B Project Quotes

A Dickens character to me is a theatrical projection of a character. Not that it isn't real. It's real, but in that removed sense. But Sherlock Holmes is simply there. I would be astonished if I went to 221 1/2 B Baker Street and didn't find him." [An Invitation to Learning, January 1942]

So how can we determine what’s real and what’s not? We can’t. We can just pick and choose what we want to believe and rationalize it as best we can. Reality, after all, is basically a movie projected inside our heads. It’s based on the colors our senses permit us to see, the sounds they permit us to hear and whatever else our brains let slip through the gates. But outside our limited senses, surrounding us, there is, unquestionably, a much greater reality, a universe we live in but cannot see. Well, most of us, anyway. Out there, in the dark, All Things Are Possible.

Human existence is, ab initio, an ongoing externalization. As man externalizes himself, he constructs the world into which he externalizes himself. In the process of externalization, he projects his own meanings into reality. Symbolic universes, which proclaim that all reality is humanly meaningful and call upon the entire cosmos to signify the validity of human existence, constitute the farthest reaches of this projection.80 b.

There's a class of things to be afraid of: it's "those things that you should be afraid of". Those are the things that go bump in the night, right? You're always exposed to them when you go to horror movies, especially if they're not the gore type of horror movie. They're always hinting at something that's going on outside of your perceptual sphere, and they frighten you because you don't know what's out there. For that the Blair Witch Project was a really good example, because nothing ever happens in that movie but it's frightenting and not gory. It plays on the fact tht you do have a category of Those Things Of Which You Should Be Afraid. So it's a category, frightening things. And only things capable of abstraction can come up with something like the caregory of frightenting things. And so Kali is like an embodied representation of the category of frightening things. And then you might ask yourself, well once you come up with the concept of the category of frightening things, maybe you can come up with the concept of what to do in the face of frightening things. Which is not the same as "what do you do when you encounter a lion", or "what do you do when you encounter someone angry". It's a meta question, right? But then you could say, at a philosophical level: "You will encounter elements of the category of all those things which can frighten and undermine you during your life. Is there something that you can do *as a category* that would help you deal with that." And the answer is yeah, there is in fact. And that's what a lot of religious stories and symbolic stories are trying to propose to you, is the solution to that. One is, approach it voluntarily. Carefully, but voluntarily. Don't freeze and run away. Explore, instead. You expose yourself to risk but you gain knowledge. And you wouldn't have a cortex which, you know, is ridiculously disproportionate, if as a species we hadn't decided that exploration trumps escape or freezing. We explore. That can make you the master of a situation, so you can be the master of something like fire without being terrified of it. One of the things that the Hindus do in relationship to Kali, is offer sacrifices. So you can say, well why would you offer sacrifices to something you're afraid of. And it's because that is what you do, that's always what you do. You offer up sacrifices to the unknown in the hope that good things will happen to you. One example is that you're worried about your future. Maybe you're worried about your job, or who you're going to marry, or your family, there's a whole category of things to be worried about, so you're worried about your future. SO what're you doing in university? And the answer is you're sacrificing your free time in the present, to the cosmos so to speak, in the hope that if you offer up that sacrifice properly, the future will smile upon you. And that's one of the fundamental discoveries of the human race. And it's a big deal, that discovery: by changing what you cling to in the present, you can alter the future.

The lover of excellence is prone to being drawn out of himself, erotically almost, in a way that the universalist egalitarian is not. The latter's empathy, projected from afar and without discrimination, is more principled than attentive. It is similar to bad art and mathematical shoelaces, in this regard; it is content to posit rather than to see the humanity of its beneficiaries.

Centuries ago, the irritant was established cultural authorities that shackled the mind in “self-imposed immaturity,” as Kant said. But our emergence from immaturity seems to have stalled at an adolescent stage, like a hippie who hasn’t aged very well. The irritants that stand out now are the self-delusions that have sprouted up around a project of liberation that has gone to seed, ushering in a “culture of performance” that makes us depressed.

The term bit (the contraction, by 40 bits, of “binary digit”) was coined by statistician John W. Tukey shortly after he joined von Neumann’s project in November of 1945.

It’s also unlikely that you’re playing only one game. You have a career and friends and family members and personal projects and artistic endeavors and athletic pursuits.

As I gazed rather intently at the earth my grandfather said: How long will your thoughts continue to dwell upon the earth?

Both as workers and as consumers, we feel we move in channels that have been projected from afar by vast impersonal forces. We worry that we are becoming stupider, an begin to wonder if getting an adequate grasp on the world, intellectually, depends on getting a handle on it in some literal and active sense.

People ask what will happen if Mars One fails. There will be Mars Two, Mars Three, there will be Gliese 581 One, Proxima Centauri b One etc. If a project opens the path for other projects, it means that it has already triumphed!

On Freud’s understanding, there is a fundamental conflict between the self and the world; that is essentially what the experience of guilt tells us. Such conflict is a source of anxiety, but it also serves to structure the individual. The project of becoming a grown-up demands that one bring one’s conflicts to awareness; to intellectualize them and become articulate about them, rather than let them drive one’s behavior stupidly. Being an adult involves learning to accept limits imposed by a world that doesn’t fully answer to our needs; to fail at this is to remain infantile, growing old in the Mickey Mouse Clubhouse.

Imagine the case of someone supervising an exceptional team of workers, all of them striving towards a collectively held goal; imagine them hardworking, brilliant, creative and unified. But the person supervising is also responsible for someone troubled, who is performing poorly, elsewhere. In a fit of inspiration, the well-meaning manager moves that problematic person into the midst of his stellar team, hoping to improve him by example. What happens?—and the psychological literature is clear on this point.64 Does the errant interloper immediately straighten up and fly right? No. Instead, the entire team degenerates. The newcomer remains cynical, arrogant and neurotic. He complains. He shirks. He misses important meetings. His low-quality work causes delays, and must be redone by others. He still gets paid, however, just like his teammates. The hard workers who surround him start to feel betrayed. “Why am I breaking myself into pieces striving to finish this project,” each thinks, “when my new team member never breaks a sweat?” The same thing happens when well-meaning counsellors place a delinquent teen among comparatively civilized peers. The delinquency spreads, not the stability.65 Down is a lot easier than up.

Money is based on two universal principles: a. Universal convertibility: with money as an alchemist, you can turn land into loyalty, justice into health, and violence into knowledge. b. Universal trust: with money as a go-between, any two people can cooperate on any project.

That sounds really interesting. I’m working on A, B, and C right now. Which should I set aside in order to focus on this project?

I’d rather be known as a freak than a science project.

I would let you take me through a million nightmares if it meant that I could have one dream with you.

Unification is the very soul of dharma. We see it in every life we’ve studied during this entire project. Thoreau streamlined his life in order to free his inner mystic. Frost became a farmer who farmed poetry. Goodall organized her life around her chimps. The degree of unification that you accomplish is the degree to which you’re doing your dharma. “How we spend our days,” says author Annie Dillard, “is, of course, how we spend our lives.” Once the mature Susan B. Anthony had fully organized her life around her dharma, she declared, as I have said, “Failure is impossible.” She had grasped the central principle: As long as you are living your dharma fully—unified!—you cannot fail. Indeed, you have already succeeded.

M-machinery’ll make an ocean of commodities. Dictators can’t stop it. Man will accept death. Live without God. That’s a b-brave project. End of an illusion. But with what values instead?

