Quotessence
Home / Quotes / T Quotes

T Quotes

Browse famous quotes beginning with T. This page is a child index of the full Popular Quotes A-Z directory.

All T Quotes

“The delight and pleasure resulting from the observation of providence are exceedingly great, and it will doubtless be a part of our entertainment in heaven to view, with transporting delight, how the designs and methods were laid to bring us thither. And what will be a part of our blessedness in heaven may be well allowed to be a prime ingredient in our heaven upon earth. To search for pleasure among the due observations of providence is to search for water in the ocean, for providence does not only ultimately design to bring you to heaven but as intermediate thereunto to bring, by this means, much of heaven into your souls in the way thither. How great a pleasure is it to discern how the most wise God is providentially steering all to the port of His own praise and His people’s happiness while the whole world is busily employed in managing the sails and tugging at the oars, with quite an opposite design and purpose!”

“The delight in gambits is a sign of chess youth... In very much the same way as the young man, on reaching his manhood years, lays aside the Indian stories and stories of adventure, and turns to the psychological novel, we with maturing experience leave off gambit playing and become interested in the less vivacious but withal more forceful manoeuvres of the position player.”

“The delight of the Torah is ignited by an inner awareness. A man begins to sense the great tapestry of each letter and point. Every concept and content, every notion and idea, of every spiritual movement, of every vibration, intellectual and emotional, from the immediate and general to the distant and detailed, from matters lofty, spiritual, and ethical according to their outward profile, to matters practical, obligatory, seemingly frightening, and forceful, and at the same time complex and full of content and great mental exertion - all together become known by a supernal holy awareness.”

“The Deliverator belongs to an elite order, a hallow subcategory. He's got esprit up to here. Right now, he is preparing to carry out his third mission of the night. His uniform is black as activated charcoal, filtering the very light out of the air. A bullet will bounce off its arachnofiber weave like a wren hitting a patio door, but excess perspiration wafts through it like a breeze through a freshly napalmed forest. Where his body has bony extremities, the suit has sintered armorgel: feels like gritty jello, protects like a stack of telephone books.”

“The Delusion of Lasting Success promises that building an enduring company is not only achievable but a worthwhile objective. Yet companies that have outperformed the market for long periods of time are not just rare, they are statistical artifacts that are observable only in retrospect. Companies that achieved lasting success may be best understood as having strung together many short-term successes. Pursuing a dream of enduring greatness may divert attention from the pressing need to win immediate battles. The Delusion of Absolute Performance diverts our attention from the fact that success and failure always take place in a competitive environment. It may be comforting to believe that our success is entirely up to us, but as the example of Kmart demonstrated, a company can improve in absolute terms and still fall further behind in relative terms. Success in business means doing things better than rivals, not just doing things well. Believing that performance is absolute can cause us to take our eye off rivals and to avoid decisions that, while risky, may be essential for survival given the particular context of our industry and its competitive dynamics. The Delusion of the Wrong End of the Stick lets us confuse causes and effects, actions and outcomes. We may look at a handful of extraordinarily successful companies and imagine that doing what they did can lead to success — when it might in fact lead mainly to higher volatility and a lower overall chance of success. Unless we start with the full population of companies and examine what they all did — and how they all fared — we have an incomplete and indeed biased set of information. The Delusion of Organizational Physics implies that the business world offers predictable results, that it conforms to precise laws. It fuels a belief that a given set of actions can work in all settings and ignores the need to adapt to different conditions: intensity of competition, rate of growth, size of competitors, market concentration, regulation, global dispersion of activities, and much more. Claiming that one approach can work everywhere, at all times, for all companies, has a simplistic appeal but doesn’t do justice to the complexities of business. These points, taken together, expose the principal fiction at the heart of so many business books — that a company can choose to be great, that following a few key steps will predictably lead to greatness, that its success is entirely of its own making and not dependent on factors outside its control.”