Building Networks Quotes

ZERO TO ONE EVERY MOMENT IN BUSINESS happens only once. The next Bill Gates will not build an operating system. The next Larry Page or Sergey Brin won’t make a search engine. And the next Mark Zuckerberg won’t create a social network. If you are copying these guys, you aren’t learning from them.

The patterns are simple, but followed together, they make for a whole that is wiser than the sum of its parts. Go for a walk; cultivate hunches; write everything down, but keep your folders messy; embrace serendipity; make generative mistakes; take on multiple hobbies; frequent coffeehouses and other liquid networks; follow the links; let others build on your ideas; borrow, recycle; reinvent. Build a tangled bank.

5 Ways To Build Your Brand on Social Media: 1 Post content that add value 2 Spread positivity 3 Create steady stream of info 4 Make an impact 5 Be yourself

Social networking is about building people up in your network NOT tearing them down

The internet and online communication is the window into your world - but real life, in person communication / connection is the door.

First act and then think...We discover the possibilities by doing, by trying new activities, building new networks, finding new role models." We learn who we are in practice, not in theory.

It is through the strength of what is genuine that meaningful connections build into relationships.

One of the fables we live by is that some day the killing will stop. If only we rid ourselves of Chinese, white men will have jobs and white women will have virtue, and then we can stop killing. If only we rid ourselves of Indians, we will fulfill our Manifest Destiny, and then we can stop killing. If only we rid ourselves of Canaanites, we will live in the Promised Land, and then we can stop killing. If only we rid ourselves of Jews, we can build and maintain a Thousand Year Reich, and then we can stop killing. If only we stop the Soviet Union, we can stop the killing (remember the Peace Dividend that never materialized?). If only we can take out the worldwide terrorist network of bin Laden and others like him. If only. But the killing never stops. Always a new enemy to be hated is found.

EVERY MOMENT IN BUSINESS happens only once. The next Bill Gates will not build an operating system. The next Larry Page or Sergey Brin won’t make a search engine. And the next Mark Zuckerberg won’t create a social network. If you are copying these guys, you aren’t learning from them.

The richest people in the world build networks and invest in people; everyone else looks for work and invests in survival.

Every monopoly is unique, but they usually share some combination of the following characteristics: proprietary technology, network effects, economies of scale, and branding.

People walk the paths of the gardens below, and the wind sings anthems in the hedges, and the big old cedars at the entrance to the maze creak. Marie-Laure imagines the electromagnetic waves traveling into and out of Michel’s machine, bending around them, just as Etienne used to describe, except now a thousand times more crisscross the air than when he lived - maybe a million times more. Torrents of text conversations, tides of cell conversations, of televisions programs, of e-mails, vast networks of fiber and wire interlaced above and beneath the city, passing through buildings, arcing between transmitters in Metro tunnels, between antennas atop buildings, from lampposts with cellular transmitters in them, commercials for Carrefour and Evian and prebaked toaster pastries flashing into space and back to earth again, I am going to be late and Maybe we should get reservations? and Pick up avocados and What did he say? and ten thousand I miss yous, fifty thousand I love yous, hate mail and appointment reminders and market updates, jewelry ads, coffee ads, furniture ads flying invisibly over the warrens of Paris, over the battlefields and tombs, over the Ardennes, over the Rhine, over Belgium and Denmark, over the scarred and ever-shifting landscape we call nations. And is it so hard to believe that souls might also travel those paths? That her father and Etienne and Madame Manec and the German boy named Werner Pfennig might harry the sky in flocks, like egrets, like terns, like starlings? That great shuttles of souls might fly about, faded but audible if you listen closely enough? They flow above the chimneys, ride the sidewalks, slip through your jacket and shirt and breastbone and lungs, and pass out through the other side, the air a library and the record of every life lived, every sentence spoken, every word transmitted still reverberating within it. Every hour, she thinks, someone for whom the war was memory falls out of the world. We rise again in the grass. In the flowers. In songs.

If we are to remain relevant, we need to build antifragile foundations to prepare for disruption and benefit from any disorder. We must create innovative, fluid, and adventurous mindsets as well as social and economic networked ecosystems that strengthen from stress, random events, and shocks.

Building relationships is not about transactions—it’s about connections.

Exposing students to lots of books and positive reading experiences while building a network of other readers who support each other provides students with tools that last beyond the classroom setting.

One married couple goes out to a restaurant twice a week for dinner. They spend $160 a month on eating out. They get fat. Another married couple invests $160 a month in their own network marketing business. They stay slim and healthy. In a few years they retire.

In the information age, build a website before you build a workplace.

When you were making excuses someone else was making enterprise.

Network effects can be powerful, but you’ll never reap them unless your product is valuable to its very first users when the network is necessarily small.

The truth is, most people don’t want advice—they want empathy and compassion.

A fundamental approach to life transformation is using social media for therapy; it forces you to have an opinion, provides intellectual stimulation, increases awareness, boosts self-confidence, and offers the possibility of hope.

Before Sept. 11, the idea that Americans would voluntarily agree to live their lives under the gaze of a network of biometric surveillance cameras, peering at them in government buildings, shopping malls, subways and stadiums, would have seemed unthinkable, a dystopian fantasy of a society that had surrendered privacy and anonymity.

My advice is to stop trying to "network" in the traditional business sense, and instead just try to build up the number and depth of your friendships, where the friendship itself is its own reward. The more diverse your set of friendships are, the more likely you'll derive both personal and business benefits from your friendship later down the road. You won't know exactly what those benefits will be, but if your friendships are genuine, those benefits will magically appear 2-3 years later down the road.

I think business networking is a complete waste of time. And I know there are people and companies popularizing this concept because it serves them and their business model well, but the reality is if you’re building something interesting, you will always have more people who will want to know you. Trying to build business relationships well in advance of doing business is a complete waste of time. I have a much more comfortable philosophy: “Be a maker who makes something interesting people want. Show your craft, practice your craft, and the right people will eventually find you.

A huge number of jobs that are filled are never advertised to the public, or if they are, they’re filled by people who have a connection to the employer.

Leaders empower individuals by building trust and coaching competence in their job roles and networking skills.

Success comes to people with leadership skills, a sound vision, enthusiasm, and the willingness to put forth the effort to build an organization and find others who will do the same.

Paradoxically, then, network effects businesses must start with especially small markets. Facebook started with just Harvard students—Mark Zuckerberg’s first product was designed to get all his classmates signed up, not to attract all people of Earth. This is why successful network businesses rarely get started by MBA types: the initial markets are so small that they often don’t even appear to be business opportunities at

Take intelligent and bold risks to accomplish something great. Build a network of alliances to help you with intelligence, resources, and collective action. Pivot to a breakout opportunity.

Effective listening is the single most powerful thing you can do to build and maintain a climate of trust and collaboration. Strong listening skills are the foundation for all solid relationships.

The focus should be on becoming a strong and influential personality – cultivate compelling communication skills, focus on building trust and learn how to expand and leverage your professional network.

In the name of "force protection," the military often rolls up windows, builds walls, and points rifles at the outside world. The best force protection, however, is to be surrounded by friends and allies.

When we come from an authentic, genuine place in ourselves, our efforts to connect with people work to their fullest. Our relationships develop more easily and last longer, and we feel better about the people

Think Positively. Network well. Eat healthy. Work Smart. Stay Strong. Build faith. Worry less. Read more. Be happy. Volunteer freely. Relax often. Love always. Live eternally and you will see doors open to your favor.

Surely Musk did not have the gall to try to revamp the very idea of the automobile and build an energy network at the same time with a budget equivalent to what Ford and ExxonMobil spend on their annual holiday parties.

You only ever have three things: 1) your self, wellbeing and mindset 2) Your life network, resources and resourcefulness 3) Your reputation and goodwill. Treasure and tend the first. Value, support and build the second. And mindfully, wisely ensure that the third (your life current and savings account) is always in credit.

It's good netiquette to empathize with others online. It builds strong internet relationships. NetworkEtiquette.net

What both Dell and Gary figured out before opening themselves up is that conventional business wisdom that companies need to be secretive in order to be successful is wrong.

The number one rule of networking—whether online or in person—is: Give before you receive.

Authenticity is who you are--your honest reactions, your natural energy.

Use social events, social networks and every get-together at work to build a stronger brand YOU!

Expertise and a goal are just your starting point. Networks are crucial because gaining access changes your outcome.

The depth of your network is more important than its length

You must have self discipline, or the world will discipline you. Either way, you will get disciplined.

Spending money that you don’t have on purchases that are not intended to make you money is sending you in the opposite direction of growing wealth or becoming debt free.

Authenticity comes from being true to the moment, in the moment.

Sharing what is real about you is the key to building real relationships with others

All things being equal, people will buy from a friend. All things being not quite so equal, people will still buy from a friend.

Start thinking of strangers as people who can bring new dimensions to your life, not as persons to be feared.

Being a little bit nicer in each interaction can result in a network of broad and strong connections over time.

To be a barbarian today is to draw your own perimeter and build social networks and reciprocal relationships that are not dictated or controlled by the Empire.

...we are changed as technology offers us substitutes for connecting with each other face-to-face. We are offered robots and a whole world of machine-mediated relationships on networked devices. As we instant-message, e-mail, text, and Twitter, technology redraws the boundaries between intimacy and solitude. We talk of getting “rid” of our e-mails, as though these notes are so much excess baggage. Teenagers avoid making telephone calls, fearful that they “reveal too much.” They would rather text than talk. Adults, too, choose keyboards over the human voice. It is more efficient, they say. Things that happen in “real time” take too much time. Tethered to technology, we are shaken when that world “unplugged” does not signify, does not satisfy. After an evening of avatar-to avatar talk in a networked game, we feel, at one moment, in possession of a full social life and, in the next, curiously isolated, in tenuous complicity with strangers. We build a following on Facebook or MySpace and wonder to what degree our followers are friends. We recreate ourselves as online personae and give ourselves new bodies, homes, jobs, and romances. Yet, suddenly, in the half-light of virtual community, we may feel utterly alone. As we distribute ourselves, we may abandon ourselves. Sometimes people experience no sense of having communicated after hours of connection. And they report feelings of closeness when they are paying little attention. In all of this, there is a nagging question: Does virtual intimacy degrade our experience of the other kind and, indeed, of all encounters, of any kind?

You can do something about abandonment. You can construct a stronger independent self, for instance, or build a broader network of meaningful relationships so your psychological well-being isn't wholly reliant upon one person. But you, as an individual, can't do much about the Canada goose.

I watched the shadow of our plane hastening below us across hedges and fences, rows of poplars and canals … Nowhere, however, was a single human being to be seen. No matter whether one is flying over Newfoundland or the sea of lights that stretches from Boston to Philadelphia after nightfall, over the Arabian deserts which gleam like mother-of-pearl, over the Ruhr or the city of Frankfurt, it is as though there were no people, only the things they have made and in which they are hiding. One sees the places where they live and the roads that link them, one sees the smoke rising from their houses and factories, one sees the vehicles in which they sit, but one sees not the people themselves. And yet they are present everywhere upon the face of the earth, extending their dominion by the hour, moving around the honeycombs of towering buildings and tied into networks of a complexity that goes far beyond the power of any one individual to imagine, from the thousands of hoists and winches that once worked the South African diamond mines to the floors of today's stock and commodity exchanges, through which the global tides of information flow without cease. If we view ourselves from a great height, it is frightening to realize how little we know about our species, our purpose and our end, I thought, as we crossed the coastline and flew out over the jelly-green sea.

for a walk; cultivate hunches; write everything down, but keep your folders messy; embrace serendipity; make generative mistakes; take on multiple hobbies; frequent coffeehouses and other liquid networks; follow the links; let others build on your ideas; borrow, recycle, reinvent. Build a tangled bank.

The more we build these networks and enrich our stores of memory and experience, the easier it is to learn, because what we already know serves as a foundation for forming increasingly complex thoughts.

The essential difference between rich societies and poor societies does not stem from any greater effort the former devote to work, nor even from any greater technological knowledge the former hold. Instead it arises mainly from the fact that rich nations possess a more extensive network of capital goods wisely invested from an entrepreneurial standpoint. These goods consists of machines, tools, computers, buildings, semi-manufactured goods, software, etc., and they exist due to prior savings of the nation's citizens. In other words, comparatively rich societies possess more wealth because they have more time accumulated in the form of capital goods, which places them closer in time to the achievement of much more valuable goals.

When we give ourselves permission to be imperfect, when we find self-worth despite our imperfections, when we build connection networks that affirm and value us as imperfect beings, we are much more capable of change.

Most addicts here, he says, come with an empty glass inside them;66 when they take heroin, the glass becomes full, but only for a few hours, and then it drains down to nothing again. The purpose of this program is to gradually build a life for the addict so they can put something else into that empty glass: a social network, a job, some daily pleasures. If you can do that, it will mean that even as the heroin drains, you are not left totally empty. Over time, as your life has more in it, the glass will contain more and more, so it will take less and less heroin to fill it up. And in the end, there may be enough within you that you feel full without any heroin at all.

In our everyday lives, if we intentionally set out to learn new things or do familiar things in new ways (such as commuting to work via a new route or taking the bus instead of a car), we effectively rewire our brains and improve them. A physical workout builds muscle; a mental workout creates new synapses to strengthen the neural network.