One thing that distinguishes human beings from other animals is that we are evaluative creatures. We can take a critical stance toward our own activities, and aspire to direct ourselves toward objects and projects that we judge to be more worthy than others that may be more immediately gratifying. Animals are guided by appetites that are fixed, and so are we, but we can also form a second-order desire, “a desire for a desire,” when we entertain some picture of the sort of person we would like to be—a person who is better not because she has more self-control, but because she is moved by worthier desires. Acquiring the tastes of a serious person is what we call education. Does it have a future? The advent of engineered, hyperpalatable mental stimuli compels us to ask the question.

The most expensive single undertaking of the Second World War was the B-29 Bomber, the Superfortress. The second most expensive was the Manhattan Project, the massive, unprecedented effort to invent and build the world’s first atomic bomb. But the third most expensive project of the war? Not a bomb, not a plane, not a tank, not a gun, not a ship. It was the Norden bombsight, the fifty-five-pound

In fact, a study by Leah B. Shapira and Myriam Mongrain showed that speaking to oneself as a good friend for seven days straight lowers depression for three months and raises happiness for six months.

Now I’m totally uncomfortable.  I am not going to talk about this.  A man’s dreams are supposed to be private.  If they weren’t, we could project them from our heads for very bizarre and sometimes unspeakably naughty prime time TV.

To improve chances of success, you want to build a project or product where you think you’re filling a hole. Part of the trick is showing people things that they either a) haven’t seen in a long time or b) things they haven’t seen before.

The Eridian homeworld is the first planet in the 40 Eridani system. Humans actually spotted it a while ago, obviously not knowing there was a whole civilization there. The catalog name for it is “40 Eridani A b.” That’s a mouthful. The planet’s actual name,

I think ya'll should work for me this summer in Gutshot. I'm starting a project, and you'd be perfect for it." Over the years, people had occasionally sought to employ Colin in a manner beffitting his talents. But (a) summers were for smart-kid camp so that he could further his learning and (b) a real job would distract him from his real work, which was becoming an ever-larger repository of knowledge, and (c) Colin didn't really have any marketable skills. One rarely comes across, for instance, the following want ad:

From the line, watching, three things are striking: (a) what on TV is a brisk crack is here a whooming roar that apparently is what a shotgun really sounds like; (b) trapshooting looks comparatively easy, because now the stocky older guy who's replaced the trim bearded guy at the rail is also blowing these little fluorescent plates away one after the other, so that a steady rain of lumpy orange crud is falling into the Nadir's wake; (c) a clay pigeon, when shot, undergoes a frighteningly familiar-looking midflight peripeteia -- erupting material, changing vector, and plummeting seaward in a corkscrewy way that all eerily recalls footage of the 1986 Challenger disaster. All the shooters who precede me seem to fire with a kind of casual scorn, and all get eight out of ten or above. But it turns out that, of these six guys, three have military-combat backgrounds, another two are L. L. Bean-model-type brothers who spend weeks every year hunting various fast-flying species with their "Papa" in southern Canada, and the last has got not only his own earmuffs, plus his own shotgun in a special crushed-velvet-lined case, but also his own trapshooting range in his backyard (31) in North Carolina. When it's finally my turn, the earmuffs they give me have somebody else's ear-oil on them and don't fit my head very well. The gun itself is shockingly heavy and stinks of what I'm told is cordite, small pubic spirals of which are still exiting the barrel from the Korea-vet who preceded me and is tied for first with 10/10. The two brothers are the only entrants even near my age; both got scores of 9/10 and are now appraising me coolly from identical prep-school-slouch positions against the starboard rail. The Greek NCOs seem extremely bored. I am handed the heavy gun and told to "be bracing a hip" against the aft rail and then to place the stock of the weapon against, no, not the shoulder of my hold-the-gun arm but the shoulder of my pull-the-trigger arm. (My initial error in this latter regard results in a severely distorted aim that makes the Greek by the catapult do a rather neat drop-and-roll.) Let's not spend a lot of time drawing this whole incident out. Let me simply say that, yes, my own trapshooting score was noticeably lower than the other entrants' scores, then simply make a few disinterested observations for the benefit of any novice contemplating trapshooting from a 7NC Megaship, and then we'll move on: (1) A certain level of displayed ineptitude with a firearm will cause everyone who knows anything about firearms to converge on you all at the same time with cautions and advice and handy tips. (2) A lot of the advice in (1) boils down to exhortations to "lead" the launched pigeon, but nobody explains whether this means that the gun's barrel should move across the sky with the pigeon or should instead sort of lie in static ambush along some point in the pigeon's projected path. (3) Whatever a "hair trigger" is, a shotgun does not have one. (4) If you've never fired a gun before, the urge to close your eyes at the precise moment of concussion is, for all practical purposes, irresistible. (5) The well-known "kick" of a fired shotgun is no misnomer; it knocks you back several steps with your arms pinwheeling wildly for balance, which when you're holding a still-loaded gun results in mass screaming and ducking and then on the next shot a conspicuous thinning of the crowd in the 9-Aft gallery above. Finally, (6), know that an unshot discus's movement against the vast lapis lazuli dome of the open ocean's sky is sun-like -- i.e., orange and parabolic and right-to-left -- and that its disappearance into the sea is edge-first and splashless and sad.

Now the stress dream was real. I was alone in my bed. Alone when my kids went on playdates. Just one hour in my house without them made me project into the future to when they would go off to college, leaving me behind. Would I be alone for the rest of my life? Marne

As our mental lives become more fragmented, what is at stake often seems to be nothing less than the question of whether one can maintain a coherent self. I mean a self that is able to act according to settled purposes and ongoing projects, rather than flitting about.

well i think ...superman knew humans r jealos lot and cannot tolerate his gifts...n to blend in,if he projects himself loser..he b almost invisible to them n can live a happy normal life....weak,coward,unsure isnt his critique bt a mirror hw human race wants themselves to b seen

…With no sacredness of the ballot there can be no sacredness of human life itself. For if the strong can take the weak man’s ballot, when it suits his purpose to do so, he will take his life also.” [Ida B Wells, “How Enfranchisement Stops Lynchings,” Original Rights Magazine 1, no. 4 (June 1910): 43-45]

A project life cycle represents the highest-level project management approach, depicted as a series of periods and phases, each with a defined output. A project life cycle can be documented with a methodology, which is a system of practices, techniques, procedures, and rules used by those who work in a discipline.

Over the past twenty years, Maher watched that pattern play out again and again as major clothing brands made demands on suppliers in Bangladesh to lower their prices while also completing orders faster and constantly improving their workplace and environmental standards. Fakir Fashion has implemented certified projects to treat its wastewater, harvest rainwater, use more solar power, provide meals and child care for workers, hire workers with disabilities, build schools in the local area and more. They have been unable to pass on any of the expenses of these improvements to apparel brands or consumers, who continue to want more for less.

May you say the things I have tried to say long after I am not there to say them. G. B. Smith’s words were a clear call to Ronald Tolkien to begin the great work that he had been meditating for some time, a grand and astonishing project with few parallels in the history of literature. He was going to create an entire mythology.

