Without A Sense Of Urgency Quotes

Without a sense of urgency, desire loses its value.

The tantalizing and compelling pursuit of mathematical problems offers mental absorption, peace of mind amid endless challenges, repose in activity, battle without conflict, “refuge from the goading urgency of contingent happenings," and the sort of beauty changeless mountains present to sense tried by the present-day kaleidoscope of events.

Without a sense of urgency , people ... won't make needed sacrafices. Instead they cling to the status quo and resist.' - Quoting John Kotter

Add in the fantasy mindset. Don't forget "Insh'allah", (which is like "mañana," but without the sense of urgency) which makes it somewhat impious to train really well since it is all the will of God anyway. Add in a set of social values that despise and loathe doing physical labor.

We live, all of us, in sprung rhythm. Even in cities, folk stir without knowing it to the surge in the blood that is the surge and urgency of season. In being born, we have taken seisin of the natural world, and as ever, it is the land which owns us, not we, the land. Even in the countryside, we dwell suspended between the rhythms of earth and season, weather and sky, and those imposed by metropolitan clocks, at home and abroad. When does the year begin? No; ask rather, When does it not? For us – all of us – as much as for Mr Eliot, midwinter spring is its own season; for all of us, if we but see it, our world is as full of time-coulisses as was Thomas Mann’s. Countrymen know this, with the instinct they share with their beasts. Writers want to know it also, and to articulate what the countryman knows and cannot, perhaps, express to those who sense but do not know, immured in sad conurbations, rootless amidst Betjeman’s frightful vision of soot and stone, worker’s flats and communal canteens, where it is the boast of pride that a man doesn’t let the grass grow under his feet. As both countryman and writer, I have a curious relationship to time.

For the first time in his life, Midhat wished he were more religious. Of course he prayed, but though that was a private mechanism it sometimes felt like a public act, and the lessons of the Quran were lessons by rote, one was steeped in them, hearing them so often. They were the texture of his world, and yet they did not occupy that central, vital part of his mind, the part that was vibrating at this moment, on this train, rattling forward while he struggled to hold all these pieces. As a child he had felt some of the same curiosity he held for the mysteries of other creeds—for Christianity with its holy fire, the Samaritans with their alphabets—but that feeling had dulled while he was still young, when traditional religion began to seem a worldly thing, a realm of morals and laws and the same old stories and holidays. They were acts, not thoughts. He faced the water now along the coast, steadying his gaze on the slow distance, beyond the blur of trees pushing past the tracks, on the desolate fishing boats hobbling over the waves. He sensed himself tracing the lip of something very large, something black and well-like, a vessel which was at the same time an emptiness, and he thought, without thinking precisely, only feeling with the tender edges of his mind, what the Revelation might have been for in its origin. Why it was so important that they could argue to the sword what it meant if God had hands, and whether He had made the universe. Underneath it all was a living urgency, that original issue of magnitude; the way several hundred miles on foot could be nothing to the mind, Nablus to Cairo, one thought of a day’s journey by train, but placed vertically that same distance in depth exposed the body’s smallness and suddenly one thought of dying. Did one need to face the earth, nose to soil, to feel that distance towering above? There was something of his own mortality in this. Oh then but why, in a moment of someone else’s death, must he think of his own disappearance?

There is indeed an “exigency of poverty” demanded by contemplative life: the need to push beyond the familiar and the recognizable, to cross thresholds into unknown realms of rootlessness and insecurity, to stretch the desires of the soul toward longings that cannot be satisfied. Contemplative love can never seek to rest in a semblance of stability. The idea that it can be assured of its next encounter with God is a contradiction to its true longings. It does not seek to arrive at satisfaction in its relations with God or a predictable way of finding him. Rather, it accepts as perfectly natural being cast back upon its own incapacity to encounter God. It has found in a condition of homeless interior poverty the usual location for any meeting with God. But this sense of rootlessness unleashes as well an urgency to give to God always more of itself, even with nothing at hand to give. The gift must be without planning or preparation, always going beyond what has been offered to that point in life.

