Widgets Quotes

I tried to explain as much as I could," Poppet says. "I think I made an analogy about cake." "Well, that must have worked," Widget says. "Who doesn't like a good cake analogy?

Is it not that bad to be trapped somewhere, then? Depending on where you're trapped?" "I suppose it depends on how much you like the place you're trapped in," Widget says. "And how much you like whoever you're stuck there with," Poppet adds, kicking his black boot with her white one.

Is magic not enough to live for?" Widget asks. "Magic," the man in the grey suit repeats, turning the word into a laugh. "This is not magic. This is the way the world is, only very few people take the time to stop and note it. Look around you," he says, waving a hand at the surrounding tables. "Not a one of them even has an inkling of the things that are possible in this world, and what's worse is that none of them would listen if you attempted to enlighten them. They want to believe that magic is nothing but clever deception, because to think it real would keep them up at night, afraid of their own existence." "But some people can be enlightened," Widget says.

If we can tame or restrain our addiction to the blinding overabundance of technical widgets, we can “tool down” our mental frame. It’s, by opening our mind to the infinite potential of the world around, that we can take time for the others and learn to listen and interpret their captivating stories. ("Should I shave first?")

We explore because we are curious, not because we wish to develop grand views of reality or better widgets.

And before he can tell her to tell Widget goodbye for him if need be, she leans forward and kisses him, not on the cheek, as she has a handful of times before, but on the lips, and Bailey knows in that moment that he will follow her anywhere.

Let our lives not merely be unbridled “hunting for likes” or a frantic “commotion of swipes.” Many MISthink they can empower their ego to hoist mountains of self-delusion through artificial widgets. ("With confidence")

Wufju fay foo im?” he asks, with his mouth mostly full. “I tried to explain as much as I could,” Poppet says. “I think I made an analogy about cake.” “Well, that must have worked,” Widget says. “Who doesn’t like a good cake analogy?

I love this quote uttered by the character Widget in The Night Circus. He credits it to Herr Thiessen but knows it is a literary quote by the another author. "Wine is bottled poetry

Widge can see the past." Poppet says suddenly. "That's why his stories are so good." "The past is easier," Widget says. "It's already there." "In the stars?" Bailey asks. "No." Widget says. "On people. The past stays on you the way powdered sugar stays on fingers. Some people can get rid of it but it's still there, the events and t hings that pushed you to where you are now.

Life is the most effective school ever created. Once upon a time they made children bow their heads and read books. It would take ages to get anything across." He taps his head. "But we have widgets and datapads now, and we Golds have the lower Colors to do our research. We need not study chemistry or physics. We have computers and others to do that. What we must study is humanity. In order to rule, ours must be the study of political, psychological, and behavioral science - how desperate human beings react to one another, how packs form, how armies function, how things fall apart and why. You could learn this nowhere else but here.

Remember, the web isn't about control. If a visitor to your site is familiar with using a browser's native form doodad, you won't be doing them any favors if you override the browser functionality with your own widget, even if you think your widget looks better.

Moderates in every faith are obliged to loosely interpret (or simply ignore) much of their canons in the interests of living in the modern world. No doubt an obscure truth of economics is at work here: societies appear to become considerably less productive whenever large numbers of people stop making widgets and begin killing their customers and creditors for heresy. The first thing to observe about the moderate's retreat from scriptural literalism is that it draws its inspiration not from scripture but from cultural developments that have rendered many of God's utterances difficult to accept as written.

That man has no shadow," he says, as Chandresh leans over the twins to peer out the window at the empty street. "what did you say?" Chandresh asks, but Poppet and Widget, and the orange kittens have already run off down the hall, lost in the colorful crowd.

REMEMBER THAT INFLATION IS ONLY THE ACT OF PRINTING MONEY IN EXCESS OF GROSS NATIONAL PRODUCT. THEY COULD BLAME IT ON THE PRICE OF WIDGETS OR OIL ONLY BECAUSE YOU NEVER KNEW THE REAL CAUSE. THE REAL CAUSE AND THE ONLY CAUSE OF INFLATION IS THE PRINTING OF MORE MONEY BEYOND THE GROSS NATIONAL PRODUCT.]

El pasado se queda contigo en la forma en que el azúcar en polvo se queda en tus dedos. Algunos pueden sacárselo de encima pero todavía esta allí, los eventos y las cosas que te empujaron adonde estás ahora.

Secrets have power,” Widget begins. “And that power diminishes when they are shared, so they are best kept and kept well.

Is it not that bad to be trapped somewhere, then? Depending on where you’re trapped?” “I suppose it depends on how much you like the place you’re trapped in,” Widget says. “And how much you like whoever you’re stuck there with,” Poppet adds, kicking his black boot with her white one. Her brother laughs and the sound echoes through the tent, carried over the branches that are covered in candles. Each flame flickering and white.

Keep your own list, or get an account with an email newsletter company like MailChimp and put a little sign-up widget on every page of your website.

The past is easier," Widget says. "It's already there." "In the stars?" Bailey asks. "No," Widget says. "On people. The past stays on you the way powdered sugar stays on your fingers.

Secrets have power,” Widget begins. “And that power diminishes when they are shared, so they are best kept and kept well. Sharing secrets, real secrets, important ones, with even one other person, will change them. Writing them down is worse, because who can tell how many eyes might see them inscribed on paper, no matter how careful you might be with it. So it’s really best to keep your secrets when you have them, for their own good, as well as yours.

Not a one of them even has an inkling of the things that are possible in this world, and what's worse is that none of them would listen if you attempted to enlighten them. They want to believe that magic is nothing but clever deception, because to think it real would keep them up at night, afraid of their own existence." "But some people can be enlightened," Widget says.

