Being Targeted At Work Quotes

On translating text into the new language as it is in source language, there is a chance of it being emerged as an absurd sentence in the target language making no sense at all. In the attempt to make the translation meaningful to the target language, there exists a risk of the original work getting meddled by the translator’s style.

The whole time I pretend I have mental telepathy. And with my mind only, I’ll say — or think? — to the target, 'Don’t do it. Don’t go to that job you hate. Do something you love today. Ride a roller coaster. Swim in the ocean naked. Go to the airport and get on the next flight to anywhere just for the fun of it. Maybe stop a spinning globe with your finger and then plan a trip to that very spot; even if it’s in the middle of the ocean you can go by boat. Eat some type of ethnic food you’ve never even heard of. Stop a stranger and ask her to explain her greatest fears and her secret hopes and aspirations in detail and then tell her you care because she is a human being. Sit down on the sidewalk and make pictures with colorful chalk. Close your eyes and try to see the world with your nose—allow smells to be your vision. Catch up on your sleep. Call an old friend you haven’t seen in years. Roll up your pant legs and walk into the sea. See a foreign film. Feed squirrels. Do anything! Something! Because you start a revolution one decision at a time, with each breath you take. Just don’t go back to thatmiserable place you go every day. Show me it’s possible to be an adult and also be happy. Please. This is a free country. You don’t have to keep doing this if you don’t want to. You can do anything you want. Be anyone you want. That’s what they tell us at school, but if you keep getting on that train and going to the place you hate I’m going to start thinking the people at school are liars like the Nazis who told the Jews they were just being relocated to work factories. Don’t do that to us. Tell us the truth. If adulthood is working some death-camp job you hate for the rest of your life, divorcing your secretly criminal husband, being disappointed in your son, being stressed and miserable, and dating a poser and pretending he’s a hero when he’s really a lousy person and anyone can tell that just by shaking his slimy hand — if it doesn’t get any better, I need to know right now. Just tell me. Spare me from some awful fucking fate. Please.

Keep your elbows in!" Sturmhond berated Mal. "Stop flapping them like some kind of chicken." Mal let out a disturbingly convincing cluck. Tamar raised a brow. "Your friend seems to be enjoying himself." I shrugged. "Mal's always been like that. You could drop him in a camp full of Fjerdan assassins, and he'd come out carried on their shoulders. He just blooms wherever he's planted." "And you?" "I'm more of a weed," I said drily. Tamar grinned. In combat, she was cold and silent fire, but when she wasn't fighting, her smiles came easily. "I like weeds," said said, pushing herself off from the railing and gathering her scattered lengths of rope. "They're survivors." I caught myself returning her smile and quickly went back to working on the knot that I was trying to tie. The problem was that I liked being aboard Sturmhond's ship. I liked Tolya and Tamar and the rest of the crew. I like sitting at meals with them, and the sound of Privyet's lilting tenor. I liked the afternoon when we took target practice, lining up empty wine bottles to shoot off the fantail and making harmless wagers.

Addie, please." More tears dripped down her cheeks. "Don't be so hard." "Oh, please," I muttered...and that was as far as I got. 'You broke my heart' were the words that had risen to my mouth, but I couldn't say them. That was what you said to a boyfriend, a lover, not your best friend. She'd laugh. And I'd had enough of being laughed at. I'd worked hard to get to a place where it didn't happen anymore, where I didn't move through life like a walking target, where it was just me and my paints and brushes and my big empty bed every night. "You weren't a good friend," I said instead.

I resented the idea of being talented. I couldn’t respect it — in my experience, no one else did. Being called talented at school had only made me a target for resentment. I wanted to work. Work, I could honor.

Before you take up that fight against history, do remember that she has a track record of beating 'champions' like you. Therefore, it's best to stick with the flow, and go with what works for everyone. But . . . In the event you do decide to go against the convention, all you need is to get your heart straight, and your eyes fixed on the target. You might just be the underdog that will surprise history.

Idealized media images of women are far from being the only important target when it comes to our beauty-sick culture, but their sheer ubiquity means we can't underestimate their impact. We also cannot pretend that what we see in the media doesn't shape our thoughts and behaviors. It might be tempting to think that your mind is locked behind some protective wall, safe from the influence of the media onslaught, but that's not how brains work. We are all affected by these images. Their influence is insidious, and there is no magic force field to keep it out.

To comprehend Crowley, one must comprehend what he meant by "Magick"—the "discredited" tradition he swore to "rehabilitate." Magick, for Crowley, is a way of life that takes in every facet of life. The keys to attainment within the magical tradition lie in the proper training of the human psyche itself—more specifically, in the development of the powers of will and imagination. The training of the will—which Crowley so stressed, thus placing himself squarely within that tradition—is the focusing of one's energy, one's essential being. The imagination provides, as it were, the target for this focus, by its capacity to ardently envision—and hence bring into magical being—possibilities and states beyond those of consensual reality. The will and imagination must work synergistically. For the will, unilluminated by imagination, becomes a barren tool of earthly pursuits. And the imagination, ungoverned by a striving will, lapses into idle dreams and stupor.

Through all the fast-paced changes occurring around us, we earnestly pray and work to ensure that the values of the gospel of Jesus Christ endure. Already some of them are in jeopardy of being lost. At the top of the list of these values and, therefore, prime targets of the adversary, are the sanctity of marriage and the central importance of families. They provide an anchor and the safe harbor of a home.

The dark side of tracking a particular behavior is that we become driven by the number rather than the purpose behind it. If your success is measured by quarterly earnings, you will optimize sales, revenue, and accounting for quarterly earnings. If your success is measured by a lower number on the scale, you will optimize for a lower number on the scale, even if that means embracing crash diets, juice cleanses, and fat-loss pills. The human mind wants to “win” whatever game is being played. This pitfall is evident in many areas of life. We focus on working long hours instead of getting meaningful work done. We care more about getting ten thousand steps than we do about being healthy. We teach for standardized tests instead of emphasizing learning, curiosity, and critical thinking. In short, we optimize for what we measure. When we choose the wrong measurement, we get the wrong behavior. This is sometimes referred to as Goodhart’s Law. Named after the economist Charles Goodhart, the principle states, “When a measure becomes a target, it ceases to be a good measure.

I let the divine being leave first and gave him a few minutes to do whatever it was he needed to do to get back to Heaven. It seemed polite, though I’d only made that rule up in my head. When I stepped out of the shack, Quentin was there by the roadside, waiting for me. “Have a nice chat?” I knew his peevish tone was his usual allergic reaction to Erlang Shen, but for some reason I didn’t field it well today. “Yeah, we really connected on an emotional level,” I snapped. “I promised to turn into a stick for him.” That was perhaps the weirdest, most hyper-targeted dig I’d ever leveled at someone, but boy did it work. Quentin looked like I’d broken him in half and left him on the curb for pickup. He was completely silent the entire trip back to civilization. He didn’t call or text me that night either

I explained that she might be one of the main targets of the regime, but she wasn’t listening,” he recalls. “She was only focused on human suffering, on children dying. I thought I could work with this person because she has no ideology, she’s just concerned with human beings.

Find some time every morning to work on your own, personal goals. We are (or can be) the most effective in the hours in the morning, so use that time to work on yourself. You might not be able to find a lot of time, but consistent, targeted progress will quickly build up to massive results.

I keep meeting so many couples who feel trapped by the traditional concept of love. They’re actually stuck in between love and sensuality. They seek more sensuality because love, quite frankly, is just not enough. As I usually say, love is an occupation of the idle. The reason why love today doesn’t work like it used to is because we have outgrown it. Have you looked at couples these days? They are bored out of their minds with each other they don’t know what to do with themselves. Many feel trapped or like they’re letting their lives pass them by. I can’t blame them. Here’s the thing, the concept of love has to be constantly renewed (for every generation), and the only way to renew it is through evolving our sensuality. But sensuality is still a taboo in our society. If only people knew that by consistently upgrading our own sensuality we are essentially making sure that we keep love FOREVER FRESH and relevant to our ever-evolving needs (and every generation), then they would be more embracing towards this idea of sensual living. Remember, human beings are not stagnant creatures. Your partner’s needs are a constantly moving target. In fact, love is a constantly moving target. So how do you build foresight that will help you keep figuring out what (or who) your partner IS BECOMING... daily... weekly... monthly... yearly, so that you can avoid being washed out by their perpetual evolution? I believe that developing your ability to stay consistent with our own sensual growth is highly crucial in this day and age. It’s what’s going to help you survive being washed out, outgrown, or become irrelevant in your partner’s life. You’ve got to keep up. You can’t be lazy or complacent because you’re ‘in love.’ Stop using love as a security. Sensuality is the new security. Sensuality is what’s going to help you keep up with the chase of your partner's constantly evolving nature.

In the Reintegration System, a problem or unwanted state of mind is viewed as a distinct part of the personality and reintegrated as such into the unity of one’s being. Every seemingly challenging part of our personality was initially part of the highest intention for our being. It is over time that it degraded and became a lower state of delusion. Our aim is to target such parts and work them back into the wholeness of our being.

As with any target, in the pursuit of this purpose managers actually make performance worse—by ‘managing costs,’ for example, they create (more) costs. If only they knew. In pursuit of economies of scale, managers of service organizations build factories to handle work and worsen service, but they remain unaware of the extent of the damage, because their measures, being activity- rather than purpose-related, keep them blind. Top-down

The Misunderstood Social Butterfly   Like manipulative mothers, scheming co-workers act nice toward their intended target and present themselves as a victim. These schemers make themselves seem misunderstood and victimized to gain their target’s trust. The unwitting target then makes it his or her job to cover for the “victim,” making sure that the “victim” is protected from others.   This forms an exclusive bond between the two parties, with the manipulator effectively cutting off the target’s contact with other employees by painting them in a bad light. The target then becomes the manipulator’s personal pep squad, leaving the employee emotionally and mentally drained.   Typically, the person being manipulated in this type of relationship at work is someone who is hard working, trusting, and unfortunately, often times easy prey to a manipulator. The manipulator sees the victim as the person who is always working late and the person who always “tries to do the right thing”. The manipulator, conversely, often times is the one leaving early, skating by day-to-day, but occasionally has enough “golden opportunities” with the boss to make themselves the “favored employees”. Nearly always a gregarious and outgoing person, these manipulative people can be true terrors to those whom they manipulate.

Jess is beautiful, although she says this was not always the case. She lost a lot of weight two years ago after she had an operation. I've seen pictures of her before when she was obese. She says that's why she wants to work with kids whose disabilities make them targets because she remembers being one, too. In the pictures, she looks like Jess, but hidden inside someone larger and puffier. Now, she is curvy, but only in the right places.

The drive to change the genome of a human embryo has turned into an intercontinental arms race. As of this writing, four other groups in China are reportedly working on introducing permanent mutations in human embryos. By the time this book is published, I would not be surprised if the first successful targeted genome modification of a human embryo had been achieved in a laboratory. The first "post-genomic" human might be on his or her way to being born.

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

It is important that we actively work, as a nation, to improve the standard of living in other countries, but not beyond the point where we stop being able to maintain our own. If we continue to do that, we will soon lose the ability to help anyone, including ourselves. However, we can improve the standard of living in those areas in many different ways. We could share knowledge, innovation, healthcare advances, and best practices. We could make targeted infusions of capital and investment to the local economies.

After all, the media have been and are the major dispenser of the ideals and norms surrounding motherhood: Millions of us have gone to the media for nuts-and-bolts child-rearing advice. Many of us, in fact, preferred media advice to the advice our mothers gave us. We didn't want to be like our mothers and many of us didn't want to raise our kids the way they raised us (although it turns out they did a pretty good job in the end). Thus beginning in the mid-1970s, working mothers became the most important thing you can become in the United States: a market. And they became a market just as niche marketing was exploding--the rise of cable channels, magazines like Working Mother, Family Life, Child, and Twins, all supported by advertisements geared specifically to the new, modern mother. Increased emphasis on child safety, from car seats to bicycle helmets, increased concerns about Johnny not being able to read, the recognition that mothers bought cars, watched the news, and maybe didn't want to tune into one TV show after the next about male detectives with a cockatoo or some other dumbass mascot saving hapless women--all contributed to new shows, ad campaigns, magazines, and TV news stories geared to mothers, especially affluent, upscale ones. Because of this sheer increase in output and target marketing, mothers were bombarded as never before by media constructions of the good mother. The good mother bought all this stuff to stimulate, protect, educate, and indulge her kids. She had to assemble it, install it, use it with her child, and protect her child from some of its features.

[Prostitution laws] are a way of reminding men that their sexuality is necessarily monstrous, that it creates victims and destroys lives. Because masculine sexuality must remain criminalized, dangerous, antisocial, and threatening. This is not an inherent truth, it's a cultural construction. When whores are prevents from working in decent conditions, women are not the only ones being targeted, men's sexuality is also being controlled. Having a relaxed heterosexual fuck when they feel like it mustn't be too easy or pleasant. Their sexuality must remain a problem.

After generations of separations and decades of forgetfulness, the mention of the South brings back to our memories ancient years of pain and pleasure. At the turn of the twentieth century, many African Americans left the Southern towns, left the crushing prejudice and prohibition, and moved north to Chicago and New York City, west to Los Angeles and San Diego. They were drawn by the heady promise of better lives, of equality, fair play, and good old American four-star freedom. Their expectations were at once fulfilled and at the same time dashed to the ground and broken into shards of disappointment. The sense of fulfillment arose from the fact that there were chances to exchange the dull drudgery of sharecrop farming for protected work under unionized agreements. Sadly for the last thirty years, those jobs have been decreasing as industry became computerized and work was sent to foreign countries. The climate which the immigrants imagined as free of racial prejudice was found to be discriminatory in ways different from the Southern modes and possibly even more humiliating. A small percentage of highly skilled and fully educated blacks found and clung to rungs on the success ladder. Unskilled and undereducated black workers were spit out by the system like so many undigestible watermelon seeds. They began to find their lives minimalized, and their selves as persons trivialized. Many members of that early band of twentieth-century pilgrims must have yearned for the honesty of Southern landscapes where even if they were the targets of hate mongers who wanted them dead, they were at least credited with being alive. Northern whites with their public smiles of liberal acceptance and their private behavior of utter rejection wearied and angered the immigrants.

