Vertical Limit Quotes

...true friendship, the kind the whims of life cannot break, cannot stop or limit, true friendship of this sort, you will probably find only once, and then only if you’re lucky.

You’re right about this being limited to me, it’s entirely a personal matter. But with some personal experiences that lead you way into a cave all by yourself, you must eventually come to a side tunnel or something opens on a truth that concerns not just yourself but everyone. And with that kind of experience at least the individual is rewarded for his suffering. Like Tom Sawyer! He had to suffer in a pitch-black cave, but at the same time he found his way out into the light he also found a bag of gold! But what I’m experiencing personally now is like digging a vertical mine shaft in isolation; it goes straight down to a hopeless depth and never opens on anybody else’s world. So I can sweat and suffer in that same dark cave and my personal experience won’t result in so much as a fragment of significance for anybody else. Hole-digging is all I’m doing, futile, shameful hole-digging; my Tom Sawyer is at the bottom of a desperately deep mine shaft and I wouldn’t be surprised if he went mad!

Japonisme was a vertical phenomenon running through a number of successive styles; Art Nouveau was a horizontal, chronologically limited phenomenon that embodied the aim of giving expression to a new experience of life.

The root of the trouble lies usually in the mistaken attitude of the beginner. Instead of looking at an easy scramble close to the ground and thinking "I could do that", he looks at some forbidding vertical wall which he knows has been climed, and feels "I could never do that". When told that an impossible-looking building is a field for climbers, he is apt to feel, like a child watching a conjurer, that there is magic in it and it is not for him. So he shies, and perhaps never makes a start.

This time, there’s no question of freeing yourself from artifice to taste simple joys. Instead there is the promise of meeting a freedom head-on as an outer limit of the self and of the human, an internal overflowing of a rebellious Nature that goes beyond you. Walking can provoke these excesses: surfeits of fatigue that make the mind wander, abundances of beauty that turn the soul over, excesses of drunkenness on the peaks, the high passes (where the body explodes). Walking ends by awakening this rebellious, archaic part of us: our appetites become rough and uncompromising, our impulses inspired. Because walking puts us on the vertical axis of life: swept along by the torrent that rushes just beneath us. What I mean is that by walking you are not going to meet yourself. By walking, you escape from the very idea of identity, the temptation to be someone, to have a name and a history. Being someone is all very well for smart parties where everyone is telling their story, it’s all very well for psychologists’ consulting rooms. But isn’t being someone also a social obligation which trails in its wake – for one has to be faithful to the self-portrait – a stupid and burdensome fiction? The freedom in walking lies in not being anyone; for the walking body has no history, it is just an eddy in the stream of immemorial life.

The second project is in the field of metaphysics: with the aim of showing that, in the words of Professor H. M. Tooten, “evolution is a hoax”, Olivier Gratiolet has undertaken an exhaustive inventory of all the imperfections and inadequacies to which the human organism is heir: vertical posture, for example, gives man only a precarious balance: muscular tension alone keeps him upright, thus causing constant fatigue and discomfort in the spinal column, which, although sixteen times stronger than it would have been were it straight, does not allow man to carry a meaningful weight on his back; feet ought to be broader, more spread out, more specifically suited to locomotion, whereas what he has are only atrophied hands deprived of prehensile ability; legs are not sturdy enough to bear the body’s weight, which makes them bend, and moreover they are a strain on the heart, which has to pump blood about three feet up, whence come swollen feet, varicose veins, etc.; hip joints are fragile and constantly prone to arthrosis or serious fractures; arms are atrophied and too slender; hands are frail, especially the little finger, which has no use, the stomach has no protection whatsoever, no more than the genitals do; the neck is rigid and limits rotation of the head, the teeth do not allow food to be grasped from the sides, the sense of smell is virtually nil, night vision is less than mediocre, hearing is very inadequate; man’s hairless and unfurred body affords no protection against cold, and, in sum, of all the animals of creation, man, who is generally considered the ultimate fruit of evolution, is the most naked of all.

What Ruef discovered was a ringing endorsement of the coffeehouse model of social networking: the most creative individuals in Ruef’s survey consistently had broad social networks that extended outside their organization and involved people from diverse fields of expertise. Diverse, horizontal social networks, in Ruef’s analysis, were three times more innovative than uniform, vertical networks. In groups united by shared values and long-term familiarity, conformity and convention tended to dampen any potential creative sparks. The limited reach of the network meant that interesting concepts from the outside rarely entered the entrepreneur’s consciousness. But the entrepreneurs who built bridges outside their “islands,” as Ruef called them, were able to borrow or co-opt new ideas from these external environments and put them to use in a new context.

