Be Proactive Not Reactive Quotes

You can’t selectively numb your anger, any more than you can turn off all lights in a room, and still expect to see the light.

Be proactive not reactive, for an apparently insignificant issue ignored today can spawn tomorrow's catastrophe.

The human mind is generative, creative, proactive, and reflective -- not just reactive.

The ability to subordinate an impulse to a value is the essence of the proactive person. Reactive people are driven by feelings, by circumstances, by conditions, by their environment. Proactive people are driven by values—carefully thought about, selected and internalized values.

Through our constant connectivity to each other, we have become increasingly reactive to what comes to us rather than being proactive about what matters most to us.

Proactive people focus their efforts in the Circle of Influence. They work on the things they can do something about. The nature of their energy is positive, enlarging and magnifying, causing their Circle of Influence to increase. Reactive people, on the other hand, focus their efforts in the Circle of Concern. They focus on the weakness of other people, the problems in the environment, and circumstances over which they have no control. Their focus results in blaming and accusing attitudes, reactive language, and increased feelings of victimization. The negative energy generated by that focus, combined with neglect in areas they could do something about, causes their Circle of Influence to shrink.

I can wait for life to shape me in whatever manner it chooses. Or I can shape me to make life whatever I choose.

If you're proactive, you focus on preparing. If you're reactive, you end up focusing on repairing.

Getting stuck is reactive, getting unstuck is proactive.

Much of life must go by without comment.

If you don't make a conscious effort to visualize, who you are and what you want to become in life, then you empower other people and circumstances to shape your journey by default. Your silence makes you reactive vs. proactive. God will bring people in your life that can take you on many different journeys that will bring about different outcomes to your life mission. However, if you are not proactive and define your dreams you will never know where “you” need to be and who needs to be with you to fulfill what God is asking you to do. Your life is your own. You must define your dreams, not live someone else’s vision of a good life. What is it that God is asking you to do with the talents and hobbies you enjoy? What were you blessed with a desire for? A good life is one spent in the service of helping others. Find a life partner that will help you reach God’s highest potential—service to humanity, service to his Kingdom, service to building others up. Also, begin any choice with the end in mind. This means to begin each day with a clear vision of your desired direction. It is not enough to live a passive life of religious devotion. God asked you to do more than worship. He has called you to serve, not to be a servant to other people’s dreams. You and only you know where your heart must travel. God brings you storms in life to wake you up. Don’t see it as his disappointment, but as his parental love for you. Life was not meant to stay the same. If someone truly loves you they will never take you away from God’s plan, they will only magnify it.

It’s reactive, not proactive. We shouldn’t be sitting back, waiting for intelligence to come to us: we should be out there looking for it.

With reactive boundaries, you fight the friend who constantly bugs you. With proactive boundaries, you decide you don’t need that kind of a friend.

In the face of great challenges, you can choose to live reactively as a victim, or choose to proactively take control, with awareness and accountability.

Exceptional customer service proactively manages your brand and reactively can turn upset customers into raving fans based on how you handled their complaint.

Don't be carried away by the current of the situation. Focus on the essentials, take action on the best alternative are the ways of shifting from reactive to proactive mindset.

Today you can be inactive, reactive, or proactive! Choose your "active" wisely.

Our approach to existential risks cannot be one of trial-and-error. There is no opportunity to learn from errors. The reactive approach — see what happens, limit damages, and learn from experience — is unworkable. Rather, we must take a proactive approach. This requires foresight to anticipate new types of threats and a willingness to take decisive preventive action and to bear the costs (moral and economic) of such actions.

The reason my life has wandered to nowhere is likely due to the fact that the focus of the moment has dictated the destination of my life, when the destination of my life should have been dictating the focus of the moment.

Specifically, it’s our routine (or lack thereof), our capacity to work proactively rather than reactively, and our ability to systematically optimize our work habits over time that determine our ability to make ideas happen.

Women always have the prerogative to change their minds. Men must be resolute. Proactive and Reactive Pseudo-Friendship Rejections: LJBF rejections – “I already have a boyfriend” (boyfriend disclaimers) or “I’m not interested in a relationship right now” rejections.

