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" And it is not just knowledge that is improved by pausing. So, too, is the ability to build trust, “to form deeper and better connections, not just fast ones, with other human beings,” adds Seidman. “Our ability to forge deep relationships—to love, to care, to hope, to trust, and to build voluntary communities based on shared values—is one of the most uniquely human capacities we have. "
― Thomas L. Friedman , Thank You for Being Late: An Optimist's Guide to Thriving in the Age of Accelerations
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" In his sobering book Sabbath, the minister and author Wayne Muller observes how often people say to him, “I am so busy.” “We say this to one another with no small degree of pride,” Muller writes, “as if our exhaustion were a trophy, our ability to withstand stress a mark of real character … To be unavailable to our friends and family, to be unable to find time for the sunset (or even to know when the sun has set at all), to whiz through our obligations without time for a single, mindful breath, this has become a model of a successful life. "
― Thomas L. Friedman , Thank You for Being Late: An Optimist's Guide to Thriving in the Age of Accelerations
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" Sometimes the wings come off the plane,” said Mayor Jacobs, “but people will accept that—if they think you’re trying to get to outer space. We were trying to do the right thing. The community was extraordinarily accepting of that. If you are terrified all the time of being excoriated in the press for some minor screwup, well, I have news for you, all progress happens in fits and starts … The space project would never have happened after the first rocket blew up if people did not accept that.” If you want to change the way people view government, “you have to change the way government views people. If you view them as a necessary evil, they won’t trust you—that is how they will view you.” But government also has to do the little things well, added Jacobs, “because they are not little—the stop signs, the curbs, the sidewalks, mowing the parks—[they are] what make people feel like they are living in a community … We have only one stock in trade—it is not building sidewalks or plowing the streets—it is trust, and if you lose that, you have nothing. "
― Thomas L. Friedman , Thank You for Being Late: An Optimist's Guide to Thriving in the Age of Accelerations
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" When you press the pause button on a machine, it stops. But when you press the pause button on human beings they start,” argues my friend and teacher Dov Seidman, CEO of LRN, which advises global businesses on ethics and leadership. “You start to reflect, you start to rethink your assumptions, you start to reimagine what is possible and, most importantly, you start to reconnect with your most deeply held beliefs. Once you’ve done that, you can begin to reimagine a better path.” But "
― Thomas L. Friedman , Thank You for Being Late: An Optimist's Guide to Thriving in the Age of Accelerations
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" Qualcomm is putting these sensor clips on all forty-eight buildings in San Diego. Suddenly the building maintenance guys “got converted to data engineers, which is exciting for them,” added Tipirneni. They made sure the data was “distilled in a way that is easy for them to understand and be actionable. In the old days, when a facilities manager looked at a building, he would say: “If there is a leak someone will call me or I will see it.” They were reactive. Now, says Tipirneni, “We trained them to look at signals and data that will point them to a leak before it happens and causes destruction. They did not know what data to look at, so our challenge was [to] make sensor data easy for them to make sense of, so we don’t overwhelm them with too much data and just say ‘You figure it out.’ Our goal was, ‘We will give you information you can use. "
― Thomas L. Friedman , Thank You for Being Late: An Optimist's Guide to Thriving in the Age of Accelerations
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" It is fun to be around really, really creative makers in the second half of the chessboard, to see what they can do, as individuals, with all of the empowering tools that have been enabled by the supernova. I met Tom Wujec in San Francisco at an event at the Exploratorium. We thought we had a lot in common and agreed to follow up on a Skype call. Wujec is a fellow at Autodesk and a global leader in 3-D design, engineering, and entertainment software. While his title sounds like a guy designing hubcaps for an auto parts company, the truth is that Autodesk is another of those really important companies few people know about—it builds the software that architects, auto and game designers, and film studios use to imagine and design buildings, cars, and movies on their computers. It is the Microsoft of design. Autodesk offers roughly 180 software tools used by some twenty million professional designers as well as more than two hundred million amateur designers, and each year those tools reduce more and more complexity to one touch. Wujec is an expert in business visualization—using design thinking to help groups solve wicked problems. When we first talked on the phone, he illustrated our conversation real-time on a shared digital whiteboard. I was awed. During our conversation, Wujec told me his favorite story of just how much the power of technology has transformed his work as a designer-maker. "
― Thomas L. Friedman , Thank You for Being Late: An Optimist's Guide to Thriving in the Age of Accelerations
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" • Launched Real Time Talent, one of the most innovative workforce development initiatives in the country. It links the curriculum and training for more than four hundred thousand postsecondary students with the skill requirements of employers in the state (RealTimeTalentMN.org). • Created the Business Bridge, which facilitates connections between the procurement functions of large corporations and smaller potential suppliers located in the region. As a result of this effort, participating businesses added more than $1 billion to their spending with local businesses in two years—a year ahead of their goal. • Helped to build the case for investing more aggressively in higher education. By strengthening relationships between business and higher education leaders, and using a fact-based set of findings to justify investing more than an incremental amount, a coalition organized by Itasca helped increase spending in the state by more than $250 million annually. That’s not bad for a group of people with no budget, no office, no charter, virtually no Internet presence, virtually no staff—but a huge abundance of trust. "
― Thomas L. Friedman , Thank You for Being Late: An Optimist's Guide to Thriving in the Age of Accelerations