Adapt To Change At Work Quotes

If you always do what you've always done, you'll always get what you always got.

remember this: When you cross my doorstep, you have already been raised. With what you have learned...you know the difference between right and wrong. Do right. Don't anybody raise you from the way you have been raised. Know you will have to make adaptations, in love, in relationships, in friends, in society, in work, but don't let anybody change your mind.

Everyone knows that not all change is good or even necessary. But in a world that is constantly changing, it is to our advantage to learn how to adapt and enjoy something better. In

The evolutionary algorithm--of variation and selection, repeated--searches for solutions in a world where the problems keep changing, trying all sorts of variants and doing more of what works.

Man wants to see nature and evolution as separate from human activities. There is a natural world, and there is man. But man also belongs to the natural world. If he is a ferocious predator, that too is part of evolution. If cod and haddock and other species cannot survive because man kills them, something more adaptable will take their place. Nature, the ultimate pragmatist, doggedly searches for something that works. But as the cockroach demonstrates, what works best in nature does not always appeal to us.

You retain your health only so long as you are willing to forgive your stresses, shrug off adversity and adapt to new situations. Resistance to change always impedes the workings of your immunity. An old Sanskrit proverb tells us kshama chajanani: the essence of motherly love is forgiveness. Damage to the ahamkara-mother predisposes us to disease by weakening our innate forgiveness.

He decided that if he ever got the chance again, he would get out of his comfort zone and adapt to change sooner. It would make things easier.

It's literally a new world now, so either we adapt to it collectively as one species or only the privileged healthy will be left to live. And the only way to adapt to a new world is to keep working through mistakes, failures and changes, driven by a sense of community.

Even in engineering-driven Silicon Valley, the buzzwords of the moment call for building a “lean startup” that can “adapt” and “evolve” to an ever-changing environment. Would-be entrepreneurs are told that nothing can be known in advance: we’re supposed to listen to what customers say they want, make nothing more than a “minimum viable product,” and iterate our way to success. But leanness is a methodology, not a goal. Making small changes to things that already exist might lead you to a local maximum, but it won’t help you find the global maximum. You could build the best version of an app that lets people order toilet paper from their iPhone. But iteration without a bold plan won’t take you from 0 to 1. A company is the strangest place of all for an indefinite optimist: why should you expect your own business to succeed without a plan to make it happen? Darwinism may be a fine theory in other contexts, but in startups, intelligent design works best.

At Mayflower-Plymouth, we love helping businesses adapt to change. We all live and work in a dynamic and ever-changing economy. The businesses that are able to adapt, pivot and restructure are the businesses that are most positioned to thrive through the changes.

I think that we may safely trust a good deal more than we do. We may waive just so much care of ourselves as we honestly bestow elsewhere. Nature is well adapted to our weakness as our strength. The incessant anxiety and strain of some is a well nigh incurable form of disease. We are made to exaggerate the importance of what work we do; and yet how much is not done by us! or, what if we had been taken sick? How vigilant we are! determined not to live by faith if we can avoid it; all the day long on the alert, at night we unwillingly say our prayers and commit ourselves to uncertainties. So thoroughly and sincerely are we compelled to live, reverencing our life, and denying the possibility of change. This is the only way, we say; but there are as many ways as there can be drawn radii from one centre. All change is a miracle to contemplate; but it is a miracle which is taking place every instant. Confucius said, “To know that we know what we know, and that we do not know what we do not know, that is true knowledge.” When one man has reduced a fact of the imagination to be a fact to his understanding, I foresee that all men will at length establish their lives on that basis.

We all live and work in a dynamic and ever-changing economy. The businesses that are able to adapt, pivot and restructure as needed are the businesses that are most positioned to thrive through the changes.

In any situation in life, being adaptable is the only way to grow and succeed. You may have skills that you’ve perfected, a certain worldview that worked for you at a particular stage – but the reality is that circumstances change, and you can’t be prepared for everything. Lowering your resistance to change, removing bias and being willing to adapt will help you tackle whatever comes your way. Once you’ve assessed the resources at your disposal and weighed what is feasible against what is risky you will see the path.

Magical work involves change and creation. And the subject of the magician’s work is the self. The magician is the focus of his or her own alchemical processes. By adapting one’s personal vision to reflect the macrocosm, we can change ourselves to better reflect those divine ideas. We may alter our body, appearance, the chemical composition of our blood, and the configuration of our nervous system. We may tame the feral beasts that dwell within our organic structure. By changing ourselves to resonate with the divine, we may transmute every portion of ourselves and become as purified vessels for the eternal spirit.

Then I spoke with proven shapers I knew—Bill Gates, Elon Musk, Reed Hastings, Muhammad Yunus, Geoffrey Canada, Jack Dorsey (of Twitter), David Kelley (of IDEO), and more. They had all visualized remarkable concepts and built organizations to actualize them, and done that repeatedly and over long periods of time. I asked them to take an hour’s worth of personality assessments to discover their values, abilities, and approaches. While not perfect, these assessments have been invaluable. (In fact, I have been adapting and refining them to help us in our recruiting and management.) The answers these shapers provided to the standardized questions gave me objective and statistically measurable evidence about their similarities and differences. It turns out they have a lot in common. They are all independent thinkers who do not let anything or anyone stand in the way of achieving their audacious goals. They have very strong mental maps of how things should be done, and at the same time a willingness to test those mental maps in the world of reality and change the ways they do things to make them work better. They are extremely resilient, because their need to achieve what they envision is stronger than the pain they experience as they struggle to achieve it. Perhaps most interesting, they have a wider range of vision than most people, either because they have that vision themselves or because they know how to get it from others who can see what they can’t. All are able to see both big pictures and granular details (and levels in between) and synthesize the perspectives they gain at those different levels, whereas most people see just one or the other. They are simultaneously creative, systematic, and practical. They are assertive and open-minded at the same time. Above all, they are passionate about what they are doing, intolerant of people who work for them who aren’t excellent at what they do, and want to have a big, beneficial impact on the world.

If you have wanted to lose ten pounds for ten years and a diet finally helps you do it, you might well assume you have accomplished your goal. But your goal actually isn’t to lose ten pounds. Many people (even you?) have lost ten pounds many times! The goal is to lose ten pounds and keep the weight off. Dieting doesn’t lead to weight loss that endures. For this we must join a change in behavior with a change in the way we think and feel—and in order to change the way we think and feel, we need to change our mindsets. When we are working on truly adaptive goals—ones that require us to develop our mindsets—we must continually convert what we learn from behavioral changes into changes in our mindsets.

While shame is highly correlated with addiction, violence, aggression, depression, eating disorders, and bullying, guilt is negatively correlated with these outcomes. Empathy and values live in the contours of guilt, which is why it’s a powerful and socially adaptive emotion. When we apologize for something we’ve done, make amends, or change a behavior that doesn’t align with our values, guilt—not shame—is most often the driving force.

Watching the painter painting And all the time, the light is changing And he keeps painting That bit there, it was an accident But he's so pleased It's the best mistake, he could make And it's my favourite piece It's just great --- excerpt from the song "An Architect's Dream" from the album Aerial

When we codependently avoid others, as well as adapt or change our behavior for others, we give them, instead of our Higher Power, this control and strength. 14:1 As we turn ourselves into a Higher Power or give this power to others, we leave little room for our Higher Power to work in our lives. This is our spiritual dilemma.

When people ask me what makes a relationship work long term, I often refer to this quote about Charles Darwin’s findings on natural selection: “It is not the strongest of the species which survives, nor the most intelligent, but the one most responsive to change.” Even if you have a strong relationship today, your relationship may fail if you don’t adapt. Your life or your partner’s life might take an unpredictable course. Creating a relationship that can evolve is the key to making it last.

I am leaving this tower and returning home. When I speak with family, and comments are always the same, 'Won't you be glad to get back to the real world?' This is my question after two weeks of time, only two weeks, spent with prairie dogs, 'What is real?' What is real? These prairie dogs and the lives they live and have adapted to in grassland communities over time, deep time? What is real? A gravel pit adjacent to one of the last remaining protected prairie dog colonies in the world? A corral where cowboys in an honest day's work saddle up horses with prairie dogs under hoof for visitors to ride in Bryce Canyon National Park? What is real? Two planes slamming into the World Trade Center and the wake of fear that has never stopped in this endless war of terror? What is real? Forgiveness or revenge and the mounting deaths of thousands of human beings as America wages war in Afghanistan and Iraq? What is real? Steve's recurrence of lymphoma? A closet full of shoes? Making love? Making money? Making right with the world with the smallest of unseen gestures? How do we wish to live And with whom? What is real to me are these prairie dogs facing the sun each morning and evening in the midst of man-made chaos. What is real to me are the consequences of cruelty. What is real to me are the concentric circles of compassion and its capacity to bring about change. What is real to me is the power of our awareness when we are focused on something beyond ourselves. It is a shaft of light shining in a dark corner. Our ability to shift our perceptions and seek creative alternatives to the conundrums of modernity is in direct proportion to our empathy. Can we imagine, witness, and ultimately feel the suffering of another.

Now I have very little respect for the electoral system in the United States. I could have respected it in the early days, when the country was small and we had small population. The system that we have in the United States was set up at a time when the total population was the population of Tennessee. We've stretched it to try to make it work for different kind of problems and in stretching and adapting it, we've lost its meaning. We still have the form but not the meaning. There's a lot of things that we have to look at critically that might have been useful at one time that are no longer useful I think there's some good in everything. There's some bad in everything. But there's so little good in some things that you know for practical purposes they're useless. They're beyond salvation. There's so much good in some things, even though there's bad, that we build on that.

The technical tools for handling data have already changed dramatically, but our methods and mindsets have been slower to adapt.

Noticing Small Changes Early Helps You Adapt To The Bigger Changes That Are To Come.

When the world changes faster than species can adapt, many fall out. This is the case whether the agent drops from the sky in a fiery streak or drives to work in a Honda.

In the third section, A Discussion, people discuss what The Story meant to them and how they are going to use it in their work and in their lives. Some readers of this book’s early manuscript preferred to stop at the end of The Story, without reading further, and interpret its meaning for themselves. Others enjoyed reading A Discussion that follows because it stimulated their thinking about how they might apply what they’d learned to their own situation. Everyone knows that not all change is good or even necessary. But in a world that is constantly changing, it is to our advantage to learn how to adapt and enjoy something better. In any case, I hope each time you re-read Who Moved My Cheese? you will find something new and useful in the brief story, as I do, and that it will help you deal with change and bring you success, whatever you decide success is for you. I hope you enjoy what you discover, and I wish you well.

A father’s success does not depend upon his ability to work and provide, to guard and protect, or to lecture and discipline. A father’s success does not depend upon his ability to guide and govern, to instruct and demonstrate, or to remedy and repair. A father’s success does not depend upon his ability to understand and relate, to adapt and change, or to entertain and play. A father’s success does, however, greatly depend upon his ability to love and be loved.

