Availability And Priority Quotes

The competitive advantages the marketplace demands is someone more human, connected, and mature. Someone with passion and energy, capable of seeing things as they are and negotiating multiple priorities as she makes useful decisions without angst. Flexible in the face of change, resilient in the face of confusion. All of these attributes are choices, not talents, and all of them are available to you.

A true revolution of values will soon look uneasily on the glaring contrast of poverty and wealth. With righteous indignation, it will look at thousands of working people displaced from their jobs with reduced incomes as a result of automation while the profits of the employers remain intact, and say: “This is not just.” It will look across the oceans and see individual capitalists of the West investing huge sums of money in Asia, Africa and South America, only to take the profits out with no concern for the social betterment of the countries, and say: “This is not just.” It will look at our alliance with the landed gentry of Latin America and say: “This is not just.” The Western arrogance of feeling that it has everything to teach others and nothing to learn from them is not just. A true revolution of values will lay hands on the world order and say of war: “This way of settling differences is not just.” This business of burning human beings with napalm, of filling our nation’s homes with orphans and widows, of injecting poisonous drugs of hate into the veins of peoples normally humane, of sending men home from dark and bloody battlefields physically handicapped and psychologically deranged cannot be reconciled with wisdom, justice and love. A nation that continues year after year to spend more money on military defense than on programs of social uplift is approaching spiritual death. America, the richest and most powerful nation in the world, can well lead the way in this revolution of values. There is nothing to prevent us from paying adequate wages to schoolteachers, social workers and other servants of the public to insure that we have the best available personnel in these positions which are charged with the responsibility of guiding our future generations. There is nothing but a lack of social vision to prevent us from paying an adequate wage to every American citizen whether he be a hospital worker, laundry worker, maid or day laborer. There is nothing except shortsightedness to prevent us from guaranteeing an annual minimum—and livable—income for every American family. There is nothing, except a tragic death wish, to prevent us from reordering our priorities, so that the pursuit of peace will take precedence over the pursuit of war. There is nothing to keep us from remolding a recalcitrant status quo with bruised hands until we have fashioned it into a brotherhood.

The richest person in the world - in fact, all the riches in the world - couldn't provide you with anything like the endless, incredible loot available in your local library. You can measure the awareness, the breadth and the wisdom of a civilization, a nation, a people by the priority given to preserving these repositories of all that we are, all that we were, or will be. Our libraries are being eroded alarmingly by inflation. It behooves us - all of us - to stop the rot by the application of that prime preserver - money.

Since no grand resolution was available, the Gong memorial established a priority among the dangers, in effect based on the principle of defeating the near barbarians with the assistance of the far barbarians. It was a classical Chinese strategy that would be revisited roughly a hundred years later by Mao.

Even if yesterday existed, today is just real, not a fantasy like the past.

The approach to digital culture I abhor would indeed turn all the world's books into one book, just as Kevin (Kelly) suggested. It might start to happen in the next decade or so. Google and other companies are scanning library books into the cloud in a massive Manhattan Project of cultural digitization. What happens next is what's important. If the books in the cloud are accessed via user interfaces that encourage mashups of fragments that obscure the context and authorship of each fragment, there will be only one book. This is what happens today with a lot of content; often you don't know where a quoted fragment from a news story came from, who wrote a comment, or who shot a video. A continuation of the present trend will make us like various medieval religious empires, or like North Korea, a society with a single book. The Bible can serve as a prototypical example. Like Wikipedia, the Bible's authorship was shared, largely anonymous, and cumulative, and the obscurity of the individual authors served to create an oracle-like ambience for the document as "the literal word of God." If we take a non-metaphysical view of the Bible, it serves as a link to our ancestors, a window. The ethereal, digital replacement technology for the printing press happens to have come of age in a time when the unfortunate ideology I'm criticizing dominates technological culture. Authorship - the very idea of the individual point of view - is not a priority of the new ideology. The digital flattening of expression into a global mush is not presently enforced from the top down, as it is in the case of a North Korean printing press. Instead, the design of software builds the ideology into those actions that are the easiest to perform on the software designs that are becoming ubiquitous. It is true that by using these tools, individuals can author books or blogs or whatever, but people are encouraged by the economics of free content, crowd dynamics, and lord aggregators to serve up fragments instead of considered whole expressions or arguments. The efforts of authors are appreciated in a manner that erases the boundaries between them. The one collective book will absolutely not be the same thing as the library of books by individuals it is bankrupting. Some believe it will be better; others, including me, believe it will be disastrously worse. As the famous line goes from Inherit the Wind: 'The Bible is a book... but it is not the only book' Any singular, exclusive book, even the collective one accumulating in the cloud, will become a cruel book if it is the only one available.

A home that nourishes life embraces the little moments and appreciates the rhythmic seasons of life, including the time necessary to cook real food from scratch...It doesn't have to take too much time, however, with efficient menu planning and wisely planned trips to the grocery store and farmers' market. The payoffs are astronomical - better health, good stewardship of our environment, and setting a good example for our children are just a few of the benefits. It also fosters an appreciation of the ebbs and flows of seasons because you'll be using fresh ingredients that are more readily available (and of higher quality) when they are in season. If you feel too busy to cook from scratch, then I argue that you're too busy, period. Reevaluate your priorities and commitments. If you want to live a healthy, long life and to pass the same luxury on to your children, then you MUST take the time to cook real food

Commitment can be expressed in many ways. Traditionally it is solidified through marriage, owning property, having kids or wearing certain types of jewelry, but legal, domestic, or ornamental undertakings are not the only ways to show dedication. In a 2018 talk on solo polyamory at the Boulder Non-Monogamy Talk series, Kim Keane offered the following ways that people practicing nonmonogamy can demonstrate commitment to their partners: - Sharing intimate details (hopes, dreams, fears) and being vulnerable with each other. - Introducing partners to people who are important to you. - Helping your partners with moving, packing, homework, job hunting, shopping, etc. - Having regular time together, both mundane and novel. - Making the person a priority. (I suggest defining what 'being a priority' means to each of you.) - Planning trips together. - Being available to partners when they are sick or in need. - Collaborating on projects together. - Having frequent communication. - Offering physical, logistical or emotional support (e.g. at doctor's appointments or hospital visits or by helping with your partners' family, pets, car, children, taxes, etc.).