Mas, nos outros camarotes, quase por toda parte, as brancas deidades que habitavam essas sombrias devesas se haviam refugiado contra as paredes obscuras e permaneciam invisíveis. No entanto, à medida que o espetáculo avançava, as suas formas vagamente humanas se destacavam molemente uma após outra das profundezas da noite que tapetavam e, elevando-se para a claridade, deixavam emergir seus corpos seminus, e vinham deter-se no limite vertical e na superfície claro-escura, onde as suas brilhantes faces apareciam por detrás do entrebater risonho, espumejante e leve de seus leques de espuma, sob as suas cabeleiras de púrpura, entremeadas de pérolas, que parecia haver encurvado a ondulação da maré; depois começavam as cadeiras de orquestra, o retiro dos mortais para sempre separado do sombrio e transparente reino a que serviam aqui e ali de fronteira, na sua superfície líquida e plana, os olhos límpidos e reverberantes das deusas das águas.

In the Kabbalah, the structure of human faculties takes the form of a tree with a right-hand side and a left-hand side; humanity’s task is to integrate them, both laterally and vertically.39 Specifically it is held that the mind is made up of two faculties: wisdom (chochmah) on the right, which receives the Gestalt of situations in a single flash, and understanding (binah), opposite it on the left, which builds them up in a replicable, step-by-step way. Chochmah and binah are considered ‘two friends who never part’, because you cannot have one without the other. Chochmah gives rise to a force for loving fusion with the other, while binah gives rise to judgment, which is responsible for setting boundaries and limits.40 Their integration is another faculty called da’at, which is a bit like Aristotle’s phronesis, or even sophia – an embodied, overarching, intuitive capacity to know what the situation calls for and to do it. What is more this tree is a true organism, each ‘part’ reflected in, and qualified by co-presence with, each of the others.

Unchopping a Tree. Start with the leaves, the small twigs, and the nests that have been shaken, ripped, or broken off by the fall; these must be gathered and attached once again to their respective places. It is not arduous work, unless major limbs have been smashed or mutilated. If the fall was carefully and correctly planned, the chances of anything of the kind happening will have been reduced. Again, much depends upon the size, age, shape, and species of the tree. Still, you will be lucky if you can get through this stages without having to use machinery. Even in the best of circumstances it is a labor that will make you wish often that you had won the favor of the universe of ants, the empire of mice, or at least a local tribe of squirrels, and could enlist their labors and their talents. But no, they leave you to it. They have learned, with time. This is men's work. It goes without saying that if the tree was hollow in whole or in part, and contained old nests of bird or mammal or insect, or hoards of nuts or such structures as wasps or bees build for their survival, the contents will have to repaired where necessary, and reassembled, insofar as possible, in their original order, including the shells of nuts already opened. With spider's webs you must simply do the best you can. We do not have the spider's weaving equipment, nor any substitute for the leaf's living bond with its point of attachment and nourishment. It is even harder to simulate the latter when the leaves have once become dry — as they are bound to do, for this is not the labor of a moment. Also it hardly needs saying that this the time fro repairing any neighboring trees or bushes or other growth that might have been damaged by the fall. The same rules apply. Where neighboring trees were of the same species it is difficult not to waste time conveying a detached leaf back to the wrong tree. Practice, practice. Put your hope in that. Now the tackle must be put into place, or the scaffolding, depending on the surroundings and the dimension of the tree. It is ticklish work. Almost always it involves, in itself, further damage to the area, which will have to be corrected later. But, as you've heard, it can't be helped. And care now is likely to save you considerable trouble later. Be careful to grind nothing into the ground. At last the time comes for the erecting of the trunk. By now it will scarcely be necessary to remind you of the delicacy of this huge skeleton. Every motion of the tackle, every slightly upward heave of the trunk, the branches, their elaborately reassembled panoply of leaves (now dead) will draw from you an involuntary gasp. You will watch for a lead or a twig to be snapped off yet again. You will listen for the nuts to shift in the hollow limb and you will hear whether they are indeed falling into place or are spilling in disorder — in which case, or in the event of anything else of the kind — operations will have to cease, of course, while you correct the matter. The raising itself is no small enterprise, from the moment when the chains tighten around the old bandages until the boles hands vertical above the stump, splinter above splinter. How the final straightening of the splinters themselves can take place (the preliminary work is best done while the wood is still green and soft, but at times when the splinters are not badly twisted most of the straightening is left until now, when the torn ends are face to face with each other). When the splinters are perfectly complementary the appropriate fixative is applied. Again we have no duplicate of the original substance. Ours is extremely strong, but it is rigid. It is limited to surfaces, and there is no play in it. However the core is not the part of the trunk that conducted life from the roots up to the branches and back again. It was relatively inert. The fixative for this part is not the same as the one for the outer layers and the bark, and if either of these is involved

The distances over which sound can travel underwater are amazing. It is believed that before the proliferation of engine-powered vessels, Antarctic whales could be heard by their Arctic cousins. Such vast ranges are possible partly because sound waves are absorbed far less in water than in air. At 1 kHz, absorption is about 5 dB/km in air (at 30 per cent humidity) but only 0.06 dB/km in seawater. Also, underwater sound waves are much more confined; a noise made in mid-air spreads in all directions, but in the sea the bed and the surface limit vertical spreading.