Andrew Murray wrote, “Christ’s life and work, His suffering and death, were founded on prayer—total dependence upon God the Father, trust in God, receiving from God, and surrendering to God. Your redemption is brought into being by prayer and intercession. The life He lived for you and the life He lives in you is a life that delights to wait on God and receive from Him. To pray in His name is to pray as He prayed. Christ is our example because He is our Head, our Savior, and our Life. In virtue of His deity and of His Spirit, He can live in us. We can pray in His name because we abide in Him and He abides in us.”1

They were supposed to be practicing the opposite of the Summoning Charm today — the Banishing Charm. Owing to the potential for nasty accidents when objects kept flying across the room, Professor Flitwick had given each student a stack of cushions on which to practice, the theory being that these wouldn’t hurt anyone if they went off target. It was a good theory, but it wasn’t working very well. Neville’s aim was so poor that he kept accidentally sending much heavier things flying across the room — Professor Flitwick, for instance. “Just forget the egg for a minute, all right?” Harry hissed as Professor Flitwick went whizzing resignedly past them, landing on top of a large cabinet.

him.” “Do you have anyone else you’re tight with?” asked Julie. “Used to. Not anymore.” “Because they’re not around anymore?” asked Julie. “Something like that.” “Robie really respects you. I can tell.” “I would imagine there aren’t many who he does respect,” replied Reel. “I bet you’re the same.” “We trained together, Robie and me,” said Reel. “He was the best, Julie. I always thought I was, but I have to admit, he’s better.” “Why?” “The intangibles. On the big stuff we’re equal. Even he would agree with that. It’s the small stuff, though, where I fall behind. Sometimes I let my emotions get the better of me.” “That only means you’re human. I wish Robie would let that happen to him more often. He keeps it all inside.” “Which is exactly what we’re trained to do,” Reel pointed out. “A job isn’t everything, is it? It’s not your whole life.” “Some jobs are. Our jobs are; at least mine used to be.” “And now?” asked Julie. Reel glanced at her as she steered the car through the wet streets and over a bridge into D.C. “Maybe I’m starting a transition phase.” “Into another job, or retiring?” “Retiring? How old do you think I am?” Reel chuckled, but Julie’s expression remained serious. “Robie told me you don’t retire from the sort of work you two do.” Reel glanced at her again. “He did?” Julie nodded. “Well, then it must be true. I’ve never known Will Robie to bullshit.” Julie put a hand on Reel’s arm. “But you can make

When I say we, I'm referring to society: copywriters, companies, and overall general opinion; I am in no way taking personal responsibility. We/they market to women like they are giant toddlers. This endless, pejorative, female-targeted infantilization of the English language when it's directed toward women: "Mama Bear needs her beauty rest!" "Rockstar gal gets her glam on!" "Work it, she-entrepreneur!" "Be a diva-licious ass-kicker in stilettos! The biggest, badass, boss-babe in herstory! The fiercest, she-matologist working in the blood lab!" This pervasive rhetoric is basically watered down, digestible empowerment designed to get a woman's money. It's the advertising equivalent of a "Live Laugh Love" sign.

By tracing the early history of USCYBERCOM it is possible to understand some of the reasons why the military has focused almost completely on network defense and cyber attack while being unaware of the need to address the vulnerabilities in systems that could be exploited in future conflicts against technologically capable adversaries. It is a problem mirrored in most organizations. The network security staff are separate from the endpoint security staff who manage desktops through patch and vulnerability management tools and ensure that software and anti-virus signatures are up to date. Meanwhile, the development teams that create new applications, web services, and digital business ventures, work completely on their own with little concern for security. The analogous behavior observed in the military is the creation of new weapons systems, ISR platforms, precision targeting, and C2 capabilities without ensuring that they are resistant to the types of attacks that USCYBERCOM and the NSA have been researching and deploying. USCYBERCOM had its genesis in NCW thinking. First the military worked to participate in the information revolution by joining their networks together. Then it recognized the need for protecting those networks, now deemed cyberspace. The concept that a strong defense requires a strong offense, carried over from missile defense and Cold War strategies, led to a focus on network attack and less emphasis on improving resiliency of computing platforms and weapons systems.

The topics round the table narrowed to a single issue – targets. Everyone approved. A policy working group had just completed a paper. If Labour came to power, the public sector was to be made efficient and humane by being set clearly defined outcomes. Fear of failure would raise performance. Fulfilling targets would lift morale. The public interest would be met. To be targeted and increased: breast screenings, apprenticeships, ethnic minorities visiting national parks, kids from disadvantaged backgrounds at universities, literacy levels at ages seven, ten and fourteen, crimes solved, rapists tried and imprisoned, people moved out of unemployment. To be targeted and reduced: numbers of homeless, suicides, schizophrenics, air pollution, Accident and Emergency

It’s about connection,” she says. She motions for me to sit down. She sits in front of me, takes my hands. Hers are freezing, cold as the bodies in P&D. “Close your eyes. Oh, come on, Zombie. How’s your way been working for you? Good. Okay, remember, it’s not you and the target. It’s not what’s between you, but what connects you. Think about the lion and the gazelle. What connects them?” “Um. Hunger?” “That’s the lion. I’m asking what they share.” This is heavy stuff. Maybe it was a bad idea, accepting her offer. Not only do I have her thoroughly convinced I’m a lousy soldier, now there’s a real possibility that I’m also a moron. “Fear,” she whispers in my ear, as if she’s sharing a secret. “For the gazelle, fear of being eaten. For the lion, fear of starvation. Fear is the chain that binds them together.

Our safety lies in repentance. Our strength comes of obedience to the commandments of God. My beloved brethren and sisters, I accept this opportunity in humility. I pray that I may be guided by the Spirit of the Lord in that which I say. I have just been handed a note that says that a U.S. missile attack is under way. I need not remind you that we live in perilous times. I desire to speak concerning these times and our circumstances as members of this Church. You are acutely aware of the events of September 11, less than a month ago. Out of that vicious and ugly attack we are plunged into a state of war. It is the first war of the 21st century. The last century has been described as the most war-torn in human history. Now we are off on another dangerous undertaking, the unfolding of which and the end thereof we do not know. For the first time since we became a nation, the United States has been seriously attacked on its mainland soil. But this was not an attack on the United States alone. It was an attack on men and nations of goodwill everywhere. It was well planned, boldly executed, and the results were disastrous. It is estimated that more than 5,000 innocent people died. Among these were many from other nations. It was cruel and cunning, an act of consummate evil. Recently, in company with a few national religious leaders, I was invited to the White House to meet with the president. In talking to us he was frank and straightforward. That same evening he spoke to the Congress and the nation in unmistakable language concerning the resolve of America and its friends to hunt down the terrorists who were responsible for the planning of this terrible thing and any who harbored such. Now we are at war. Great forces have been mobilized and will continue to be. Political alliances are being forged. We do not know how long this conflict will last. We do not know what it will cost in lives and treasure. We do not know the manner in which it will be carried out. It could impact the work of the Church in various ways. Our national economy has been made to suffer. It was already in trouble, and this has compounded the problem. Many are losing their employment. Among our own people, this could affect welfare needs and also the tithing of the Church. It could affect our missionary program. We are now a global organization. We have members in more than 150 nations. Administering this vast worldwide program could conceivably become more difficult. Those of us who are American citizens stand solidly with the president of our nation. The terrible forces of evil must be confronted and held accountable for their actions. This is not a matter of Christian against Muslim. I am pleased that food is being dropped to the hungry people of a targeted nation. We value our Muslim neighbors across the world and hope that those who live by the tenets of their faith will not suffer. I ask particularly that our own people do not become a party in any way to the persecution of the innocent. Rather, let us be friendly and helpful, protective and supportive. It is the terrorist organizations that must be ferreted out and brought down. We of this Church know something of such groups. The Book of Mormon speaks of the Gadianton robbers, a vicious, oath-bound, and secret organization bent on evil and destruction. In their day they did all in their power, by whatever means available, to bring down the Church, to woo the people with sophistry, and to take control of the society. We see the same thing in the present situation.

Who are you? Who are the players, the management team? What’s your expertise and track record? Have any of you succeeded in doing this before? Who are your advisors and what are their credentials? #2. What is it? What is your product or service? Even if it’s complex, this explanation must be easily understandable. Do you have any intellectual property rights, such as patents, that will provide some measure of exclusivity? #3. Where are you? What’s the status of your venture? Do you have a working prototype or has anyone tested your product or idea? What benchmarks have you already hit? #4. Where are you going? What’s your goal? What milestones will you attain along the way to achieving that goal? #5. Who wants it? Who’s your target market? What’s the problem being solved? Where’s the PAIN? What itch are you scratching? #6. How many people will want it? What’s your potential market size?

Buddhist Psychology You can use enlightening Buddhist practices to transform your life. Unfortunately, many people do not know it, but the Buddhist Dharma, or teaching, is actually a scientific system of psychology, developed in India and further refined in Tibet. It is a psychology that works. I call it a „joyous science of the heart“ because it is based on the idea that while unenlightened life is full of suffering, you are completely capable of escaping from that suffering. You can get well. In fact, you already are well; you just need to awaken to that fact. And how do you do this? By analyzing your thought patterns. When you do, you realize that you are full of „misknowledge“ - misunderstandings of yourself and the world that lead to anger, discontent, and fear. The target of Buddhist practice and the constant theme of this book is the primal misconception that you are the center of the universe, that your „self“ is a fixed, constant, and bounded entity. When you meditate on enlightened insights into the true nature of reality and the boundlessness of the self, you develop new habits of thinking. You free yourself from the constraints of your habitual mind. In other words, you teach yourself to think differently. This in turn leads you to act differently. And voila! You are on the path to happiness, fulfillment, and even enlightenment. The battle for happiness is fought and won or lost primarily within the mind. The mind is the absolute key, both to enlightenment and to life. When your mind is peaceful, aware, and under your command, you will be securely happy. When your mind is unaware of its true nature, constantly in turmoil, and in command of you, you will suffer endlessly. This is the whole secret of the Dharma. If you recognize delusion, greed, anger, envy, and pride as the main enemies of your well-being and learn to focus your mind on overcomming them, you can install wisdom, generosity, tolerance, love, and altruism in their place. This is where enlightened psychology can be most useful. Psychology and philosophy are really one entity in Buddhism. They are called the inner science, the science of the human interior. In the flow of Indian history, it is fair to say that the Buddha was a great explorer of the human interior rather than some sort of religious prophet. He came into the world at a time when people were just beginning to experiment with self-exploration, but mostly in an escapist way, using their focus on the inner world to run away from the sufferings of life by entering a supposed realm of absolute quiet far removed from everday existence. The Buddha started out exploring that way too, but then realized the futility of escapism and discovered instead a way of being happier here and now. (pp. 32-33)

Like addiction itself, anxiety will always find a target, but exists independently of its targets. Only when we become aware of it does it wrap itself in identifiable colours. More often we repress it, bury it under ideas, identifications, deeds, beliefs and relationships. We build above it a mound of activities and attributes that we mistake for our true selves. We then expend our energies trying to convince the world that our self-made fiction is reality. As genuine as our strengths and achievements may be, they cannot but feel hollow until we acknowledge the anxiety they cover up. Incompleteness is the baseline state of the addict. The addict believes — either with full awareness or unconsciously — that he is “not enough.” As he is, he is inadequate to face life’s demands or to present an acceptable face to the world. He is unable to tolerate his own emotions without artificial supports. He must escape the painful experience of the void within through any activity that fills his mind with even temporary purpose, be it work, gambling, shopping, eating or sexual seeking.

The human mind wants to “win” whatever game is being played. This pitfall is evident in many areas of life. We focus on working long hours instead of getting meaningful work done. We care more about getting ten thousand steps than we do about being healthy. We teach for standardized tests instead of emphasizing learning, curiosity, and critical thinking. In short, we optimize for what we measure. When we choose the wrong measurement, we get the wrong behavior. This is sometimes referred to as Goodhart’s Law. Named after the economist Charles Goodhart, the principle states, “When a measure becomes a target, it ceases to be a good measure.”9 Measurement is only useful when it guides you and adds context to a larger picture, not when it consumes you. Each number is simply one piece of feedback in the overall system. In our data-driven world, we tend to overvalue numbers and undervalue anything ephemeral, soft, and difficult to quantify. We mistakenly think the factors we can measure are the only factors that exist. But just because you can measure something doesn’t mean it’s the most important thing. And just because you can’t measure something doesn’t mean it’s not important at all.

