire consequences of attacking an Imperial Auditor, and purred and growled from the dimness in her usual schizophrenic fashion. Miles gathered his nerve and rescued his best boots and House uniform, at a cost of some high Vor blood, and sent them downstairs for a hasty cleaning by the overworked Armsman Pym. The Countess, delighted as ever to find her biological empire increasing, came in thoughtfully bearing a cat-gourmet tray prepared by Ma Kosti that Miles would have had no hesitation in eating for his own breakfast. In the general chaos of the morning, however, he had to go down to the kitchen and scrounge his meal. The Countess sat on the floor and cooed into his closet for a good half-hour, and not only escaped laceration, but managed to pick up, sex, and name the whole batch of little squirming furballs before tearing herself away to hurry and dress.

Remembering that the impulse to control is an indication that we are having a neuroception of danger, perhaps we can be compassionate rather than critical of ourselves when we do step in to overtly manage the process. Perhaps we can begin to ask inside about the nature of the threat that brings on the need to assert control and fix. As always, dropping the questions into our right hemisphere and not expecting a particular answer in this moment opens the way for a deeper understanding to emerge bit by bit.

The fear of rejection can also lead you to over-dramatize events. If your boss criticized you at work, your brain may see the event as a threat and you now think, “What if I’m fired? What if I can’t find a job quickly enough and my wife leaves me? What about my kids? What if I can’t see them again?” While you are fortunate to have such an effective survival mechanism, it is also your responsibility to separate real threats from imaginary ones.

The Freedman’s Savings Bank serves as a cautionary tale for government support of banking for the poor when that support is just a façade. Draping a flag over a building and then installing private profit-motivated management inside is the most dangerous sort of government support. It induces trust in a vulnerable customer base that not only suffers from financial loss, but also loses all faith in public institutions. It poisons true government efforts to help. A similar phenomenon was at the heart of the failure of the government-sponsored enterprises Fannie Mae and Freddie Mac during the recent financial

Next question.” He swipes the screen of his phone, but he’s not looking at it; he’s staring at me. Trying to intimidate me. Trying to see who’ll blink first. “Did you leave DC because (A) you couldn’t find any hotties to make out with? Or (B) your East Coast boyfriend is an ankle buster and you’d heard about legendary West Coast D, so you had to find out for yourself if the rumors were true?” he says with a smirk. “Idiot,” Grace mumbles, shaking her head. I may not understand some of his phrasing, but I get the gist. I feel myself blushing. But I manage to recover quickly and get a jab in. “Why are you so interested in my love life?” “I’m not. Why are you evading the question? You do that a lot, by the way.” “Do what?” “Evade questions.” “What business is that of yours?” I say, secretly irritated that he’s figured me out... Porter scoffs. “Seeing how this is your first day on the job, and may very well be your last, considering the turnover rate for this position? And seeing how I have seniority over you? I’d say, yeah, it’s pretty much my business.” “Are you threatening me?” I ask. He clicks off his phone and raises a brow. “Huh?” “That sounded like a threat,” I say. “Whoa, you need to chill. That was not . . .” He can’t even say it. He’s flustered now, tucking his hair behind his ear. “Grace . . .” Grace holds up a hand. “Leave me out of this mess. I have no idea what I’m even witnessing here. Both of you have lost the plot.

Mermon's tiny black dot eyes managed to widen into larger black dots. "No, no, no, Sir. I was just... curious." "Curiosity is a good thing, like onion soup. But too much onion soup makes you breath smell terrible. and too much curiosity can make your whole body smell terrible, if it causes you to be dead." Veenie nodded carefully; it was a strange threat, but a threat nonetheless.

When we are stuck in fight/flight/freeze mode, we devote our resources to managing stress, and, to put it simply, our child brain suffers. Childhood is a time of great vulnerability. Unable to survive on our own, a parent-figure’s withholding of anything perceived to hinder our survival sends stress signals flooding through our bodies. The resulting ‘survival brain’, as I call it, is hyperfocused on perceived threats, sees the world in black and white, and is often obsessive, panic driven, and prone to circular reasoning. We can break down or shut down when faced with stress.

Every social unit is a large, rounded attachment system, built on the solid beams of basic cultural ways of thinking. The common man manages with these shared cultural beams, his personality almost builds itself. Our personality has stopped developing, and rests on inherited cultural foundations: God, the church, the state, morality, destiny, the laws of life, the future. The closer a norm lies to the bearing beams, the more dangerous it is to disturb it. As a rule, those close-lying norms are protected by laws and threats of punishment—the Inquisition, censorship, conservative attitudes, and so forth.

