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He went on expounding to me his theories, according to which the author of every book is a fictitious character whom the existent author invents to make him the author of his fictions. I feel I can share many of his affirmations, but I was careful not to let him know this. He says he is interested in me chiefly for two reasons: first, because I am an author who can be faked; and second, because he thinks I have the gifts necessary to be a great faker, to create perfect apocrypha. I could therefore incarnate what for him is the ideal author, that is, the author who is dissolved in the cloud of fictions that covers the world with its thick sheath. And since for him artifice is the true substance of everything, the author who devised a perfect system of artifices would succeed in identifying himself with the whole.
!
Strange people circulate in this valley: literary agents awaiting my new novel, for which they have already collected advances from publishers all over the world; advertising agents who want my characters to wear certain articles of clothing and drink certain fruit juices; electronic technicians who insist on finishing my unfinished novels with a computer. I try to go out as little as possible; I avoid the village; if I want to take a walk, I choose the mountain trails.
how is he SO FUNNY omg
A girl came to see me who is writing a thesis on my novels for a very important university seminar in literary studies. I see that my work serves her perfectly to demonstrate her theories, and this is certainly a positive fact— for the novels or for the theories, I do not know which. From her very detailed talk, I got the idea of a piece of work being seriously pursued, but my books seen through her eyes prove unrecognizable to me. I am sure this Lotaria (that is her name) has read them conscientiously, but I believe she has read them only to find in them what she was already convinced of before reading them.
I tried to say this to her. She retorted, a bit irritated: "Why? Would you want me to read in your books only what you're convinced of?"
I answered her: "That isn't it. I expect readers to read in my books something I didn't know, but I can expect it only from those who expect to read something they didn't know."
(Luckily I can watch with my spyglass that other woman reading and convince myself that not all readers are like this Lotaria. )
Passing again beneath the ginkgo, I said to Mr. Okeda that in the contemplation of the shower of leaves the fundamental thing was not so much the perception of each of the leaves as of the distance between one leaf and another, the empty air that separated them. What I seemed to have understood was this: an absence of sensations over a broad part of the perceptive field is the condition necessary for our sensitivity to concentrate locally and temporally, just as in music a basic silence is necessary so that the notes will stand out against it.
"For this woman," Arkadian Porphyrich continues, seeing how intently you are drinking in his words, "reading means stripping herself of every purpose, every foregone conclusion, to be ready to catch a voice that makes itself heard when you least expect it, a voice that comes from an unknown source, from somewhere beyond the book, beyond the author, beyond the conventions of writing: from the unsaid, from what the world has not yet said of itself and does not yet have the words to say. As for him, he wanted, on the contrary, to show her that behind the written page is the void: the world exists only as artifice, pretense, misunderstanding, falsehood. [...]"
The layoffs and safety concerns did not dissuade U.S. Steel from going forward with its plan to issue 21.7 million new shares of stock. This special stock offering, which raised $482 million, occurred in August, the same month the union accused the company of gutting its maintenance department. Angry over safety issues, the union on August 26 led a protest march to U.S. Steel’s main gate in Gary. Normally union protests occur only during contract negotiations. Workers chanted, “McKinsey sucks! McKinsey sucks!” Union members carried signs that drove home their sentiment:
“Hello Mario! McKinsey must go.”
“McKinsey stole.”
“McKinsey = contract violations.”
“Union yes, McKinsey no.”
“McKinsey steals.”
“Give McKinsey the (picture of a boot).”
the signs are helpful imagery
U.S. Steel regrouped and in 2018 created a new plan and a new slogan.
“Underlying our efforts,” the company wrote, “is our belief that we must operate as a principled company committed to a code of conduct that is rooted in our Gary Principles and our core values.” Those core values are “articulated in our S.T.E.E.L. principles…: Safety First, Trust and Respect, Environmentally Friendly Activities, Ethical Behavior, and Lawful Business Conduct.”
S.T.E.E.L.—with a dash of Ayn Rand. As a Christmas present, the company’s new chief executive, David Burritt, gave the former union official Billy McCall a surprise gift—the book Atlas Shrugged. “This is the philosophy right now,” McCall said in an interview. “This is corporate philosophy, for crying out loud.”
lmao. good pano inspo
At Disneyland, though, the process evolved primarily into a mandate to cut expenses. Using terms like “cost avoidance,” McKinsey recommended cutting back on park maintenance, eliminating jobs, paying some people less, and hiring outside contractors. In a broadly unpopular move, most maintenance workers were transferred to the overnight, or graveyard, shift. To deal with the shock of such a sudden move, McKinsey recommended bringing in counselors to address issues of sleep, nutrition, and relationships. Each overnight worker would also receive a one-year subscription to the Working Nights newsletter.
no way
Other top companies dangle promises of riches and the status that comes with them. McKinsey offers that, but also something more—the opportunity for young recruits to use their talents for a higher purpose, to make the world a better place. “Change that matters,” McKinsey tells job candidates, a sales pitch of wealth without guilt. “We are a values-driven organization,” McKinsey insists.
lol
parody this in pano? with a fake company
Executives and their consultants had legitimate reasons for wanting to reimagine the American corporation. Cheap, high-quality Japanese products were challenging U.S. manufacturers, especially in the auto industry, prompting General Motors once again to seek help from McKinsey. But instead of focusing on quality-control issues, a major reason for Japan’s success, GM and McKinsey embarked on a massive corporate reorganization, notable mostly for how much it cost and how little it accomplished. In the end, the workers paid the stiffest price for this miscalculation through job losses.
The 1980s brought more instability, sparking a breathless string of stories about sudden riches, corporate raids, leveraged buyouts, and the fading appeal of once stable companies. “Billions could be made by buying up American companies and loading them with mountains of debt,” said Les Leopold, director of New York’s Labor Institute and author of Runaway Inequality. As these raiders got rich off what Leopold called “the deindustrialization of America,” their apologists praised them for making corporations more efficient. Some companies had indeed become complacent, but raiders often bought companies to break them up and sell off the pieces, leaving thousands of employees without jobs. “This is not the invisible hand of the market,” Leopold said. “This is the financial extraction process.”
useful context