Sokolov was favorable impressed by the fact that he had not yet shit his pants. Men always made crude jokes about people pissing their pants with fear, but in Sokolov's experience, shitting the pants was more common if it was a straightforward matter of extreme emotional stress. Pants pissing was completely unproductive and suggested a total breakdown of elemental control. Pants shitting, on the other hand, voided the bowls and thereby made blood available to the brain and the large muscle groups that otherwise would have gone to the lower-priority activity of digestion. Sokolov could have forgiven Peter for shitting his pants, but if he had pissed his pants, then it really would have been necessary to get rid of him. In any case, Peter had done neither of these things yet.

This past soccer season, the league in which my son and daughter were playing had to make up two games due to rain (the price of living in Houston). The consensus in the league was that Sunday was the only available day, so the makeup games were scheduled for Sunday afternoon. My family and I sat down to discuss the matter, but no discussion was really necessary. There was no way we were going to participate. Sunday is the Lord's Day, and playing youth soccer games on Sunday makes a definite statement about the priorities in a community. Interestingly, the most flak from our decision came not from the irreligious people involved but from Christians! “You can go to church, then run home and change for the game,” one man said. One of my children's coaches added, “I'd be glad to pick them up if there is somewhere you have to be.” Nobody seemed to get it. We weren't making a decision based on the hectic nature of our Sunday schedule, nor was it a question of our adhering to a legalistic requirement handed down from our denomination. It was a matter of principle. Sunday is more than just another day. Youth sports leagues are great, but they are not sacred; Sunday is! Again, I do not believe that there is a legalistic requirement not to play games on a Sunday. Nor do I believe that the policeman, fireman, or airline mechanic who goes in to work on Sunday is out of the will of God. I do, however, think that there is a huge difference between someone whose job requires working on Sunday and a soccer league that just doesn't care.

Of the countless reasons why we could put God first, six major ones immediately come to mind: because He deserves it, because He commands it, so we are available for God-ordained appointments, so we don't miss out on the fullness that God offers, to keep us near to God and because life goes that much better when we do.

The issue becomes politically important because it is on everyone’s mind, and the response of the political system is guided by the intensity of public sentiment. The availability cascade has now reset priorities. Other risks, and other ways that resources could be applied for the public good, all have faded into the background.

An availability cascade is a self-sustaining chain of events, which may start from media reports of a relatively minor event and lead up to public panic and large-scale government action. On some occasions, a media story about a risk catches the attention of a segment of the public, which becomes aroused and worried. This emotional reaction becomes a story in itself, prompting additional coverage in the media, which in turn produces greater concern and involvement. The cycle is sometimes sped along deliberately by “availability entrepreneurs,” individuals or organizations who work to ensure a continuous flow of worrying news. The danger is increasingly exaggerated as the media compete for attention-grabbing headlines. Scientists and others who try to dampen the increasing fear and revulsion attract little attention, most of it hostile: anyone who claims that the danger is overstated is suspected of association with a “heinous cover-up.” The issue becomes politically important because it is on everyone’s mind, and the response of the political system is guided by the intensity of public sentiment. The availability cascade has now reset priorities. Other risks, and other ways that resources could be applied for the public good, all have faded into the background.

If prayer isn’t a priority in your life right now, why not make it a priority starting today? You might say, “But I don’t have time to pray.” You have time to do whatever you really want to do. If it’s truly in your heart to pray, you can find the time. And if your schedule is as busy as you think it is, take Ephesians 6:18 to heart. Grab any available time you can find, and make it your prayer time. Why not start this day out right? Make a quality decision to make prayer your first order of business!

Neurotic suffering indicates inner conflict. Each side of the conflict is likely to be a composite of many partial forces, each one of which has been structured into behavior, attitude, perception, value. Each component asserts itself, claims priority, insists that something else yield, accommodates. The conflict therefore is fixed, stubborn, enduring. It may be impugned and dismissed without effect, imprecations and remorse are of no avail, strenuous acts of will may be futile; it causes - yet survives and continues to cause - the most intense suffering, humiliation, rending of flesh. Such a conflict is not to be uprooted or excised. It is not an ailment, it is the patient himself. The suffering will not disappear without a change in the conflict, and a change in the conflict amounts to a change in what one is and how one lives, feels, reacts.

The soul grows through: 1 Humility and self-responsibility, your desire to totally and completely feel all your emotions, and to make it no one else’s fault, neither punishing, blaming, judging or harming yourself or others. 2 Desire to receive Divine Love and Truth as the priority: human love is secondary 3 Free will choice: being educated about all the possibilities available to you 4 Being sovereign: having your own connection to God and Truth within you dependent on no one else 5 Having a heartfelt determination, commitment and discipline 6 Merging with the spirit body vehicle and caring for the physical: The Holy Trinity 7 Loving and serving others in all dimensions 8 Developing the six forms of Love 9 Living by the 64 moral codes of love: Ma’at 10 Discernment and wisdom regarding what is love and what is truth; investigating and applying this consistently with everyone in all aspects of your life without exception

Generally, it is clear that things that make life less boring are a priority for the poor. This may be a television, or a little bit of something special to eat—or just a cup of sugary tea. Even Pak Solhin had a television, although it was not working when we visited him. Festivals may be seen in this light as well. Where televisions or radios are not available, it is easy to see why the poor often seek out the distraction of a special family celebration of some kind, a religious observance, or a daughter’s wedding. In our eighteen-country data set, it is clear that the poor spend more on festivals when they are less likely to have a radio or a television. In Udaipur, India, where almost no one has a television, the extremely poor spend 14 percent of their budget on festivals (which includes both lay and religious occasions). By contrast, in Nicaragua, where 58 percent of rural poor households have a radio and 11 percent own a television, very few households report spending anything on festivals.33