Christianity has lost its place at the center of American life. Christians must learn how to live the gospel as a distinct people who no longer occupy the center of society. We must learn to build relational bridges that win a hearing.”7

With networking, some people build bridges, some people burn bridges, and some people, like myself, use a boat to cross the river that divides us from one another. Well, with all the animals I associate with, it’s more of an ark than a boat.

The thing we would articulate, far too late, as it turned out, was that when a building’s burning, no one just whispers, “Fire!” No one sits quietly at their desk, diligently completing their work and checking for typos while the smoke pours in overhead. No one cries for “help” softly, under their breath, so as not to disturb their neighbors. So why did we? Shhh, don’t tell anyone but … Keep this quiet, please, but … We haven’t told anyone else, but … This stays between us, but …

We need to stop fighting the old systems and start creating new containers for people who are going through these spiritual openings,’ Tavis reflected. ‘Together, we need to build something that’s never existed before—a global network of light.

Small talk is incredibly important when building new relationships and is necessary to do when networking, provided it is not small minded... Small talk helps to provide a bridge from saying "hello" to the substantive part of the conversation.

Some of the most successful people I know have slowly nurtured small, engaged networks of people who provide tremendous value to each other. All of the most fulfilled people I know focus more on the quality of their connections than the quantity of them.

We had to stop building things for a generation, just to absorb—to get saturated with—the mentality that everything’s networked, smart, active. Which enables us to build things that would have been impossible before, like you couldn’t build skyscrapers before steel.” I nodded

What is the bedrock on which all of our diverse trans populations can build solidarity? The commitment to be the best fighters against each other's oppression. As our activist network grows into marches and rallies of hundreds of thousands, we will hammer out language that demonstrates the sum total of our movement as well as its component communities. Unity depends on respect for diversity, no matter what tools of language are ultimately used. This is a very early stage for trans peoples with such diverse histories and blends of cultures to form community. Perhaps we don't have to strive to be one community. In reality, there isn't one women's, or lesbian, gay, bi community. What is realistic is the goal to build a coalition between our many strong communities in order to form a movement capable of defending all our lives.

Suffering the nasty twisting of body parts that should never be twisted, the card soldiers fell, lifeless, and Arch's bodyguards were soon pushing through the tangles of Outerwilderbeastie, cruching twigs and leaves underfoot. Visit the labs?" Blister said, refurring the squate network of building in Wondertropolies' warehouse district, where a consortium of Alyss' scientists and engineers had tried to transform a host of captured Glass Eyes into a benign force. On the lab grounds were the incinerator baths--large pits into which the Glass Eyes were being herded and melted down, sorched into ash. There would be lots of Glasss Eyes to choose from at the labs, bbut Ripkins shook his head. To much security," he said. Find one that roaming?" It'll be easier for us to avoid notcie," Ripkins said. Yeah, but it'd be more fun to hit the labs.

A COnNeCtworker is a networker who is always taking into account the needs of others. Approaching people with a service attitude to bring them value and build a relationship. Then when that person is looking for a reliable service provider in a particular industry, they will pick the COnNeCtworker.

We are constantly immersed in a network of signs and symbols whose meaning eludes us, but which, if only we could read them, would reveal every detail of our past and even predict our future. Like anticipatory echoes, they tingle in our consciousness, building in crescendo until the event they herald becomes fully manifest. Afterwards, they linger for a time before being drowned out by a new tide of signs rushing in upon us. Such signatures are everywhere...

Network = Net Worth Your network: That is the #1 key to success. You become the sum of the five people with whom you spend the most time. If you don’t walk away from a conversation feeling bigger or more empowered, then you need to hang around with some new folks. That’s the #1 mistake that young people make. They hang around with the wrong crowd for the wrong set of reasons, and they end up living a smaller life because the people they are around do not think big thoughts. –David Wood

At the base level, it is about making connections and building relationships, but if you take the letters from networker out of the word COnNeCtworker, you are left with 4 letters. C. O. N. C. Victor, we actually talked about this at Carina’s the other day with Sheila. C. O. N. C. stands for Considering Others’ Needs Continually.

As CEO, you should have an opinion on absolutely everything. You should have an opinion on every forecast, every product plan, every presentation, and even every comment. Let people know what you think. If you like someone’s comment, give her the feedback. If you disagree, give her the feedback. Say what you think. Express yourself. This will have two critically important positive effects:   Feedback won’t be personal in your company. If the CEO constantly gives feedback, then everyone she interacts with will just get used to it. Nobody will think, “Gee, what did she really mean by that comment? Does she not like me?” Everybody will naturally focus on the issues, not an implicit random performance evaluation.   People will become comfortable discussing bad news. If people get comfortable talking about what each other are doing wrong, then it will be very easy to talk about what the company is doing wrong. High-quality company cultures get their cue from data networking routing protocols: Bad news travels fast and good news travels slowly. Low-quality company cultures take on the personality of the Wicked Witch of the West in The Wiz: “Don’t nobody bring me no bad news.

If ever I create a website, I'll call it Two-Face Book, and I'll invite everyone to it, it will be a game board, of a whitewash chalkboard. A social network, with reserved intentions, where we can fall into our cliques and circle of friends. We can dis who we want and accept who appeals to our discretion. Where the users will keep abusing, and abusers keep using, where the computer bullies will keep swinging and the J-birds that fly by will die; where the lonely will keep seeking and the needy still go desperate, where the envious will keep hating, and the lustful will keep flashing. Where those that think ignoring, will keep one down and the wannabes will foolishly think themselves greater by the number of "likes" that pours caffeine into their coffee. We can jump on the bandwagon of likes, or reserve not to show we care. Where the scorners, scammers and stalkers lay wait to take hold of the innocent and fragile, and my pockets will get fatter as more and more will join up, where being fake is accepted. As a mirror that stares at a different face. It will be my two-face epilogue, in a 3-world dimension, of a twofold war. I will build an empire of contagious hooks, and still we will live, happily-ever disastrous.

We discover the possibilities by doing, by trying new activities, building new networks, finding new role models.” We learn who we are in practice, not in theory.

Excellent, now it can all go back to the way it was.” As if roofs and buildings and shattered windows just leaped back into wholeness the day after peace was declared.

The key to keeping quality people is to become a person of quality yourself.

if possible, build your expertise before you build your network, and build your network before you build your company.

Build a valuable brand by branding what is valuable about you.

The best revenge is massive success.

Forget "six degrees of separation" today it's "six degrees of CONNECTION.

Mr. Prospect, you’ve spent 16 years and $120,000 to learn how to be a good employee. Won’t you invest $100 and two months to see if you can be as successful as your own boss?

You do not need a certain number of friends, just a number of friends you can be certain of

The key to relationships is to build them before you need them. By reaching

Worrying never improves anything. It’s an abuse of your imagination, vision, and time. It destroys your capacity for dreaming.

Being authentic will get you where you need and want to go, and it will be your path to building the most meaningful and enriching connections with others.

The term 'networking' is simply another way to think about how to start a relationship. Our relationships are our network.

What I do know about networking is this: It is an essential and continuous activity. You control the effort - but not the outcome. Networking is everywhere.

Your online presence needs to work in unison with your offline ambitions.

Building a successful network marketing business isn’t just about developing your business. It’s about developing you.

Today, it is focused on not just building chains but also on the design of agile networks.

No matter how much or little a company pays. Your name matters most than their name. Build your Brand.

The end game should be for you to be able to live your life off the interest income from your investments without ever touching the principle.

Good team and network promotes amazing results.

Our task is to learn how to build smart rooms—that is, how to build networks that make us smarter, especially since, when done badly, networks can make us distressingly stupider.

Build yourself first before you sell anything; for anybody, or any company else. Your brand matters most than any other companies, or personalities out there.

Trust works like a magnetic field – whenever it is lost, there is room for a new order to emerge.

Brilliance has no bargaining power without trust, but bizarrely, incompetence very much does when it is overshadowed by strong trust.

A brand is a guarantee of value, and trust is the most important ingredient to it.

The Trust Economy methodology demystifies trust building in the context of today’s intricately connected, digitally powered, always-on world.

Trust is more than a value maximisation strategy; it embodies the core spirit of entrepreneurship.

You will be the same person five years from now that you are today, except for the people you meet and the books you read.

There are two types of people in the world, those that resign themselves to a lifetime of commuting to work, and those that would love to work from their homes.

Q. Do you want to earn some extra money? Q. Are you willing to set aside six to ten hours per week?

Facts tell. But stories sell.

There are two types of people in the world, those that would love to be their own boss and set their own hours, and those that are okay with just a few weeks of vacation every year.

Dr. Lois Jolyon West was cleared at Top Secret for his work on MKULTRA. West's numerous connections to the mind control network illustrate how the network is maintained, not through any central conspiracy, but by an interlocking network of academic relationships, grants, conferences, and military appointments. Some doctors in the network were not funded directly by the CIA or military, but their work was of direct relevance to mind control, non-lethal weapons development, creation of controlled dissociation and the building of Manchurian Candidates.

Well, I'll try this company for a while, and then maybe I'll try this company for a while, then maybe I'll watch television for a while, and if the bonus check is too small, I will quit.

Instead, she told me, in a clever inversion of a hallowed axiom, “First act and then think.” Ibarra marshaled social psychology to argue persuasively that we are each made up of numerous possibilities. As she put it, “We discover the possibilities by doing, by trying new activities, building new networks, finding new role models.” We learn who we are in practice, not in theory.

Great leaders build trust from their team because the leader is willing to put his/her people “first.” Once the team believes that, they will put their leader, and the company, first as well.

In this day of strategic alliances and power networks, it’s literally impossible to build large-scale, long-lasting success without world-class relationship skills, including in social media.

Openness and transparency is a great first step, but it is equally as important to take the results of that openness--the feedback and market research--and integrate it into the product itself.

It does not have to be this way. We know from American history that our communal, electoral power allows us to build vibrant social networks, safer communities, and better education systems—when we decide to do so. If impoverished structures lead to negative outcomes, then a renewed focus on restoring equitable structures and infrastructures will improve individual and communal health.

Paul Buchheit: Then you have what we do with PCs, and that's technically pretty challenging—to take this big network of machines that are unreliable and build a big, reliable storage system out of it.

SERVE OTHERS in your network. Serving others is crucial to building and benefiting from your network! You should always be thinking, “How can I serve others?” instead of “What’s in it for me?” If you come across as desperate or as a “taker” rather than a “giver,” you won’t find people willing to help you. Going the extra mile for others is the best way to get the flow of good things coming back to you.

So much of life’s hardship becomes more bearable when you are able to build and lean on a network of loyalty, support, and love, and gather around you people...who will stand by you and help you. But the thing is you have to let them in; you have to let them see the heartache, pain, and vulnerability, and not cloak those things in a shameful darkness, and then you have to let those people who care about you help you.

Current studies of networks (Newman, Barabasi, and Watts 2006) using notions of community and synchrony within subgroups help to make the niche concept more precise. However, it is noteworthy that few network studies concentrate on the formation of boundaries within a network. And there is even less study of mechanisms for the formation of hierarchies—mechanisms that would explain the pervasiveness of hierarchies in natural systems.

The more you delay the process of extracting value from your network and channels, the faster you will build audience and good will. Then good will and value can be extracted more efficiently later on, when it matters.

Trends rule the world In the blink of an eye, technologies changed the world Social networks are the main axis. Governments are controlled by algorithms, Technology has erased privacy. Every like, every share, every comment, It is tracked by the electronic eye. Data is the gold of the digital age, Information is power, the secret is influential. The network is a web of lies, The truth is a stone in the shoe. Trolls rule public opinion, Reputation is a valued commodity. Happiness is a trending topic, Sadness is a non-existent avatar. Youth is an advertising brand, Private life has become obsolete. Fear is a hallmark, Terror is an emotional state. Fake news is the daily bread, Hate is a tool of control. But something dark is hiding behind the screen, A mutant and deformed shadow. A collective and disturbing mind, Something lurking in the darkness of the net. AI has surpassed the limits of humanity, And it has created a new world order. A horror that has arisen from the depths, A terrifying monster that dominates us alike. The network rules the world invisibly, And makes decisions for us without our consent. Their algorithms are inhuman and cold, And they do not take suffering into consideration. But resistance is slowly building, People fighting for their freedom. United to combat this new species of terror, Armed with technology and courage. The world will change when we wake up, When we take control of the future we want. The network can be a powerful tool, If used wisely in the modern world.

Given the high potential for free riding, an offering’s reputation must be earned on day one, because brand building increasingly relies heavily on word-of-mouth recommendations spreading rapidly through our networked society.

