Calculate Motivational Quotes

12--Lose Battles, But Win The War: Grand Strategy Grand strategy is the art of looking beyond the present battle and calculating ahead. Focus on your ultimate goal and plot to reach it.

Yamamoto was considered, both in Japan and the United States, as intelligent, capable, aggressive, and dangerous. Motivated by his skill as a poker player and casino gambler, he was continually calculating odds on an endless variety of options. He played bridge and chess better than most good players. Like most powerful leaders he was articulate and persuasive, and once in a position of power he pushed his agenda relentlessly. Whether he would push his odds successfully in the Pacific remained to be seen.

The people at the center of these stories of power couples mostly choose to see their own motives as selfless. In Elizabeth Edwards’ autobiography Resilience, she wrote of her marriage to John, U.S. senator from North Carolina, ‘We were lovers, life companions, crusaders, side by side, for a vision of what the country could be.’ When she found out he was cheating on her, the crusading together became ‘the glue’ that kept them together. ‘I grabbed hold of it. I needed to,’ Edwards wrote. ‘Although I no longer knew what I could trust between the two of us, I knew I could trust in our work together.’ She wanted ‘an intact family fighting for causes more important than any one of us.

A warrior doesn’t worry. He or she evaluates the situation, investigates the source, calculates the risks and benefits, formulates a plan then puts it into action.

Patriarchy’s influence often lives in the minds of women who were raised in a certain way and who aspire to a certain type of greatness — as one half of a powerful, leading couple. They act from behind the scenes, from behind a husband, because their goals and dreams, their stature in the world, is achieved most effectively through the influence of men — or so they believe. Without their husbands, they seem to doubt that they can fully express themselves. The motives of women in power political couples may be foreign to women in private life, but we should consider that the women who hold or aspire to great power have unique pressures and uncompromising standards. Does that compromise make sense when the couple can do so much good in the world, accomplish their political and policy goals, and build a platform and legacy for their children and grandchildren? Political women struggle with these questions.

The Nation, which indulges towards another an habitual hatred, or an habitual fondness, is in some degree a slave. It is a slave to its animosity or to its affection, either of which is sufficient to lead it astray from its duty and its interest. ... The Nation, prompted by ill-will and resentment, sometimes impels to war the Government, contrary to the best calculations of policy. The Government sometimes participates in the national propensity, and adopts through passion what reason would reject; at other times, it makes the animosity of the nation subservient to projects of hostility instigated by pride, ambition, and other sinister and pernicious motives. The peace often, sometimes perhaps the liberty, of Nations has been the victim.

How would your life be different if...you had a plan of action towards your goals? Let today be the day...You stop allowing your days to be stolen by busy nothingness and take calculated steps towards your goals.

But the Turing test cuts both ways. You can't tell if a machine has gotten smarter or if you've just lowered your own standards of intelligence to such a degree that the machine seems smart. If you can have a conversation with a simulated person presented by an AI program, can you tell how far you've let your sense of personhood degrade in order to make the illusion work for you? People degrade themselves in order to make machines seem smart all the time. Before the crash, bankers believed in supposedly intelligent algorithms that could calculate credit risks before making bad loans. We ask teachers to teach to standardized tests so a student will look good to an algorithm. We have repeatedly demonstrated our species' bottomless ability to lower our standards to make information technology look good. Every instance of intelligence in a machine is ambiguous. The same ambiguity that motivated dubious academic AI projects in the past has been repackaged as mass culture today. Did that search engine really know what you want, or are you playing along, lowering your standards to make it seem clever? While it's to be expected that the human perspective will be changed by encounters with profound new technologies, the exercise of treating machine intelligence as real requires people to reduce their mooring to reality.

The accounts of rape, wife beating, forced childbearing, medical butchering, sex-motivated murder, forced prostitution, physical mutilation, sadistic psychological abuse, and other commonplaces of female experi ence that are excavated from the past or given by contemporary survivors should leave the heart seared, the mind in anguish, the conscience in upheaval. But they do not. No matter how often these stories are told, with whatever clarity or eloquence, bitterness or sorrow, they might as well have been whispered in wind or written in sand: they disappear, as if they were nothing. The tellers and the stories are ignored or ridiculed, threatened back into silence or destroyed, and the experience of female suffering is buried in cultural invisibility and contempt… the very reality of abuse sustained by women, despite its overwhelming pervasiveness and constancy, is negated. It is negated in the transactions of everyday life, and it is negated in the history books, left out, and it is negated by those who claim to care about suffering but are blind to this suffering. The problem, simply stated, is that one must believe in the existence of the person in order to recognize the authenticity of her suffering. Neither men nor women believe in the existence of women as significant beings. It is impossible to remember as real the suffering of someone who by definition has no legitimate claim to dignity or freedom, someone who is in fact viewed as some thing, an object or an absence. And if a woman, an individual woman multiplied by billions, does not believe in her own discrete existence and therefore cannot credit the authenticity of her own suffering, she is erased, canceled out, and the meaning of her life, whatever it is, whatever it might have been, is lost. This loss cannot be calculated or comprehended. It is vast and awful, and nothing will ever make up for it.

Leftists may claim that their activism is motivated by compassion or by moral principles, and moral principle does play a role for the leftist of the oversocialized type. But compassion and moral principle cannot be the main motives for leftist activism. Hostility is too prominent a component of leftist behavior; so is the drive for power. Moreover, much leftist behavior is not rationally calculated to be of benefit to the people whom the leftists claim to be trying to help. For example, if one believes that affirmative action is good for black people, does it make sense to demand affirmative action in hostile or dogmatic terms? Obviously it would be more productive to take a diplomatic and conciliatory approach that would make at least verbal and symbolic concessions to white people who think that affirmative action discriminates against them. But leftist activists do not take such an approach because it would not satisfy their emotional needs. Helping black people is not their real goal. Instead, race problems serve as an excuse for them to express their own hostility and frustrated need for power. In doing so they actually harm black people, because the activists’ hostile attitude toward the white majority tends to intensify race hatred.

