The supreme court. Specifically the case Bush v Gore, which is where Sandra Day O’Connor – one person – decided the presidential election.
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The Guardian, to a different person each week, The Q&A
This exact question recurs in The Guardian's institutional Q&A pool.
You answer as yourself. Nobody on FLAPSS answers as anybody else.
Robin Barton, profile sidebar, The Observer, 25 February 2007 source ↗
Others on this question
View all 374 →Not marrying the person I wanted to marry, but now I think it’s probably good that I didn’t.
The death of my mother, when I was 18.
Not getting into drama school when I was 17. In those days, the first thing people said was, “Where did you train?”
More from Yvon Chouinard
View profile →Everything man does creates more harm than good. We have to accept that fact and not delude ourselves into thinking something is sustainable.
My assistant, Mike Dunn, helps me with that.
We can’t delude ourselves into thinking that anything we or any other business does is “sustainable”. The best we can do is minimize the harm we do to the planet. We’ll do what we can to clean up our own house and convince other businesses and suppliers to use cleaner energy and more responsible materials, but it’s a never-ending summit. The work is never done.
I never wanted to be a businessman. I started as a craftsman, making climbing gear for my friends and myself, then got into apparel. As we began to witness the extent of global warming and ecological destruction, and our own contribution to it, Patagonia committed to using our company to change the way business was done. If we could do the right thing while making enough to pay the bills, we could influence customers and other businesses, and maybe change the system along the way.
One option was to sell Patagonia and donate all the money. But we couldn't be sure a new owner would maintain our values or keep our team of people around the world employed. Another path was to take the company public. What a disaster that would have been. Even public companies with good intentions are under too much pressure to create short-term gain at the expense of long-term vitality and responsibility. Truth be told, there were no good options available. So, we created our own.
Patagonia has time and again broken the rules of traditional business and proven we still can be successful. The average lifespan of a corporation currently is a little over 20 years, but we’re still here after five decades of doing things on our own terms. I’m proud of our employees for getting us to this point. Our success is based on quality in whatever we do, and we’re taking that into the future.
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