It’s easy to try to exaggerate the problems just to get more attention. So for me, it was very clear that the best way to deal with that was to do the best science that I was capable of doing.

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.

It went from publisher to publisher to publisher. All of them refused it. They gave the same reasons, until a small publisher picked it up. From 1960 to 1963, three years, it didn’t sell 1500 copies. Nobody wanted to read it. It doesn’t matter. I am not here to sell, I’m here to write.

I notice that if you have the door to your office closed, you get more work done today and tomorrow, and you are more productive than most. But 10 years later somehow you don't know quite know what problems are worth working on; all the hard work you do is sort of tangential in importance. He who works with the door open gets all kinds of interruptions, but he also occasionally gets clues as to what the world is and what might be important.

My favorite documentary is one called Up. ... For your listeners, it’s a guy, Michael Apted who in 1964 decided to follow about a dozen or actually more kids from very different backgrounds and from the UK and some in orphanages, and some very well off to try and establish how much people are stuck to their context, to their social context. ... It’s quite an extraordinary way to look at humanity and see can people really escape their social constraints and their initial lay of life?

What we've done all of these years is very simple, is use the little tool, which is ask three whys in a row. Because the first why you always have a good answer for. The second why, it starts getting difficult. By the third why, you don't really know why you're doing what you're doing.