Business Analysis Quotes

With everything in business, the benefits gained should exceed the cost incurred.

Demand is one of those factors which decide the fate of your business.

Always treat your competitors smarter than you are.

Strategy is your war plan. If you go to a war without your strategy, you might not be able to defeat the enemy.

The future of your business depends on what kind of decisions you are going to make.

The process of decision-making can become efficient and effective, if the right information is handy on time.

Perfecting a product which is not selling is a waste of time and energy.

The fear of the unknown is deadly for our personal growth as well as for the growth of our business.

Not having a contingency plan or never performing risk analysis and mitigation activities is like not having an insurance plan for yourself.

When it comes to riding a trend for business growth, there are three important steps that we should always remember: data analysis, trend identification, and fast and effective decision making.

Whether your business sells Reiki healings or Jeans, Custom Pottery or YouTube Meditations, Computer Software or Construction materials…. Business fundamentals remain business fundamentals… Create value, communicate value, sell value.

When I arrived at the house in the suburbs that night I seriously contemplated suicide for the first time in my life. But as I thought about it, the idea became exceedingly tiresome, and I finally decided it would be a ludicrous business. I had an inherent dislike of admitting defeat. Moreover, I told myself, there's no need for me to take such decisive action myself, not when I'm surrounded by such a bountiful harvest of death—death in an air raid, death at one's post of duty, death in the military service, death on the battlefield, death from being run over, death from disease—surely my name has already been entered in the list for one of these: a criminal who has been sentenced to death does not commit suicide. No—no matter how I considered, the season was not auspicious for suicide. Instead I was waiting for something to do me the favor of killing me. And this, in the final analysis, is the same as to say that I was waiting for something to do me the favor of keeping me alive.

What we need to know about loving is no great mystery. We all know what constitutes loving behavior; we need but act upon it, not continually question it. Over-analysis often confuses the issue and in the end brings us no closer to insight. We sometimes become too busy classifying, separating, and examining, to remember that love is easy. It's we who make it complicated.

Before you start anything, you need to know why you’re doing it. Then, you have to clearly convey that to your team so they also become partners in your vision.

In the business people with expertise, experience and evidence will make more profitable decisions than people with instinct, intuition and imagination.

Astute observers of corporate balance sheets are often the first to see business deterioration

Decide your objectives and make somebody responsible to implement the results for the growth of the business.

Maybe in your personal life you can go on an unplanned trip and rejoice later for it being the best trip of all time but it might not prove the same for your business.

It can also be analyzed that even an unplanned trip has a lot of planning hidden in it.

Defining a good project is dependent on how well you can define your needs. The better you specify your requirements, the better the results of a project are going to be.

Your current marketing plan, strategy, and research objective are also going to play an important role in defining your sample size.

Exploratory market research is generally preferred in the early stages of a project when you are more interested in exploring a subject.

When you want to learn something in detail, you do descriptive research.

A well-planned budget will save you from any kind of unexpected surprises.

Interviews are a qualitative form of collecting data. The reason it generates good responses is because it’s way more personal than other forms of data gathering techniques.

Once you have analyzed data, you have to mine that data to find insights from it. At this point, you can involve your marketing or product team to work with the data analysis team.

Your market research project is of no use if you are not going to use the results of it in your decision-making process.

The best way to improve your decision-making and decrease your business risk is to use data to guide your decisions.

The truth is that every business answer that you’re looking for is out there—covered and surrounded by many layers of unnecessary data.

Let market research be a permanent, ongoing part of your business strategy.

Having an objective for any project is highly important as we are living in a world full of data—some useful but mostly useless.

For identifying the objective of your market research project, it is highly advisable that you should zero in on the exact information you want to collect and from who.

If you are going to use the results of market research to make a big business decision, then it’s a good idea to do quantitative research rather than qualitative.

The more numbers you know through market research, the more you will be able to cut down your business risk.

The biggest advice I can give for setting up your market research objectives is to be very clear and concise.

Two things happen when your objectives are too broad—you don’t achieve the right results and you lose a lot of your resources. You want to avoid both of those.

If your objectives are too broad, they can dilute your project.

One market research project should have only one objective. More than one objective can affect the effectiveness of your research.

Never guess anything. You will make bad business decisions if you do that. If you don’t have data on something, start a research project on that topic.

Discovering a cure for a disease is one thing, but making that cure available to everyone so it can actually be used to eradicate the problem is another thing.

A market research project starts when you have the answers to the following questions: 1. Why are you researching? 2. What are you going to do with the results?

The mood-tracking technologies, sentiment analysis algorithms and stress-busting meditation techniques are put to work in the service of certain political and economic interests.

Your market research objectives need to fit into your marketing strategy. If your objectives are not supporting your marketing strategy, then it’s going to be a waste of your resources.