Praise for The Witch Elm “‘I’ve always considered myself to be, basically, a lucky person.’ That’s the first line of Tana French’s extraordinary new novel. . . . Here’s a things-go-bad story Thomas Hardy could have written in his prime. . . . The book is lifted by French’s nervy, almost obsessive prose. . . . This is good work by a good writer. For the reader, what luck.” —Stephen King, The New York Times Book Review “Tana French is at her suspenseful best in The Witch Elm. . . . [Her] best and most intricately nuanced novel yet. . . . She is in a class by herself as a superb psychological novelist. . . . Get ready for the whiplash brought on by its final twists and turns.” —Janet Maslin, The New York Times “Like all of her novels, it becomes an incisive psychological portrait embedded in a mesmerizing murder mystery. [French] could make a Target run feel tense and revelatory.” —Los Angeles Times “Like all of French’s novels, The Witch Elm can be swooningly evocative. . . . Even if Toby isn’t on the Dublin Murder Squad, the events in The Witch Elm spur his great, transformative upheaval. The discovery they force on him revolves around one question: Whose story is this? By the time French is done retooling the mystery form—it seems there’s nothing she can’t make it do, no purpose she can’t make it serve—the answer is

Why did you cry off?” She stiffened in surprise; then, trying to match his light, mocking tone, she said, “Viscount Mondevale proved to be a trifle high in the instep about things like his fiancé cavorting about in cottages and greenhouses with you.” She fired and missed. “How many contenders are there this Season?” he asked conversationally as he turned to the target, pausing to wipe the gun. She knew he meant contenders for her hand, and pride absolutely would not allow her to say there were none, nor had there been for a long time. “Well…” she said, suppressing a grimace as she thought of her stout suitor with a houseful of cherubs. Counting on the fact that he didn’t move in the inner circles of the ton, she assumed he wouldn’t know much about either suitor. He raised the gun as she said, “There’s Sir Francis Belhaven, for one.” Instead of firing immediately as he had before, he seemed to require a long moment to adjust his aim. “Belhaven’s an old man,” he said. The gun exploded, and the twig snapped off. When he looked at her his eyes had chilled, almost as if he thought less of her. Elizabeth told herself she was imagining that and determined to maintain their mood of light conviviality. Since it was her turn, she picked up a gun and lifted it. “Who’s the other one?” Relieved that he couldn’t possibly find fault with the age of her reclusive sportsman, she gave him a mildly haughty smile. “Lord John Marchman,” she said, and she fired. Ian’s shout of laughter almost drowned out the report from the gun. “Marchman!” he said when she scowled at him and thrust the butt of the gun in his stomach. “You must be joking!” “You spoiled my shot,” she countered. “Take it again,” he said, looking at her with a mixture of derision, disbelief, and amusement. “No, I can’t shoot with you laughing. And I’ll thank you to wipe that smirk off your face. Lord Marchman is a very nice man.” “He is indeed,” said Ian with an irritating grin. “And it’s a damned good thing you like to shoot, because he sleeps with his guns and fishing poles. You’ll spend the rest of your life slogging through streams and trudging through the woods.” “I happen to like to fish,” she informed him, striving unsuccessfully not to lose her composure. “And Sir Francis may be a trifle older than I, but an elderly husband might be more kind and tolerant than a younger one.” “He’ll have to be tolerant,” Ian said a little shortly, turning his attention back to the guns, “or else a damned good shot.” It angered Elizabeth that he was suddenly attacking her when she had just worked it out in her mind that they were supposed to be dealing with what had happened in a light, sophisticated fashion. “I must say, you aren’t being very mature or very consistent!

So what did you and Landon do this afternoon?” Minka asked, her soft voice dragging him back to the present. Angelo looked up to see that Minka had already polished off two fajitas. Damn, the girl could eat. “Landon gave me a tour of the DCO complex. I did some target shooting and blew up a few things. He even let me play with the expensive surveillance toys. I swear, it felt more like a recruiting pitch to get me to work there than anything.” Minka’s eyes flashed green, her full lips curving slightly. Damn, why the hell had he said it like that? Now she probably thought he was going to come work for the DCO. Even if he wanted to, he couldn’t, not after just reenlisting for another five years. The army wasn’t the kind of job where you could walk into the boss’s office and say, “I quit.” Thinking it would be a good idea to steer the conversation back to safer ground, he reached for another fajita and asked Minka a question instead. “What do you think you’ll work on next with Ivy and Tanner? You going to practice with the claws for a while or move on to something else?” Angelo felt a little crappy about changing the subject, but if Minka noticed, she didn’t seem to mind. And it wasn’t like he had to fake interest in what she was saying. Anything that involved Minka was important to him. Besides, he didn’t know much about shifters or hybrids, so the whole thing was pretty damn fascinating. “What do you visualize when you see the beast in your mind?” he asked. “Before today, I thought of it as a giant, blurry monster. But after learning that the beast is a cat, that’s how I picture it now.” She smiled. “Not a little house cat, of course. They aren’t scary enough. More like a big cat that roams the mountains.” “Makes sense,” he said. Minka set the other half of her fourth fajita on her plate and gave him a curious look. “Would you mind if I ask you a personal question?” His mouth twitched as he prepared another fajita. He wasn’t used to Minka being so reserved. She usually said whatever was on her mind, regardless of whether it was personal or not. “Go ahead,” he said. “The first time we met, I had claws, fangs, glowing red eyes, and I tried to kill you. Since then, I’ve spent most of the time telling you about an imaginary creature that lives inside my head and makes me act like a monster. How are you so calm about that? Most people would have run away already.” Angelo chuckled. Not exactly the personal question he’d expected, but then again Minka rarely did the expected. “Well, my mom was full-blooded Cherokee, and I grew up around all kinds of Indian folktales and legends. My dad was in the army, and whenever he was deployed, Mom would take my sisters and me back to the reservation where she grew up in Oklahoma. I’d stay up half the night listening to the old men tell stories about shape-shifters, animal spirits, skin-walkers, and trickster spirits.” He grinned. “I’m not saying I necessarily believed in all that stuff back then, but after meeting Ivy, Tanner, and the other shifters at the DCO, it just didn’t faze me that much.” Minka looked at him with wide eyes. “You’re a real American Indian? Like in the movies? With horses and everything?” He laughed again. The expression of wonder on her face was adorable. “First, I’m only half-Indian. My dad is Mexican, so there’s that. And second, Native Americans are almost nothing like you see in the movies. We don’t all live in tepees and ride horses. In fact, I don’t even own a horse.” Minka was a little disappointed about the no-horse thing, but she was fascinated with what it was like growing up on an Indian reservation and being surrounded by all those legends. She immediately asked him to tell her some Indian stories. It had been a long time since he’d thought about them, but to make her happy, he dug through his head and tried to remember every tale he’d heard as a kid.

To summarize my ORB Strategy: After I build my watchlist in the morning, I closely monitor the shortlisted stocks in the first five minutes after the Open. I identify their opening range and their price action. How many shares are being traded? Is the stock jumping up and down or does it have a directional upward or downward movement? Is it high volume with large orders only, or are there many orders going through? I prefer stocks that have high volume, but also with numerous different orders being traded. If the stock has traded 1 million shares, but those shares were only ten orders of 100,000 shares each, it is not a liquid stock to trade. Volume alone does not show the liquidity; the number of orders being sent to the exchange is as important. The opening range must be significantly smaller than the stock’s Average True Range (ATR). I have ATR as a column in my Trade Ideas scanner. After the close of the first five minutes of trading, the stock may continue to be traded in that opening range in the next five minutes. But, if I see the stock is breaking the opening range, I enter the trade according to the direction of the breakout: long for an upward breakout and short for a downward move. My stop loss is a close below VWAP for the long positions and a break above VWAP for the short positions. My profit target is the next important technical level, such as: (1) important intraday daily levels that I identify in the pre-market, (2) moving averages on a daily chart, and/or (3) previous day close. If there was no obvious technical level for the exit and profit target, I exit when a stock shows signs of weakness (if I am long) or strength (if I am short). For example, if the price makes a new 5-minute low, that means weakness, and I consider selling my position if I am long. If I am short and the stock makes a new 5-minute high, then it could be a sign of strength and I consider covering my short position. My strategy above was for a 5-minute ORB, but the same process will also work well for 15-minute or 30-minute ORBs.

It’s a basic fact of their relationship that Olivia wants sex more often than Patrick does, so she ends up initiating most of the time. But Olivia’s experience of being the target of Patrick’s placebo-powered rampant lust the previous night had given her a powerful insight: It had felt good to be open to sex, without feeling driven to have sex. It had felt good to allow sexual desire to pull her gradually and gently toward sex, rather than feeling like it was pushing her. So as the next step in their experiment, they tried flipping their usual dynamic on its head. They set a “date night” and then didn’t do anything to prepare; they just showed up that night in their usual states of mind—Olivia ready to go, Patrick not disinterested, but not actively interested either. And they made Olivia follow her partner’s lead, while Patrick started to explore what kinds of things he could do to shift himself into active interest. They spent a lot of time “preheating the oven”: kissing and talking and massaging—and, surprisingly, a little adventure, moving from the bedroom to the kitchen to feed each other. When Patrick was in charge with full permission to do whatever occurred to him, they tried new things and played together. They learned a lot about what context worked for Patrick, because he had to create that context, had to ask for what felt right. They learned a surprising thing about Olivia, too: When she stayed still enough to move at Patrick’s pace rather than her own naturally faster pace, the gradual buildup and the sustained arousal and the necessity of holding herself back created a context that wasn’t just as good as the context that worked for her. It was unbelievably better. Olivia emailed me: “One of the rules we set was I had to ask for permission before I had an orgasm. And he did not always say yes when I asked. Um, we’ll be doing that again.” In other words: Creating a great sex-positive context for the lower-desire partner resulted in a context that was mind-blowingly, almost painfully erotic for the higher-desire partner. This chapter is about why and how that works.

We’ve all heard the phrase, “When seconds count the police are only minutes away.”  This is not a knock against the police.  Many officers are good friends of mine, and no police force can be everywhere—nor, in a free country, would we want them to be.  But calling the police almost never helps. Criminals, like predators in nature, do not attack when conditions favor the prey, when the sheepdog is alert beside the sheep.  Predators attack when the prey is vulnerable and unprotected.  In other words, when the cops can’t respond fast enough.  When an attack comes you probably won’t be standing in front of the police station.  You’ll be alone, or multi-tasking a busy life, or burdened (tactically speaking) with small children.  You could even be sound asleep.  Your attacker will choose that moment precisely because he thinks he can get away with it.  The mere thought of this is frightening.  And that’s a good thing.  Properly applied, a little bit of fear keeps us alert.  It is OK for children to live without fear.  Indeed, that is a top priority of every parent.  Adults, though, must see the world for what it is, both very good and very bad, and prepare for the worst so they can safely enjoy the best.     This book is about winning the legal battle, and leaves tactical training to others.  In no way does this imply, though, that your first priority shouldn’t be survival.  If you are in a fight for your life, for the life of your spouse or your children or your parents, you MUST win.  Period.  If you don’t win the physical fight, everything else becomes rather less pressing. The good news is that because we know how evil people target their prey we can use this knowledge against them.  Avoid looking weak and the bad guy will seek easier prey.  Stay alert and aware of your surroundings.  Project confidence.  Avoid places where you can get cornered, and make yourself look like more work than you’re worth.   Criminals are sometimes too stupid to know better, but that’s the exception.  They largely know the difference between easy and difficult victims. There’s more than enough easy prey for them.  If you look difficult they’ll move on.

It's possible to see how much the brand culture rubs off on even the most sceptical employee. Joanne Ciulla sums up the dangers of these management practices: 'First, scientific management sought to capture the body, then human relations sought to capture the heart, now consultants want tap into the soul... what they offer is therapy and spirituality lite... [which] makes you feel good, but does not address problems of power, conflict and autonomy.'¹0 The greatest success of the employer brand' concept has been to mask the declining power of workers, for whom pay inequality has increased, job security evaporated and pensions are increasingly precarious. Yet employees, seduced by a culture of approachable, friendly managers, told me they didn't need a union - they could always go and talk to their boss. At the same time, workers are encouraged to channel more of their lives through work - not just their time and energy during working hours, but their social life and their volunteering and fundraising. Work is taking on the roles once played by other institutions in our lives, and the potential for abuse is clear. A company designs ever more exacting performance targets, with the tantalising carrot of accolades and pay increases to manipulate ever more feverish commitment. The core workforce finds itself hooked into a self-reinforcing cycle of emotional dependency: the increasing demands of their jobs deprive them of the possibility of developing the relationships and interests which would enable them to break their dependency. The greater the dependency, the greater the fear of going cold turkey - through losing the job or even changing the lifestyle. 'Of all the institutions in society, why let one of the more precarious ones supply our social, spiritual and psychological needs? It doesn't make sense to put such a large portion of our lives into the unsteady hands of employers,' concludes Ciulla. Life is work, work is life for the willing slaves who hand over such large chunks of themselves to their employer in return for the paycheque. The price is heavy in the loss of privacy, the loss of autonomy over the innermost workings of one's emotions, and the compromising of authenticity. The logical conclusion, unless challenged, is capitalism at its most inhuman - the commodification of human beings.

I’m going to say this once here, and then—because it is obvious—I will not repeat it in the course of this book: not all boys engage in such behavior, not by a long shot, and many young men are girls’ staunchest allies. However, every girl I spoke with, every single girl—regardless of her class, ethnicity, or sexual orientation; regardless of what she wore, regardless of her appearance—had been harassed in middle school, high school, college, or, often, all three. Who, then, is truly at risk of being “distracted” at school? At best, blaming girls’ clothing for the thoughts and actions of boys is counterproductive. At worst, it’s a short step from there to “she was asking for it.” Yet, I also can’t help but feel that girls such as Camila, who favors what she called “more so-called provocative” clothing, are missing something. Taking up the right to bare arms (and legs and cleavage and midriffs) as a feminist rallying cry strikes me as suspiciously Orwellian. I recall the simple litmus test for sexism proposed by British feminist Caitlin Moran, one that Camila unconsciously referenced: Are the guys doing it, too? “If they aren’t,” Moran wrote, “chances are you’re dealing with what we strident feminists refer to as ‘some total fucking bullshit.’” So while only girls get catcalled, it’s also true that only girls’ fashions urge body consciousness at the very youngest ages. Target offers bikinis for infants. The Gap hawks “skinny jeans” for toddlers. Preschoolers worship Disney princesses, characters whose eyes are larger than their waists. No one is trying to convince eleven-year-old boys to wear itty-bitty booty shorts or bare their bellies in the middle of winter. As concerned as I am about the policing of girls’ sexuality through clothing, I also worry about the incessant drumbeat of self-objectification: the pressure on young women to reduce their worth to their bodies and to see those bodies as a collection of parts that exist for others’ pleasure; to continuously monitor their appearance; to perform rather than to feel sensuality. I recall a conversation I had with Deborah Tolman, a professor at Hunter College and perhaps the foremost expert on teenage girls’ sexual desire. In her work, she said, girls had begun responding “to questions about how their bodies feel—questions about sexuality or arousal—by describing how they think they look. I have to remind them that looking good is not a feeling.