When we combine the adaptation principle with the discovery that people’s average level of happiness is highly heritable,11 we come to a startling possibility: In the long run, it doesn’t much matter what happens to you. Good fortune or bad, you will always return to your happiness setpoint—your brain’s default level of happiness—which was determined largely by your genes. In 1759, long before anyone knew about genes, Adam Smith reached the same conclusion: In every permanent situation, where there is no expectation of change, the mind of every man, in a longer or shorter time, returns to its natural and usual state of tranquility. In prosperity, after a certain time, it falls back to that state; in adversity, after a certain time, it rises up to it.12 If this idea is correct, then we are all stuck on what has been called the “hedonic treadmill.”13 On an exercise treadmill you can increase the speed all you want, but you stay in the same place. In life, you can work as hard as you want, and accumulate all the riches, fruit trees, and concubines you want, but you can’t get ahead. Because you can’t change your “natural and usual state of tranquility,” the riches you accumulate will just raise your expectations and leave you no better off than you were before. Yet, not realizing the futility of our efforts, we continue to strive, all the while doing things that help us win at the game of life. Always wanting more than we have, we run and run and run, like hamsters on a wheel.

The domain of leaders is the future. The work of leaders is change. The most significant contribution leaders make is not to today's bottom line; it is to the long-term development of people and institutions so they can adapt, change, prosper, and grow.

Manuel, I don’t think the situation is as bad as you seem to feel that it is. In each age it is necessary to adapt to the popular mythology. At one time kings were anointed by Deity, so the problem was to see to it that Deity anointed the tight candidate. In this age the myth is ‘the will of the people’. . . but the problem changes only superficially. Comrade Adam and I have had long discussions about how to determine the will of the people. I venture to suggest that this solution is one we can work with.

Tell me about a time you adapted to change.” “What’s working really well in your life?” “What are you most self-confident about?” “Which of your five senses is strongest?” “Have you ever been solitary without feeling lonely?” or “What has become clearer to you as you have aged?

Working with a small team of researchers, educators, and scientists, we are creating a curriculum on what we are calling “worldview literacy.”31 We define this as the capacity to comprehend and communicate not only our own worldview but also to recognize that our beliefs come from our particular frame of reference and to understand that others hold different and potentially equally valid worldviews out of which their assumptions, and therefore their actions, arise. This capacity also includes being able to adapt to changes that come through a meeting of different perspectives, customs, practices, and belief systems.

One of the many real-life examples comes from Charlie Jones, a well-respected broadcaster for NBC-TV, who revealed that hearing the story of Who Moved My Cheese? saved his career. His job as a broadcaster is unique, but the principles he learned can be used by anyone. Here’s what happened: Charlie had worked hard and had done a great job of broadcasting Track and Field events at an earlier Olympic Games, so he was surprised and upset when his boss told him he’d been removed from these showcase events for the next Olympics and assigned to Swimming and Diving. Not knowing these sports as well, he was frustrated. He felt unappreciated and he became angry. He said he felt it wasn’t fair! His anger began to affect everything he did. Then, he heard the story of Who Moved My Cheese? After that he said he laughed at himself and changed his attitude. He realized his boss had just “moved his Cheese.” So he adapted. He learned the two new sports, and in the process, found that doing something new made him feel young. It wasn’t long before his boss recognized his new attitude and energy, and he soon got better assignments. He went on to enjoy more success than ever and was later inducted into Pro Football’s Hall of Fame—Broadcasters’ Alley. That’s

We shall best understand the probable course of natural selection by taking the case of a country undergoing some physical change, for instance, of climate. The proportional numbers of its inhabitants would almost immediately undergo a change, and some species might become extinct. We may conclude, from what we have seen of the intimate and complex manner in which the inhabitants of each country are bound together, that any change in the numerical proportions of some of the inhabitants, independently of the change of climate itself, would most seriously affect many of the others. If the country were open on its borders, new forms would certainly immigrate, and this also would seriously disturb the relations of some of the former inhabitants. Let it be remembered how powerful the influence of a single introduced tree or mammal has been shown to be. But in the case of an island, or of a country partly surrounded by barriers, into which new and better adapted forms could not freely enter, we should then have places in the economy of nature which would assuredly be better filled up, if some of the original inhabitants were in some manner modified; for, had the area been open to immigration, these same places would have been seized on by intruders. In such case, every slight modification, which in the course of ages chanced to arise, and which in any way favoured the individuals of any of the species, by better adapting them to their altered conditions, would tend to be preserved; and natural selection would thus have free scope for the work of improvement.

Embrace Reality and Deal with It 1.1 Be a hyperrealist. a. Dreams + Reality + Determination = A Successful Life. 1.2 Truth—or, more precisely, an accurate understanding of reality—is the essential foundation for any good outcome. 1.3 Be radically open-minded and radically transparent. a. Radical open-mindedness and radical transparency are invaluable for rapid learning and effective change. b. Don’t let fears of what others think of you stand in your way. c. Embracing radical truth and radical transparency will bring more meaningful work and more meaningful relationships. 1.4 Look to nature to learn how reality works. a. Don’t get hung up on your views of how things “should” be because you will miss out on learning how they really are. b. To be “good,” something must operate consistently with the laws of reality and contribute to the evolution of the whole; that is what is most rewarded. c. Evolution is the single greatest force in the universe; it is the only thing that is permanent and it drives everything. d. Evolve or die. 1.5 Evolving is life’s greatest accomplishment and its greatest reward. a. The individual’s incentives must be aligned with the group’s goals. b. Reality is optimizing for the whole—not for you. c. Adaptation through rapid trial and error is invaluable. d. Realize that you are simultaneously everything and nothing—and decide what you want to be. e. What you will be will depend on the perspective you have. 1.6 Understand nature’s practical lessons. a. Maximize your evolution. b. Remember “no pain, no gain.” c. It is a fundamental law of nature that in order to gain strength one has to push one’s limits, which is painful. 1.7 Pain + Reflection = Progress. a. Go to the pain rather than avoid it. b. Embrace tough love. 1.8 Weigh second- and third-order consequences. 1.9 Own your outcomes. 1.10 Look at the machine from the higher level. a. Think of yourself as a machine operating within a machine and know that you have the ability to alter your machines to produce better outcomes. b. By comparing your outcomes with your goals, you can determine how to modify

Finally, I think we believe that when we see an opportunity , we have the duty to work for the growth of that international community of knowledge and understanding with our colleagues in other lands , with our colleagues in competing, antagonistic, possibly hostile lands, with our colleagues and with others with whom we have any community f interest, any community of professional, of human, of political concern. [...] We think of this as our contribution to the making of a world which is varied and cherishes variety, which is free and cherishes freedom, and which is freely changing to adapt to the inevitable needs of change in the twentieth century and all centuries to come, but a world which, with all its variety, freedom, and change, is without nation states armed for war and above all, a world without war.

Men spent centuries building the professional world, devising rules to make sure it was a comfortable place for them and that it was geared toward their particular qualities and skills. Like any good guest, women have looked for clues on how we are to behave in this foreign land. We have tried to understand and follow the local customs. We have intuited that in this world we are to be obliging, calm under pressure, and diligent, and to always keep our emotions in check. Our adaptive skills have served many of us well. But we aren’t in a man’s world anymore. Now it’s our world. And shame on us women if we don’t do something to change the way this game is played so that everybody is able to bring their best to the effort. Let’s embrace a new way of working that is equally geared toward our own qualities and skills.

We gotta come up with a plan,” Shaftoe says. “The plan: You live, I die,” Goto Dengo says. “Fuck that,” Shaftoe says. “Hey, don’t you idiots know you’re surrounded?” “We know,” Goto Dengo says wearily. “We know for a long time.” “So give up, you fucking morons! Wave a white flag and you can all go home.” “It is not Nipponese way.” “So come up with another fucking way! Show some fucking adaptability!” “Why are you here?” Goto Dengo asks, changing the subject. “What is your mission?” Shaftoe explains that he’s looking for his kid. Goto Dengo tells him where all of the women and children are: in the Church of St. Agustin, in Intramuros. “Hey,” Shaftoe says, “if we surrender to you, you’ll kill us. Right?” “Yes.” “If you guys surrender to us, we won’t kill you. Promise. Scout’s honor.” “For us, living or dying is not the important thing,” Goto Dengo says. “Hey! Tell me something I didn’t fucking already know!” Shaftoe says. “Even winning battles isn’t important to you. Is it?” Goto Dengo looks the other way, shamefaced. “Haven’t you guys figured out yet that banzai charges DON’T FUCKING WORK?” “All of the people who learned that were killed in banzai charges,” Goto Dengo says. As if on cue, the Nips in the left field dugout begin screaming “Banzai!” and charge, as one, out onto the field.

In a less competitive and slower-moving world, weak committees can help organizations adapt at an acceptable rate. A committee makes recommendations. Key line managers reject most of the ideas. The group offers additional suggestions. The line moves another inch. The committee tries again. When both competition and technological change are limited, this approach can work. But in a faster-moving world, the weak committee always fails.

In hyperbolic tones he listed the catastrophes that in his view were approaching: one, the decline of the revolutionary subject par excellence, the working class; two, the definitive dispersion of the political patrimony of socialists and Communists, who were already perverted by their daily quarrel over which was playing the role of capital’s crutch; three, the end of every hypothesis of change, what was there was there and we would have to adapt to it.

The world has been changing even faster as people, devices and information are increasingly connected to each other. Computational power is growing and quantum computing is quickly being realised. This will revolutionise artificial intelligence with exponentially faster speeds. It will advance encryption. Quantum computers will change everything, even human biology. There is already one technique to edit DNA precisely, called CRISPR. The basis of this genome-editing technology is a bacterial defence system. It can accurately target and edit stretches of genetic code. The best intention of genetic manipulation is that modifying genes would allow scientists to treat genetic causes of disease by correcting gene mutations. There are, however, less noble possibilities for manipulating DNA. How far we can go with genetic engineering will become an increasingly urgent question. We can’t see the possibilities of curing motor neurone diseases—like my ALS—without also glimpsing its dangers. Intelligence is characterised as the ability to adapt to change. Human intelligence is the result of generations of natural selection of those with the ability to adapt to changed circumstances. We must not fear change. We need to make it work to our advantage. We all have a role to play in making sure that we, and the next generation, have not just the opportunity but the determination to engage fully with the study of science at an early level, so that we can go on to fulfil our potential and create a better world for the whole human race. We need to take learning beyond a theoretical discussion of how AI should be and to make sure we plan for how it can be. We all have the potential to push the boundaries of what is accepted, or expected, and to think big. We stand on the threshold of a brave new world. It is an exciting, if precarious, place to be, and we are the pioneers. When we invented fire, we messed up repeatedly, then invented the fire extinguisher. With more powerful technologies such as nuclear weapons, synthetic biology and strong artificial intelligence, we should instead plan ahead and aim to get things right the first time, because it may be the only chance we will get. Our future is a race between the growing power of our technology and the wisdom with which we use it. Let’s make sure that wisdom wins.