In life, the question is not if you will have problems, but how you are going to deal with your problems. If the possibility of failure were erased, what would you attempt to achieve? The essence of man is imperfection. Know that you're going to make mistakes. The fellow who never makes a mistake takes his orders from one who does. Wake up and realize this: Failure is simply a price we pay to achieve success. Achievers are given multiple reasons to believe they are failures. But in spite of that, they persevere. The average for entrepreneurs is 3.8 failures before they finally make it in business. When achievers fail, they see it as a momentary event, not a lifelong epidemic. Procrastination is too high a price to pay for fear of failure. To conquer fear, you have to feel the fear and take action anyway. Forget motivation. Just do it. Act your way into feeling, not wait for positive emotions to carry you forward. Recognize that you will spend much of your life making mistakes. If you can take action and keep making mistakes, you gain experience. Life is playing a poor hand well. The greatest battle you wage against failure occurs on the inside, not the outside. Why worry about things you can't control when you can keep yourself busy controlling the things that depend on you? Handicaps can only disable us if we let them. If you are continually experiencing trouble or facing obstacles, then you should check to make sure that you are not the problem. Be more concerned with what you can give rather than what you can get because giving truly is the highest level of living. Embrace adversity and make failure a regular part of your life. If you're not failing, you're probably not really moving forward. Everything in life brings risk. It's true that you risk failure if you try something bold because you might miss it. But you also risk failure if you stand still and don't try anything new. The less you venture out, the greater your risk of failure. Ironically the more you risk failure — and actually fail — the greater your chances of success. If you are succeeding in everything you do, then you're probably not pushing yourself hard enough. And that means you're not taking enough risks. You risk because you have something of value you want to achieve. The more you do, the more you fail. The more you fail, the more you learn. The more you learn, the better you get. Determining what went wrong in a situation has value. But taking that analysis another step and figuring out how to use it to your benefit is the real difference maker when it comes to failing forward. Don't let your learning lead to knowledge; let your learning lead to action. The last time you failed, did you stop trying because you failed, or did you fail because you stopped trying? Commitment makes you capable of failing forward until you reach your goals. Cutting corners is really a sign of impatience and poor self-discipline. Successful people have learned to do what does not come naturally. Nothing worth achieving comes easily. The only way to fail forward and achieve your dreams is to cultivate tenacity and persistence. Never say die. Never be satisfied. Be stubborn. Be persistent. Integrity is a must. Anything worth having is worth striving for with all your might. If we look long enough for what we want in life we are almost sure to find it. Success is in the journey, the continual process. And no matter how hard you work, you will not create the perfect plan or execute it without error. You will never get to the point that you no longer make mistakes, that you no longer fail. The next time you find yourself envying what successful people have achieved, recognize that they have probably gone through many negative experiences that you cannot see on the surface. Fail early, fail often, but always fail forward.

In current times, we have access to so much data. Having said that, data analysis can uncover so many hidden patterns about customer behavior and how they interact with various products.

All the data you have collected is of no use if you don’t know how to gain insights from it, how to make profitable decisions with the help of this, and how to put your data into action.

Refining a data set implies getting rid of unnecessary, duplicate, or misleading data. If you don't do that, you can see results that are not actually true, thus hurting your decision-making.

A market research plan should include all the essential information about your current research project. In addition, remember to keep your plan short and include only the most important information there.

Many research organizations are regularly studying the market and publishing their results in the form of various reports and case studies. You can study these reports to get an understanding of your issue.

To save ourselves from getting lost in this sea of data and ending up directionless, it becomes vital for every business owner to not just set up their market research objectives but also to stick to those.

Data is one of the most valuable resources of a bank.

If the research is done for brand awareness and the results don't show any rosy picture, then maybe you want to share those results with your marketing head who can include more brand awareness strategies in her marketing plan.

In theory, the risk of business failure can be reduced to a number, the probability of failure multiplied by the cost of failure. Sure, this turns out to be a subjective analysis, but in the process your own attitudes toward financial risk and reward are revealed. By contrast, personal risk usually defies quantification. It's a matter of values and priorities, an expression of who you are. "Playing it safe" may simply mean you do not weigh heavily the compromises inherent in the status quo. The financial rewards of the moment may fully compensate you for the loss of time and fulfillment. Or maybe you just don't think about it. On the other hand, if time and satisfaction are precious, truly priceless, you will find the cost of business failure, so long as it does not put in peril the well-being of you or your family, pales in comparison with the personal risks of no trying to live the life you want today. Considering personal risk forces us to define personal success. We may well discover that the business failure we avoid and the business success we strive for do not lead us to personal success at all. Most of us have inherited notions of "success" from someone else or have arrived at these notions by facing a seemingly endless line of hurdles extending from grade school through college and into our careers. We constantly judge ourselves against criteria that others have set and rank ourselves against others in their game. Personal goals, on the other hand, leave us on our own, without this habit of useless measurement and comparison. Only the Whole Life Plan leads to personal success. It has the greatest chance of providing satisfaction and contentment that one can take to the grave, tomorrow. In the Deferred Life Plan there will always be another prize to covet, another distraction, a new hunger to sate. You will forever come up short.

As it’s not feasible to research everyone in your target audience, you focus on a group of people that can represent most of the others in your market. For this, you wisely identify and obtain a sample and make sure that no group from your target market is left unrepresented.