Never treat your launch team like a core group. It’s not. Your launch team is a time-limited, purpose-driven team. It ends with the debriefing session following your launch. At that meeting, release the launch team members to join a ministry team of their choice. Your launch team will not stay with you over the long haul. Many church planters make the mistake of thinking that the people from their launch team (whom they have grown to love) will be the same people who will grow the church with them in the long term. That is seldom, if ever, the case. While it’s sad to see people go, it’s part of God’s process in growing your church. So, expect it, be prepared for it, and be thankful that you have the opportunity to serve with so many different people at different points along the journey. Preparing a launch team to maximize your first service is first and foremost a spiritual enterprise. Pray and fast—a lot. Don’t be fooled into thinking that being a solid leader undermines the spirit of teamwork. You can lead a team, hold people accountable and ensure that things get done in a way that fosters teamwork and gives glory to God. So get ready. show people your heart before you ask for their hand. People want to know that you care, and they want to be part of something bigger than themselves. If you can articulate your vision in a way that excites people, they’ll want to be on your team. The launch team is not a democracy. Don’t vote. You are the leader. Lead. While it’s true that you want to share the gospel with as many people as possible, you will need to develop a clear picture of the specific demographic your new church is targeting in order to effectively reach the greatest number of people. Diffused light has little impact, but focused light has the ability to cut through steel. Take time to focus so that you are able to reach the specific people God has called you to. 1. Who Are the Key Population Groups Living in My Area? 2. What Population Group Is Not Being Reached Effectively? 3. What Population Group Do I Best Relate To? Healthy organisms grow, and that includes your church. If you feel stagnation setting in, your job is not to push growth any way you can but to identify the barriers that are hindering you and remove them. The only people who like full rooms are preachers and worship leaders. If you ignore this barrier, your church will stop growing. Early on, it’s best to remain flexible. The last thing you want to do is get in a position in which God can’t grow you because you aren’t logistically prepared. What if twice as many people showed up this Sunday? Would you be ready? When a lead pastor isn’t growing: The church stops growing, the sermons are stale, The staff and volunteers stop growing, The passion for ministry wanes. Keeping your church outwardly focused is just as important now as it was during your prelaunch stage. Make sure that you are continually working to expand God’s kingdom, not building your own. A healthy launch is the single greatest indicator of future church health.

LEAD PEOPLE TO COMMITMENT We have seen that nonbelievers in worship actually “close with Christ” in two basic ways: some may come to Christ during the service itself (1 Cor 14:24 – 25), while others must be “followed up with” by means of after-service meetings. Let’s take a closer look at both ways of leading people to commitment. It is possible to lead people to a commitment to Christ during the service. One way of inviting people to receive Christ is to make a verbal invitation as the Lord’s Supper is being distributed. At our church, we say it this way: “If you are not in a saving relationship with God through Christ today, do not take the bread and the cup, but as they come around, take Christ. Receive him in your heart as those around you receive the food. Then immediately afterward, come up and tell an officer or a pastor about what you’ve done so we can get you ready to receive the Supper the next time as a child of God.” Another way to invite commitment during the service is to give people a time of silence or a period of musical interlude after the sermon. This affords people time to think and process what they have heard and to offer themselves to God in prayer. In many situations, it is best to invite people to commitment through after-meetings. Acts 2 gives an example. Inverses 12 and 13 we are told that some folks mocked after hearing the apostles praise and preach, but others were disturbed and asked, “What does this mean?” Then, we see that Peter very specifically explained the gospel and, in response to the follow-up question “What shall we do?” (v. 37), he explained how to become a Christian. Historically, many preachers have found it effective to offer such meetings to nonbelievers and seekers immediately after evangelistic worship. Convicted seekers have just come from being in the presence of God and are often the most teachable and open at this time. To seek to “get them into a small group” or even to merely return next Sunday is asking a lot. They may also be “amazed and perplexed” (Acts 2:12), and it is best to strike while the iron is hot. This should not be understood as doubting that God is infallibly drawing people to himself (Acts 13:48; 16:14). Knowing the sovereignty of God helps us to relax as we do evangelism, knowing that conversions are not dependent on our eloquence. But it should not lead us to ignore or minimize the truth that God works through secondary causes. The Westminster Confession (5.2 – 3), for example, tells us that God routinely works through normal social and psychological processes. Therefore, inviting people into a follow-up meeting immediately after the worship service can often be more conducive to conserving the fruit of the Word. After-meetings may take the shape of one or more persons waiting at the front of the auditorium to pray with and talk with seekers who wish to make inquiries right on the spot. Another way is to host a simple Q&A session with the preacher in or near the main auditorium, following the postlude. Or offer one or two classes or small group experiences targeted to specific questions non-Christians ask about the content, relevance, and credibility of the Christian faith. Skilled lay evangelists should be present who can come alongside newcomers, answer spiritual questions, and provide guidance for their next steps.

gave up on the idea of creating “socialist men and women” who would work without monetary incentives. In a famous speech he criticized “equality mongering,” and thereafter not only did different jobs get paid different wages but also a bonus system was introduced. It is instructive to understand how this worked. Typically a firm under central planning had to meet an output target set under the plan, though such plans were often renegotiated and changed. From the 1930s, workers were paid bonuses if the output levels were attained. These could be quite high—for instance, as much as 37 percent of the wage for management or senior engineers. But paying such bonuses created all sorts of disincentives to technological change. For one thing, innovation, which took resources away from current production, risked the output targets not being met and the bonuses not being paid. For another, output targets were usually based on previous production levels. This created a huge incentive never to expand output, since this only meant having to produce more in the future, since future targets would be “ratcheted up.” Underachievement was always the best way to meet targets and get the bonus. The fact that bonuses were paid monthly also kept everyone focused on the present, while innovation is about making sacrifices today in order to have more tomorrow. Even when bonuses and incentives were effective in changing behavior, they often created other problems. Central planning was just not good at replacing what the great eighteenth-century economist Adam Smith called the “invisible hand” of the market. When the plan was formulated in tons of steel sheet, the sheet was made too heavy. When it was formulated in terms of area of steel sheet, the sheet was made too thin. When the plan for chandeliers was made in tons, they were so heavy, they could hardly hang from ceilings. By the 1940s, the leaders of the Soviet Union, even if not their admirers in the West, were well aware of these perverse incentives. The Soviet leaders acted as if they were due to technical problems, which could be fixed. For example, they moved away from paying bonuses based on output targets to allowing firms to set aside portions of profits to pay bonuses. But a “profit motive” was no more encouraging to innovation than one based on output targets. The system of prices used to calculate profits was almost completely unconnected to the value of new innovations or technology. Unlike in a market economy, prices in the Soviet Union were set by the government, and thus bore little relation to value. To more specifically create incentives for innovation, the Soviet Union introduced explicit innovation bonuses in 1946. As early as 1918, the principle had been recognized that an innovator should receive monetary rewards for his innovation, but the rewards set were small and unrelated to the value of the new technology. This changed only in 1956, when it was stipulated that the bonus should be proportional to the productivity of the innovation. However, since productivity was calculated in terms of economic benefits measured using the existing system of prices, this was again not much of an incentive to innovate. One could fill many pages with examples of the perverse incentives these schemes generated. For example, because the size of the innovation bonus fund was limited by the wage bill of a firm, this immediately reduced the incentive to produce or adopt any innovation that might have economized on labor.

Jackson gaped at her, wondering how this had all turned so terrible wrong. But he knew how. The woman was clearly daft. Bedlam-witted. And trying to drive him in the same direction. "You can't be serious. Since when do you know anything about investigating people?" She planted her hands on her hips. "You won't do it, so I must." God save him, she was the most infuriating, maddening-"How do you propose to manage that?" She shrugged. "Ask them questions, I suppose. The house party for Oliver's birthday is next week. Lord Devonmont is already coming, and it will be easy to convince Gran to invite my other two. Once they're here, I could try sneaking into their rooms and listening in on their conversations or perhaps bribing their servants-" "You've lost your bloody mind," he hissed. Only after she lifted an eyebrow did he realize he'd cursed so foully in front of her. But the woman would turn a sane man into a blithering idiot! The thought of her wandering in and out of men's bedchambers, risking her virtue and her reputation, made his blood run cold. "You don't seem to understand," she said in a clipped tone, as if speaking to a child. "I have to catch a husband somehow. I need help, and I've nowhere else to turn. Minerva is rarely here, and Gran's matchmaking efforts are as subtle as a sledgehammer. And even if my brothers and their wives could do that sort of work, they're preoccupied with their own affairs. That leaves you, who seem to think that suitors drop from the skies at my whim. If I can't even entice you to help me for money, then I'll have to manage on my own." Turning on her heel, she headed for the door. Hell and blazes, she was liable to attempt such an idiotic thing, too. She had some fool notion she was invincible. That's why she spent her time shooting at targets with her brother's friends, blithely unconcerned that her rifle might misfire or a stray bullet hit her by mistake. The wench did as she pleased, and the men in her family let her. Someone had to curb her insanity, and it looked as if it would have to be him. "All right!" he called out. "I'll do it." She halted but didn't turn around. "You'll find out what I need in order to snag one of my choices as a husband?" "Yes." "Even if it means being a trifle underhanded?" He gritted his teeth. This would be pure torture. The underhandedness didn't bother him; he'd be as underhanded as necessary to get rid of those damned suitors. But he'd have to be around the too-tempting wench a great deal, if only to make sure the bastards didn't compromise her. Well, he'd just have to find something to send her running the other way. She wanted facts? By thunder, he'd give her enough damning facts to blacken her suitors thoroughly. Then what? If you know of some eligible gentleman you can strong-arm into courting me, then by all means, tell me. I'm open to suggestions. All right, so he had no one to suggest. But he couldn't let her marry any of her ridiculous choices. They would make her miserable-he was sure of it. He must make her see that she was courting disaster. Then he'd find someone more eligible for her. Somehow. She faced him. "Well?" "Yes," he said, suppressing a curse. "I'll do whatever you want." A disbelieving laugh escaped her. "That I'd like to see." When he scowled, she added hastily, "But thank you. Truly. And I'm happy to pay you extra for your efforts, as I said." He stiffened. "No need." "Nonsense," she said firmly. "It will be worth it to have your discretion." His scowl deepened. "My clients always have my discretion.

Isn’t this the weekend of Xander Eckhart’s party?” “Yes.” Jordan held her breath in a silent plea. Don’t ask if I’m bringing anyone. Don’t ask if I’m bringing anyone. “So are you bringing anyone?” Melinda asked. Foiled. Having realized there was a distinct possibility the subject would come up, Jordan had spent some time running through potential answers to this very question. She had decided that being casual was the best approach. “Oh, there’s this guy I met a few days ago, and I was thinking about asking him.” She shrugged. “Or maybe I’ll just go by myself, who knows.” Melinda put down her forkful of gnocchi, zoning in on this like a heat-seeking missile to its target. “What guy you met a few days ago? And why is this the first we’re hearing of him?” “Because I just met him a few days ago.” Corinne rubbed her hands together, eager for the details. “So? Tell us. How’d you meet him?” “What does he do?” Melinda asked. “Nice, Melinda. You’re so shallow.” Corinne turned back to Jordan. “Is he hot?” Of course, Jordan had known there would be questions. The three of them had been friends since college and still saw each other regularly despite busy schedules, and this was what they did. Before Corinne had gotten married, they talked about her now-husband, Charles. The same was true of Melinda and her soon-to-be-fiancé, Pete. So Jordan knew that she, in turn, was expected to give up the goods in similar circumstances. But she also knew that she really didn’t want to lie to her friends. With that in mind, she’d come up with a backup plan in the event the conversation went this way. Having no choice, she resorted to the strategy she had used in sticky situations ever since she was five years old, when she’d set her Western Barbie’s hair on fire while trying to give her a suntan on the family-room lamp. Blame it on Kyle. I’d like to thank the Academy . . . “Sure, I’ll tell you all about this new guy. We met the other day and he’s . . . um . . .” She paused, then ran her hands through her hair and exhaled dramatically. “Sorry. Do you mind if we talk about this later? After seeing Kyle today with the bruise on his face, I feel guilty rattling on about Xander’s party. Like I’m not taking my brother’s incarceration seriously enough.” She bit her lip, feeling guilty about the lie. So sorry, girls. But this has to stay my secret for now. Her diversion worked like a charm. Perhaps one of the few benefits of having a convicted felon of a brother known as the Twitter Terrorist was that she would never lack for non sequiturs in extracting herself from unwanted conversation. Corinne reached out and squeezed her hand. “No one has stood by Kyle’s side more than you, Jordan. But we understand. We can talk about this some other time. And try not to worry—Kyle can handle himself. He’s a big boy.” “Oh, he definitely is that,” Melinda said with a gleam in her eye. Jordan smiled. “Thanks, Corinne.” She turned to Melinda, thoroughly skeeved out. “And, eww—Kyle?” Melinda shrugged matter-of-factly. “To you, he’s your brother. But to the rest of the female population, he has a certain appeal. I’ll leave it at that.” “He used to fart in our Mr. Turtle pool and call it a ‘Jacuzzi.’ How’s that for appeal?” “Ah . . . the lifestyles of the rich and famous,” Corinne said with a grin. “And on that note, my secret fantasies about Kyle Rhodes now thoroughly destroyed, I move that we put a temporary hold on any further discussions related to the less fair of the sexes,” Melinda said. “I second that,” Jordan said, and the three women clinked their glasses in agreement

What makes someone a Target is when the bully is testing her or his humiliating tactics on several people at work, the Target who does not fight back or confront the bully immediately. That yielding opens the door to future mistreatment because the Target failed the test of being a jerk just like the bully. In fact, the Target turns her or his cheek, a morally superior act according to several religions. The Target may also delay action, hoping that with the passage of time, the bully will stop. Unfortunately, the bully interprets all inaction as submission.

The problem with sanctions is that they are just too convenient. They are what you do when you cannot or will not do anything else. They offer a good feeling that a crisis is being handled, but in reality they are blunt instruments with a questionable track record.26 When they work, they hurt the economy and state institutions of the country they target—along with its civilian populace—but do they reshape the bad policy behaviors that cause them to be applied in the first place? Sanctions impoverished Iraq and cost the lives of vulnerable Iraqis (including tens of thousands of children), but Saddam Hussein stayed in power and remained a hazard. Indeed, it could be argued that sanctions boomeranged on the United States because the Iraq that U.S. forces conquered and were then responsible for putting back on its feet had been left such a basket case.