When you cross my doorstep, you have already been raised. With what you have learned from your Grandmother Henderson in Arkansas and what you have learned from me, you know the difference between right and wrong. Do right. Don’t let anybody raise you from the way you have been raised. Know you will always have to make adaptations, in love relationships, in friends, in society, in work, but don’t let anybody change your mind. And then remember this: You can always come home.

He recognized that need, in Odonian terms, as his "cellular function." the analogic term for the individual's individuality, the work he can do best, therefore his best contribution to his society. A healthy society would let him exercise that optimum function freely, in the coordination of all such functions finding its adaptability and strength. That was a central idea of Odo's Analogy. That the Odonian society on Anarres had fallen short of the ideal did not, in his eyes, lessen his responsibility to it; just the contrary. With the myth of the State out of the way, the real mutuality and reciprocity of society and the individual became clear. Sacrifice mught be demanded of the individual, but never compromise: for though only the society could give security and stability, only the individual, the person, had the power of moral choice -- the power of change, the essential function of life. The Odonian society was conceived as a permanent revolution, and revolution begins in the thinking mind.

In Paley's famous illustration, the adaptation of all the parts of the watch to the function, or purpose, of showing the time, is held to be evidence that the watch was specially contrived to that end; on the ground, that the only cause we know of, competent to produce such an effect as a watch which shall keep time, is a contriving intelligence adapting the means directly to that end. Suppose, however, that any one had been able to show that the watch had not been made directly by any person, but that it was the result of the modification of another watch which kept time but poorly; and that this again had proceeded from a structure which could hardly be called a watch at all—seeing that it had no figures on the dial and the hands were rudimentary; and that going back and back in time we came at last to a revolving barrel as the earliest traceable rudiment of the whole fabric. And imagine that it had been possible to show that all these changes had resulted, first, from a tendency of the structure to vary indefinitely; and secondly, from something in the surrounding world which helped all variations in the direction of an accurate time-keeper, and checked all those in other directions; then it is obvious that the force of Paley's argument would be gone. For it would be demonstrated that an apparatus thoroughly well adapted to a particular purpose might be the result of a method of trial and error worked by unintelligent agents, as well as of the direct application of the means appropriate to that end, by an intelligent agent. Now it appears to us that what we have here, for illustration's sake, supposed to be done with the watch, is exactly what the establishment of Darwin's Theory will do for the organic world. For the notion that every organism has been created as it is and launched straight at a purpose, Mr. Darwin substitutes the conception of something which may fairly be termed a method of trial and error. Organisms vary incessantly; of these variations the few meet with surrounding conditions which suit them and thrive; the many are unsuited and become extinguished.

it is easy to recognize an evolutionary process at work that has molded the human form for better survival in an arctic environment. Populations that live at high altitudes, like Tibetans, represent another adaptation to extreme environments; in this case, the changes in blood cell regulation are less visible but have been identified genetically. The adaptation of Jews to capitalism is another such evolutionary process, though harder to recognize because the niche to which Jews are adapted is one that has required a behavioral change, not a physical one.

In the face of the world's harshness and danger, organisms of any kind develop protection — a coat of armor, a rigid system, a comforting ritual. For the short term, it may work, but for the long term it spells disaster. People weighed down by a system and inflexible ways of doing things cannot move fast, cannot sense or adapt to change. They lumber around more and more slowly until they go the way of the brontosaurus. Learn to move fast and adapt or you will be eaten. The best way to avoid this fate is to assume formlessness. No predator alive can attack what it cannot see.

Today we know that in fact our brains are constantly being reshaped, with nerve cells routinely breaking off old connections and creating new ones. To be more precise, the sensitivity of the receptors in the synapses changes. If we allow ourselves to be overwhelmed by a new cultural phenomenon such as the torrent of news, it reshapes our mental apparatus. It literally brainwashes us. This adaptation takes place on the level of biology. News rewires us. As a consequence, our brain works differently even when we’re not actively reading the news. Differently, and – you’ve guessed it – not for the better.

Because hypermobility is typically correlated with career-oriented lifestyles and job demands, one or both parents in mobile families tend to work long hours and so are less available to their children. Having few enough constants in their environment to provide ballast for development, mobility adds another disruptive force—the world turns into a menagerie of changing places and faces. Such children may grow up bored and lonely, looking for constant stimulation. Continually forced to adapt to new situations and people, they may lose the stable sense of self encouraged by secure community anchors. Though socially graceful, like Lisa they typically feel they are gracefully faking it.

I wonder if all these bad things will change when I’m a high schooler…” “At the very least, they most certainly won’t change if you intend to remain the way you are.” Way to go, Yukinoshita-san! Not going easy on the young'un just after you finished apologizing to her! “But it’s enough if the people around you change,” I remarked. “There’s no need to force yourself to hang out with others.” “But things are hard on Rumi­-chan right now and if we don’t do something about it…” Yuigahama looked at Rumi with eyes full of concern. In response, Rumi winced slightly. “Hard, you say… I don’t like that. It makes me sound pathetic. It makes me feel inferior for being left out.” “Oh,” said Yuigahama. “I don’t like it, you know. But there’s nothing you can do about it.” “Why?” Yukinoshita questioned her. Rumi seemed to have some trouble speaking, but she still managed to form the right words. “I… got abandoned. I can’t get along with them anymore. Even if I did, I don’t know when it’ll start again. If the same thing were to happen, I guess I’m better off this way. I just­” She swallowed. “­don’t wanna be pathetic…” Oh. I get it. This girl was fed up. Of herself and of her surroundings. If you change yourself, your world will change, they say, but that’s a load of crap. When people already have an impression of you, it’s not easy to change your pre­existing relationships by adding something to the mix. When people evaluate each other, it’s not an addition or subtraction formula. They only perceive you through their preconceived notions. The truth is that people don’t see you as who you truly are. They only see what they want to see, the reality that they yearn for. If some disgusting guy on the low end of the caste works his arse off on something, the higher ones just snicker and say, “What’s he trying so hard for?” and that would be the end of it. If you stand out for the wrong reasons, you would just be fodder for criticism. That wouldn’t be the case in a perfect world, but for better or worse, that’s how things work with middle schoolers. Riajuu are sought for their actions as riajuu, loners are obligated to be loners, and otaku are forced to act like otaku. When the elites show their understanding of those beneath them, they are acknowledged for their open-mindedness and the depth of their benevolence, but the reverse is not tolerated. Those are the fetid rules of the Kingdom of Children. It truly is a sad state of affairs. "You can’t change the world, but you can change yourself". The hell was up with that? Adapting and conforming to a cruel and indifferent world you know you’ve already lost to – ultimately, that’s what a slave does. Wrapping it up in pretty words and deceiving even yourself is the highest form of falsehood.

All my life I thought my soul was in those cigarettes, and I never even thought about the box. I never paid any attention to that paper shell of quiet, that enclosed bit of emptiness. An empty box is a home for lost spiders you want to carry outside. It holds loose change, buttons that have fallen off, needles and thread. It works tolerably well for lipstick, eye pencil, and a bit of blush. It is open to whatever you’d like to put in it. And that is how I feel: open, careless, adaptable. Yes, life is now truly just an experiment. What can I do next? Anything. But to get here, I first had to smoke my cigarettes. What happened to me was a state change. When my soul turned from a box of cigarettes to a box, I grew up. I

Dryden was a highly prolific literary figure, a professional writer who was at the centre of all the greatest debates of his time: the end of the Commonwealth, the return of the monarch, the political and religious upheavals of the 1680s, and the specifically literary questions of neoclassicism opposed to more modern trends. He was Poet Laureate from 1668, but lost this position in 1688 on the overthrow of James II. Dryden had become Catholic in 1685, and his allegorical poem The Hind and the Panther (1687) discusses the complex issues of religion and politics in an attempt to reconcile bitterly opposed factions. This contains a well-known line which anticipates Wordsworth more than a century later: 'By education most have been misled … / And thus the child imposes on the man'. The poem shows an awareness of change as one grows older, and the impossibility of holding one view for a lifetime: My thoughtless youth was winged with vain desires, My manhood, long misled by wandering fires, Followed false lights… After 1688, Dryden returned to the theatre, which had given him many of his early successes in tragedy, tragi-comedy, and comedy, as well as with adaptations of Shakespeare. ...... Dryden was an innovator, leading the move from heroic couplets to blank verse in drama, and at the centre of the intellectual debates of the Augustan age. He experimented with verse forms throughout his writing life until Fables Ancient and Modern (1700), which brings together critical, translated, and original works, in a fitting conclusion to a varied career.

Imaginary Lives Imaginary Lives is a thought experiment I have adapted from two important career-change thinkers, Julia Cameron and John Williams, which aims to take your ideas a stage closer towards specific job options.55 It’s simple but potentially powerful. • Imagine five parallel universes, in each of which you could have a whole year off to pursue absolutely any career you desired. Now think of five different jobs you might want to try out in each of these universes. Be bold in your thinking, have fun with your ideas and your multiple selves. Your five choices might be food photographer, member of parliament, tai chi instructor, social entrepreneur running a youth education project, and wide-achieving Renaissance generalist. One person I know who did this activity – a documentary film maker who was having doubts about her career – listed massage therapist, sculptor, cellist, screen-play writer, and owner of her own bar on a tiny, old-fashioned Canarian island. Now come back down to earth and look hard at your five choices. Write down what it is about them that attracts you. Then look at them again, and think about this question: • How does each career measure up against the two motivations in the previous activity that you chose to prioritize in the future? If you decided, for instance, that you want a combination of making a difference and high status, check whether your five imaginary careers might provide them. The point is to help you think more deeply about exactly what you are looking for in a career, the kind of experiences that you truly desire.

My goal is not to fail fast. My goal is to succeed over the long run. They are not the same thing.” “To do original work: It’s not necessary to know something nobody else knows. It is necessary to believe something few other people believe.” “Andy Grove had the answer: For every metric, there should be another ‘paired’ metric that addresses adverse consequences of the first metric.” “Show me an incumbent bigco failing to adapt to change, I’ll show you top execs paid huge cash compensation for quarterly and annual goals.” “Every billionaire suffers from the same problem. Nobody around them ever says, ‘Hey, that stupid idea you just had is really stupid.’” “‘Far more money has been lost by investors trying to anticipate corrections, than has been lost in corrections themselves.’—Peter Lynch

Anyone should be able to reopen discussions about an agreement at any time. It helps to think of agreements as mutable, organic things that will be revisited and modified as people grow and relationships change. When we see these structures as static, they can make relationships less rather than more stable, because they will fail to adapt to change...sometimes spectaculary. A good relationship is not something you have, it's something you do. Over and over, the best, happiest relationships we have seen and been involved in are those whose members are constantly willing to renegociate the goundwork beneath them. In fact, some people set periodic dates in their calendar when they will review their relationship agreements with each other to make sure they're still working and see if anything needs to change.

