Chapter 7

The Thorns

misplaced priorities: urgency vs. meaningthe blindness of grown-up pragmatismvulnerability as the source of what matterslove creates consequence
This chapter has 3 parallels — tap the highlighted passages to explore them.

Chapter 7 illustrationOn the fifth day—again, as always, it was thanks to the sheep—the secret of the little prince's life was revealed to me. Abruptly, without anything to lead up to it, and as if the question had been born of long and silent meditation on his problem, he demanded: "A sheep—if it eats little bushes, does it eat flowers, too?" "A sheep," I answered, "eats anything it finds in its reach." "Even flowers that have thorns?" "Yes, even flowers that have thorns." "Then the thorns—what use are they?" I did not know. At that moment I was very busy trying to unscrew a bolt that had got stuck in my engine. I was very much worried, for it was becoming clear to me that the breakdown of my plane was extremely serious. And I had so little drinking-water left that I had to fear for the worst.

"The thorns—what use are they?" The little prince never let go of a question, once he had asked it. As for me, I was upset over that bolt. And I answered with the first thing that came into my head: "The thorns are of no use at all. Flowers have thorns just for spite!"

"Oh!" There was a moment of complete silence. Then the little prince flashed back at me, with a kind of resentfulness: "I don't believe you! Flowers are weak creatures. They are naïve. They reassure themselves as best they can. They believe that their thorns are terrible weapons . . ." I did not answer. At that instant I was saying to myself: "If this bolt still won't turn, I am going to knock it out with the hammer." Again the little prince disturbed my thoughts: "And you actually believe that the flowers—" "Oh, no!" I cried. "No, no, no! I don't believe anything. I answered you with the first thing that came into my head. Don't you see—I am very busy with matters of consequence!" He stared at me, thunderstruck. "Matters of consequence!" He looked at me there, with my hammer in my hand, my fingers black with engine-grease, bending down over an object which seemed to him extremely ugly . . .

"You talk just like the grown-ups!" That made me a little ashamed. But he went on, relentlessly: "You mix everything up together . . . You confuse everything . . ." He was really very angry. He tossed his golden curls in the breeze. "I know a planet where there is a certain red-faced gentleman. He has never smelled a flower. He has never looked at a star. He has never loved any one. He has never done anything in his life but add up figures. And all day he says over and over, just like you: 'I am busy with matters of consequence!' And that makes him swell up with pride. But he is not a man—he is a mushroom!" "A what?" "A mushroom!"

The little prince was now white with rage. "The flowers have been growing thorns for millions of years. For millions of years the sheep have been eating them just the same. And is it not a matter of consequence to try to understand why the flowers go to so much trouble to grow thorns which are never of any use to them? Is the warfare between the sheep and the flowers not important? Is this not of more consequence than a fat red-faced gentleman's sums? And if I know—I, myself—one flower which is unique in the world, which grows nowhere but on my planet, but which one little sheep can destroy in a single bite some morning, without even noticing what he is doing— Oh! You think that is not important!"

His face turned from white to red as he continued: "If some one loves a flower, of which just one single blossom grows in all the millions and millions of stars, it is enough to make him happy just to look at the stars. He can say to himself, 'Somewhere, my flower is there . . .' But if the sheep eats the flower, in one moment all his stars will be darkened . . . And you think that is not important!"

He could not say anything more. His words were choked by sobbing. The night had fallen. I had let my tools drop from my hands. Of what moment now was my hammer, my bolt, or thirst, or death? On one star, one planet, my planet, the Earth, there was a little prince to be comforted. I took him in my arms, and rocked him. I said to him: "The flower that you love is not in danger. I will draw you a muzzle for your sheep. I will draw you a railing to put around your flower. I will—" I did not know what to say to him. I felt awkward and blundering. I did not know how I could reach him, where I could overtake him and go on hand in hand with him once more. It is such a secret place, the land of tears.

Parallel 1 ★
Metrics measure health; they shouldn't become the patient you're trying to save.
Bob Baxley
Bob Baxley SVP of Design & Experience at ThoughtSpot
I've never seen a product be successful that used metrics as a driver for what they were doing. I've seen a lot of companies be really successfully seeing metrics as a consequence and a way to evaluate the quality of their decisions, and then using those to triangulate and make better decisions moving forward. So they're kind of a very useful feedback mechanism. But I think there's definitely a risk to confusing, doing something because it's a driver versus something as a consequence.
Why this parallel
The Little Prince's red-faced gentleman and Baxley's metric-driven product team are the same creature: each has replaced the living thing — the flower, the user, the experience that actually matters — with a number that stands in for it. Both Saint-Exupéry and Baxley are making the same diagnostic: the instrument was meant to measure the health of something you love, not to become the thing you love. When the metric becomes the driver rather than the consequence, you've stopped tending the flower and started worshipping the thorn count.
Parallel 2
Question inherited defaults before optimizing them; urgency isn't the same as importance.
work in, the culture that we live in. And so, the solution is actually to change those defaults and to really flip this way of thinking on its head. So, it's not about how do I go faster? How do I get more efficient? It's about how do I put the thing that is the most important first in my day or in my life, and then build everything else around that and accept that you're going to need to do a bunch of those little things. You're going to need to answer those
Why this parallel
The Little Prince is not arguing against efficiency — he is arguing against a hierarchy of importance that has been accepted without examination, where a stuck bolt outranks a universe of meaning. Zeratsky makes the identical case: the defaults of modern work feel urgent precisely because they are defaults, not because anyone consciously chose them as most important. Both are asking the same unsettling question — not 'how do we do the things in front of us faster?' but 'who decided these were the things in front of us at all?'
Parallel 3 ★
The busywork you white-knuckle isn't the real work—it's avoidance of what actually matters.
Lenny Rachitsky
Lenny Rachitsky Writer of Lenny's Newsletter, host of Lenny's Podcast
The exhaustion of subconsciously assuming I have to do everything on my own robbed me of agency, joy, and so much energy in my work. Shifting this has been radical for me in terms of my relationship to myself and to my work.
On asking for help (even when you really don't want to) | Lenny's Newsletter, 2024-08-06 (newsletter)
Why this parallel
The aviator's transformation in this chapter is the same one Meena describes: the moment you stop white-knuckling the urgent task in front of you and let yourself be present to what actually matters, something unlocks. In both cases, the tools literally drop — the hammer falls from the aviator's hands, the armor falls from the person who finally asks for help. The chapter and the newsletter both reveal that the frantic busyness was never really about the bolt or the workload; it was a way of avoiding the more vulnerable, more consequential thing waiting quietly nearby.

The bolt in your engine will always feel more urgent than the flower you're supposed to be protecting — and the most common way a product dies is not from shipping too slowly, but from a team that let the metrics, the incidents, the sprint ceremonies become the work, and forgot there was a user somewhere whose whole sky depends on what they're building.

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