Category: 上海楼凤

I remained faithful to my aquatic guru. Under his

I remained faithful to my aquatic guru. Under his watchfuleye I lay on the beach and fluttered my legs and scratchedaway at the sand with my hands, turning my head at everystroke to breathe. I must have looked like a child

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throwing apeculiar, slow-motion tantrum. In the water, as he held me atthe surface, I tried my best to swim. It was much moredifficult than on land. But Mamaji was patient and encouraging.shlf1314

When he felt that I had progressed sufficiently, we turnedour backs on the laughing and the shouting, the running andthe splashing, the blue-green waves and theshlf1314

 

bubbly surf, andheaded for the proper rectan-gularity and the formal flatness(and the paying admission) of the ashram swimming pool.shlf1314

 

The warg stopped beneath a tree and sniffed, his grey-brown fur dappled by shadow. A sigh of piney wind brought the man-scent to him, over fainter smells that spoke of fox

 

and hare, seal and stag, even wolf. Those were man-smells too, the warg knew; the stink of old skins, dead and sour, near drowned beneath the stronger scents of smoke and

 

blood and rot. Only man stripped the skins from other beasts and wore their hides and hair.shlf1314

 

Wargs have no fear of man, as wolves do. Hate and hunger coiled in his belly, and he gave a low growl, calling to his

one-eyed brother, to his small sly sister. As he raced through the trees, his packmates followed hard on his heels. They

had caught the scent as well. As he ran, he saw through their eyes too and glimpsed himself ahead. The breath of

the pack puffed warm and white from long grey jaws. Ice had frozen between their paws, hard as stone, but the huntshlf1314

 

was on now,

the prey ahead.

Flesh, the warg

thought, meat.

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“It did the trick!” said Ravi, wildly spinning his hand abovehis

“It did the trick!” said Ravi, wildly spinning his hand abovehis head. “He coughed out water and started breathing air, butit forced all his flesh and blood to his upper body. That’s whyhis chest aishhai

 

is so thick and his legs are so skinny.”I believed him. (Ravi was a merciless teaser. The first timehe called Mamaji “Mr. Fish” to my face I left a banana peel inhis bed.) Even in his sixties,

 

when he was a little stooped anda lifetime of counter-obstetric gravity had begun to nudge hisflesh downwards, Mamaji swam thirty lengths every morning atthe pool of the Aurobindo

Ashram.aishhai

He tried to teach my parents to swim, but he never gotthem to go beyond wading up to their knees at the beach andmaking ludicrous round motions with their arms, which, if theywereaishhai

 

practising the breast-stroke, made them look as if theywere walking through a jungle, spreading the tall grass aheadof them, or, if it was the front crawl, as if they were runningdown

 

a hill and flailing their arms so as not to fall. Ravi wasjust as unenthusiastic.aishhai

But only up to a point.aishhai

A Dance with Dragons is a longer book than A Feast for Crows, and covers a longer time period. In the latter half of this volume, you will notice certain of the viewpoint characters from aishhai

 

A Feast for Crows popping up again. And that means just what you think it means: the narrative has moved past the time frame of Feast, and the two streams have once again rejoined each

 

Mamaji had to wait until I came into the picture to find awilling disciple. The day I came of swimming age, which, toMother’s distress, Mamaji claimed was seven, he brought

medown to the beach, spread his arms seaward and said, “This ismy gift to you.””And then he nearly drowned you,” claimed Mother.

 

other.

Next up, The Winds of Winter. Wherein, I hope, everybody will be shivering together once again.…aishhai

 

 

—George R. R. Martin

The night was

rank with the

smell of man.

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The chief financial officer at Lucasfilm found Jobs arrogant

The chief financial officer at Lucasfilm found Jobs arrogant and prickly, so when it

came time to hold a meeting of all the players, he told Catmull, “We have to establish

the right pecking order.” The plan was to gather everyone in a room with Jobs, and

then the CFO would come in a few minutes late to establish that he was the person

running the meeting. “But a funny thing happened,” Catmull recalled. “Steve started

the meeting on time without the CFO, and by the time the CFO walked in

Steve was already in control of the meeting.”

