Toy Story Best Quotes

Animals are a lot like humans for when we are happy our immunity is strong and love and life force races through our veins. When we are depressed our immunity runs low and we can easily get sick. Many pet parents are very careful about feeding the right food, providing plenty of exercise and buying the right toys and treats. Not that those things aren’t important too, for they are, but the best thing you can do for us is to make yourself happy because when you are happy then we are happy too.

I, Lucifer, Fallen Angel, Prince Of Darkness, Bringer of Light, Ruler of Hell, Lord of the Flies, Father of Lies, Apostate Supreme, Tempter of Mankind, Old Serpent, Prince of This World, Seducer, Accuser, Tormentor, Blasphemer, and without a doubt Best Fuck in the Seen and Unseen Universe (ask Eve, that minx) have decided - oo la la! - to tell all. All? Some. I'm toying with that for a title: Some. Got a post-millennial modestry to it, don't you think? Some. My side of the story. The funk. The jive. The boogie. The rock and roll. (I invented rock and roll. You wouldn't believe the things I've invented. Anal sex, obviously. Smoking. Astrology. Money...Let's save time: Everything in the world that distracts you from thinking about God. Which...pretty much...is everything in the world, isn't it? Gosh.)

With that brave, cheery reply, the four blue eyes turned toward the chest under the window, and the kind moon did her best to light up the tiny tree standing there. A very pitiful little tree it was—only a branch of hemlock in an old flowerpot propped up with bits of coal and hung with a few penny toys earned by the patient fingers of the elder sisters that the younger ones should not be disappointed. But in spite of the magical moonlight, the broken branch, with its scanty supply of fruit, looked pathetically poor, and one pair of eyes filled slowly with tears, while the other pair lost their happy look as if a cloud had covered the moonbeams. “Are you crying, Dolly?” “Not much, Grace.” “What makes you sad, dear?” “I didn’t know how poor we were till I saw the tree, and then I couldn’t help it,” sobbed the elder sister, for at twelve she already knew something of the cares of poverty and missed the happiness that seemed to vanish out of all their lives when Father died.

But that was where his excitement began to melt into cold anxiety. His dad had been the Gryffindor Seeker, the youngest one in Hogwarts history. The best he, James, could hope for was to match that record. That’s what everyone would expect of him, the first-born son of the famous hero. He remembered the story, told to him dozens of times (although never by his own dad) of how the young Harry Potter had won his first Golden Snitch by virtually jumping off his broom, catching the golden ball in his mouth and nearly swallowing it. The tellers of the tale would always laugh uproariously, delightedly, and if Dad was there, he’d smile sheepishly as they clapped him on the back. When James was four, he found that famed Snitch in a shoe box in the bottom of the dining room hutch. His mum told him it’d been a gift to Dad from the old school headmaster. The tiny wings no longer worked, and the golden ball had a thin coat of dust and tarnish on it, but James was mesmerized by it. It was the first Snitch he had ever seen close up. It seemed both smaller and larger than he’d imagined, and the weight of it in his small hand was surprising. This is the famous Snitch, James thought reverently, the one from the story, the one caught by my dad. He asked his dad if he could keep it, stored in the shoebox when he wasn’t playing with it, in his room. His dad agreed easily, happily, and James moved the shoebox from the bottom of the hutch to a spot under the head of his bed, next to his toy broom. He pretended the dark corner under his headboard was his Quidditch locker. He spent many an hour pretending to zoom and bank over the Quidditch green, chasing the fabled Snitch, in the end, always catching it in a fantastic diving crash, jumping up, producing his dad’s tarnished Snitch for the approval of roaring imaginary crowds.