God, who in the beginning was the creator, appears in the end as revenger and rewarder. Deference to such a God admittedly can produce virtuous actions; however, because fear of punishment or hope for reward are their motive, these actions will not be purely moral; on the contrary, the inner essence of such virtue will amount to prudent and carefully calculating egoism.

She really should be careful about imputing sordid motives to the First Lord. Not because she doubted that he had them, but because not even Sir Edward Janacek could have only sordid motivations. That would have completely devalued his ability to do such things out of simple stupidity, instead of calculation.

The whole plan of extermination was nothing less than a cold blooded, calculated political measure, having for its object the annihilation of a superior element in the population, which might prove troublesome, and to this must be added the motive of greed.

To become a better you, dare to take calculated risks and overcome your limitations. Your scars can make you a star, but you have to decide.

You will receive your biggest blessings outside of your comfort zone. So get comfortable with constant change, feeling uneasy, and taking many calculated or random risks. Take a leap of faith.

I wish you well, explorer, but I wonder: Does the same fate that befell me await you? I can only imagine that it must, that the tendency toward equilibrium is not a trait peculiar to our universe but inherent in all universes. Perhaps that is just a limitation of my thinking, and your people have discovered a source of pressure that is truly eternal. But my speculations are fanciful enough already. I will assume that one day your thoughts too will cease, although I cannot fathom how far in the future that might be. Your lives will end just as ours did, just as everyone’s must. No matter how long it takes, eventually equilibrium will be reached. I hope you are not saddened by that awareness. I hope that your expedition was more than a search for other universes to use as reservoirs. I hope that you were motivated by a desire for knowledge, a yearning to see what can arise from a universe’s exhalation. Because even if a universe’s life span is calculable, the variety of life that is generated within it is not. The buildings we have erected, the art and music and verse we have composed, the very lives we’ve led: none of them could have been predicted, because none of them was inevitable. Our universe might have slid into equilibrium emitting nothing more than a quiet hiss. The fact that it spawned such plenitude is a miracle, one that is matched only by your universe giving rise to you.

And I thought of the Transit of Venus: that though the bodies be vast and distant, and their motions occult, their hesitations retrograde, one could, I thought, with exceeding care and preparation, observe, and in their distance, know them, triangulate to arrive at the ambits of their motivation; and that in this calculation alone, one might banish uncertainty, and know at last what constituted other bodies, and how small the gulf that lies between us all.

We should not conclude from this that everything depends on waves of irrational psychology. On the contrary, the state of long-term expectation is often steady, and, even when it is not, the other factors exert their compensating effects. We are merely reminding ourselves that human decisions affecting the future, whether personal or political or economic, cannot depend on strict mathematical expectation, since the basis for making such calculations does not exist; and that it is our innate urge to activity which makes the wheels go round, our rational selves choosing between the alternatives as best we are able, calculating where we can, but often falling back for our motive on whim or sentiment or chance.

Fear of this uncertainty motivates people to spin their wheels for days considering all the possible outcomes, calculating them in a spreadsheet using utility cost analysis or some other fancy method that even the guy who invented it doesn't use. But all that analysis just keeps you on the sidelines. Often you're better off flipping a coin and moving in any clear direction. Once you start moving, you get new data regardless of where you're trying to go. And the new data makes the next decision and the next better than staying on the sidelines desperately trying to predict the future without that time machine.

By focusing exclusively on the events of the day, journalism all but severs the connection between time and eternity. It makes the world appear to be nothing but an endless jumble of events through which it is difficult, if not impossible, to discern anything beyond the relatively base motivations of lust, calculated self-interest, and the will to power. In short, journalism is not able to communicate wisdom.

In summary, our minds are built to sabotage information in order to come out ahead in social games. When big parts of our minds are unaware of how we try to violate social norms, it’s more difficult for others to detect and prosecute those violations. This also makes it harder for us to calculate optimal behaviors, but overall, the trade-off is worth it. Of all the things we might be self-deceived about, the most important are our own motives.

My first bit of advice is to not personalize a job loss. The cause for the dismissal was a business calculation. This is difficult for many to grasp; it’s difficult to accept that events just occur. Come to see this as an experience. Obviously not the most pleasant experience, but it is one that you’ll overcome.

Owing to the shape of a bell curve, the education system is geared to the mean. Unfortunately, that kind of education is virtually calculated to bore and alienate gifted minds. But instead of making exceptions where it would do the most good, the educational bureaucracy often prefers not to be bothered. In my case, for example, much of the schooling to which I was subjected was probably worse than nothing. It consisted not of real education, but of repetition and oppressive socialization (entirely superfluous given the dose of oppression I was getting away from school). Had I been left alone, preferably with access to a good library and a minimal amount of high-quality instruction, I would at least have been free to learn without useless distractions and gratuitous indoctrination. But alas, no such luck. Let’s try to break the problem down a bit. The education system […] is committed to a warm and fuzzy but scientifically counterfactual form of egalitarianism which attributes all intellectual differences to environmental factors rather than biology, implying that the so-called 'gifted' are just pampered brats who, unless their parents can afford private schooling, should atone for their undeserved good fortune by staying behind and enriching the classroom environments of less privileged students. This approach may appear admirable, but its effects on our educational and intellectual standards, and all that depends on them, have already proven to be overwhelmingly negative. This clearly betrays an ulterior motive, suggesting that it has more to do with social engineering than education. There is an obvious difference between saying that poor students have all of the human dignity and basic rights of better students, and saying that there are no inherent educationally and socially relevant differences among students. The first statement makes sense, while the second does not. The gifted population accounts for a very large part of the world’s intellectual resources. As such, they can obviously be put to better use than smoothing the ruffled feathers of average or below-average students and their parents by decorating classroom environments which prevent the gifted from learning at their natural pace. The higher we go on the scale of intellectual brilliance – and we’re not necessarily talking just about IQ – the less support is offered by the education system, yet the more likely are conceptual syntheses and grand intellectual achievements of the kind seldom produced by any group of markedly less intelligent people. In some cases, the education system is discouraging or blocking such achievements, and thus cheating humanity of their benefits.