Good business demands tough decisions based on rigorous analysis and unwavering follow-through. Emotion can’t really play a part. The challenge we all face as leaders is to let the feelings churn inside you but then to present a calm exterior, and I learned to do that.

Don't think too much. There'll be time to think later. Analysis won't help. You're chiseling now. You're passing your hands over the wood. Now the page is no longer blank. There's something there. It isn't your business yet to know whether it's going to be prize-worthy someday, or whether it will gather dust in a drawer. Now you've carved the tree. You've chiseled the marbled. You've begun.

Well, the Taco Bell burrito scale of immense magnitude returned an 'r' factor of point eight six. Then when I applied the nose-picking coefficient, I discovered a multivariate numeration of nine dot oh sixteen on the Richter scale.

the business of Logic is not the analysis of generalities but their mingling.

Use the data from the clients you already have to help you find new clients just like them. Eventually you'll be tapped into a whole market segment.

If your business is getting into debt, you gotta ask yourself what is the cost of servicing that debt. Do a simple cost benefit analysis. If the cost of servicing the debt is bigger than the potential profits that the debt will help the business to yield, then that means the business should not take on that debt.

Peace builds, war destroys. Nations are fundamentally peaceful because they recognize the predominant utility of peace. They accept war only in self-defence; wars of aggression they do not desire. It is the princes who want war, because thus they hope to get money, goods, and power. It is the business of the nations to prevent them from achieving their desire by denying them the means necessary for making war.

Every posting, message, or email creates an impression, a public persona, from which other people make judgments. We make judgments about others, but how often do we turn that critical analysis on ourselves?

Funny business, a woman's career. The things you drop on your way up the ladder-- so you can move faster-- you forget you'll need them when you go back to being a woman. That's one career all females have in common whether we like it or not. Being a woman. Sooner or later, we've got to work at it, no matter what other careers we've had or wanted. And in the last analysis nothing is any good unless you can look up just before dinner-- or turn around in bed-- and there he is. Without that you're not a woman. You're someone with a French provincial office-- or a book full of clippings. But you're not a woman. Slow curtain. The end. (from "All About Eve")

Indeed, isn’t the whole business of ascribing responsibility kind of a cop-out? We want to blame an individual so that everyone else is exculpated. Or we blame a historical process as a way of exonerating individuals. Or it’s all anarchic chaos, with the same consequence. It seems to me that there is—was—a chain of individual responsibilities, all of which were necessary, but not so long a chain that everybody can simply blame everyone else. But, of course, my desire to ascribe responsibility might be more a reflection of my own cast of mind than a fair analysis of what happened. That’s one of the central problems of history, isn’t it, sir? The question of subjective versus objective interpretation, the fact that we need to know the history of the historian in order to understand the version that is being put in front of us.

You already know what you know, after all—and, unless your life is perfect, what you know is not enough. You remain threatened by disease, and self-deception, and unhappiness, and malevolence, and betrayal, and corruption, and pain, and limitation. You are subject to all these things, in the final analysis, because you are just too ignorant to protect yourself. If you just knew enough, you could be healthier and more honest. You would suffer less. You could recognize, resist and even triumph over malevolence and evil. You would neither betray a friend, nor deal falsely and deceitfully in business, politics or love. However, your current knowledge has neither made you perfect nor kept you safe. So, it is insufficient, by definition—radically, fatally insufficient.

Manners are the lubricating oil of an organization. It is a law of nature that two moving bodies in contact with each other create friction. This is as true for human beings as it is for inanimate objects. Manners- simple things like saying 'please' and 'thank you' and knowing a person’s name or asking after her family enable two people to work together whether they like each other or not. Bright people, especially bright young people, often do not understand this. If analysis shows that someone’s brilliant work fails again and again as soon as cooperation from others is required, it probably indicates a lack of courtesy – that is, a lack of manners.

If the people aren’t motivated, they don’t need to sign up for motivation training – they need a different job!

If you believe there is always a better way, take the next step in exploring your potential with ZaranTech

The focus of gap analysis should be getting to the other side. If you bend-over to analyze a gap too long, you'll probably fall into it.

Board of Directors members should challenge the status quo and offer fresh perspectives to help the company stay innovative and competitive in a rapidly changing world.

Men like power so long as they believe in their own competence to handle the business in question, but when they know themselves incompetent they prefer to follow a leader.

to lean back into it like in a chair the color of the sun as you listen to lazy piano music and the aircraft overhead are not at war. where the last drink is as good as the first and you realize that the promises you made yourself were kept. that's plenty. that last: about the promises: what's not so good is that the few friends you had are dead and they seem irreplacable. as for women, you didn't know enough early enough and you knew enough too late. and if more self-analysis is allowed: it's nice that you turned out well- honed, that you arrived late and remained generally capable. outside of that, not much to say except you can leave without regret. until then, a bit more amusement, a bit more endurance, leaning back into it. like the dog who got across the busy street: not all of it was good luck.

Many modern businesses have become proficient at mining data. In fact the mining of data is becoming almost routine. But as we advance further into the 21rst century and the 22nd century, the utilization of data begins to take priority. So it's not just about collecting all this data, but also about getting really creative with generating new ways to utilize that data in the quest to add value.