When we are blinded by our frustration and devastation we become oblivious to the life preserver floating inches away from us. If we take a minute to think positive, utilize our faith, and become proactive, we are able to think rationally and clearly. We then will recognize the life preserver which will keep us afloat and help us get to our destination.

If you want to be an action person be proactive rather than reactive...

It takes awareness to be proactive instead of reactive, to try something different instead of going back to the same old dysfunctional routine.

Be proactive, not reactive—don't let someone else define your day in an email or phone call.

Too often entrepreneurs are reactive to the challenges inherent when building a company... the most successful founders are proactive.

The change shall not always be stressful and reactive; make it as fun and proactive as possible.

Patience is acknowledging that the sum total of the information needed to move forward may have not yet come forward in order to keep us from moving backward.

A leader is paid to do three things: Get the job done and get it done well. Plan ahead—be proactive, not reactive. Exercise good, sound judgment in doing all of the above.

I don’t know what I’ll do until I know what you’ll do. I’m proactive with my preemptive reactive strategy.


الإنسان ليس مجرد كائن استجابي كما هو حال الحيوانات، يقتصر سلوكه على ردود الفعل للمثيرات الخارجية أو الداخلية، ويحاول التعامل معها. إنما هو كائن مبادر محرّض (Proactive) وليس كائناَ استجابياً (Reactive) ص 95

The end of the professional era is characterized by four trends: the move from bespoke service; the bypassing of traditional gatekeepers; a shift from a reactive to a proactive approach to professional work; and the more-for-less challenge.

It’s time to stop blaming our surroundings and start taking responsibility. While no workplace is perfect, it turns out that our gravest challenges are a lot more primal and personal. Our individual practices ultimately determine what we do and how well we do it. Specifically, it’s our routine (or lack thereof), our capacity to work proactively rather than reactively, and our ability to systematically optimize our work habits over time that determine our ability to make ideas happen.

Through our constant connectivity to each other, we have become increasingly reactive to what comes to us rather than being proactive about what matters most to us. Being informed and connected becomes a disadvantage when the deluge supplants your space to think and act.

Successful people do work hard, but they also think before they act. They are proactive, not just reactive. Most people mentally have a sign on their desk that reads, “Don’t just sit there—do something!” The best advice I ever received was to revise the sign to read, “Don’t just do something—sit there!

In making such a choice, we become reactive. Reactive people are often affected by their physical environment. If the weather is good, they feel good. If it isn’t, it affects their attitude and their performance. Proactive people can carry their own weather with them. Whether it rains or shines makes no difference

The ability to subordinate an impulse to a value is the essence of the proactive person. Reactive people are driven by feelings, by circumstances, by conditions, by their environment. Proactive people are driven by values—carefully thought about, selected and internalized values. Proactive people are still influenced by external stimuli,

Be proactive. “I’m a little bit Canadian pacifist and reactive,” Zilis says. “My gameplay was a hundred percent reactive to what everyone else was doing, as opposed to thinking through my best strategy.” She realized that, like many women, this mirrored the way she behaved at work. Both Musk and Mark Juncosa told her that she could never win unless she took charge of setting the strategy.

It takes a concerted effort to be mindful with social media—to be proactive instead of reactive. When we’re mindful, we’re aware of why we’re logging on, and we’re able to fully disconnect when we’ve followed through with our intention. We’re able to engage authentically and meaningfully, but we’re not dependent on that connection in a way that limits our effectiveness and our sense of presence.

person. Reactive people are driven by feelings, by circumstances, by conditions, by their environment. Proactive people are driven by values—carefully thought about, selected and internalized values. Proactive people are still influenced by external stimuli, whether physical, social, or psychological. But their response to the stimuli, conscious or unconscious, is a value-based choice or response.

Right action is not reactive, it is proactive. It is independent of others’ immediate demands on your time. Checking email, Facebook, and Twitter upon waking up sets you up for a day of reactivity. Starting the day with your own creative labor sets you up for a day of action. What’s the most important thing you could work on today? Why aren’t you putting that before everything else? It’s hard. But only until you begin.