Direct response marketing is designed to evoke an immediate response and compel prospects to take some specific action, such as opting in to your email list, picking up the phone and calling for more information, placing an order or being directed to a web page. So what makes a direct response ad? Here are some of the main characteristics: It’s trackable. That is, when someone responds, you know which ad and which media was responsible for generating the response. This is in direct contrast to mass media or “brand” marketing—no one will ever know what ad compelled you to buy that can of Coke; heck you may not even know yourself. It’s measurable. Since you know which ads are being responded to and how many sales you’ve received from each one, you can measure exactly how effective each ad is. You then drop or change ads that are not giving you a return on investment. It uses compelling headlines and sales copy. Direct response marketing has a compelling message of strong interest to your chosen prospects. It uses attention-grabbing headlines with strong sales copy that is “salesmanship in print.” Often the ad looks more like an editorial than an ad (hence making it at least three times more likely to get read). It targets a specific audience or niche. Prospects within specific verticals, geographic zones or niche markets are targeted. The ad aims to appeal to a narrow target market. It makes a specific offer. Usually, the ad makes a specific value-packed offer. Often the aim is not necessarily to sell anything from the ad but to simply get the prospect to take the next action, such as requesting a free report. The offer focuses on the prospect rather than on the advertiser and talks about the prospect’s interests, desires, fears, and frustrations. By contrast, mass media or “brand” marketing has a broad, one-size-fits-all marketing message and is focused on the advertiser. It demands a response. Direct response advertising has a “call to action,” compelling the prospect to do something specific. It also includes a means of response and “capture” of these responses. Interested, high-probability prospects have easy ways to respond, such as a regular phone number, a free recorded message line, a website, a fax back form, a reply card or coupons. When the prospect responds, as much of the person’s contact information as possible is captured so that they can be contacted beyond the initial response. It includes multi-step, short-term follow-up. In exchange for capturing the prospect’s details, valuable education and information on the prospect’s problem is offered. The information should carry with it a second “irresistible offer”—tied to whatever next step you want the prospect to take, such as calling to schedule an appointment or coming into the showroom or store. Then a series of follow-up “touches” via different media such as mail, email, fax and phone are made. Often there is a time or quantity limit on the offer.

To understand the worldview of Buddhism, it is necessary to comprehend the concept of the thousand-cubed great-thousand-world, or trichiliocosm. We begin by examining what a "single world" consists of. The Chinese translation of the Abhidharmakośa describes its horizontal limits in the expression, "The Iron Mountains [Cakravāḍa] encircle a single world." A single world thus includes Mount Sumeru, its surrounding mountain ranges and seas, and four landmasses. The vertical boundaries are not as clear, but appear to extend from the circle of wind to Brahmā's world, the First Dhyāna heavens of the realm of form. The heaven of the greatest of all the gods is therefore the upper limit of a single world (see figure 21). The higher dhyāna practitioners in the realms of form and formlessness, and the buddhas, are beyond this world, but all the other five (or six) types of beings dwell in the single world. The world also includes one sun, one moon, and the stars. In modern terms, a single world may equal the solar system.

The explosion came with the birth of the skyscraper. When structures began to rise not in tier on ponderous tier of masonry, but as arrows of steel shooting upward without weight or limit, Henry Cameron was among the first to understand this new miracle and to give it form. He was among the first and the few who accepted the truth that a tall building must look tall. While architects cursed, wondering how to make a twenty-story building look like an old brick mansion, while they used every horizontal device available in order to cheat it of its height, shrink it down to tradition, hide the shame of its steel, make it small, safe and ancient—Henry Cameron designed skyscrapers in straight, vertical lines, flaunting their steel and height. While architects drew friezes and pediments, Henry Cameron decided that the skyscraper must not copy the Greeks. Henry Cameron decided that no building must copy any other.