Fallout avoid a DUI Lawyer The brutal truth is that this effect swallowing and is surprisingly stiff back. Problems and opportunities caused by drunk drivers are frightening. There is a reasonable demand and good heavy penalties only in the hope of avoiding a criminal. The reality is, sad to say, people that many of us are caught up in their original crimes and facing a big change in everyday life and dangerous consequences. Across the country, low crime rate and reduce contains a number from the understanding of the consequences of the ever more stringent. Privileges rear suspension imprisonment, fines, ignition programs and more are binding on all the possibilities and potential impact. Ideal to this procedure, which is full of dangers and pitfalls, in the sense of finding a positive DUI lawyers to get form? Unfortunately, it may be impossible, and many so-called authorities, the practical experience of the senses, a goat for certain customers. An important aspect is the number of measurements to choose high quality coming DUI lawyers. Breakfast is my way to someone who has experience to fulfill. This means that someone who had the food study drunken 50 penalties. He wanted to try, if someone who works mainly candidates with DUI Lawyers. This special mention of the many methods that come from expected with this film with less destructive. On your own, because you to maintain a professional DUI law towards pace, the situation in other readouts. It seems contradictory, but even if someone switches deftly defended many conditions, but also a person who to stay away from the demonstration says. The demo is the last thing should be, especially if they are responsible for themselves. As an alternative to the other, determine the direction of an attorney who is familiar with the specifics of the work and to help to suspend the license and, hopefully, to inform the prosecution of more than a very low price or misplaced. Sometimes the profits to avoid the interest rate and the term of the hard disk, especially for lawyer’s first area infringer years drunk help of the beautiful region. Other cases are in different directions, which can be implemented, which may contribute to an excellent result. The only way to get the opportunity of a personal imaginary profession rather than receiving. Inevitably, any DUI lawyer to explain myself properly to you from serious sanctions targeting drunken price almost never consumed and protect commitment. Can these days of increased restrictions reduce patrols and even a person consumes also be a number. Whatever complaints taxis, sleeping on the couch or taking a walk on the estate has raised overnight in prisons and the ability to deal with this part of the transaction. Even at a time when the only work in the easiest possible development is still very worrying turning point in history and let yourself.

Rohan returned, his breath quickened from exertion. A mist of sweat had accumulated on his skin until it gleamed like bronze. “Right on course,” he said to Westcliff and Swansea. “The stabilizing fins worked. It landed at a distance of approximately two thousand yards.” “Excellent!” Swansea exclaimed. “But where is the rocket?” Rohan’s white teeth flashed in a grin. “Buried in a deep, smoking hole. I’ll go back to dig it up later.” “Yes, we’ll want to see the condition of the casing and the inner core.” Swansea was red-faced with satisfaction. He used a handkerchief to blot his steaming, wrinkled countenance. “It’s been an exciting morning, eh?” “Perhaps it’s time to return to the manor, Captain,” Westcliff suggested. “Yes, quite.” Swansea bowed to Amelia. “A pleasure, Miss Hathaway. And may I say, you took it rather well, being the target of a surprise attack.” “The next time I visit, Captain,” she said, “I’ll remember to bring my white flag.

When I struggle to get into the game and make an impact: Get backs to set close target and give me something to hit. Call drive so I can get involved. Get in position early, run hard, demand the ball. When ref is being inconsistent with his rulings. Especially when it is eliminating my effect: Be calm when I talk to him. Use right words—Can I speak when you have a moment? Is that the standard for the game? Put pressure on him. Use short sentences which are to the point. When I get taken out trying to get at ball at breakdown: If they are putting one or two on me, must be opportunities for others. Talk to others (8, 12, 13) and get them to do my job. When I get taken out, identify who and why it is working. When I’m planting and not getting shoulders on when tackling: Why? Maybe I’m on the dancefloor too early. Leaving a little later will help. Just keep going, and no worries about being stepped. Big guys coming, get low and use shoulder. Just need to be confident. NO FEAR.

...killing someone with a gun is a lot different than doing it up close. A gun usually puts distance between you and the target, a separation to some degree. It’s like the silly statement about something being easier said than done—what isn’t easier to say than do? It’s easier to shoot someone than stab them, just like it’s easier for a pilot to drop a bomb on bad guys than shoot them—it’s all relative.” Excerpt From: Jamie Smith. “Gray Work

The same year we also acquired Financial Network Services (FNS), an Australian company with a retail banking software package called Bancs24. We needed them because some of our competitors had begun to target that market segment with their own IP. Bancs24 was a very comprehensive package and we were able to successfully win the systems integration contract for the State Bank of India (SBI) Group for implementation of core banking. Since we had invested considerable effort in customizing and strengthening it we felt acquiring FNS would be strategic for our products business. During our initial dealings with FNS and its feisty owner Tony Ward we learned to our surprise that when the product was being developed in the early 1980s TCS had deputed its programmers to Sydney to work with Tony and his team to help develop the product. Since the acquisition we have been able to deploy the FNS software package, rechristened ‘Bancs’, extensively with a number of domestic clients. Today close to 50 per cent of the banking transactions in India are processed by Bancs, thereby justifying the acquisition we made.

Marc Goodman is a cyber crime specialist with an impressive résumé. He has worked with the Los Angeles Police Department, Interpol, NATO, and the State Department. He is the chief cyber criminologist at the Cybercrime Research Institute, founder of the Future Crime Institute, and now head of the policy, law, and ethics track at SU. When breaking down this threat, Goodman sees four main categories of concern. The first issue is personal. “In many nations,” he says, “humanity is fully dependent on the Internet. Attacks against banks could destroy all records. Someone’s life savings could vanish in an instant. Hacking into hospitals could cost hundreds of lives if blood types were changed. And there are already 60,000 implantable medical devices connected to the Internet. As the integration of biology and information technology proceeds, pacemakers, cochlear implants, diabetic pumps, and so on, will all become the target of cyber attacks.” Equally alarming are threats against physical infrastructures that are now hooked up to the net and vulnerable to hackers (as was recently demonstrated with Iran’s Stuxnet incident), among them bridges, tunnels, air traffic control, and energy pipelines. We are heavily dependent on these systems, but Goodman feels that the technology being employed to manage them is no longer up to date, and the entire network is riddled with security threats. Robots are the next issue. In the not-too-distant future, these machines will be both commonplace and connected to the Internet. They will have superior strength and speed and may even be armed (as is the case with today’s military robots). But their Internet connection makes them vulnerable to attack, and very few security procedures have been implemented to prevent such incidents. Goodman’s last area of concern is that technology is constantly coming between us and reality. “We believe what the computer tells us,” says Goodman. “We read our email through computer screens; we speak to friends and family on Facebook; doctors administer medicines based upon what a computer tells them the medical lab results are; traffic tickets are issued based upon what cameras tell us a license plate says; we pay for items at stores based upon a total provided by a computer; we elect governments as a result of electronic voting systems. But the problem with all this intermediated life is that it can be spoofed. It’s really easy to falsify what is seen on our computer screens. The more we disconnect from the physical and drive toward the digital, the more we lose the ability to tell the real from the fake. Ultimately, bad actors (whether criminals, terrorists, or rogue governments) will have the ability to exploit this trust.

An accurate budget must be built on a base of thorough research. You must do research on your community to find out what it will cost to get a church off the ground. You need to solidly answer questions such as:, What will the cost of living in this community be?, What will my salary be? How about salaries for additional staff?, How much will it cost to rent space for the church to meet in?, How much will it cost to operate a business in this city (office rent, phones, computer equipment, copy equipment, and so on)? Talk with other pastors in the community. Find out what their start-up costs were and what they are currently spending to maintain and operate the church. Other pastors can be a valuable resource for you on many levels. The worst mistake you can make is to start the budget process by viewing economic realities through a rose-colored lens. If you speculate too much or cut corners in this area, you’ll end up paying dearly down the road. Remember, God never intended for you to go it alone. There are people and resources out there to help you prepare. Ask others for help. God receives no glory when you are scraping the bottom to do His work. So don’t think too small. Church planting is an all or nothing venture. You can’t just partially commit. You have to fully commit, and often that means with your wallet. Don’t underestimate the importance of having a base of prayer partners. You need prayers as desperately as you need money. You need prayers as desperately as you need money. An unhealthy launch may occur when a new church begins as the result of a church split, when a planter is disobedient in following God, or when there is a lack of funding or solid strategy. Finding the right teammates to help you on this journey is serious business. The people you bring on to your staff will either propel you down the road toward fulfilling the vision for your church or serve as speed bumps along the way. You should never be afraid to ask potential staff members to join you—even if it means a salary cut, a drastic position change or a significant new challenge for them. When you ask someone to join your staff, you are not asking that person to make a sacrifice. (If you have that mentality, you need to work to change it.) Instead, you are offering that person the opportunity of a lifetime. There are three things that every new church must have before it can be a real church: (1) a lead pastor, (2) a start date, and (3) a worship leader. Hire a person at the part-time level before bringing him or her on full time. When hiring a new staff person, make sure he or she possesses the three C's: Character, Chemistry & Competency Hiring staff precedes growth, not vice versa. Hire slow, fire fast. Never hire staff when you can find a volunteer. Launch as publicly as possible, with as many people as possible. There are two things you are looking for in a start date: (1) a date on which you have the potential to reach as many people as possible, and (2) a date that precedes a period of time in which people, in general, are unlikely to be traveling out of town. You need steppingstones to get you from where you are to your launch date. Monthly services are real services that you begin holding three to six months prior to your launch date. They are the absolute best strategic precursor to your launch. Monthly services give you the invaluable opportunity to test-drive your systems, your staff and, to an extent, even your service style. At the same time, you are doing real ministry with the people in attendance. These services should mirror as closely as possible what your service will look like on the launch date. Let your target demographic group be the strongest deciding factor in settling on a location: Hotel ballrooms, Movie theaters, Comedy clubs, Public-school auditoriums, Performing-arts theaters, Available church meeting spaces, College auditoriums, Corporate conference space.

The Catholic Church proclaims that human life is sacred and that the dignity of the human person is the foundation of a moral vision for society. This belief is the foundation of all the principles of our social teaching. In our society, human life is under direct attack from abortion and euthanasia. The value of human life is being threatened by cloning, embryonic stem cell research, and the use of the death penalty. The intentional targeting of civilians in war or terrorist attacks is always wrong. Catholic teaching also calls on us to work to avoid war. Nations must protect the right to life by finding increasingly effective ways to prevent conflicts and resolve them by peaceful means. We believe that every person is precious, that people are more important than things, and that the measure of every institution is whether it threatens or enhances the life and dignity of the human person.

Tell me—or anyone else—something thatis personal to you, Coach had said. Seiji couldn’t talk to just anyone, but Nicholas had said they were friends. “I was… Jesse’s mirror,” said Seiji slowly. “I reflected his—glow, his glories and his victories. I used to think it was an honor. We were similar, I told myself, in all the ways that really mattered.” Jesse was left-handed like Nicholas, so facing him sometimes felt like looking into a mirror. Like seeing yourself through the glass, a better, golden self in a different world. A self who fenced just as well but didn’t have to work as hard for it. A Seiji who did everything in life with the same skill as he fenced. “You’re not a mirror,” said Nicholas. “You’re real.” “It’s a metaphor, Nicholas.” Nicholas shrugged. “You’re still not a mirror. Mirrors break. You never do.” Seiji thought of his moment of defeat against Jesse. The moment that Aiden had seen, and taunted Seiji with, making Seiji lose again. Seiji had trained his whole life to be strong, but somehow, he was still weak. Jesse had taken his sword, and Seiji hadn’t been able to stop him. The bitterness of that defeat sent Seiji to Kings Row. Always keep moving toward your target, his dad’s voice said, but somehow Seiji had ended up getting his target wrong. He’d moved toward loss and pain he still didn’t entirely understand. “I lost,” confessed Seiji. “Badly.” “Doesn’t make you a loser,” said Nicholas, having another lapse where he didn’t understand what words—let alone metaphors—meant. “You didn’t burst into tears and give up fencing. And you didn’t follow Jesse to Exton like a little lamb, the way he was expecting. You came to Kings Row, and you came to fence. You came to fight.” This view of the matter was so shocking that Seiji said something he’d thought he would never say to Nicholas Cox. “I suppose…,” said Seiji, “… you’re right.” Nicholas’s gaze remained fixed on the floor. “Being rivals shouldn’t be about being someone’s mirror. Both of you get to be real. Neither of you has to break.” “Sometimes you’re insightful, Nicholas,” said Seiji. Nicholas looked pleased before Seiji added: “I think it’s mainly by accident.” At that point, Nicholas rolled his eyes and stepped into his side of the room, yanking the curtain closed between them.