The ability to subordinate an impulse to a value is the essence of the proactive person. Reactive people are driven by feelings, by circumstances, by conditions, by their environment. Proactive people are driven by values—carefully thought about, selected and internalized values. Proactive people are still influenced by external stimuli, whether physical, social, or psychological. But their response to the stimuli, conscious or unconscious,

The biggest problem we face today is “reactionary workflow.” We have started to live a life pecking away at the many inboxes around us, trying to stay afloat by responding and reacting to the latest thing: e-mails, text messages, tweets, and so on. Through our constant connectivity to each other, we have become increasingly reactive to what comes to us rather than being proactive about what matters most to us. Being informed and connected becomes a disadvantage when the deluge supplants your space to think and act.

At one seminar where I was speaking on the concept of proactivity, a man came up and said, “Stephen, I like what you’re saying. But every situation is so different. Look at my marriage. I’m really worried. My wife and I just don’t have the same feelings for each other we used to have. I guess I just don’t love her anymore and she doesn’t love me. What can I do?” “The feeling isn’t there anymore?” I asked. “That’s right,” he reaffirmed. “And we have three children we’re really concerned about. What do you suggest?” “Love her,” I replied. “I told you, the feeling just isn’t there anymore.” “Love her.” “You don’t understand. The feeling of love just isn’t there.” “Then love her. If the feeling isn’t there, that’s a good reason to love her.” “But how do you love when you don’t love?” “My friend, love is a verb. Love—the feeling—is a fruit of love, the verb. So love her. Serve her. Sacrifice. Listen to her. Empathize. Appreciate. Affirm her. Are you willing to do that?” *** In the great literature of all progressive societies, love is a verb. Reactive people make it a feeling.

Proactive people show you what they love, what they want, what they purpose, and what they stand for. These people are very different from those who are known by what they hate, what they don’t like, what they stand against, and what they will not do. While reactive victims are primarily known by their “against” stances, proactive people do not demand rights; they live them. Power is not something you demand or deserve; it is something you express. The ultimate expression of power is love; it is the ability not to express power, but to restrain it. Proactive people are able to “love others as themselves.” They have mutual respect. They are able to “die to self” and not “return evil for evil.” They have gotten past the reactive stance of the law and are able to love and not react.

We will live reactive lives instead of proactive.

Human beings are by nature reactive. If we were proactive animals, global warming, for one, would not be a contested topic today. A broader range of Americans would be taking steps to counteract the trend.

Reactive people are driven by feelings, by circumstances, by conditions, by their environment. Proactive people are driven by values—carefully thought about, selected and internalized values.

there is dire shortage of those who can create new opportunities through their own proactive sales effort. Many veteran salespeople are victims of their own past success and easier times, when they could make their numbers while operating in a reactive mode. Others were carried along by their company’s momentum and favorable economic conditions that created strong demand for their products or services. They never had to go out and find business.

The Bible isn’t meant to be read reactively. It is meant to be prayed proactively.

The language of reactive people absolves them of responsibility. Reactive vs. Proactive Voice "There's nothing I can do" vs. "Let's look at our alternatives" "That's just the way I am" vs. "I can choose a different approach" "He makes me so mad" vs. "I control my own feelings" "They won't allow that" vs. "I can create an effective presentation" "I have to do that" vs. "I will choose an appropriate response" "I can't" vs. "I choose" "I must" vs. "I prefer" "If only" vs. "I will

Being reactive leaves you one step behind. Being proactive keeps you in front.

Many of us are reactive, not proactive. We react. We hit back. We are ‘an eye for an eye’ practitioners. We attack when we are attacked, with good measure. Our barometer reads from the environment and makes us act accordingly. We are mirrors who reflect the anger in others, the bad attitude in the other person, the negative comments of others. Let me show you a higher level of living.

Here’s the reality of our current technique: Other people’s requests dictate the decisions we make. We become slaves to others’ demands when we let our time become dictated by requests. We will live reactive lives instead of proactive.

While reactive victims are primarily known by their “against” stances, proactive people do not demand rights, they live them. Power is not something you demand or deserve, it is something you express. The ultimate expression of power is love; it is the ability not to express power, but to restrain it. Proactive

IT needs to be running in a proactive digital mode, rather than in a reactive industrial mode.