My intention, this time, was to transfer a play to the screen while keeping its theatrical character. It was in some senses a matter of walking, invisibly, around the stage and catching the different aspects and nuances in the play, the urgency and the facial expressions that escape a spectator who cannot follow them in detail from a seat in the stalls. Apart from that, I had noticed how effective a play becomes when you have a bird's-eye view from it, for example from the flies, that is to say from the viewpoint of a voyeur. The Audience is enclosed with the characters in a room lacking its fourth wall and listens to them on equal terms, without the element of my story conferred on scenes of intimacy by the whimsical shape of a keyhole.” “L'aigle à deux têtes is not History. It is a story, an invented story lived out by imaginary heroes, and I should never have dared venture into the realistic world of cinema without being able to rely on the help of Christian Bérard. He has a genius for situating whatever he touches, for giving it a depth in time and space and an appearance of truth that are literally inimitable.” (...) “A drama of this kind would be unacceptable, and almost impossible to tell, unless it was interpreted by superb actors who could instill grandeur and life into it. Edwige Feuillère and Jean Marais, applauded evening after evening in their parts in the play, surpass themselves on the screen and give of themselves, as I suggested above, everything that they cannot give us on the stage.” “George Auric's music and the Strauss waltzes at the krantz ball make up the liquid in this drama of love and death is immersed.” (...) “In L'aigle à deux têtes, I wanted to make a theatrical film.” (...) “I know the faults of the film, but unfortunately the expense of the medium and the constraints of time that it imposes on us, prevent us from correcting our faults, Cinematography costs too much.” (...) “In Les parents terribles (1948), what I determined to do was the opposite of what I did in L'aigle à deux têtes; to de-theatricalize a play, to film it in chronological order and to catch the characters by surprise from the indiscreet angle of the camera. In short, I wanted to watch a family through the keyhole instead of observing its life from a seat in the stalls.

As if reading his mind, she smiled happily up at him. “Gary really came through for us, didn’t he?” “Absolutely, ma petite. And Beau LaRue was not so bad either. Come, we cannot leave the poor man pacing the swamp. He will think we are engaging in something other than conversation.” Wickedly Savannah moved her body against his, her hands sliding provocatively, enticingly, over the rigid thickness straining his trousers. “Aren’t we?” she asked with that infuriating sexy smile he could never resist. “We have a lot of clean-up to do here, Savannah,” he said severely. “And we need to get word to our people, spread the society’s list through our ranks, warn those in danger.” Her fingers were working at the buttons of his shirt so that she could push the material aside to examine his chest and shoulder, where two of the worst wounds had been. She had to see his body for herself, touch him to assure herself he was completely healed. “I suggest, for now, that your biggest job is to create something for Gary to do so we can have a little privacy.” With a smooth movement, she pulled the shirt from over her head so that her full breasts gleamed temptingly at him. Gregori made a sound somewhere between a sigh and a moan. His hands came up to cup the weight of her in his palms, the feel of her soft, satin skin soothing after the burning torture of the tainted blood. His thumbs caressed the rosy tips into hard peaks. He bent his head slowly to the erotic temptation because he was helpless to do anything else. He needed the merging of their bodies after such a close call as much as she did. He could feel the surge of excitement, the rush of liquid heat through her body at the feel of his mouth pulling strongly at her breast. Gregori dragged her even closer, his hands wandering over her with a sense of urgency. Her need was feeding his. “Gary,” she whispered. “Don’t forget about Gary.” Gregori cursed softly, his hand pinning her hips so that he could strip away the offending clothes on her body. He spared the human a few seconds of his attention, directing him away from the cave. Savannah’s soft laughter was taunting, teasing. “I told you, lifemate, you’re always taking off my clothes.” “Then stop wearing the damn things,” he responded gruffly, his hands at her tiny waist, his mouth finding her flat stomach. “Someday my child will be growing right here,” he said softly, kissing her belly. His hands pinned her thighs so that he could explore easily without interruption. “A beautiful little girl with your looks and my disposition.” Savannah laughed softly, her arms cradling his head lovingly. “That should be quite a combination. What’s wrong with my disposition?” She was writhing under the onslaught of his hands and mouth, arcing her body more fully into his ministrations. “You are a wicked woman,” he whispered. “I would have to kill any man who treated my daughter the way I am treating you.” She cried out, her body rippling with pleasure. “I happen to love the way you treat me, lifemate,” she answered softly and cried out again when he merged their bodies, their minds, their hearts and souls.