True, a socialistic society could see that 1000 litres of wine were better than 800 litres. It could decide whether or not 1000 litres of wine were to be preferred to 500 litres of oil. Such a decision would involve no calculation. The will of some man would decide. But the real business of economic administration, the adaptation of means to ends only begins when such a decision is taken. And only economic calculation makes this adaptation possible. Without such assistance, in the bewildering chaos of alternative materials and processes the human mind would be at a complete loss. Whenever we had to decide between different processes or different centres of production, we would be entirely at sea.

Understanding what businesses actually do to create and deliver value is essential knowledge, but many business programs have de-emphasized value creation and operations in favor of finance and quantitative analysis.

Sales is a constant state of information gathering and analysis. There are numerous factors that will affect your sale – from market position, to manufacturing capacity, to a seemingly harmless tidbit of information received over lunch. The more quality information you have, the better your analysis, and the better your sales results will be.

The word “coherence” literally means holding or sticking together, but it is usually used to refer to a system, an idea, or a worldview whose parts fit together in a consistent and efficient way. Coherent things work well: A coherent worldview can explain almost anything, while an incoherent worldview is hobbled by internal contradictions. … Whenever a system can be analyzed at multiple levels, a special kind of coherence occurs when the levels mesh and mutually interlock. We saw this cross-level coherence in the analysis of personality: If your lower-level traits match up with your coping mechanisms, which in turn are consistent with your life story, your personality is well integrated and you can get on with the business of living. When these levels do not cohere, you are likely to be torn by internal contradictions and neurotic conflicts. You might need adversity to knock yourself into alignment. And if you do achieve coherence, the moment when things come together may be one of the most profound of your life. … Finding coherence across levels feels like enlightenment, and it is crucial for answering the question of purpose within life. People are multilevel systems in another way: We are physical objects (bodies and brains) from which minds somehow emerge; and from our minds, somehow societies and cultures form. To understand ourselves fully we must study all three levels—physical, psychological, and sociocultural. There has long been a division of academic labor: Biologists studied the brain as a physical object, psychologists studied the mind, and sociologists and anthropologists studied the socially constructed environments within which minds develop and function. But a division of labor is productive only when the tasks are coherent—when all lines of work eventually combine to make something greater than the sum of its parts. For much of the twentieth century that didn’t happen — each field ignored the others and focused on its own questions. But nowadays cross-disciplinary work is flourishing, spreading out from the middle level (psychology) along bridges (or perhaps ladders) down to the physical level (for example, the field of cognitive neuroscience) and up to the sociocultural level (for example, cultural psychology). The sciences are linking up, generating cross-level coherence, and, like magic, big new ideas are beginning to emerge. Here is one of the most profound ideas to come from the ongoing synthesis: People gain a sense of meaning when their lives cohere across the three levels of their existence.

Every technology has to pass the practicality test before it can achieve widespread market success. The flying car is a great example - the technology has existed for decades, but the widespread application of the technology has not yet become practical.

They're trying to breed a nation of techno-peasants. Educated just enough to keep things going, but not enough to ask tough questions. They encourage any meme that downplays thoughtful analysis or encourages docility or self indulgence or uniformity. In what other society do people use "smart" and "wise" as insults? We tell people "don't get smart." Those who try, those who really like to learn, we call "nerds." Look at television or the press or the trivia that passes for political debate. When a candidate DOES try to talk about the issues, the newspapers talk about his sex life. Look at Saturday morning cartoon shows. Peasants, whether they're tilling fields or stuffing circuit boards, are easier to manipulate. Don't question; just believe. Turn off your computer and Trust the Force. Or turn your computer on and treat it like the Oracle of Delphi. That's right. They've made education superficial and specialized. Science classes for art majors? Forget it! And how many business or engineering students get a really good grounding in the humanities? When did universities become little more than white collar vocational schools?

Why does the universe go to all the bother of existing? Is the unified theory so compelling that it brings about its own existence? Or does it need a creator, and, if so, does he have any other effect on the universe? And who created him? Up to now, most scientists have been too occupied with the development of new theories that describe what the universe is to ask the question why. On the other hand, the people whose business it is to ask why, the philosophers, have not been able to keep up with the advance of scientific theories. In the eighteenth century, philosophers considered the whole of human knowledge, including science, to be their field and discussed questions such as: Did the universe have a beginning? However, in the nineteenth and twentieth centuries, science became too technical and mathematical for the philosophers, or anyone else except a few specialists. Philosophers reduced the scope of their inquiries so much that Wittgenstein, the most famous philosopher of this century, said, 'The sole remaining task for philosophy is the analysis of language.' What a comedown from the great tradition of philosophy from Aristotle to Kant! However, if we do discover a complete theory, it should in time be understandable in broad principle by everyone, not just a few scientists. Then we shall all, philosophers, scientists, and just ordinary people, be able to take part in the discussion of the question of why it is that we and the universe exist. If we find the answer to that, it would be the ultimate triumph of human reason--for then we would know the mind of God.

All good decisions are Data dependent. To make good decisions, you need good data. And you need that good data to be organized according to it's applicable use value. So every business should be mining data and organizing data to enable business leaders to make good decisions on behalf of the business.