The greatest wizard in history made the mistake of sharing his secrets. And his secrets were both magic and important, so it was a rather serious mistake. “He told them to a girl. She was young and clever and beautiful—” Poppet snorts into her cup. Widget stops. “I’m sorry,” she says. “Go on, please, Widge.” “She was young and clever and beautiful,” Widget continues. “Because if the girl had not been beautiful and clever, she would have been easier to resist, and then there would be no story at all.

Favoring specialization over intelligence is exactly wrong, especially in high tech. The world is changing so fast across every industry and endeavor that it's a given the role for which you're hiring is going to change. Yesterday's widget will be obsolete tomorrow, and hiring a specialist in such a dynamic environment can backfire. A specialist brings an inherent bias to solving problems that spawns from the very expertise that is his putative advantage, and may be threatened by a new type of solution that requires new expertise. A smart generalist doesn't have bias, so is free to survey the wide range of solutions and gravitate to the best one.

But we have widgets and datapads now, and we Golds have the lower Colors to do our research. We need not study chemistry or physics. We have computers and others to do that. What we must study is humanity. In order to rule, ours must be the study of political, psychological, and behavioral science—how desperate human beings react to one another, how packs form, how armies function, how things fall apart and why. You could learn this nowhere else but here.

People in Hong Kong depended not on the government but on themselves and their families. They worked hard and tried their luck in business, hawking or making widgets, or buying and selling. The drive to succeed was intense; family and extended family ties were strong. Long before Milton Friedman held up Hong Kong as a model of a free enterprise economy, I had seen the advantage of having little or no social safety net. It spurred Hong Kong's people to strive to succeed.

By lifting Widget up, Law had given her the power to help others. They were daisy-chained together; acts of goodwill looped back around. Law had saved Windwolf. He had protected her without even knowing how much he owed her. Tinker saved the tengu, and they in turn protected Usagi and her children. Around and around, kindness being paid forward until it returned. It was what Pittsburgh needed. What Elfhome needed; people helping one another without concern of clan or race or species.

And before he can tell her to tell Widget goodbye for him if need be, she learns forward and kisses him, not on the cheek, as she has a handful of times before, but on the lips, and Bailey knows in that moment that he will follow her anywhere. Poppet turns without a word and walks away. Bailey watches until he can no longer see her hair against the sky and then continues to stare after her, the tiny bottle clutched in his hand, still uncertain how to feel or what to do and left with only hours to decide.

If it takes 5 machines 5 minutes to make 5 widgets, how long would it take 100 machines to make 100 widgets? 100 minutes OR 5 minutes

I realised I got anxious because my true aspiration wasn't to become the chief of a multi-billion dollar, multi-national company that created widgets or some shit.

It is important,” the man in the grey suit interrupts. “Someone needs to tell those tales. When the battles are fought and won and lost, when the pirates find their treasures and the dragons eat their foes for breakfast with a nice cup of Lapsang souchong, someone needs to tell their bits of overlapping narrative. There’s magic in that. It’s in the listener, and for each and every ear it will be different, and it will affect them in ways they can never predict. From the mundane to the profound. You may tell a tale that takes up residence in someone’s soul, becomes their blood and self and purpose. That tale will move them and drive them and who knows what they might do because of it, because of your words. That is your role, your gift. Your sister may be able to see the future, but you yourself can shape it, boy. Do not forget that.” He takes another sip of his wine. “There are many kinds of magic, after all.” Widget

because we have no way of really knowing how much this precious widget is worth, we compare the price now to the price before the sale (called the “regular” price), and take that as an indicator of its high current amazing value.

One of the many signs of verbal virtuosity among intellectuals is the repackaging of words to mean things that are not only different from, but sometimes the direct opposite of, their original meanings. 'Freedom' and 'power' are among the most common of these repackaged words. The basic concept of freedom as not being subjected to other people's restrictions, and of power as the ability to restrict other people's options have both been stood on their heads in some of the repackaging of these words by intellectuals discussing economic issues. Thus business enterprises who expand the public's options, either quantitatively (through lower prices) or qualitatively (through better products) are often spoken of as 'controlling' the market, whenever this results in a high percentage of consumers choosing to purchase their particular products rather than the competing products of other enterprises. In other words, when consumers decide that particular brands of products are either cheaper or better than competing brands of those products, third parties take it upon themselves to depict those who produced these particular brands as having exercised 'power' or 'control.' If, at a given time, three-quarters of the consumers prefer to buy the Acme brand of widgets to any other brand, then Acme Inc. will be said to 'control' three-quarters of the market, even though consumers control 100 percent of the market, since they can switch to another brand of widgets tomorrow if someone else comes up with a better widget, or stop buying widgets altogether if a new product comes along that makes widgets obsolete. ....by saying that businesses have 'power' because they have 'control' of their markets, this verbal virtuosity opens the way to saying that government needs to exercise its 'countervailing power' (John Kenneth Galbraith's phrase) in order to protect the public. Despite the verbal parallels, government power is in fact power, since individuals do not have a free choice as to whether or not to obey government laws and regulations, while consumers are free to ignore the products marketed by even the biggest and supposedly most 'powerful' corporations in the world.

Showing little regard for the animals’ historical working roles, health, temperament, or well-being, Victorian dog breeders raced to mold dramatic new shapes for their pets. Producing dogs in the same way one might produce widgets on an assembly line held tremendous appeal in an age of massive industrialization.

Il passato è più facile” replica Widget. “È già li.” “Nelle stelle?” domanda Bailey. “No. Sulla gente. Il passato ti si appiccica addosso come lo zucchero a velo alle dita. Alcuni tentano di spolverarlo via, però non c'è niente da fare: gli eventi e le cose che ti hanno portato dove sei ora restano lì per sempre

What is it?" Poppet asks. "What's the matter?" Widget turns away from the glass. "That man has no shadow," he says, as Chandresh leans over the twins to peer out the window at the empty street. "What did you say?" Chandresh asks, but Poppet and Widget and the orange kittens have already run off down the hall, lost in the colorful crowd.