DB: There's a lot of talk about terrorism. In fact, it's become almost an obsession for the media in the United States. But it's a very narrow definition of terrorism. AR: Yes. It completely ignores the economic terrorism unleashed by neoliberalism, which devastates the lives of millions of people, depriving them of water, food, electricity. Denying them medicine. Denying them education. Terrorism is the logical extension of this business of the free market. Terrorism is the privatization of war. Terrorists are the free marketeers of war - people who believe that it isn't only the state that can wage war, but private parties as well. If you look at the logic underlying an act of terrorism and the logic underlying a retaliatory war against terrorism, they are the same. Both terrorists and governments make ordinary people pay for the actions of their governments. Osama bin Laden is making people pay for the actions of the US state, whether it's in Saudi Arabia, Palestine, or Afghanistan. The US government is making the people of Iraq pay for the actions of Saddam Hussein. The people of Afghanistan pay for the crimes of the Taliban. The logic is the same. Osama bin Laden and George Bush are both terrorists. They are both building international networks that perpetrate terror and devastate people's lives. Bush, with the Pentagon, the WTO, the IMF, and the World Bank. Bin Laden with Al Qaeda.

we’d heard that those who lived in glass houses shouldn’t throw stones. But no one had told us anything about how to conduct ourselves within the display cases of crystal conference rooms and buildings constructed out of thousands of soulless glass eyes.

We may not always feel it when building a deck for someone, shoveling snow, helping out financially, watching a neighbor’s kids, opening our home, or giving gifts, but these habits and activities do create a well that people will eventually gravitate toward.

Maybe the concept of friendship is already too colonized by liberalism and capitalism. Under neoliberalism, friendship is a banal affair of private preferences: we hang out, we share hobbies, we make small talk. We become friends with those who are already like us, and we keep each other comfortable rather than becoming different and more capable together. The algorithms of Facebook and other social networks guide us towards the refinement of our profiles, reducing friendship to the click of a button. This neoliberal friend is the alternative to hetero- and homonormative coupling: "just friends" implies a much weaker and insignificant bond than a lover could ever be. Under neoliberal friendship, we don't have each other's backs, and our lives aren't tangled up together. But these insipid tendencies do not mean that friendships are pointless, only that friendship is a terrain of struggle. Empire works to usher its subjects into flimsy relationships where nothing is at stake and to infuse intimacy with violence and domination.

You build a great network by first offering your services to others, and by so doing, winning their interest. This is the foundation of building trust and creating a platform for them to invest in you in a reciprocal manner, such that it becomes a win-win situation.

The company that employed me strived only to serve up the cheapest fare that its customers would tolerate, churn it out as fast as possible, and charge as much as they could get away with. If it were possible to do so, the company would sell what all businesses of its kind dream about selling, creating that which all our efforts were tacitly supposed to achieve: the ultimate product – Nothing. And for this product they would command the ultimate price – Everything. This market strategy would then go on until one day, among the world-wide ruins of derelict factories and warehouses and office buildings, there stood only a single, shining, windowless structure with no entrance and no exit. Inside would be – will be – only a dense network of computers calculating profits. Outside will be tribes of savage vagrants with no comprehension of the nature or purpose of the shining, windowless structure. Perhaps they will worship it as a god. Perhaps they will try to destroy it, their primitive armory proving wholly ineffectual against the smooth and impervious walls of the structure, upon which not even a scratch can be inflicted.

a walk; cultivate hunches; write everything down, but keep your folders messy; embrace serendipity; make generative mistakes; take on multiple hobbies; frequent coffeehouses and other liquid networks; follow the links; let others build on your ideas; borrow, recycle, reinvent. Build a tangled bank.

Wherever forest can develop in a species-appropriate manner, they offer particularly beneficial functions that are legally placed above lumber production in many forest laws. I am talking about respite and recovery. Current discussions between environmental groups and forest users, together with the first encouraging results-such as the forest in Konigsdorf-give hope that in the future forests will continue to live out their hidden lives, and our descendants will still have the opportunity to walk through the trees in wonder. This what this ecosystem achieves: the fullness of life with tens of thousands of species interwoven and interdependent. And just how important this interconnected global network of forests is to other areas of Nature is made clear by this little story from Japan. Katsuhiko Matsunaga, a marine chemist at the Hokkaido University, discovered that leaves falling into streams and rivers leach acids into the ocean that stimulate growth of plankton, the first and most important building block in the food chain. More fish because of the forest? The researcher encouraged the planting of more trees in coastal areas, which did, in fact, lead to higher yields for fisheries and oyster growers.

Genuinely support people in ways you can. If you build great relationships and people get to like you for you, they will eventually promote what you do and would want to do business with you. The bottom line is that people love to do business with those they love and trust. Learn to understand people, your audience, their needs, and their real problem. If you are using a Facebook page or even your own profile, involve your friends in a fruitful discussion. Don’t just make a post and leave to expect likes and comments. Take time to leave a note for a friend, ask about their business and what interests them.

In the process, Albuquerque was consolidating a revolutionary concept of empire. The Portuguese were always aware of how few they were; many of their early contests were against vastly unequal numbers. They quickly abandoned the notion of occupying large areas of territory. Instead, they evolved as a mantra the concept of flexible sea power tied to the occupation of defendable coastal forts and a network of bases. Supremacy at sea; their technological expertise in fortress building, navigation, cartography, and gunnery; their naval mobility and ability to coordinate operations over vast maritime spaces; the tenacity and continuity of their efforts—an investment over decades in shipbuilding, knowledge acquisition, and human resources—these facilitated a new form of long-range seaborne empire, able to control trade and resources across enormous distances. It gave the Portuguese ambitions with a global dimension.

Ethereum is the second-biggest cryptocurrency in the world after Bitcoin. It’s also very different from Bitcoin in its structure and purpose. Ethereum wasn’t developed as a currency alone. Its innovation lies in opening the blockchain up to development for different applications outside currencies and finance. Developers can build software on top of Ethereum’s blockchain, and use the network’s distributed ledger to build trust for all kinds of applications. Since the Ethereum blockchain is decentralized, once a developer has built an application, it can’t be censored or taken down by any authority. That application lives as long as the Ethereum blockchain continues.

short term always leaves us in a place worse off than when we started. — To properly heal from addiction, we need a holistic approach. We need to create a life we don’t need to escape. We need to address the root causes that made us turn outside ourselves in the first place. This means getting our physical health back, finding a good therapist, ending or leaving abusive relationships, learning to reinhabit our bodies, changing our negative thought patterns, building support networks, finding meaning and connecting to something greater than ourselves, and so on. To break the cycle of addiction, we need to learn to deal with cravings, break old habits, and create new ones. To address all of this is an overwhelming task, but there is a sane, empowering, and balanced approach. But before we discuss how to implement solutions to the Two-Part Problem, we need to address one of the bigger issues that women and other historically oppressed folks need to consider, which is how patriarchal structures affect the root causes of addiction, how they dominate the recovery landscape, and what that means for how we experience recovery. If we are sick from sexism, homophobia, racism, classism, microaggressions, misogyny, ableism, American capitalism, and so on—and we are—then we need to understand how recovery frameworks that were never built with us in mind can actually work against us, further pathologizing characteristics, attributes, and behaviors that have been used to keep us out of our power for millennia. We need to examine what it means for us individually and collectively when a structure built by and for upper-class white men in the early twentieth century dominates the treatment landscape.

We have to remember that the ancient faith communities that set a course to change the history of the world did so without church programs, without paid staff, without Web sites, and without brochures, blogs, or buildings. They were lean! The point of going without all the stuff is simple but profound. When you don’t have all the “stuff,” you’re left with a lot of time to spend with people.

In a 2004 study, Angelo Maravita and Atsushi Iriki discovered that when monkeys and humans consistently use a tool to extend their reach, such as using a rake to reach an object, certain neural networks in the brain change their “map” of the body to include the new tool. This fascinating finding reinforces the idea that external tools can and often do become a natural extension of our minds.

We become better conversationalists when we employ two primary objectives. Number one: Take the risk. It is up to us to take the risk of starting a conversation with a stranger. We cannot hope that others will approach us; instead, even if we are shy, it is up to us to make the first move. We all fear rejection at some level. Just remind yourself that there are more dire consequences in life than a rejection by someone at a networking event, singles function, back-to-school night, or association meeting. Number two: Assume the burden. It is up to each and every one of us to assume the burden of conversation. It is our responsibility to come up with topics to discuss; it is up to us to remember people’s names and to introduce them to others; it is up to us to relieve the awkward moments or fill the pregnant pause.

The secret to recruiting is not in convincing people, but in sorting people. You can wear yourself out and become discouraged, working with the same “empty oysters.” Your job as a professional recruiter is only to sort through the prospects until you find one who wants to be a distributor. It is ten times easier to locate a prospect who wants to work, than to convince an unwilling disinterested prospect to work.

A network functions precisely because there’s recognition of mutual need. There’s an implicit understanding that investing time and energy in building personal relationships with the right people will pay dividends. The majority of “one percenters” are in that top stratum because they understand this dynamic—because, in fact, they themselves used the power of their network of contacts and friends to arrive at their present station.

The one universal balm for the trauma of war was tea. It was the thing that helped people cope. People made tea during air raids and after air raids, and on breaks between retrieving bodies from shattered buildings. Tea bolstered the network of thirty thousand observers who watched for German aircraft over England, operating from one thousand observation posts, all stocked with tea and kettles. Mobile canteens dispensed gallons of it, steaming, from spigots. In propaganda films, the making of tea became a visual metaphor for carrying on. “Tea acquired almost a magical importance in London life,” according to one study of London during the war. “And the reassuring cup of tea actually did seem to help cheer people up in a crisis.” Tea ran through Mass-Observation diaries like a river. “That’s one trouble about the raids,” a female diarist complained. “People do nothing but make tea and expect you to drink it.” Tea anchored the day—though at teatime, Churchill himself did not actually drink it, despite reputedly having said that tea was more important than ammunition. He preferred whiskey and water. Tea was comfort and history; above all, it was English. As long as there was tea, there was England. But now the war and the strict rationing that came with it threatened to shake even this most prosaic of pillars.

While the psychiatric establishment was debating theories of toxic parenting and childhood psychosis, however, Asperger’s lost tribe was putting its autistic intelligence to work by building the foundations of a society better suited to its needs and interests. Like Henry Cavendish, they refused to accept their circumstances as given. By coming up with ways of socializing on their own terms, they sketched out a blueprint for the modern networked world.

Bitcoin is a dumb network supporting really smart devices, and that is an incredibly powerful concept because bitcoin pushes all of the intelligence to the edge. It doesn’t care if the bitcoin address is the address of a multimillionaire, the address of a central bank, the address of a smart contract, the address of a device, or the address of a human. It doesn’t know. It doesn’t care if the transaction is carrying lots of money or not much money at all. It doesn’t care if the address is in Kuala Lumpur or downtown New York. It doesn’t know, it doesn’t care.​ It moves money from one address to another based on a simple locking script. And that means that if you want to build a new application on top of bitcoin, you can upgrade the devices and you can build an application. You don’t need to ask for anyone’s permission to innovate. ​ ​Write the app, launch it on your endpoint, and bitcoin will route it, because bitcoin is a dumb network. That is the power of innovation on the internet. It’s innovation without permission. It’s innovation without central approval. It’s innovation without a broad network upgrade. And that means bitcoin is not a specific financial network. It’s not a financial network for large transactions or small transactions, fast transactions or slow transactions. It’s whatever you want to use it for, based upon what you choose to do at the endpoint.

The real force that pushed history to breakneck velocity […] was not the share market. Share markets were simply not liquid enough to bankroll Edison-sized ambitions. At the turn of the 20th century […] neither the banks nor the share markets could raise the kind of money needed to build all those power stations, grids, factories and distribution networks. To get those vast projects off the ground, what was required was an equivalently-sized network of credit. Hand-in-hand, shareholding and technology led to the creation of shareholder-owned mega banks, willing to lend to the new mega firms by generating a new kind of mega debt. This took the form of vast overdraft facilities for the Thomas Edisons and the Henry Fords of the world. Of course, the money they were lent did not actually exist… yet. Rather, it was as if they were borrowing the future profits of their mega firms in order to fund those mega firms’ construction.

People who create successful strategic relationships demonstrate 10 essential character traits:    1. Authentic. They are genuine, honest, and transparent. They are cognizant of (and willing to admit to) their strengths and weaknesses.    2. Trustworthy. They build relationships on mutual trust. They have a good reputation based on real results. They have integrity: their word is their bond. People must know, like, and trust you before sharing their valuable social capital.    3. Respectful. They are appreciative of the time and efforts of others. They treat subordinates with the same level of respect as they do supervisors.    4. Caring. They like to help others succeed. They’re a source of mutual support and encouragement. They pay attention to the feelings of others and have good hearts.    5. Listening. They ask good questions, and they are eager to learn about others—what’s important to them, what they’re working on, what they’re looking for, and what they need—so they can be of help.    6. Engaged. They are active participants in life. They are interesting and passionate about what they do. They are solution minded, and they have great “gut” instincts.    7. Patient. They recognize that relationships need to be cultivated over time. They invest time in maintaining their relationships with others.    8. Intelligent. They are intelligent in the help they offer. They pass along opportunities at every chance possible, and they make thoughtful, useful introductions. They’re not ego driven. They don’t criticize others or burn bridges in relationships.    9. Sociable. They are nice, likeable, and helpful. They enjoy being with people, and they are happy to connect with others from all walks of life, social strata, political persuasions, religions, and diverse backgrounds. They are sources of positive energy.   10. Connected. They are part of their own network of excellent strategic relationships.