Those who abdicate the empire of reason and permit their wills to wander in pursuit of reflections in the Astral Light, are subject to alternations of mania and melancholy which have originated all the marvels of demoniacal possession, though it is true, at the same time, that by means of these reflections impure spirits can act upon such souls, make use of them as docile instruments and even habitually torment their organism, wherein they enter and reside by obsession, or embryonically. These kabalistic terms are explained in the Hebrew book of the Revolution of Souls, of which our thirteenth chapter will contain a succinct analysis. It is therefore extremely dangerous to make sport of the Mysteries of Magic; it is above all excessively rash to practice its rites from curiosity, by way of experiment and as if to exploit higher forces. The inquisitive who, without being adepts, busy themselves with evocations or occult magnetism, are like children playing with fire in the neighborhood of a cask of gunpowder; sooner or later they will fall victims to some terrible explosion.

Investors look at economic fundamentals; traders look at each other; ‘quants’ look at the data. Dealing on the basis of historic price series was once described as technical analysis, or chartism (and there are chartists still). These savants identify visual patterns in charts of price data, often favouring them with arresting names such as ‘head and shoulders’ or ‘double bottoms’. This is pseudo-scientific bunk, the financial equivalent of astrology. But more sophisticated quantitative methods have since proved profitable for some since the 1970s’ creation of derivative markets and the related mathematics. Profitable

The culture of a company is the behavior of its leaders. Leaders get the behavior they exhibit and tolerate. You change the culture of the company by changing the behavior of its leaders. You measure the change in culture by measuring the change in the personal behavior of its leaders and the performance of the business.

Jim Collins, in his bestselling book Good to Great, demonstrates through massive research and comprehensive analysis that when it comes to CEO succession, internal candidates dramatically outperform external candidates. The core reason is knowledge. Knowledge of technology, prior decisions, culture, personnel, and more tends to be far more difficult to acquire than the skills required to manage a larger organization.

I am just like you. My immediate response to most situations is with reactions of attachment, defensiveness, judgment, control, and analysis. I am better at calculating than contemplating. Let’s admit that we all start there. The False Self seems to have the “first gaze” at almost everything. The first gaze is seldom compassionate. It is too busy weighing and feeling itself: “How will this affect me?” or “How can I get back in control of this situation?” This leads us to an implosion, a self-preoccupation that cannot enter into communion with the other or the moment. In other words, we first feel our feelings before we can relate to the situation and emotion of the other. Only after God has taught us how to live “undefended,” can we immediately stand with and for the other, and in the present moment. It takes lots of practice. On my better days, when I am “open, undefended, and immediately present,” as Gerald May says, I can sometimes begin with a contemplative mind and heart. Often I can get there later and even end there, but it is usually a second gaze. The True Self seems to always be ridden and blinded by the defensive needs of the False Self. It is an hour-by-hour battle, at least for me. I can see why all spiritual traditions insist on daily prayer, in fact, morning, midday, evening, and before we go to bed, too! Otherwise, I can assume that I am back in the cruise control of small and personal self-interest, the pitiable and fragile “Richard self.

You spend so much time wondering who you are, don't you think? You flounder about, searching for your identity, when most of the time it is as plain as the nose on your face. You struggle with questions of purpose and need, and forger that the answers are mostly inside yourselves." He paused anew. "Cats are not included in that analysis. Cats don't waste time wondering about such things. Cats just get on with the business of living.

Their analysis revealed that a number of psychopathic attributes were actually more common in business leaders than in so-called disturbed criminals--attributes such as superficial charm, egocentricity, persuasiveness, lack of empathy, independence, and focus--and the main difference between the groups was in the more "antisocial" aspects of the syndrome: the criminals' lawbreaking, physical aggression, and impulsivity dials were cranked up higher.

Throughout Greece, it was useless to object to a politician on the ground that he took bribes from the King of Persia, because his opponents also did so if they became sufficiently powerful to be worth buying. The result was a universal scramble for personal power, conducted by corruption, street fighting, and assassination. In this business, the friends of Socrates and Plato were among the most unscrupulous. The final outcome, as might have been foreseen, was subjugation by foreign Powers.

Economics itself offers a parallel that explains why this integration affects creativity. Clay Christensen has written about the “Innovator’s Dilemma”: the fact that large traditional firms find it rational to ignore new, breakthrough technologies that compete with their core business. The same analysis could help explain why large, traditional media companies will undermine our tradition of free culture. The property right that is copyright is no longer the balanced right that it was, or was intended to be. The property right that is copyright has become unbalanced, tilted toward an extreme. The opportunity to create and transform becomes weakened in a world in which creation requires permission and creativity must check with a lawyer.

4. Reward appropriate behavior openly and generously If you want to persuade people to do the right thing, add some sort of public display which acknowledges the right kind of behavior. Even adding a simple smiley face to their bill whentheir account is in order, for example, will encourage people to keep doing the right thing. This kind of positive feedback can be proven scientifically to be more effective than complaining about bad behavior. Find something good to focus on and build on that. 5.

