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Soulaiman B. Mershed
“It's wise to solve a problem before it occurs.”
Soulaiman Mershed

Confucius
“The course (of duty), virtue, benevolence, and righteousness cannot be fully carried out without the rules of propriety; nor are training and oral lessons for the rectification of manners complete; nor can the clearing up of quarrels and discriminating in disputes be accomplished; nor can (the duties between) ruler and minister, high and low, father and son, elder brother and younger, be determined; nor can students for office and (other) learners, in serving their masters, have an attachment for them; nor can majesty and dignity be shown in assigning the different places at court, in the government of the armies, and in discharging the duties of office so as to secure the operation of the laws; nor can there be the (proper) sincerity and gravity in presenting the offerings to spiritual Beings on occasions of supplication, thanksgiving, and the various sacrifices. Therefore the superior man is respectful and reverent, assiduous in his duties and not going beyond them, retiring and yielding - thus illustrating (the principle of) propriety.”
Confucius, The Book of Rites

Giacomo Leopardi
“For if life, once empty of attachments
and sweet illusions, is a starless winter night,
still it’s enough for me of mortal fate
and comfort and revenge that I can lie here
lazy, lifeless on the grass,
watching the sea and earth and sky, and smile.”
Giacomo Leopardi, Canti

Steven Kotler
“What looks inevitable in hindsight is often invisible with foresight.”
Steven Kotler, Stealing Fire: How Silicon Valley, the Navy SEALs, and Maverick Scientists Are Revolutionizing the Way We Live and Work

Peter F. Drucker
“functional design, where it applies, makes the least psychological demands on the people. They are highly secure both in their work and in their relationships. When it, however, is being used beyond fairly narrow limits of size and complexity it creates emotional tensions, hostilities, and insecurities. People will then tend to see themselves and their functions belittled, besieged, attacked. They will come to see it as their first job to defend their function, to protect it against marauders in other functions, to make sure “it doesn’t get pushed around.”
Peter F. Drucker, Management: Tasks, Responsibilities, Practices

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