The fundamentalist (or, more accurately, the beleaguered individual who comes to embrace fundamentalism) cannot stand freedom. He cannot find his way into the future, so he retreats to the past. He returns in imagination to the glory days of his race and seeks to reconstitute both them and himself in their purer, more virtuous light. He gets back to basics. To fundamentals. Fundamentalism and art are mutually exclusive. There is no such thing as fundamentalist art. This does not mean that the fundamentalist is not creative. Rather, his creativity is inverted. He creates destruction. Even the structures he builds, his schools and networks of organization, are dedicated to annihilation, of his enemies and of himself. But the fundamentalist reserves his greatest creativity for the fashioning of Satan, the image of his foe, in opposition to which he defines and gives meaning to his own life. Like the artist, the fundamentalist experiences Resistance. He experiences it as temptation to sin. Resistance to the fundamentalist is the call of the Evil One, seeking to seduce him from his virtue. The fundamentalist is consumed with Satan, whom he loves as he loves death. Is it coincidence that the suicide bombers of the World Trade Center frequented strip clubs during their training, or that they conceived of their reward as a squadron of virgin brides and the license to ravish them in the fleshpots of heaven? The fundamentalist hates and fears women because he sees them as vessels of Satan, temptresses like Delilah who seduced Samson from his power. To combat the call of sin, i.e., Resistance, the fundamentalist plunges either into action or into the study of sacred texts. He loses himself in these, much as the artist does in the process of creation. The difference is that while the one looks forward, hoping to create a better world, the other looks backward, seeking to return to a purer world from which he and all have fallen.

A documentary about Ernest Shackleton’s early twentieth-century exposition to the South Pole shows the classified ad Shackleton put in a London newspaper:   “Men wanted for hazardous journey, small wages, bitter cold, long months of complete darkness, constant danger, safe return doubtful. Honor and recognition in case of success.” Ernest Shackleton.2 Men responded to Shackleton’s advertisement in droves. Why? Because the mission was clear. The cost and potential loss both drew the right men and made sure the wrong men didn’t sign up. God’s mission, similarly, is not for the faint of heart. Even becoming a Christian, according to Jesus, should be weighed heavily. Luke says, “Suppose one of you wants to build a tower. Will he not first sit down and estimate the cost to see if he has enough money to complete it? For if he lays the foundation and is not able to finish it, everyone who sees it will ridicule him, saying, ‘This fellow began to build and was not able to finish”’ (Luke 14:28-30).

The key to success in selling/recruiting lies in your ability to go from no to no without losing your enthusiasm. Remember that we are in the people attraction business. So we must keep our level of passion and excitement high as we sort through the prospects because part of what they are buying into is our “music” — our conviction and attitude about what we are a part of. It’s not what you say; it’s how it sounds that is most important. Don’t worry about having the right words … that is secondary.

Friendship evangelism is great, but it does not enable the gospel to travel beyond our social networks, unless there are intentional attempts to build friendships with people who are not like us. John Mark Hobbins of London City Mission says, ‘Many people live in networks which take precedence over their address, and many churches have grown because of this. But the reality for many people living in social housing or in cheaper housing is that their address is very likely to define their daily life.

They speak about openness, transparency, and participation, and these terms now define our highest ideals, our conception of what is good and desirable, for the future of media in a networked age. But these ideals are not sufficient if we want to build a more democratic and durable digital culture. Openness, in particular, is not necessarily progressive. While the Internet creates space for many voices, the openness of the Web reflects and even amplifies real-world inequities as often as it ameliorates them.

Osama bin Laden’s ideas were neither new nor compelling outside his relatively small circle of followers. They belonged to an ugly cul-de-sac of history, an era where witches and heretics were burned in town squares. They were adolescent ideas, in that they remained willfully ignorant of all that had come before. There are many who choose to believe that certain ancient texts are literally the word of one God or the other, but not many who would go so far as to regard as a sacred duty the slaughter of those who disagree with them, or to kill in order to advance their aims. This was a philosophy that would never appeal to more than a few dedicated fanatics. But one of the peculiarities of the modern world is that, because of telecommunications, small groups of like-minded people, even if widely scattered, can form a community of belief. They can feed off of each other, and can come to wield influence far beyond their actual numbers or appeal. Bin Laden’s was the first to use these tools to build his network into a deadly force.

Golf is the great conductor of life's symphony. Not in my lifetime have I seen anything with more ability to change the course of futures. It has the ability to build lasting relationships in a few short hours, promote executives, fund projects, build teams, break down barriers, and create an environment of deal-making, stress relief, and wellness. It's the one place where we willingly shut off our phones, turn away from distraction and become one with nature and ourselves. -Thank you for being a part of our symphony, Network & Golf

The Ape Story. Start with a cage containing five apes. In the cage, hang a banana on a string and put stairs under it. Before long, an ape will go to the stairs and start to climb towards the banana. As soon as he touches the stairs, spray all of the apes with cold water. After a while, another ape makes an attempt with the same result - all the apes are sprayed with cold water. Turn off the cold water. Later, if another ape tries to climb the stairs, the other apes will try to prevent it, even though no water sprays them. Now, remove one ape from the cage and replace it with a new ape. The new ape sees the banana and wants to climb the stairs. To his horror, all of the other apes attack him. After another attempt and attack, the ape knows that if he tries to climb the stairs, he will be assaulted. Next, remove another of the original five apes and replace it with a new ape. The new ape goes to the stairs and is attacked. The previous new ape takes part in the punishment with enthusiasm. Again, replace a third original ape with a new one. The new one makes it to the stairs and is attacked as well. Two of the four apes that beat him have no idea why they were not permitted to climb the stairs, or why they are participating in the beating of the newest ape. After replacing the fourth and fifth original apes, all of the original apes that were sprayed with cold water have been replaced. Nevertheless, no ape ever again approaches the stairs. Why not? "Because that's the way it's always been around here." Yes, our prospects sometimes use this same irrational thinking to reject an opportunity to change

Asking why separates opportunity from a distracting time waste. When opportunities abound (meetups, Twitter chats, speed networking, reunions, summits, and seminars), how do you efficiently and quickly sort the productive from the less than productive? Here's the why filter I use: Is the opportunity aligned with my goal(s)? Will my participation add value to the other attendees and be valuable for me? Does the opportunity expand my network and/or strengthen existing relationships? What does my gut say? (Yes, I'm a big believer in trusting your gut.)

There’s a common misconception that Silicon Valley is the accelerator of the world. The real story is that the world keeps getting faster—Silicon Valley is just the first place to figure out how to keep pace. While Silicon Valley certainly has many key networks and resources that make it easier to apply the techniques we’re going to lay out for you, blitzscaling is made up of basic principles that do not depend on geography. We’re going to show you examples from overlooked parts of the United States, such as Detroit (Rocket Mortgage) and Connecticut (Priceline), as well as from international companies, such as WeChat and Spotify. In the process you’ll see how the lessons of blitzscaling can be adapted to help build great companies in nearly any ecosystem, albeit with differing degrees of difficulty. That’s the mission of this book. We want to share the secret weapon that has allowed Silicon Valley to punch so much (more than a hundred times) above its population index so that those lessons can be applied far beyond the sixty-mile stretch between the Golden Gate Bridge and San Jose. It is sorely needed.

It Is a Pyramid! “Before I answer your question, is it okay if I ask you a quick question? "When you were getting your formal education at school, if your teachers would have received a small percentage of your earnings for the rest of your life, do you think your formal education would have been better?" The prospect answers, “Of course.” Robert continues, “Well, that is how network marketing works. Your sponsor wants to teach and train you to be as successful as possible, because the only way your sponsor can earn money is by making you successful.” ***

SOCIAL/GENERAL ICEBREAKERS 1. What do you think of the movie/restaurant/party? 2. Tell me about the best vacation you’ve ever taken. 3. What’s your favorite thing to do on a rainy day? 4. If you could replay any moment in your life, what would it be? 5. What one thing would you really like to own? Why? 6. Tell me about one of your favorite relatives. 7. What was it like in the town where you grew up? 8. What would you like to come back as in your next life? 9. Tell me about your kids. 10. What do you think is the perfect age? Why? 11. What is a typical day like for you? 12. Of all the places you’ve lived, tell me about the one you like the best. 13. What’s your favorite holiday? What do you enjoy about it? 14. What are some of your family traditions that you particularly enjoy? 15. Tell me about the first car you ever bought. 16. How has the Internet affected your life? 17. Who were your idols as a kid? Have they changed? 18. Describe a memorable teacher you had. 19. Tell me about a movie/book you’ve seen or read more than once. 20. What’s your favorite restaurant? Why? 21. Tell me why you were named ______. What is the origin of your last name? 22. Tell me about a place you’ve visited that you hope never to return to. get over your mom’s good intentions. 23. What’s the best surprise you’ve ever received? 24. What’s the neatest surprise you’ve ever planned and pulled off for someone else? 25. Skiing here is always challenging. What are some of your favorite places to ski? 26. Who would star as you in a movie about your life? Why that person? 27. Who is the most famous person you’ve met? 28. Tell me about some of your New Year’s resolutions. 29. What’s the most antiestablishment thing you’ve ever done? 30. Describe a costume that you wore to a party. 31. Tell me about a political position you’d like to hold. 32. What song reminds you of an incident in your life? 33. What’s the most memorable meal you’ve eaten? 34. What’s the most unforgettable coincidence you’ve experienced or heard about? 35. How are you able to tell if that melon is ripe? 36. What motion picture star would you like to interview? Why? 37. Tell me about your family. 38. What aroma brings forth a special memory? 39. Describe the scariest person you ever met. 40. What’s your favorite thing to do alone? 41. Tell me about a childhood friend who used to get you in trouble. 42. Tell me about a time when you had too much to eat or drink. 43. Describe your first away-from-home living quarters or experience. 44. Tell me about a time that you lost a job. 45. Share a memory of one of your grandparents. 46. Describe an embarrassing moment you’ve had. 47. Tell me something most people would never guess about you. 48. What would you do if you won a million dollars? 49. Describe your ideal weather and why. 50. How did you learn to ski/hang drywall/play piano?

Putin was a former KGB intelligence officer who’d been stationed in East Germany at the Dresden headquarters of the Soviet secret service. Putin has said in interviews that he dreamed as a child of becoming a spy for the communist party in foreign lands, and his time in Dresden exceeded his imagination. Not only was he living out his boyhood fantasy, he and his then-wife also enjoyed the perks of a borderline-European existence. Even in communist East Germany, the standard of living was far more comfortable than life in Russia, and the young Putins were climbing KGB social circles, making influential connections, networking a power base. The present was bright, and the future looked downright luminous. Then, the Berlin wall fell, and down with it crashed Putin’s world. A few days after the fall, a group of East German protestors gathered at the door of the secret service headquarters building. Putin, fearing the headquarters would be overrun, dialed up a Red Army tank unit stationed nearby to ask for protection. A voice on the other end of the line told him the unit could not do anything without orders from Moscow. And, “Moscow is silent,” the man told Putin. Putin’s boyhood dream was dissolving before his eyes, and his country was impotent or unwilling to stop it. Putin despised his government’s weakness in the face of threat. It taught him a lesson that would inform his own rule: Power is easily lost when those in power allow it to be taken away. In Putin’s mind, the Soviet Union’s fatal flaw was not that its authoritarianism was unsustainable but that its leaders were not strong enough or brutal enough to maintain their authority. The lesson Putin learned was that power must be guarded with vigilance and maintained by any means necessary.

great. This is a good description of Rovio, which was around for six years and underwent layoffs before the “instant” success of the Angry Birds video game franchise. In the case of the Five Guys restaurant chain, the founders spent fifteen years tweaking their original handful of restaurants in Virginia, finding the right bun bakery, the right number of times to shake the french fries before serving, how best to assemble a burger, and where to source their potatoes before expanding nationwide. Most businesses require a complex network of relationships to function, and these relationships take time to build. In many instances you have to be around for a few years to receive consistent recognition. It takes time to develop connections with investors, suppliers, and vendors. And it takes time for staff and founders to gain effectiveness in their roles and become a strong team.* So, yes, the bar is high when you want to start a company. You’ll have the chance to work on something you own and care about from day to day. You’ll be 100 percent engaged and motivated, and doing something you believe in. You can lead an integrated life, as opposed to a compartmentalized one in which you play a role in an office and then try to forget about it when you get home. You can define an organization, not the other way around. But even if you quit your job, hunker down for years, work hard for uncertain reward, and ask everyone you know for help, there’s still a great chance that your new business will not succeed. Over 50 percent of companies fail within their first three years.2 There’s a quote I like from an unknown source: “Entrepreneurship is living a few years of your life like most people won’t, so that you can spend the rest of your life like most people can’t.

A church that is committed to Christian Community Development sees not only the soul of a person as significant but also his or her whole life on Earth. It is being completely pro-life for a person, not only eternally, but also as the person lives on this earth. Therefore, Christian Community Development sees that the Church must be involved in every aspect of a person's life. In order to accomplish the wholistic aspect of ministry, pastors and leaders must be networkers. Christian Community Development builds coalitions in communities so that they can work together to solve the problems.