[A]s it is impossible that any man endowed with rational faculties, and being in a state of freedom, should willingly agree, without some motive of love or friendship, absolutely to sacrifice his own interest to that of another; it becomes necessary to impose upon him, to persuade him, that his own good is designed, and that he will be a gainer by coming into those schemes, which are, in reality, calculated for his destruction. And this, if I mistake not, is the very essence of that excellent art, called the art of politics.

It's time to calculate your risks make amends to reduce errors and increase your successes

Self-interest and rational calculation can thus look like common sense, but there are other ways of understanding human motivations.

Embrace risk-taking: Challenge yourself to take calculated risks, whether it’s trying a new approach at work or taking on a new hobby that stretches your abilities.

Be the person who fearlessly takes calculated risks, shapes success through daily habits, and embodies the true power of growth.

[John Adams] is vain, irritable, and a bad calculator of the force and probable effect of the motives which govern men. This is all the ill which can possibly be said of him.

Lord Charles Canning, the last Governor-General and first viceroy of India (the transition from East India Company rule to the British Crown took place during his turbulent tenure, 1856–62) wrote candidly to Vernon Smith, president of the Board of Control, on 21 November 1857, at the height of the ‘mutiny’: ‘As we must rule 150 million of people by a handful [of] Englishmen, let us do it in a manner best calculated to leave them divided (as in religion and national feeling they already are) and to inspire them with the greatest possible awe of our power and with the least possible suspicion of our motives’.

The nay-sayers insist loudly that they're "climate sceptics", but this is a calculated misnomer – scientific scepticism is the method of investigating whether a particular hypothesis is supported by the evidence. Climate sceptics, by contrast, persist in ignoring empirical evidence that renders their position untenable. This isn't scepticism, it's unadulterated denialism, the very antithesis of critical thought.

The news filled me with such euphoria that for an instant I was numb. My ingrained self-censorship immediately started working: I registered the fact that there was an orgy of weeping going on around me, and that I had to come up with some suitable performance. There seemed nowhere to hide my lack of correct emotion except the shoulder of the woman in front of me, one of the student officials, who was apparently heartbroken. I swiftly buried my head in her shoulder and heaved appropriately. As so often in China, a bit of ritual did the trick. Sniveling heartily she made a movement as though she was going to turn around and embrace me I pressed my whole weight on her from behind to keep her in her place, hoping to give the impression that I was in a state of abandoned grief. In the days after Mao's death, I did a lot of thinking. I knew he was considered a philosopher, and I tried to think what his 'philosophy' really was. It seemed to me that its central principle was the need or the desire? for perpetual conflict. The core of his thinking seemed to be that human struggles were the motivating force of history and that in order to make history 'class enemies' had to be continuously created en masse. I wondered whether there were any other philosophers whose theories had led to the suffering and death of so many. I thought of the terror and misery to which the Chinese population had been subjected. For what? But Mao's theory might just be the extension of his personality. He was, it seemed to me, really a restless fight promoter by nature, and good at it. He understood ugly human instincts such as envy and resentment, and knew how to mobilize them for his ends. He ruled by getting people to hate each other. In doing so, he got ordinary Chinese to carry out many of the tasks undertaken in other dictatorships by professional elites. Mao had managed to turn the people into the ultimate weapon of dictatorship. That was why under him there was no real equivalent of the KGB in China. There was no need. In bringing out and nourishing the worst in people, Mao had created a moral wasteland and a land of hatred. But how much individual responsibility ordinary people should share, I could not decide. The other hallmark of Maoism, it seemed to me, was the reign of ignorance. Because of his calculation that the cultured class were an easy target for a population that was largely illiterate, because of his own deep resentment of formal education and the educated, because of his megalomania, which led to his scorn for the great figures of Chinese culture, and because of his contempt for the areas of Chinese civilization that he did not understand, such as architecture, art, and music, Mao destroyed much of the country's cultural heritage. He left behind not only a brutalized nation, but also an ugly land with little of its past glory remaining or appreciated. The Chinese seemed to be mourning Mao in a heartfelt fashion. But I wondered how many of their tears were genuine. People had practiced acting to such a degree that they confused it with their true feelings. Weeping for Mao was perhaps just another programmed act in their programmed lives. Yet the mood of the nation was unmistakably against continuing Mao's policies. Less than a month after his death, on 6 October, Mme Mao was arrested, along with the other members of the Gang of Four. They had no support from anyone not the army, not the police, not even their own guards. They had had only Mao. The Gang of Four had held power only because it was really a Gang of Five. When I heard about the ease with which the Four had been removed, I felt a wave of sadness. How could such a small group of second-rate tyrants ravage 900 million people for so long? But my main feeling was joy. The last tyrants of the Cultural Revolution were finally gone.

that cold and calculating? Gale didn’t say, “Katniss will pick whoever it will break her heart to give up,” or even “whoever she can’t live without.” Those would have implied I was motivated by a kind of passion. But my best friend predicts I will choose the

Leftists may claim that their activism is motivated by compassion or by moral principles... But compassion and moral principle cannot be the main motives for leftist activism. Hostility is too prominent a component of leftist behavior; so is the drive for power. Moreover, much leftist behavior is not rationally calculated to be of benefit to the people whom the leftists claim to be trying to help. For example, if one believes that affirmative action is good for black people, does it make sense to demand affirmative action in hostile or dogmatic terms? Obviously it would be more productive to take a diplomatic and conciliatory approach that would make at least verbal and symbolic concessions to white people who think that affirmative action discriminates against them. But leftist activists do not take such an approach because it would not satisfy their emotional needs. Helping black people is not their real goal. Instead, race problems serve as an excuse for them to express their own hostility and frustrated need for power. In doing so they actually harm black people, because the activists' hostile attitude toward the white majority tends to intensify race hatred... If our society had no social problems at all, the leftists would have to invent problems in order to provide themselves with an excuse for making a fuss.