A language that will at last say what we have to say. For our words no longer correspond to the world. When things were whole, we felt confident that our words could express them. But little by little these things have broken apart, shattered, collapsed into chaos. And yet our words have remained the same. They have not adapted themselves to the new reality. Hence, every time we try to speak of what we see, we speak falsely, distorting the very thing we are trying to represent. It's made a mess of everything. But words, as you yourself understand, are capable of change. The problem is how to demonstrate this. That is why I now work with the simplest means possible - so simple that even a child can grasp what I am saying. Consider a word that refers to a thing - "umbrella", for example. When I say the word "umbrella", you see the object in your mind. You see a kind of stick, with collapsible metal spokes on top that form an armature for a waterproof material which, when opened, will protect you from the rain. This last detail is important. Not only is an umbrella a thing, it is a thing that performs a function - in other words, expresses the will of man. When you stop to think of it, every object is similar to the umbrella, in that it serves a function. A pencil is for writing, a shoe is for wearing, a car is for driving. Now, my question is this. What happens when a thing no longer performs its function ? Is it still the thing or has it become something else ? When you rip the cloth off the umbrella, is the umbrella still an umbrella ? You open the spokes, put them over your head, walk out into the rain, and you get drenched. Is it possible to go one calling this object an umbrella ? In general, people do. At the very limit, they will say the umbrella is broken. To me this is a serious error, the source of all our troubles. Because it can no longer perform its function, the umbrella has ceased to be an umbrella. It might resemble an umbrella, it might once have been an umbrella, but now it has changed into something else. The word, however, has remained the same. Therefore, it can no longer express the thing. It is imprecise; it is false; it hides the thing it is supposed to reveal. And if we cannot even name a common, everyday object that we hold in our hands, how can we expect to speak of the things that truly concern us? Unless we can begin to embody the position of change in the words we use, we will continue to be lost.

LEADING LESSONS Stretch your legs. By this I mean you need to let go of the structure and rigidity of your life and do something different. There’s a saying: You don’t have to be great to start, but you have to start to be great. When I signed on to do Footloose, I learned about commitment on a whole new level. The tools I had called upon in the past to help me win dance competitions were not the ones I needed now. I had to find new ways to win at this as well. I had to let go of what had worked before and figure out new solutions. Flexibility is something all leaders need in their tool belt--the ability to roll with things, to shift gears, to approach something in a new and different way. The only thing certain in life is that life isn’t certain. Leaders know this, expect it, and change their hearts and heads to adapt to the situation.

They did this at the bank I worked at. We all had to go on a course where bright, sparkly people with frightening smiles exhorted us to embrace change because those who can’t die out. I think they cited the dinosaurs.’ ‘So they weren’t killed by an asteroid at all, then?’ said Bashford, astonished. ‘Not according to the expensive people hired to tell us that our expertise, the working relationships we’d built up over the years, all our hard work was now utterly valueless – as would we be if we didn’t get with the new programme. According to them, it was their inability to adapt to this month’s new ideas and working practices that did for the dinosaurs and the asteroid had nothing to do with it. They were quite horrified at our lack of enthusiasm for massive redundancies while senior managers – reluctantly, of course – accepted promotions and pay rises with increased bonuses.

There is no difference in the objective compatibility between those couples who are unhappy and those who are happy.' Hudson found that couple who feel 'content and warmth in their relationship' don't believe having compatible personalities is the issue. On the contrary, they believe it was their attitude that made the relationship work. The strength of the relationship does not depend on how alike they are, more their willingness to adapt and build a bank of warmth and affection that helps buffer the annoyance of their differences. This supports the concept of the development of compatibility, having a growth mindset('I believe I can change') rather than a fixed mindset ('This is how I am'). Having an attitude of growth means going through difficulties and seeing them as an opportunity to know each other better and bolster the relationship through the resolution of the conflict.

When children are born, they have five natural characteristics that make them authentic human beings: children are valuable, vulnerable, imperfect, dependent, and immature. All children are born with these attributes. Functional parents help their children to develop each separate characteristic properly, so that they arrive in adulthood as mature, functional adults who feel good about themselves. In addition, children have three other qualities that make it possible for them to mature properly or to survive and cope in spite of remarkable abuse: (1) children must be centered on themselves to develop internally; (2) they are full of boundless energy in order to do the very hard work of growing up; and (3) they are adaptable, so that they can easily go through the maturation process that requires constant adjusting and change. A functional family accepts these traits in their children and supports the children as they move through each stage of development.

He recognized that need, in Odonian terms, as his "cellular function." the analogic term for the individual's individuality, the work he can do best, therefore his best contribution to his society. A healthy society would let him exercise that optimum function freely, in the coordination of all such functions finding its adaptability and strength. That was a central idea of Odo's Analogy. That the Odonian society on Anarres had fallen short of the ideal did not, in his eyes, lessen his responsibility to it; just the contrary. With the myth of the State out of the way, the real mutuality and reciprocity of society and the individual became clear. Sacrifice mught be demanded of the individual, but never compromise: for though only the society could give security and stability, only the individual, the person, had the power of moral choice -- the power of change, the essential function of life. The Odonian society was conceived as a permanent revolution, and revolution begins in the thinking mind

If you’re not part of the solution, you’re part of the problem,” or Martin Luther King’s statement that “our scientific power has outgrown our spiritual power. We have guided missiles and misguided men,” or Malcolm’s “We can work together with all other leaders and organizations, in harmony and unity, to eliminate evil in our community.” The saying “It takes a whole village to raise a child” (which I had seen in a little newsletter identifying it as an African proverb) really caught on. After about a year organizations all over the country began using it, and Hillary Rodham Clinton recently adapted it for the title of her book. Jimmy also began writing a regular column for the newsletter, raising all sorts of questions, such as, “Why are we at war with one another.?” “How will we make a living?” “What Time is it in Detroit and the World?”1 Clementine’s deeply felt appeals, Jimmy’s challenging questions, and my inclusion of news of community-building activities all helped to create the image of SOSAD as not just another organization but the spearhead of a new movement.

No matter what monks in their Himalayan caves or philosophers in their ivory towers say, for the capitalist juggernaut, happiness is pleasure. Period. With each passing year our tolerance for unpleasant sensations decreases, and our craving for pleasant sensations increases. Both scientific research and economic activity are geared to that end, each year producing better painkillers, new ice-cream flavours, more comfortable mattresses, and more addictive games for our smartphones, so that we will not suffer a single boring moment while waiting for the bus. All this is hardly enough, of course. Since Homo sapiens was not adapted by evolution to experience constant pleasure, if that is what humankind nevertheless wants, ice cream and smartphone games will not do. It will be necessary to change our biochemistry and re-engineer our bodies and minds. So we are working on that. You may debate whether it is good or bad, but it seems that the second great project of the twenty-first century – to ensure global happiness – will involve re-engineering Homo sapiens so that it can enjoy everlasting pleasure.

think that we may safely trust a good deal more than we do. We may waive just so much care of ourselves as we honestly bestow elsewhere. Nature is as well adapted to our weakness as to our strength. The incessant anxiety and strain of some is a well-nigh incurable form of disease. We are made to exaggerate the importance of what work we do; and yet how much is not done by us! or, what if we had been taken sick? How vigilant we are! determined not to live by faith if we can avoid it; all the day long on the alert, at night we unwillingly say our prayers and commit ourselves to uncertainties. So thoroughly and sincerely are we compelled to live, reverencing our life, and denying the possibility of change. This is the only way, we say; but there are as many ways as there can be drawn radii from one centre. All change is a miracle to contemplate; but it is a miracle which is taking place every instant. Confucius said, “To know that we know what we know, and that we do not know what we do not know, that is true knowledge.” When one man has reduced a fact of the imagination to be a fact to his understanding, I foresee that all men at length establish their lives on that basis.

People, especially those in charge, rarely invite you into their offices and give freely of their time. Instead, you have to do something unique, compelling, even funny or a bit daring, to earn it. Even if you happen to be an exceptionally well-rounded person who possesses all of the scrappy qualities discussed so far, it’s still important to be prepared, dig deep, do the prep work, and think on your feet. Harry Gordon Selfridge, who founded the London-based department store Selfridges, knew the value of doing his homework. Selfridge, an American from Chicago, traveled to London in 1906 with the hope of building his “dream store.” He did just that in 1909, and more than a century later, his stores continue to serve customers in London, Manchester, and Birmingham. Selfridges’ success and staying power is rooted in the scrappy efforts of Harry Selfridge himself, a creative marketer who exhibited “a revolutionary understanding of publicity and the theatre of retail,” as he is described on the Selfridges’ Web site. His department store was known for creating events to attract special clientele, engaging shoppers in a way other retailers had never done before, catering to the holidays, adapting to cultural trends, and changing with the times and political movements such as the suffragists. Selfridge was noted to have said, “People will sit up and take notice of you if you will sit up and take notice of what makes them sit up and take notice.” How do you get people to take notice? How do you stand out in a positive way in order to make things happen? The curiosity and imagination Selfridge employed to successfully build his retail stores can be just as valuable for you to embrace in your circumstances. Perhaps you have landed a meeting, interview, or a quick coffee date with a key decision maker at a company that has sparked your interest. To maximize the impression you’re going to make, you have to know your audience. That means you must respectfully learn what you can about the person, their industry, or the culture of their organization. In fact, it pays to become familiar not only with the person’s current position but also their background, philosophies, triumphs, failures, and major breakthroughs. With that information in hand, you are less likely to waste the precious time you have and more likely to engage in genuine and meaningful conversation.

I had a letter from a fourteen-year-old the other day who was in a juvenile detention center. She wrote, ‘My life was a mess and I was on drugs, and I came here and I hated it. And then in the library I found a copy of My Life with the Chimpanzees. I never had a supportive mother, but when I read that book, I thought Jane can be my mother.’ “Her mother had never told her she could succeed. But when she read how my mother had supported me, and the difference that had made, she started to realize that she, too, could follow her dreams. I would be her role model—that’s what she meant by saying I could be her mother. She started behaving well, working hard—she turned her life around.” I thought about this young woman, about the power of books and stories and role models to change a child’s life. And I thought about what Jane had said about how important our environment is and that our human nature is adaptable enough to fit into the world in which we must survive. How we can nurture our children is so very dependent on the larger community in which we live. There can be little doubt that the poverty, addiction, and hopelessness surrounding Robert White Mountain’s son contributed to his dying by suicide at sixteen.