Much of the negation poisoning the democratic process has stemmed from a confusion of the personal and the statistical. I may hold down an excellent job, but the failure of the stimulus to meet its targets infuriates me. I may live in peaceful Vienna, Virginia, safe from harm—but a report that several Americans have died violently in Kabul appears like a fatal failure of authority. By dwelling on the plane of gross statistics, I become vulnerable to grandiose personal illusions: that if I compel the government to move in this direction or that, I can save the Constitution, say, or the earth, or stop the war, or end poverty now. Though my personal sphere overflows with potentiality, I join the mutinous public and demand the abolition of the established order. This type of moral and political displacement is nothing new. The best character in the best novel by Dickens, to my taste, is Mrs. Jellyby of Bleak House, who spent long days working to improve “the natives of Borrioboola-Gha, on the left bank of the Niger,” while, in her London home, her small children ran wild and neglected. Dickens termed this “telescopic philanthropy”—the trampling of the personal sphere for the sake of a heroic illusion. Mrs. Jellyby, sitting in quite a nest of waste paper, drank coffee all the evening and dictated at intervals to her eldest daughter. She also held a discussion with Mr. Quale, the subject of which seemed to be—if I understood it—the brotherhood of humanity, and gave utterance to some beautiful sentiments. I was not so attentive an auditor as I might have wished to be, however, for Peepy and the other children came flocking about Ada and me in a corner of the drawing-room to ask for another story; so we sat down among them and told them in whispers “Puss in Boots” and I don’t know what else until Mrs. Jellyby, accidentally remembering them, sent them to bed.3 The revolt of the public has had a telescopic and Jellybyan aspect to it. Though they never descended to details, insurgents assumed that, by symbolic gestures and sheer force of desire, they could refashion the complex systems of democracy and capitalism into a personalized utopia. Instead, unknowingly, they crossed into N. N. Taleb’s wild “Extremistan,” where “we are subjected to the tyranny of the singular, the accidental, the unseen, and the unpredicted.” In that unstable country, “you should always be suspicious of the knowledge you derive from data.”4 I can’t command a complex social system like the United States, but I can control my political expectations of it: I can choose to align them with reality. To seize this alternative, I must redirect the demands I make on the world from the telescopic to the personal, because actionable reality resides in the personal sphere. I can do something about losing my job, for example, but I have no clue what could or should be done about the unemployment rate. I know directly whether a law affects my business for better or worse, but I have no idea of its effect on the gross domestic product. I can assist a friend in need, but I have little influence over the natives of Borrioboola-Gha, on the left bank of the Niger. Control, however tenuous, and satisfaction, however fleeting, can only be found in the personal sphere, not in telescopic numbers reported by government. A

They were hunting dogs, the student continued, who ran in packs behind a falcon or hawk, the bird guiding them towards their prey. In each pack there were two principal dogs whose role it was to watch the hawk as they ran. The complexity and speed of this proceed, he said, could not be overestimated: the pack flowed silently over the landscape, light and inexorable as death itself, encroaching unseen and unheard on its target. To follow the subtlety of the hawk’s signals overhead while running at speed was a demanding and exhausting feat: the two principal dogs worked in concert, the one taking over while the other rested its concentration and then back again. This idea, of the two dogs sharing the work of reading the hawk, was one he found appealing. It suggested that ultimate fulfilment of a conscious being lay not in solitude but in a shared state so intricate and cooperative it might almost be said to represent the entwining of two selves. This notion, of the unitary self being broken down, of consciousness not as an imprisonment in one’s perceptions but rather as something more intimate and less divided, a universality that could come from shared experience at the highest level - well, like the German training before him, he was both seduced by the idea and willing to do the hard work in executing it.

I found the West and nights in bunkhouses, with the sounds of men coughing and drunks talking in their sleep. I found filthy motel rooms with stains on the walls and the forever miles of highways and roads. But I also found the sky, the rivers, and the wind, and I knew that the rooms were only for sleep, that the work was to be able to keep moving. Cities collect the runaways who are afraid of openness. The towns in the West collect the runaways who are afraid of not being able to keep leaving.

For a long time, the German shepherd was the standard bearer for work in law enforcement and the military, but for many reasons, including practicality, the breed has been surpassed by the Malinois. Among the factors in favor of the Malinois are size and resiliency. While the Malinois has nothing on the German shepherd when it comes to brainpower or strength, it does have the advantage of being a smaller and more agile breed. the Belgian Malinois is built for military work, and especially for the sort of job commonly undertaken in Special Operations. While either breed can reliably detect the presence of explosives or a human target in hiding, the Malinois is quicker and stabler, simply by virtue of it's smaller and more compact musculature. It is better suited to traversing uneven terrain, and, when necessary, more easily transported.

I have been accused of being a bully. I think a lot of that stems from precisely my resistance to feel like I need to do the emotional labor of making people feel comfortable about what I’m saying. In particular, as a Latino scholar doing work in bilingual education, I’m particularly resistant to the idea that I need to make white people feel comfortable doing work in bilingual education. I put my work out there. I let it speak for itself. I certainly have never targeted anyone individually and personally insulted them, which is what bullying actually is, right?

In the case of Trunk Club, they led with a simple polarizing message related to how their target customers generally feel about shopping. By saying “men want to dress well, but they hate to shop,” they intentionally called out shopping as the enemy of their service. And if you are a man who hates to shop, you will rapidly align with their message without much thought. The beauty of this approach is that it has the opposite effect for clients who are a poor fit for your solution. For example, if you’re a man who loves to shop, you may be immediately turned off by Trunk Club’s value proposition. While being excited about customers not liking your solution may seem counterintuitive, it’s actually a good thing! Bad-fit customers who buy your product are more likely to become dissatisfied and hurt your brand. They may also provide errant feedback that can quickly derail your product or company roadmap if you decide to follow it. In short, polarizing messages can serve double duty by keeping the good-fit customers in and helping the bad ones self-select out. In the case of Trunk Club, this approach worked: they were acquired by US luxury retailer Nordstrom in 2014 for $350 million.

In a famous speech he criticized “equality mongering,” and thereafter not only did different jobs get paid different wages but also a bonus system was introduced. It is instructive to understand how this worked. Typically a firm under central planning had to meet an output target set under the plan, though such plans were often renegotiated and changed. From the 1930s, workers were paid bonuses if the output levels were attained. These could be quite high—for instance, as much as 37 percent of the wage for management or senior engineers. But paying such bonuses created all sorts of disincentives to technological change. For one thing, innovation, which took resources away from current production, risked the output targets not being met and the bonuses not being paid. For another, output targets were usually based on previous production levels. This created a huge incentive never to expand output, since this only meant having to produce more in the future, since future targets would be “ratcheted up.” Underachievement was always the best way to meet targets and get the bonus. The fact that bonuses were paid monthly also kept everyone focused on the present, while innovation is about making sacrifices today in order to have more tomorrow.

We should be judging the effectiveness and value of any of our solutions by how well they'd work for people with the least institutional power. Aside from idealism, it's pragmatic—if marginalized users are the people being targeted the most and being targeted the worst, then designing solutions that focus on the majority and treat the marginalized users as edge cases is not logically sound, because they aren't. Conversely, there's no reason to assume that the solutions that work for the people who need it most wouldn't also work for people who aren't as much at risk.

Product: •What is the product? •Who is it for? •What does it do? •How does it work? •How do people buy and use it? Benefits: •How does the product help people? •What are its most important benefits? Reader: •Who are you writing for? •How do they live? •What do they want? •What do they feel? •What do they know about the product, or this type of product? •Are they using a similar product already? Aim: •What do you want the reader to do, think or feel as a result of reading this copy? •What situation will they be in when they read it? Format: •Where will the copy be used? (Sales letter, web page, YouTube video, etc) •How long does it need to be? (500 words, 10 pages, 30 seconds, etc) •How should it be structured? (Main title, subtitles, sidebars, pullout quotes, calls to action, etc) •What other types of content might be involved? (Images, diagrams, video, music, etc) Tone: •Should the copy be serious, light-hearted, emotional, energetic, laid-back, etc? Constraints: •Maximum or minimum length •Anything that must be included or left out •Legal issues (regulations on scientific or health claims, prohibited words, trademarks, etc) •How this copy needs to fit in with other copy that’s already been written, or that will be written in the future •Whether the copy will form part of a campaign, so that different ideas along the same lines will be needed in future (see ‘Take it further’ in chapter 9) •Which countries the copy will appear in (whether in English, or translated) •SEO issues (for example, popular search terms that should feature in headings) •Brand or tone of voice guidelines (see ‘Tone of voice guidelines’ in chapter 15) Other background information about: •The product (development history, use cases, technical specifications, distribution, retail, buying processes, buying channels, marketing strategy) •The product’s market position (price point, offers and discounts, customer perceptions, competitors) •The target market (size, history, typical customer profile, marketing personas) •The client (history, current setup, culture, people, values) •The brand (history, positioning, values) Project management points: •Timescales (dates for copy plan, drafts, feedback, final copy, approval) •Who will provide feedback, and how •Who will approve the final copy, and how •How the copy will be delivered (usually a Word document, but not always) These are only suggestions.

CCP analyst Jichang Lulu has explored the localisation of united front influence activities in the Nordic countries, where local officials with considerable decision-making power are targeted for ‘friendly contact’ because they are insulated from strategic debates in the capital cities and do not have the expertise to understand Beijing’s intentions and tactics.1 He notes that Beijing has been actively cultivating political influence in Greenland, which Beijing sees as important for resource supply and for being an Arctic state. The strategy includes investments, an attempt to acquire a derelict naval base, and political work on Greenland’s elites, activities that have rung alarm bells in Denmark.

This pitfall is evident in many areas of life. We focus on working long hours instead of getting meaningful work done. We care more about getting ten thousand steps than we do about being healthy. We teach for standardized tests instead of emphasizing learning, curiosity, and critical thinking. In short, we optimize for what we measure. When we choose the wrong measurement, we get the wrong behavior. This is sometimes referred to as Goodhart’s Law. Named after the economist Charles Goodhart, the principle states, “When a measure becomes a target, it ceases to be a good measure.” Measurement is only useful when it guides you and adds context to a larger picture, not when it consumes you. Each number is simply one piece of feedback in the overall system.

trial and error. Other experimenters recorded the visual fields of target subjects exposed to the color red. Trainees who learned, through feedback, to approximate that same neural activity reported seeing red in their mind’s eye. Since those days, the field had shifted from visual learning to emotional conditioning. The big grant money was going to desensitizing people with PTSD. DecNef and Connectivity Feedback were being touted as treatments to all kinds of psychiatric disorders. Marty Currier worked on clinical applications. But he was also pursuing a more exotic side-hustle. “Why not?” I told my wife. And so we volunteered in her friend’s experiment. IN THE RECEPTION AREA OF CURRIER’S LAB, Aly and I chuckled over the entrance questionnaire. We would be among the second wave of target subjects, but first we had to pass the screening. The questions disguised furtive motives. HOW OFTEN DO YOU THINK ABOUT THE PAST? WOULD YOU RATHER BE ON A CROWDED BEACH OR IN AN EMPTY MUSEUM? My wife shook her head at these crude inquiries and touched a hand to her smile. I read the expression as clearly as if we were wired up together: The investigators were welcome to anything they discovered inside her, so long as it didn’t lead to jail time. I’d given up on understanding my own hidden temperament a long time ago. Lots of monsters inhabited my sunless depths, but most of them were nonlethal. I did badly want to see my wife’s answers, but a lab tech prevented us from comparing questionnaires. DO YOU USE TOBACCO? Not for years. I didn’t mention that all my pencils were covered with bite marks. HOW MUCH ALCOHOL DO YOU DRINK A WEEK? Nothing for me, but my wife confessed to her nightly Happy Hour, while plying the dog with poetry. DO YOU SUFFER FROM ANY ALLERGIES? Not unless you counted cocktail parties. HAVE YOU EVER EXPERIENCED DEPRESSION? I didn’t know how to answer that one. DO YOU PLAY A MUSICAL INSTRUMENT? Science. I said I might be able to find middle C on a piano, if they needed it. Two postdocs took us into the fMRI room. These people had way more cash to throw around than any astrobiology team anywhere. Aly was having the same thoughts

Claudia didn’t want to go to college. I assumed, because of my own upbringing with college as a constant target, that everyone wanted to go to college. Claudia was working toward something different: a high school diploma and a necessary and respectable job as a Metrobus driver. Her aspirations were likely limited by not knowing anyone in her family or community who went to college or worked in a profession that required a college degree—things that are necessary for young people to know what is possible for them. But I should have been asking Claudia questions instead of making assumptions. What do you love to do? What do you enjoy? What do you do well? And if you could do something all day long, what would it be? Often, teen mothers, disconnected youth, and young people living in poverty aren’t asked these questions. Instead, they’re prescribed pathways. Claudia may have been passionate about following in her mother’s footsteps, but maybe she wasn’t. Maybe she needed someone to help her think through other possibilities. Either way, I needed to celebrate who she was and what she wanted rather than what I wanted for her.

Enterprise deals or “how to lose your freedom in 5 minutes” Being able to use our product for sales prospecting, I decided to go after some big names at the enterprise level. After one week I had booked meetings with companies like Uber, Facebook, etc. This is where the fun begins…or not… I spent 3 months doing between 4 to 9 meetings for each enterprise company I had booked meetings with. Every meeting leads to the next one as you go up the chain of command. And then comes the pilot phase. Awesome you might think! Well, not really… Working with enterprise-level clients requires a lot of custom work and paperwork. And when I say “a lot” I mean a sh*t ton of work. You need an entire department to handle the legal aspect, and hire another 10 people to entirely change your tech department to meet their requirements. During 4 months I went from being super excited to work with the most famous companies in the world to “this deal will transform our company entirely and we’ll have to start doing custom everything”. Losing my freedom and flexibility quickly became a no-go. The issue here is, with all these meetings I thought that they would adapt to our standards. That they understood from the start that we were a startup and that we couldn’t comply with all their needs. But it doesn’t work like this. It’s actually the other way around even though the people you meet working at these companies tell you otherwise. The bottleneck often comes from the legal department. It doesn’t matter if everyone is excited to use your product, if you don’t comply with their legal requirements or try to negotiate it will never work out. To give you an example, we had enterprise companies asking us to specifically have all our employee’s computers locked down in the office after they end their day. Knowing that we’re a remote company, it’s impossible to comply with that... If you want to target enterprise accounts, do it. But make sure to know that you need a lot of time and effort to make things work. It won’t be quick. I was attracted to the BIG names thinking that it would be an amazing way to grow faster, but instead, I should have been 100% focused on our target market (startups, SMBs).

Schmidt started 2012 with new, modern packaging for the deodorant, which was designed to set it apart from the competition. She looked beyond the direct-to-consumer sales channels and the natural and wellness retailers that her competitors used almost exclusively; in 2015, she expanded into traditional grocery stores and pharmacies, which allowed her to reach more customers and to enable greater access to healthy natural products. Her creativity, innovation, and hard work paid off. Schmidt earned appearances on Fox News and The Today Show; mentions on social media from celebrities and influencers; articles in national publications; and distribution on the shelves of Target and Walmart. Though it was bittersweet, Jaime realized that a larger company with more resources could bring her vision and mission to an even wider customer base, and she signed the deal with Unilever right before Christmas 2017. Reflecting on her journey, she says, “When I’m asked about what made Schmidt’s so successful, I often say that my customers were my business plan. It started when I listened to those at the farmer’s market, and it continued through each step of growth. Staying hyper-tuned-in to my customers always guided and served me.” Not sales. Not marketing. Customers, educating, and being educated.