Go on, ask me another question. I’m rather enjoying this game.” He cocked an eyebrow at her and, although he was certain it was pointless, he said, “Cheep cheep?” The herbalist brayed with laughter, and some of the werecats opened their mouths in what appeared to be toothy smiles. However, Shadowhunter seemed displeased, for she dug her claws into Eragon’s legs, making him wince. “Well,” said Angela, still laughing, “if you must have answers, that’s as good a story as any. Let’s see…Several years ago, when I was traveling along the edge of Du Weldenvarden, way out to the west, miles and miles from any city, town, or village, I happened upon Grimrr. At the time, he was only the leader of a small tribe of werecats, and he still had full use of both his paws. Anyway, I found him toying with a fledgling robin that had fallen out of its nest in a nearby tree. I wouldn’t have minded if he had just killed the bird and eaten it--that’s what cats are supposed to do, after all--but he was torturing the poor thing: pulling on its wings; nibbling its tail; letting it hop away, then knocking it over.” Angela wrinkled her nose with distaste. “I told him that he ought to stop, but he only growled and ignored me.” She fixed Eragon with a stern gaze. “I don’t like it when people ignore me. So, I took the bird away from him, and I wiggled my fingers and cast a spell, and for the next week, whenever he opened his mouth, he chirped like a songbird.” “He chirped?” Angela nodded, beaming with suppressed mirth. “I’ve never laughed so hard in my life. None of the other werecats would go anywhere near him for the whole week.” “No wonder he hates you.” “What of it? If you don’t make a few enemies every now and then, you’re a coward--or worse. Besides, it was worth it to see his reaction. Oh, he was angry!” Shadowhunter uttered a soft warning growl and tightened her claws again. Grimacing, Eragon said, “Maybe it would be best to change the subject?” “Mmm.” Before he could suggest a new topic, a loud scream rang out from somewhere in the middle of the camp. The cry echoed three times over the rows of tents before fading into silence. Eragon looked at Angela, and she at him, and then they both began to laugh.

The key to preventing this is balance. I see the give and take between different constituencies in a business as central to its success. So when I talk about taming the Beast, what I really mean is that keeping its needs balanced with the needs of other, more creative facets of your company will make you stronger. Let me give you an example of what I mean, drawn from the business I know best. In animation, we have many constituencies: story, art, budget, technology, finance, production, marketing, and consumer products. The people within each constituency have priorities that are important—and often opposing. The writer and director want to tell the most affecting story possible; the production designer wants the film to look beautiful; the technical directors want flawless effects; finance wants to keep the budgets within limits; marketing wants a hook that is easily sold to potential viewers; the consumer products people want appealing characters to turn into plush toys and to plaster on lunchboxes and T-shirts; the production managers try to keep everyone happy—and to keep the whole enterprise from spiraling out of control. And so on. Each group is focused on its own needs, which means that no one has a clear view of how their decisions impact other groups; each group is under pressure to perform well, which means achieving stated goals. Particularly in the early months of a project, these goals—which are subgoals, really, in the making of a film—are often easier to articulate and explain than the film itself. But if the director is able to get everything he or she wants, we will likely end up with a film that’s too long. If the marketing people get their way, we will only make a film that mimics those that have already been “proven” to succeed—in other words, familiar to viewers but in all likelihood a creative failure. Each group, then, is trying to do the right thing, but they’re pulling in different directions. If any one of those groups “wins,” we lose. In an unhealthy culture, each group believes that if their objectives trump the goals of the other groups, the company will be better off. In a healthy culture, all constituencies recognize the importance of balancing competing desires—they want to be heard, but they don’t have to win. Their interaction with one another—the push and pull that occurs naturally when talented people are given clear goals—yields the balance we seek. But that only happens if they understand that achieving balance is a central goal of the company.

Books, and later music and movies, became the best and most reliable way for me to stay regulated. I didn’t understand back then but I spent my first three decades on this planet feeling overwhelmed and seeking approval for the calm alone time that so many Autistics seem to require. What my mom didn’t understand, and what others were judging, was my response to the instinct to protect my overwhelmed brain was to shut down and read. It was the only way I knew to regulate myself. There were no stim toys and fidgets. Nobody was encouraging me to get up and take a walk. And one can only escape to the bathroom so many times.

And then there’s the Face. Who is a nobody, a real person, who comes and takes your place at the table. They get an education, the best health care, a salary, all the nice clothes and all the same toys that you get. They get your parents whenever the Olds’ team decides there’s a need or an opportunity. If you go online, or turn on the TV, there they are, being you. Being better than you will ever be at being you. When you look at yourself in the mirror, you have to be careful, or you’ll start to feel very strange. Is that really you?