1. You must lead from the front. Always. 2. Speed is everything. There must be a sense of urgency. 3. Listen to the locals. They often know more than the Nobel Prize Laureates. 4. Don’t wait for federal agencies to tell you what to do ... tell them what you need. 5. Keep the public informed on the details. Do it early and often and without fanfare. Transparency inspires confidence. Confidence inspires cohesion. 6. Make quick decisions when plans fail. They will fail. As the saying goes, “No battle plan completely survives the first shot.” 7. Demand and expect excellence. There is no reason government cannot function in a competent manner. Refuse to accept failure. 8. Ignore the politics, focus on doing a good job. The main thing is to keep the main thing the main thing. If you do a good job, that will all take care of itself. If you don’t, there is no amount of PR that will help you. 9. Read the old playbook, then throw it out and get ready to improvise. 10. Hope for the best but prepare for the worst, immediately. Assume you are at the Alamo. If you end up attacking an ant hill with a sledge hammer ... that’s okay. But if you end up bringing a knife to a gun fight ... that’s a failure. If you prepare for war and peace breaks out, great! But if you prepare for peace and war breaks out, you’re in trouble!

Humankind cannot exist without the makeshift paradigm of innovative art, which genuine amoeba expresses elusive and unsayable thoughts. Humankind’s gallery of artistic impressions ranges from the starkness of personified cave drawings to the free ranging lexis of modern art. Collection of multihued stories of the ages portrays the vivid panoply of enigmatic vitas etched by humankind’s self-imposed sense of urgency. Each passing generation’s effusion of trope offerings seamlessly folds its shared renderings into the shimmering panorama of the cosmos, the sparkling nightscape that houses the intangible life force all communal souls.

To the river?” he suggested, pointing ahead down the road. The Recorah River, which flowed south out of the Nineyre Mountains before curving to the west, marked both our eastern and southern borders, and was the reason construction of the wall was necessitated only along the boundary we shared with the Kingdom of Sarterad. “Won’t there be patrols?” He shook his head. “One of my duties is to regulate the patrols. I know exactly where they are. So--to the river?” I nodded, and we lined our horses up as best we could, for our mounts had caught our excitement and were straining against their bits. We locked eyes and counted down together. “Three, two, one--” I dug my heels into King’s sides and he sprang almost violently forward. My father had never liked me racing. It was dangerous--the horse could fall, I could drop the reins or lose my seat, and at a full gallop, my chances of survival would be slim. But he had always loved to do it, and so had I. There was such freedom in letting a horse have its head, such joyful abandonment in the feel of the animal’s hooves striking the earth time after time, as fast and as hard as they could go. There was power and exhilaration in leaning forward, moving with the animal, feeling the wind on my cheeks, my hair whipping back. There was a oneness that could not be achieved in any other way, a single purpose represented by the finish line that loomed ahead. King and I had the advantage at the start, and I turned my head to grin at Saadi before giving my full concentration to the task at hand. I would leave him far behind, but there was no point in testing fate. It wasn’t long before my confidence and my lead were challenged--I caught sight of the gelding’s front legs to my left, gaining ground as they arched and reached in beautiful rhythm. We bumped and battled, following the winding road, the horses breathing hard. Then it was Saadi’s turn to grin. He gave me a nod, urging his horse up the slight incline that lay before us, gradually inching ahead until he succeeded in passing me completely as we flew down the other side. Knowing the race would be won or lost on the remaining flat ground from here to the river, I lay low against King’s neck, and the stallion pressed forward, sensing my urgency. Race for Papa, King, I thought. You can win for Papa. The Recorah River spread before us, and both Saadi and I would have to slow soon to avoid surging into it. King’s burst of speed was enough to put us neck-and-neck once more, but my frustration flared, for I doubted we could push ahead. At best, the race would be a tie. And a tie wasn’t good enough, not when King needed to come home with me. Then suddenly I was in front. I glanced over at Saadi in confusion, and saw him check his gelding, letting me win. King did not want to stop, but I pulled him down just before the river, swerving to let him canter, then trot, along its bank. Saadi came alongside me and we halted, dismounting at the same time. I leaned for a moment against my saddle, panting from my own exertion, then slid it off King’s back. Without a word, Saadi likewise stripped his mount, and we freed the horses to go to the water for a drink. Muscles aching, I flopped down on the grass and stared up through the branches of a tree to the graying sky above. A shadow passed over me, then Saadi lay down beside me. “You won,” he said. “You let me.” There was a silence--he hadn’t expected me to know. Then I heard the grass rustle as he shrugged. “You’re right. I did.” Laughing at his candor, I sat up and looked at him. He was relaxing with his arms behind his head, his bronze hair damp and sticking to his forehead.

This is part of being real. No facades. No masks. No competition. It’s the beauty of being and it has no strings attached to. When our experiences are shared, there are no secrets. This personal place of satisfaction does not in any way mean we are lazy or without a sense of personal responsibility or urgency. It’s more like believing we are good enough—worthy enough—as we are. It is the opposite of focusing our attention on what we believe we should be based upon the ideas of those around us.