Just Cause is a specific vision of a future state that does not yet exist; a future state so appealing that people are willing to make sacrifices in order to help advance toward that vision. Like Vavilov’s scientists, the sacrifice people are willing to make may be their lives. But it needn’t be. It can be the choice to turn down a better-paying job in order to keep working for an organization that is working to advance a Just Cause in which we believe. It may mean working late hours or taking frequent business trips. Though we may not like the sacrifices we make, it is because of the Just Cause that they feel worth it. “Winning” provides a temporary thrill of victory; an intense, but fleeting, boost to our self-confidence. None of us is able to hold on to the incredible feeling of accomplishment for that target we hit, promotion we earned or tournament we won a year ago. Those feelings have passed. To get that feeling again, we need to try to win again. However,

Lloyd, from the above newspaper story, could have gone through this entire book and nothing in here would have worked for him. Why? Because he would be targeting newspapers, a dying market. That being said, having a great market is an advantage. But you can be in a normal market that’s growing at an average rate and still make crazy money. Every market I have been in has been a normal market. You just don't actually want to be selling ice to eskimos.

We focus on working long hours instead of getting meaningful work done. We care more about getting ten thousand steps than we do about being healthy. We teach for standardized tests instead of emphasizing learning, curiosity, and critical thinking. In short, we optimize what we measure. When we choose the wrong measurement, we get the wrong behavior. This is sometimes referred to as Goodhart's Law. Named after the economist Charles Goodhart, the principle states, "When a measure becomes a target, it ceases to become a good measure.

Being a parent is hard. It's way harder than people assume it will be before it happens to them. It causes stress, overstimulation, sleep-deprivation, and worst of all, the sense that people are watching to see how good you are at it and how good a person you are in general. It may seem as if people care about you more, focus on you more, now that you are responsible for children. And children will press your buttons and try to make you frustrated, because making you /anything/ is fascinating to them. But what your children can't understand yet is that if you have OCD and you're stressed, exhausted, frustrated and over-stimulated, your disorder flares up. And when your disorder flares up, it targets everything you care about the most and tries to bind it to a living nightmare. This disorder can trick you into thinking you're the worst of the worst. But you are not the best or worst parent who ever lived. You are just a person with thoughts, feelings, and sensations. Remember, being self-compassionate mostly just means being honest. When you make a mindful statement about fearing harming your children, you are being honest about your experience. When you criticize yourself for having thoughts and for being afraid, you are essentially lying to yourself about what is evident. You have OCD. Commentary about how good a person you are is a distraction from the important work of keeping your OCD from commandeering your family. Similarly, it's important to remember that all healthy parents have "unhealthy" thoughts about their kids and have doubts about their abilities to raise them. They're supposed to. Treating yourself fairly and compassionately is the only rational way to navigate parenthood, with or without having OCD.

A deep breath as I worked the cobwebs out, then I stood. Reality came crashing home. Someone had attacked me. Here. On Morris Island. Miles from anywhere a stranger should be. Facts molded into conclusions. I’d been targeted. There was no other reasonable explanation. Not for an attack on this deserted beach, at this late hour. Not out here in the middle of nowhere.

The Test of Death -Would you believe someone you trust and swear to tell you the truth? -No -Why? -He may say what he thinks is the truth, which is not so, and I believe that the truth is not given, but taken, snatched, you have to fight to get it, the truth is not free. – We sent you to carry out a dangerous, sensitive task, a matter of life or death, and we sent someone you know is a deceiver and a liar to share it with you, we do not trust him either, but we need him? Do you accept it with him? -Maybe yes and maybe no -How? -Trust here has no place, even if I trust him, I may not implement it with him, and I may implement it with someone I do not trust, everyone in a certain circumstance has the ability of betrayal and treachery, as they have the capacity for honesty and sincerity, I will not trust anyone with a dangerous operation like this, but I will trust the plan; if the plan had taken all possibilities into consideration, including the possibilities of treachery, and if we put alternative plans in case of emergency, I would trust the plan itself, and implement it with those whose presence is required. -What is brainwashing? -It is a radical transformation of ideas in a short period of time, without a convincing reason or explanation. – How does the process work? -The primitive method is by coercive means, such as physical or psychological torture, to implant thoughts directly into the victim’s head. -What is the most advanced method? -By manipulating the surrounding environment of the victim, and passing ideas into his brain indirectly, to convince him that it is the product of chance, or for supernatural reasons such as your pre-written destiny, or that God has chosen you for this moment, and the more convincing the environment, and the more serendipitous, the quality of the process better. -How do you know you are being brainwashed? -I watch my thoughts, if I suddenly decide to switch them without a clear and convincing reason, and within a short period of time, then I have to study the changes in the environment around me, new people, targeted ads on social media, random videos, and everything around me seem to happen by chance It is directly or indirectly related to new ideas. Then research and focus, analyze and elicit, to try and discover the process. -What is long-term brainwashing? -A traditional brainwashing process, but it takes a relatively long time, such as repeating the idea to be cultivated weekly instead of repeating it daily, and this happens if the victim is intelligent and careful observation, so the process is done carefully and slowly so as not to discover it. -Which is more powerful, short-term or long-term brainwashing? -The short; the mind quickly ignores, when passing the idea in separate periods of time, it ignores the old ones, and buries them away in its memory, thus their impact decreases, so we are forced to plant the idea a thousand times instead of a hundred, to increase the momentum and compensate for the lack of influence of the old ideas, and with the presence of spaced periods of time when the process takes a long time, and the chance of discovering the target becomes greater. -What is a mind injection, and how is it done? -It is the process of implanting the ideas that are required to be implanted in it, in direct or indirect ways, and each has its own method and method of injection, some of them rush and some of them take longer than the necessary time, and in both cases, the injection does not take its desired effect, but it is possible that the effect is completely reversed. -How do you know that the injection process is going well? -The new and reprehensible reactions of the victim, especially the spontaneous ones. Which is issued near the end of the injection process.

As you strike, you find a window of opportunity. You do not worry about being off balance nor do you worry about being thrown on the floor. You spring forward, taking advantage of the speed and range of motion to strike, letting your front foot land. As you retract, another reason why you wait a second before bringing your center of gravity back to the center of your body, is that you want to ensure your body weight was in motion during the strike. Since it is faster to move the hand than the body, the hand should be completely retracted before the body returns to a neutral position. If you did not have enough speed and mass in your strike you must conclude that your body was trying to keep up with your hand and therefore must have started its retraction before the hand finished the punch. Unfortunately, this causes your body to pull in the opposite direction of the strike. This does not achieve the right amount of body weight concentration to support the punch, and also works against you by pulling your hand back before you hit the target. A maximum body weight shift in the direction of the hand strike delivers a more powerful punch.

The authors conclude that well-educated elites are no less biased than less-educated folk; “it is rather that [their] targets of prejudice are different.” Moreover, the elites are unembarrassed by their prejudice.They may denounce racism and sexism but are unapologetic about their negative attitudes toward the less-educated. Second, the reason for this lack of embarrassment relates to the meritocratic emphasis on individual responsibility. Elites dislike those with lesser educations more than they dislike poor people or members of the working class, because they consider poverty and class status to be, at least in part, due to factors beyond one’s control. By contrast, they consider low educational achievement to represent a failure of individual effort, and therefore the fault of those who do not make it to college. “Compared to the working class, the less-educated were perceived to be more responsible and more blameworthy, they elicited more anger, and they were liked less.” Third, this adverse judgment of the less-educated is not unique to elites;it is shared by the less-educated respondents themselves. This shows how deeply the meritocratic view of achievement has penetrated social life and how demoralizing it can be for those who do not go to college. “There are no indications that less educated people resist the negative attributions made about them.” To the contrary, they “even seem to internalize” these adverse judgments. The “less educated are seen as responsible and blameworthy for their situation, even by the less-educated themselves.

Agamben has elaborated upon how certain subjects undergo a suspension of their ontological status as subjects when states of emergency are invoked. He argues that a subject deprived of rights of citizenship enters a suspended zone, neither living in the sense that a political animal lives, in community and bound by law, nor dead and, therefore, outside the constituting condition of the rule of law. These socially conditioned states of suspended life and suspended death exemplify the distinction that Agamben offers between "bare life" and the life of the political being (bios politikon ), where this second sense of "being" is established only in the context of political community. If bare life, life conceived as biological minimum, becomes a condition to which we are all reducible, then we might find a certain universality in this condition. Agamben writes, "We are all potentially exposed to this condition," that is, "bare life" underwrites the actual political arrangements in which we live, posing as a contingency into which any political arrangement might dissolve. Yet such general claims do not yet tell us how this power functions differentially, to target and manage certain populations, to derealize the humanity of subjects who might potentially belong to a community bound by commonly recognized laws; and they do not tell us how sovereignty, understood as state sovereignty in this instance, works by differentiating populations on the basis of ethnicity and race, how the systematic management and derealization of populations function to support and extend the claims of a sovereignty accountable to no law; how sovereignty extends its own power precisely through the tactical and permanent deferral of the law itself.

But on January 6th for the first time, I was more afraid to work at the Capitol than my entire deployment to Iraq,” Aquilino told the committee. “In Iraq, we expected armed violence because we were in a war zone, but nothing in my experience in the Army or as a law enforcement officer prepared me for what we confronted on January 6th.” During the riot, Aquilino said, he was kicked, pushed, shoved, spit on, and sprayed with chemical irritants. Someone targeted his eyes with a laser. He was attacked with hammers, rebars, batons, police shields, rods, and a metal pole flying an American flag. Aquilino said the rioters tried to pull him into the crowd, and one of them beat him with his own baton. “I, too, was being crushed by the rioters,” Aquilino said. “I could feel myself losing oxygen and thinking to myself, ‘This is how I’m going to die, defending this entrance.’ ” Aquilino suffered injuries to both hands, his left shoulder, right calf, and right foot. His foot and shoulder wounds—a labrum tear and rotator cuff damage—required painful surgery.

Evidence of police working for the insurgent Zetas was startling, but would soon become depressingly typical in Mexico. Time and time again, federal troops rolled into cities and accused local police of being deeply entwined with gangsters. Officers no longer just turned a blind eye on smuggling, but worked as kidnappers and assassins in their own right, a grave fragmentation of the state. To aggravate this problem, many federal officers were also found working for gangsters, normally different factions of the Sinaloa Cartel. So as federal troops rounded up Zetas, observers asked whom they were serving: the public or Sinaloan capos? These revelations underline a central problem in the Mexican Drug War. The PRI years featured a delicate dance of corruption; in the democratic years, it turned to a corrupt dance of death. In the old days, police officers were rotten, but at least they worked together. In democracy, police work for competing mafias and actively fight each other. Gangsters target both good police who get in their way and bad police who work for their rivals. For policy makers it becomes a Gordian knot. Added to this thorny issue of corruption is a more fundamental problem of drug-law enforcement. Every time you arrest one trafficker, you are helping his rival. In this way, when the federal police stormed Zetas safe houses, they were scoring victories for Sinaloans, whether they liked it or not. Arrests did not subdue violence, but only inflamed it.

FIELD EFFECTS Emotional contagion is just one explanation for the growth of meditation. Another is field effects. Everything begins as energy, then works its way into matter. Though energy fields are invisible, they shape matter. Albert Einstein said that, “The field is the sole governing agency of the particle.” Many studies show that human beings are influenced by the energy fields of others. In a series of 148 1-minute trials involving 25 people, trained volunteers going into heart coherence were able to induce coherence in test subjects at a distance. They didn’t have to touch their targets to produce the effect. Their energy fields were sufficient. When you are in a heart coherent state, your heart radiates a coherent electromagnetic signal into the environment around you. This field is detectable by a magnetometer several meters away. When other people enter that coherent energy field, their heart coherence increases too, producing a group field effect. Not only are we affected by the fields of other people; we’re affected by the energies of the planet and solar system. A remarkable series of experiments, conducted by a research team led by Rollin McCraty, director of research at the HeartMath Institute, has linked individual human energy to solar cycles. McCraty and his colleagues track solar activity using large magnetometers placed at strategic locations on the earth’s surface. Solar flares affect the electromagnetic fields of the planet. The researchers compare the ebbs and flows of solar energy with the heart coherence readings of trained volunteers. They have found that when people are in heart coherence, their electromagnetic patterns track those of the solar system. 8.15. The heart coherence rhythms of a volunteer compared to solar activity over the course of a month. A later study of 16 participants over 5 months found a similar effect. McCraty writes: “A growing body of evidence suggests that an energetic field is formed among individuals in groups through which communication among all the group members occurs simultaneously. In other words, there is an actual ‘group field’ that connects all the members” together. The results of this research confirm a hypothesis McCraty and I discussed at a conference when I was writing Mind to Matter: Not only are these heart-coherent people in sync with large-scale global cycles, they’re also in sync with each other. McCraty continues, “We’re all like little cells in the bigger Earth brain—sharing information at a subtle, unseen level that exists between all living systems, not just humans, but animals, trees, and so on.” When we use selective attention to tune ourselves to positive coherent energy, we participate in the group energy field of other human beings doing the same. We may also resonate in phase with coherent planetary and universal fields. 8.16. The brain functions as receiver of information from the field. The Brain’s Ability to Detect Fields The idea of invisible energy fields has always been difficult for many scientists to swallow. Around 1900, when Dutch physician Willem Einthoven proposed that the human heart had an energy field, he was ridiculed. He built progressively more sensitive galvanometers to detect it, and he was eventually successful.