The best thing I did as a manager at PayPal was to make every person in the company responsible for doing just one thing. Every employee’s one thing was unique, and everyone knew I would evaluate him only on that one thing. I had started doing this just to simplify the task of managing people. But then I noticed a deeper result: defining roles reduced conflict. Most fights inside a company happen when colleagues compete for the same responsibilities. Startups face an especially high risk of this since job roles are fluid at the early stages. Eliminating competition makes it easier for everyone to build the kinds of long-term relationships that transcend mere professionalism. More than that, internal peace is what enables a startup to survive at all. When a startup fails, we often imagine it succumbing to predatory rivals in a competitive ecosystem. But every company is also its own ecosystem, and factional strife makes it vulnerable to outside threats. Internal conflict is like an autoimmune disease: the technical cause of death may be pneumonia, but the real cause remains hidden from plain view.

How, then, do terrorists manage to dominate the headlines and change the political situation throughout the world? By provoking their enemies to overreact. In essence, terrorism is a show. Terrorists stage a terrifying spectacle of violence that captures our imagination and makes us feel as if we are sliding back into medieval chaos. Consequently states often feel obliged to react to the theatre of terrorism with a show of security, orchestrating immense displays of force, such as the persecution of entire populations or the invasion of foreign countries. In most cases, this overreaction to terrorism poses a far greater threat to our security than the terrorists themselves.

The strangest thing about becoming an atheist was how little things changed. With no divine rules or threat of eternal punishment hanging over my head, I still somehow managed to not lie, cheat, steal, or kill anybody. Although to be honest, I was a little confused as to why we weren't lying, cheating, or stealing. Not killing people still made sense, but why, for example, should we not steal some peanut butter crackers from the unmanned mini-mart in this Holiday Inn?

In an early study on power and management, supervisors who felt powerless used more coercive power — threats of punishment or even being fired — when dealing with a “problem worker,” whereas supervisors who felt powerful used more personal persuasion approaches, such as praise or admonishment.26 In another study, managers who felt powerless were more ego-defensive, causing them to solicit less input. In fact, managers who felt powerless judged employees who voiced opinions more negatively.27

It's been a long path to sleep recovery, including many short-lived 'fail-safe' soporifics like reading economics textbooks before bed, burning incense, wearing ear plugs and eye masks, installing block-out blinds and buying 'not-too-warm-but-not-too-cool' bedding. A daily dose of melatonin helps. But most critically, it's her realisation that no one can be 'on' all the time. 'Don't complain if you can't sleep' is no longer a career-ending threat. She's managing the hours, but now it's her heart that's calling the shots.

The men were smashing windows and aiming their weapons through them. The driver had opened the door and was shouting for the women and children to get out and run and hide. But Ilina realized in some vague way that he never managed to actually say the word "hide." He really said, "Women and children, get out, get out, get out! Run and..." The clerk's wife thought it was odd that he had stopped in the middle of a sentence, and even stranger that she herself knew the word, heard the word "hide" in her head when the driver stopped talking.

Ava, why don’t you ring this gentleman up for the Richard Argus moonlight piece?” She looked uneasy. “But—” “Now.” My smile cut across my face with the precision of a honed knife. “Careful with the tone, Fred. Ava is your best employee. You wouldn’t want to alienate her or any customers who value her opinion very highly, would you?” He blinked, his eyes darting around as his tiny brain struggled to process the not-so-subtle threat behind my words. “N-no, of course not,” Fred stuttered. “In fact, Ava, you stay right here with this gentleman. I’ll pack the piece myself.” “But she’ll get the commission.” I arched an eyebrow. “Yes.” The manager nodded so fast he resembled a bobblehead doll. “Of course.

Many men find themselves unable to cope with even minor frustration. They get angry over trivial things, such as a broken pencil lead or an overcooked hamburger. Their anger erupts and gets out of control. They feel as though they are constantly under attack, that everyone is out to get them, and that nobody understands or cares about them. They may even get superstitious and believe that fate has it in for them, or that God has turned against them. This feeling of having no control leads to a state of continual frustration and anger. This tendency to react with instant anger can be called rage. Rage is anger that never completely goes away. Unlike regular anger, it is not a response to a specific event; rather, it is a response set, or tendency. In other words, it is an automatic way of reacting to the world without much thought. When you react to more and more situations with anger, it becomes your habitual response. You may often find yourself furiously yelling or seething inside without even knowing what it was that made you so angry. Rage sees personal attack in every disagreement. Rage causes you to feel threatened when there is no threat. And rage causes you to viciously counter-attack even a minor threat. Rage is like a wounded animal. It attacks anything that moves. And as with a wounded animal, the attacks do nothing to ease the pain. Rage depersonalizes individual people and events into a faceless, nameless "them".