Why, then, did the Americans invest so much in Vietnam when, in comparison with the whole of their interests at the time, so little was at stake there? Thucydidean resemblances, I think, suggest an answer. Megara might look like a trifle, Pericles told the Athenians in 432 B.C.E., but if they yielded on that small matter “you will instantly have to meet some greater demand.” “Without the United States,” John F. Kennedy warned a Texas audience on the morning of November 22, 1963, “South Viet-Nam would collapse overnight,” and American alliances everywhere were equally vulnerable. There was no choice, Pericles insisted, but to “resist our enemies in any way and in every way.” For, as Kennedy added: “We are still the keystone in the arch of freedom.” 58 However distant they may be in time and space, statements like these perch precariously across scale. For if credibility is always in doubt, then capabilities must become infinite or bluffs must become routine. Neither approach is sustainable: that’s why walls exist in the first place. They buffer what’s important from what’s not. When one’s own imprecisions pull walls down—as Pericles and Kennedy did when they dismissed the possibility of giving anything up—then fears become images, images become projections, and projections as they expand blur into indistinctiveness.

Once upon a time, our problem was guilt: the feeling that you have made a mistake, with reference to something forbidden. This was felt as a stain on one’s character. Ehrenberg suggests the dichotomy of the forbidden and the allowed has been replaced with an axis of the possible and the impossible. The question that hovers over your character is no longer that of how good you are, but of how capable you are, where capacity is measured in something like kilowatt hours—the raw capacity to make things happen. With this shift comes a new pathology. The affliction of guilt has given way to weariness—weariness with the vague and unending project of having to become one’s fullest self. We call this depression.

Modernity has hitched its wagon to science, a form of discourse that challenges and undermines traditional narratives. But in order to legitimize itself, science needs a story of progress from opinion and superstition to scientific truth and on to universal peace and happiness. The Enlightenment project is inseparable from its legitimizing metanarratives.

The sensory cortex and visual cortex are far away from each other. How do those tactile neurons “know” (a) that there’s vacant property in the visual cortex; (b) that hooking up with those unoccupied neurons helps turn fingertip information into “reading”; and (c) how to send axonal projections to this new cortical continent? All are matters of ongoing research.

The hard workers who surround him start to feel betrayed. “Why am I breaking myself into pieces striving to finish this project,” each thinks, “when my new team member never breaks a sweat?” The same thing happens when well-meaning counsellors place a delinquent teen among comparatively civilized peers. The delinquency spreads, not the stability.65 Down is a lot easier than up.

[B]eyond hiding our need and neurotically pursuing self-esteem, there is a third way our neurotic anxiety about death interferes with love. And this is the darkest manifestation of all, as it makes us violent. Because our worldview is the source of our significance and self-esteem, we want to defend it from the criticisms of out-group members. Those who are different from us implicitly or explicitly call into question the things we hold most dear, the cultural values that ground and shape the contours of our identity and self-esteem in the face of death. In this, out-group members become a source of anxiety, an existential threat. To cope with the anxiety, we rush to defend our worldview and become dogmatic, fundamentalist, and ideological in regard to our values, culture, and way of life. We embrace our worldview as unique and exceptional, as superior to other worldviews, which we deem inferior, mistaken, and even dangerous. This mindset begins the process in which out-group members are denigrated and eventually demonized, sowing the seeds of violence. The point to note here is how this violence is fueled by an underlying neurotic fear that the cultural projects that we’ve invested in and sacrificed for are not actually immortal, eternal, timeless, or immune to death.

Monkeys and pedestals is a mental model that helps you quit sooner. Pedestals are the part of the problem you know you can already solve, like designing the perfect business card or logo. The hardest thing is training the monkey. When faced with a complex, ambitious goal, (a) identify the hard thing first; (b) try to solve for that as quickly as possible; and (c) beware of false progress. Building pedestals creates the illusion that you are making progress toward your goal, but doing the easy stuff is a waste of time if the hard stuff is actually impossible. Tackling the monkey first gets you to no faster, limiting the time, effort, and money you sink into a project, making it easier to walk away. When we butt up against a hard problem we can’t solve, we have a tendency to turn to pedestal-building rather than choosing to quit. Advance planning and precommitment contracts increase the chances you will quit sooner. When you enter into a course of action, create a set of kill criteria. This is a list of signals you might see in the future that would tell you it’s time to quit. Kill criteria will help inoculate you against bad decision-making when you’re “in it” by limiting the number of decisions you’ll have to make once you’re already in the gains or in the losses. In organizations, kill criteria allow people a different way to get rewarded beyond dogged and blind pursuit of a project until the bitter end.

When the humanity of others who were previously invisible becomes apparent to us for the first time, I think it is because we have noticed something particular in them. By contrast, egalitarian empathy, projected from afar and without discrimination, is more principled than attentive. It is content to posit rather than to see the humanity of its beneficiaries. But the one who is on the receiving end of such empathy wants something more than to be recognized generically. He wants to be seen as an individual, and recognized as worthy on the same grounds on which he has striven to be worthy, indeed superior, by cultivating some particular excellence or skill. We all strive for distinction, and I believe that to honor another person is to honor this aspiring core of him. I can do this by allowing myself to respond in kind, and experience the concrete difference between him and me. This may call for silent deference on my part, as opposed to chummy liberal solicitude.

The paradox of the Cartesian project is that from a beginning point that is radically self-enclosed, one is supposed to proceed by an impersonal method, as this will secure objective knowledge—the kind that carries no taint of the knower himself. Polanyi turns this whole procedure on its head: through submission to authority, in the social context of the lab, one develops certain skills, the exercise of which constitutes a form of inquiry in which the element of personal involvement is ineliminable.

Given the choice between parity with Black people—by inviting them into unified unions—and poverty, white workers chose poverty, spoiling the development of a multiracial mass labor movement in America. That decision, wrote W.E.B. Du Bois, “drove such a wedge between white and black workers that there probably are not today in the world two groups of workers with practically identical interests who hate and fear each other so deeply and persistently and who are kept so far apart that neither sees anything of common interest.

These include denial (“the truth is not so bad”), reaction formation (“I really, really, really love my mother”), displacement (“the boss yells at me, I yell at my wife, my wife yells at the baby, the baby bites the cat”), identification (“I am bullied, so I am motivated to be a bully”), rationalization (a self-serving explanation for a low-quality action), intellectualization (a favorite of the early, funny, neurotic Woody Allen), sublimation (“I can always paint nude women”), and projection (“I am not touchy; you are just annoying”).

This is not antidemocratic. When the humanity of others who were previously invisible becomes apparent to us for the first time, I think it is because we have noticed something particular in them. By contrast, egalitarian empathy, projected from afar and without discrimination, is more principled than attentive. It is content to posit rather than to see the humanity of its beneficiaries. But the one who is on the receiving end of such empathy wants something more than to be recognized generically. He wants to be seen as an individual, and

Even as it expanded into a transnational multi-billion-dollar corporation, Google managed to retain its geekily innocent “Don’t Be Evil” image. It convinced its users that everything it did was driven by a desire to help humanity. That’s the story you’ll find in just about every popular book on Google: a gee-whiz tale about two brilliant nerds from Stanford who turned a college project into an epoch-defining New Economy dynamo, a company that embodied every utopian promise of the networked society: empowerment, knowledge, democracy. For a while, it felt true. Maybe this really was the beginning of a new, highly networked world order, where the old structures—militaries, corporations, governments—were helpless before the leveling power of the Internet. As Wired’s Louis Rossetto wrote in 1995, “Everything we know will be different. Not just a change from L.B.J. to Nixon, but whether there will be a President at all.”8 Back then, anybody suggesting Google might be the herald of a new kind of dystopia, rather than a techno-utopia, would have been laughed out of the room. It was all but unthinkable.