Still allergic to PowerPoints and formal presentations, he insisted that the people around the table hash out issues from various vantages and the perspectives of different departments. Because he believed that Apple's great advantage was its integration of the whole widget- from design to hardware to software to content-he wanted all departments at the company to work together in parallel. The phrases he used were "deep collaboration" and "concurrent engineering." Instead of a development process in which a product would be passed sequentially from engineering to design to manufacturing to marketing and distribution, these various departments collaborated simultaneously. " Our method was to develop integrated products, and that meant our process had to be integrated and collaborative," Jobs said. This approach also applied to key hires. He would have candidates meet the top leaders-Cook, Tevanian, Schiller, Rubinstein, Ive- rather than just the managers of the department where they wanted to work. " Then we all get together without the person and talk about whether they'll fit in," Jobs said.

A total of 105 patrol officers died on the job in 2012. Less half of those (51) died as the result of violence, and another 48 died in traffic accidents. Between 1961 and 2012, 3,847 cops were murdered and 2,946 died in accidents—averaging about 75 murders and 58 fatal accidents in a typical year. Naturally it is not to be lost sight of that these numbers represent human lives, not widgets or sacks of potatoes. But let’s also remember that there were 4,383 fatal work injuries in 2012. As dangerous professions go, according to the Bureau of Labor Statistics, policing is not even in the top ten. In terms of total fatalities, more truck drivers are killed than any other kind of worker (741 in 2012). A better measure of occupational risk, however, is the rate of work-related deaths per 100,000 workers. In 2012, for example, it was 17.4 for truck drivers. At 15.0 deaths per 100,000, policing is slightly less dangerous than being a maintenance worker (15.7) and slightly more dangerous than supervising the gardener (14.7). The highest rate of fatalities is among loggers at 127.8 per 100,000, just ahead of fishers at 117.0. The rate for all occupations, taken together, is 3.2 per 100,000 workers. Where are the headlines, the memorials, the honor guards, and the sorrowful renderings of Taps for these workers? Where are the mayoral speeches, the newspaper editorials, the sober reflections that these brave men and women died, and that others risk their lives daily, so that we might continue to enjoy the benefits of modern society?

Secrets have power," Widget begins. "And that power diminishes when they are shared, so they are best kept and kept well. Sharing secrets, real secrets, important ones, with even one other person, will change them. Writing them down is even worse, because who can tell how many eyes might see them inscribed on paper, no matter how careful you might be with it. So it's really best to keep your secrets when you have them, for their own good, as well as yours. This is, in part, why there is less magic in the world today. Magic is secret and secrets are magic, after all, and years upon years of teaching and sharing magic and worse. Writing it down in fancy books that get all dusty with age has lessened it, removed its power bit by bit. It was inevitable, perhaps, but not unavoidable. Everyone makes mistakes.

With the invention of the city and its powerful combination of economies of scale coupled to innovation and wealth creation came the great divisions of society. Our present social network structures barely existed in their present form until urban communities evolved. Hunter-gatherers were significantly less hierarchical, more egalitarian and community oriented than we are. The struggle and tension between unbridled individual self-enhancement and the care and concern for the less fortunate has been a major thread running throughout human history, especially over the past two hundred years. Nevertheless, it seems that without the motive of self-interest our entrepreneurial free market economy would collapse. The system we have evolved critically relies on people continually wanting new cars and new cell phones, new widgets and gadgets, new clothes and new washing machines, new thrills, new entertainment, and pretty much new everything, even when they already have enough of “everything.” It may not be a pretty picture and it doesn’t work for everyone, but so far, it’s worked remarkably well for most of us, and apparently most of us seem to want it to continue. Whether it can is a topic I’ll return to in the last chapter.

The idea of Solution was that if you asked questions and didn’t keep mindlessly building widgets, your score would be lower, but you would find out you were working in a factory that supplied machine parts to the Third Reich. Once you had this information, you could potentially slow your output. You could make the bare number of parts required not to be detected by the Reich, or you could stop producing parts entirely.

I’ve got an idea I want to run by you,” he murmured, his lids growing heavy. Oh. Back to that. Ever since I’d returned, I’d been avoiding the subject of My Promise, hoping Brandon would take a hint. In texts, he’d actually begun counting down the days left until my birthday—like he had a cherry countdown widget. When I caught him sneaking a glance at my chest, his expression one of longing, I remembered a movie where one of the heroines had likened boobs to smart bombs. I’d laughed. Now I marveled at how right she’d been.

« Tu crois qu’il faut le kidnapper ? - Franchement, Widget... - Non, sincèrement. On peut s’introduire chez lui en douce, le frapper avec quelque chose de lourd et le ramener ici aussi discrètement que possible. On le mettra debout et les gens croiront que c’est un ivrogne du coin. Le temps qu’il reprenne conscience, il sera déjà dans le train, et là, il n’aura plus vraiment le choix. Rapide et indolore. Enfin, pour nous. À part le fait d’avoir à le traîner. - Je ne pense pas que ce soit la meilleure idée, Widget. - Oh, allez, ce sera drôle, proteste Widget. »

Pričaš priče?' upita muškarac s gotovo opipljivim uzbuđenjem i zanimanjem. ,Priče, bajke, legende u stihovima', kaže Widget. ,Nazovite ih kako god želite. Stvari o kojima smo maloprije razgovarali i zaključili da su kompliciranije no što su nekad bile. Uzimam djeliće prošlosti koje vidim i spajam ih u pripovijesti. No to nije tako važno; ovdje nisam zato -' ,Važno je', prekine ga muškarac u sivom odijelu. ,Netko treba ispričati te pripovijesti. Kada bitke završe – one dobivene i one izgubljene – kada gusari pronađu svoje blago i kada zmajevi svoje neprijatelje pojedu za doručak uz šalicu finog lapsang souchonga… netko treba pohvatati i ispričati njihove priče. U tome je čarolija. Čarolija je u slušaču; svaki od njih čut će je drugačije i nitko od njih neće moći predvidjeti kakav će dojam na njih ostaviti. Od banalnog do dubokog. Možda ćeš ispričati priču koja će se nastaniti u nečijoj duši, postati njegova krv, njegovo ja, svrha njegova postojanja. Ta će ga priča dirnuti i pokrenuti. I tko zna na što će ga tvoje riječi potaknuti. To je tvoja uloga, tvoj dar. Tvoja sestra možda vidi budućnost, no ti je možeš oblikovati. Ne zaboravi to.' Otpije još jedan gutljaj vina. ,Napokon, postoje mnoge vrste čarolija.