Oh sure, and you know who listens to them? Pansy, overeducated know-it-alls, and you know who listens to them? Nobody! Who’s going to care about some PBS-NPR fringe minority that’s out of touch with the mainstream? The more those elitist eggheads shouted “The Dead Are Walking,” the more most real Americans tuned them out. So, let me see if I understand your position. The administration’s position. The administration’s position, which is that you gave this problem the amount of attention that you thought it deserved. Right. Given that at any time, government always has a lot on its plate, and especially at this time because another public scare was the last thing the American people wanted. Yep. So you figured that the threat was small enough to be “managed” by both the Alpha teams abroad and some additional law enforcement training at home. You got it. Even though you’d received warnings to the contrary, that it could never just be woven into the fabric of public life and that it actually was a global catastrophe in the making. [Mister Carlson pauses, shoots me an angry look, then heaves a shovelful of “fuel” into his cart.] Grow up.

The R6 Resilience Change Management Framework is a cyclical framework that consists of six iterative puzzle pieces: 1. Review the Macro/Micro Changes: This iteration emphasizes the importance of scanning (mostly) the external environment to identify emerging trends, disruptions, and opportunities. By understanding the broader context in which the organization operates, leaders can anticipate future challenges and proactively adapt their strategies. There should never be a time in the organizations existence where it stops reviewing the macro changes. There are times, though, when micro changes (internal) are where the focus needs to be. 2. Reassess the Business’ Capabilities in the Context of Macro Changes: This iteration is fundamentally about “who are we, and how can we really add value?” It also involves a critical evaluation of the organization's strengths, weaknesses, opportunities, and threats in light of the identified macro changes. This reassessment helps to identify areas where the organization needs to adapt or transform its capabilities to remain competitive. This iteration is largely inward-looking, focused on the organization. But it tempered with the idea that “how do our capabilities allow us to add value to our customers lives (existing or new).” 3. Redefine Target Market(s) Based on Reassessment of Capabilities: This iteration focuses on aligning the organization's target markets with the evolving needs and preferences of customers, the changing competitive landscape, and the new reality of the businesses capabilities. This may involve identifying new customer segments, developing personalized offerings, creating seamless omnichannel experiences, or approaching the same target market in new ways (offering them new kinds of value, or the same kind of value in new ways). 4. Redirect Capabilities Toward Redefined Target Market: This iteration involves realigning the organization's resources, processes, and strategies to effectively serve the redefined target markets. This may require investments in new technologies, optimization of supply chains, or the development of innovative products and services. 5. Restructure the Organization: This iteration focuses on adapting the organization's structure, culture, and talent to support the desired changes. This may involve creating agile teams, fostering a culture of innovation, or empowering employees to make decisions through new policies. 6. Repeat in Perpetuity – or – Render Paradigm Shift [R6-RPS]: This iteration underscores the importance of continuous monitoring, evaluation, and adaptation. The R6 framework is not a one-time process in response to a change event, but an iterative cycle that enables organizations to remain agile and resilient in the face of ongoing change. Additionally, there are times when before repeating the cycle, a business may want/need to render an external paradigm shift by introducing a product or service or way of doing things that fundamentally changes the market – fundamentally changes the value exchange between customers, employees and organizations.

We don’t worry about who manages the bank or what they do with our money. Even if we hear on the news that our bank has started to lend large sums of money to piano-playing cats, which we think is a bad idea, we would not feel the need to show up at the bank the next morning to ask for all of our money back. If you had lent your money to an individual and they in turn lent your money to piano-playing cats, you would demand your money back immediately. But because you deposit your money into a bank account insured by the federal government, you feel no need to keep a watchful eye on what your bank does with the money. Insurance removes the incentive for customers to police a bank. It can also remove the incentive for banks to police themselves because they do not bear the full or even the most serious consequences of their actions. Removing the natural tendencies of the market to notice and punish bad choices creates a moral hazard that may result in well-funded cats and other undetected market risks.

