Brad Garrett's Quotes

If the great Government of the United States were a private corporation no bank would take its name on a piece of paper, because it has cynically repudiated the words engraved upon its bonds.

Formerly government was the responsibility of people; now people were the responsibility of government.

It is the function of the President, representing the executive principle, to execute the laws.

Lenin, the greatest theorist of them all, did not know what he was going to do after he had got the power.

Loyalty of the law-making power to the executive power was one of the dangers the political fathers foretold.

Revolution in the modern case is no longer an uncouth business.

The New Deal was going to redistribute the national income according to ideals of social and economic justice.

The New Deal's enmity for that system of free and competitive private enterprise which we call capitalism was fundamental.

The winds that blow our billions away return burdened with themes of scorn and dispraise.

Well, where there is freedom doubt itself must be free.

You do not defend a world that is already lost.

If you put a ten dollar bill under the rug instead of spending it, that is capital formation. It represents ten dollars' worth of something that might have been immediately consumed, but wasn't.

The spectacle of a great, solvent government paying a fictitious price for gold it did not want and did not need and doing it on purpose to debase the value of its own paper currency was one to astonish the world.

There was endless controversy as to whether the acts of the New Deal did actually move recovery or retard it, and nothing final could ever come of that bitter debate because it is forever impossible to prove what might have happened in place of what did.

This is the problem for which revolutionary theory has yet to find the right solution, if there is one. The difficulty is that the economic interests of the two classes are antagonistic.

To the revolutionary mind the American vista must have been almost as incredible as Genghis Khan's first view of China - so rich, so soft, so unaware.

Building technical systems involves a lot of hard work and specialized knowledge: languages and protocols, coding and debugging, testing and refactoring.

Also, if nothing else, writing this book has really changed the way I experience bookstores. I have a whole different appreciation for the amount of work packed into even the slimmest volume on the shelves.

As much as we may want to withdraw into a world of pure problem solving, we have to acknowledge that the most successful architectures are the ones you can actually convince someone to implement.

User-centered design means understanding what your users need, how they think, and how they behave - and incorporating that understanding into every aspect of your process.

Ajax is an important development for Web applications, and its importance is only going to grow.

Ajax isn't a technology. It's really several technologies, each flourishing in its own right, coming together in powerful new ways.

Besides, Weebles are too hard to draw - they just end up looking like eggs, not people.

Content is often the reason users come to your site.

Google is making a huge investment in developing the Ajax approach.

There are some aspects of the diagram that I wish I had expressed a little more clearly.

A journalist and an information architect face exactly the same problem - how to give shape to the pile of information in front of you in a way that will make it easy and natural for people to comprehend. I can't imagine any better preparation for the work I do now.

At Adaptive Path, we've been doing our own work with Ajax over the last several months, and we're realizing we've only scratched the surface of the rich interaction and responsiveness that Ajax applications can provide.

But despite the universality of URLs, we often forget that they're not just a handy way to address network resources. They're also valuable communication tools.

But the best teams I've encountered have one important thing in common: their team structure and processes cover a full range of distinct competencies necessary for success.

I'm not sure that you can say definitively that some roles are better filled by consultants, but I would say that some projects are better handled by consultants.

If you need to take a step back from day-to-day operations and plot out the long-term direction of your user experience strategy, consultants can give you a perspective you can't get on your own.

My job involves a lot of different skills now - I'm as much entrepreneur and management consultant as anything else these days - but IA is still my favorite part of the work I do.

The main benefit of the book for the more experienced practitioners is as an evangelical tool. The book will give you some ways of expressing the value and importance of your work that you may not have had before.

The more everybody knows about all aspects of the problems we face, the better off all of us will be. Less time spent explaining things means more time for coming up with creative solutions.

Well, the whole story is in the book, but the short answer is that I was the first information architect in an organization that was traditionally design-oriented, and I felt I needed a tool to help me gain the trust and support of my colleagues.