Hitler deployed four panzer groups with a total of seventeen panzer divisions and 3,106 tanks2 for Operation Barbarossa, the invasion of the Soviet Union. In addition, two independent panzer battalions, Pz.Abt. 40 and Pz.Abt. 211, were deployed in Finland with 124 tanks (incl. twenty Pz.III). The 2 and 5.Panzer-Divisionen were refitting in Germany after the Greek Campaign in April 1941 and were in OKH reserve. Otherwise, the only other extant panzer units were the 15.Panzer-Division with Generalleutnant Erwin Rommel in Libya and two panzer brigades in France. No other panzer units were in the process of forming in Germany. Consequently, the OKH was committing virtually all of the available German panzer forces to Barbarossa, with negligible reserves and limited monthly production output to replace losses. In mid-1941, German industry was producing an average of 250 tanks per month, half of which were the Pz.III medium tank. Combat experience in France and Belgium in 1940 indicated that the Germans could expect to lose about one-third of their medium tanks even in a short six-week campaign, which Hitler regarded as acceptable losses. Furthermore, German industry had no tanks beyond the Pz.III or Pz.IV in advance development. The Heereswaffenamt (Army Weapons Office) only authorized Henschel and Porsche to begin working on prototypes for a new heavy tank four weeks before Operation Barbarossa began, and this program had no special priority until after the first encounters with the Soviet T-34 and KV-1 tanks in combat.

Tanya Latty and Madeleine Beekman of the University of Sydney were studying the way slime molds handled tough choices. A tough choice for a slime mold looks something like this: On one side of the petri dish is three grams of oats. On the other side is five grams of oats, but with an ultraviolet light trained on it. You put a slime mold in the center of the dish. What does it do? Under those conditions, they found, the slime mold chooses each option about half the time; the extra food just about balances out the unpleasantness of the UV light. If you were a classical economist of the kind Daniel Ellsberg worked with at RAND, you’d say that the smaller pile of oats in the dark and the bigger pile under the light have the same amount of utility for the slime mold, which is therefore ambivalent between them. Replace the five grams with ten grams, though, and the balance is broken; the slime mold goes for the new double-size pile every time, light or no light. Experiments like this teach us about the slime mold’s priorities and how it makes decisions when those priorities conflict. And they make the slime mold look like a pretty reasonable character. But then something strange happened. The experimenters tried putting the slime mold in a petri dish with three options: the three grams of oats in the dark (3-dark), the five grams of oats in the light (5-light), and a single gram of oats in the dark (1-dark). You might predict that the slime mold would almost never go for 1-dark; the 3-dark pile has more oats in it and is just as dark, so it’s clearly superior. And indeed, the slime mold just about never picks 1-dark. You might also guess that, since the slime mold found 3-dark and 5-light equally attractive before, it would continue to do so in the new context. In the economist’s terms, the presence of the new option shouldn’t change the fact that 3-dark and 5-light have equal utility. But no: when 1-dark is available, the slime mold actually changes its preferences, choosing 3-dark more than three times as often as it does 5-light!

Greetings and welcome to The Keltic Woodshop. Established since November of 2003 in Kansas City, Missouri, The Keltic Woodshop specializes in custom cabinetry, furniture, and unique fine wood products in a personalized old fashioned handcrafted way. We are a small shop that strives towards individual attention and detail in every item produced. The Keltic Woodshop of Kansas City specializes in the following products: Custom Cabinets and Furniture: We use worldwide exotic woods. Our custom cabinets and furniture contains Russian Birch, Brazilian Cherry, African Mahogany, Asian Teak, Knotty Pine, Walnut, Red Oak, White Oak, and Bolivian Rosewood just to name a few. Custom orders are available. Handmade Walking Sticks: Our walking sticks include handcrafted, lightweight, strong, durable, handpainted, handcarved, Handapplied finishes and stains, Alaskan Diamond Willow, Hedgeapple, Red Oak, Memosa, Spalted Birch, and Spalted Ash. Custom Made Exotic Wood Display Cases: These are handmade from hardwoods of Knotty Pine, Asian Teak, African Mahogany, Sycamore, Aniegre, African Mahogany, and Black Cherry. We will do custom orders too. Pagan and Specialty Items: We have Red Oak and White Oak Ritual Wands with gems, Washington Driftwood Healing Wands with amethyst, crystaline, and citrine points, handpainted Red Oak and Hedgeapple Viking Runes for devination. We can make custom wood boxes for your tarot cards. Customer satisfaction is our highest priority. If you are looking for unusual or exotic lumbers, then we are the shop you've been searching for. The Keltic Woodshop stands behind and gurantees each item with an owner lifetime warranty on craftsmanship of the product with a replacement, repair, or moneyback in full, no questions asked, policy. We want you happy and completely satisfied with any product you may purchase. We are not a production shop so you will find joinery of woods containing handcut dovetails, as well as mortise and tenon construction. Finishes and stains are never sprayed on, but are applied personally by hand for that quality individual touch. the-tedswoodworking.com