Jobs met only once with George Lucas, who warned him that the people in the division

cared more about making animated movies than they did about making computers.

“You know, these guys are hell-bent on animation,” Lucas told him. Lucas later recalled,

“I did warn him that was basically Ed and John’s agenda. I think in his heart he bought

the company because that was his agenda too.”

The final agreement was reached in January 1986. It provided that, for his $10 million

investment, Jobs would own 70% of the company, with the rest of the stock distributed

to Ed Catmull, Alvy Ray Smith, and the thirty-eight other founding employees, down to

the receptionist. The division’s most important piece of hardware was called the Pixar

Image Computer, and from it the new company took its name.

For a while Jobs let Catmull and Smith run Pixar without much interference. Every month

or so they would gather for a board meeting, usually at NeXT headquarters, where Jobs

would focus on the finances and strategy. Nevertheless, by dint of his personality and

controlling instincts, Jobs was soon playing a stronger role. He spewed out a stream of

ideas—some reasonable, others wacky—about what Pixar’s hardware and software could

become. And on his occasional visits to the Pixar offices, he was an inspiring presence.

“I grew up a Southern Baptist, and we had revival meetings with mesmerizing but corrupt

preachers,” recounted Alvy Ray Smith. “Steve’s got it: the power of the tongue and the

web of words that catches people up. We were aware of this when we had board meetings,

so we developed signals—nose scratching or ear tugs—for when someone

 

had been caught up in

Steve’s distortion field

and he needed to be

tugged back to reality.”

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Pippin looked out from the shelter of Gandalf’s cloak.

Pippin looked out from the shelter of Gandalf’s cloak.

He wondered if he was awake or still sleeping, still in the swift-moving dream in which he had been wrapped so long since the great ride began. The dark world was rushing by and the wind sang loudly in his ears. He could see nothing but the wheeling stars,

and away to his right vast shadows against the sky where the mountains of the South marched past. Sleepily he tried to reckon the times and stages of their journey, but his memory was drowsy and uncertain.

There had been the first ride at terrible speed without a halt, and then in the dawn he had seen a pale gleam of gold, and they had come to the silent town and the great empty house on the hill. And hardly had they reached its shelter when the winged shadow had passed over once again, and men wilted with fear. But Gandalf had spoken soft words to him, and he had slept in a corner, tired but uneasy, dimly aware of comings and goings and of men talking and Gandalf giving orders. And then again riding, riding in the night. This was the second, no, the third night since he had looked in the Stone. And with that hideous memory he woke fully, and shivered, and the noise of the wind became filled with menacing voices.

A light kindled in the sky, a blaze of yellow fire behind dark barriers Pippin cowered back, afraid for a moment, wondering into what dreadful country Gandalf was bearing him. He rubbed his eyes, and then he saw that it was the moon rising above the eastern shadows, now almost at the full. So the night was not yet old and for hours the dark journey would go on. He stirred and spoke.

‘Where are we, Gandalf?’ he asked.

‘In the realm of Gondor,’ the wizard answered. ‘The land of Anórien is still passing by.’

There was a silence again for a while. Then, ‘What is that?’ CRIed Pippin suddenly, clutching at Gandalf’s cloak. ‘Look!

Fire, red fire!

Are there dragons in this land?

Look, there is another!’

For answer Gandalf CRIed aloud to his horse. ‘On, Shadowfax!

We must hasten. Time is short. See!

The beacons of Gondor are alight, calling for aid. War is kindled. See, there is the fire on Amon D?n, and flame on Eilenach; and there they go speeding west: Nardol, Erelas, Min-Rimmon, Calenhad, and the Halifirien on the borders of Rohan.’

But Shadowfax paused in his stride, slowing to a walk, and then he lifted up his head and neighed. And out of the darkness the answering neigh of other horses came; and presently the thudding of hoofs was heard, and three riders swept up and passed like flying ghosts in the moon and vanished into the West. Then Shadowfax gathered himself together and sprang away, and the night flowed over him like a roaring wind.