The hope is that when it comes to dealing with humans whose behaviors are among our worst and most damaging, words like 'evil' and 'soul' will be as irrelevant as when considering a car with faulty brakes, that they will be as rarely spoken in a courtroom as in an auto repair shop. And crucially, the analogy holds in a key way, extending to instances of dangerous people without anything obviously wrong with their frontal cortex, genes, and so on. When a car is being dysfunctional and dangerous and we take it to a mechanic, this is not a dualistic situation where (a) if the mechanic discovers some broken widget causing the problem, we have a mechanistic explanation, but (b) if the mechanic can’t find anything wrong, we’re dealing with an evil car; sure, the mechanic can speculate on the source of the problem—maybe it’s the blueprint from which the car was built, maybe it was the building process, maybe the environment contains some unknown pollutant that somehow impairs function, maybe someday we’ll have sufficiently powerful techniques in the auto shop to spot some key molecule in the engine that is out of whack—but in the meantime we’ll consider this car to be evil. Car free will also equals 'internal forces we do not understand yet.

I want to say something else about desire. I really do not know what it is. I experience something which, sometimes, if I pull it apart, I cannot make reason of. The word seems to me to fall apart under the pull and drag of its commodified shapes, under the weight of our artifice and our conceit. It is sometimes impossible to tell what is real from what is manufactured. We live in a world filled with commodified images of desire. Desire clings to widgets, chairs, fridges, cars, perfumes, shoes, jackets, golf clubs, basketballs, telephones, water, soap powder, houses, neighbourhoods. Even god. It clings to an endless list of objects. It clings to the face of television sets and movie screens. It is glaciered in assigned objects, it is petrified in repetitive cliched gestures. Their repetition is tedious, the look and sound of them tedious. We become the repetition despite our best efforts. We become numb. And though against the impressive strength of this I can't hope to say all that desire might be, I wanted to talk about it not as it is sold to us but as one collects it, piece by piece, proceeding through a life. I wanted to say that life, if we are lucky, is a collection of aesthetic experiences as it is a collection of pratical experiences, which may be one and the same sometimes, and which if we are lucky we make a sense of. Making sense may be what desire is. Or, putting the senses back together.

Democratic citizenship requires a degree of empathy, insight, and kindness that demands a great deal of all of us. There are easier ways to live. For example, we can reduce our public engagement to consumption, viewing our labour as whatever we need do to enter the consumer marketplace with money in our pockets, free to choose our widgets, to shape an identity based upon consumption. Or we can go global and expand our understanding of “us” by wandering the world and appreciating its cultures and wonders, considering both the people living in the refugee camps of the world and the residents of small towns of Iowa to be our neighbours, while maintaining a connection with our own local traditions and duties.

Typical relationship books, they are about communicating more clearly, being more loving, and making time for your relationship. All of this is lovely advice, only if the other person is noticing or listening! Kierkegaard noted that “Love is the expression of the one who loves, not of the one who is loved.” The challenge is that when this expression is not met with any reciprocity, and in fact the opposite, it can be exhausting and demoralising. If you love more, then you will get more back. It’s not that linear, and while that may apply in a factory— work harder, make more widgets—it does not work in relationships, least of all with a narcissist. Personality patterns tend to be pretty entrenched—and the rules of rescue do not apply.

The idea of Solution was that if you asked questions and didn’t keep mindlessly building widgets, your score would be lower, but you would find out you were working in a factory that supplied machine parts to the Third Reich. Once you had this information, you could potentially slow your output. You could make the bare number of parts required not to be detected by the Reich, or you could stop producing parts entirely. The player who did not ask questions, the Good German, would blithely get the highest score possible, but in the end, they’d find out what their factory was doing. Fraktur-style script blazed across the screen: Congratulations, Nazi! You have helped lead the Third Reich to Victory! You are a true Master of Efficiency. Cue MIDI Wagner. The idea of Solution was that if you won the game on points, you lost it morally.

Jobs’s reluctance to make the Mac compatible with the architecture of the Lisa was motivated by more than rivalry or revenge. There was a philosophical component, one that was related to his penchant for control. He believed that for a computer to be truly great, its hardware and its software had to be tightly linked. When a computer was open to running software that also worked on other computers, it would end up sacrificing some functionality. The best products, he believed, were “whole widgets” that were designed end-to-end, with the software closely tailored to the hardware and vice versa. This is what would distinguish the Macintosh, which had an operating system that worked only on its own hardware, from the environment that Microsoft was creating, in which its operating system could be used on hardware made by many different companies.

In ancient times, soldiers called it going amok—a descent into the battle craziness that took you out of yourself and dropped you into the warrior’s world of blood and darkness. Going amok was a form of insanity prized by the Greeks and Spartans and Vikings—it made for great warriors. Thus did Achilles slay Hector, Beowulf defeat Grendel. But unless you bring your heroes back to themselves—with a ritual purification or with a journey of some sort, like Odysseus’s long struggle home or World War II vets taking weeks to sail back across the sea together—there is a price to pay when the bloodied warrior returns. These days, soldiers return from Iraq and Afghanistan alone and in a matter of hours. We drop them back into society as if they were widgets that have simply gone missing for a while. But a lot of the widgets are bent hopelessly out of shape.