Finally, the cold was a major factor — as stated previously, initially no one wanted to leave the warmth of the interior of the ship to sit in a boat, out on the dark ocean, in the freezing cold. Without a sense of urgency, who could blame them? Ironically,

Art translates human souls. Each passing eon’s public display of sophisticated hieroglyphics cast a unique depiction upon the rudimentary art of survival. Humankind cannot exist without the makeshift paradigm of innovative art, which genuine amoeba expresses elusive and unsayable thoughts. Humankind’s gallery of artistic impressions ranges from the starkness of personified cave drawings to the free ranging lexis of modern art. Collection of multihued stories of the ages portrays the vivid panoply of enigmatic vitas etched by humankind’s self-imposed sense of urgency. Each passing generation’s effusion of trope offerings seamlessly folds its shared renderings into the shimmering panorama of the cosmos, the sparkling nightscape that houses the intangible life force all communal souls.

ASK YOURSELF: How can you utilize active listening to provide sensational customer service? How will this help resolve complaints from unhappy customers? • Give them your full attention and listen without interruption or defensiveness. • Thank them for bringing the issue to your attention. • Take their concerns seriously and share their sense of urgency to resolve the problem quickly. • Ask questions and focus on what they are really saying. • Listen to their words, tone of voice, body language, and most importantly, how they feel. • Beware of making assumptions or rushing to conclusions before you hear their concern fully. • Explain, guide, educate, assist, and do what’s necessary to help them reach the resolution. • Treat them with respect and empathy. When you do an amazing job of resolving an unhappy customer’s problem, you may end up impressing them more than if the problem had never occurred. You may have just earned their loyalty . . . forever!

The gain frame around synergies lacks a sense of urgency and may lead the potential purchaser to think that they can do this deal sometime in the future. Instead, you want to use loss framing by highlighting the risks in the potential acquirer's business that will be mitigated by owning your company. Building your BATNA by generating other interested purchasers will also help you to create a strong loss frame because you can highlight the competitors' interest in acquiring your company and the risk to the potential acquirer if their competitor owns your business.

How to set a goal. Several decades ago, renowned management consultant Peter Drucker popularized a system of goal defining and achievement known as the SMART Criteria, a mnemonic acronym to optimally structure the setting of objectives. It works for me, it will work for you. I’ve supplemented it with my own spin. It goes like this: Specific. A goal must be clear and unambiguous; without vagaries and platitudes. It must indicate exactly what is expected, why is it important, who’s involved, where is it going to happen, and which attributes are important. Measurable. A goal must include concrete criteria for measuring progress toward its attainment. If a goal is not measurable, it is not possible to know whether you’re making progress toward successful completion. Attainable. A goal must fall within realistic parameters, accessible enough to craft a logical roadmap toward its achievement. However, I would provide the personal caveat that no goal worthy of your complete attention, time, and resources should be too realistic. It should be big. Big enough to scare you. Audacious enough to tingle the senses, keep you up at night, and launch you out of bed in the morning. In preparation for my first Ultraman, I never missed a single workout, primarily because I was scared out of my mind. That said, a goal must be rooted in tangible reality. Understand the distinction between audacious and ludicrous. Relevant. This takes us back to the spirituality of pursuit. A goal must contain personal meaning. You should understand why its pursuit holds importance in the context of your personal growth. In other words, it has to matter. The more it matters, the better. Time-bound. A goal must have a target date and be grounded within a specific time frame. Deadlines create structure, foster a sense of urgency, and focus the prioritization of time and energy. Service-oriented. This is my personal addition to the criteria (so now it’s “SMARTS”). Although a goal must carry great personal meaning, in my experience, the pursuit of that goal is best served when it is also in service to something beyond the self. This can take any number of forms: raising money for a cause you believe in; perhaps a blog chronicling the journey to inspire friends and family. It doesn’t matter. What does matter is the spirit in which you approach it.