Pippin became drowsy again and paid little attention to Gandalf telling him of the customs of Gondor, and how the Lord of the City had beacons built on the tops of outlying hills along both borders of the great range, and maintained posts at these points where fresh horses were always in readiness to bear his errand-riders to Rohan in the North,

or to Belfalas in the South.

‘It is long since the beacons of the North were lit,’ he said; ‘

and in the ancient days of Gondor they were not needed,

for they had the Seven Stones.’ Pippin stirred uneasily.

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The board became increasingly alarmed at the turmoil, and in

The board became increasingly alarmed at the turmoil, and in early 1985

Arthur Rock and some other disgruntled directors delivered a stern lecture to

both. They told Sculley that he was supposed to be running the company, and

 

he should start doing so with more authority and less eagerness to be pals with

Jobs. They told Jobs that he was supposed to be fixing the mess at the Macintosh

division and not telling other divisions how to do their job. Afterward Jobs retreated

to his office and typed on his Macintosh, “I will not criticize the rest

of the organization, I will not criticize the rest of the organization . . .”

As the Macintosh continued to disappoint—sales in March 1985 were only 10%

of the budget forecast—Jobs holed up in his office fuming or wandered the halls

berating everyone else for the problems. His mood swings became worse, and so

did his abuse of those around him. Middle-level managers began to rise up against

him. The marketing chief Mike Murray sought a private meeting with Sculley at an

industry conference. As they were going up to Sculley’s hotel room, Jobs spotted

them and asked to come along. Murray asked him not to. He told Sculley that Jobs

was wreaking havoc and had to be removed from managing the Macintosh division.

Sculley replied that he was not yet resigned to having a showdown with Jobs. Murray

later sent a memo directly to Jobs criticizing the way he treated colleagues and

denouncing “management by character assassination.”

For a few weeks it seemed as if there might be a solution to the turmoil. Jobs became

fascinated by a flat-screen technology developed by a firm near Palo Alto called

Woodside Design, run by an eccentric engineer named Steve Kitchen. He also was

impressed by another startup that made a touchscreen display that could be controlled

by your finger, so you didn’t need a mouse. Together these might help fulfill Jobs’s vision

of creating a “Mac in a book.” On a walk with Kitchen, Jobs spotted a building in nearby

Menlo Park and declared that they should open a skunkworks facility to work on these

ideas. It could be called AppleLabs and Jobs could run it,

 

going back to the

joy of having a small

team and developing

a great new product.

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There were many reasons for the rift between Jobs and Sculley in

There were many reasons for the rift between Jobs and Sculley in the sprin

of 1985. Some were merely business disagreements, such as Sculley’s attempt

to maximize profits by keeping the Macintosh price high when Jobs wanted to

 

make it more affordable. Others were weirdly psychological and stemmed from

the torrid and unlikely infatuation they initially had with each other. Sculley had

painfully craved Jobs’s affection, Jobs had eagerly sought a father figure and mentor,

and when the ardor began to cool there was an emotional backwash. But at its core,

the growing breach had two fundamental causes, one on each side.

For Jobs, the problem was that Sculley never became a product person. He didn’t make

the effort, or show the capacity, to understand the fine points of what they were making.

On the contrary, he found Jobs’s passion for tiny technical tweaks and design details to

be obsessive and counterproductive. He had spent his career selling sodas and snacks

whose recipes were largely irrelevant to him. He wasn’t naturally passionate about products,

which was among the most damning sins that Jobs could imagine. “I tried to educate him

about the details of engineering,” Jobs recalled, “but he had no idea how products are created,

and after a while it just turned into arguments. But I learned that my perspective was right.

Products are everything.” He came to see Sculley as clueless, and his contempt was exacerbated

by Sculley’s hunger for his affection and delusions that they were very similar.