Enterprise Thinking also accelerates the rate of personal and organizational achievement, allowing you to make proactive decisions rather than reactive ones in our increasingly fast-paced world.

Imagine if you will two circles, one a larger outer circle we call the circle of concern, and the second a smaller inner circle we call the circle of influence. The circle of influence basically means those things you can do something about. You can have influence upon them or control over them, such as your work, your health, your attitude. The circle of concern, the outer circle, represents things you can do nothing about, such as the economy, other people’s behavior, even the weather. Where does the proactive person focus? On the inner circle. And what do you think happens to this inner circle? It gets larger and larger. And you’re more and more able to influence. And where do you think the reactive person focuses?

While reactive boundaries signal something that needs to be dealt with, proactive boundaries fix something that is broken.

Now if I were sitting at that funeral we visualized earlier, and one of my children was about to speak, I would want his life to represent the victory of teaching, training, and disciplining with love over a period of years rather than the battle scars of quick fix skirmishes. I would want his heart and mind to be filled with the pleasant memories of deep, meaningful times together. I would want him to remember me as a loving father who shared the fun and the pain of growing up. I would want him to remember the times he came to me with his problems and concerns. I would want to have listened and loved and helped. I would want him to know I wasn’t perfect, but that I had tried with everything I had. And that, perhaps more than anybody in the world, I loved him. The reason I would want those things is because, deep down, I value my children. I love them, I want to help them. I value my role as their father. But I don’t always see those values. I get caught up in the “thick of thin things.” What matters most gets buried under layers of pressing problems, immediate concerns, and outward behaviors. I become reactive. And the way I interact with my children every day often bears little resemblance to the way I deeply feel about them. Because I am self-aware, because I have imagination and conscience, I can examine my deepest values. I can realize that the script I’m living is not in harmony with those values, that my life is not the product of my own proactive design, but the result of the first creation I have deferred to circumstances and other people. And I can change. I can live out of my imagination instead of my memory. I can tie myself to my limitless potential instead of my limiting past. I can become my own first creator.

The best SEL efforts are proactive, not reactive

we can only be proactive when we’re not being reactive

Many of our choices in life revolve around the core decision to be reactive or proactive in any given situation. I can’t stress enough that being reactive is rarely a recipe for success.

This chart contrasts predictive and prospective thinking: Predictive Thinking Prospective Thinking Mindset Forecasting, “We expect …” Preparing, “But what if …” Goal Reduce or even discard uncertainty, fight ambiguity Live with uncertainty, embrace ambiguity, plan for set of contingencies Level of uncertainty Average High Method Extrapolating from present and past Open, imaginative Approach Categorical, assumes continuity Global, systemic, anticipates disruptive events Information inputs Quantitative, objective, known Qualitative (whether quantifiable or not), subjective, known or unknown Relationships Static, stable structures Dynamic, evolving structures Technique Established quantitative models (economics, mathematics, data) Developing scenarios using qualitative approaches (often building on megatrends) Evaluation method Numbers Criteria Attitude toward the future Passive or reactive (the future will be) Proactive and creative (we create or shape the future) Way of thinking Generally deduction Greater use of induction

Proactive people focus their efforts in the Circle of Influence. They work on the things they can do something about. The nature of their energy is positive, enlarging and magnifying, causing their Circle of Influence to increase. Reactive people, on the other hand, focus their efforts in the Circle of Concern. They focus on the weakness of other people, the problems in the environment, and circumstances over which they have no control. Their focus results in blaming and accusing attitudes, reactive language, and increased feelings of victimization.

It’s a principle that all things are created twice, but not all first creations are by conscious design. In our personal lives, if we do not develop our own self-awareness and do not become responsible for first creations, we empower other people and circumstances outside our Circle of Influence to shape much of our lives by default. We reactively live the scripts handed to us by family, associates, other people’s agendas, the pressures of circumstance—scripts from our earlier years, from our training, our conditioning. These scripts come from people, not principles. And they rise out of our deep vulnerabilities, our deep dependency on others and our needs for acceptance and love, for belonging, for a sense of importance and worth, for a feeling that we matter. Whether we are aware of it or not, whether we are in control of it or not, there is a first creation to every part of our lives. We are either the second creation of our own proactive design, or we are the second creation of other people’s agendas, of circumstances, or of past habits.