Look it, Jack. While I appreciate the sentiment, we’re already pressed for time. You know our fundraiser’s just around the corner and getting her ready for sale’ll be a huge time zapper for us. And in the end, she’ll just be uprooted again.” “Let’s talk about this later. For now, let’s just get her settled in, fed and watered.” Mrs. M huffed slowly and rubbed her temple with the heel of her hand, as if already feeling the exhaustion of the job just by looking at the mare. “Okay, you girls, walk ’em both to the back barn and put ’em in the two empty stalls. Water them and throw them some hay. We’ll look at ’em later. When you’re done, can you finish cleaning the stalls in the main barn?” “Yes, ma’am.” Without even really thinking it through, a sense of urgency forced me to say, “Um, Mrs. M? If you wouldn’t mind, can I take her on as a project horse? You said she’d be a huge time zapper for you, time that you don’t have. I can take care of her, clean her up, as well as train her to ride and follow commands. Problem solved. Pretty please?” She sighed with her lips scrunched, hopefully seriously considering it. Even though I knew that was gonna be a monstrous job, I was so quick to volunteer because I honestly felt like I was the only one who truly got this horse and saw her potential. Everyone else just saw a headache and a big mess. She was counting on me, and I couldn’t let her down. “Maybe she’ll end up being an excellent addition to the program. You think?” “Oh, I really don’t think we can use her here, sweetie,” she mewed like I was so dumb and silly for even suggesting it.

Afterward, I’d go back to Steve’s house and read his NLP books while he screamed lovingly at his kids. I have a theory that most naturals, like Dustin, lose their virginity at a young age and consequently never feel a sense of urgency, curiosity, and intimidation around women during their critical pubescent years. Those who must learn to meet women methodically, on the other hand—like myself and most students in the community—generally suffer through high school without girlfriends or even dates. Thus, we’re forced to spend years feeling intimidated by and alienated from women, who hold in their sole possession the key to releasing us from the stigma blighting our young adult lives: our virginity.

People with ADHD have an unbridled sense of urgency about everything, because if it isn't tackled immediately, it is likely to be forgotten or lost. Instead of being able to prioritize based on importance, we start tasks from what is easiest or most immediately engaging, thus making the rest of the process complicated and occasionally redundant. This is why it can be difficult to commence, continue, and conclude tasks without getting totally overwhelmed.

Without a sense of urgency, desire loses its value.

Set the table: Decide exactly what you want. Clarity is essential. Write out your goals and objectives before you begin. Plan every day in advance: Think on paper. Every minute you spend in planning can save you five or ten minutes in execution. Apply the 80/20 Rule to everything: Twenty percent of your activities will account for 80 percent of your results. Always concentrate your efforts on that top 20 percent. Consider the consequences: Your most important tasks and priorities are those that can have the most serious consequences, positive or negative, on your life or work. Focus on these above all else. Practice creative procrastination: Since you can't do everything, you must learn to deliberately put off those tasks that are of low value so that you have enough time to do the few things that really count. Use the ABCDE Method continually: Before you begin work on a list of tasks, take a few moments to organize them by value and priority so you can be sure of working on your most important activities. Focus on key result areas: Identify and determine those results that you absolutely, positively have to get to do your job well, and work on them all day long. The Law of Three: Identify the three things you do in your work that account for 90 percent of your contribution, and focus on getting them done before anything else. You will then have more time for your family and personal life. Prepare thoroughly before you begin: Have everything you need at hand before you start. Assemble all the papers, information, tools, work materials, and numbers you might require so that you can get started and keep going. Take it one oil barrel at a time: You can accomplish the biggest and most complicated job if you just complete it one step at a time. Upgrade your key skills: The more knowledgeable and skilled you become at your key tasks, the faster you start them and the sooner you get them done. Leverage your special talents: Determine exactly what it is that you are very good at doing, or could be very good at, and throw your whole heart into doing those specific things very, very well. Identify your key constraints: Determine the bottlenecks or choke points, internal or external, that set the speed at which you achieve your most important goals, and focus on alleviating them. Put the pressure on yourself: Imagine that you have to leave town for a month, and work as if you had to get all your major tasks completed before you left. Maximize your personal power: Identify your periods of highest mental and physical energy each day, and structure your most important and demanding tasks around these times. Get lots of rest so you can perform at your best. Motivate yourself into action: Be your own cheerleader. Look for the good in every situation. Focus on the solution rather than the problem. Always be optimistic and constructive. Get out of the technological time sinks: Use technology to improve the quality of your communications, but do not allow yourself to become a slave to it. Learn to occasionally turn things off and leave them off. Slice and dice the task: Break large, complex tasks down into bite-sized pieces, and then do just one small part of the task to get started. Create large chunks of time: Organize your days around large blocks of time where you can concentrate for extended periods on your most important tasks. Develop a sense of urgency: Make a habit of moving fast on your key tasks. Become known as a person who does things quickly and well. Single handle every task: Set clear priorities, start immediately on your most important task, and then work without stopping until the job is 100 percent complete. This is the real key to high performance and maximum personal productivity.