For Sculley, the problem was that Jobs, when he was no longer in courtship or manipulative

mode, was frequently obnoxious, rude, selfish, and nasty to other people. He found Jobs’s

boorish behavior as despicable as Jobs found Sculley’s lack of passion for product details. Sculley

was kind, caring, and polite to a fault. At one point they were planning to meet with Xerox’s vice

chair Bill Glavin, and Sculley begged Jobs to behave. But as soon as they sat down, Jobs told Glavin,

“You guys don’t have any clue what you’re doing,” and the meeting broke up. “I’m sorry, but I

couldn’t help myself,” Jobs told Sculley. It was one of many such cases. As Atari’s Al Alcorn later

observed, “Sculley believed in keeping people happy and worrying about relationships. Steve didn’t

give a shit about that. But he did care about the product in a way that Sculley never could, and he

was able to avoid

 

having too many bozos

working at Apple by

insulting anyone who

wasn’t an A player.”

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When the Wall Street Journal heard what happened, it got in

When the Wall Street Journal heard what happened, it got in touch with

Wozniak, who, as usual, was open and honest. He said that Jobs was punishing

him. “Steve Jobs has a hate for me, probably because of the things I said about

 

Apple,” he told the reporter. Jobs’s action was remarkably petty, but it was also

partly caused by the fact that he understood, in ways that others did not, that

the look and style of a product served to brand it. A device that had Wozniak’s

name on it and used the same design language as Apple’s products might be

mistaken for something that Apple had produced. “It’s not personal,” Jobs told

the newspaper, explaining that he wanted to make sure that Wozniak’s remote

wouldn’t look like something made by Apple. “We don’t want to see our design

language used on other products. Woz has to find his own resources. He can’

t leverage off Apple’s resources; we can’t treat him specially.”

Jobs volunteered to pay for the work that frogdesign had already done for Wozniak,

but even so the executives at the firm were taken aback. When Jobs demanded that

they send him the drawings done for Wozniak or destroy them, they refused. Jobs

had to send them a letter invoking Apple’s contractual right. Herbert Pfeifer, the design

director of the firm, risked Jobs’s wrath by publicly dismissing his claim that the dispute

with Wozniak was not personal. “It’s a power play,” Pfeifer told the Journal.

“They have personal problems between them.”

Hertzfeld was outraged when he heard what Jobs had done. He lived about twelve

blocks from Jobs, who sometimes would drop by on his walks. “I got so furious about

the Wozniak remote episode that when Steve next came over, I wouldn’t let him in

the house,” Hertzfeld recalled. “He knew he was wrong, but he tried to rationalize, and

maybe in his distorted reality he was able to.” Wozniak, always a teddy bear even

when annoyed, hired another

 

design firm and even

agreed to stay on Apple’s

retainer as a spokesman.

Showdown, Spring 1985

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“I’m going to bring this up with the board,” Sculley declared.

“I’m going to bring this up with the board,” Sculley declared. “I’m going to

recommend that you step down from your operating position of running the

Macintosh division. I want you to know that.” He urged Jobs not to resist and

 

to agree instead to work on developing new technologies and products.

Jobs jumped from his seat and turned his intense stare on Sculley. “I don’t

believe you’re going to do that,” he said.

“If you do that, you’re going to destroy the company.”

 

public humiliation in a way that in most cases proved to be pretty effective,” Tribble

recalled. But sometimes it wasn’t. One engineer, David Paulsen, put in ninety-hour

weeks for the first ten months at NeXT. He quit when “Steve walked in one Friday

afternoon and told us how unimpressed he was with what we were doing.” When Business

Week asked him why he treated employees so harshly, Jobs said it made the company better.

“Part of my responsibility is to be a yardstick of quality. Some people aren’t used to an

environment where excellence is expected.” But he still had his spirit and charisma. There were

plenty of field trips, visits by akido masters, and off-site retreats. And he still exuded the pirate

flag spunkiness. When Apple fired Chiat/Day, the ad firm that had done the “1984” ad and taken

out the newspaper ad saying “Welcome IBM—seriously,” Jobs took out a full-page ad in the

Wall Street Journal proclaiming, “Congratulations Chiat/Day—Seriously . . .

Because I can guarantee you: there is life after Apple.”

Perhaps the greatest similarity to his days at Apple was that Jobs brought with him his reality

distortion field. It was on display at the company’s first retreat at Pebble Beach in late 1985.

There Jobs pronounced that the first NeXT computer would be shipped in just eighteen months.