In making such a choice, we become reactive. Reactive people are often affected by their physical environment. If the weather is good, they feel good. If it isn’t, it affects their attitude and their performance. Proactive people can carry their own weather with them. Whether it rains or shines makes no difference to them.

Most people have liberty. They can go where they want and do the things they feel like doing. But too many people are also slaves to their impulses. They have grown reactive rather than proactive, meaning that they are like seafoam pounding against a rocky shore, going in whatever direction the tide might take them.

The ability to subordinate an impulse to a value is the essence of the proactive person. Reactive people are driven by feelings, by circumstances, by conditions, by their environments. Proactive people are driven by values- carefully thought about, selected and internalised values.

It is a priority to be as proactive, in all aspects of your life's journey, as you can be. If you do not make this effort, you will become over reactive to every new experience that crosses your path. Be Proactive , not Reactive.

Sometimes our first questions are a product of our impulse rather than an expression of our thoughts.

Sometimes a journey forced is a journey wrecked.

Two types of success-seekers in our world: The “Reactive” and the “Proactive” molds. The first—do wait for opportunities; the second—create opportunities. The first—do retreat when faced with troubles; the second—fly higher on the double. The first—do throw excuses why give up; the second—cite reasons why must hold up.

Internalizers: They are mentally proactive and desire to learn. Internalizers are sensitive and they try to understand cause and effect, they see life as an opportunity for learning and self-development. On the whole, they enjoy becoming more competent. Internalizers try to solve problems by themselves and they believe that they can make things better just by working harder. The internalizer is overly self-sacrificing but later becomes resentful of how much he sacrifices for others. Externalizers: Externalizers are reactive, they act before they think things through. They blame other people and circumstances for their own actions. They live life without a plan but they rarely learn from their mistakes and they often require other people to step in to fix the damage caused by their impulsive actions. Externalizers have low self-confidence or a sense of superiority. Their main source of anxiety is to be cut off from the external sources of their security.

We have decided that our demands for life, liberty, and the pursuit of happiness will no longer fall on deaf ears. We must now make the choice to no longer only be reactive, but we must be proactive

Reactive people are also affected by their social environment, by the “social weather.” When people treat them well, they feel well; when people don’t, they become defensive or protective. Reactive people build their emotional lives around the behavior of others, empowering the weaknesses of other people to control them. The ability to subordinate an impulse to a value is the essence of the proactive person. Reactive people are driven by feelings, by circumstances, by conditions, by their environment. Proactive people are driven by values—carefully thought about, selected and internalized values. Proactive people are still influenced by external stimuli, whether physical, social, or psychological. But their response to the stimuli, conscious or unconscious, is a value-based choice or response. As Eleanor Roosevelt observed, “No one can hurt you without your consent.” In the words of Gandhi, “They cannot take away our self respect if we do not give it to them.” It is our willing permission, our consent to what happens to us, that hurts us far more than what happens

Because our attitudes and behaviors flow out of our paradigms, if we use our self-awareness to examine them, we can often see in them the nature of our underlying maps. Our language, for example, is a very real indicator of the degree to which we see ourselves as proactive people. The language of reactive people absolves them of responsibility.

Having a strategy for evaluating your daily to-do list by priority is invaluable. After all, a life in which anything goes will ultimately be a life in which nothing goes well. But if you have no solutions for determining priorities other than that, you will still be too reactive instead of proactive as a leader. So I want to give you some tools that will help you with priorities in the bigger picture.

Leaders proactively find opportunities to change the status quo, while managers reactively rely on it.

Today, going to the doctor is about 'sick' care more than 'healthcare'. It's reactive, not proactive. Doctors make after-the-fact interventions, fighting a rearguard battle that's often inefficient, overpriced, and in certain cases, downright surreal.