The experience of the common worship of God is such a moment. It is in this connection that American Christianity has betrayed the religion of Jesus almost beyond redemption. Churches have been established for the underprivileged, for the weak, for the poor, on the theory that they prefer to be among themselves. Churches have been established for the Chinese, the Japanese, the Korean, the Mexican, the Filipino, the Italian, and the Negro, with the same theory in mind. The result is that in the one place in which normal, free contacts might be most naturally established—in which the relations of the individual to his God should take priority over conditions of class, race, power, status, wealth, or the like—this place is one of the chief instruments for guaranteeing barriers. It is in order to quote these paragraphs from a recently published book, The Protestant Church and the Negro, by Frank S. Loescher: There are approximately 8,000,000 Protestant Negroes. About 7,500,000 are in separate Negro denominations. Therefore, from the local church through the regional organizations to the national assemblies over 93 per cent of the Negroes are without association in work and worship with Christians of other races except in interdenominational organizations which involves a few of their leaders. The remaining 500,000 Negro Protestants—about 6 per cent—are in predominantly white denominations, and of these 500,000 Negroes in “white” churches, at least 99 per cent, judging by the surveys of six denominations, are in segregated congregations. They are in association with their white denominational brothers only in national assemblies, and, in some denominations, in regional, state, or more local jurisdictional meetings. There remains a handful of Negro members in local “white” churches. How many? Call it one-tenth of one per cent of all the Negro Protestant Christians in the United States—8,000 souls—the figure is probably much too large. Whatever the figure actually is, the number of white and Negro persons who ever gather together for worship under the auspices of Protestant Christianity is almost microscopic. And where interracial worship does occur, it is, for the most part, in communities where there are only a few Negro families and where, therefore, only a few Negro individuals are available to “white” churches. That is the over-all picture, a picture which hardly reveals the Protestant church as a dynamic agency in the integration of American Negroes into American life. Negro membership appears to be confined to less than one per cent of the local “white” churches, usually churches in small communities where but a few Negroes live and have already experienced a high degree of integration by other community institutions—communities one might add where it is unsound to establish a Negro church since Negroes are in such small numbers. It is an even smaller percentage of white churches in which Negroes are reported to be participating freely, or are integrated

...decision makers should realize that even with rational models and established parameters, situations will arise that may compel the United States to participate in peace operations. Humanitarian issues may seem compelling; domestic political pressures and pressures from allies may develop; and a range of foreign and domestic policy issues may require response, even if important U.S. security interests are not at stake directly. Military strategist and planners should be aware, also, that in a democratic society and an interdependent world, sometime decisions will be made outside established parameters for interventions. That makes the development of a strategy and the establishment of criteria all the more important, although planning for such events is necessarily less predictable and necessarily of lower priority. The systematic ability to analyze both the significance for national security and the immediate rationale for involvement may permit policy makers to withstand pressures if the consequences might be negative, or set limits that reduce potential harm. The...debate...about U.S. involvement in the former Yugoslavia is a microcosm of the varied and conflicting pressures that may arise. Some combination of assessment of national interest weighed against risk has militated against any commitment of ground troops while hostilities continue. Yet the importance of protecting allies may cause the policy to bend somewhat before the war ends, and the United States may become involved in an operation on a scale that may have been unnecessary if a strategy and the organization of national assets to support it had been available to prevent the crisis in the first place. Traditionally, peace operations, especially peacekeeping, were viewed as operations that came at the tail end of conflict. There will continue to be a need for peace operations to assist in bringing about and guaranteeing peace. However, the value of peace operations in dealing with precursor instabilities - to prevent, contain, or ameliorate incipient conflicts -- must be considered also. In this sense, peace operations are investments. Properly conducted by forces that have planned, prepared and trained for them within the proper strategic framework, peace operations may well preclude the need to deploy larger forces at substantial costs in both blood and treasure later.

The 9/11 Commission warned that Al Qaeda "could... scheme to wield weapons of unprecedented destructive power in the largest cities of the United States." Future attacks could impose enormous costs on the entire economy. Having used up the surplus that the country enjoyed as part of the Cold War peace dividend, the U.S. government is in a weakened financial position to respond to another major terrorist attack, and its position will be damaged further by the large budget gaps and growing dependence on foreign capital projected for the future. As the historian Paul Kennedy wrote in his book The Rise and Fall of Great Powers, too many decisions made in Washington today "bring merely short-term advantage but long-term disadvantage." The absence of a sound, long-term financial strategy could bring about a deterioration that, in his words, "leads to the downward spiral of slower growth, heavier taxes, deepening domestic splits over spending priorities and a weakening capacity to bear the burdens of defense." Decades of success in mobilizing enormous sums of money to fight large wars and meet other government needs have led Americans to believe that ample funds will be readily available in the event of a future war, terrorist attack, or other emergency. But that can no longer be assumed. Budget constraints could limit the availability or raise the cost of resources to deal with new emergencies. If government debt continues to pile up, deficits rise to stratospheric levels, and heave dependence on foreign capital grows, borrowing the money needed will be very costly. [Alexander] Hamilton understood the risks of such a precarious situation. After suffering through financial shortages, lack of adequate food and weapons, desertions, and collapsing morale during the Revolution, he considered the risk that the government would have difficulty in assembling funds to defend itself all too real. If America remains on its dangerous financial course, Hamilton's gift to the nation - the blessing of sound finances - will be squandered. The U.S. government had no higher obligation that to protect the security of its citizens. Doing so becomes increasingly difficult if its finances are unsound. While the nature of this new brand of warfare, the war on terrorism, remains uncharted, there is much to be gained if our leaders look to the experiences of the past for guidance in responding to the challenges of the future. The willingness of the American people and their leaders to ensure that the nation's finances remain sound in the face of these new challenges - sacrificing parochial interests for the common good - is the price we must pay to preserve the nation's security and thus the liberties that Hamilton and his generation bequeathed us.

No doubt, God has placed you in the position to love the unlovely, whether or not you've been obedient to that command. In fact, I think that we can surmise that anyone among us who is not struggling with loving someone isn't getting out enough! It's one of His priority agendas. He wants to use us to love with a supernatural supply someone we never could love otherwise. No believer can avoid this crucial high calling. Agape is an obedient response of availability to God, not a feeling. But, although it is not a feeling, its ultimate end is a feeling. You'll never respond to God with the mind of Christ that you do not finally end up with the heart of Christ. It's nothing less than supernatural. A pure, unadulterated miracle. See it for yourself—“Love never fails” (1 Cor. 13:8).