Are you chuckling yet? Because then along came you. A big, broad meat eater with brash blond hair and ruddy skin that burns at the beach. A bundle of appetites. A full, boisterous guffaw; a man who tells knock know jokes. Hot dogs - not even East 86th Street bratwurst but mealy, greasy big guts that terrifying pink. Baseball. Gimme caps. Puns and blockbuster movies, raw tap water and six-packs. A fearless, trusting consumer who only reads labels to make sure there are plenty of additives. A fan of the open road with a passion for his pickup who thinks bicycles are for nerds. Fucks hard and talks dirty; a private though unapologetic taste for porn. Mysteries, thrillers, and science fiction; a subscription to National Geographic. Barbecues on the Fourth of July and intentions, in the fullness of time, to take up golf. Delights in crappy snack foods of ever description: Burgles. Curlies. Cheesies. Squigglies - you're laughing - but I don't eat them - anything that looks less like food than packing material and at least six degrees of separation from the farm. Bruce Springsteen, the early albums, cranked up high with the truck window down and your hair flying. Sings along, off-key - how is it possible that I should be endeared by such a tin ear?Beach Boys. Elvis - never lose your roots, did you, loved plain old rock and roll. Bombast. Though not impossibly stodgy; I remember, you took a shine to Pearl Jam, which was exactly when Kevin went off them...(sorry). It just had to be noisy; you hadn't any time for my Elgar, my Leo Kottke, though you made an exception for Aaron Copeland. You wiped your eyes brusquely at Tanglewood, as if to clear gnats, hoping I didn't notice that "Quiet City" made you cry. And ordinary, obvious pleasure: the Bronx Zoo and the botanical gardens, the Coney Island roller coaster, the Staten Island ferry, the Empire State Building. You were the only New Yorker I'd ever met who'd actually taken the ferry to the Statue of Liberty. You dragged me along once, and we were the only tourists on the boat who spoke English. Representational art - Edward Hopper. And my lord, Franklin, a Republican. A belief in a strong defense but otherwise small government and low taxes. Physically, too, you were such a surprise - yourself a strong defense. There were times you were worried that I thought you too heavy, I made so much of your size, though you weighed in a t a pretty standard 165, 170, always battling those five pounds' worth of cheddar widgets that would settle over your belt. But to me you were enormous. So sturdy and solid, so wide, so thick, none of that delicate wristy business of my imaginings. Built like an oak tree, against which I could pitch my pillow and read; mornings, I could curl into the crook of your branches. How luck we are, when we've spared what we think we want! How weary I might have grown of all those silly pots and fussy diets, and how I detest the whine of sitar music!

Feeling like a displaced person Laura struggles with being defined by her status as a widow. “Distracted by the word widow, which had taken root, budded and bloomed in her mind like a weed in a vacant lot, Laura opened the dictionary on her desk. Flipping past thousands of words, she used in every-day communication with family, friends, and acquaintances – those little black letters, symbols to express thoughts for the ear to hear and the heart to feel – she wondered, What words gave expression to her pain? What words described the sense of something lurking inside her, or the dark shadows stalking her mind? Widow: a five-letter word, preceded by words like wide, and widget and followed by words like widow’s peak, widow’s weeds, and widower. This little word – widow- in small case, had no business masquerading as a noun: a person, place or thing. In contrast, - widget, a small mechanical object, not a feeling thing, just an object – seemed an honest noun. Widow is not an object, she thought. “It’s a word so thin as to be nothing but a wisp of breath passing through one’s vocal cords and disappearing almost imperceptibly between one’s lips. It has no life of its own. It’s a mere label, and it could just as well be a piece of paper saying, chocolate cookies or best before date.

President and Chief Operating Officer (COO), accountable for the overall achievement of the Strategic Objective and reporting to the SHAREHOLDERS who include, on an equal basis, Jack and Murray. • Vice-President/Marketing, accountable for finding customers and finding new ways to provide customers with the satisfactions they derive from widgets, at lower cost, and with greater ease, and reporting to the COO. • Vice-President/Operations, accountable for keeping customers by delivering to them what is promised by Marketing, and for discovering new ways of assembling widgets, at lower cost, and with greater efficiency so as to provide the customer with better service, reporting to the COO. • Vice-President/Finance, accountable for supporting both Marketing and Operations in the fulfillment of their accountabilities by achieving the company’s profitability standards, and by securing capital whenever it’s needed, and at the best rates, also reporting to the COO. • Reporting to the Vice-President/Marketing are two positions: Sales Manager and Advertising/Research Manager. • Reporting to the Vice-President/Operations are three positions: Production Manager, Service Manager, and Facilities Manager. • Reporting to the Vice-President/Finance are two positions: Accounts Receivable Manager and Accounts Payable Manager.

For fifteen years, John and Barbara Varian were furniture builders, living on a ranch in Parkfield, California, a tiny town where the welcome sign reads “Population 18.” The idea for a side business came about by accident after a group of horseback riding enthusiasts asked if they could pay a fee to ride on the ranch. They would need to eat, too—could John and Barbara do something about that? Yes, they could. In the fall of 2006, a devastating fire burned down most of their inventory, causing them to reevaluate the whole operation. Instead of rebuilding the furniture business (no pun intended), they decided to change course. “We had always loved horses,” Barbara said, “so we decided to see about having more groups pay to come to the ranch.” They built a bunkhouse and upgraded other buildings, putting together specific packages for riding groups that included all meals and activities. John and Barbara reopened as the V6 Ranch, situated on 20,000 acres exactly halfway between Los Angeles and San Francisco. Barbara’s story stood out to me because of something she said. I always ask business owners what they sell and why their customers buy from them, and the answers are often insightful in more ways than one. Many people answer the question directly—“We sell widgets, and people buy them because they need a widget”—but once in a while, I hear a more astute response. “We’re not selling horse rides,” Barbara said emphatically. “We’re offering freedom. Our work helps our guests escape, even if just for a moment in time, and be someone they may have never even considered before.” The difference is crucial. Most people who visit the V6 Ranch have day jobs and a limited number of vacation days. Why do they choose to visit a working ranch in a tiny town instead of jetting off to lie on a beach in Hawaii? The answer lies in the story and messaging behind John and Barbara’s offer. Helping their clients “escape and be someone else” is far more valuable than offering horse rides. Above all else, the V6 Ranch is selling happiness.