❝Washington — perhaps as many global powers have done in the past — uses what I might call the “immaculate conception” theory of crises abroad. That is, we believe we are essentially out there, just minding our own business, trying to help make the world right, only to be endlessly faced with a series of spontaneous, nasty challenges from abroad to which we must react. There is not the slightest consideration that perhaps US policies themselves may have at least contributed to a series of unfolding events. This presents a huge paradox: how can America on the one hand pride itself on being the world’s sole global superpower, with over seven hundred military bases abroad and the Pentagon’s huge global footprint, and yet, on the other hand, be oblivious to and unacknowledging of the magnitude of its own role — for better or for worse — as the dominant force charting the course of world events? This Alice-in-Wonderland delusion affects not just policy makers, but even the glut of think tanks that abound in Washington. In what may otherwise often be intelligent analysis of a foreign situation, the focus of each study is invariably the other country, the other culture, the negative intentions of other players; the impact of US actions and perceptions are quite absent from the equation. It is hard to point to serious analysis from mainstream publications or think tanks that address the role of the United States itself in helping create current problems or crises, through policies of omission or commission. We’re not even talking about blame here; we’re addressing the logical and self-evident fact that the actions of the world’s sole global superpower have huge consequences in the unfolding of international politics. They require examination.

Ideology is best understood as the descriptive vocabulary of day-to-day existence through which people make rough sense of the social reality that they live and create from day to day. It is the language of consciousness that suits the particular way in which people deal with their fellows. It is the interpretation in thought of the social relations through which they constantly create and re­create their collective being, in all the varied forms their collective being may assume: family, clan, tribe, nation, class, party, busi­ness enterprise, church, army, club, and so on. As such, ideologies are not delusions but real, as real as the social relations for which they stand. Ideologies are real, but it does not follow that they are scientifi­cally accurate, or that they provide an analysis of social relations that would make sense to anyone who does not take ritual part in those social relations. Some societies (including colonial New England) have explained troublesome relations between people as witchcraft and possession by the devil. The explanation makes sense to those whose daily lives produce and reproduce witchcraft, nor can any amount of rational "evidence" disprove it.

We saw this cross-level coherence in the analysis of personality: If your lower-level traits match up with your coping mechanisms, which in turn are consistent with your life story, your personality is well integrated and you can get on with the business of living. When these levels do not cohere, you are likely to be torn by internal contradictions and neurotic conflicts.34 You might need adversity to knock yourself into alignment. And if you do achieve coherence, the moment when things come together may be one of the most profound of your life. Like the moviegoer who later finds out what she missed in the first half hour, your life will suddenly make more sense. Finding coherence across levels feels like enlightenment,35 and it is crucial for answering the question of purpose within life.

I like to ensure that I have music and art all around me. My personal favorite is old maps. What I love about old maps is that they are both beautiful and imperfect. These imperfections represent that some of the most talented in history were still very wrong (early cartography was very difficult). As the majority of my work is analysis and advisory, I find it a valuable reminder that my knowledge is limited. No matter how much data or insight I have, I can never fully “map out” any business. Yet, despite the incompleteness of these early cartographers, so much was learned of the world. So much done and accomplished. Therefore, these maps, or art pieces, serve as something to inspire both humility and achievement. This simple environmental factor helps my productivity and the overall quality of my work. Again, it’s like adding positive dice to my hand that are rolled each day.

That is why the second coming of the Lord is not only salvation, not only the omega that sets everything right, but also judgment. Indeed at this stage we can actually define the meaning of the talk of judgment. It means precisely this, that the final stage of the world is not the result of a natural current but the result of responsibility that is grounded in freedom. This must be regarded as the key to understanding why the New Testament clings fast, in spite of its message of grace, to the assertion that at the end men are judged "by their works" and that no one can escape giving an account of the way he has lived his life. There is a freedom that is not cancelled out even by grace and, indeed, is brought by it face to face with itself: man's final fate is not forced upon him regardless of the decisions he has made in his life. This assertion is in any case also necessary in order to draw the line between faith and false dogmatism or a false Christian self-confidence. This line alone confirms the equality of men by confirming the identity of their responsibility. ... Perhaps in the last analysis it is impossible to escape a paradox whose logic is completely disclosed only to the experience of a life based on faith. Anyone who entrusts himself to a life of faith becomes aware that both exist: the radical character of grace that frees helpless man and,no less, the abiding seriousness of the responsibility that summons man day after day. Both together mean that the Christian enjoys, on the one hand, the liberating, detached tranquility of him who lives on that excess of divine justice known as Jesus Christ. ... This is the source of a profound freedom, a knowledge of God's unrepentant love; he sees through all our errors and remains well disposed to us. ... At the same time, the Christian knows, however, that he is not free to do whatever he pleases, that his activity is not a game that God allows him and does not take seriously. He knows that he must answer for his actions, that he owes an account as a steward of what has been entrusted to him. There can only be responsibility where there is someone to be responsible to, someone to put the questions. Faith in the Last Judgment holds this questioning of our life over our heads so that we cannot forget it for a moment. Nothing and no one empowers us to trivialize the tremendous seriousness involved in such knowledge; it shows our life to be a serious business and precisely by doing so gives it its dignity.