While ethical lapses can happen anywhere, organizations run with a finite mindset are especially susceptible to ethical fading. As discussed in the previous chapters, cultures that place excessive focus on quarterly or annual financial performance can put intense pressure on people to cut corners, bend rules and make other questionable decisions in order to hit the targets set for them. Unfortunately, those who behaved dubiously but hit their targets are rewarded, which sends a clear message about the organization’s priorities. Indeed, the reward systems in these organizations work to incentivize such behaviors. Those who meet their goals are given bonuses or promoted often without consideration of the manner in which they met their goals, while those who acted with integrity but missed their targets are penalized by being overlooked for recognition or advancement. This sends a message to everyone else in the organization that making the numbers is more important than acting ethically.

was exploring something called Decoded Neurofeedback. It resembled old-fashioned biofeedback, but with neural imaging for real-time, AI-mediated feedback. A first group of subjects—the “targets”—entered emotional states in response to external prompts, while researchers scanned relevant regions of their brains using fMRI. The researchers then scanned the same brain regions of a second group of subjects—the “trainees”—in real time. AI monitored the neural activity and sent auditory and visual cues to steer the trainees toward the targets’ prerecorded neural states. In this way, the trainees learned to approximate the patterns of excitation in the targets’ brains, and, remarkably, began to report having similar emotions. The technique dated back to 2011, and it claimed some impressive early results. Teams in Boston and Japan taught trainees to solve visual puzzles faster, simply by training them on the visual cortex patterns of targets who’d learned the puzzles by trial and error. Other experimenters recorded the visual fields of target subjects exposed to the color red. Trainees who learned, through feedback, to approximate that same neural activity reported seeing red in their mind’s eye. Since those days, the field had shifted from visual learning to emotional conditioning. The big grant money was going to desensitizing people with PTSD. DecNef and Connectivity Feedback were being touted as treatments to all kinds of psychiatric disorders. Marty Currier worked on clinical applications. But he was also pursuing

The first phase of the war was led by the IAF. It targeted Hamas rocket launchers, commanders and command posts that Hamas deliberately embedded in Gaza’s densely populated civilian neighborhoods. It placed its main headquarters in a hospital and its stockpiles of rockets and missiles in hospitals, schools and mosques, often using children as human shields. Before bombing these Hamas targets, in an effort to minimize civilian casualties the IDF issued warning to civilians to evacuate the premises. Hamas continued to rocket Israeli cities. I instructed the army to prepare for a ground operation to take out the tunnels. Our soldiers would be susceptible to Palestinian ground fire, booby traps, land mines and antitank missiles, some fired by terrorists emerging from underground. As casualties would inevitably mount on both sides in this door-to-door warfare, I realized that Israel would face growing international criticism. But there was no other choice. I called Obama, the first of many phone conversations we had during the operation. He said he supported Israel’s right of self-defense but was very clear on its limits. “Bibi,” he said, “we won’t support a ground action.” “Barack, I don’t want a ground action,” I said. “But if our intelligence shows that the terror tunnels are about to penetrate our territory, I won’t have a choice.” I repeated this conversation with the many foreign leaders whom I called and who called me, thus setting the international stage for a ground action. Most accepted what I said. The same could not be said for the international media. It hammered Israel on the growing number of Palestinian casualties from our air attacks, conveniently absolving Hamas of targeting Israeli civilians while hiding behind Palestinian civilians. The media also bought Hamas’s inflated numbers of Palestinian civilian casualties, and even its staging of fake funerals. We unmasked many of those being claimed as civilians as Hamas terrorists by providing their names, unit affiliation and other identifying data. I visited the IDF’s Southern Command to meet the brigade commanders who would lead the ground action. They were feverishly working on the means to locate and destroy the tunnels. They were brave, resolute and smart. They knew very well the dangers they and their men would face. So did their soldiers, many of whom did not return.

The reason behind Israel’s engagement with Lebanon was justified at the time as based on national security grounds, with other nations admiring the Jewish state’s actions and wanting to learn from them, but there was something more existential at work. In his 1998 book on the Middle East, From Beirut to Jerusalem, the New York Times journalist Thomas Friedman gave an anecdote from 1982 about the real, less acknowledged mission of Israeli forces: Two targets in particular seemed to interest [Ariel] Sharon’s army. One was the PLO Research Center. There were no guns at the PLO Research Center, no ammunition and no fighters. But there was something more dangerous—books about Palestine, old records and land deeds belonging to Palestinian families, photographs about Arab life in Palestine, historical archives about the Arab life in Palestine and, most important, maps—maps of pre-1948 Palestine with every Arab village on it before the state of Israel came into being and erased many of them. The Research Center was like an ark containing the Palestinians’ heritage—some of their credentials as a nation. In a certain sense, this is what Sharon most wanted to take home from Beirut. You could read it in the graffiti the Israeli boys left behind on the Research Center walls: [/block]Palestinians? What’s that?[block] And [/block]Palestinians, fuck you[block], and [/block]Arafat, I will hump your mother[block]. (The PLO later forced Israel to return the entire archive as part of a November 1983 prisoner exchange.)56 It is not hard to see why this attitude was and remains so appealing to some governments. It is a desire to militarily destroy an opponent but also erase its history and ability to remember what has been lost. When surveillance technology is added to the mix, tested on unwilling subjects, it’s even harder to successfully resist.

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Natural Ways to Help Depression Depression is not one illness. Like anxiety, the pandemic spawned a whole new level of people being diagnosed with depression and placed on antidepressant medication, without ever getting a proper evaluation or trying simple fixes. Here are nine common things I do for patients before prescribing antidepressant medication. 1. Check for and (if necessary) correct thyroid hormone abnormalities. 2. Work with a nutritionally informed physician to optimize your folate, vitamin B12, vitamin D, homocysteine, and omega-3 fatty acids. I’m convinced that without doing these nutritional fixes, patients are less likely to respond to the medications. 3. Try an elimination diet for three weeks. 4. Add colorful fruits and vegetables into your diet. 5. Eliminate the ANTs (automatic negative thoughts). See days 22, 116–117. 6. Exercise—walk like you are late for 45 minutes four times a week. This has been found to be as effective as antidepressant medication.[1] 7. Add one of the following supplements to your daily routine: Saffron 30 mg/day; curcumin, not as turmeric root but as Longvida, which is much more efficiently absorbed; zinc as citrate or glycinate 30 mg (tolerable upper level is 40 mg/day for adults, 34 mg/day for adolescents, less for younger kids); or magnesium glycinate, citrate, or malate, 100–500 mg with 30 mg of vitamin B6. 8. Consume probiotics daily. 9. Try morning bright light therapy with a therapeutic lamp of 10,000 lux for 20–30 minutes. If someone comes to me with depression, I order screening labs, teach them not to believe every negative thought they have, give them basic supplements (saffron, zinc, curcumins, and omega-3s), and encourage them to exercise. Many people never need medication if they follow through with the program. If the above interventions are ineffective, I’ll try other nutraceuticals or medications targeted to their specific type of depression (take the test at brainhealthassessment.com).

This is the only story of mine whose moral I know. I don't think it's a marvelous moral, I simply happen to know what it is: We are what we pretend to be, so we must be careful about what we pretend to be. My personal experience with Nazi monkey business was limited. There were some vile and lively native American Fascists in my home town of Indianapolis during the thirties, and somebody slipped me a copy of The Protocols of the Elders of Zion, I remember, which was supposed to be the Jews' secret plan for taking over the world. And I remember some laughs about my aunt, too, who married a German German, and who had to write to Indianapolis for proofs that she had no Jewish blood. The Indianapolis mayor knew her from high school and dancing school, so he had fun putting ribbons and official seals all over the documents the Germans required, which made them look like eighteenth-century peace treaties. After a while the war came, and I was in it, and I was captured, so I got to see a little of Germany from the inside while the war was still going on. I was a private, a battalion scout, and, under the terms of the Geneva Convention, I had to work for my keep, which was good, not bad. I didn't have to stay in prison all the time, somewhere out in the countryside. I got to go to a city, which was Dresden, and to see the people and the things they did. There were about a hundred of us in our particular work group, and we were put out as contract labor to a factory that was making a vitamin-enriched malt syrup for pregnant women. It tasted like thin honey laced with hickory smoke. It was good. I wish I had some right now. And the city was lovely, highly ornamented, like Paris, and untouched by war. It was supposedly an 'open' city, not to be attacked since there were no troop concentrations or war industries there. But high explosives were dropped on Dresden by American and British planes on the night of February 13, 1945, just about twenty-one years ago, as I now write. There were no particular targets for the bombs. The hope was that they would create a lot of kindling and drive firemen underground. And then hundreds of thousands of tiny incendiaries were scattered over the kindling, like seeds on freshly turned loam. More bombs were dropped to keep firemen in their holes, and all the little fires grew, joined one another, and became one apocalyptic flame. Hey presto: fire storm. It was the largest massacre in European history, by the way. And so what? We didn't get to see the fire storm. We were in a cool meat-locker under a slaughterhouse with our six guards and ranks and ranks of dressed cadavers of cattle, pigs, horses, and sheep. We heard the bombs walking around up there. Now and then there would be a gentle shower of calcimine. If we had gone above to take a look, we would have been turned into artefacts characteristic of fire storms: seeming pieces of charred firewood two or three feet long - ridiculously small human beings, or jumbo fried grasshoppers, if you will. The malt syrup factory was gone. Everything was gone but the cellars where 135,000 Hansels and Gretels had been baked like gingerbread men. So we were put to work as corpse miners, breaking into shelters, bringing bodies out. And I got to see many German types of all ages as death had found them, usually with valuables in their laps. Sometimes relatives would come to watch us dig. They were interesting, too. So much for Nazis and me. If I'd been born in Germany, I suppose I would have been a Nazi, bopping Jews and gypsies and Poles around, leaving boots sticking out of snowbanks, warming myself with my secretly virtuous insides. So it goes. There's another clear moral to this tale, now that I think about it: When you're dead you're dead. And yet another moral occurs to me now: Make love when you can. It's good for you.

Consider the example of a young person going down a YouTube rabbit hole. There’s a human intelligence taking in the content. There’s also an algorithmic system at work, showing them one video after another. You wouldn’t necessarily call the algorithm an ‘intelligence’, although it does seem to do things with a purpose. But then there’s a third entity in the background – the company that owns YouTube, and the structure of cause and effect that brought the other two things together. There’s no one person, or group of people, making the decision about what videos our hypothetical young person is being shown. In fact, the executives in charge of the parent company are sometimes horrified and distraught at the decisions made – in 2017, there was a scandal at YouTube when it was discovered that people were producing parody cartoons featuring beloved characters burning down houses or undergoing painful dentistry, and that these were being shown more often to innocent children than to the ironic adult consumers that were their intended target market. But somewhere, at some point in time, it’s been decided that ‘engagement’ is the purpose of the system – what it does – and somewhere else, a set of decisions have been made about what methods are going to be used to achieve that purpose.

This much was certain: Germany had agents at work inside the United States; armed American fascists were being actively supported by the Hitler government; members of Congress were colluding with a German propaganda agent to facilitate an industrial-scale Nazi information operation targeting the American people; critical U.S. munitions plants were blowing up in multiple states. And the Justice Department, at last, was going to act to take it all apart. At least it was going to try to.

This much was certain: Germany had agents at work inside the United States; armed American fascists were being actively supported by the Hitler government; members of Congress were colluding with a German propaganda agent to facilitate an industrial-scale Nazi information operation targeting the American people; critical U.S. munitions plants were blowing up in multiple states.

Croque Madame drums her fingers on the steering wheel. “Bridges are one of the first things the enemy looks to destroy.” “Why? So people can’t get to work?” Terk asks. “No,” Cardyn counters. “It’s so trucks can’t pass over and boats can’t pass through. It’s all about cutting off supply lines.” He taps his temple. “Very clever strategy.” Brohn shakes his head. “It’s to destroy morale. Bridges are symbols. They show there’s nothing human beings can’t do, no distance we can’t cross. Destroy that, and you destroy morale. Destroy morale, and you keep everyone afraid and too broken to fight back.” Rain suggests that targeting bridges has to do with a reallocation of resources. “It’s like in chess,” she says. “If I can get you to dedicate your pieces to defense on one side of the board, I’m free to launch my attack on the other.” I tell them I’m pretty sure I read that the destruction of bridges in war is to prevent the movement of enemy troops. From a few rows behind us, Manthy’s voice is smooth and even. “It’s about separation.” She seems fixated on something outside the bus—maybe the long green grass along the side of the road or the intact houses and shops up ahead—and doesn’t turn to look at us.

No one is going to be ridiculous enough to attack me now." I take another dagger from the dresser, my pile dwindling. "Not when I can kill them from fifty yards away." Tapping the end of the razor-sharp weapon, I pivot slightly, just enough to face him. "Do you think it works inside? I mean, how does someone wield lightning if there's no sky?" Keeping my eyes locked on his, I fling the dagger at the target. The satisfying sound of split wood tells me I hit true. "Fuck, that's hotter than it should be.

The Visionary DNA Common Roles Common Traits Common Challenges • Entrepreneurial “spark plug” • Are the founding entrepreneur • Inconsistency • Inspirer • Have lots of ideas/idea creation/idea growth • Organizational “whiplash,” the head turn • Passion provider • Are strategic thinkers • Dysfunctional team, a lack of openness and honesty • Developer of new/big ideas/breakthroughs • Always see the big picture • Lack of clear direction/undercommunication • Big problem solver • Have a pulse on the industry and target market • Reluctance to let go • Engager and maintainer of big external relationships • Research and develop new products and services • Underdeveloped leaders and managers • Closer of big deals • Manage big external relationships (e.g., customer, vendor, industry) • “Genius with a thousand helpers” • Learner, researcher, and discoverer • Get involved with customers and employees when Visionary is needed • Ego and feelings of value dependent on being needed by others • Company vision creator and champion • Inspire people • Eyes (appetite) bigger than stomach; 100 pounds in a 50-pound bag • Are creative problem solvers (big problems) • Resistance to following standardized processes • Create the company vision and protect it • Quickly and easily bored • Sell and close big deals • No patience for the details • Connect the dots • Amplification of complexity and chaos • On occasion do the work, provide the service, make the product • ADD (typical; not always) • All foot on gas pedal—with no brake • Drive is too hard for most people