The management is screwing things up. Or it’s the “process” that gets in the way. It’s time to stop blaming our surroundings and start taking responsibility. While no workplace is perfect, it turns out that our gravest challenges are a lot more primal and personal. Our individual practices ultimately determine what we do and how well we do it. Specifically, it’s our routine (or lack thereof), our capacity to work proactively rather than reactively, and our ability to systematically optimize our work habits over time that determine our ability to make ideas happen. DON

THE ERA OF REACTIONARY WORKFLOW The biggest problem we face today is “reactionary workflow.” We have started to live a life pecking away at the many inboxes around us, trying to stay afloat by responding and reacting to the latest thing: e-mails, text messages, tweets, and so on. Through our constant connectivity to each other, we have become increasingly reactive to what comes to us rather than being proactive about what matters most to us. Being informed and connected becomes a disadvantage when the deluge supplants your space to think and act. As

Time management is reactive, whereas time strategy is proactive.

In the United States, meaningful financial reform has tended to be crisis-driven. That is an unfortunate fact, for several reasons. It means that our regulatory system has been defined and redefined under extreme rather than normal conditions. It means that financial regulation is more reactive than proactive. And it means that we must endure serious dysfunction, if not a major calamity, before fixing problems—financial excesses that typically have been recognized and acknowledged long before the crisis hits.

But Ballard knew that it could also be that this was the new LAPD—officers stripped of the mandate of proactive enforcement and waiting to be reactive, to hit the streets only when it was requested and required, and only then doing the minimum so as not to engender a complaint or controversy. To Ballard, much of the department had fallen into the pose of a citizen caught in the middle of a bank robbery.

Waiting, waiting, waiting for things to suddenly turn our way is futile. We mustn’t waste our lives (or diminish our sense of self-respect and industry) waiting for someone else to feed us our dinner.

Secure Man VS Vulnerable Man A secure man is someone who can identify their own weaknesses and improve. He can accept his flaws and maintain his self esteem. He knows his journey is never over, so he always strives for more. He lends strength to others needing a helping hand. He prefers to take the hard right over the easy wrong. He can handle constructive criticism without bitterness. He can provide for himself and his family. He can set goals for himself knowing one day he can achieve them. He is a multitasker. He doesn't make decisions just for the moment; He makes decisions that he knows will benefit and effect his whole life. If this man makes a mistake he will hold himself responsible and correct his mistake. He has confidence in himself and holds no one else accountable for his happiness and/or peace of mind. A sincere understanding of empathy for others, a sense of humility, and humbleness are reinforcing characteristics of this man. A secure man has faith in the Lord. A vulnerable man is someone who depends on others. He can not accomplish routine tasks or deliver on his own. He is always asking for a helping hand and has little or no self esteem. He lives for the moment without a life plan. He doesn't set lifetime goals. A vulnerable man is either too arrogant and ignorant to notice when somebody is trying to help him, so he rebels against those closest to him. A vulnerable man gets angry when things doesn't go his way. He doesn't only complain, he also complains about what others aren't doing for him. He can't provide for himself or others. You can never go to him for advice or will he extend a hand of help to others without wanting something in return. A vulnerable man can not make a decision and lives a reactive life instead of a proactive one. He knows right from wrong...but still decides to go the wrong way because it's the easiest. A vulnerable man seeks an enabler one who will bail them out time and time again. Others notices his individual weaknesses...However he chooses a life of denial and deflection. This man believes it is always someone else's fault and feels entitled to others hard work and efforts. A vulnerable man has no faith in a higher power and thinks he'll never have to answer for the choices made in their life.-27 September 2012-

being more proactive in preventing problems, not just less reactive

Senses recklessly transport our minds away from where we want them to be. Don’t tease your own senses. Don’t set yourself up to fail. A monk doesn’t spend time in a strip club. We want to minimize the mind’s reactive tendencies, and the easiest way to do that is for the intellect to proactively steer the senses away from stimuli that could make the mind react in ways that are hard to control. It’s up to the intellect to know when you are vulnerable and to tighten the reins, just as a charioteer does when going through a field of tasty grass.