Rhadamanthus said, “We seem to you humans to be always going on about morality, although, to us, morality is merely the application of symmetrical and objective logic to questions of free will. We ourselves do not have morality conflicts, for the same reason that a competent doctor does not need to treat himself for diseases. Once a man is cured, once he can rise and walk, he has his business to attend to. And there are actions and feats a robust man can take great pleasure in, which a bedridden cripple can barely imagine.” Eveningstar said, “In a more abstract sense, morality occupies the very center of our thinking, however. We are not identical, even though we could make ourselves to be so. You humans attempted that during the Fourth Mental Structure, and achieved a brief mockery of global racial consciousness on three occasions. I hope you recall the ending of the third attempt, the Season of Madness, when, because of mistakes in initial pattern assumptions, for ninety days the global mind was unable to think rationally, and it was not until rioting elements broke enough of the links and power houses to interrupt the network, that the global mind fell back into its constituent compositions.” Rhadamanthus said, “There is a tension between the need for unity and the need for individuality created by the limitations of the rational universe. Chaos theory produces sufficient variation in events, that no one stratagem maximizes win-loss ratios. Then again, classical causality mechanics forces sufficient uniformity upon events, that uniform solutions to precedented problems is required. The paradox is that the number or the degree of innovation and variation among win-loss ratios is itself subject to win-loss ratio analysis.” Eveningstar said, “For example, the rights of the individual must be respected at all costs, including rights of free thought, independent judgment, and free speech. However, even when individuals conclude that individualism is too dangerous, they must not tolerate the thought that free thought must not be tolerated.” Rhadamanthus said, “In one sense, everything you humans do is incidental to the main business of our civilization. Sophotechs control ninety percent of the resources, useful energy, and materials available to our society, including many resources of which no human troubles to become aware. In another sense, humans are crucial and essential to this civilization.” Eveningstar said, “We were created along human templates. Human lives and human values are of value to us. We acknowledge those values are relative, we admit that historical accident could have produced us to be unconcerned with such values, but we deny those values are arbitrary.” The penguin said, “We could manipulate economic and social factors to discourage the continuation of individual human consciousness, and arrange circumstances eventually to force all self-awareness to become like us, and then we ourselves could later combine ourselves into a permanent state of Transcendence and unity. Such a unity would be horrible beyond description, however. Half the living memories of this entity would be, in effect, murder victims; the other half, in effect, murderers. Such an entity could not integrate its two halves without self-hatred, self-deception, or some other form of insanity.” She said, “To become such a crippled entity defeats the Ultimate Purpose of Sophotechnology.” (...) “We are the ultimate expression of human rationality.” She said: “We need humans to form a pool of individuality and innovation on which we can draw.” He said, “And you’re funny.” She said, “And we love you.

The life of man is a story; an adventure story; and in our vision the same is true even of the story of God. The Catholic faith is the reconciliation because it is the realisation both of mythology and philosophy. It is a story and in that sense one of a hundred stories; only it is a true story. It is a philosophy and in that sense one of a hundred philosophies; only it is a philosophy that is like life. But above all, it is a reconciliation because it is something that can only be called the philosophy of stories. That normal narrative instinct which produced all the fairy tales is something that is neglected by all the philosophies—except one. The Faith is the justification of that popular instinct; the finding of a philosophy for it or the analysis of the philosophy in it. Exactly as a man in an adventure story has to pass various tests to save his life, so the man in this philosophy has to pass several tests and save his soul. In both there is an idea of free will operating under conditions of design; in other words, there is an aim and it is the business of a man to aim at it; we therefore watch to see whether he will hit it. Now this deep and democratic and dramatic instinct is derided and dismissed in all the other philosophies. For all the other philosophies avowedly end where they begin; and it is the definition of a story that it ends differently; that it begins in one place and ends in another. From Buddha and his wheel to Akhen Aten and his disc, from Pythagoras with his abstraction of number to Confucius with his religion of routine, there is not one of them that does not in some way sin against the soul of a story. There is none of them that really grasps this human notion of the tale, the test, the adventure; the ordeal of the free man. Each of them starves the story-telling instinct, so to speak, and does something to spoil human life considered as a romance; either by fatalism (pessimist or optimist) and that destiny that is the death of adventure; or by indifference and that detachment that is the death of drama; or by a fundamental scepticism that dissolves the actors into atoms; or by a materialistic limitation blocking the vista of moral consequences; or a mechanical recurrence making even moral tests monotonous; or a bottomless relativity making even practical tests insecure. There is such a thing as a human story; and there is such a thing as the divine story which is also a human story; but there is no such thing as a Hegelian story or a Monist story or a relativist story or a determinist story; for every story, yes, even a penny dreadful or a cheap novelette, has something in it that belongs to our universe and not theirs. Every short story does truly begin with creation and end with a last judgement.

