The primary thing when you take a sword in your hands is your intention to cut the enemy, whatever the means. Whenever you parry, hit, spring, strike or touch the enemy’s cutting sword, you must cut the enemy in the same movement. It is essential to attain this. If you think only of hitting, springing, striking or touching the enemy, you will not be able actually to cut him.
The McNamara fallacy, named for Robert McNamara, the US Secretary of Defense from 1961 to 1968, involves making a decision based solely on quantitative observations (or metrics) and ignoring all others. The reason given is often that these other observations cannot be proven.
The fallacy refers to McNamara's belief as to what led the United States to defeat in the Vietnam War—specifically, his quantification of success in the war (e.g., in terms of enemy body count), ignoring other variables.
Maintenance is a low-status affair: you can confess to being unable to change a tyre in a way that you would never confess to being unable to name a play by Shakespeare.
…We understand the expertise of janitors, plumbers and mechanics, and we suffer mightily in their absence, yet somehow we take them for granted. We take for granted, too, the most basic maintenance of all — preparing food, washing clothes, changing dirty nappies. Nobody would boast at a dinner party or on a first date about doing any of this, yet it is essential.
…This is about more than breaking bridges and breaking bike chains. There is a missed opportunity here to find something rather wonderful in maintenance.