Ocean Acidification is sometimes referred to as Global Warming's Equally Evil Twin. The irony is intentional and fair enough as far as it goes... No single mechanism explains all the mass extinctions in the record and yet changes in ocean chemistry seem to be a pretty good predictor. Ocean Acidification played a role in at least 2 of the Big Five Extinctions: the End-Permian and the End-Triassic. And quite possibly it was a major factor in a third, the End-Cretaceous. ...Why is ocean acidification so dangerous? The question is tough to answer only because the list of reasons is so long. Depending on how tightly organisms are able to regulate their internal chemistry, acidification may affect such basic processes as metabolism, enzyme activity, and protein function. Because it will change the makeup of microbial communities, it will alter the availability of key nutrients, like iron and nitrogen. For similar reasons, it will change the amount of light that passes through the water, and for somewhat different reasons, it will alter the way sound propagates. (In general, acidification is expected to make the seas noisier.) It seems likely to promote the growth of toxic algae. It will impact photosynthesis—many plant species are apt to benefit from elevated CO2 levels—and it will alter the compounds formed by dissolved metals, in some cases in ways that could be poisonous. Of the myriad possible impacts, probably the most significant involves the group of creatures known as calcifiers. (The term calcifier applies to any organism that builds a shell or external skeleton or, in the case of plants, a kind of internal scaffolding out of the mineral calcium carbonate.)... Ocean acidification increases the cost of calcification by reducing the number of carbonate ions available to organisms that build shells or exoskeletons. Imagine trying to build a house while someone keeps stealing your bricks. The more acidified the water, the greater the energy that’s required to complete the necessary steps. At a certain point, the water becomes positively corrosive, and solid calcium carbonate begins to dissolve. This is why the limpets that wander too close to the vents at Castello Aragonese end up with holes in their shells. According to geologists who work in the area, the vents have been spewing carbon dioxide for at least several hundred years, maybe longer. Any mussel or barnacle or keel worm that can adapt to lower pH in a time frame of centuries presumably already would have done so. “You give them generations on generations to survive in these conditions, and yet they’re not there,” Hall-Spencer observed.

At a time when a large part of mankind is beginning to discard Christianity, it may be worth our while to try to understand why it was accepted in the first place. It was accepted as a means of escape from the brutality and unconsciousness of the ancient world. As soon as we discard it, the old brutality returns in force, as has been made overwhelmingly clear by contemporary events. This is not a step forwards, but a long step backwards into the past. It is the same with individuals who lay aside one form of adaptation and have no new form to turn to: they infallibly regress along the old path and then find themselves at a great disadvantage, because the world around them has changed considerably in the meantime. Consequently, any one who is repelled by the philosophical weakness of Christian dogmatism or by the barren idea of a merely historical Jesus—for we know far too little about his contradictory personality and the little we do know only confuses our judgment—and who throws Christianity overboard and with it the whole basis of morality, is bound to be confronted with the age-old problem of brutality. We have had bitter experience of what happens when a whole nation finds the moral mask too stupid to keep up. The beast breaks loose, and a frenzy of demoralization sweeps over the civilized world.

Processing Change One of the ways people fundamentally differ from one another is that individuals vary in how much emotional energy it takes for them to process change or the idea of change. For example, some people may find it incredibly jarring when they have to deal with last-minute changes in plans or they have to work with different people from those they usually work with. People who need time and psychological space to adjust to change won’t necessarily be anxious. However, they’ll tend to develop anxiety if they aren’t allowed, or don’t allow themselves, the time they need to adjust to change, or if they don’t have any emotional energy in their tank to cope with small changes in plans. Are folks who require more energy to process change always rigid and unadaptable? No. They can still be very good at adapting—if they have the self-knowledge to navigate changes in a way that works for their nature. They will generally function best if they have habits, routines, and relationships in their life that give them a base level of consistency and familiarity. This could be as simple as eating the same thing for breakfast every day, having stable long-term relationships, or having particular routines for what they like to do on the weekend. Having some stable, familiar elements to life can help people tolerate changes in other areas.

They all succeed at changing both their mindset (the meaning-making system that shapes thoughts and feelings) and their behavior; rather than changing only mindset or behavior, and hoping the other will eventually follow. • They all become keen and focused observers of their own thoughts, emotions, and behaviors, and they learn to use these as information. They see the agenda that is driving them, not just the agenda they are driving. • Changes to their mindsets are always in the direction of seeing and feeling more possibilities: Spaces people had previously thought they could not or should not enter (because they were out of reach or too dangerous) are now fully accessible. • They take focused risks and build a new set of muscles and metrics around assumptions based on actual, rather than imagined, data about the consequences of their new actions. Their anxiety around the initial adaptive challenge is reduced, if not eliminated, while their experiences of pleasure significantly increase. • They experience increased mastery, more options, wider control, and greater degrees of freedom. They make progress on, or even accomplish, their column 1 commitment, and, more often than not, their accomplishments extend considerably beyond the initial aspiration. Because they have developed new mental capabilities—not just a new solution to a single problem—they can bring these capabilities to other challenges and other venues, in their work and in their personal lives.

More than anything, we have lost the cultural customs and traditions that bring extended families together, linking adults and children in caring relationships, that give the adult friends of parents a place in their children's lives. It is the role of culture to cultivate connections between the dependent and the dependable and to prevent attachment voids from occurring. Among the many reasons that culture is failing us, two bear mentioning. The first is the jarringly rapid rate of change in twentieth-century industrial societies. It requires time to develop customs and traditions that serve attachment needs, hundreds of years to create a working culture that serves a particular social and geographical environment. Our society has been changing much too rapidly for culture to evolve accordingly. There is now more change in a decade than previously in a century. When circumstances change more quickly than our culture can adapt to, customs and traditions disintegrate. It is not surprising that today's culture is failing its traditional function of supporting adult-child attachments. Part of the rapid change has been the electronic transmission of culture, allowing commercially blended and packaged culture to be broadcast into our homes and into the very minds of our children. Instant culture has replaced what used to be passed down through custom and tradition and from one generation to another. “Almost every day I find myself fighting the bubble-gum culture my children are exposed to,” said a frustrated father interviewed for this book. Not only is the content often alien to the culture of the parents but the process of transmission has taken grandparents out of the loop and made them seem sadly out of touch. Games, too, have become electronic. They have always been an instrument of culture to connect people to people, especially children to adults. Now games have become a solitary activity, watched in parallel on television sports-casts or engaged in in isolation on the computer. The most significant change in recent times has been the technology of communication — first the phone and then the Internet through e-mail and instant messaging. We are enamored of communication technology without being aware that one of its primary functions is to facilitate attachments. We have unwittingly put it into the hands of children who, of course, are using it to connect with their peers. Because of their strong attachment needs, the contact is highly addictive, often becoming a major preoccupation. Our culture has not been able to evolve the customs and traditions to contain this development, and so again we are all left to our own devices. This wonderful new technology would be a powerfully positive instrument if used to facilitate child-adult connections — as it does, for example, when it enables easy communication between students living away from home, and their parents. Left unchecked, it promotes peer orientation.

Peter Block is an author and consultant who writes about community development and civic engagement. He is a master at coming up with questions that lift you out of your ruts and invite fresh reevaluations. Here are some of his: “What is the no, or refusal, you keep postponing?…What have you said yes to that you no longer really believe in?…What forgiveness are you withholding?…How have you contributed to the problem you’re trying to solve?…What is the gift you currently hold in exile?” Mónica Guzmán, the journalist I quoted in the last chapter, asks people, “Why you?” Why was it you who started that business? Why was it you who felt a responsibility to run for the school board? A few years ago, I met some guys who run a program for gang members in Chicago. These young men have endured a lot of violence and trauma and are often triggered to overreact. One of the program directors’ common questions is “Why is that a problem for you?” In other words they are asking, “What event in your past produced that strong reaction just now?” We too often think that deep conversations have to be painful or vulnerable conversations. I try to compensate for that by asking questions about the positive sides of life: “Tell me about a time you adapted to change.” “What’s working really well in your life?” “What are you most self-confident about?” “Which of your five senses is strongest?” “Have you ever been solitary without feeling lonely?” or “What has become clearer to you as you have aged?

The future of democracy in developed countries will depend on their ability to deal with the problem of a disappearing middle class. In the wake of the financial crisis there has been a rise of new populist groups from the Tea Party in the United States to various anti-EU, anti-immigrant parties in Europe. What unites all of them is the belief that elites in their countries have betrayed them. And in many ways they are correct: the elites who set the intellectual and cultural climate in the developed world have been largely buffered from the effects of middle-class decline. There has been a vacuum in new approaches to the problem, approaches that don’t involve simply returning to the welfare state solutions of the past. The proper approach to the problem of middle-class decline is not necessarily the present German system or any other specific set of measures. The only real long-term solution would be an educational system that succeeded in pushing the vast majority of citizens into higher levels of education and skills. The ability to help citizens flexibly adjust to the changing conditions of work requires state and private institutions that are similarly flexible. Yet one of the characteristics of modern developed democracies is that they have accumulated many rigidities over time that make institutional adaptation increasingly difficult. In fact, all political systems—past and present—are liable to decay. The fact that a system once was a successful and stable liberal democracy does not mean that it will

But one can see exactly why Dr Ali is so successful - he seems to offer a solution within the individual's grasp: you may not be able to change deadlines and workloads, but you can make yourself more efficient. Ancient wisdoms can be adapted to speed up human beings: this is the kind of individualised response which fits neatly into a neo-liberal market ideology. It draws on Eastern contemplative traditions of yoga and meditation which place the emphasis on individual transformation, and questions the effectiveness of collective political or social activism. Reflexology, aromatherapy, acupuncture, massage - these alternative therapies are all booming as people seek to improve their sense of well-being and vitality. Much of it makes sense - although trips to the Himalayas are hardly within the reach of most workers and the complementary health movement plays an important role in raising people's under standing of their own health and how to look after themselves. But the philosophy of improving ‘personal performance' also plays into the hands of employers' rationale that well-being and coping with stress are the responsibility of the individual employee. It reinforces the tendency for individuals to search for 'biographic solutions to structural contradictions', as the sociologist Ulrich Beck put it: forget the barricades, it's revolution from within that matters. This cultural preoccupation with personal salvation stymies collective reform, and places an onerous burden on the individual. It effectively reinforces the anxieties and insecurities which it offers to assuage.