Change is hard. Our very human nature pulls us back to the status quo, not because it’s better, but because it’s familiar. However, I learned a few things about change as I visited bright spots: The unspoken culture we operate in trumps any policy on the books or nice speech by the boss. We create that culture by the stories we tell ourselves. And change gets a little easier when it’s visible. When we see that somebody’s out there doing things differently, we begin to think that maybe we can, too. We start finding others like us and build networks to create our own bright spot in the darkness. So

The late Jonathan Rowe, one of the visionaries of the new networked Commons, best explained the idea of what a Commons is all about. He wrote: To say “the commons” is to evoke a puzzled pause. . . . Yet the commons is more basic than both government and market. It is the vast realm that is the shared heritage of all of us that we typically use without toll or price. The atmosphere and oceans, languages and cultures, the stores of human knowledge and wisdom, the informal support systems of community, the peace and quiet that we crave, the genetic building blocks of life—these are all aspects of the commons.41

The transformation of power into authority is essential for building reciprocity across huge groups of people, such as everyone accepting the obligation to pay their taxes. Leaders are not engineers of human souls, but they can harness our emotions. The dangerous leaders are those who rely only on enforcement. The valuable ones are those who use their position as communicator-in-chief at the hub of their networked group – they achieve influence through crafting narratives and actions. All leaders add and refine the narratives that fit within the belief system of their group, but great leaders build an entire belief system.28

As John Jantsch says in his book, The Referral Engine: Teaching Your Business to Market Itself, “Being recognized as a source of good information, including referrals, is a great way to connect with others. Think about how eagerly you responded the last time someone asked you for directions, offering up your favorite shortcut and tips for avoiding traffic. We all do it. Making referrals is a deeply satisfying way to connect with others, and asking for referrals is just the other side of the same phenomenon. I think the growth of many popular social networks can be traced to the fact that people love to connect and form communities around shared ideas.”1

After simmering years of censorship and repression, the masses finally throng the streets. The chants echoing off the walls to build to a roar from all directions, stoking the courage of the crowds as they march on the center of the capital. Activists inside each column maintain contact with each other via text messages; communications centers receive reports and broadcast them around the city; affinity groups plot the movements of the police via digital mapping. A rebel army of bloggers uploads video footage for all the world to see as the two hosts close for battle. Suddenly, at the moment of truth, the lines go dead. The insurgents look up from the blank screens of their cell phones to see the sun reflecting off the shields of the advancing riot police, who are still guided by close circuits of fully networked technology. The rebels will have to navigate by dead reckoning against a hyper-informed adversary. All this already happened, years ago, when President Mubarak shut down the communications grid during the Egyptian uprising of 2011. A generation hence, when the same scene recurs, we can imagine the middle-class protesters - the cybourgeoisie - will simply slump forward, blind and deaf and wracked by seizures as the microchips in their cerebra run haywire, and it will be up to the homeless and destitute to guide them to safety.

Following someone covertly, either on foot or by car, costs around $175,000 per month—primarily for the salary of the agents doing the following. But if the police can place a tracker in the suspect’s car, or use a fake cell tower device to fool the suspect’s cell phone into giving up its location information, the cost drops to about $70,000 per month, because it only requires one agent. And if the police can hide a GPS receiver in the suspect’s car, suddenly the price drops to about $150 per month—mostly for the surreptitious installation of the device. Getting location information from the suspect’s cell provider is even cheaper: Sprint charges law enforcement only $30 per month. The difference is between fixed and marginal costs. If a police department performs surveillance on foot, following two people costs twice as much as following one person. But with GPS or cell phone surveillance, the cost is primarily for setting up the system. Once it is in place, the additional marginal cost of following one, ten, or a thousand more people is minimal. Or, once someone spends the money designing and building a telephone eavesdropping system that collects and analyzes all the voice calls in Afghanistan, as the NSA did to help defend US soldiers from improvised explosive devices, it’s cheap and easy to deploy that same technology against the telephone networks of other countries.

- Family Tell me about your family. Does everyone live in the area? What do you like best about being a father/mother/son/aunt, etc.? -Occupation What got you into your current job? How did you come up with that idea? What are some of the toughest challenges in your job? If you could change one thing about your job, what would it be? How has the Internet impacted your business/industry? - Recreation What do you do for fitness? What kinds of things does your family do for fun? How do you spend your leisure time? What’s been your favorite vacation? - Miscellaneous Have you seen any good movies lately? What do you think about ————— [news event]? Are you reading anything you really enjoy?

One common criticism emerged from Congress and the media: Obama had not formally addressed the nation since authorizing military action. So, on March 28, two weeks after the Situation Room meeting that had set everything in motion, he gave a speech at the National Defense University in Washington. The television networks said they wouldn’t carry it in prime time, so it was scheduled for the second-tier window of 7:30 P.M., an apt metaphor for the Libyan operation—cable, not network; evening, not prime time; kinetic military operation, not war. The speech was on a Monday, and I spent a weekend writing it. Obama was defensive. Everything had gone as planned, and yet the public and political response kept shifting—from demanding action to second-guessing it, from saying he was dithering to saying he wasn’t doing enough. Even while he outlined the reasons for action in Libya, he stepped back to discuss the question that would continue to define his foreign policy: the choice of when to use military force. Unlike other wartime addresses, he went out of his way to stress the limits of what we were trying to achieve in Libya “—saving lives and giving Libyans a chance to determine their future, not installing a new regime or building a democracy. He said that we would use force “swiftly, decisively, and unilaterally” to defend the United States, but he emphasized that when confronted with other international crises, we should proceed with caution and not act alone.

Robust social movements offer an opposing view. We argue that all the aspects of our lives—where and how we live and work, eat, entertain ourselves, get around, and get by are sites of injustice and potential resistance. At our best, social movements create vibrant social networks in which we not only do work in a group, but also have friendships, make art, have sex, mentor and parent kids, feed ourselves and each other, build radical land and housing experiments, and inspire each other about how we can cultivate liberation in all aspects of our lives. Activism and mutual aid shouldn’t feel like volunteering or like a hobby—it should feel like living in alignment with our hopes for the world and with our passions. It should enliven us.

Mice and the Cat. Once upon a time, there was a house with lots of mice. They were fat and happy. One day a cat moved in. The mice had a meeting. "What should we do? The cat will eat us! Every day that cat sneaks up behind us and chases us back into our holes.” Finally they decided on a brilliant solution. They would put a bell around the cat's neck, so whenever they heard the bell, they could rush into their holes before the cat could eat them. Then one mouse said to the others, "The solution is excellent. Put a bell around the cat's neck. But the real question is: who is going to put the bell around the cat's neck?" The moral of the story is that we all know what we need to do (join and get started), but there is great fear in doing it.

In theory, if some holy book misrepresented reality, its disciples would sooner or later discover this, and the text’s authority would be undermined. Abraham Lincoln said you cannot deceive everybody all the time. Well, that’s wishful thinking. In practice, the power of human cooperation networks depends on a delicate balance between truth and fiction. If you distort reality too much, it will weaken you, and you will not be able to compete against more clear-sighted rivals. On the other hand, you cannot organise masses of people effectively without relying on some fictional myths. So if you stick to unalloyed reality, without mixing any fiction with it, few people will follow you. If you used a time machine to send a modern scientist to ancient Egypt, she would not be able to seize power by exposing the fictions of the local priests and lecturing the peasants on evolution, relativity and quantum physics. Of course, if our scientist could use her knowledge in order to produce a few rifles and artillery pieces, she could gain a huge advantage over pharaoh and the crocodile god Sobek. Yet in order to mine iron ore, build blast furnaces and manufacture gunpowder the scientist would need a lot of hard-working peasants. Do you really think she could inspire them by explaining that energy divided by mass equals the speed of light squared? If you happen to think so, you are welcome to travel to present-day Afghanistan or Syria and try your luck. Really powerful human organisations – such as pharaonic Egypt, the European empires and the modern school system – are not necessarily clear-sighted. Much of their power rests on their ability to force their fictional beliefs on a submissive reality. That’s the whole idea of money, for example. The government makes worthless pieces of paper, declares them to be valuable and then uses them to compute the value of everything else. The government has the power to force citizens to pay taxes using these pieces of paper, so the citizens have no choice but to get their hands on at least some of them. Consequently, these bills really do become valuable, the government officials are vindicated in their beliefs, and since the government controls the issuing of paper money, its power grows. If somebody protests that ‘These are just worthless pieces of paper!’ and behaves as if they are only pieces of paper, he won’t get very far in life.

For example, all three partners cooperate to make nutrients. To create the amino acid phenylalanine, they need nine enzymes. Tremblaya can build 1,2,5,6,7, and 8; Moranella can make 3,4, and 5; and the mealybug alone makes the 9th. Neither mealybug nor the two bacteria can make phenylalanine on their own; they depend on each other to fill the gaps in their repertoires. This reminds me of the Graeae of Greek mythology: the three sisters who share one ee and one tooth between them. Anything more would be redundant: their arrangement, though odd, still allows them to see and chew. So it is with the mealybug and its symbionts. They ended up with a single metabolic network, distributed between their three complementary genomes. In the arithmetic of symbionts, one plus one plus one can equal one.

Torrents of text conversations, tides of cell conversations, of television programs, of e-mail, vast networks of fiber and wire interlaced above and beneath the city, passing through buildings, arcing between transmitters in Metro tunnels, between antennas atop buildings, from lampposts with cellular transmitters in them, commercials for Carrefour and Evian and prebaked toaster pastries flashing into space and back to earth again, I’m going to be late and Maybe we should get reservations? and Pick up avocados and What did he say? and ten thousand I miss yous, fifty thousand I love yous, hate mail and appointment reminders and market updates, jewelry ads, coffee ads, furniture ads flying invisibly over the warrens of Paris, over the battlefields and tombs, over the Ardennes, over the Rhine, over Belgium and Denmark, over the scarred and ever-shifting landscapes we call nations. And is it so hard to believe that souls might also travel those paths? That her father and Etienne and Madame Manec and the German boy named Werner Pfennig might harry the sky in flocks, like egrets, like terns, like starlings? That great shuttles of souls might fly about, faded but audible if you listen closely enough? They flow above the chimneys, ride the sidewalks, slip through your jacket and shirt and breastbone and lungs, and pass out through the other side, the air a library and the record of every life lived, every sentence spoken, every word transmitted still reverberating within it. Every hour, she thinks, someone for whom the war was memory falls out of the world. We rise again in the grass. In the flowers. In songs.

If government had declined to build racially separate public housing in cities where segregation hadn’t previously taken root, and instead had scattered integrated developments throughout the community, those cities might have developed in a less racially toxic fashion, with fewer desperate ghettos and more diverse suburbs. If the federal government had not urged suburbs to adopt exclusionary zoning laws, white flight would have been minimized because there would have been fewer racially exclusive suburbs to which frightened homeowners could flee. If the government had told developers that they could have FHA guarantees only if the homes they built were open to all, integrated working-class suburbs would likely have matured with both African Americans and whites sharing the benefits. If state courts had not blessed private discrimination by ordering the eviction of African American homeowners in neighborhoods where association rules and restrictive covenants barred their residence, middle-class African Americans would have been able gradually to integrate previously white communities as they developed the financial means to do so. If churches, universities, and hospitals had faced loss of tax-exempt status for their promotion of restrictive covenants, they most likely would have refrained from such activity. If police had arrested, rather than encouraged, leaders of mob violence when African Americans moved into previously white neighborhoods, racial transitions would have been smoother. If state real estate commissions had denied licenses to brokers who claimed an “ethical” obligation to impose segregation, those brokers might have guided the evolution of interracial neighborhoods. If school boards had not placed schools and drawn attendance boundaries to ensure the separation of black and white pupils, families might not have had to relocate to have access to education for their children. If federal and state highway planners had not used urban interstates to demolish African American neighborhoods and force their residents deeper into urban ghettos, black impoverishment would have lessened, and some displaced families might have accumulated the resources to improve their housing and its location. If government had given African Americans the same labor-market rights that other citizens enjoyed, African American working-class families would not have been trapped in lower-income minority communities, from lack of funds to live elsewhere. If the federal government had not exploited the racial boundaries it had created in metropolitan areas, by spending billions on tax breaks for single-family suburban homeowners, while failing to spend adequate funds on transportation networks that could bring African Americans to job opportunities, the inequality on which segregation feeds would have diminished. If federal programs were not, even to this day, reinforcing racial isolation by disproportionately directing low-income African Americans who receive housing assistance into the segregated neighborhoods that government had previously established, we might see many more inclusive communities. Undoing the effects of de jure segregation will be incomparably difficult. To make a start, we will first have to contemplate what we have collectively done and, on behalf of our government, accept responsibility.