To my complete and utter surprise, the writing on his door is gone. Vanished. “What happened?” I ask. It takes him a second before he realizes what I’m asking. “I washed it off,” he explains. “You what?” “I wasn’t going to, but I didn’t want the super to give me a hard time. Plus, I thought it might freak out some of my neighbors. You have to admit, death threats on doors can be pretty offensive, generally speaking. Not to mention the sheer fact that it made me look like a total asshole—like some old girlfriend was trying to get even.” “Did you take pictures at least?” “Actually, no.” He cringes. “That probably would’ve been a good idea.” “But Tray saw the writing, right?” “Um . . .” He nibbles his lip, clearly reading my angst. “You told me he was with you last night. You said you called him.” “I tried, but he didn’t pick up, and I didn’t want you to worry.” “So, you lied?” I snap. “I didn’t want you to worry,” he repeats. “Please, don’t be upset.” “How can I not be? We’re talking about your life here. You can’t go erasing evidence off your door. And you can’t be lying to me, either. How am I supposed to help you if you don’t tell me the truth?” “Why are you helping me?” he asks, taking a step closer. “I mean, I’m grateful and all, and you know I love spending time with you, be it death-threat missions or pizza and a movie. It’s just . . . what do you get out of it? What’s this sudden interest in my life?” My mouth drops open, but I manage a shrug, almost forgetting the fact that he knows nothing about my premonitions.

For the average American or European, Coca-Cola poses a far deadlier threat than al-Qaeda. How, then, do terrorists manage to dominate the headlines and change the political situation throughout the world? By provoking their enemies to overreact. In essence, terrorism is a show. Terrorists stage a terrifying spectacle of violence that captures our imagination and makes us feel as if we are sliding back into medieval chaos. Consequently states often feel obliged to react to the theatre of terrorism with a show of security, orchestrating immense displays of force, such as the persecution of entire populations or the invasion of foreign countries. In most cases, this overreaction to terrorism poses a far greater threat to our security than the terrorists themselves. Terrorists are like a fly that tries to destroy a china shop. The fly is so weak that it cannot budge even a single teacup. So it finds a bull, gets inside its ear and starts buzzing. The bull goes wild with fear and anger, and destroys the china shop. This is what happened in the Middle East in the last decade.

When assigning responsibilities to employees in a startup, you could start by treating it as a simple optimization problem to efficiently match talents with tasks. But even if you could somehow get this perfectly right, any given solution would quickly break down. Partly that’s because startups have to move fast, so individual roles can’t remain static for long. But it’s also because job assignments aren’t just about the relationships between workers and tasks; they’re also about relationships between employees. The best thing I did as a manager at PayPal was to make every person in the company responsible for doing just one thing. Every employee’s one thing was unique, and everyone knew I would evaluate him only on that one thing. I had started doing this just to simplify the task of managing people. But then I noticed a deeper result: defining roles reduced conflict. Most fights inside a company happen when colleagues compete for the same responsibilities. Startups face an especially high risk of this since job roles are fluid at the early stages. Eliminating competition makes it easier for everyone to build the kinds of long-term relationships that transcend mere professionalism. More than that, internal peace is what enables a startup to survive at all. When a startup fails, we often imagine it succumbing to predatory rivals in a competitive ecosystem. But every company is also its own ecosystem, and factional strife makes it vulnerable to outside threats. Internal conflict is like an autoimmune disease: the technical cause of death may be pneumonia, but the real cause remains hidden from plain view.

Very few eighteenth-century slaves have shared their stories about the institution and experience of slavery. The violence required to feed the system of human bondage often made enslaved men and women want to forget their pasts, not recollect them. For fugitives, like Ona Judge, secrecy was a necessity. Enslaved men and women on the run often kept their pasts hidden, even from the people they loved the most: their spouses and children. Sometimes, the nightmare of human bondage, the murder, rape, dismemberment, and constant degradation, was simply too terrible to speak of. But it was the threat of capture and re-enslavement that kept closed the mouths of those who managed to beat the odds and successfully escape. Afraid of being returned to her owners, Judge lived a shadowy life that was isolated and clandestine. For almost fifty years, the fugitive slave woman kept to herself, building a family and a new life upon the quicksand of her legal enslavement. She lived most of her time as a fugitive in Greenland, New Hampshire, a tiny community just outside the city of Portsmouth. At