Goldratt taught us that in most plants, there are a very small number of resources, whether it’s men, machines, or materials, that dictates the output of the entire system. We call this the constraint—or bottleneck. Either term works. Whatever you call it, until you create a trusted system to manage the flow of work to the constraint, the constraint is constantly wasted, which means that the constraint is likely being drastically underutilized. “That means you’re not delivering to the business the full capacity available to you. It also likely means that you’re not paying down technical debt, so your problems and amount of unplanned work continues to increase over time,” he says. He continues, “You’ve identified this Brent person as a constraint to restore service. Trust me, you’ll find that he constrains many other important flows of work, as well.” I try to interrupt to ask a question, but he continues headlong, “There are five focusing steps which Goldratt describes in The Goal: Step 1 is to identify the constraint. You’ve done that, so congratulations. Keep challenging yourself to really make sure that’s your organizational constraint, because if you’re wrong, nothing you do will matter. Remember, any improvement not made at the constraint is just an illusion, yes? “Step 2 is to exploit the constraint,” he continues. “In other words, make sure that the constraint is not allowed to waste any time. Ever. It should never be waiting on any other resource for anything, and it should always be working on the highest priority commitment the IT Operations organization has made to the rest of the enterprise. Always.” I hear him say encouragingly, “You’ve done a good job exploiting the constraint on several fronts. You’ve reduced reliance on Brent for unplanned work and outages. You’ve even started to figure out how to exploit Brent better for the three other types of work: business and IT projects and changes. Remember, unplanned work kills your ability to do planned work, so you must always do whatever it takes to eradicate it.

seem banal, but it was an incredibly powerful experience for many of the UAW employees. The TPS makes building quality into products the highest priority, so a problem must be fixed as soon as possible after it’s discovered, and the system must then be improved to try and prevent that from happening again. Workers and managers cooperate to make this possible. The moment a worker discovers a problem, he or she can summon the manager by pulling on a cord (the famous andon cord). The manager will then come and help to try and resolve the problem. If the problem cannot be resolved within the time available, the worker can stop the production line until the problem is fixed. The team will later experiment with, and implement, ideas to prevent the problem from occurring again.

It also seems honorable that another woman would value motherhood over all my priorities. But I do not believe that I am selfish and she is not. There are women who choose motherhood for selfish reasons. There are mothers who act selfishly even if they chose motherhood in a burst of altruistic love. Selfishness and generosity are not relegated to particular life choices, and if generosity is a worthy life goal—and I believe it is—perhaps our task is to choose the path that for us creates its best opportunity. It is quite possible that I would be a less generous teacher, a less supportive partner, a less available friend if I had children of my own to take care of.

Were I Queen, my principal affirmative action plan would have three legs. First, it would promote equal educational opportunity, and effective job training for women, so they would not be reduced to dependency on a man or the state. Second, my plan would give men encouragement and incentives to share more evenly with women the joys, responsibilities, worries, upsets, and sometimes tedium of raising children from infancy to adulthood. (This, I admit, is the most challenging part of the plan to make concrete and implement.) Third, the plan would make quality day care available from infancy on. Children in my ideal world would not be women’s priorities, they would be human priorities. —Ruth Bader Ginsburg Two

Just because something is good is not a sufficient reason for doing it. The number of good things we can do far exceeds the time available to accomplish them. Some things are better than good, and these are the things that should command priority attention in our lives.

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Different groups have different priorities. Because Hispanics tend to have low incomes, they support increases in government services, even at the cost of more taxes for others. Most Hispanics supported all five spending initiatives on the May, 2005 California ballot; most whites opposed all five. Prof. Nikolai Roussanov of the Wharton School has found that both blacks and Hispanics spend 50 percent less on medical care than do whites with similar incomes, and that blacks and Hispanics spend 16 percent and 30 percent less, respectively, on education than do whites with similar incomes. Many studies have also found that blacks and Hispanics save less than whites for future goals like retirement. How do they spend their money? Blacks are more likely than whites to buy lottery tickets and to spend disproportionately more money doing so. Prof Roussanov says the biggest difference, however, is that blacks and Hispanics spend 30 percent more than whites with the same income on what he calls “visible goods” meant to convey status, such as clothing, cars, and jewelry. Different groups have different buying patterns. In 2004, Sears decided to turn 97 of its 870 locations into “multicultural stores,” in which clothing, signs, décor, and displays were geared to Hispanics and blacks, who do not have the same tastes and body sizes as whites. Hispanics want “stylish,” form-fitting clothing in bright, loud colors, and the highest heels available. Blacks need more “plus” sizes. In the multicultural stores, Sears displays the loud clothing prominently, near entrances. Clothing white women are likely to buy, such as the more traditional Land’s End line, is in the back. For years there was a Roy Rogers-Dale Evans Museum in Victorville, California, filled with Roy Rogers memorabilia and even his horse Trigger—stuffed, of course. That part of California is now heavily Hispanic, and no one is interested in Roy Rogers. The museum moved to Branson, Missouri, which has become a resort catering to bluegrass and country music fans, who are overwhelmingly white. Victorville immigrant Rosalina Sondoval-Marin did not miss the museum. “Roy Rogers? He doesn’t mean anything,” she said. “There’s a revolution going on, and it don’t include no Roy Rogers.

At Corbis, looking at the reasons why we worked on too many things at once was a revealing exercise. The CFO wanted to implement a new financial system. The SVP of Global Marketing wanted to blah, blah, blah. The VP of Media Services also wanted blah, blah, blah. The head of Sales wanted blah, blah, blah, blah. And they all wanted everything now. The resulting business priorities clashed all the way down the hierarchy and that was just the business side of the house. On the engineering side, not only did we need to implement all the business requests, we also had our own internal improvements to make and maintenance work to do. Furthermore, we still had to be available to drop everything when production issues occurred—like it or not, production comes first.