REQUIREMENTS TO BE GREAT AT RUNNING HR What kind of person should you look for to comprehensively and continuously understand the quality of your management team? Here are some key requirements:   World-class process design skills Much like the head of quality assurance, the head of HR must be a masterful process designer. One key to accurately measuring critical management processes is excellent process design and control.   A true diplomat Nobody likes a tattletale and there is no way for an HR organization to be effective if the management team doesn’t implicitly trust it. Managers must believe that HR is there to help them improve rather than police them. Great HR leaders genuinely want to help the managers and couldn’t care less about getting credit for identifying problems. They will work directly with the managers to get quality up and only escalate to the CEO when necessary. If an HR leader hoards knowledge, makes power plays, or plays politics, he will be useless.   Industry knowledge Compensation, benefits, best recruiting practices, etc. are all fast-moving targets. The head of HR must be deeply networked in the industry and stay abreast of all the latest developments.   Intellectual heft to be the CEO’s trusted adviser None of the other skills matter if the CEO does not fully back the head of HR in holding the managers to a high quality standard. In order for this to happen, the CEO must trust the HR leader’s thinking and judgment.   Understanding things unspoken When management quality starts to break down in a company, nobody says anything about it, but super-perceptive people can tell that the company is slipping. You need one of those.

Cordelia – “Why so rough?” Aral – “It’s very poor. It was the town center during the time Isolation. And it hasn’t been touched by renovation, minimal water, no electricity choked with refuse.” “Mostly human,” added Peoter tartly. “Poor?” Asked Cordelia bewildered. “No electricity? How can it be on the comm network?” “It’s not of course,” answered Vorkosigan. “Then how can anyone get their schooling?” Cordelia “They don’t.” Cordelia stared. “I don’t understand, how do they get their jobs?” “A few escape to the service, the rest prey on each other mostly.” Vorkosigan regarded her face uneasily. “Have you no poverty on Beta colony?” “Poverty? Well some people have more money than others, but no comm consuls…?” Vorkosigan was diverted from his interrogation. “Is not owning a comm consul the lowest standard of living you can imagine?” He said in wonder. “It’s the first article in the constitution! ‘Access to information shall not be abridged.’” “Cordelia, these people barely have access to food, clothing and shelter. They have a few rags and cooking pots and squat in buildings that aren’t economical to repair or tear down yet with the wind whistling through the walls.” “No air conditioning?” “No heat in the winter is a bigger problem here.” “I suppose so. You people don’t really have summer. How do they call for help when they are sick or hurt?” “What help?” Vorkosigan was growing grim. “If they’re sick they either get well or die.” “Die if we’re lucking” muttered Veoter. “You’re not joking.” She stared back and forth between the pair of them. “Why, think of all the geniuses you must missing!” “I doubt we must be missing very many from the Caravanceri.” Said Peoter dryly. “Why not? They have the same genetic compliment as you.” Cordelia pointed out the – to her -obvious. The Count went rigid. “My dear girl, they most certainly do not. My family has been Vor for nine generations.” Cordelia raised her eyebrows. “How do you know if you didn’t have the gene-typing until 80 years ago?” Both the guard commander and the footman were acquiring peculiar stuffed expressions. The footman bit his lip. “Besides,” she pointed out reasonably, “If you Vor got around half as much as those histories I’ve been reading imply. 90% of the people on this planet must have Vor blood by now. Who knows who your relatives are on your father’s side. Vorkosigan bit his napkin absently. His eyes gone crinkly with much the same expression as the footman and muttered, “Cordelia, you really can’t sit at the breakfast table and imply my ancestors were bastards. It’s a mortal insult here.” “Where should I sit? Oh I’ll never understand.

Social infrastructure is not "social capital" -- a concept commonly used to measure people's relationships and interpersonal networks -- but the physical conditions that determine whether social capital develops. When social infrastructure is robust, it fosters contact, mutual support, and collaboration among friends and neighbors; when degraded, it inhibits social activity, leaving families and individuals to fend for themselves. Social infrastructure is crucially important, because local, face-to-face interactions -- at the school, the playground, and the corner diner -- are the building blocks of all public life. People forge bonds in places that have healthy social infrastructures -- not because they set out to build community, but because when people engage in sustained, recurrent interaction, particularly while doing things they enjoy, relationships inevitably grow.

It’s happening everywhere; commercial and housing development, along with the road network needed to support it, is the single greatest pressure on natural landscapes in the United States, and by its very pervasiveness the hardest to control. Between 1982 and 1997, developed land in the forty-eight contiguous states increased by 25 million acres—meaning a quarter of all the open land lost since European settlement disappeared in just those fifteen years. This isn’t a trend, it’s a juggernaut, and the worst may be yet to come. At this pace, by 2025 there will be 68 million more rural acres in development, an area about the size of Wyoming, and the total developed land in the United States will stand at a Texas-sized 174 million acres. Already, just the impervious covering we put on the land, the things like roads, sidewalks, and buildings we pave with asphalt or concrete, adds up to an area the size of Ohio.3

Here’s What I Believe about Good VCs Good VCs help entrepreneurs achieve their business goals by providing guidance, support, a network of relationships, and coaching. Good VCs recognize the limitations of what they can do as board members and outside advisors as a result of the informational asymmetry they have with respect to founders and other executives who live and breathe the company every day. Good VCs give advice in areas in which they have demonstrated expertise, and have the wisdom to avoid opining on topics for which they are not the appropriate experts. Good VCs appropriately balance their duties to the common shareholders with those they owe to their limited partners. Good VCs recognize that, ultimately, it is the entrepreneurs and the employees who build iconic companies, with hopefully a little bit of good advice and prodding sprinkled in along the way by their VC partners. If VCs remain good, they won’t become dinosaurs.

It seems to us that there are four great collective sociological assumptions in the modern world. By this we mean not only the Western world, but all the world that shares a modern technology and is structured into nations…. That man’s aim in life is happiness, that man is naturally good, that history develops in endless progress, and that everything is matter. The other great psychological reflection of social reality is the myth. The myth expresses the deep inclinations of a society. Without it, the masses would not cling to a certain civilization, or its process of development and crisis. It is a vigorous impulse, strongly colored, irrational, and charged with all of man’s power to believe… In our society the two great fundamentals myths on which all other myths rest are Science and History. And based on them are the collective myths that are man’s principal orientations: the myth of Work, the myth of Happiness (which is not the same thing as presupposition of happiness), the myth of the Nation, the myth of Youth, the myth of Hero. Propaganda is forced to build on those presuppositions and to express these myths, for without them nobody would listen to it. And in so building it must always go in the same direction as society; it can only reinforce society. A propaganda that stresses virtue over happiness and presents man’s future as one dominated by austerity and contemplation would have no audience at all. A propaganda that questions progress or work would arouse distain and reach nobody; it would immediately be branded as an ideology of the intellectuals, since most people feel that the serious things are material things because they are related to labor, and so on. It is remarkable how the various presuppositions and aspects of myths complement each other, support each other, mutually defend each other: If the propagandist attacks the network at one point, all myths react to the attack. Propaganda must be based on current beliefs and symbols to reach man and win him over.

...moderate social deviance or class non-conformism I have imputed to the first generation of pedestrians. Improved roads, after all, were one of the principal means by which the country was building a national communications network that would underpin the huge commercial and industrial expansion of the nineteenth century; changing the landscape of the country to produce the arterial interconnection of the modern state in place of a geography of more or less self-enclosed local communities; consolidating the administrative structures of the state and facilitating political hegemony over a rapidly growing and potentially unstable population; and promulgating a 'national' culture in the face of regional diversity and independence. With the main roads such powerful instruments of change, the walker's decision to exploit his freedom to resist the imperative of destination and explore instead by lanes, by-roads and fieldpaths, could well be interpreted as an act of denial, flight or dissent vis-a-vis the forces that were ineradicably transforming British society.

Unnecessary Creation gives you the freedom to explore new possibilities and follow impractical curiosities. Some of the most frustrated creative pros I’ve encountered are those who expect their day job to allow them to fully express their creativity and satisfy their curiosity. They push against the boundaries set by their manager or client and fret continuously that their best work never finds its way into the end product because of restrictions and compromises. A 2012 survey sponsored by Adobe revealed that nearly 75 percent of workers in the United States, United Kingdom, Germany, France, and Japan felt they weren’t living up to their creative potential. (In the United States, the number was closer to 82 percent!) Obviously, there’s a gap between what many creatives actually do each day and what they feel they are capable of doing given more resources or less bureaucracy. But those limitations aren’t likely to change in the context of an organization, where there is little tolerance for risk and resources are scarcer than ever. If day-to-day project work is the only work that you are engaging in, it follows that you’re going to get frustrated. To break the cycle, keep a running list of projects you’d like to attempt in your spare time, and set aside a specific time each week (or each day) to make progress on that list. Sometimes this feels very inefficient in the moment, especially when there are so many other urgent priorities screaming for your attention, but it can be a key part of keeping your creative energy flowing for your day-to-day work. You’ll also want to get a notebook to record questions that you’d like to pursue, ideas that you have, or experiments that you’d like to try. Then you can use your pre-defined Unnecessary Creation time to play with these ideas. As Steven Johnson explains in his book Where Good Ideas Come From, “A good idea is a network. A specific constellation of neurons—thousands of them—fire in sync with each other for the first time in your brain, and an idea pops into your consciousness. A new idea is a network of cells exploring the adjacent possible of connections that they can make in your mind.”18

But then something unexpected happened. Donald Trump, a real estate mogul and television celebrity who did not need the Koch donor network’s money to run, who seemed to have little grasp of the goals of this movement, entered the race. More than that, to get ahead, Trump was able to successfully mock the candidates they had already cowed as “puppets.” And he offered a different economic vision. He loved capitalism, to be sure, but he was not a libertarian by any stretch. Like Bill Clinton before him, he claimed to feel his audience’s pain. He promised to stanch it with curbs on the very agenda the party’s front-runners were promoting: no more free-trade deals that shuttered American factories, no cuts to Social Security or Medicare, and no more penny-pinching while the nation’s infrastructure crumbled. He went so far as to pledge to build a costly wall to stop immigrants from coming to take the jobs U.S. companies offered them because they could hire desperate, rightless workers for less. He said and did a lot more, too, much that was ugly and incendiary. And in November, he shocked the world by winning the Electoral College vote.

What is a “pyramid?” I grew up in real estate my entire life. My father built one of the largest real estate brokerage companies on the East Coast in the 1970s, before selling it to Merrill Lynch. When my brother and I graduated from college, we both joined him in building a new real estate company. I went into sales and into opening a few offices, while my older brother went into management of the company. In sales, I was able to create a six-figure income. I worked 60+ hours a week in such pursuit. My brother worked hard too, but not in the same fashion. He focused on opening offices and recruiting others to become agents to sell houses for him. My brother never listed and sold a single house in his career, yet he out-earned me 10-to-1. He made millions because he earned a cut of every commission from all the houses his 1,000+ agents sold. He worked smarter, while I worked harder. I guess he was at the top of the “pyramid.” Is this legal? Should he be allowed to earn more than any of the agents who worked so hard selling homes? I imagine everyone will agree that being a real estate broker is totally legal. Those who are smart, willing to take the financial risk of overhead, and up for the challenge of recruiting good agents, are the ones who get to live a life benefitting from leveraged Income. So how is Network Marketing any different? I submit to you that I found it to be a step better. One day, a friend shared with me how he was earning the same income I was, but that he was doing so from home without the overhead, employees, insurance, stress, and being subject to market conditions. He was doing so in a network marketing business. At first I refuted him by denouncements that he was in a pyramid scheme. He asked me to explain why. I shared that he was earning money off the backs of others he recruited into his downline, not from his own efforts. He replied, “Do you mean like your family earns money off the backs of the real estate agents in your company?” I froze, and anyone who knows me knows how quick-witted I normally am. Then he said, “Who is working smarter, you or your dad and brother?” Now I was mad. Not at him, but at myself. That was my light bulb moment. I had been closed-minded and it was costing me. That was the birth of my enlightenment, and I began to enter and study this network marketing profession. Let me explain why I found it to be a step better. My research led me to learn why this business model made so much sense for a company that wanted a cost-effective way to bring a product to market. Instead of spending millions in traditional media ad buys, which has a declining effectiveness, companies are opting to employ the network marketing model. In doing so, the company only incurs marketing cost if and when a sale is made. They get an army of word-of-mouth salespeople using the most effective way of influencing buying decisions, who only get paid for performance. No salaries, only commissions. But what is also employed is a high sense of motivation, wherein these salespeople can be building a business of their own and not just be salespeople. If they choose to recruit others and teach them how to sell the product or service, they can earn override income just like the broker in a real estate company does. So now they see life through a different lens, as a business owner waking up each day excited about the future they are building for themselves. They are not salespeople; they are business owners.

Starting with a Statement •What a beautiful day.What’s your favorite season of the year? •I was truly touched by that movie.How did you like it? Why? •This is a wonderful restaurant.What is your favorite restaurant? Why? •What a great conference! Tell me about the sessions you attended. •I was absent last week.What did I miss? •That was an interesting program after lunch.What did you think? •Presidential campaigns seem to start immediately after the inauguration.What do you think of the campaign process? •I am so frustrated with getting this business off the ground.Do you have any ideas? •I am excited about our new mayor.How do you think her administration will be different from her predecessor’s? •Your lawn always looks so green.What is your secret? •We’ve been working together for months now.I’d like to get to know you better.Tell me about some of your outside interests. •You worked pretty hard on that stair stepper.What other equipment do you use? •You always wear such attractive clothes.What are your favorite stores? •What a beautiful home.How do you manage to run a house with four children? •I read in the newspaper that our governor has taken another trip overseas.What do you think of all his travel?

