G C Lichtenberg: “It is as if our languages were confounded: when we want a thought, they bring us a word; when we ask for a word, they give us a dash; and when we expect a dash, there comes a piece of bawdy.”
Shel Silverstein : “Talked my head off Worked my tail off Cried my eyes out Walked my feet off Sang my heart out So you see, There’s really not much left of me.” ~
Martin Amis: “Gogol is funny, Tolstoy in his merciless clarity is funny, and Dostoyevsky, funnily enough, is very funny indeed; moreover, the final generation of Russian literature, before it was destroyed by Lenin and Stalin, remained emphatically comic — Bunin, Bely, Bulgakov, Zamyatin. The novel is comic because life is comic (until the inevitable tragedy of the fifth act);...”
Werner Herzog: “We are surrounded by worn-out, banal, useless and exhausted images, limping and dragging themselves behind the rest of our cultural evolution.”
John Gray: "Unlike Schopenhauer, who lamented the human lot, Leopardi believed that the best response to life is laughter. What fascinated Schopenhauer, along with many later writers, was Leopardi’s insistence that illusion is necessary to human happiness."
Justin E.H. Smith: “One should of course take seriously serious efforts to improve society. But when these efforts fail, in whole or in part, it is only humor that offers redemption. So far, human expectations have always been strained, and have always come, give or take a bit, to nothing. In this respect reality itself has the form of a joke, and humor the force of truth.”
विलास सारंग: "… इ. स. 1000 नंतर ज्या प्रकारची संस्कृती रुढ झाली , त्यामध्ये साधारणत्व व विश्वात्मकता हे गुण प्राय: लुप्त झाले...आपली संस्कृती अकाली विश्वात्मक साधारणतेला मुकली आहे."
Sunday, December 03, 2006
Equal Opportunity Employer
Published in The New Yorker May 22, 2006 Artist: Charles Barsotti
This is how "corporate- speak" works. Those who have faced it know that it is ominously Orwellian.
Letter to "The Economist":
SIR – The biggest problem in trying to retain talent is that employees tend to be rewarded not for innovation but for how well they play the company game. Companies that are forever reorganising, employ managers who prefer teams based on a “personality cult” and have review systems that are easily manipulated by the reporting manager, tend to reward those who can figure out internal politics more than problem solving, innovation or team building. Indeed, the innovative talent a company thinks it has built up is different to the talent of people to merely advance and survive.