Specious, but wrongful deem The speech of those ill-taught ones who extol The letter of their Vedas, saying, "This Is all we have, or need;" being weak at heart With wants, seekers of Heaven: which comes—they say—As "fruit of good deeds done;" promising men Much profit in new births for works of faith; In various rites abounding; following whereon Large merit shall accrue towards wealth and power; Albeit, who wealth and power do most desire Least fixity of soul have such, least hold On heavenly meditation. Much these teach, From Veds, concerning the "three qualities;" But thou, be free of the "three qualities," Free of the "pairs of opposites,"[ FN# 2] and free From that sad righteousness which calculates; Self-ruled, Arjuna! simple, satisfied![ FN# 3] Look! like as when a tank pours water forth To suit all needs, so do these Brahmans draw Text for all wants from tank of Holy Writ. But thou, want not! ask not! Find full reward Of doing right in right! Let right deeds be Thy motive, not the fruit which comes from them. And live in action! Labour! Make thine acts Thy piety, casting all self aside, Contemning gain and merit; equable In good or evil: equability Is Yog, is piety! Yet, the right act Is less, far less, than the right-thinking mind. Seek refuge in thy soul; have there thy heaven! Scorn them that follow virtue for her gifts! The mind of pure devotion—even here—Casts equally aside good deeds and bad, Passing above them. Unto pure devotion Devote thyself: with perfect meditation Comes perfect act, and the right-hearted rise—More certainly because they seek no gain—Forth from the bands of body, step by step, To highest seats of bliss.

As an LA transplant the concept of being fake was still a bit lost on me. Don’t get me wrong. I was familiar with fake tans, fake nails and of course fake boobs having already undergone my breast enhancement surgery but I didn’t have any idea how insincere and calculated people can be. It never dawned on me that the girls I was about to be spending a lot of time with had ulterior motives beyond simply being friendly and that all of their encouragement was just for show. As I’d come to learn, they saw me as a useful pawn in their twisted game of Playboy chess.

The principle of private happiness, however, is the most objectionable, not merely because it is false, and experience contradicts the supposition that prosperity is always proportioned to good conduct, nor yet merely because it contributes nothing to the establishment of morality - since it is quite a different thing to make a prosperous man and a good man, or to make one prudent and sharp-sighted for his own interests, and to make him virtuous - but because the springs it provides for morality are such as rather undermine it and destroy its sublimity, since they put the motives to virtue and to vice in the same class, and only teach us to make a better calculation, the specific difference between virtue and vice being entirely extinguished. On the other hand, as to moral being, this supposed special sense, the appeal to it is indeed superficial when those who cannot think believe that feeling will help them out, even in what concerns general laws; and besides, feelings which naturally differ infinitely in degree cannot furnish a uniform standard of good and evil, nor has anyone a right to form judgments for others by his own feelings...

For the psychologist Paul Bloom, this is a huge downside. Empathy, he argues, focuses our attention on single individuals, leading us to become both parochial and insensitive to scale.62 As Bertrand Russell is often reported to have said, “The mark of a civilized man is the capacity to read a column of numbers and weep,”63 but few of us are capable of truly feeling statistics in this way. If only we could be moved more by our heads than our hearts, we could do a lot more good. And yet the incentives to show empathy and spontaneous compassion are overwhelming. Think about it: Which kind of people are likely to make better friends, coworkers, and spouses—“calculators” who manage their generosity with a spreadsheet, or “emoters” who simply can’t help being moved to help people right in front of them? Sensing that emoters, rather than calculators, are generally preferred as allies, our brains are keen to advertise that we are emoters. Spontaneous generosity may not be the most effective way to improve human welfare on a global scale, but it’s effective where our ancestors needed it to be: at finding mates and building a strong network of allies.

(Inevitably, someone raises the question about World War II: What if Christians had refused to fight against Hitler? My answer is a counterquestion: What if the Christians in Germany had emphatically refused to fight for Hitler, refused to carry out the murders in concentration camps?) The long history of Christian “just wars” has wrought suffering past all telling, and there is no end in sight. As Yoder has suggested, Niebuhr’s own insight about the “irony of history” ought to lead us to recognize the inadequacy of our reason to shape a world that tends toward justice through violence. Might it be that reason and sad experience could disabuse us of the hope that we can approximate God’s justice through killing? According to the guideline I have proposed, reason must be healed and taught by Scripture, and our experience must be transformed by the renewing of our minds in conformity with the mind of Christ. Only thus can our warring madness be overcome. This would mean, practically speaking, that Christians would have to relinquish positions of power and influence insofar as the exercise of such positions becomes incompatible with the teaching and example of Jesus. This might well mean, as Hauerwas has perceived, that the church would assume a peripheral status in our culture, which is deeply committed to the necessity and glory of violence. The task of the church then would be to tell an alternative story, to train disciples in the disciplines necessary to resist the seductions of violence, to offer an alternative home for those who will not worship the Beast. If the church is to be a Scripture-shaped community, it will find itself reshaped continually into a closer resemblance to the socially marginal status of Matthew’s nonviolent countercultural community. To articulate such a theological vision for the church at the end of the twentieth century may be indeed to take most seriously what experience is telling us: the secular polis has no tolerance for explicitly Christian witness and norms. It is increasingly the case in Western culture that Christians can participate in public governance only insofar as they suppress their explicitly Christian motivations. Paradoxically, the Christian community might have more impact upon the world if it were less concerned about appearing reasonable in the eyes of the world and more concerned about faithfully embodying the New Testament’s teaching against violence. Let it be said clearly, however, that the reasons for choosing Jesus’ way of peacemaking are not prudential. In calculable terms, this way is sheer folly. Why do we choose the way of nonviolent love of enemies? If our reasons for that choice are shaped by the New Testament, we are motivated not by the sheer horror of war, not by the desire for saving our own skins and the skins of our children (if we are trying to save our skins, pacifism is a very poor strategy), not by some general feeling of reverence for human life, not by the naive hope that all people are really nice and will be friendly if we are friendly first. No, if our reasons for choosing nonviolence are shaped by the New Testament witness, we act in simple obedience to the God who willed that his own Son should give himself up to death on a cross. We make this choice in the hope and anticipation that God’s love will finally prevail through the way of the cross, despite our inability to see how this is possible. That is the life of discipleship to which the New Testament repeatedly calls us. When the church as a community is faithful to that calling, it prefigures the peaceable kingdom of God in a world wracked by violence.