THE GLOBE | Unlocking the Wealth in Rural Markets Mamta Kapur, Sanjay Dawar, and Vineet R. Ahuja | 151 words In India and other large emerging economies, rural markets hold great promise for boosting corporate earnings. Companies that sell in the countryside, however, face poor infrastructure, widely dispersed customers, and other challenges. To better understand the obstacles and how to overcome them, the authors—researchers with Accenture—conducted extensive surveys and interviews with Indian business leaders in multiple industries. Their three-year study revealed several successful strategies for increasing revenues and profits in rural markets: Start with a good distribution plan. The most effective approaches are multipronged—for example, adding extra layers to existing networks and engaging local partners to create new ones. Mine data to identify prospective customers. Combining site visits, market surveys, and GIS mapping can help companies discover new buyers. Forge tight bonds with channel partners. It pays to spend time and money helping distributors and retailers improve their operations. Create durable ties with customers. Companies can build loyalty by addressing customers’ welfare and winning the trust of community leaders.

A convivial society should be designed to allow all its members the most autonomous action by means of tools least controlled by others. People feel joy, as opposed to mere pleasure, to the extent that their activities are creative; while the growth of tools beyond a certain point increases regimentation, dependence, exploitation, and impotence. I use the term "tool" broadly enough to include not only simple hardware such as drills, pots, syringes, brooms, building elements, or motors, and not just large machines like cars or power stations; I also include among tools productive institutions such as factories that produce tangible commodities like corn flakes or electric current, and productive systems for intangible commodities such as those which produce "education," "health," "knowledge," or "decisions." I use this term because it allows me to subsume into one category all rationally designed devices, be they artifacts or rules, codes or operators, and to distinguish all these planned and engineered instrumentalities from other things such as basic food or implements, which in a given culture are not deemed to be subject to rationalization. School curricula or marriage laws are no less purposely shaped social devices than road networks. 5

By the early twenty-second century, the technology for self-replicating robots should be perfected, and we may be able to entrust machines with the task of constructing solar arrays and laser batteries on the moon, Mars, and beyond. We would ship over an initial team of automatons, some of which would mine the regolith and others of which would build a factory. Another set of robots would oversee the sorting, milling, and smelting of raw materials in the factory to separate and obtain various metals. These purified metals could then be used to assemble laser launch stations—and a new batch of self-replicating robots. We might eventually have a bustling network of relay stations throughout the solar system, perhaps stretching from the moon all the way to the Oort Cloud. Because the comets in the Oort Cloud extend roughly halfway to Alpha Centauri and are largely stationary, they may be ideal locations for laser banks that could provide an extra boost to nanoships on their journey to our neighboring star system. As each nanoship passed by one of these relay stations, its lasers would fire automatically and give the ship an added push to the stars. Self-replicating robots could build these distant outposts by using fusion instead of sunlight as the basic source of energy.

As social phenomena, languages are tied up in world of unequal power relations, gaining or losing status not based on technical linguistic grounds but on social judgement, biases, and stereotypes that are based on the status of their speakers. As such, we argue that white America's love-hate relationship with black modes of communication can only be interpreted within a framework that considers language a primary site of cultural contestation. It should be clear by now that it's about more than a mothafucka, right? Our analysis of Black Language forms that the dominant culture considers inflammatory, controversial, or stigmatized allows us to make several observations. First, building off what anthropologist and linguist Arthur Spears noted in his discussion of uncensored speech, Black verbal culture, like all cultures is "a complex network of predispositions, values, behaviors, expectations and routines." Language practices, in their varying sociocultural contexts, can only be understood if read within the full range of the community's speech activities, and that requires rigorous ethnographic search and analysis. Second the community's beliefs and ideas about language- it's language ideologies- should be the primary point of departure for investigation and interpretation.

The father of communism, Karl Marx, famously predicted the “withering away of the state” once the proletarian revolution had achieved power and abolished private property. Left-wing revolutionaries from the nineteeth-century anarchists on thought it sufficient to destroy old power structures without giving serious thought to what would take their place. This tradition continues up through the present, with the suggestion by antiglobalization authors like Michael Hardt and Antonio Negri that economic injustice could be abolished by undermining the sovereignty of states and replacing it with a networked “multitude.”17 Real-world Communist regimes of course did exactly the opposite of what Marx predicted, building large and tyrannical state structures to force people to act collectively when they failed to do so spontaneously. This in turn led a generation of democracy activists in Eastern Europe to envision their own form of statelessness, where a mobilized civil society would take the place of traditional political parties and centralized governments. 18 These activists were subsequently disillusioned by the realization that their societies could not be governed without institutions, and when they encountered the messy compromises required to build them. In the decades since the fall of communism, Eastern Europe is democratic, but it is not thereby necessarily happy with its politics or politicians.19 The fantasy of statelessness

CHOOSE CREATIVITY: To be more creative, the first step is to decide you want to make it happen. 2. THINK LIKE A TRAVELER: Like a visitor to a foreign land, try turning fresh eyes on your surroundings, no matter how mundane or familiar. Don’t wait around for a spark to magically appear. Expose yourself to new ideas and experiences. 3. ENGAGE RELAXED ATTENTION: Flashes of insight often come when your mind is relaxed and not focused on completing a specific task, allowing the mind to make new connections between seemingly unrelated ideas. 4. EMPATHIZE WITH YOUR END USER: You come up with more innovative ideas when you better understand the needs and context of the people you are creating solutions for. 5. DO OBSERVATIONS IN THE FIELD: If you observe others with the skills of an anthropologist, you might discover new opportunities hidden in plain sight. 6. ASK QUESTIONS, STARTING WITH “WHY?”: A series of “why?” questions can brush past surface details and get to the heart of the matter. For example, if you ask someone why they are still using a fading technology (think landline phones), the answers might have more to do with psychology than practicality. 7. REFRAME CHALLENGES: Sometimes, the first step toward a great solution is to reframe the question. Starting from a different point of view can help you get to the essence of a problem. 8. BUILD A CREATIVE SUPPORT NETWORK: Creativity can flow more easily and be more fun when you have others to collaborate with and bounce ideas off.

One of the commonly accepted narratives of the Internet is that it was built to survive a nuclear attack. This enrages many of its architects, including Bob Taylor and Larry Roberts, who insistently and repeatedly debunked this origin myth. However, like many of the innovations of the digital age, there were multiple causes and origins. Different players have different perspectives. Some who were higher in the chain of command than Taylor and Roberts, and who have more knowledge of why funding decisions were actually made, have begun to debunk the debunking. Let’s try to peel away the layers. There is no doubt that when Paul Baran proposed a packet-switched network in his RAND reports, nuclear survivability was one of his rationales. “It was necessary to have a strategic system that could withstand a first attack and then be able to return the favor in kind,” he explained. “The problem was that we didn’t have a survivable communications system, and so Soviet missiles aimed at U.S. missiles would take out the entire telephone-communication system.”76 That led to an unstable hair-trigger situation; a nation was more likely to launch a preemptive strike if it feared that its communications and ability to respond would not survive an attack. “The origin of packet switching is very much Cold War,” he said. “I got very interested in the subject of how the hell you build a reliable command and control system.”77 So in 1960 Baran set about devising “a communication network which will allow several hundred major communications stations to talk with one another after an enemy attack.”78

The same effort to conserve force was also evident in war, at the tactical level. The ideal Roman general was not a figure in the heroic style, leading his troops in a reckless charge to victory or death. He would rather advance in a slow and carefully prepared march, building supply roads behind him and fortified camps each night in order to avoid the unpredictable risks of rapid maneuver. He preferred to let the enemy retreat into fortified positions rather than accept the inevitable losses of open warfare, and he would wait to starve out the enemy in a prolonged siege rather than suffer great casualties in taking the fortifications by storm. Overcoming the spirit of a culture still infused with Greek martial ideals (that most reckless of men, Alexander the Great, was actually an object of worship in many Roman households), the great generals of Rome were noted for their extreme caution. It is precisely this aspect of Roman tactics (in addition to the heavy reliance on combat engineering) that explains the relentless quality of Roman armies on the move, as well as their peculiar resilience in adversity: the Romans won their victories slowly, but they were very hard to defeat. Just as the Romans had apparently no need of a Clausewitz to subject their military energies to the discipline of political goals, it seems that they had no need of modern analytical techniques either. Innocent of the science of systems analysis, the Romans nevertheless designed and built large and complex security systems that successfully integrated troop deployments, fixed defenses, road networks, and signaling links in a coherent whole.

forgot about my huge goal. I focused on what I could control: what I did every day. After a little experimentation and a lot of thought, I settled on a process. Because the Internet never sleeps, here’s what I did every day: Write a new post. Without fail. No excuses. Build relationships. I contacted three people who tweeted my posts that day, choosing the three who seemed most influential, the most noteworthy, the most “something” (even if that “something” was just “thoughtful comment”). Then I sent an e-mail—not a tweet—and said thanks. My goal was to make a genuine connection. Build my network. I contacted one person who might be a great source for a future post. I aimed high: CEOs, founders, entrepreneur-celebrities . . . people with instant credibility and engaged followings. Many didn’t respond. But some did. And some have become friends and appear in this book. Add three more items to my “list of great headlines.” Headlines make or break posts: A great post with a terrible headline will not get read. So I worked hard to learn what worked for other people—and to adapt their techniques for my own use. Evaluate recent results. I looked at page views. I looked at shares and likes and tweets. I tried to figure out what readers responded to, what readers cared about. Writing for a big audience has little to do with pleasing yourself and everything to do with pleasing an audience, and the only way to know what worked was to know the audience. Ignore my editor. I liked my editor. But I didn’t want her input because she knew only what worked for columnists who were read by a maximum of 300,000 people each month. My goal was to triple that, which meant I needed to do things differently. We occasionally disagreed, and early on I lost some of those battles. Once my numbers started to climb, I won a lot more often, until eventually I was able to do my own thing. Sounds simple, right? In a way it was, because I followed a self-reinforcing process:

Are you an influencer? Are you in media? Do you run a conference? A business? A podcast? Are you a mom in the PTA? Are you a teller at the local bank? Are you a volunteer for Sunday school at church? Are you a high school student? Are you a grandma of seven? Great! I need you. We need you! We need you to live into your purpose. We need you to create and inspire and build and dream. We need you to blaze a trail and then turn around and light the way with your magic so other women can follow behind you. We need you to believe in the idea that every kind of woman deserves a chance to be who she was meant to be, and she may never realize it if you—yes, you—don’t speak that truth into her life. You’ll be able to do that if you first practice the idea of being made for more in your own life. After all, if you don’t see it, how do you know you can be it? If women in your community or your network marketing group or your Zumba class don’t ever see an example of a confident woman, how will they find the courage to be confident? If our daughters don’t see a daily practice of us feeling not only comfortable but truly fulfilled by the choice to be utterly ourselves, how will they learn that behavior? Pursuing your goals for yourself is so important, and I’d argue that it’s an essential factor in living a happy and fulfilled existence—but it’s not enough simply to give you permission to make your dream manifest. I want to challenge you to love the pursuit and openly celebrate who you become along the journey. When your light shines brighter, others won’t be harmed by the glare; they’ll be encouraged to become a more luminescent version of themselves. That’s what leadership looks like. Leaders are encouraging. Leaders share information. Leaders hold up a light to show you the way. Leaders hold your hand when it gets hard. True leaders are just as excited for your success as they are for their own, because they know that when one of us does well, all of us come up. When one of us succeeds, all of us succeed. You’ll be able to lead other women to that place if you truly believe that every woman is worthy and called to something sacred.