Black presidents were no novelty for me. About half my life, the half I lived in Nigeria, had been spent under their rule, and, in my mind, the color of the president was neither here nor there. But this was America. Race mattered. Not the facts: that Obama was not actually descended from slaves, that he was raised in a white household. The facts could be elided easily enough. Race was what mattered, race and the uses for which it was available; societal convention gave priority to his black roots over his white ones.

When we asked what gave him the greatest sense of passion and meaning in his life, he came up empty. He didn't feel much passion at work, he admitted, even though his authority and his stature had increased. He didn't feel much at home, even though it was clear that he loved his wife and children and considered them his highest priorities. The powerful source of energy that can be derived from connecting to a clear sense of purpose simply wasn't available to Roger. Unmoored from deeply held values, he didn't have much motivation to take better care of himself physically, or to control his impatience, or even to prioritize his time and focus his attention. With so much to keep him busy, he spent very little energy reflecting on the choices that he had made. Thinking about his life only made him uncomfortable anyway, since nothing seemed likely to change.

On the Kantian conception logic as a whole is concerned with investigating the form of the understanding: that is, the form of the intellectual aspect of our overall cognitive faculty to represent objects. Pure general and transcendental logic, in turn, are each concerned with investigating a dimension of that form. On this conception, the source of logical form is not to be comprehended apart from the role of our capacity for thought in the achievement of forms of cognition that are not merely logical. And the source of the notion of mere form of which pure general logic treats is not to be comprehended apart from its internal relation to the full-blooded form of that unified general cognitive capacity - and hence to the forms of the understanding or the categories. This means that on a Kantian understanding of the order of explanatory priority, we must first comprehend the inner logical dimension of form of which transcendental logic treats if we wish to arrive at a proper appreciation of how, via an abstraction, we may arrive at a proper comprehension of the comparatively outer logical dimension of mere form of which pure logical treats - that dimension of form which the rationalist logician, in accordance with his logically thin conception of reason, takes to be self-standingly available.

It is often helpful to keep records of how each hour in a given week is spent, and then look at the record in the light of scriptural priorities. The results may be shocking. Often the record shows that we have much more time available for Christian service than we imagine.

Let’s imagine that you are buying a pair of pants. Your goal would be: purchase a pair (or more, if that is your goal) of pants. Once you are in the store, you have many choices. You can choose from different styles, different materials, and different colors or patterns. Look through what is available and see what attracts you. Priorities refer to your main concerns in purchasing this piece of clothing. Are you shopping for pants to wear to a social event, for everyday wear, or to wear when you are doing chores? Is it important to buy something that is washable or is it OK to buy a dry-clean-only garment? Do you have a preference about color, style, or fit? What is your price range? All of these must be taken into consideration.

Remarkably, Grace never considered pursuing a career and very rarely sought consistent employment. At no time in her long life was Grace driven by the question of how to make a living. Accordingly, political considerations frequently guided her choices about employment, including where to work, for how long, and even whether to take a job. This set of choices, of course, was available to her because of the relative material security she enjoyed at most stages of her life: her comfortable middle-class upbringing and the family support she continued to enjoy when she returned to New York during the 1940s; her marital union with Jimmy; and the support of her political community, as she sometimes worked as a member of the organization’s (minimally) paid staff and later received financial support from Freddy and Lyman. But that alone does not explain her employment decisions. Grace’s indifference to career and upward mobility reflected her decidedly nonacquisitive personality and a complete disinterest in status or the trappings of any sort of professional life. This was evident in 1940 when Grace earned her Ph.D. Securing an academic job “was never on my mind,” she said decades later, thinking back to her mind-set and priorities while completing the degree. With no aspiration of becoming a professor—“ I had not studied philosophy in order to teach it”—Grace had allowed herself to sink into her studies without regard for where they would lead, intellectually or materially. The need to eventually find employment beyond what she had already been doing “was never in my consciousness. It just never bothered me,” she recalled. “What I knew was that by and large I had been able to make a living because I was a very good typist and I figured, if I needed money I can type.” 84 And that is what she did over the next two decades, taking various secretarial and clerical jobs, most of them short term or temporary and some of them part time.

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How can we manage production if we don’t know what the demand, priorities, status of work in process, and resource availability are? Suddenly, I’m kicking myself that I didn’t ask these questions on my first day.

The prize money certainly said something about FIFA’s priorities, though. The same week the 2015 Women’s World Cup kicked off, United Passions debuted in movie theaters. It was a propaganda film that FIFA produced about itself and bankrolled for around $30 million. That’s double the total amount of prize money FIFA made available to all teams participating in the 2015 Women’s World Cup. The film earned less than $1,000 in its debut weekend in North America, for the worst box-office opening in history, and it went down as the lowest-grossing film in U.S. history. Almost all the millions of dollars FIFA poured into making the movie was lost. The film has a 0% rating on the popular movie-review-aggregation website Rotten Tomatoes, and a New York Times review called it “one of the most unwatchable films in recent memory.” And

The prize money certainly said something about FIFA’s priorities, though. The same week the 2015 Women’s World Cup kicked off, United Passions debuted in movie theaters. It was a propaganda film that FIFA produced about itself and bankrolled for around $30 million. That’s double the total amount of prize money FIFA made available to all teams participating in the 2015 Women’s World Cup. The film earned less than $1,000 in its debut weekend in North America, for the worst box-office opening in history, and it went down as the lowest-grossing film in U.S. history. Almost all the millions of dollars FIFA poured into making the movie was lost. The film has a 0% rating on the popular movie-review-aggregation website Rotten Tomatoes, and a New York Times review called it “one of the most unwatchable films in recent memory.” And remember the uncomfortable encounter at the team hotel between the Americans and Brazilians after the 2007 Women’s World Cup semifinal? That would never happen in a men’s World Cup. That’s because FIFA assigns different hotels and training facilities to each men’s team, to serve as a base camp throughout the tournament. The women don’t get base camps—they jump from city to city and from hotel to hotel during the World Cup, and they usually end up bumping into their opponents, who are given the same accommodations. American coach Jill Ellis said she almost walked into the German meal room at the World Cup once. “Sometimes you’re in the elevator with your opponent going down to the team buses for a game,” Heather O’Reilly says. “It’s pretty awkward.