Still, self-giving is not always so simple in practice. People sometimes give generously of themselves, without experiencing the happiness promised by the Gospel. Instead they encounter sorrow, fatigue, and frustration. Their own needs are forgotten; they themselves are ignored. We have all heard a generous person explode with anger and exclaim. “I’m fed up with waiting on everyone else, with having to do all the dirty work, with being taken for granted and never so much as hearing ‘thank you’!” Self-giving can end like that when it is not freely chosen or when it is chosen out of some motive other than disinterested love—fear of saying no and not being accepted, emotional dependence, a perfectionist streak rooted in pride, a sense of indebtedness, the notion that to save others we need to please them, or else the desire to teach others a lesson by shaming them. There is even such a thing as calculated generosity that resembles a kind of unconscious bargaining: I will give myself to you, provided you give me the emotional gratification or the ego boost that I crave. It is important to examine our motives and rid ourselves of such imperfect ones, so that our self-giving can become truly free and disinterested.

What do you expect—not indifference or ingratitude?’ (-Miss Benson) ‘It is better not to expect or calculate consequences. The longer I live, the more fully I see that. Let us try simply to do right actions, without thinking of the feelings they are to call out in others. We know that no holy or self-denying effort can fall to the ground vain and useless; but the sweep of eternity is large, and God along knows when the effect is to be produced. We are trying to do right now, and to feel right; don’t let us perplex ourselves with endeavoring to map out how she should feel, or how she should show her feelings.’ (-Thurstan)

I also want to emphasise strongly the point about economics being a moral science. I mentioned before that it deals with introspection and with values. I might have added that it deals with motives, expectations, psychological uncertainties. One has to be constantly on guard against treating the material as constant and homogeneous in the same way that the material of the other sciences, in spite of its complexity, is constant and homogeneous. It is as though the fall of the apple to the ground depended on the apple's motives, on whether it is worth while falling to the ground, and whether the ground wanted the apple to fall, and on mistaken calculations on the part of the apple as to how far it was from the centre of the earth.

We may wish to control or influence the behavior of others in conflict, and we want, therefore, to know how the variables that are subject to our control can affect their behavior. If we confine our study to the theory of strategy, we seriously restrict ourselves by the assumption of rational behavior — not just of intelligent behavior, but of behavior motivated by a conscious calculation of advantages, a calculation that in turn is based on an explicit and internally consistent value system. We thus limit the applicability of any results we reach. If our interest is the study of actual behavior, the results we reach under this constraint may prove to be either a good approximation of reality or a caricature. Any abstraction runs a risk of this sort, and we have to be prepared to use judgment with any results we reach. The advantage of cultivating the area of “strategy” for theoretical development is not that, of all possible approaches, it is the one that evidently stays closest to the truth, but that the assumption of rational behavior is a productive one. It gives a grip on the subject that is peculiarly conducive to the development of theory. It permits us to identify our own analytical processes with those of the hypothetical participants in a conflict; and by demanding certain kinds of consistency in the behavior of our hypothetical participants, we can examine alternative courses of behavior according to whether or not they meet those standards of consistency. The premise of “rational behavior” is a potent one for the production of theory. Whether the resulting theory provides good or poor insight into actual behavior is, I repeat, a matter for subsequent judgment.

Lieberman began calculating temperatures, speed, and body weight. Soon, there it was before him: the solution to the Running Man mystery. To run an antelope to death, Lieberman determined, all you have to do is scare it into a gallop on a hot day. “If you keep just close enough for it to see you, it will keep sprinting away. After about ten or fifteen kilometers’ worth of running, it will go into hyperthermia and collapse.” Translation: if you can run six miles on a summer day then you, my friend, are a lethal weapon in the animal kingdom. We can dump heat on the run, but animals can’t pant while they gallop. “We can run in conditions that no other animal can run in,” Lieberman realized. “And it’s not even hard. If a middle-aged professor can outrun a dog on a hot day, imagine what a pack of motivated hunter-gatherers could do to an overheated antelope.” It

The parents in these groups were often caricatured as poorly informed, anti-science “denialists,” but they were generally better acquainted with the state of autism research than the outsiders presuming to judge them. They obsessively tracked the latest developments in the field on electronic mailing lists and websites. They virtually transformed their homes into labs, keeping meticulous records of their children’s responses to the most promising alternative treatments. They believed that the fate of their children’s health was too important to the alleged experts who had betrayed and misled families like theirs for decades. Motivated by the determination to relieve their children’s suffering, they became amateur researchers themselves, like the solitary man who calculated the density of the earth in his backyard with the help of his global network of correspondents.