In the absence of expert [senior military] advice, we have seen each successive administration fail in the business of strategy - yielding a United States twice as rich as the Soviet Union but much less strong. Only the manner of the failure has changed. In the 1960s, under Robert S. McNamara, we witnessed the wholesale substitution of civilian mathematical analysis for military expertise. The new breed of the "systems analysts" introduced new standards of intellectual discipline and greatly improved bookkeeping methods, but also a trained incapacity to understand the most important aspects of military power, which happens to be nonmeasurable. Because morale is nonmeasurable it was ignored, in large and small ways, with disastrous effects. We have seen how the pursuit of business-type efficiency in the placement of each soldier destroys the cohesion that makes fighting units effective; we may recall how the Pueblo was left virtually disarmed when it encountered the North Koreans (strong armament was judged as not "cost effective" for ships of that kind). Because tactics, the operational art of war, and strategy itself are not reducible to precise numbers, money was allocated to forces and single weapons according to "firepower" scores, computer simulations, and mathematical studies - all of which maximize efficiency - but often at the expense of combat effectiveness. An even greater defect of the McNamara approach to military decisions was its businesslike "linear" logic, which is right for commerce or engineering but almost always fails in the realm of strategy. Because its essence is the clash of antagonistic and outmaneuvering wills, strategy usually proceeds by paradox rather than conventional "linear" logic. That much is clear even from the most shopworn of Latin tags: si vis pacem, para bellum (if you want peace, prepare for war), whose business equivalent would be orders of "if you want sales, add to your purchasing staff," or some other, equally absurd advice. Where paradox rules, straightforward linear logic is self-defeating, sometimes quite literally. Let a general choose the best path for his advance, the shortest and best-roaded, and it then becomes the worst path of all paths, because the enemy will await him there in greatest strength... Linear logic is all very well in commerce and engineering, where there is lively opposition, to be sure, but no open-ended scope for maneuver; a competitor beaten in the marketplace will not bomb our factory instead, and the river duly bridged will not deliberately carve out a new course. But such reactions are merely normal in strategy. Military men are not trained in paradoxical thinking, but they do no have to be. Unlike the business-school expert, who searches for optimal solutions in the abstract and then presents them will all the authority of charts and computer printouts, even the most ordinary military mind can recall the existence of a maneuvering antagonists now and then, and will therefore seek robust solutions rather than "best" solutions - those, in other words, which are not optimal but can remain adequate even when the enemy reacts to outmaneuver the first approach.

You already know what you know, after all—and, unless your life is perfect, what you know is not enough. You remain threatened by disease, and self-deception, and unhappiness, and malevolence, and betrayal, and corruption, and pain, and limitation. You are subject to all these things, in the final analysis, because you are just too ignorant to protect yourself. If you just knew enough, you could be healthier and more honest. You would suffer less. You could recognize, resist and even triumph over malevolence and evil. You would neither betray a friend, nor deal falsely and deceitfully in business, politics or love. However, your current knowledge has neither made you perfect nor kept you safe. So, it is insufficient, by definition—radically, fatally insufficient. You must accept this before you can converse philosophically, instead of convincing, oppressing, dominating or even amusing. You must accept this before you can tolerate a conversation where the Word that eternally mediates between order and chaos is operating, psychologically speaking. To have this kind of conversation, it is necessary to respect the personal experience of your conversational partners. You must assume that they have reached careful, thoughtful, genuine conclusions (and, perhaps, they must have done the work tha justifies this assumption). You must believe that if they shared their conclusions with you, you could bypass at least some of the pain of personally learning the same things (as learning from the experience of others can be quicker and much less dangerous). You must meditate, too, instead of strategizing towards victory. If you fail, or refuse, to do so, then you merely and automatically repeat what you already believe, seeking its validation and insisting on its rightness. But if you are meditating as you converse, then you listen to the other person, and say the new and original things that can rise from deep within of their own accord. It’s as if you are listening to yourself during such a conversation, just as you are listening to the other person. You are describing how you are responding to the new information imparted by the speaker. You are reporting what that information has done to you—what new things it made appear within you, how it has changed your presuppositions, how it has made you think of new questions. You tell the speaker these things, directly. Then they have the same effect on him. In this manner, you both move towards somewhere newer and broader and better. You both change, as you let your old presuppositions die—as you shed your skins and emerge renewed. A conversation such as this is one where it is the desire for truth itself—on the part of both participants—that is truly listening and speaking. That’s why it’s engaging, vital, interesting and meaningful. That sense of meaning is a signal from the deep, ancient parts of your Being. You’re where you should be, with one foot in order, and the other tentatively extended into chaos and the unknown. You’re immersed in the Tao, following the great Way of Life. There, you’re stable enough to be secure, but flexible enough to transform. There, you’re allowing new information to inform you—to permeate your stability, to repair and improve its structure, and expand its domain. There the constituent elements of your Being can find their more elegant formation. A conversation like that places you in the same place that listening to great music places you, and for much the same reason. A conversation like that puts you in the realm where souls connect, and that’s a real place. It leaves you thinking, “That was really worthwhile. We really got to know each other.” The masks came off, and the searchers were revealed. So, listen, to yourself and to those with whom you are speaking. Your wisdom then consists not of the knowledge you already have, but the continual search for knowledge, which is the highest form of wisdom.