The wonder of evolution is that it works at all. I mean that literally: If you want to marvel at evolution, that’s what’s marvel-worthy. How does optimization first arise in the universe? If an intelligent agent designed Nature, who designed the intelligent agent? Where is the first design that has no designer? The puzzle is not how the first stage of the bootstrap can be super-clever and super-efficient; the puzzle is how it can happen at all. Evolution resolves the infinite regression, not by being super-clever and super-efficient, but by being stupid and inefficient and working anyway. This is the marvel. For professional reasons, I often have to discuss the slowness, randomness, and blindness of evolution. Afterward someone says: “You just said that evolution can’t plan simultaneous changes, and that evolution is very inefficient because mutations are random. Isn’t that what the creationists say? That you couldn’t assemble a watch by randomly shaking the parts in a box?” But the reply to creationists is not that you can assemble a watch by shaking the parts in a box. The reply is that this is not how evolution works. If you think that evolution does work by whirlwinds assembling 747s, then the creationists have successfully misrepresented biology to you; they’ve sold the strawman. The real answer is that complex machinery evolves either incrementally, or by adapting previous complex machinery used for a new purpose. Squirrels jump from treetop to treetop using just their muscles, but the length they can jump depends to some extent on the aerodynamics of their bodies. So now there are flying squirrels, so aerodynamic they can glide short distances. If birds were wiped out, the descendants of flying squirrels might reoccupy that ecological niche in ten million years, gliding membranes transformed into wings. And the creationists would say, “What good is half a wing? You’d just fall down and splat. How could squirrelbirds possibly have evolved incrementally?

Neamh. Evie. Neamh. Evie. Lend, Lend, Lend. Neamh. Evie. “What are you doing, my love?” I scowled at Reth for breaking my concentration. “Thinking. Shut up.” The Light Queen was speechifying up on a podium made of liquid light, her radiance bathing all the faeries in a glow that was nearly overpowering. Within a few seconds of being around this much faerie glamour I was having a hard time seeing straight and found myself slack-jawed and dazed. Thus, the name equivalent of pinching myself. I realized at some point she had stopped talking, and now every single set of faerie eyes—a few hundred of them—were trained intently on me. “Oh, uh, hey.” I waved. “What did I miss?” I whispered to Reth. “You’re supposed to tell us how to convince the Dark Court to join us.” “I—What? Seriously? I’m only here to make sure everything happens. I thought the queen would have a plan! I’m a glorified doorman. I open the gate, I close the gate. Nowhere in my job description of Empty One does it say I also manage to convince a mob of anti-Evie faeries to saunter through the gate.” Reth smiled. “And just when she’d finished praising human ingenuity and assuring us that everything will work out according to plan.” “Yes! Plan! Her plan! Gosh, you guys are sucking it up all over the place. Aren’t you supposed to have these things in place for centuries, or were you too busy writing pretty little poems to describe the plans that you never bothered actually making them?” His golden eyes, now with fine lines around them, twinkled with amusement. “We had a plan, my love. I was to fill you up and you were to open a fate for us immediately. But I seem to recall you doing everything in your power to resist and change that plan. So now we’ve had to account for all the other creatures from our world and conform to your requirements. I think you’ll find that we fey, while obviously superior in nearly every way, are not quite as adaptable as temporary creatures. If you want improvisations, you’ll have to provide it yourself.

This evolutionary process of productive adaptation and ascent—the process of seeking, obtaining, and pursuing more and more ambitious goals—does not just pertain to how individuals and society move forward. It is equally relevant when dealing with setbacks, which are inevitable. At some point in your life you will crash in a big way. You might fail at your job or with your family, lose a loved one, suffer a serious accident or illness, or discover the life you imagined is out of reach forever. There are a whole host of ways that something will get you. At such times, you will be in pain and might think that you don’t have the strength to go on. You almost always do, however; your ultimate success will depend on you realizing that fact, even though it might not seem that way at the moment. This is why many people who have endured setbacks that seemed devastating at the time ended up as happy as (or even happier than) they originally were after they successfully adapted to them. The quality of your life will depend on the choices you make at those painful moments. The faster one appropriately adapts, the better.24 No matter what you want out of life, your ability to adapt and move quickly and efficiently through the process of personal evolution will determine your success and your happiness. If you do it well, you can change your psychological reaction to it so that what was painful can become something you crave. 1.8 Weigh second- and third-order consequences. By recognizing the higher-level consequences nature optimizes for, I’ve come to see that people who overweigh the first-order consequences of their decisions and ignore the effects of second- and subsequent-order consequences rarely reach their goals. This is because first-order consequences often have opposite desirabilities from second-order consequences, resulting in big mistakes in decision making. For example, the first-order consequences of exercise (pain and time spent) are commonly considered undesirable, while the second-order consequences (better health and more attractive appearance) are desirable. Similarly, food that tastes good is often bad for you and vice versa. Quite often the first-order consequences are

Pull in Friendships and Fresh Adventures: Five men are walking across the Golden Gate Bridge on an outing organized by their wives who are college friends. The women move ahead in animated conversation. One man describes the engineering involved in the bridge's long suspension. Another points to the changing tide lines below. A third asked if they've heard of the new phone apps for walking tours. The fourth observes how refreshing it is to talk with people who aren't lawyers like him. Yes, we tend to notice the details that most relate to our work or our life experience. It is also no surprise that we instinctively look for those who share our interests. This is especially true in times of increasing pressure and uncertainty. We have an understandable tendency in such times to seek out the familiar and comfortable as a buffer against the disruptive changes surrounding us. In so doing we can inadvertently put ourselves in a cage of similarity that narrows our peripheral vision of the world and our options. The result? We can be blindsided by events and trends coming at us from directions we did not see. The more we see reinforcing evidence that we are right in our beliefs the more rigid we become in defending them. Hint: If you are part of a large association, synagogue, civic group or special interest club, encourage the organization to support the creation of self-organized, special interest groups of no more than seven people, providing a few suggestions of they could operate. Such loosely affiliated small groups within a larger organization deepen a sense of belonging, help more people learn from diverse others and stay open to growing through that shared learning and collaboration. That's one way that members of Rick Warren's large Saddleback Church have maintained a close-knit feeling yet continue to grow in fresh ways. imilarly the innovative outdoor gear company Gore-Tex has nimbly grown by using their version of self-organized groups of 150 or less within the larger corporation. In fact, they give grants to those who further their learning about that philosophy when adapted to outdoor adventure, traveling in compact groups of "close friends who had mutual respect and trust for one another.

Students of the theory of ethics call only those acts "good" which are the expression of good impulses and refuse to acknowledge others as such. But society is on the whole guided by practical aims and does not bother about this distinction; it is satisfied if a man adapts his conduct and his actions to the precepts of civilization and asks little about his motives. We have heard that the outer compulsion which education and environment exercise upon a man brings about a further transformation of his impulse life for the good, the change from egotism to altruism. But this is not the necessary or regular effect of the outer compulsion. Education and environment have not only love premiums to offer but work with profit premiums of another sort, namely rewards and punishments. They can therefore bring it about that a person subject to their influence decides in favor of good conduct in the civilized sense without any ennobling of impulse or change from egotistic into altruistic inclinations. On the whole the consequence remains the same; only special circumstances will reveal whether the one person is always good because his impulses compel him to be so while another person is good only in so far as this civilized behavior is of advantage to his selfish purposes. But our superficial knowledge of the individual gives us no means of distinguishing the two cases, and we shall certainly be misled by our optimism into greatly over-estimating the number of people who have been transformed by civilization. Civilized society, which demands good conduct and does not bother about the impulse on which it is based, has thus won over a great many people to civilized obedience who do not thereby follow their own natures. Encouraged by this success, society has permitted itself to be misled into putting the ethical demands as high as possible, thereby forcing its members to move still further from their emotional dispositions. A continual emotional suppression is imposed upon them, the strain of which is indicated by the appearance of the most remarkable reactions and compensations. In the field of sexuality, where such suppression is most difficult to carry out, it results in reactions known as neurotic ailments. In other fields the pressure of civilization shows no pathological results but manifests itself in distorted characters and in the constant readiness of the inhibited impulses to enforce their gratification at any fitting opportunity.

A few hundred million years later, some of these eukaryotes developed a novel adaptation: they stayed together after cell division to form multicellular organisms in which every cell had exactly the same genes. These are the three-boat septuplets in my example. Once again, competition is suppressed (because each cell can only reproduce if the organism reproduces, via its sperm or egg cells). A group of cells becomes an individual, able to divide labor among the cells (which specialize into limbs and organs). A powerful new kind of vehicle appears, and in a short span of time the world is covered with plants, animals, and fungi.37 It’s another major transition. Major transitions are rare. The biologists John Maynard Smith and Eörs Szathmáry count just eight clear examples over the last 4 billion years (the last of which is human societies).38 But these transitions are among the most important events in biological history, and they are examples of multilevel selection at work. It’s the same story over and over again: Whenever a way is found to suppress free riding so that individual units can cooperate, work as a team, and divide labor, selection at the lower level becomes less important, selection at the higher level becomes more powerful, and that higher-level selection favors the most cohesive superorganisms.39 (A superorganism is an organism made out of smaller organisms.) As these superorganisms proliferate, they begin to compete with each other, and to evolve for greater success in that competition. This competition among superorganisms is one form of group selection.40 There is variation among the groups, and the fittest groups pass on their traits to future generations of groups. Major transitions may be rare, but when they happen, the Earth often changes.41 Just look at what happened more than 100 million years ago when some wasps developed the trick of dividing labor between a queen (who lays all the eggs) and several kinds of workers who maintain the nest and bring back food to share. This trick was discovered by the early hymenoptera (members of the order that includes wasps, which gave rise to bees and ants) and it was discovered independently several dozen other times (by the ancestors of termites, naked mole rats, and some species of shrimp, aphids, beetles, and spiders).42 In each case, the free rider problem was surmounted and selfish genes began to craft relatively selfless group members who together constituted a supremely selfish group.

propose that we consider our farmers on a spectrum, let’s say, of agrarianism. On one end of the spectrum we have farmers like James, interested in producing the finest foodstuffs that they can, given the soil, the climate, the water, the budget, and their talent. They observe how efficacious or not their efforts are proving, and they adapt accordingly. Variety is one of the keys to this technique, eschewing the corporate monocultures for a revolving set of plants and animals, again, to mimic what was already happening on the land before we showed up with our earth-shaving machinery. It’s tough as hell, and in many cases impossible, to farm this way and earn enough profit to keep your bills paid and your family fed, but these farmers do exist. On the other end of the spectrum is full-speed-ahead robo-farming, in which the farmer is following the instructions of the corporation to produce not food but commodities in such a way that the corporation sits poised to make the maximum financial profit. Now, this is the part that has always fascinated me about us as a population: This kind of farmer is doing all they can to make their factory quota for the company, of grain, or meat, or what have you, despite their soil, climate, water, budget, or talent. It only stands to reason that this methodology is the very definition of unsustainable. Clearly, this is an oversimplification of an issue that requires as much of my refrain (nuance!) as any other human endeavor, but the broad strokes are hard to refute. The first farmer is doing their best to work with nature. The second farmer is doing their best despite nature. In order for the second farmer to prosper, they must defeat nature. A great example of this is the factory farming of beef/pork/chicken/eggs/turkey/salmon/etc. The manufacturers of these products have done everything they can to take the process out of nature entirely and hide it in a shed, where every step of the production has been engineered to make a profit; to excel at quantity. I know you’re a little bit ahead of me here, but I’ll go ahead and ask the obvious question: What of quality? If you’re willing to degrade these many lives with impunity—the lives of the animals themselves, the workers “growing” them, the neighbors having to suffer the voluminous poisons being pumped into the ecosystem/watershed, and the humans consuming your products—then what are you about? Can that even be considered farming? Again, I’m asking this of us. Of you and me, because what I have just described is the way a lot of our food is produced right now, in the system that we all support with our dollars. How did we get here, in both the US and the UK? How can we change our national stance toward agriculture to accommodate more middle-size farmers and less factory farms? How would Aldo Leopold feel about it?