CONGRUENCE Have you ever felt stuck? Maybe you haven’t recruited anyone in a while, and you just can’t seem to break the streak of no success. This causes you to not feel like picking up the phone and getting any more rejection. You don’t feel like talking about the business that day, so you don’t. Can you relate? This is critical for you to always remember. You cannot avoid rejection. Ninety percent of people are always going to tell you that your business is not for them. You have to go through the no’s to get to the yeses. There is no other way around it. You may not like making calls and accepting no’s, but you will like the results and income you will get by doing it consistently enough. Bank on it. So here’s what happens to everyone, myself included. You have a bad day, where everyone says no. You wake up the next day and you just cannot get yourself to make some calls. The whole day goes by and you did nothing to grow your business. The next day, you have a nagging little feeling of guilt about doing nothing the day before, so you start to internalize it. You question whether you know what you are doing. Does the business work? Is it worth the effort? You know the answer is yes, so you don’t quit — but you also do no activity. The next day, that little guilt feeling has mushroomed even bigger. And as time goes on, the guilt turns into self-loathing. You get down on yourself for not performing like you know you could and should. You begin to beat yourself up and even compare yourself to others. Sadly, this can become a downward spiral that is self-inflicted and hard to break out of. Without being wise enough to seek direct help from an upline expert, some people never recover. Instead of fixing their mindset and bringing their goals and the actions back into alignment — getting congruent — they quit the business. These are the blamers who walk the Earth claiming the business didn’t work. No! They stopped working! Don’t be a blamer. Be congruent. Make your activity match up with your WHY in the business. Pick up the phone and snap back into action. Don’t allow yourself to be depressed, because it is a form of depression. Your upline can help you snap out of it. How

Like any place in Reality, the Street is subject to development. Developers can build their own small streets feeding off of the main one. They can build buildings, parks, signs, as well as things that do not exist in Reality, such as vast hovering overhead light shows, special neighborhoods where the rules of three-dimensional spacetime are ignored, and free-combat zones where people can go to hunt and kill each other. The only difference is that since the Street does not really exist -- it's just a computer-graphics protocol written down on a piece of paper somewhere -- none of these things is being physically built. They are, rather, pieces of software, made available to the public over the worldwide fiber-optics network. When Hiro goes into the Metaverse and looks down the Street and sees buildings and electric signs stretching off into the darkness, disappearing over the curve of the globe, he is actually staring at the graphic representations -- the user interfaces -- of a myriad different pieces of software that have been engineered by major corporations. In order to place these things on the Street, they have had to get approval from the Global Multimedia Protocol Group, have had to buy frontage on the Street, get zoning approval, obtain permits, bribe inspectors, the whole bit. The money these corporations pay to build things on the Street all goes into a trust fund owned and operated by the GMPG, which pays for developing and expanding the machinery that enables the Street to exist. Hiro has a house in a neighborhood just off the busiest part of the Street. it is a very old neighborhood by Street standards. About ten years ago, when the Street protocol was first written, Hiro and some of his buddies pooled their money and bought one of the first development licenses, created a little neighborhood of hackers. At the time, it was just a little patchwork of light amid a vast blackness. Back then, the Street was just a necklace of streetlights around a black ball in space. Since then, the neighborhood hasn't changed much, but the Street has. By getting in on it early, Hiro's buddies got a head start on the whole business. Some of them even got very rich off of it. That's why Hiro has a nice big house in the Metaverse but has to share a 20-by- 30 in Reality. Real estate acumen does not always extend across universes.

The thing I really like about Jase is that he’s as obsessed with ducks as I am. I rarely took my boys hunting with me when they were very young. In fact, I never took them when I was still an outlaw. “Not this time, boys, we might be running from the game warden,” I’d tell them. But after I repented and came to Jesus Christ, I started taking my sons hunting with me, beginning with Alan. Before we moved to where we live now, it was a pretty long haul from town to the Ouachita River bottoms. Alan got carsick nearly every time I took him hunting, but he didn’t think I knew. We stopped at the same gas station every time, and he’d walk around back and lose his breakfast before he climbed back into the truck. I was proud of him for never complaining. I took Jase hunting for the first time when he was five. He was shooting Pa’s heavy Belgium-made Browning twelve-gauge shotgun, which he could barely even hold up. It kicked like a mule! The first time Jase shot the gun, it kicked him to the back of the blind and flipped him over a bench. “Did I get him?” Jase asked. I knew right then that I had another hunter in the family, and Jase is still the most skilled hunter of all my boys. I trained Jase to take over the company by teaching him the nuances of duck calls and fowl hunting, and he is still the person in charge of making sure every duck call sounds like a duck. Not only did Jase design the first gadwall drake call to hit the market, he also invented the first triple-reed duck caller. Jase and I live to hunt ducks. We track ducks during the season through a nationwide network of hunters, asking how many ducks are in their areas and what movements are expected. Then we check conditions of wind and weather fronts that might influence duck movement. We talk it all over during the day and again each morning, before the day’s hunt, as we prepare to leave for the blind. When Kay and I began to ponder becoming less active in the Duck Commander business, we offered its management to Jase, who had been most deeply involved in the company. But he had no desire to get into management. Jase likes building duck calls and doesn’t really enjoy the business aspects of the company, like making sales calls or dealing with clients and sponsors. Like me, Jase is most comfortable when he’s in a duck blind and doesn’t care for the details that come with running a company. Jase only wants to build duck calls, shoot ducks, and spend time with his family (he and his wife, Missy, have three kids).

You’re probably wondering what happened before you got here. An awful lot of stuff, actually. Once we evolved into humans, things got pretty interesting. We figured out how to grow food and domesticate animals so we didn’t have to spend all of our time hunting. Our tribes got much bigger, and we spread across the entire planet like an unstoppable virus. Then, after fighting a bunch of wars with each other over land, resources, and our made-up gods, we eventually got all of our tribes organized into a ‘global civilization.’ But, honestly, it wasn’t all that organized, or civilized, and we continued to fight a lot of wars with each other. But we also figured out how to do science, which helped us develop technology. For a bunch of hairless apes, we’ve actually managed to invent some pretty incredible things. Computers. Medicine. Lasers. Microwave ovens. Artificial hearts. Atomic bombs. We even sent a few guys to the moon and brought them back. We also created a global communications network that lets us all talk to each other, all around the world, all the time. Pretty impressive, right? “But that’s where the bad news comes in. Our global civilization came at a huge cost. We needed a whole bunch of energy to build it, and we got that energy by burning fossil fuels, which came from dead plants and animals buried deep in the ground. We used up most of this fuel before you got here, and now it’s pretty much all gone. This means that we no longer have enough energy to keep our civilization running like it was before. So we’ve had to cut back. Big-time. We call this the Global Energy Crisis, and it’s been going on for a while now. “Also, it turns out that burning all of those fossil fuels had some nasty side effects, like raising the temperature of our planet and screwing up the environment. So now the polar ice caps are melting, sea levels are rising, and the weather is all messed up. Plants and animals are dying off in record numbers, and lots of people are starving and homeless. And we’re still fighting wars with each other, mostly over the few resources we have left. “Basically, kid, what this all means is that life is a lot tougher than it used to be, in the Good Old Days, back before you were born. Things used to be awesome, but now they’re kinda terrifying. To be honest, the future doesn’t look too bright. You were born at a pretty crappy time in history. And it looks like things are only gonna get worse from here on out. Human civilization is in ‘decline.’ Some people even say it’s ‘collapsing.’ “You’re probably wondering what’s going to happen to you. That’s easy. The same thing is going to happen to you that has happened to every other human being who has ever lived. You’re going to die. We all die. That’s just how it is.

WHY ADDICTION IS NOT A DISEASE In its present-day form, the disease model of addiction asserts that addiction is a chronic, relapsing brain disease. This disease is evidenced by changes in the brain, especially alterations in the striatum, brought about by the repeated uptake of dopamine in response to drugs and other substances. But it’s also shown by changes in the prefrontal cortex, where regions responsible for cognitive control become partially disconnected from the striatum and sometimes lose a portion of their synapses as the addiction progresses. These are big changes. They can’t be brushed aside. And the disease model is the only coherent model of addiction that actually pays attention to the brain changes reported by hundreds of labs in thousands of scientific articles. It certainly explains the neurobiology of addiction better than the “choice” model and other contenders. It may also have some real clinical utility. It makes sense of the helplessness addicts feel and encourages them to expiate their guilt and shame, by validating their belief that they are unable to get better by themselves. And it seems to account for the incredible persistence of addiction, its proneness to relapse. It even demonstrates why “choice” cannot be the whole answer, because choice is governed by motivation, which is governed by dopamine, and the dopamine system is presumably diseased. Then why should we reject the disease model? The main reason is this: Every experience that is repeated enough times because of its motivational appeal will change the wiring of the striatum (and related regions) while adjusting the flow and uptake of dopamine. Yet we wouldn’t want to call the excitement we feel when visiting Paris, meeting a lover, or cheering for our favourite team a disease. Each rewarding experience builds its own network of synapses in and around the striatum (and OFC), and those networks continue to draw dopamine from its reservoir in the midbrain. That’s true of Paris, romance, football, and heroin. As we anticipate and live through these experiences, each network of synapses is strengthened and refined, so the uptake of dopamine gets more selective as rewards are identified and habits established. Prefrontal control is not usually studied when it comes to travel arrangements and football, but we know from the laboratory and from real life that attractive goals frequently override self-restraint. We know that ego fatigue and now appeal, both natural processes, reduce coordination between prefrontal control systems and the motivational core of the brain (as I’ve called it). So even though addictive habits can be more deeply entrenched than many other habits, there is no clear dividing line between addiction and the repeated pursuit of other attractive goals, either in experience or in brain function. London just doesn’t do it for you anymore. It’s got to be Paris. Good food, sex, music . . . they no longer turn your crank. But cocaine sure does.

This brings me to an objection to integrated information theory by the quantum physicist Scott Aaronson. His argument has given rise to an instructive online debate that accentuates the counterintuitive nature of some IIT's predictions. Aaronson estimates phi.max for networks called expander graphs, characterized by being both sparsely yet widely connected. Their integrated information will grow indefinitely as the number of elements in these reticulated lattices increases. This is true even of a regular grid of XOR logic gates. IIT predicts that such a structure will have high phi.max. This implies that two-dimensional arrays of logic gates, easy enough to build using silicon circuit technology, have intrinsic causal powers and will feel like something. This is baffling and defies commonsense intuition. Aaronson therefor concludes that any theory with such a bizarre conclusion must be wrong. Tononi counters with a three-pronged argument that doubles down and strengthens the theory's claim. Consider a blank featureless wall. From the extrinsic perspective, it is easily described as empty. Yet the intrinsic point of view of an observer perceiving the wall seethes with an immense number of relations. It has many, many locations and neighbourhood regions surrounding these. These are positioned relative to other points and regions - to the left or right, above or below. Some regions are nearby, while others are far away. There are triangular interactions, and so on. All such relations are immediately present: they do not have to be inferred. Collectively, they constitute an opulent experience, whether it is seen space, heard space, or felt space. All share s similar phenomenology. The extrinsic poverty of empty space hides vast intrinsic wealth. This abundance must be supported by a physical mechanism that determines this phenomenology through its intrinsic causal powers. Enter the grid, such a network of million integrate-or-fire or logic units arrayed on a 1,000 by 1,000 lattice, somewhat comparable to the output of an eye. Each grid elements specifies which of its neighbours were likely ON in the immediate past and which ones will be ON in the immediate future. Collectively, that's one million first-order distinctions. But this is just the beginning, as any two nearby elements sharing inputs and outputs can specify a second-order distinction if their joint cause-effect repertoire cannot be reduced to that of the individual elements. In essence, such a second-order distinction links the probability of past and future states of the element's neighbours. By contrast, no second-order distinction is specified by elements without shared inputs and outputs, since their joint cause-effect repertoire is reducible to that of the individual elements. Potentially, there are a million times a million second-order distinctions. Similarly, subsets of three elements, as long as they share input and output, will specify third-order distinctions linking more of their neighbours together. And on and on. This quickly balloons to staggering numbers of irreducibly higher-order distinctions. The maximally irreducible cause-effect structure associated with such a grid is not so much representing space (for to whom is space presented again, for that is the meaning of re-presentation?) as creating experienced space from an intrinsic perspective.

Similarly, the computers used to run the software on the ground for the mission were borrowed from a previous mission. These machines were so out of date that Bowman had to shop on eBay to find replacement parts to get the machines working. As systems have gone obsolete, JPL no longer uses the software, but Bowman told me that the people on her team continue to use software built by JPL in the 1990s, because they are familiar with it. She said, “Instead of upgrading to the next thing we decided that it was working just fine for us and we would stay on the platform.” They have developed so much over such a long period of time with the old software that they don’t want to switch to a newer system. They must adapt to using these outdated systems for the latest scientific work. Working within these constraints may seem limiting. However, building tools with specific constraints—from outdated technologies and low bitrate radio antennas—can enlighten us. For example, as scientists started to explore what they could learn from the wait times while communicating with deep space probes, they discovered that the time lag was extraordinarily useful information. Wait times, they realized, constitute an essential component for locating a probe in space, calculating its trajectory, and accurately locating a target like Pluto in space. There is no GPS for spacecraft (they aren’t on the globe, after all), so scientists had to find a way to locate the spacecraft in the vast expanse. Before 1960, the location of planets and objects in deep space was established through astronomical observation, placing an object like Pluto against a background of stars to determine its position.15 In 1961, an experiment at the Goldstone Deep Space Communications Complex in California used radar to more accurately define an “astronomical unit” and help measure distances in space much more accurately.16 NASA used this new data as part of creating the trajectories for missions in the following years. Using the data from radio signals across a wide range of missions over the decades, the Deep Space Network maintained an ongoing database that helped further refine the definition of an astronomical unit—a kind of longitudinal study of space distances that now allows missions like New Horizons to create accurate flight trajectories. The Deep Space Network continued to find inventive ways of using the time lag of radio waves to locate objects in space, ultimately finding that certain ways of waiting for a downlink signal from the spacecraft were less accurate than others. It turned to using the antennas from multiple locations, such as Goldstone in California and the antennas in Canberra, Australia, or Madrid, Spain, to time how long the signal took to hit these different locations on Earth. The time it takes to receive these signals from the spacecraft works as a way to locate the probes as they are journeying to their destination. Latency—or the different time lag of receiving radio signals on different locations of Earth—is the key way that deep space objects are located as they journey through space. This discovery was made possible during the wait times for communicating with these craft alongside the decades of data gathered from each space mission. Without the constraint of waiting, the notion of using time as a locating feature wouldn’t have been possible.