Salvation appeared to be rising from the sea off beaches Omaha and Gold, where a pair of gigantic “synthetic harbors” took shape after two years of planning under excruciating secrecy. In one of the most ambitious construction projects ever essayed in Britain, twenty thousand workers at a cost of $100 million had labored on the components; another ten thousand now bullied the pieces across the Channel and into position with huge tow bridles, hawsers, and 160 tugs. Each artificial harbor, Mulberry A and Mulberry B—American and British, respectively—would have the port capacity of Gibraltar or Dover.

Presidents Dwight Eisenhower and Richard Nixon lent their support to such interventionist measures as Medicare and the Environmental Protection Agency. Eisenhower pushed for the greatest public works project in the history of the United States—the National Interstate and Defense Highways Act, which linked the nation together with four-lane (and occasionally six-lane) interstate highways covering forty thousand miles. The GOP also backed large expansion of federally supported higher education. And to many Republicans at the time, a marginal income tax rate of more than 70 percent on top incomes was not repugnant.

Another Damasio patient, “Elliot,” was a successful husband, father, and businessman until undergoing brain surgery on a tumor. The surgery damaged his frontal lobe and thereby affected his ability to carry through on plans. He would embark on a project only to lose sight of his goal in doing so. For example, asked to sort documents, he would go overboard: “He was likely, all of a sudden, to turn from the sorting task he had initiated to reading one of those papers carefully and intelligently, and to spend an entire day doing so. Or he might spend a whole afternoon deliberating on which principle of categorization should be applied.

So how can we determine what’s real and what’s not? We can’t. We can just pick and choose what we want to believe and rationalize it as best we can. Reality, after all, is basically a movie projected inside our heads. It’s based on the colors our senses permit us to see, the sounds they permit us to hear and whatever else our brains let slip through the gates. But outside our limited senses, surrounding us, there is, unquestionably, a much greater reality, a universe we live in but cannot see. Well, most of us, anyway. Out there, in the dark, All Things Are Possible.” ― Richard B. Spence, The Orphan Conspiracies: 29 Conspiracy Theories from The Orphan Trilogy

The intellect can also use emotions not to fight emotions but to arouse them. Artificial intelligence researcher Marvin Minsky, for example, describes a situation in which he is having trouble concentrating on his research. In order to stay focused, he imagines that a competing researcher is on the verge of solving the problem Minsky is trying to solve. The trick works: Minsky stays focused even though he knows, intellectually, that the other researcher is unlikely to solve the problem, inasmuch as he has never shown the least interest in it.2 Thus, although the intellect cannot command the emotions to commit to one of its projects, it might be able to trick them into committing.

What is referred to as the cognitive revolution in the sciences has gone through several phases. The first phase was marked by the work of Ivan Pavlov, and later by J.B. Watson, who considered psychology to be the science of behaviour, and whose focus was on ‘visibles’, ‘audibles’ and ‘tangibles’. Later, B.F. Skinner asserted that the mind does not exist, and psychology was concerned merely with behaviour dispositions. Mental events were not visible and objective evidence was available only in the realm of publicly observable behaviour. Though the psychologist William James was interested in the study of consciousness, the domination of behavioural psychology meant that it was assumed that such a project did not have any scientific respectability.

b. Constantly think about how to produce leverage. Leverage in an organization is not unlike leverage in the markets; you're looking for ways to achieve more with less. At Bridgewater, I typically work at about 50:1 leverage, meaning that for every hour I spend with each person who works for me, they spend about fifty hours working to move the project along. At our sessions, we go over the vision and the deliverables, then they work on them, and then we review the work, and they move forward based on my feedback- and we do that over and over again. The people who work for me typically have similar relationships with those who work for them, though their ratios are typically between 10:1 and 20:1. I am always eager to find people who can do things nearly as well as (and ideally better than) I can so that I can maximize my output per hour. p515

It was a sad fact that the commonest complaint in the outpatient department was “Rasehn . . . libehn . . . hodehn,” literally, “My head . . . my heart . . . and my stomach,” with the patient’s hand touching each part as she pronounced the words. Ghosh called it the RLH syndrome. The RLH sufferers were often young women or the elderly. If pressed to be more specific, the patients might offer that their heads were spinning (rasehn yazoregnal) or burning (yakatelegnal ), or their hearts were tired (lib dekam), or they had abdominal discomfort or cramps (hod kurteth), but these symptoms were reported as an aside and grudgingly, because rasehn-libehn-hodehn should have been enough for any doctor worth his salt. It had taken Matron her first year in Addis to understand that this was how stress, anxiety, marital strife, and depression were expressed in Ethiopia—somatization was what Ghosh said the experts called this phenomenon. Psychic distress was projected onto a body part, because culturally it was the way to express that kind of suffering. Patients might see no connection between the abusive husband, or meddlesome mother-in-law, or the recent death of their infant, and their dizziness or palpitations. And they all knew just the cure for what ailed them: an injection. They might settle for mistura carminativa or else a magnesium trisilicate and belladonna mixture, or some other mixture that came to the doctor’s mind, but nothing cured like the marfey—the needle. Ghosh was dead against injections of vitamin B for the RLH syndrome, but Matron had convinced him it was better for Missing to do it than have the dissatisfied patient get an unsterilized hypodermic from a quack in the Merkato. The orange B-complex injection was cheap, and its effect was instantaneous, with patients grinning and skipping down the hill. T

People who see a purpose in their lives have a better chance of creating enduring work than people who don’t, because the kind of project they work on does make a difference to them. The general statement here is that to believe life has a purpose carries with it a predisposition to put one’s talents in the service of whatever is the best—not the most lucrative, not the most glamorous, but that which represents the highest expression of the object of one’s vocation. The link is to some degree a tautology. We use the phrase life has a purpose only when that purpose has a transcendental element, something more important than the here and now. Thus when someone says something like “Sure, my life has a purpose: to make as much money as I can,” we recognize that as mocking the word purpose. To have a purpose in life is to be compelled to try to live up to that transcendental element. The composition and role of the potential transcendental elements are discussed in Chapter 20. For now, this simple proposition: Purpose in life shapes a life’s work, and for the better.

The Guardians of the Overhead hold the most power in Heaven. They have the power to not only heal, but project. They can influence other Healers around them to make sure that Healer makes better judgment choices in life. Following them is the royal family that rules Heavens dynasty—” “The Caspian family,” I cut in happy that I knew the answer. To know that my family was the second most powerful family in Heaven’s dynasty suddenly made me feel powerful, even though my powers have not come in yet. “Yes,” Mother agreed with friendlies to her voice. “Although we are better known as the Nobles of Heaven. We have the ability to heal others, as well as control ones emotions. As you have noticed, your father and I are most powerful in the day time. That is when our power shines brightest. As the Nobles of Heaven, your father has the ability to control how a Healer acts. If one misbehaves, it is a Nobles job to straighten them up for the good of Heaven. Just by a single command, your father can change that Healers action. For if one Healer acts out, it is a chain reaction. Without consequence, Lumen will be unbalanced.