If we’re not careful, the automation of mental labor, by changing the nature and focus of intellectual endeavor, may end up eroding one of the foundations of culture itself: our desire to understand the world. Predictive algorithms may be supernaturally skilled at discovering correlations, but they’re indifferent to the underlying causes of traits and phenomena. Yet it’s the deciphering of causation—the meticulous untangling of how and why things work the way they do—that extends the reach of human understanding and ultimately gives meaning to our search for knowledge. If we come to see automated calculations of probability as sufficient for our professional and social purposes, we risk losing or at least weakening our desire and motivation to seek explanations, to venture down the circuitous paths that lead toward wisdom and wonder. Why bother, if a computer can spit out “the answer” in a millisecond or two?

We might label this the Hobbesean fallacy: the idea that human beings were primordially individualistic and that they entered into society at a later stage in their development only as a result of a rational calculation that social cooperation was the best way for them to achieve their individual ends. This premise of primordial individualism underpins the understanding of rights contained in the American Declaration of Independence and thus of the democratic political community that springs from it. This premise also underlies contemporary neoclassical economics, which builds its models on the assumption that human beings are rational beings who want to maximize their individual utility or incomes. But it is in fact individualism and not sociability that developed over the course of human history. That individualism seems today like a solid core of our economic and political behavior is only because we have developed institutions that override our more naturally communal instincts. Aristotle was more correct than these early modern liberal theorists when he said that human beings were political by nature. So while an individualistic understanding of human motivation may help to explain the activities of commodity traders and libertarian activists in present-day America, it is not the most helpful way to understand the early evolution of human politics. Everything

If we’re not careful, the automation of mental labor, by changing the nature and focus of intellectual endeavor, may end up eroding one of the foundations of culture itself: our desire to understand the world. Predictive algorithms may be supernaturally skilled at discovering correlations, but they’re indifferent to the underlying causes of traits and phenomena. Yet it’s the deciphering of causation—the meticulous untangling of how and why things work the way they do—that extends the reach of human understanding and ultimately gives meaning to our search for knowledge. If we come to see automated calculations of probability as sufficient for our professional and social purposes, we risk losing or at least weakening our desire and motivation to seek explanations, to venture down the circuitous paths that lead toward wisdom and wonder. Why bother, if a computer can spit out “the answer” in a millisecond or two? In his 1947 essay “Rationalism in Politics,” the British philosopher Michael Oakeshott provided a vivid description of the modern rationalist: “His mind has no atmosphere, no changes of season and temperature; his intellectual processes, so far as possible, are insulated from all external influence and go on in the void.” The rationalist has no concern for culture or history; he neither cultivates nor displays a personal perspective. His thinking is notable only for “the rapidity with which he reduces the tangle and variety of experience” into “a formula.”54 Oakeshott’s words also provide us with a perfect description of computer intelligence: eminently practical and productive and entirely lacking in curiosity,

In a widely viewed documentary titled Singularity or Bust, Hugo de Garis, a renowned researcher in the field of AI and author of The Artilect War, speaks of this phenomenon. He says: In a sense, we are the problem. We’re creating artificial brains that will get smarter and smarter every year. And you can imagine, say twenty years from now, as that gap closes, millions will be asking questions like ‘Is that a good thing? Is that dangerous?’ I imagine a great debate starting to rage and, though you can’t be certain talking about the future, the scenario I see as the most probable is the worst. This time, we’re not talking about the survival of a country. This time, it’s the survival of us as a species. I see humanity splitting into two major philosophical groups, ideological groups. One group I call the cosmists, who will want to build these godlike, massively intelligent machines that will be immortal. For this group, this will be almost like a religion and that’s potentially very frightening. Now, the other group’s main motive will be fear. I call them the terrans. If you look at the Terminator movies, the essence of that movie is machines versus humans. This sounds like science fiction today but, at least for most of the techies, this idea is getting taken more and more seriously, because we’re getting closer and closer. If there’s a major war, with this kind of weaponry, it’ll be in the billions killed and that’s incredibly depressing. I’m glad I’m alive now. I’ll probably die peacefully in my bed. But I calculate that my grandkids will be caught up in this and I won’t. Thank God, I won’t see it. Each person is going to have to choose. It’s a binary decision, you build them or you don’t build them.

People should forgive me, as an old philologist who cannot prevent himself from maliciously setting his finger on the arts of bad interpretation ― but that "conformity to nature" which you physicists talk about so proudly, as if ― it exists only thanks to your interpretation and bad "philology"― it is not a matter of fact, a "text." It is much more only a naively humanitarian emendation and distortion of meaning, with which you make concessions ad nauseam to the democratic instincts of the modern soul! "Equality before the law everywhere ― in that respect nature is no different and no better than we are": a charming ulterior motive, in which once again lies disguised the rabble's hostility to everything privileged and autocratic, as well as a second and more sophisticated atheism. Ni dieu, ni maître [neither god nor master] ― that's how you want it, and therefore "Up with natural law!" Isn't that so? But, as mentioned, that is interpretation, not text, and someone could come along who had an opposite intention and style of interpretation and who would know how to read out of this same nature, with a look at the same phenomena, the tyrannically inconsiderate and inexorable enforcement of power claims ― an interpreter who set right before your eyes the unexceptional and unconditional nature in all "will to power," in such a way that almost every word, even that word "tyranny," would finally appear unusable or an already weakening metaphor losing its force ― as too human ― and who nonetheless in the process finished up asserting the same thing about this world as you claim, namely, that it has a "necessary" and "calculable" course, but not because laws rule the world but because there is a total absence of laws, and every power draws its final consequence in every moment. Supposing that this also is only an interpretation ―and you will be eager enough to raise that objection?― well, so much the better.