A space planner provides spaces for playing basketball, performing laboratory experiments, manufacturing widgets, or staging theatrical productions; an architect imbues the experience of these places with poignancy, richness, fun, beauty, and irony.

Structured Application Design with MVC MVC defines a clean separation between the critical components of our apps. Consistent with its name, MVC defines three parts of an application: • A model provides the underlying data and methods that offer information to the rest of the application. The model does not define how the application will look or how it will act. • One or more views make up the user interface. A view consists of the different onscreen widgets (buttons, fields, switches, and so forth) that a user can interact with. • A controller is typically paired with a view. The controller is responsible for receiving user input and acting accordingly. Controllers may access and update a view using information from the model and update the model using the results of user interactions in the view. In short, it bridges the MVC components.

Our world is filled with factories. Factories that make widgets and insurance and Web sites, factories that make movies and take care of sick people and answer the telephone. These factories need workers. If you learn how to be one of these workers, if you pay attention in school, follow instructions, show up on time, and try hard, we will take care of you. You won't have to be brilliant or creative or take big risks. We will pay you a lot of money, give you health insurance, and offer you job security.

What analyses could prove or disprove that belief? You could break out the sales by customer type for each region. If penetration of superstores in the Northeast is higher than in any other region and higher than for the other types of retail outlets, find out why. When you talk to the Northeast sales reps, you might find that they have a better feel for superstores than any other sales team. What if they were put in charge of all superstores across the country and achieved the same penetration? What would that mean for widget sales? The end product of this exercise is what McKinsey calls the issue tree. In other words, you start with your initial hypothesis and branch out at each issue. The result looks like the figure below. When you’ve completed your issue tree, you have your problem-solving map. That’s the easy part. The difficult part will come when you have to dig deep to prove your hypothesis.

In the Acme Widgets problem, suppose your team decided that the key drivers were the sales force, the consumer marketing strategy, and production costs. You then came up with a list of actionable, top-line recommendations as your initial hypothesis: We can increase widget sales by: • Changing the way we sell our widgets to retail outlets. • Improving the way we market our widgets to consumers. • Reducing the unit cost of our widgets. Let’s begin with a closer look at the sales force. It’s organized geographically (Northeast, Mid-Atlantic, Southeast, etc.) and sells primarily to three types of retail outlets: superstores, department stores, and specialty stores. The team believes that the sales force ought to be organized by customer type—that’s one issue.

Startup productivity is not about cranking out more widgets or features. It is about aligning our efforts with a business and product that are working to create value and drive growth. In other words, successful pivots put us on a path toward growing a sustainable business.

Individual assignments treat people like interchangeable parts, widgets or screws to be shuffled from drawer to drawer. In combat under this system, new guys showed up one at a time, and often got shot all too quickly.

Favoring specialization over intelligence is exactly wrong, especially in high tech. The world is changing so fast across every industry and endeavor that it’s a given the role for which you’re hiring is going to change. Yesterday’s widget will be obsolete tomorrow, and hiring a specialist in such a dynamic environment can backfire.

The problem you face is “We need to sell more widgets.” Your team might come up with a list of the following ways to increase widget sales: • Changing the way we sell our widgets to retail outlets. • Improving the way we market our widgets to consumers. • Reducing the unit cost of our widgets. If this list looks rather generic, that’s fine; we will talk about moving down a level of detail in the next section. What matters is that the list is MECE. Suppose you add another item, say, “Reengineering our widget production process.” How does that fit with the three issues you already have? This is certainly an important issue, but it isn’t a fourth point alongside the others. It falls under “Reducing the unit cost,” along with other subissues such as “Leveraging our distribution system” and “Improving our inventory management.” Why? Because all these are ways to reduce the unit cost of widgets. Putting any (or all) of them with the other three issues on the list would cause an overlap. The items in the list would no longer be mutually exclusive. Overlap represents muddled thinking by the writer and leads to confusion for the reader.

While Steve’s gadgets and computers drew the most attention, the software that made them go was every bit as important. Steve always said that Apple’s primary competitive advantage was that it created the whole widget: the finely tuned symbiosis between the hardware and the software together defined a superior user experience. In the PC world, hardware and software technologies came from different companies that didn’t always even get along, including IBM and the PC-clone manufacturers, Microsoft, and Intel.

we need to acknowledge that building software isn’t the same as working on an assembly line. You’re not just building one more widget like the one you built a few minutes ago. Each new story we create software to support is something new.

The history of technology tells us that inventions are two a penny. There are many, many people who invent new things: machines, processes, tools, gizmos, gadgets, widgets, and the like. Such people are often portrayed as unsung heroes, ahead of their field, unrecognized in their own time

Realize that in the end, good content is what people are looking for. All the fancy plug-ins and widgets are nice, but if the content doesn’t back it up, people aren’t coming back.

An economy made of paper could never be as strong as one of bricks, guns and widgets.