This new language becomes a code, a shorthand way of saying a great deal. When you say to another “Was that a deposit or a withdrawal?” “Is that reactive or proactive?” “Is that synergistic or a compromise?” “Is that win/win or win/lose or lose/win?” “Is that putting first things first or second things first?” “Is that beginning with the means in mind or the end in mind?” I’ve seen entire cultures transformed by a wide understanding of and commitment to the principles and concepts symbolized by these very special code words.

Take a deep breath and focus on your purpose—your Yes—in this situation. Ask yourself what you really want and what is really important here. In other words, shift from being reactive and focused on No, to being proactive and focused on Yes.

In making such a choice, we become reactive. Reactive people are often affected by their physical environment. If the weather is good, they feel good. If it isn’t, it affects their attitude and their performance. Proactive people can carry their own weather with them. Whether it rains or shines makes no difference to them. They are value driven; and if their value is to produce good quality work, it isn’t a function of whether the weather is conducive to it or not.

When hospitals and reconceived drugstores like CVS and Walgreens become more like wellness centers than treatment centers, we stop becoming a reactive culture when it comes to medicine and become more proactive—taking our health and wellness seriously before problems start. This shift in thinking and in practice is a necessary part of the development of the reboot, as it will create a partnership between the individual and the medical community to fully and holistically think about health and longevity.

The ability to subordinate an impulse to a value is the essence of the proactive person. Reactive people are driven by feelings, by circumstances, by conditions, by their environment. Proactive people are driven by values—carefully thought about, selected, and internalized values.

REACTIVE LANGUAGE PROACTIVE LANGUAGE There’s nothing I can do. Let’s look at our alternatives. That’s just the way I am. I can choose a different approach. He makes me so mad. I control my own feelings. They won’t allow that. I can create an effective presentation.

It is far more effective to arrange classroom furniture and move about the room while teaching in ways that ensures proximity to all students at various points in the lesson. This movement will proactively decrease acting-out behavior, rather than putting teachers in the position of reactively responding to inappropriate behavior. Marzano states that “desk arrangements should provide access to any student within four steps from where the teacher spends most of his time” (2007, p. 121). Students’ social-emotional development can be improved by proactively setting up the room for student academic and behavioral success. As we saw in the cycles of deficit mindset and growth mindset in Chapter 1, the fewer instances when we need to address misbehavior, the more we can affirm appropriate behavior, and the more likely we are to reverse the cycle of deficit mindset. Room arrangement and teacher proximity is an important first step in creating a positive learning environment.

Viewing violence as an extreme form of aggression situates it on a spectrum of increasingly agonistic behaviors. Aggression has been described as -the behavioral weapon of choice for individuals to gain and maintain access to desired resources (food, territory, mating partners), defend themselves and their progeny from rivals and predators, and establish and secure social status/hierarchical relationships-. This is applicable across numerous species and is true of human aggression as well.

Proactive aggression involves lower physiological arousal on the part of the aggressor, yet is likely to result in more lethal outcomes. Lack of social communication, the targeting of vulnerable body parts, and the goal-directed psychology of this type of aggression render it more akin to predation than to reactive aggression. Indeed, the same neural circuits that are activated during predatory behavior are engaged during proactive aggression.

Throughout human evolution, successful religious systems have provided a mechanism for resolving collective action problems by engendering social cooperation, reducing in-group reactive aggression, and optimizing out-group proactive aggression.

Resilience versus Robustness. Typically when we want to improve a system’s ability to avoid outages, handle failures gracefully when they occur and recover quickly when they happen, we often talk about resilience. (…) Robustness is the ability of a system that is able to react to expected variations, Resilience is having an organisation capable of adapting to things that have not been thought of, which could very well include creating a culture of experimentation through things like chaos engineering. For example, we are aware a specific machine could die, so we might bring redundancy into our system by load-balancing an instance, that is an example of addressing Robustness. Resiliency is the process of an organisation preparing itself to the fact that it cannot anticipate all potential problems. An important consideration here is that microservices do not necessarily give you robustness for free, rather they open up opportunities to design a system in such a way that it can better tolerate network partitions, service outages, and the like. Just spreading your functionality over multiple separate processed and separate machines does not guarantee improved robustness, quite the contrary, it may just increase your surface area of failure.