There was however one real romance in his [J. Gresham Machen's] life, though unhappily it was not destined to blossom into marriage. One would never have learned of it from the files of his personal letters since it seems that he did not trust himself to write on the subject, extraordinary though that may seem when one considers how fully he confided in his mother. He did tell his brother Arthur about it, and in a conference concerning the projected biography in March, 1944, the elder brother told me that the story to be complete would have to include a reference to Gresham's one love affair. He identified the lady by name, as a resident of Boston, and as "intelligent, beautiful, exquisite." He further stated that apparently they were utterly devoted to each other for a time, but that the devotion never developed into an engagement to be married because she was a Unitarian. Miss S., as she may be designated, made a real effort to believe, but could not bring her mind and heart to the point where she could share his faith. On the other hand, as Arthur Machen hardly needed to add, Gresham Machen could not possibly think of uniting his life with one who could not come to basic agreement with him with regard to the Christian faith. . . . Machen had been advising her with respect to study of the Bible. He must have counseled her to read the Gospels through consecutively. He had a copy of his course of Bible study prepared for the Board of Christian education especially bound for her. He sent her copies of his books as they appeared. He had copies of Dr. Erdman's little commentaries and other books sent to her. On her part she indicated an interest in these things, but evidently it was stimulated more by the desire to please Machen than by an earnest agitation of spirit. At any rate her mind was set awhirl as she read some of the books and she was forced to come to the conclusion that, judged by his views as set forth for example in Christianity and Liberalism, published in 1923, if she was a Christian at all, she was a pretty feeble one. How tragic an ending to Machen's one real romance or approach to it! It does serve to underscore once again, however, how utterly devoted he was to his Lord. He could be counted upon in the public and conspicuous arenas of conflict but also in the utterly private relations of life to be true to his dearly-bought convictions.

I wonder how many people in the Washington metropolitan area know just how terrific Senator MacGregor looks in his underwear." "A select few." "You must have thought about image projection, Senator." She ran a fingertip down the top of his foot. "You should consider doing some of those ads,you know,like the ball players...I never meet with foreign dignitaries without my B.V.D.'s." "One can only be grateful you're not the Media Adviser." "Stuffy,that's the whole problem." She dropped, full-length, on top of him. "Just think of the possibilities." Alan slipped a hand under her robe. "I am." "Discreetly placed ads in national magazines, thirty-minute spots in prime time." Shelby propped her elbows on his shoulders. "I'd definitely get my set fixed." "Think of the trent it might start. Federal officials everywhere stripped down to their respective shorts." Shelby's brows drew together as she pictured it. "Good God, it could precipitate a national calamity." "Worldwide," Alan corrected. "Once the ball got rolling, there'd be no stopping it." "All right, you've convinced me." She gave him a smacking kiss. "It's your patriotic duty to keep your clothes on. Except in here," she added with a gleam in her eye as she toyed with his waistband.

Professional Bio of Shahin Shardi, P.Eng. Materials Engineer Welding and Pressure Equipment Inspector, QA/QC Specialist Shahin Shardi is a Materials Engineer with experience in integrity management, inspection of pressure equipment, quality control/assurance of large scale oil and gas projects and welding inspection. He stared his career in trades which helped him understand fundamentals of operation of a construction site and execution of large scale projects. This invaluable experience provided him with boots on the ground perspective of requirements of running a successful project and job site. After obtaining an engineering degree from university of British Columbia, he started a career in asset integrity management for oil and gas facilities and inspection of pressure equipment in Alberta, Canada. He has been involved with numerus maintenance shutdowns at various facilities providing engineering support to the maintenance, operations and project personnel regarding selection, repair, maintenance, troubleshooting and long term reliability of equipment. In addition he has extensive experience in area of quality control and assurance of new construction activities in oil and gas industry. He has performed Owner’s Inspector and welding inspector roles in this area. Shahin has extensively applied industry codes of constructions such as ASME Pressure Vessel Code (ASME VIII), Welding (ASME IX), Process Piping (ASME B31.3), Pipe Flanges (ASME B16.5) and various pressure equipment codes and standards. Familiarity with NDT techniques like magnetic particle, liquid penetrant, eddy current, ultrasonic and digital radiography is another valuable knowledge base gained during various projects. Some of his industry certificates are CWB Level 2 Certified Welding Inspector, API 510 Pressure Vessel Inspector, Alberta ABSA In-Service Pressure Vessel Inspector and Saskatchewan TSASK Pressure Equipment Inspector. Shahin is a professional member of Association of Professional Engineers and Geoscientists of Alberta.

Chapter One Vivek Ranadivé “IT WAS REALLY RANDOM. I MEAN, MY FATHER HAD NEVER PLAYED BASKETBALL BEFORE.” 1. When Vivek Ranadivé decided to coach his daughter Anjali’s basketball team, he settled on two principles. The first was that he would never raise his voice. This was National Junior Basketball—the Little League of basketball. The team was made up mostly of twelve-year-olds, and twelve-year-olds, he knew from experience, did not respond well to shouting. He would conduct business on the basketball court, he decided, the same way he conducted business at his software firm. He would speak calmly and softly, and he would persuade the girls of the wisdom of his approach with appeals to reason and common sense. The second principle was more important. Ranadivé was puzzled by the way Americans play basketball. He is from Mumbai. He grew up with cricket and soccer. He would never forget the first time he saw a basketball game. He thought it was mindless. Team A would score and then immediately retreat to its own end of the court. Team B would pass the ball in from the sidelines and dribble it into Team A’s end, where Team A was patiently waiting. Then the process would reverse itself. A regulation basketball court is ninety-four feet long. Most of the time, a team would defend only about twenty-four feet of that, conceding the other seventy feet. Occasionally teams played a full-court press—that is, they contested their opponent’s attempt to advance the ball up the court. But they did it for only a few minutes at a time. It was as if there were a kind of conspiracy in the basketball world about the way the game ought to be played, Ranadivé thought, and that conspiracy had the effect of widening the gap between good teams and weak teams. Good teams, after all, had players who were tall and could dribble and shoot well; they could crisply execute their carefully prepared plays in their opponent’s end. Why, then, did weak teams play in a way that made it easy for good teams to do the very things that they were so good at? Ranadivé looked at his girls. Morgan and Julia were serious basketball players. But Nicky, Angela, Dani, Holly, Annika, and his own daughter, Anjali, had never played the game before. They weren’t all that tall. They couldn’t shoot. They weren’t particularly adept at dribbling. They were not the sort who played pickup games at the playground every evening. Ranadivé lives in Menlo Park, in the heart of California’s Silicon Valley. His team was made up of, as Ranadivé put it, “little blond girls.” These were the daughters of nerds and computer programmers. They worked on science projects and read long and complicated books and dreamed about growing up to be marine biologists. Ranadivé knew that if they played the conventional way—if they let their opponents dribble the ball up the court without opposition—they would almost certainly lose to the girls for whom basketball was a passion. Ranadivé had come to America as a seventeen-year-old with fifty dollars in his pocket. He was not one to accept losing easily. His second principle, then, was that his team would play a real full-court press—every game, all the time. The team ended up at the national championships. “It was really random,” Anjali Ranadivé said. “I mean, my father had never played basketball before.” 2. Suppose you were to total up all the wars over the past two hundred years that occurred between very large and very small countries. Let’s say that one side has to be at least ten times larger in population and armed might

Z ipes’s concerns overlap with those of feminists such as Marcia Lieberman, Karen Rowe, Sandra Gilbert, Susan Gubar, and, to a lesser extent, Ruth B. Bottigheimer, who diagnose fairy tales as symptoms of their cultures’ misogynistic traditions.11 For feminists, the fairy tales favored by a given society reflect its gender biases. Accordingly, Amer- icans’ Disney-abetted passion for “Cinderella,” “Sleeping Beauty,” “Snow White,” and “Beauty and the Beast” testifies to our culture’s expediently sexist projection of women as passively compliant, self- sacrificing, beauty-obsessed creatures devoid of agency.12 The inclu- sion of Russian fairy tales in Western feminists’ sphere of reference would necessitate a modification of their critique, for, Russian society’s notorious ageless sexism notwithstanding, some of Russia’s favorite tales (“The Feather of Finist the Bright Falcon,” “The Maiden Tsar,” and “The Frog Princess”) reverse the gender roles in the hackneyed paradigm that feminists deem generically quintessential.