Feminism as defined by the priorities of white women hinged on the availability of cheap labor in the home from women of color.

Of all organizations, it was oddly enough Wal-Mart that best recognized the complex nature of the circumstances, according to a case study from Harvard’s Kennedy School of Government. Briefed on what was developing, the giant discount retailer’s chief executive officer, Lee Scott, issued a simple edict. “This company will respond to the level of this disaster,” he was remembered to have said in a meeting with his upper management. “A lot of you are going to have to make decisions above your level. Make the best decision that you can with the information that’s available to you at the time, and, above all, do the right thing.” As one of the officers at the meeting later recalled, “That was it.” The edict was passed down to store managers and set the tone for how people were expected to react. On the most immediate level, Wal-Mart had 126 stores closed due to damage and power outages. Twenty thousand employees and their family members were displaced. The initial focus was on helping them. And within forty-eight hours, more than half of the damaged stores were up and running again. But according to one executive on the scene, as word of the disaster’s impact on the city’s population began filtering in from Wal-Mart employees on the ground, the priority shifted from reopening stores to “Oh, my God, what can we do to help these people?” Acting on their own authority, Wal-Mart’s store managers began distributing diapers, water, baby formula, and ice to residents. Where FEMA still hadn’t figured out how to requisition supplies, the managers fashioned crude paper-slip credit systems for first responders, providing them with food, sleeping bags, toiletries, and also, where available, rescue equipment like hatchets, ropes, and boots. The assistant manager of a Wal-Mart store engulfed by a thirty-foot storm surge ran a bulldozer through the store, loaded it with any items she could salvage, and gave them all away in the parking lot. When a local hospital told her it was running short of drugs, she went back in and broke into the store’s pharmacy—and was lauded by upper management for it.

Before Entry Read internal and external perspectives on the market and consumers. You won’t become an expert, but that’s OK; awareness is what you’re after. Identify local consultants who can brief you on the state of the market and the competitive environment. Learn the language—it’s not about fluency; it’s about respect. Develop some hypotheses about the business situation you are entering. – Use the STARS model to talk with your new boss and other stakeholders about the situation. – Assess the leadership team—is it functioning well, and does it comprise a good mix of new and veteran, or local and expatriate, talent? – Assess the overall organization using any available corporate performance and talent-pool data. – If possible, talk to some team members to gather their insights and test some of your early hypotheses. After Entry Your first day, first week, and first month are absolutely critical. Without the following four-phase plan, you risk getting drawn into fighting fires rather than proactively leading change. Diagnose the situation and align the leadership team around some early priorities. Establish strategic direction and align the organization around it. Repair critical processes and strive for execution consistency. Develop local leadership talent to lay the foundation for your eventual exit.

What to Do Tonight Spend private time with your child, ideally without electronics. Take turns with each child if you have more than one, so that the ratio is one-on-one. It is remarkably healing for kids and will help you to enjoy them. It also makes them feel like they are your number one priority. If you’re highly anxious, do something about it. Treating anxiety is one of the best things you can do for yourself and your family. Consider participating in cognitive behavioral therapy: you can learn very effective strategies for identifying and “talking back to” the distorted and unproductive thoughts that contribute to high anxiety. Learn to meditate. Take a yoga class. Be very regular in your exercise routine. Spend time in nature. Get more sleep. Socialize more with friends if it helps you feel calm. Avoid making decisions for your child based on fear. If you find yourself thinking, “I’m afraid if I don’t do this now, then—” stop. Do what you feel is right now, not what you feel you have to because of what you’re afraid will happen if you don’t. If your child is struggling, schedule a short time every day for you to worry about his or her problems. Literally write it into your planner. This will let your brain know that it is safe not to worry all day long. Remember who’s responsible for what. It cannot be your responsibility to see that everything goes well for your children at all times. If you are very worried about your teenager and have talked through the issues together many times, write your child a short letter summarizing your concerns and offering any help the child might need. Then promise that you will not bring the issue up again for a month. When you break your promise (because you will) apologize and recommit to it. Get out a piece of paper and draw a vertical line in the middle. In the left-hand column, write statements such as the following: “It’s okay for Jeremy to have a learning disability,” “It’s okay that Sarah doesn’t have any friends right now,” “It’s okay for Ben to be depressed right now.” In the right-hand column, write down the automatic thoughts that come to your mind in response (likely rebuttal) to these statements. Then question these automatic thoughts. Ask questions such as, “Can I be absolutely sure that this thought is true?” “Who would I be if I didn’t believe this?” This kind of self-questioning exercise, developed by author and speaker Byron Katie and others, can serve as a useful tool for discovering the thoughts that trap you into negative judgments.18 Create a stress-reduction plan for yourself. Can you get more exercise? More sleep? What calms you down and how can you do more of it? Don’t make yourself available to your kids at the expense of your own well-being. Wall off some “me” time. Model self-acceptance and tell your kids what you’re doing.

Hence the metaphor of a spaceship or a life-support system, is quite perverse: when humans design a life-support system, they design it to provide the maximum possible comfort, safety and longevity for its users within the available resources; the biosphere has no such priorities.

It is not intended that every violation of the law should be prosecuted. There are more important priorities on which to spend public money. It is enough that the law is available to be used when necessary, to try to prevent violations from reaching unacceptable levels in particular communities, and to prevent perpetrators of high-profile offences from escaping with impunity. Indeed, even when criminal charges are brought, it is increasingly common to prescribe some remedial sentence, such as attendance at a ‘speeding awareness’ course, instead of a penalty. International law is no different. There is neither the expectation nor the intention that international law should be enforced on every occasion when it is violated. Many minor violations are willingly tolerated as the products of human frailty, or as not worth pursuing.