By the time Jessica Buchanan was kidnapped in Somalia on October 25, 2011, the twenty-four boys back in America who had been so young during the 1993 attack on the downed American aid support choppers in Mogadishu had since grown to manhood. Now they were between the ages of twenty-three and thirty-five, and each one had become determined to qualify for the elite U.S. Navy unit called DEVGRU. After enlisting in the U.S. Navy and undergoing their essential basic training, every one of them endured the challenges of BUDS (Basic Underwater Demolition/SEAL) training, where the happy goal is to become “drownproofed” via what amounts to repeated semidrowning, while also learning dozens of ways to deliver explosive death and demolition. This was only the starting point. Once qualification was over and the candidates were sworn in, three-fourths of the qualified Navy SEALS who tried to also qualify for DEVGRU dropped out. Those super-warriors were overcome by the challenges, regardless of their peak physical condition and being in the prime of their lives. This happened because of the intensity of the training. Long study and practice went into developing a program specifically designed to seek out and expose any individual’s weakest points. If the same ordeals were imposed on captured terrorists who were known to be guilty of killing innocent civilians, the officers in charge would get thrown in the brig. Still, no matter how many Herculean physical challenges are presented to a DEVGRU candidate, the brutal training is primarily mental. It reveals each soldier’s principal foe to be himself. His mortal fears and deepest survival instinct emerge time after time as the essential demons he must overcome. Each DEVGRU member must reach beyond mere proficiency at dealing death. He must become two fighters combined: one who is trained to a state of robotic muscle memory in specific dark skills, and a second who is fluidly adaptive, using an array of standard SEAL tactics. Only when he can live and work from within this state of mind will he be trusted to pursue black operations in every form of hostile environment. Therefore the minority candidate who passes into DEVGRU becomes a member of the “Tier One” Special Mission Unit. He will be assigned to reconnaissance or assault, but his greatest specialty will always be to remain lethal in spite of rapidly changing conditions. From the day he is accepted into that elite tribe, he embodies what is delicately called “preemptive and proactive counterterrorist operations.” Or as it might be more bluntly described: Hunt them down and kill them wherever they are - and is possible, blow up something. Each one of that small percentage who makes it through six months of well-intended but malicious torture emerges as a true human predator. If removing you from this world becomes his mission, your only hope of escaping a DEVGRU SEAL is to find a hiding place that isn’t on land, on the sea, or in the air.

The “Tall Tree” Fairness Test We can imagine the advantages and disadvantages that shape our lives as similar to the natural environment that shapes a tree as it grows. A tree growing on an open, level field grows straight and tall, toward the sun; a tree that grows on a hillside will also grow toward the sun—which means it will grow at an angle. The steeper the hill, the sharper the angle of the tree, so if we transplant that tree to the level field, it’s going to be a totally different shape from a tree native to that field. Both are adapted to the environment where they grew. We can infer the shape of the environment where a tree grew by looking at the shape of the tree. White men grow on an open, level field. White women grow on far steeper and rougher terrain because the field wasn’t made for them. Women of color grow not just on a hill, but on a cliffside over the ocean, battered by wind and waves. None of us chooses the landscape in which we’re planted. If you find yourself on an ocean-battered cliff, your only choice is to grow there, or fall into the ocean. So if we transplant a survivor of the steep hill and cliff to the level field, natives of the field may look at that survivor and wonder why she has so much trouble trusting people, systems, and even her own bodily sensations. Why is this tree so bent and gnarled? It’s because that is what it took to survive in the place where she grew. A tree that’s fought wind and gravity and erosion to grow strong and green on a steep cliff is going to look strange and out of place when moved to the level playing field. The gnarled, wind-blown tree from an oceanside cliff might not conform with our ideas of what a tree should look like, but it works well in the context where it grew. And that tall straight tree wouldn’t stand a chance if it was transplanted to the cliffside. 19 One kind of adversity: How many white parents do you know who explicitly teach their children to keep their hands in sight at all times and always say “Yes, sir” and “No, ma’am” if they are stopped by the police? That’s just standard operating procedure for a lot of African American parents. Black parents in America grow their kids differently, because the landscape their kids are growing in requires it. The stark difference between how people of color are treated by police and how white people are treated results in white people thinking black people are ridiculous for being afraid of the police. We can’t see the ocean, so when black people tell us, “We do this to avoid falling into the ocean,” we don’t understand. But just because we can’t see it doesn’t mean it’s not there. How can we tell? By looking at the shape of the tree. Trees that grow at an angle grew on the side of a hill. People who are afraid of the police grew up in a world where the police are a threat. 20 Just because the road looks flat doesn’t mean it is. Just because you can’t see the ocean doesn’t mean it’s not there. You can infer the landscape by looking at the shapes of the people who grew in those environments. Instead of wondering why they aren’t thriving on the level playing field, imagine how the field can be changed to allow everyone to thrive.

The Seventh Central Pay Commission was appointed in February 2014 by the Government of India (Ministry of Finance) under the Chairmanship of Justice Ashok Kumar Mathur. The Commission has been given 18 months to make its recommendations. The terms of reference of the Commission are as follows:  1. To examine, review, evolve and recommend changes that are desirable and feasible regarding the principles that should govern the emoluments structure including pay, allowances and other facilities/benefits, in cash or kind, having regard to rationalisation and simplification therein as well as the specialised needs of various departments, agencies and services, in respect of the following categories of employees:-  (i) Central Government employees—industrial and non-industrial; (ii) Personnel belonging to the All India Services; (iii) Personnel of the Union Territories; (iv) Officers and employees of the Indian Audit and Accounts Department; (v) Members of the regulatory bodies (excluding the RBI) set up under the Acts of Parliament; and (vi) Officers and employees of the Supreme Court.   2. To examine, review, evolve and recommend changes that are desirable and feasible regarding the principles that should govern the emoluments structure, concessions and facilities/benefits, in cash or kind, as well as the retirement benefits of the personnel belonging to the Defence Forces, having regard to the historical and traditional parties, with due emphasis on the aspects unique to these personnel.   3. To work out the framework for an emoluments structure linked with the need to attract the most suitable talent to government service, promote efficiency, accountability and responsibility in the work culture, and foster excellence in the public governance system to respond to the complex challenges of modern administration and the rapid political, social, economic and technological changes, with due regard to expectations of stakeholders, and to recommend appropriate training and capacity building through a competency based framework.   4. To examine the existing schemes of payment of bonus, keeping in view, inter-alia, its bearing upon performance and productivity and make recommendations on the general principles, financial parameters and conditions for an appropriate incentive scheme to reward excellence in productivity, performance and integrity.   5. To review the variety of existing allowances presently available to employees in addition to pay and suggest their rationalisation and simplification with a view to ensuring that the pay structure is so designed as to take these into account.   6. To examine the principles which should govern the structure of pension and other retirement benefits, including revision of pension in the case of employees who have retired prior to the date of effect of these recommendations, keeping in view that retirement benefits of all Central Government employees appointed on and after 01.01.2004 are covered by the New Pension Scheme (NPS).   7. To make recommendations on the above, keeping in view:  (i) the economic conditions in the country and the need for fiscal prudence; (ii) the need to ensure that adequate resources are available for developmental expenditures and welfare measures; (iii) the likely impact of the recommendations on the finances of the state governments, which usually adopt the recommendations with some modifications; (iv) the prevailing emolument structure and retirement benefits available to employees of Central Public Sector Undertakings; and (v) the best global practices and their adaptability and relevance in Indian conditions.   8. To recommend the date of effect of its recommendations on all the above.

10 Practical Strategies to Improve Your Critical Thinking Skills and Unleash Your Creativity In today's rapidly changing world, the ability to think critically and creatively has become more important than ever. Whether you're a student looking to excel academically, a professional striving for success in your career, or simply someone who wants to navigate life's challenges with confidence, developing strong critical thinking skills is crucial. In this blog post, we will explore ten practical strategies to help you improve your critical thinking abilities and unleash your creative potential. 1. Embrace open-mindedness: One of the cornerstones of critical thinking is being open to different viewpoints and perspectives. Cultivate a willingness to listen to others, consider alternative opinions, and challenge your own beliefs. This practice expands your thinking and encourages creative problem-solving. 2. Ask thought-provoking questions: Asking insightful questions is a powerful way to stimulate critical thinking. By questioning assumptions, seeking clarity, and exploring deeper meanings, you can uncover new insights and perspectives. Challenge yourself to ask thought-provoking questions regularly. 3. Practice active listening: Listening actively involves not just hearing, but also understanding, interpreting, and empathizing with the speaker. By honing your active listening skills, you can better grasp complex ideas, identify underlying assumptions, and engage in more meaningful discussions. 4. Seek diverse sources of information: Expand your knowledge base by seeking information from a wide range of sources. Engage with diverse perspectives, opinions, and ideas through books, articles, podcasts, and documentaries. This habit broadens your understanding and encourages critical thinking by exposing you to different viewpoints. 5. Develop analytical thinking skills: Analytical thinking involves breaking down complex problems into smaller components, examining relationships and patterns, and drawing logical conclusions. Enhance your analytical skills by practicing activities like puzzles, riddles, and brain teasers. This will sharpen your ability to analyze information and think critically. 6. Foster a growth mindset: A growth mindset is the belief that your abilities can be developed through dedication and hard work. Embracing this mindset encourages you to view challenges as opportunities for growth, rather than obstacles. By persisting through difficulties, you build resilience and enhance your critical thinking abilities. 7. Engage in collaborative problem-solving: Collaborating with others on problem-solving tasks can spark creativity and strengthen critical thinking skills. Seek out group projects, brainstorming sessions, or online forums where you can exchange ideas, challenge each other's thinking, and find innovative solutions together. 8. Practice reflective thinking: Taking time to reflect on your thoughts, actions, and experiences allows you to gain deeper insights and learn from past mistakes. Regularly engage in activities like journaling, meditation, or self-reflection exercises to develop your reflective thinking skills. This practice enhances your critical thinking abilities by promoting self-awareness and self-improvement. 9. Encourage creativity through experimentation: Creativity and critical thinking often go hand in hand. Give yourself permission to experiment and explore new ideas without fear of failure. Embrace a "what if" mindset and push the boundaries of your thinking. This willingness to take risks and think outside the box can lead to breakthroughs in critical thinking. 10. Continuously learn and adapt: Critical thinking is a skill that can be honed throughout your life. Commit to lifelong learning and seek opportunities to expand your knowledge and skills. Stay curious, be open to new experiences, and embrace change.