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The temptation to project upon the figure of Jesus our own notions of the ideal religious personality is nearly irresistible.

The proposal for government loans to private individuals or projects, in brief, sees B and forgets A. It sees the people into whose hands the capital is put; it forgets those who would otherwise have had it. It sees the project to which capital is granted; it forgets the projects from which capital is thereby withheld. It sees the immediate benefit to one group; it overlooks the losses to other groups, and the net loss to the community as a whole.

B-R-B!” I screamed, which is faster to say than Be Right Back!

techno softwares malaysia hire php and java developers " "PHP Developers Job Description: 1. Understanding client requirements & functional specifications 2. Developing and maintaining dynamic websites and web applications 3. Ensuring foolproof performance of the deliverable 4. Coordinating with co-developers and other related departments 5. Sending regular updates about project status Desired Candidate Profile: 1. Must be proficient in PHP, MySQL, CSS, HTML, Javascript, AJAX, XML 2. Should have experience with Joomla, WordPress, Drupal, Magento. 3. Should have excellent written communication skills (English) 4. Must have capacity to work independently and also as a part of team 5. Must have dedication and commitment towards work. 6. Eligibility: (B.Tech/B.E) 7. Salary: Higher Salary based on Experience and Expertise)

What helped him build resilience the most, he told me, was overcoming pervasiveness: “Extreme compartmentalization may be my biggest superpower,” he said, laughing. If a project doesn’t turn out the way he wanted, Byron remembers that things could always be worse. “I say to myself and to others all the time, ‘Is anyone gonna die?’ That’s the worst—I’m not afraid of failure.” Byron

During World War II the top secret “Norden XV” or “Blue Ox” otherwise known the Army Airforce’s “Norden M Series Bombsights,” were used up to and including the Vietnam War by all American military aircraft with bomb carrying capabilities. This bombsight was considered a “Canonical Tachometric Design” meaning that it had the ability to measure the aircraft's direction and ground speed. In time the Norden improved its original design by using a computer that constantly calculated the aircraft’s flight characteristic and external wind forces to determine the bomb's impact point. When the B-17 Flying Fortress was designed, it came equipped with a Sperry A-3 Autopilot that only corrected angular deviations in the aircraft’s straight and level course. In time most bombsights were replaced by video displays on the instrument panel. Dumb or gravity bombs were mostly replaced with in-flight guidance bombs, such as laser-guided bombs or those using a GPS system. The last combat use of the Norden bombsight was by the US Navy during the covert “Operation Igloo White” mission when OP-2E Neptune aircraft dropped electronic sensors to detect enemy activity along the Ho Chi Minh Trail. Project CHECO Southeast Asia Report was declassified on May 5, 2013.

In truth, there will never be enough power in the presidency for an incumbent to make good on a purely constructive leadership project, and it is unlikely that there will ever be another president stretched so thinly by a determination to use great power to do just that. Lyndon Johnson was a full-service president who had at his disposal an alignment of political resources, economic resources, international resources, and military resources unmatched in the annals of presidential history. The problem is that in a full-service presidency, where no interest of political significance is denied a modicum of legitimacy, resources turn fickle; the exercise of power consumes authority. Committed to a wholly affirmative result, Johnson could not rest content to let anyone carry the brunt of change.

Guénon’s analytical project then not only exceeds that of Said in its diagnostic force of Orientalist and Western scholarship and its genealogy, but also offers possible solutions for the future that only match the depth of his diagnostics. If I am interested in briefly dwelling on these proposed reforms, it is not for their actual value for my overall argument as such, although, I think, we would do poorly to dismiss them out of hand. Their value instead lies in further explicating and pinning to the ground the deep structures of Orientalism and its intimate and dialectical ties to modernity as a new phenomenon in human history. Because Said navigated mainly at the conventional political level, and shirking -unknowingly to be sure- the engagement of the full weight of “undercurrents” in Europe that gave rise to the unique phenomenon called Orientalism, he had nothing to offer in the way of a solution other than comforting words aimed perhaps at engendering a glimmer of hope, but little else.

B. A. Botkin's Lay My Burden Down and the Federal Writers' Project book, The Negro in Virginia.

In 1966, the National Organization for Women (NOW) was founded. The next year, the first radical feminist group, the New York Radical Women, was established. Although the radicals were in the minority, the loudness of their voices and the flashiness of their tactics drew the media's attention. The Miss America pageant at Atlantic City was sabotaged; bridal fairs in San Francisco and New York were disrupted; there was a mass sit-in at Ladies Home journal to protest the conventional image of women projected by that magazine. Politically, some women began to call out for a cultural revolution. The public began to perceive the entire movement as militant and intolerant of the traditional roles of women. Meanwhile, the more moderate and reform-minded feminists were chalking up an impressive list of political successes. Title VII of the Civil Rights Act prohibited sexual discrimination in the private sector (1964). President Lyndon B. Johnson's Executive Order 11375 forbade sexual discrimination in the public sector (1967). The Equal Employment Opportunity Act empowered a commission to take legal action against employers who discriminated on the basis of sex (1972).

The concept for this geostationary orbit space elevator actually was announced by NASA in the United States more than forty-seven years ago, in the year 2000. But at the time, it was projected for completion in 2062.” “Huh?! B-but that’s still…way ahead?” “Mmm. So why did they set a date so far in the future? Because in NASA’s plan, they were going to catch an asteroid passing close to the Earth and attach that to the tip of the cable stretching out above the station in geostationary orbit and use it as the weight.” “What?! They were going to catch an asteroid?!” “Exactly. The idea was that if they waited until ’62, a reasonable-size asteroid would luckily be flying by,

The rise of “teamwork” has made it difficult to trace individual responsibility, and opened the way for new and uncanny modes of manipulation of workers by managers, who now appear in the guise of therapists or life coaches. Managers themselves inhabit a bewildering psychic landscape, and are made anxious by the vague imperatives they must answer to. The college student interviews for a job as a knowledge worker, and finds that the corporate recruiter never asks him about his grades and doesn’t care what he majored in. He senses that what is demanded of him is not knowledge but rather that he project a certain kind of personality, an affable complaisance.

It’s not that it’s impossible to discipline with reward. In fact, rewarding good behaviour can be very effective. The most famous of all behavioural psychologists, B.F. Skinner, was a great advocate of this approach. He was expert at it. He taught pigeons to play ping-pong, although they only rolled the ball back and forth by pecking it with their beaks.101 But they were pigeons. So even though they played badly, it was still pretty good. Skinner even taught his birds to pilot missiles during the Second World War, in Project Pigeon (later Orcon).102 He got a long way, before the invention of electronic guidance systems rendered his efforts obsolete.

Going from one meeting to the next, starting to work on one project and soon after having to transition to another is just part of life in organizations,” Leroy explains. The problem this research identifies with this work strategy is that when you switch from some Task A to another Task B, your attention doesn’t immediately follow—a residue of your attention remains stuck thinking about the original task. This residue gets especially thick if your work on Task A was unbounded and of low intensity before you switched, but even if you finish Task A before moving on, your attention remains divided for a while.