Mrs. Henderson, Riley’s fifth-grade teacher, surveyed her class appraisingly. “Capital city of Brazil? Johnny?” “Rio de Janeiro,” Johnny answered quickly. Riley nearly shook her head, but stopped at the last minute. It was an easy mistake to have made, and nobody liked a smarty-pants. “No,” Mrs. Henderson replied. “Anybody else?” The class was silent. Riley wondered if any of the other students could name another city in Brazil. “How about you, Riley?” Riley sighed quietly. She briefly considered pretending she didn’t know the answer, but her mother had told her more than once that pretending to be something that you weren’t was the same as lying, and it was a terrible kind of lying, because it was lying to yourself. “Brasilia,” Riley answered. “That’s right,” Mrs. Henderson smiled. “I’m glad someone in this class has been paying attention.” Riley hadn’t been paying attention. She hadn’t even realized the lesson had moved from the geography of Europe to that of South America. She’d read about Brazil in a travel magazine her parents subscribed to. She toyed with her pen as Mrs. Henderson moved on to another South American country. She wanted to start writing, and to do it the way her great-grandfather had. She could put a story down in her notebook. If it was long enough, she might even fill two of them. Maybe someday she would even be published. The thought of seeing her own book on the shelf in a bookstore was just about the best thing she could think of.

Ed Catmull says, “Toy Story 2 was the defining moment for our studio.… People and how they work together is more important than ideas. They [other companies] could copy our technology but they couldn’t copy our team.

The pressure to get Toy Story 2 successfully made was not the high pressure of a single moment, like giving a speech or competing in a musical competition or sporting event. It was an intense, long-lasting pressure that wore people down. And it came immediately following the three-year grind of making of A Bug’s Life, which was ten times as complex as the original Toy Story.

During the best of times, Silicon Valley brimmed with opportunity. It seemed that every kid with a laptop and a hoodie could slap the dotcom suffix on the end of almost anything—stamps.com, shoes.com, drugstore.com, webvan.com, eToys.com, garden.com—and become a millionaire overnight. Venture capitalists poured money into these companies, and their valuations soared. But there’s no piece of music in which the crescendo doesn’t eventually crash. Most people can’t recognize when they’re in a bubble—or they don’t want to recognize it. Markets and industries are cyclical by nature. During periods of significant innovation, bubbles form because expectations grow faster than reality, and hope gets too far out in front of a future that doesn’t currently exist. The problem was that the structures, timing, and valuations of these startups were all dependent upon assumed growth and the execution of ambitious business plans, and those assumptions and executions often weren’t reasonable or achievable.

On day three I am very excited to attend one of our special excursions for which you pay extra. We are going to get off the boat early in the morning in Bermuda, where we will be given bicycles. We will ride our bikes around the island with a guide to a special secluded beach where we can swim and have rum swizzles and then we will be taken back to the ship by a party boat. Sounds pretty good, right? That’s what I thought, too. I wouldn’t shut up about it. For weeks before we left I bragged about how I had chosen the best excursion. It was fun and fitness combined! It was a great way to see the island! My husband and I wait at the designated pickup point at 8:30 A.M. No one else shows up. A quick check of our itinerary reveals the heartbreaking truth. The bike trip was yesterday. In my excitement, I memorized it wrong. I cry. I cry like a three year old who just wants to take her toy cash register into the bathtub. I cry in a way that reveals that I’m not finding the rest of the cruise that fun. This is definitely the low point of the trip, until the fire. Oh yes, there’s a ship fire coming in this story. Wait for it.

People hired milk shakes for two very different jobs during the day, in two very different circumstances. Each job has a very different set of competitors—in the morning it was bagels and protein bars and bottles of fresh juice, for example; in the afternoon, milk shakes are competing with a stop at the toy store or rushing home early to shoot a few hoops—and therefore was being evaluated as the best solution according to very different criteria. This implies there is likely not just one solution for the fast-food chain seeking to sell more milk shakes. There are two. A one-size-fits-all solution would work for neither.

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