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| Link | Quote | Stars | Tags | Author |
| e08e238 | It is not Russia that threatens the United States so much as Mississippi," the NAACP declared in a 1947 petition to the United Nations. The petition, which decried "the denial of human rights to minorities in the case of citizens of Negro descent in the United States," created an "international sensation," | Timothy B. Tyson | ||
| cc5ccb0 | These are the facts. But we are obliged to go beyond the facts of the lynching and grapple with its meaning. If we refuse to look beneath the surface, we can simply blame some Southern white peckerwoods and a bottle of corn whiskey. We can lay the responsibility of Emmett Till's terrible fate on the redneck monsters of the south and congratulate ourselves for not being one of them. We can also place, and over the decades many of us have pla.. | Timothy B. Tyson | ||
| caabc6a | The things that influenced my conduct as a Negro did not have to happen to me directly; I needed but to hear about them to feel their full effects in the deepest layers of my consciousness. | Timothy B. Tyson | ||
| da76e3b | Thurgood Marshall arranged a meeting with agents of the New York office of the FBI "in connection with his efforts to combat communist attempts to infiltrate the NAACP," as the FBI put it. The future U.S. Supreme Court justice informed them that Robert Williams had been suspended from the NAACP "due to his actions in connection with the defense of two Negro children who were sent to a North Carolina Training School for allowing white girls .. | Timothy B. Tyson | ||
| 76adf63 | And it is no surprise that J. W. Milam and Roy Bryant would assume they could murder Emmett Till without | Timothy B. Tyson | ||
| 6b83de2 | Ernest Withers | Timothy B. Tyson | ||
| e2dee3a | Some things are worse than death,' Wright told Brown. 'If a man lives, he must still live with himself.' "19" | Timothy B. Tyson | ||
| bc0de63 | The so-called war on drugs successfully targets young African American men, even though blacks and whites use and sell illicit drugs at roughly the same rate. | Timothy B. Tyson | ||
| bd4599a | Because if we in America have reached the point in our desperate culture where we must murder children, no matter for what reason or what color, we don't deserve to survive and probably won't."30" | Timothy B. Tyson | ||
| 50a3e77 | Why should you,Because the world is foolish, not be wise? | Alfred Austin | ||
| 56a9653 | No one can rightly call his garden his own unless he himself made it. | Alfred Austin | ||
| 05030af | E]xclusiveness in a garden is a mistake as great as it is in society. | Alfred Austin | ||
| 9642f55 | H]e who saves an ancient tree does better even than he who plants a new one. | Alfred Austin | ||
| a173d01 | Whatever else he may do, a critic reveals and criticises himself. | Alfred Austin | ||
| 153e1e2 | The world is round," said Christopher Columbus. "No, it's not," said the public, "it's flat." | Al Ries & Jack Trout | ||
| 3fc4fdd | 10. What books would you recommend to an aspiring entrepreneur? Some quick favorites: The 22 Immutable Laws of Marketing: Violate Them at Your Own Risk! by Al Ries and Jack Trout The 48 Laws of Power by Robert Greene The 33 Strategies of War by Robert Greene Antifragile: Things That Gain from Disorder by Nassim Nicholas Taleb The Fish That Ate the Whale: The Life and Times of America's Banana King by Rich Cohen Wikinomics: How Mass Collabor.. | Ryan Holiday | ||
| ccb6a1d | Rita G. McGrath and Ian C. MacMillan, "Discovery-Driven Planning," Harvard Business Review, July-August, 1995, 4-12." | Clayton M. Christensen | ||
| d9bd4cd | A writer cannot take his occupation too seriously. He cannot take himself too lightly. | Alfred Austin | ||
| 6e48244 | Men preach Philosophy, women practise it. | Alfred Austin | ||
| b5a4b63 | All imitation is exaggeration. | Alfred Austin | ||
| a91a0d5 | He had written commentaries for the Journal suggesting that people would be healthier if they lived more like their paleolithic ancestors had. Not that they should starve themselves from time to time, or needed to kill all the meat they ate--just that incorporating more paleolithic behaviors might increase health and well-being. After all, a fairly well-identified set of behaviors, repeated for many generations, had changed their ancestors .. | Kim Stanley Robinson | ||
| 9fe7af2 | They made a list of a hundred books to test their system. Symbolism not lost on the librarian, nor on the bestselling author, they pulled Fahrenheit 451 first. The Call of the Wild, The Catcher in the Rye, Animal Farm, 1984, The Adventures of Huckleberry Finn, For Whom the Bell Tolls, The Autobiography of Malcolm X, Invisible Man, Beloved, books on Thomas Jefferson, Spartacus, Pancho Villa, Stepan Razin, Gandhi, Martin Luther King, Jr., wor.. | Brandt Legg | ||
| a854d1d | This may sound counterintuitive, but I deeply believe that the path to happiness in a relationship is not just about finding someone who you think is going to make you happy. Rather, the reverse is equally true: the path to happiness is about finding someone who you want to make happy, someone whose happiness is worth devoting yourself to. | Clayton M. Christensen | ||
| 0a0e5b3 | One of the best ways to probe whether you can trust the advice that a theory is offering you is to look for anomalies--something that the theory cannot explain | Clayton M. Christensen | ||
| 7c063f0 | The danger for high-achieving people is that they'll unconsciously allocate their resources to activities that yield the most immediate, tangible accomplishments. | Clayton M. Christensen | ||