Dick delves in subsequent letters into the possible Jungian meaning of all this, the significance of ancient Rome in his mystical experiences, and the sibyl as representing his “anima,” the inner source of his own prophetic capacity. Recall here Morgan Robertson’s belief that his own muse was likewise a feminine spirit of some sort. We can observe Dick here beginning to weave these dream images into his evolving self-mythology and what became a major metaphysical strand in his Exegesis, as well as the novel VALIS that was based on his experiences. In his search for a meaning behind all these coincidences—an answer to the question “why me?”—Dick understandably gropes in many different directions for an explanation and attaches great, mostly Jungian significance to the symbols. Yet he does not go down the path of thinking he is simply accessing archetypes in the collective unconscious. Rather, he is drawn to the conclusion that somehow the ancient world is still present, only camouflaged—or indeed, that we are still in it. It all seems to confirm a dream remembered from his youth that was much like the “B___ Grove” dreams, in which he had searched for a story in Astounding Stories called “The Empire Never Ended.” That story, he had felt certain, contained all the mysteries of existence. As a result of some of his visions and experiences in 1974, Dick came to believe he was possibly a reincarnated Christian from ancient Rome.38 We are rewarded best by bracketing the various interpretations, the Exegesis per se, and looking at Dick’s project as a making of something, a creation of meaningful narratives to be read by other people, a reaching out. The term “cry for help” may sound a bit extreme, but it is not. It was during this black period of his life, most specifically in February 1976, when Tessa left him and took their son, that he attempted suicide via drug overdose, slitting his wrists, and carbon monoxide poisoning in his garage, all at the same time. Fortunately, all three plans failed. Setting aside the metaphysics and cosmology, what was Dick trying to say in his writing during this period—to Claudia, to Tessa, to his readers, and to posterity? And what whispered message was he straining to hear from his own precognitive unconscious? Arguably, he wanted to hear the same thing Morgan Robertson managed to hear, loud and clear, when news of the Titanic’s fatal collision with an iceberg splashed across the front page of The New York Times on April 15, 1912. Both in his Exegesis and in his private correspondence with friends like Claudia, Dick flickered between two basic stances on his experience: the secret persistence of the ancient world underneath the veneer of mid-1970s Orange County, and the idea that he was haunting himself from his own future. These are not incompatible ideas in the sense that they both point to our old friend Mister Block Universe, where the past still exists and the future already exists—and by implication, nothing is subject to alteration.

Monkeys and pedestals is a mental model that helps you quit sooner. Pedestals are the part of the problem you know you can already solve, like designing the perfect business card or logo. The hardest thing is training the monkey. When faced with a complex, ambitious goal, (a) identify the hard thing first; (b) try to solve for that as quickly as possible; and (c) beware of false progress. Building pedestals creates the illusion that you are making progress toward your goal, but doing the easy stuff is a waste of time if the hard stuff is actually impossible. Tackling the monkey first gets you to no faster, limiting the time, effort, and money you sink into a project, making it easier to walk away. When we butt up against a hard problem we can’t solve, we have a tendency to turn to pedestal-building rather than choosing to quit. Advance planning and precommitment contracts increase the chances you will quit sooner. When you enter into a course of action, create a set of kill criteria. This is a list of signals you might see in the future that would tell you it’s time to quit. Kill criteria will help inoculate you against bad decision-making when you’re “in it” by limiting the number of decisions you’ll have to make once you’re already in the gains or in the losses. In organizations, kill criteria allow people a different way to get rewarded beyond dogged and blind pursuit of a project until the bitter end. A common, simple way to develop kill criteria is with “states and dates:” “If by (date), I have/haven’t (reached a particular state), I’ll quit.

The most expensive single undertaking of the Second World War was the B-29 Bomber, the Superfortress. The second most expensive was the Manhattan Project, the massive, unprecedented effort to invent and build the world’s first atomic bomb. But the third most expensive project of the war? Not a bomb, not a plane, not a tank, not a gun, not a ship. It was the Norden bombsight.

four categorical ways in which the Shadow manifests in our lives. They are found when the Shadow a) remains unconscious, albeit active in our lives; b) is disowned by being projected onto others; c) usurps consciousness by possessing us; or d) broadens consciousness through recognition, dialogue, and assimilation of its contents.

In a creative company, separating your people into distinct silos—Project A over here, Project B over there—can be counterproductive.

Emotional intelligence truly came to the forefront of public consciousness in 1995, when science journalist Daniel Goleman published his groundbreaking book, Emotional Intelligence: Why It Can Matter More Than IQ. Goleman expanded on Salovey and Mayer's model and proposed that EQ was a more significant determinant of success and well-being than traditional intelligence measured by IQ. His book sparked a revolution, not just in psychological circles but in businesses, schools, and homes worldwide. Over time, the concept of emotional intelligence has evolved and been refined. Despite the different models and definitions, its essence remains consistent: it's about recognizing, understanding, managing, and effectively using emotions in ourselves and others. Let's consider a practical scenario to illustrate this. Suppose you're in a team meeting at work, and tension is rising over a disagreement about a project. An emotionally intelligent person would recognize and manage their increasing frustration and notice the subtle signs of distress in others—clenched jaws, impatient foot tapping, and avoiding eye contact. They would then use this understanding to navigate the situation, perhaps by suggesting a short break or calmly expressing their viewpoint and encouraging others to do the same. They

Our experience in life, especially in the first half of life, like with the BTS members in their 20’s, is that we discover the Self in others and through others. We call it projection, but projection can be a kind of dismissive way of talking about finding the soul when you are in relationship to another person, let’s say a beloved. When you are in a relationship with a beloved, you are with your soul. That’s why it becomes so crucially dependent to be with her. She is your soul, or he is your soul. But that doesn’t mean it’s all out there. Inside and outside get mixed up, mixed together.

A chronic disturbance in which at least twelve of the following are present: 1. A sense of underachievement, of not meeting one’s goals (regardless of how much one has actually accomplished). 2. Difficulty getting organized. 3. Chronic procrastination or trouble getting started. 4. Many projects going simultaneously; trouble with follow-through. 5. A tendency to say what comes to mind without necessarily considering the timing or appropriateness of the remark. 6. A frequent search for high stimulation. 7. An intolerance of boredom. 8. Easy distractibility, trouble focusing attention, tendency to tune out or drift away in the middle of a page or a conversation, often coupled with an ability to hyperfocus at times. 9. Often creative, intuitive, highly intelligent. 10. Trouble in going through established channels, following “proper” procedure. 11. Impatient; low tolerance of frustration. 12. Impulsive, either verbally or in action, as in impulsive spending of money, changing plans, enacting new schemes or career plans, and the like; hot-tempered. 13. A tendency to worry needlessly, endlessly; a tendency to scan the horizon looking for something to worry about, alternating with inattention to or disregard for actual dangers. 14. A sense of insecurity. 15. Mood swings, mood lability, especially when disengaged from a person or a project. 16. Physical or cognitive restlessness. 17. A tendency toward addictive behavior. 18. Chronic problems with self-esteem. 19. Inaccurate self-observation. 20. Family history of ADD or manic-depressive illness or depression or substance abuse or other disorders of impulse control or mood. B. Childhood history of ADD. (It may not have been formally diagnosed, but in reviewing the history, one sees that the signs and symptoms were there.) C. Situation not explained by other medical or psychiatric condition.

on the wrong errands.” “That’s not very nice, Ethel,” said Enid. “Anyway, they’ll want someone kind and helpful as their mentor, not a meanie like you, and H.B. knows what you’re like after you pinched Mildred’s project last term.” “That was just a silly misunderstanding,” snapped Ethel. “She didn’t need to make such a stupid fuss about it — it was only a joke that got out of hand.