To measure market needs, I would watch carefully what customers do, not simply listen to what they say. Watching how customers actually use a product provides much more reliable information than can be gleaned from a verbal interview or a focus group. Thus, observations indicate that auto users today require a minimum cruising range (that is, the distance that can be driven without refueling) of about 125 to 150 miles; most electric vehicles only offer a minimum cruising range of 50 to 80 miles. Similarly, drivers seem to require cars that accelerate from 0 to 60 miles per hour in less than 10 seconds (necessary primarily to merge safely into highspeed traffic from freeway entrance ramps); most electric vehicles take nearly 20 seconds to get there. And, finally, buyers in the mainstream market demand a wide array of options, but it would be impossible for electric vehicle manufacturers to offer a similar variety within the small initial unit volumes that will characterize that business. According to almost any definition of functionality used for the vertical axis of our proposed chart, the electric vehicle will be deficient compared to a gasolinepowered car. This information is not sufficient to characterize electric vehicles as disruptive, however. They will only be disruptive if we find that they are also on a trajectory of improvement that might someday make them competitive in parts of the mainstream market. The trajectories of performance improvement demanded in the market—whether measured in terms of required acceleration, cruising range, or top cruising speed—are relatively flat. This is because traffic laws impose a limit on the usefulness of ever-more-powerful cars, and demographic, economic, and geographic considerations limit the increase in commuting miles for the average driver to less than 1 percent per year. At the same time, the performance of electric vehicles is improving at a faster rate—between 2 and 4 percent per year—suggesting that sustaining technological advances might indeed carry electric vehicles from their position today, where they cannot compete in mainstream markets, to a position in the future where they might.

Dietrich Bonhoeffer was a well-known theologian who suffered greatly for resisting Hitler’s Germany and was executed just twenty-three days before the Nazis surrendered. Bonhoeffer had much to say about biblical preaching: “Do not try to make the Bible relevant. Its relevance is axiomatic.… Do not defend God’s Word, but testify to it.… Trust to the Word. It is a ship loaded to the very limits of its capacity.”28 Eric Metaxas added the comment, “He wished to impress upon his ordinands that when one truly presented the Word of God, it would undo people because it had the innate power to help them see their own need and would give the answer to that need in a way that was not larded over with ‘religion’ or false piety.’”29

I think mentoring is simply an inborn passion and not something you can learn in a classroom. It can only be mastered by observation and practice. I also realized that most mentees select you, and not the other way round. The mentor’s role is to create a sense of comfort so that people can approach you and hierarchy has no role to play in that situation. The mentee has to believe that when they share anything, they are sharing as an equal and that their professional well-being is protected, that they won’t be ridiculed or their confidentiality breached. As a mentor you have to create that comfort zone. It is somewhat like being a doctor or a psychiatrist, but mentoring does not necessarily have to take place only in the office. For example, if I was travelling I would often take along a junior colleague to meet a client. I made sure they had a chance to speak and then afterwards I would give them feedback and say, ‘You could have done this or that’. Similarly, if I observed somebody when they were giving a pitch or a talk, I would meet them afterwards or send them an e-mail to say ‘well done’ or coach them about how they could have done better. This trait of consciously looking for the bright spark amongst the crowd has paid me rich dividends. I spotted N. Chandrasekaran (Chandra), TCS’s current Chief Executive, when he was working on a project in Washington, DC in the early 1990s; the client said good things about him so I asked him to come and meet me. We took it from there. Similarly urging Maha and Paddy to move out of their comfort zones and take up challenging corporate roles was a successful move. From a leadership perspective I believe it is important to have experienced a wide range of functions within an organization. If a person hasn’t done a stint in HR, finance or operations, or in a particular geography or more than one vertical, they stand limited in your learning. A general manager needs to know about all functions. You don’t have to do a deep dive—a few months exploring a function is enough so long as you have an aptitude to learn and the ability to probe. This experience is very necessary today even from a governance perspective.

As the network of limited-access highways grew, the Pentagon carefully negotiated the minimum vertical clearances over the interstates to ensure that its largest vehicles could maneuver across the country—forcing the Transportation Department to raise its minimum standard from fourteen feet to sixteen feet to accommodate the new generation of ICBM movers that would enter the nation’s arsenal in the years ahead. Across

a world characterized by a limited and vertical nervous system and by walls’. Instead we need to move to ‘networks – an open, fluid team of teams and continuous change making’ (quoted in Elkington and Braun, 2013: 38). This is echoed by Jon Katzenbach (2012): Today, with the ever-increasing necessity of working across organizational and geographical boundaries, and the growing complexity of daily business, more leaders at all levels are finding that it’s not always practical – or even best – to put together a team. Fortunately, we now have more options; in particular, consider the potential of focused networks, and sub-groups that can work more effectively in different modes than a ‘real team.