What market pain do you solve? What is the stage of your product development? What is the compelling reason the market will buy your widget? What is your revenue model? How do you make money? Why are you going to win? Who are your competitors and how are you different from them? What are your milestones? If

Startup productivity is not about cranking out more widgets or features. It is about aligning our efforts with a business and product that are working to create value and drive growth. In

A business leader who exemplified good work would be somebody who understood himself or herself, understood the corporation or company that they were in very well, knew something about their history, understood the domain—the sector in which they’re working, which could be anything from transportation to widgets—and had some sense of the mega-trends going on in the world. You cannot be an excellent leader unless you’ve thought about this kind of knowledge, so that’s excellence.

The trap we fall into is trying to tell people how life-changing our widget is. If it changes their lives, we won’t have to tell them.

Widget Makers, Inc. Organization Chart

The way toward arriving at a peaceful place of inner quiet isn’t by creating unrealistic standards about miles logged, pages written, and widgets produced, but by fighting for the riches of rest with unwavering determination before mind, body, and soul impose a strike without your consent.

The growing necessity of deep work is new. In an industrial economy, there was a small skilled labor and professional class for which deep work was crucial, but most workers could do just fine without ever cultivating an ability to concentrate without distraction. They were paid to crank widgets—and not much about their job would change in the decades they kept it. But as we shift to an information economy, more and more of our population are knowledge workers, and deep work is becoming a key currency—even if most haven’t yet recognized this reality.

Automation is certainly one way to improve the leverage of all types of work. Having machines to help them, human beings can create more output. But in both widget manufacturing and administrative work, something else can also increase the productivity of the black box. This is called work simplification. To get leverage this way, you first need to create a flow chart of the production process as it exists. Every single step must be shown on it; no step should be omitted in order to pretty things up on paper. Second, count the number of steps in the flow chart so that you know how many you started with. Third, set a rough target for reduction of the number of steps.

remember that inflation is only the act of printing money in excess of gross national product. They can blame it on the price of widgets or oil only because you never knew the real cause. The real cause and the only cause of inflation is the printing of more money beyond the gross national

Everything we make will have predictive maintenance, improved efficiency, better safety, better usability. And everything will be made to order. We won’t be cranking out millions of identical widgets and stacking them up in pallets in overseas factories in order to be shipped around the world anymore. We’ll be customizing objects much closer to home. As Olivier Scalabre points out, we’ll be replacing the classic “East to West” trade flows with regional trade flows—East for East, West for West. “When you think about it, the old model was pretty much insane,” Scalabre says. “Piling up stock. Making products travel around the world. The new model—producing right next to the consumer market—will be much better for our environment. In mature economies, productivity will be back home, creating more employment, more productivity, and more growth.

Your purpose is the emotional and spiritual energy that surrounds the commercial aspects of what you do; it can’t be to make a lot of money or sell a lot of widgets. While generating a significant financial return may be a result of pursuing your purpose, it can’t be why you do what you do. Money isn’t what the journey’s about. We aren’t here to survive; we’re here to self-actualize and thrive.

Stay humble and customer-focused. No matter what business you are in, you are serving your customers. You differentiate yourself by how well you satisfy, and keep satisfying, your customers’ needs. Don’t become so enamored with your idea or product that you believe it will “sell itself.” There is always a better widget waiting in the wings. What will make your ideas successful is your personal ability to convince customers that you stand behind what you are selling.

The system we have evolved critically relies on people continually wanting new cars and new cell phones, new widgets and gadgets, new clothes and new washing machines, new thrills, new entertainment, and pretty much new everything, even when they already have enough of “everything.

Every new product—from software to widgets—goes through a cycle that begins with basic research, then applied research, then incubation, then development, then testing, then manufacturing, then deployment, then support, then continuation engineering in order to add improvements.

At its worst, neo-liberalism takes a dynamic system like free market capitalism, which is capable of spectacular creativity and ingenuity, and reduces it to a boring exercise in ‘how we can buy these widgets 10 per cent cheaper’. It has also propelled a narrow-minded technocratic caste into power, who achieve the appearance of expert certainty by ignoring large parts of what makes markets so interesting.

You don’t make widgets for a living. You find justice in this fucked-up world we all live in. You give the dead a voice. You hold guilty people accountable.” “I used to think that. Now I believe I was just chasing something I’ll never catch.” “You never used to believe that. I lost count of the number of times you told me that the only thing that matters is that when someone does something bad, they cannot be allowed to get away with it. Nothing else mattered, you said, if we let that slide. Because that one thing dictates the sort of world we will all live in.

Tel Aviv blocks my photograph, my widget and 10 years work.

If one scientist has been issued a patent for his invention of a widget, another scientist would likely be discouraged from continuing his own work on a similar product, or from making modifications or variations on the patented item.

Life is the most effective school ever created. Once upon a time they made children bow their heads and read books. It would take ages to get anything across.” He taps his head. “But we have widgets and datapads now, and we Golds have the lower Colors to do our research. We need not study chemistry or physics. We have computers and others to do that. What we must study is humanity. In order to rule, ours must be the study of political, psychological, and behavioral science—how desperate human beings react to one another, how packs form, how armies function, how things fall apart and why. You could learn this nowhere else but here.

Writing DApps in Solidity is not like creating a web widget in JavaScript. Rather, you should apply rigorous engineering and software development methodologies, as you would in aerospace engineering or any similarly unforgiving discipline. Once you "launch" your code, there’s little you can do to fix any problems.

Writing DApps in Solidity is not like creating a web widget in JavaScript. Rather, you should apply rigorous engineering and software development methodologies, as you would in aerospace engineering or any similarly unforgiving discipline. Once you "launch" your code, there’s little you can do to fix any problems.

On the “large market trap”: It's easy to become beguiled by large and potentially attractive markets, as Tuninvest was. Nespresso, too, in its early days, eyeing the 70 percent of the coffee market served by roasted and ground coffee that it did not sell. “If I can only sell my widget to 1 percent of the people in China, I'll be rich,” some say. Market size is important, of course, as there's more room in large markets for multiple companies to be successful. But, as a starting point, I'll take a very narrow target market having a compelling problem that I can solve, and solve better than anyone else. My advice: think narrow at the outset. Moving the needle can come later, once progress is in hand.