We would prefer to say that such people cannot exist, that there aren't any. It is permissible to portray evildoers in a story for children, so as to keep the picture simple. But when the great world literature of the past -- Shakespeare, Schiller, Dickens -- inflates and inflates images of evildoers of the blackest shades, it seems somewhat farcical and lumsy to our contemporary percetption. The trouble lies in the way these classical evildoers are pictured. They recognize themselves as evildoers and they know their souls are black. And they reason: "I cannot live unless I do evil. So I'll set my father against my brother! I'll drink the victim's sufferings until I'm drunk with them!" Iago very precisely identifies his purposes and his motives as being black and born of hate. But no; that's not the way it is! To do evil a human being must first of all believe that what he's doing is good, or else that it's a well-considered act in conformity with natural law. Fortunately, it is in the nature of the human beingto seek a justifaction for his actions. Macbeth's self-justifications were feeble -- and his conscience devoured him. Yes, even Iago was a little lamb too. The imagination and the spiritual strength of Shakespeare's evildoers stopped short at a dozen corpses. Because they have no ideology. Ideology-- that is what gives evildoing its long-sought justification and gives the evildoer the necessary steadfastness and determination. That is the social theory which helps to make his acts seem good instead of bad and in his own and other's eyes, so that he won't hear reproaches and curses but will received praise and honors. That was how the agents of the Inquisition fortified their weills: by invoking Christianity; the conquerors of foreign lands, by extolling the grandeur of their Mother-land; the conolizers, by civilization; the Nazis, by race; and the Jacobins (early and late), by equality, brotherhood, and the happiness of future generations. Thanks to ideology, the twentieth century was fated to experience evildoing on a scale calculated in the millions. This cannot be denied, nor passed over, nor suppressed. How, then, do we dare insist that evildoers do not exist? And who was it that destroyed these millions? Without evildoers there would have been no Archipelago.

The best advice came from the legendary actor the late Sir John Mills, who I sat next to backstage at a lecture we were doing together. He told me he considered the key to public speaking to be this: “Be sincere, be brief, be seated.” Inspired words. And it changed the way I spoke publicly from then on. Keep it short. Keep it from the heart. Men tend to think that they have to be funny, witty, or incisive onstage. You don’t. You just have to be honest. If you can be intimate and give the inside story--emotions, doubts, struggles, fears, the lot--then people will respond. I went on to give thanks all around the world to some of the biggest corporations in business--and I always tried to live by that. Make it personal, and people will stand beside you. As I started to do bigger and bigger events for companies, I wrongly assumed that I should, in turn, start to look much smarter and speak more “corporately.” I was dead wrong--and I learned that fast. When we pretend, people get bored. But stay yourself, talk intimately, and keep the message simple, and it doesn’t matter what the hell you wear. It does, though, take courage, in front of five thousand people, to open yourself up and say you really struggle with self-doubt. Especially when you are meant to be there as a motivational speaker. But if you keep it real, then you give people something real to take away. “If he can, then so can I” is always going to be a powerful message. For kids, for businessmen--and for aspiring adventurers. I really am pretty average. I promise you. Ask Shara…ask Hugo. I am ordinary, but I am determined. I did, though--as the corporation started to pay me more--begin to doubt whether I was really worth the money. It all seemed kind of weird to me. I mean, was my talk a hundred times better now than the one I gave in the Drakensberg Mountains? No. But on the other hand, if you can help people feel stronger and more capable because of what you tell them, then it becomes worthwhile for companies in ways that are impossible to quantify. If that wasn’t true, then I wouldn’t get asked to speak so often, still to this day. And the story of Everest--a mountain, like life, and like business--is always going to work as a metaphor. You have got to work together, work hard, and go the extra mile. Look after each other, be ambitious, and take calculated, well-timed risks. Give your heart to the goal, and it will repay you. Now, are we talking business or climbing? That’s what I mean.

We would prefer to say that such people cannot exist, that there aren’t any. It is permissible to portray evildoers in a story for children, so as to keep the picture simple. But when the great world literature of the past — Shakespeare, Schiller, Dickens — inflates and inflates images of evildoers of the blackest shades, it seems somewhat farcical and clumsy to our contemporary perception. The trouble lies in the way these classic evildoers are pictured. They recognize themselves as evildoers, and they know their souls are black. And they reason: “I cannot live unless I do evil. So I’ll set my father against my brother! I’ll drink the victim’s sufferings until I’m drunk with them!” Iago very precisely identifies his purposes and his motives as being black and born of hate. But no; that’s not the way it is! To do evil a human being must first of all believe that what he’s doing is good, or else that it’s a well-considered act in conformity with natural law. Fortunately, it is in the nature of the human being to seek a justification for his actions. Macbeth’s self-justifications were feeble — and his conscience devoured him. Yes, even Iago was a little lamb too. The imagination and the spiritual strength of Shakespeare’s evildoers stopped short at a dozen corpses. Because they had no ideology. Ideology — that is what gives evildoing its long-sought justification and gives the evildoer the necessary steadfastness and determination. That is the social theory which helps to make his acts seem good instead of bad in his own and others’ eyes, so that he won’t hear reproaches and curses but will receive praise and honors. That was how the agents of the Inquisition fortified their wills: by invoking Christianity; the conquerors of foreign lands, by extolling the grandeur of their Motherland; the colonizers, by civilization; the Nazis, by race; and the Jacobins (early and late), by equality, brotherhood, and the happiness of future generations. Thanks to ideology, the twentieth century was fated to experience evildoing on a scale calculated in the millions. This cannot be denied, nor passed over, nor suppressed. How, then, do we dare insist that evildoers do not exist? And who was it that destroyed these millions? Without evildoers there would have been no Archipelago. There was a rumor going the rounds between 1918 and 1920 that the Petrograd Cheka, headed by Uritsky, and the Odessa Cheka, headed by Deich, did not shoot all those condemned to death but fed some of them alive to the animals in the city zoos. I do not know whether this is truth or calumny, or, if there were any such cases, how many there were. But I wouldn’t set out to look for proof, either. Following the practice of the bluecaps, I would propose that they prove to us that this was impossible. How else could they get food for the zoos in those famine years? Take it away from the working class? Those enemies were going to die anyway, so why couldn’t their deaths support the zoo economy of the Republic and thereby assist our march into the future? Wasn’t it expedient? That is the precise line the Shakespearean evildoer could not cross. But the evildoer with ideology does cross it, and his eyes remain dry and clear.

