A transformation would take place when he'd put on his uniform. He would be transformed into this homicidal maniac.
Lawrence Taylor
» Lawrence Taylor - all quotes »
Ferenczi was considered paranoid for believing his women patients; the men's confessions were not even discussed. Ernest Jones, the powerful English analyst who had been Ferenczi's analysand, now took up the cudgel against him in deadly seriousness. Jones let it be known after Ferenczi's death in 1933 (he died a few months after the quarrel with Freud) that he was really a homicidal maniac. While I was in London working in the Jones archives I discovered what this really meant: Jones believed that to disagree with Freud (the father) was tantamount to patricide (father murder). And so, because Ferenczi believed that children were sexually abused and Freud did not, Ferenczi was branded by Jones as a homicidal maniac, and this piece of scurrilous interpretation stuck (page 152).
Jeffrey Moussaieff Masson
Airports scrupulously apply the same laughably ineffective airport harassment to Suzy Chapstick as to Muslim hijackers. It is preposterous to assume every passenger is a potential crazed homicidal maniac. We know who the homicidal maniacs are. They are the ones cheering and dancing right now.
We should invade their countries, kill their leaders and convert them to Christianity. We weren't punctilious about locating and punishing only Hitler and his top officers. We carpet-bombed German cities; we killed civilians. That's war. And this is war.Ann Coulter
When feminist discourse is unable to discriminate the drunken fraternity brother from the homicidal maniac, women are in trouble.
Camille Paglia
Except for cases that clearly involve a homicidal maniac, the police like to believe murders are committed by those we know and love, and most of the time they're right--a chilling thought when you sit down to dinner with a family of five. All those potential killers passing their plates.
Sue Grafton
The prevailing style of management must undergo transformation. A system cannot understand itself. The transformation requires a view from outside. The aim of this chapter is to provide an outside view—a lens—that I call a system of profound knowledge. It provides a map of theory by which to understand the organizations that we work in. The first step is transformation of the individual. This transformation is discontinuous. It comes from understanding of the system of profound knowledge. The individual, transformed, will perceive new meaning to his life, to events, to numbers, to interactions between people. Once the individual understands the system of profound knowledge, he will apply its principles in every kind of relationship with other people. He will have a basis for judgment of his own decisions and for transformation of the organizations that he belongs to.
W. Edwards Deming
Taylor, Lawrence
Taylor, Telford
A
B
C
D
E
F
G
H
I
J
K
L
M
N
O
P
Q
R
S
T
U
V
W
X
Y
Z