Without cultural change, we are hopeless to change existing results.5 Of all changes, cultural change is the most difficult. It is essentially changing the collective DNA of an entire group of people. To understand how to change culture, it is helpful to know how change works in general. Changing Church Culture Change is extremely difficult. One of the most vivid and striking examples of this painful reality is the inability of heart patients to change even when confronted with grim reality. Roughly six hundred thousand people have a heart bypass each year in the United States. These patients are told they must change. They must change their eating habits, must exercise, and quit smoking and drinking. If they do not, they will die. The case for change is so compelling that they are literally told, “Change or die.”6 Yet despite the clear instructions and painful reality, 90 percent of the patients do not change. Within two years of hearing such brutal facts, they remain the same. Change is that challenging for people. For the vast majority of patients, death is chosen over change. Yet leadership is often about change, about moving a group of people to a new future. Perhaps the most recognized leadership book on leading an organization to change is John Kotter’s Leading Change. And when ministry leaders speak or write about leadership, they often look to the wisdom found in the book of Nehemiah, as it chronicles Nehemiah’s leadership in rebuilding the wall around Jerusalem. Nehemiah led wide-scale change. Nehemiah never read Kotter’s book, and he led well without it. The Lord well equipped Nehemiah for the task of leading God’s people. But it is fascinating to see how Nehemiah’s actions mirror much of what Kotter has observed in leaders who successfully lead change. With a leadership development culture in mind, here are the eight steps for leading change, according to Kotter, and how one can see them in Nehemiah’s leadership. 1. Establish a sense of urgency. Leaders must create dissatisfaction with an ineffective status quo. They must help others develop a sense of angst over the brokenness around them. Nehemiah heard a negative report from Jerusalem, and it crushed him to the point of weeping, fasting, and prayer (Neh. 1:3–4). Sadly, the horrible situation in Jerusalem had become the status quo. The disgrace did not bother the people in the same way that it frustrated Nehemiah. After he arrived in Jerusalem, he walked around and observed the destruction. Before he launched the vision of rebuilding the wall, Nehemiah pointed out to the people that they were in trouble and ruins. He started with urgency, not vision. Without urgency, plans for change do not work. If you assess your culture and find deviant behaviors that reveal some inaccurate theological beliefs, you must create urgency by pointing these out. If you assess your culture and find a lack of leadership development, a sense of urgency must be created. Leadership development is an urgent matter because the mission the Lord has given us is so great.

Second, come up with a reason for each due date. For example, suppose it’s summertime and your child is due for a dental checkup. You’d probably want to schedule a dentist appointment by August 31 to ensure it gets done before your child returns to school. You have a reason to act. The reason makes the deadline genuine. When a deadline is set without a reason - that is, the date is arbitrarily chosen - there’s less impetus to take action. The sense of urgency is artificial.

Lenin's difficulty with Marxian revisionism and those who accorded an important role to liberals is symptomatic of a doctrinal and psychological problem peculiar to Marxism and absent in the old narodnik creed. Marx had revealed the systematic necessity of class exploitation. Capitalism was by its very nature savagely unjust. Since most revolutionaries were not simply thinking machines looking for the most rational foundation for production and distribution but possessed of "religious" attitudes, or, in any case, of a sense of mission, they found in Marx and Engels the description of a morally intolerable system in which the wealth of the few could only be gotten at the expense of the poverty of the many. On the other hand, Marx posited the necessary contribution of each historical phase to economic and social progress. The bourgeoisie and their liberal institutions could not disappear from history until they had developed the forces of production as far as they could, when the onset of the inevitable and fatal crisis of capitalism would occur. Capitalism was a necessary evil on the way to socialism. But Marx had no blueprint for its many historical variations, only his laws of capitalism and their consequences. Neither he nor Engels had a revolutionary timetable either, and it was possible for their followers to lapse into a purely "scientific" and morally slothful type of Marxism, an academic Marxism without a sense of urgency about revolutionary tasks to be performed. On the other hand, the most morally mobilized would find ways to hasten capitalism's final hour, even while separating themselves from the narodniki, whose revolutionism was "unscientific." Thus, during a period of mainly doctrinal debates and sectarianism, revolutionaries who were temperamentally quite close to each other engaged in combat; but when the real revolutionary moment arrived, they often found themselves working together.