| c9fa695 | Research suggests that in over 90 percent of all successful new businesses, historically, the strategy that the founders had deliberately decided to pursue was not the strategy that ultimately led to the business's success.12 Entrepreneurs rarely get their strategies exactly right the first time. The successful ones make it because they have money left over to try again after they learn that their initial strategy was flawed, whereas the fa.. | Clayton M. Christensen | ||
| 2b44233 | Given that aim, technology, as used in this book, means the processes by which an organization transforms labor, capital, materials, and information into products and services of greater value. | Clayton M. Christensen | ||
| d39050e | Professor Amar Bhide showed in his Origin and Evolution of New Business that 93 percent of all companies that ultimately become successful had to abandon their original strategy--because the original plan proved not to be viable. | Clayton M. Christensen | ||
| 6776b00 | It's impossible to have a meaningful conversation about happiness without understanding what makes each of us tick. When we find ourselves stuck in unhappy careers--and even unhappy lives--it is often the result of a fundamental misunderstanding of what really motivates us. | Clayton M. Christensen | ||
| ef2c3ca | How are you going to decide which of those demands gets resources? The trap many people fall into is to allocate their time to whoever screams loudest, and their talent to whatever offers them the fastest reward. | Clayton M. Christensen | ||
| 1d3b687 | One of the most vexing dilemmas that stable corporations face when they seek to rekindle growth by launching new businesses is that their internal schools of experience have offered precious few courses in which managers could have learned how to launch new disruptive businesses. In many ways, the managers that corporate executives have come to trust the most because they have consistently delivered the needed results in the core businesses.. | Clayton M. Christensen | ||
| e35b1e2 | In fact, you'll often see the same sobering pattern when looking at the personal lives of many ambitious people. Though they may believe that their family is deeply important to them, they actually allocate fewer and fewer resources to the things they would say matter most. | Clayton M. Christensen | ||
| be40b55 | The larger and more complex a company becomes, the more important it is for senior managers to train employees at every level, acting autonomously, to make prioritization decisions that are consistent with the strategic direction and the business model of the company. That is why successful senior executives spend so much time articulating clear, consistent values that are broadly understood throughout the organization. Over time, a company.. | Clayton M. Christensen | ||
| c598b8c | People often think that the best way to predict the future is by collecting as much data as possible before making a decision. But this is like driving a car looking only at the rearview mirror--because data is only available about the past. | Clayton M. Christensen | ||
| 4441d4a | This is why theory can be so valuable: it can explain what will happen, even before you experience it. | Clayton M. Christensen | ||
| 1e1fd7a | To succeed predictably, disruptors must be good theorists. As they shape their growth business to be disruptive, they must align every critical process and decision to fit the disruptive circumstance. | Clayton M. Christensen | ||
| 89dd4bd | The only way to be truly satisfied is to do what you believe is great work. And the only way to do great work is to love what you do. If you haven't found it yet, keep looking. Don't settle. As with all matters of the heart, you'll know when you find it. | Clayton M. Christensen | ||
| f060115 | what's most important to you in your career? The problem is that what we think matters most in our jobs often does not align with what will really make us happy. | Clayton M. Christensen | ||
| 79b7763 | When we so heavily focus on providing our children with resources, we need to ask ourselves a new set of questions: Has my child developed the skill to develop better skills? The knowledge to develop deeper knowledge? The experience to learn from his experiences? | Clayton M. Christensen | ||
| 2a0c219 | In dealing with disruptive technologies leading to new markets, however, market researchers and business planners have consistently dismal records. | Clayton M. Christensen | ||
| 5d69981 | The strategies and plans that managers formulate for confronting disruptive technological change, therefore, should be plans for learning and discovery rather than plans for execution. This is an important point to understand, because managers who believe they know a market's future will plan and invest very differently from those who recognize the uncertainties of a developing market. | Clayton M. Christensen | ||
| d5532ee | Research has shown, in fact, that the vast majority of successful new business ventures abandoned their original business strategies when they began implementing their initial plans and learned what would and would not work in the market. 9 | Clayton M. Christensen | ||
| 8dcf14b | the innovator's dilemma: Should we invest to protect the least profitable end of our business, so that we can retain our least loyal, most price-sensitive customers? Or should we invest to strengthen our position in the most profitable tiers of our business, with customers who reward us with premium prices for better products? | Clayton M. Christensen | ||
| 86cb373 | Do you understand the real reason why your customers choose your products or services? Or why they choose something else instead? How do your products or services help your customers to make progress in their lives? In which circumstances are they trying to make that progress? What are the functional, emotional, and social dimensions of this progress? What is competing with your products and services to address these jobs? Are there competi.. | Clayton M. Christensen |