It was already clear that this date was impossible, but he blew off a suggestion from one engineer

that they be realistic and plan on shipping in 1988. “If we do that, the world isn’t standing still,

the technology window

 

passes us by, and all the

work we’ve done we

have to throw down

the toilet,” he argued.

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At the end of that month, Sculley finally worked up the nerve

At the end of that month, Sculley finally worked up the nerve to tell Jobs that

he should give up running the Macintosh division. He walked over to Jobs’s

office one evening and brought the human resources manager, Jay Elliot, to

 

make the confrontation more formal. “There is no one who admires your brilliance

and vision more than I do,” Sculley began. He had uttered such flatteries before,

but this time it was clear that there would be a brutal “but” punctuating the thought.

 

And there was. “But this is really not going to work,” he declared. The flatteries

punctured by “buts” continued. “We have developed a great friendship with each

other,” he said, “but I have lost confidence in your ability to run the Macintosh

division.” He also berated Jobs for badmouthing him as a bozo behind his back.

 

In his earnest way, Wozniak had openly answered the reporter’s questions when he called.

Yes, he said, he felt that Apple had been giving short shrift to the Apple II division.

“Apple’s direction has been horrendously wrong for five years,” he said.

Less than two weeks later Wozniak and Jobs traveled together to the White House,

where Ronald Reagan presented them with the first National Medal of Technology.

The president quoted what President Rutherford Hayes had said when first shown a

telephone—“An amazing invention, but who would ever want to use one?”—and then

quipped, “I thought at the time that he might be mistaken.” Because of the awkward

situation surrounding Wozniak’s departure, Apple did not throw a celebratory dinner.

So Jobs and Wozniak went for a walk afterward and ate at a sandwich shop.

They chatted amiably, Wozniak recalled, and avoided any discussion of their disagreements.

Wozniak wanted to make the parting amicable. It was his style. So he agreed to stay on

as a part-time Apple employee at a $20,000 salary and represent the company at events

and trade shows. That could have been a graceful way to drift apart. But Jobs could not

leave well enough alone. One Saturday, a few weeks after they had visited Washington

together, Jobs went to the new Palo Alto studios of Hartmut Esslinger, whose company

frogdesign had moved there to handle its design work for Apple. There he happened to

see sketches that the firm had made for Wozniak’s new remote control device, and he

flew into a rage. Apple had a clause in its contract that gave it the right to bar frogdesign

from working on other computer-related projects, and Jobs invoked

 

it. “I informed them,

” he recalled, “that working

with Woz wouldn

’t be acceptable to us.”

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Sculley was thrilled by the possibility. It would solve most of

Sculley was thrilled by the possibility. It would solve most of his management

issues, moving Jobs back to what he did best and getting rid of his disruptive

presence in Cupertino. Sculley also had a candidate to replace Jobs as manager

 

of the Macintosh division: Jean-Louis Gassée, Apple’s chief in France, who had

suffered through Jobs’s visit there. Gassée flew to Cupertino and said he would

take the job if he got a guarantee that he would run the division rather than

work under Jobs. One of the board members, Phil Schlein of Macy’s, tried to

convince Jobs that he would be better off thinking up new

products and inspiring a passionate little team.

But after some reflection, Jobs decided that was not the path he wanted. He declined

to cede control to Gassée, who wisely went back to Paris to avoid the power clash

that was becoming inevitable. For the rest of the spring, Jobs vacillated. There were

times when he wanted to assert himself as a corporate manager, even writing a memo

urging cost savings by eliminating free beverages and first-class air travel, and other

times when he agreed with those who were encouraging

him to go off and run a new AppleLabs R&D group.

In March Murray let loose with another memo that he marked “Do not circulate” but

gave to multiple colleagues. “In my three years at Apple, I’ve never observed so much

confusion, fear, and dysfunction as in the past 90 days,” he began. “We are perceived

by the rank and file as a boat without a rudder, drifting away into foggy oblivion.”

Murray had been on both sides of the fence; at times he conspired with Jobs to

undermine Sculley, but in this memo he laid the blame on Jobs. “Whether the cause

of or because

 

of the dysfunction,

Steve Jobs now

controls a seemingly

impenetrable power base.”

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