Fundamentalism denies legitimacy to interpretation. Instead of interpreting, a reader is engaged at most only in rephrasing the meaning of the written document, a meaning which is really transparent, simple, and complete – but which the detritus of history and linguistic change have temporarily concealed. Fundamentalist translations are considered to be merely restatements of an inerrant truth that is clear and non-ambiguous – they are not adaptations or interpretive readings. Fundamentalism ideally should produce no gloss or commentary. Thus the role of scholarship is solely to identify the accumulations of interpretive debris and to polish up the original, simple meaning. It is reasonable, from a fundamentalist attitude, that God must be the direct author of the Bible. This belief holds true as well among secular fundamentalists writing about literature, who postulate a God-like author who plans, directs, and controls the meaning of his work.

The traditional lecture format of the twentieth century (which is still largely used in business schools) was quite adapted to the bygone industrial era. In that format, one enlightened person talks (the teacher as knowledge giver) while the students (a-lumni, “those who do not see the light”) listen passively. Such traditional setting worked well in a world in which knowledge access was limited, environmental changes were slower and hierarchical organizations relied on passive workers mostly to relay information and obey orders. In our digital, post-industrial age, organizations that thrive are those that have flexible structures, adaptable strategies and a culture of constant learning and collaboration among so-called “knowledge workers”. Modern companies expect students to become autonomous information seekers and problem solvers. Students expect to be given tools, methods and concepts that will make them better at thinking critically and creatively (Lima, 2003). But that is not always what they find in passive learning environments.

Humans start out, much like other primates, relying on a massively parallel system of cognition, made up of a set of domain-specific heuristics that have evolved as a way of addressing particular problems that presented themselves with some frequency in the environment of evolutionary adaptation. All primates engage in social learning (whereby, instead of engaging in trial-and-error learning, they look to the behavior of conspecifics for clues as to the best strategy). Humans, however, hit on a particular heuristic-imitation with a conformist bias-that has significant adaptive value. In particular, the fidelity of the copying strategy is sufficiently great that it enables cumulative cultural change, and thus creates a cultural inheritance system.28 It also creates the preconditions for genuine rule-following to emerge, and hence for the development of norms-implicit-in-practice. This creates the possibility of semantic intentionality, and propositionally differentiated language (whereby the meaning of propositions becomes independent of their immediate context of use). Thus language develops, initially, as an external social practice. However, the enhancement of our cognitive abilities associated with this "language upgrade" leads individuals to increased dependence on language as a tool for planning and controlling their own behavior. Thus the intentional planning system develops as the seat of conscious, rational action. Theories of rational action (such as decision theory) are not psychological theories that attempt to model underlying "springs of action." They are essentially expressive theories, which attempt to work out the normative commitments that are implicitly undertaken whenever we act on the basis of our beliefs and preferences. Thus they are part of the toolkit that is provided to us by the language upgrade.

When the world is changing quickly, experience can become a curse, trapping us in old ways of doing and knowing, while inexperience can be a blessing, freeing us to improvise and adapt quickly to changing circumstances.

Mastery in a technology in fact is difficult to achieve because a technology grammar, unlike a linguistic one, changes rapidly. Technology grammars are primitive and dimly perceived at first; they deepen as the base knowledge that comprises them grows; and they evolve as new combinations that work well are discovered and as the daily use of working designs reveals difficulties. There is never closure to them. As a result, even adepts can never fully keep up with all the principles of combination in their domain. One result of this heavy investment in a domain is that a designer rarely puts a technology together from considerations of all domains available. The artist adapts himself, Paul Klee said, to the contents of his paintbox. "The painter...does not fit the paints to the world. He fits himself to the paint." As in art, so in technology. Designers construct from the domains they know.

Two recent books that make this case are by James K. A. Smith: Desiring the Kingdom: Worship, Worldview, and Cultural Formation (Grand Rapids, MI: Baker Academic, 2009); and Imagining the Kingdom: How Worship Works (Grand Rapids, MI: Baker Academic, 2013). Smith builds on Augustine’s idea that what makes us what we are is the order of our loves, and therefore what changes us is changing not what we think but what we love. Smith rightly critiques an approach to ministry that is too rationalistic and focused on information transfer and the transmission of right doctrine and beliefs. His response is that we change not by changing what we think as much as by changing what we worship—what we love and fill our imaginations with. He gives much more attention, however, to the liturgy and the shape of worship services, and little to preaching. I believe preaching can carry much of the weight of the ministry task of reshaping the heart. True to Smith’s critique, however, there is a relative dearth of evangelical books on preaching to the heart, in comparison with how to exegete and explain a biblical text. Some exceptions are Sinclair Ferguson, “Preaching to the Heart,” in Feed My Sheep: A Passionate Plea for Preaching (Grand Rapids, MI: Soli Deo Gloria, 2002), pp. 190–217; Samuel T. Logan, “The Phenomenology of Preaching,” in The Preacher and Preaching (Phillipsburg, NJ: Presbyterian and Reformed, 1986), pp. 129–60; and Josh Moody and Robin Weekes, Burning Hearts: Preaching to the Affections (Ross-shire, Scotland: Christian Focus, 2014). I would add that “preaching to the heart” not only is quite biblical but also is an important way to adapt to our secular age, in which inherited religion will be on the decline. People will be coming to church not because they ought to, because it is an entailment of being part of a social body or community, but only if they choose with their hearts to do so.

When everybody in the organization has been trained to employ the scientific approach to innovation as part of their daily work, we will have created a generative culture. We achieve this by practicing the experimental approach until it becomes habitual, part of our repertoire, using the Improvement Kata described in Chapter 6. That is what allows an organization to adapt rapidly to its changing environment. Toyota calls this “building people before building cars.”66

Companies respect conformity and uniformity, but they fail to see how limiting both are. Without change and innovation, companies cannot adapt to new realities. At one time, Singer was one of the biggest companies in the United States. Today, we’re not using Singer cell phones because the company was unable to adapt.

Because major change requires people across an entire organization to adapt, you as a leader need to resist the reflex reaction of providing people with the answers. Instead, force yourself to transfer, as Roosevelt did, much of the work and problem solving to others. If you don’t, real and sustainable change won’t occur. In addition, it’s risky on a personal level to continue to hold on to the work that should be done by others.

I described the experience of being watched and of consciously adapting one’s behaviour in order to manage the impression one creates. Now let’s look at it from the point of view of the observer. Imagine you are watching a man in a railway station who’s trying to get his money back from a machine that has swallowed his cash but not given him a ticket. He’s infuriated, pressing random buttons vigorously and cursing the machine under his breath. At a given moment he becomes aware that you’re watching and starts to feel foolish about conducting an altercation with a machine. So he sighs wearily and rattles the handle as if to say ‘this is tiresome but I’m mature enough not to let it get to me’. You spot the change: he is no longer living truthfully in the circumstances. Or to be more accurate, he is still living truthfully in circumstances that now include the fact that you are watching. The awareness of this has altered his behaviour. He may not acknowledge that he knows you’re watching him, but you see the change in him nonetheless. You might even be able to pinpoint the exact moment when he realizes you’re watching, even though he doesn’t look at you. He was being; now he’s showing.

Life is a self-correcting, negative regulatory system because it is always moving toward a specific target destination in the future. This target destination we call 'self preservation'. Achieve this goal it must constantly reduce the probabilities that interfere with its movement toward that future target. Hence, it conserves by self-regulating, like a thermostat set at a specific temperature, as it advances, all the while seeking to re-adapt in accordance with the changes it incurs. Putting this principle to work in our daily life means learning to adapt to new information while always adhering to a basic plan that can, in general, be modified according to alterations in the data encountered. Thoughts from; SPIRAL FORECASTING: Nature's Inside Track to Future Success

For more than half a million years, our recent hominid ancestors lived nomadic lives of extreme duress on the plains of East Africa, but the advent of agriculture changed that about 10,000 years ago. That is only 400 generations—not enough to adapt, genetically, to the changes in diet and society that ensued. Privately worked land and the accumulation of capital made humans less oriented toward group welfare, and the Industrial Revolution pushed society further in that direction. No one knows how the so-called Information Age will affect us, but there's a good chance that home technology and the Internet will only intensify our drift toward solipsism and alienation.

Mother had to get used to shop for food, but things were different - everything in the supermarket came in boxes, with names incomprehensible to her. Being a woman with a certain pride, she felt like an illiterate, apprehensive about the fact that people may make fun of her, may snicker behind her back. Eli was at work and I was in school and she had to try to get used to the new circumstances. Betty tried to be of help, but she had three small children, Frances was five and the twins just over two years old. Mother, a woman in her sixties, found it hard to adapt to new and fundamental changes around her. Her children supported the household, yet everything else weighted heavily, especially her gravely ill husband.

If your code is adaptive, you will be able to make changes to it more quickly, more easily, and with fewer errors than you would if you were working with a codebase that impedes changes.

That means, the longer you remain in the freeze response, the more easily overwhelmed you become each time a stressful situation occurs. Over time, the body begins to startle and freeze as a conditioned reflex to even the smallest stressors : a loud noise, a traffic jam or an unexpected change at work. It then becomes so increasingly hard to relax that, eventually, the body can no longer adapt to stress, causing physical and emotional symptoms to develop.

It’s highly possible that before success comes, there may be some obstacles in your path. If your plans don’t work out see it as a temporary defeat, and not as a permanent failure. Come up with a new plan and try again. If the new plan doesn’t work out either, change it, adapt it until it works. This is the point at which most people give up: They lack patience and persistence in working out new plans! But watch out. Don’t confuse this with persistently pursuing a plan that doesn’t work! If something doesn’t work…change it! Persistence means persistence toward achieving your goal. When you encounter obstacles - have patience. When you experience setback - have patience. When things are not happening - have patience. Don’t throw your goal away at the first sign of misfortune or opposition. Think of Thomas Edison and his ten thousand attempts to make the light bulb. Fail towards success like he did! Persistence is a state of mind. Cultivate it. If you fall down, get up, shake off the dust, and keep on moving towards your goal.