Consider, for example, the following puzzle. 1. A bat and a ball cost $1.10 in total. The bat costs $1.00 more than the ball. How much does the ball cost? What’s your instinctive response? I’m guessing that it is that the ball must cost 10 cents. That can’t be right, though, can it? The bat is supposed to cost $1.00 more than the ball. So if the ball costs 10 cents, the bat must cost $1.10, and we’ve exceeded our total. The right answer must be that the ball costs 5 cents. Here’s another question: 2. If it takes 5 machines 5 minutes to make 5 widgets, how long would it take 100 machines to make 100 widgets? The setup of the question tempts you to answer 100. But it’s a trick. One hundred machines take exactly the same amount of time to make 100 widgets as 5 machines take to make 5 widgets. The right answer is 5 minutes. These puzzles are two of the three questions that make up the world’s shortest intelligence test.1 It’s called the Cognitive Reflection Test (CRT). It was invented by the Yale professor Shane Frederick, and it measures your ability to understand when something is more complex than it appears—to move past impulsive answers to deeper, analytic judgments.

In the blogging world, traffic is the MacGuffin. People will do crazy things to try to get more traffic, more likes, more clicks. We measure click-thru rates, likes, and upvotes. We worry about how much traffic a post gets — how many visits, how many eyeballs. We flaunt our “most popular” content in sidebar widgets and rely on algorithms to retweet, republish, and rehash our most popular messages. But is the popularity contest really what we want to win? Are you after the click or the conversion?

Murray also agrees to create a questionnaire and mail it to a sample of their Central Demographic Model consumers to find out how they feel they’re treated by other widget companies. At the same time, Murray is to personally call 150 of those consumers. He’ll conduct a Needs Analysis to get a better understanding of how they think and feel about widgets. What do widgets mean to them? How have widgets changed their lives? If they could have any kind of widget at all, what would it look like? How would it feel to use it? What do they want a good widget to do for them? Murray agrees to do the research by a certain date.

The next step is to agree on the profit number. This will be a similar conversation, but should be settled much more quickly. After that, you’ll want to determine your specific measurables. Measurables give everyone scope and size. Every organization has one or two very specific figures that are a telltale sign of the size of the organization. It might be a number of clients, large clients, units, or widgets produced.

Apple has a consistent and exquisite concept of using the God curve in everything. The God curve is the curvature of the rounded corners that you can see in many places. For example, in the iPhone, you can see the God curve in the metal frame, the physical buttons, the rear bump, the camera, the receiver, the display, the Lighting connector, and even some internal components. In the software, you can see the God curve in the app icon, the dock, the search bar, the settings bar, the control center, the notification bar in notification center, the widget, and the notch (or dynamic island). The God curve is also present in other products, such as the Macbook and its software. And even in Apple's buildings and facilities, such as the Apple Park visitor center and its trash cans and seats. The God curve is a legacy of Mr. Jobs, who made sure that everything Apple does has a high level of consistency and elegance across hardware, software, product, and enterprise.

Democratic citizenship requires a degree of empathy, insight, and kindness that demands a great deal of all of us. There are easier ways to live. For example, we can reduce our public engagement to consumption, viewing our labour as whatever we need do to enter the consumer marketplace with money in our pockets, free to choose our widgets, to shape an identity based upon consumption. Or we can go global and expand our understanding of “us” by wandering the world and appreciating its cultures and wonders, considering both the people living in the refugee camps of the world and the residents of small towns of Iowa to be our neighbours, while maintaining a connection with our own local traditions and duties.

Feelings are not impulses that need to be controlled; they are tools that we need to learn how to use well so that we do not behave impulsively and act out without the ability to take responsibility. They are tools that allow us to live truthfully and move responsibly. They are good because they allow us to process life experience—not as a mechanical rationale of moving ourselves about like widgets, but to process life as a living, breathing experience over which we really do not have control. Feelings are required material to be able to live the human experience rather than a mechanistic objectification of our existence.

If the widget company consistently earned a superior return on capital throughout the period, or if capital employed only doubled during the CEO’s reign, the praise for him may be well deserved. But if return on capital was lackluster and capital employed increased in pace with earnings, applause should be withheld. A savings account in which interest was reinvested would achieve the same year-by-year increase in earnings—and, at only 8% interest, would quadruple its annual earnings in 18 years. The power of this simple math is often ignored by companies to the detriment of their shareholders. Many corporate compensation plans reward managers handsomely for earnings increases produced solely, or in large part, by retained earnings—i.e., earnings withheld from owners. For example, ten-year, fixed-price stock options are granted routinely, often by companies whose dividends are only a small percentage of earnings. An example will illustrate the inequities possible under such circumstances. Let’s suppose that you had a $100,000 savings account earning 8% interest and “managed” by a trustee who could decide each year what portion of the interest you were to be paid in cash. Interest not paid out would be “retained earnings” added to the savings account to compound. And let’s suppose that your trustee, in his superior wisdom, set the “pay-out ratio” at one-quarter of the annual earnings.

Apple has a consistent and exquisite concept of using the God curve in everything. The God curve is the curvature of the rounded corners that you can see in many places. For example, in the iPhone, you can see the God curve in the metal frame, the physical buttons, the rear bump, the camera, the receiver, the display, the Lighting connector, and even some internal components. In the software, you can see the God curve in the app icon, the dock, the search bar, the settings bar, the control center, the notification bar in notification center, the widget, and the notch (or dynamic island). The God curve is also present in other products, such as the Macbook and its software. And even in Apple's buildings and facilities, such as the Apple Park visitor center and its trash cans and seats. The God curve is a legacy of Mr. Jobs, who made sure that everything Apple does has a high level of consistency and elegance across hardware, software, product, and enterprise.