The highest activities are always essentially lonely and private, and these men had a robust sense of their independence and the ultimate self-sufficiency of the mind. In this they were just like Socrates. The only change they operated was to bring philosophy out of the closet into the open, instead of seeking protection behind a little wall like men in a storm. Of course, in so doing they made philosophy, on the one hand, more vulnerable to the public if the hopes of controlling the public are not fulfilled, and, on the other, put at risk that inner intransigence which is the necessary condition of the quest for truth. Not only the rewards but the new responsibilities might prove irresistible temptations to compromise.
Allan BloomRelated topics
behind change closet compromise condition controlling course hand independence inner men might mind necessary open philosophy private protection prove public quest risk seeking self-sufficiency sense storm truth ultimate wall intransigence socratesRelated quotes
I'm sorry Andrea Dworkin started a sexual revolution that she ended up repudiating. She never got to see people like me, Carol, and the rest of us little protégées who took her inspiration and flew to a new dimension. She got stuck, and then she got sick, and when you're famous for one thing, no one wants to see you change unless you reject it all, like a pathetic sinner seeking redemption. She was too stubborn and too old-fashioned for that. Andrea Dworkin never would have admitted that she was a SuperStar. She was the animator of the ultimate porno horror loop, where the Final Girl never gets a chance to slay the monster, she only dies, dies, dies, with the cries of the angry mourners to remember her.
Susie Bright
But as long as we know what comprises our vital interests and our long-range goals, we have nothing to fear from negotiations at the appropriate time, and nothing to gain by refusing to take part in them. At a time when a single clash could escalate overnight into a holocaust of mushroom clouds, a great power does not prove its firmness by leaving the task of exploring the other's intentions to sentries or those without full responsibility. Nor can ultimate weapons rightfully be employed, or the ultimate sacrifice rightfully demanded of our citizens, until every reasonable solution has been explored. "How many wars," Winston Churchill has written, "have been averted by patience and persisting good will! .... How many wars have been precipitated by firebrands!"
John F. Kennedy
In hearing of these different possibilities, people sometimes exclaim rashly that there could of course be no thought in a Master's mind of choosing any but that course which most helps humanity - a remark which greater knowledge would have prevented them from making. We should never forget that there are other evolutions in the solar system besides our own, and no doubt it is necessary for the carrying out of the vast plan of the Logos that there should be adepts working on all the seven lines to which we have referred. Surely the choice of the Master would be to go wherever his work was most needed - to place his services with absolute selflessness at the disposal of the Powers in charge of this part of the great scheme of evolution.
Charles Webster Leadbeater
We no longer have political movements. While thousands of us may come together for a rally or march, we are bound together on such occasions by a single shared interest. Any effort to convert such interests into collective goals is usually undermined by the fragmented individualism of our concerns. Laudable goals-fighting climate change, opposing war, advocating public healthcare or penalizing bankers-are united by nothing more than the expression of emotion. In our political as in our economic lives, we have become consumers: choosing from a broad gamut of competing objectives, we find it hard to imagine ways or reasons to combine these into a coherent whole. We must do better than this.
Tony Judt
The professional administrators - especially those at higher levels - serve key roles at the boundary of the organization, between the professionals inside and interested parties - governments, client associations, and so on - on the outside. On the one hand, the administrators are expected to protect the professionals' autonomy, to "buffer" them from external pressures. On the other hand, the administrators are expected to woo these outsiders to support the organization, both morally and financially. Thus, the external roles of the manager-maintaining liaison contacts, acting as figurehead and spokesman in a public relations capacity, negotiating with outside agencies-emerge as primary ones in professional administration.
Henry Mintzberg