Farmers in the South, West, and Midwest, however, were still building a major movement to escape from the control of banks and merchants lending them supplies at usurious rates; agricultural cooperatives—cooperative buying of supplies and machinery and marketing of produce—as well as cooperative stores, were the remedy to these conditions of virtual serfdom. While the movement was not dedicated to the formation of worker co-ops, in its own way it was at least as ambitious as the Knights of Labor had been. In the late 1880s and early 1890s it swept through southern and western states like a brushfire, even, in some places, bringing black and white farmers together in a unity of interest. Eventually this Farmers’ Alliance decided it had to enter politics in order to break the power of the banks; it formed a third party, the People’s Party, in 1892. The great depression of 1893 only spurred the movement on, and it won governorships in Kansas and Colorado. But in 1896 its leaders made a terrible strategic blunder in allying themselves with William Jennings Bryan of the Democratic party in his campaign for president. Bryan lost the election, and Populism lost its independent identity. The party fell apart; the Farmers’ Alliance collapsed; the movement died, and many of its cooperative associations disappeared. Thus, once again, the capitalists had managed to stomp out a threat to their rule.171 They were unable to get rid of all agricultural cooperatives, however, even with the help of the Sherman “Anti-Trust” Act of 1890.172 Nor, in fact, did big business desire to combat many of them, for instance the independent co-ops that coordinated buying and selling. Small farmers needed cooperatives in order to survive, whether their co-ops were independent or were affiliated with a movement like the Farmers’ Alliance or the Grange. The independent co-ops, moreover, were not necessarily opposed to the capitalist system, fitting into it quite well by cooperatively buying and selling, marketing, and reducing production costs. By 1921 there were 7374 agricultural co-ops, most of them in regional federations. According to the census of 1919, over 600,000 farmers were engaged in cooperative marketing or purchasing—and these figures did not include the many farmers who obtained insurance, irrigation, telephone, or other business services from cooperatives.173

Mal, you’ll have to be careful. The story of the amplifiers could leak out. People might still think you have power.” He shook his head. “Malyen Oretsev died with you,” he said, his words echoing my thoughts closely enough to raise the hair on my arms. “That life is over. Maybe I’ll be smarter in the next one.” I snorted. “We’ll see. We’re going to have to choose new names, you know.” “Misha is already making a list of suggestions.” “Oh, Saints.” “You have nothing to complain about. Apparently I am to be Dmitri Dumkin.” “Suits you.” “I should warn you that I’m keeping a tab of all of your insults so that I can reward you when I’m healed.” “Easy with the threats, Dumkin. Maybe I’ll tell the Apparat all about your miraculous recovery, and he’ll turn you into a Saint too.” “He can try,” said Mal. “I don’t intend to waste my days in holy pursuits.” “No?” “No,” he said as he drew me closer. “I have to spend the rest of my life finding ways to deserve a certain white-haired girl. She’s very prickly, occasionally puts goose droppings in my shoes or tries to kill me.” “Sounds fatiguing,” I managed as his lips met mine. “She’s worth it. And one day maybe she’ll let me chase her into a chapel.” I shuddered. “I don’t like chapels.” “I did tell Ana Kuya I would marry you.” I laughed. “You remember that?” “Alina,” he said and kissed the scar on my palm, “I remember everything.

At last they came to the lower slopes of the great mountains. Here she met a wild and bedraggled boy. He stumbled across her when she had stopped to rest and suckle the baby. The boy stared at the unlikely pair for a moment, then seated himself on the ground at a respectful distance, obviously preparing to converse. He was the strangest looking boy she had ever seen. Evidently a changeling like herself, for he was tall and straight with long slender limbs, but his hair was golden like the sun and his eyes a deep blue like the sky. He looked to be about fifteen years old, not quite a man, yet man enough to survive. She guessed he must have originated from the fabled district of Shor, in the far south, where it was rumoured that all the people were changelings, and all golden-haired. Astelle tensed, fully expecting Torking to deliver one of his pain bolts to the curious boy, but the child seemed unperturbed, and simply carried on suckling. This boy's attention was obviously not deemed as a threat. She relaxed and smiled at the youth. He returned the smile, white teeth startling against his tanned and dirty face. ‘Why are you travelling all alone?’ he asked. Encouraged by Torking's mindwhispers, Astelle managed to concoct a story very close to the truth. ‘As you can see, my child is rather unusual,’ she explained. ‘I could not bear to raise him among mortals who would constantly deride and insult him – and his father has left me, so I had no choice but to run from my tribe.’ Sympathy appeared in the deep blue eyes. ‘I understand that very well,’ he said. ‘I am an escaped slave. I was captured in infancy, and have no memory of my own people, but all my life I have been mocked and abused because I am different. My name is Bren. I would like to travel with you, if you don't mind. I could take care of you both.’ ‘Keep him,’ Torking mindwhispered. ‘He will be useful to fish and hunt for us. But do not tell him that I speak to you.’ Astelle smiled. ‘Thank you Bren,’ she said. ‘I will be glad of your company. I am called Astelle.’ ‘A Faen name...’ he said wonderingly. They began to climb the mountains of Clor.