George MacDonald is central to a Scottish tradition tormented by theology and with its roots in two worlds. He has been described as a link between John Galt and the kailyard, and his social novels, of which he wrote a good many, are certainly that. To my mind his deeper life is not in these solid, moralistic books, but in the stories usually described as fantasies. The most formidable of these is Lilith, one of the most ambitious books in Scottish literature. It aims to project a total metaphysical vision of the universe, in which evil gives way at last to good through repentance; even the Devil will finally repent.

Remember that codes are more than a filing system. Every project needs a systematic way to store coded field data and a way to retrieve them easily during analysis.

Reducing morality to matters of opinion or feeling is at the heart of Hume’s project. The reason his theory is important is that it is widely followed today. Morality is becoming increasingly subjective and is losing its propositional nature as people in our culture insist that judgments of right and wrong are merely individual subjective feelings or opinion.

The best projects push up against the persistence of reality. What is a B+ poem or musical composition? How does an engineering project earn an 87? Most mindful work succeeds or fails. Students will want to do the best job possible when they care about their work and know that you put them ahead of a grade. If students are collaborating and regularly engaged in peer review or editing, then the judgment of an adult is really unnecessary. Worst of all, it is coercive and often punitive.

Right away, we realized that we’d made a terrible mistake. Everything about the project ran counter to what we believed in. We didn’t know how to aim low. We had nothing against the direct-to-video model, in theory; Disney was doing it and making heaps of money. We just couldn’t figure out how to go about it without sacrificing quality. What’s more, it soon became clear that scaling back our expectations to make a direct-to-video product was having a negative impact on our internal culture, in that it created an A-team (A Bug’s Life) and a B-team (Toy Story 2). The crew assigned to work on Toy Story 2 was not interested in producing B-level work, and more than a few came into my office to say so. It would have been foolish to ignore their passion.

Geneticists experienced a comparable shock when, contrary to their expectations of over 120,000 genes, they found that the entire human genome consists of approximately 25,000 genes. (Pennisi 2003a and 2003b; Pearson 2003; Goodman 2003) More than eighty percent of the presumed and required DNA does not exist! The missing genes are proving to be more troublesome than the missing eighteen minutes of the Nixon tapes. The one-gene, one-protein concept was a fundamental tenet of genetic determinism. Now that the Human Genome Project has toppled the one-gene for one-protein concept, our current theories of how life works have to be scrapped. No longer is it possible to believe that genetic engineers can, with relative ease, fix all our biological dilemmas. There are simply not enough genes to account for the complexity of human life or of human disease.

Harness the Wisdom of teams “None of us is as smart as all of us.” —KEN BLANCHARD, CONSULTANT, SPEAKER, TRAINER

Wisdom lies in recognizing a team’s unique potential to deliver results. Project leaders strive to understand the benefits of teams and learn how to optimize team performance by developing individual members, fostering team cohesiveness, and rewarding team results.

Messerschmitt Me 264 with steam turbine In August 1944, the firm of Osermaschinen G.m.b.H. founded by Professor Losel was commissioned to carry out the design and development of a steam turbine power unit for aircraft. The design called for 6000hp at 6000rpm with a weight/power ratio of 0.7kg/hp and a consumption of 190 grams/hp/hour. A Me 264 airframe was to have been placed at the disposal of the firm, but it was destroyed in an air raid. Two forms of propeller were envisaged, one of 17.5ft diameter and revolving at 400-500rpm and the other 6.5ft in diameter revolving at 600rpm. The whole system consisted of four boilers (capillary tube boilers of special design) boiler feed water pump and auxiliary turbine, main turbine, combustion air draught fan, condenser, controls and auxiliaries. At the time of the German collapse many components of the system had been produced, including the turbine blades, and auxiliaries such as the combustion air draught fan and condenser pump were ready for use. A start had been made with the assembly of the auxiliary and main turbine and one boiler had been manufactured in its entirety. The first system was designed to use 65% solid fuel (pulverised coal) and 35% liquid fuel (petrol) but it was intended to use liquid fuel only when it became available in quantity. The advantages claimed for the steam-turbine system are: 1)       Constant power at varying heights. 2)     Capacity for 100% overloading, even for long periods. 3)      Full steam output attained in 5-10 seconds. 4)     The system is not sensitive to low temperatures. 5)     Long life and simple servicing. 6)      Simple and rapid control. 7)      The system lends itself to incorporation in an airframe, since it can be broken down into separate components. The four main boilers are 3ft in diameter and 4ft high. The main turbine is 2ft in diameter and 6ft in length.     Messerschmitt Me 265     Messerschmitt Me 309 fighter A single-seat

It is essential for leaders of complex projects to understand the power of teams.

First, Kant appears to have been overly optimistic about the ability of reason to formulate universal absolutes. Kant held that rational persons using their faculties could reason themselves to precisely the same moral rules. This seems to run counter to the degree of moral diversity that exists in the world today. Such diversity cannot be accounted for simply in terms of rationality, which suggests that there are other factors beside reason that contribute to moral norms. Kant is widely considered the apex of modernity with its virtual worship of reason, a project that has been widely judged to have failed.

Applying his own elegant algebra of politics, Sumner warned that well-intentioned social progressives often coerced unwitting average citizens into funding dubious social projects. Sumner wrote: “As soon as A observes something which seems to him to be wrong, from which X is suffering, A talks it over with B, and A and B then propose to get a law passed to remedy the evil and help X. Their law always proposes to determine…what A, B, and C shall do for X.” But what about C? There was nothing wrong with A and B helping X. What was wrong was the law, and the indenturing of C to the cause. C was the forgotten man, the man who paid, “the man who never is thought of.

Technology, techniques, and tools are not the reason projects fail: Projects fail because of people. Team leadership differs significantly from traditional management, just as teams differ from operational work groups.

Stoic moral training depends upon the defensibility of these schematic propositions: (a) Rational deliberative power (rational agency) is a defining feature of mature human consciousness. (b) Every agent’s rational powers, whenever exercised, operate in a particular and intricate deliberative field, in Barbara Herman’s felicitous phrase, that is laden with projects, preferences, affects, and attachments. (c) Each person’s deliberative field evolves continuously. Its initial information gathering and deliberative routines are givens (as if programmed) and, together with the initial situation, yield explicable beliefs. Initial sensibilities, sensitivities, values, aims, commitments, and preferences are also givens and, together with beliefs and deliberative routines, yield normative propositions for conduct. The circumstances in which such normative propositions are acted out or abandoned (that is, the relative strength or weakness of the will) are given, and actions follow. Each process from information gathering to action then becomes information for the next process. (d) The agent’s awareness of and reflection upon these iterated processes varies. But when awareness is high, it is fair to say rational agency is a self-transformative power: over time, its reflexive, recursive operations can transform its own powers, deliberative field, and operations—hence its norms and actions. (e) Agents can thus remake their characters over time. Note, however, that no uniform, essentially human content is specified for the deliberative field