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Emerging operating models also mean that talent and culture have to be rethought in light of new skill requirements and the need to attract and retain the right sort of human capital. As data become central to both decision-making and operating models across industries, workforces require new skills, while processes need to be upgraded (for example, to take advantage of the availability of real-time information) and cultures need to evolve. As I mentioned, companies need to adapt to the concept of “talentism”. This is one of the most important, emerging drivers of competitiveness. In a world where talent is the dominant form of strategic advantage, the nature of organizational structures will have to be rethought. Flexible hierarchies, new ways of measuring and rewarding performance, new strategies for attracting and retaining skilled talent will all become key for organizational success. A capacity for agility will be as much about employee motivation and communication as it will be about setting business priorities and managing physical assets. My

Arik had already gone two weeks longer than usual for this haircut because of an overseas business trip. Time to get back to his highest priority. “How long until Dominic is back?” “A week, maybe two. I told him to take his time. Granddad doesn’t often take time off, and he’s getting up there in years.” A few weeks? He’d look like a wildebeest if he waited that long. “That’s no good. I need a cut. Are there any male barbers available?” “Afraid to let a girl touch your precious hair?” She smirked. “I can peek at the schedule and see if we can squeeze you in this afternoon.” “I don’t have time to come back. I need it done now.” Usually when he used the word now, people jumped to do his bidding. She, on the other hand, shook her head. “Not happening, unless you’ve changed your mind and are willing to let me cut it.” “You’re a hairdresser.” “Exactly.” “I want a barber.” “Same thing.” Said the girl without a Y chromosome. “I think I’ll wait.” Arik turned away from her, only to freeze as she muttered, “Pussy.” If she only knew how right she was. But, of course, she didn’t mean the feline version. Pride made him pivot back. “You know what. On second thought, you may cut my hair.” “How gracious of you, Your Majesty.” She sketched him a mock bow. Not funny, even if accurate. He glared in reply. “I see someone’s too uptight for a sense of humor.” “I greatly enjoy comedy, when I hear it.” “Sorry if my brand of sarcasm is too simple for you to understand, big guy. Now, if you’re done, sit down so we can get this over with and send you and your precious hair back to your office.

A WOMAN OF PRAYER Rejoice always, pray without ceasing, in everything give thanks; for this is the will of God in Christ Jesus for you. 1 Thessalonians 5:16-18 NKJV On his second missionary journey, Paul started a small church in Thessalonica. A short time later, he penned a letter that was intended to encourage the new believers at that church. Today, almost 2,000 years later, 1 Thessalonians remains a powerful, practical guide for Christian living. In his letter, Paul advised members of the new church to “pray without ceasing.” His advice applies to Christians of every generation. When we consult God on an hourly basis, we avail ourselves of His wisdom, His strength, and His love. As Corrie ten Boom observed, “Any concern that is too small to be turned into a prayer is too small to be made into a burden.” Today, make yourself a woman of prayer. Instead of turning things over in your mind, turn them over to God in prayer. Instead of worrying about your next decision, ask God to lead the way. Don’t limit your prayers to meals or bedtime. Become a woman of constant prayer. God is listening, and He wants to hear from you. Now. The manifold rewards of a serious, consistent prayer life demonstrate clearly that time with our Lord should be our first priority. Shirley Dobson A TIMELY TIP Today, ask yourself if your prayer life is all that it should be. If the answer is yes, keep up the good work. But if the answer is no, set aside a specific time each morning to talk to God. And then, when you’ve set aside a time for prayer, don’t allow yourself to become sidetracked.

How can we manage production if we don’t know what the demand, priorities, status of work in process, and resource availability are?

It also seems honorable that another woman would value motherhood over all my priorities. But I do not believe that I am selfish and she is not. There are women who choose motherhood for selfish reasons. There are mothers who act selfishly even if they chose motherhood in a burst of altruistic love. Selfishness and generosity are not relegated to particular life choices, and if generosity is a worthy life goal—and I believe it is—perhaps our task is to choose the path that for us creates its best opportunity. It is quite possible that I would be a less generous teacher, a less supportive partner, a less available friend if I had children of my own to take care of. Love is not a pie, the saying goes, but it is also true that there are only so many hours in a day.

I have a sinking feeling in the pit of my stomach. How can we manage production if we don’t know what the demand, priorities, status of work in process, and resource availability are? Suddenly, I’m kicking myself that I didn’t ask these questions on my first day.

A ministerial report published in May 2016 found ‘widespread practices of improper and unfair influence affecting the outcomes of the appointment of educators’, and that the ‘current process for selecting candidates for appointment in the education sector is riddled with inconsistencies’. It concluded that ‘where authority is weak, inefficient and dilatory, teacher unions [the South African Democratic Teachers’ Union, SADTU] move into the available spaces and determine policies, priorities and appointments, achieving undue influence over matters which primarily should be the responsibility of the Department [of Basic Education]’.155 The report followed widespread coverage of corruption and abuse of learners, including teachers paying union officials to appoint them to senior positions, and demands for sex in return for jobs. A January 2017 article in The Economist (‘South Africa has one of the world’s worst education systems’) found that: ‘A shocking 27% of pupils who have attended school for six years cannot read, compared with 4% in Tanzania and 19% in Zimbabwe. After five years of school about half cannot work out that 24 divided by three is eight. Only 37% of children starting school go on to pass the matriculation exam; just 4% earn a degree.’156

Your task as a mother, in conjunction with your husband, is to build a man out of the raw materials available in this delightful little boy, stone upon stone upon stone. Never assume for a moment that you can “do your own thing” without serious consequences for him and his sister. I believe this task must be your highest priority for a period of time. It will not always be required of you. Before you know it, that child at your feet will become a young man who will pack his bags and take his first halting steps into the adult world.

they asked her, "how do you love yourself well?" she answered, "make your well-being and healing a top priority. have the courage to create boundaries that will support your flourishing. listen closely to your intuition, who are emotionally available. being intentional with your life is loving yourself well." (conscious living)