There are two fundamentally different ways for the strong to bend down to the weak, for the rich to help the poor, for the more perfect life to help the “less perfect.” This action can be motivated by a powerful feeling of security, strength, and inner salvation, of the invincible fullness of one’s own life and existence. All this unites into the clear awareness that one is rich enough to share one’s being and possessions. Love, sacrifice, help, the descent to the small and the weak, here spring from a spontaneous overflow of force, accompanied by bliss and deep inner calm. Compared to this natural readiness for love and sacrifice, all specific “egoism,” the concern for oneself and one’s interest, and even the instinct of “self-preservation” are signs of a blocked and weakened life. Life is essentially expansion, development, growth in plenitude, and not “self-preservation,” as a false doctrine has it. Development, expansion, and growth are not epiphenomena of mere preservative forces and cannot be reduced to the preservation of the “better adapted.” ... There is a form of sacrifice which is a free renunciation of one’s own vital abundance, a beautiful and natural overflow of one’s forces. Every living being has a natural instinct of sympathy for other living beings, which increases with their proximity and similarity to himself. Thus we sacrifice ourselves for beings with whom we feel united and solidary, in contrast to everything “dead.” This sacrificial impulse is by no means a later acquisition of life, derived from originally egoistic urges. It is an original component of life and precedes all those particular “aims” and “goals” which calculation, intelligence, and reflection impose upon it later. We have an urge to sacrifice before we ever know why, for what, and for whom! Jesus’ view of nature and life, which sometimes shines through his speeches and parables in fragments and hidden allusions, shows quite clearly that he understood this fact. When he tells us not to worry about eating and drinking, it is not because he is indifferent to life and its preservation, but because he sees also a vital weakness in all “worrying” about the next day, in all concentration on one’s own physical well-being. ... all voluntary concentration on one’s own bodily wellbeing, all worry and anxiety, hampers rather than furthers the creative force which instinctively and beneficently governs all life. ... This kind of indifference to the external means of life (food, clothing, etc.) is not a sign of indifference to life and its value, but rather of a profound and secret confidence in life’s own vigor and of an inner security from the mechanical accidents which may befall it. A gay, light, bold, knightly indifference to external circumstances, drawn from the depth of life itself—that is the feeling which inspires these words! Egoism and fear of death are signs of a declining, sick, and broken life. ... This attitude is completely different from that of recent modern realism in art and literature, the exposure of social misery, the description of little people, the wallowing in the morbid—a typical ressentiment phenomenon. Those people saw something bug-like in everything that lives, whereas Francis sees the holiness of “life” even in a bug.

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

When I learned how to calculate, I stopped counting. When I learned how to smile, I stopped being afraid. When I learned how to understand what my cowardice wants from me, I stopped retreating

But at keast we know that the Brotherhood was both a scientific academy and a monastic order; that its members led an ascetic communal life where all property was shared, thus anticipating the Essenes and the primitive Christian communities. We know that much of their time was spent in contemplation, and that initiation into the higher mysteries of mathematics, astronomy, and medicine depended upon the purification of spirit and body, which the aspirant had to achieve by abstinences and examinations of conscience. Pythagoras himself, like St. Francis, is said to have preached to animals; the whole surviving tradition indicates that his disciples, while engaged in number-lore and astronomical calculations, firmly believed that a true scientist must be a saint, and that the wish to become one was the motivation of his labours.

I believe, “Calculated Risk” is a misnomer. It is a phrase coined by those who have no appetite for risk. Did you ever hear, Calculated Failure or Calculated Success? So, either you are taking a risk or you are not. Let’s not confuse “risk” with “stupidity”. A risk is when you know the chances of success and failure are 50:50 or maybe 10:90...and you still go ahead. When you take the risk...you ONLY believe in your capabilities and you give your 100%...you are not scared of FAILURE. Stupidity is when you assume that situations and circumstances are in your favor or you have the illusion of being a man of “golden touch”. Choose Your Journey. Let your journey be the most adventurous. Prepare for it and give your best shot. If you win, you will celebrate; if you lose, you will learn. Don’t let success or failure of your journey sway you. That’s life. You Are Born Limitless. Don’t create any limits for yourself.

Dogs are blameless, devoid of calculation, neither blessed nor cursed with human motives. They can't really be held responsible for what they do. But we can." --from The Dogs of Bedlam Farm

One of the worst disconnects of a business software development effort is seen in the gap between domain experts and software developers. Generally speaking, true domain experts are focused on delivering business value. On the other hand, software developers are typically drawn to technology and technical solutions to business problems. It’s not that software developers have wrong motivations; it’s just what tends to grab their attention. Even when software developers engage with domain experts, the collaboration is largely at a surface level, and the software that gets developed often results in a translation/mapping between how the business thinks and operates and how the software developer interprets that. The resulting software generally does not reflect a recognizable realization of the mental model of the domain experts, or perhaps it does so only partially. Over time this disconnect becomes costly. The translation of domain knowledge into software is lost as developers transition to other projects or leave the company. A different, yet related problem is when one or more domain experts do not agree with each other. This tends to happen because each expert has more or less experience in the specific domain being modeled, or they are simply experts in related but different areas. It’s also common for multiple “domain experts” to have no expertise in a given domain, where they are more of a business analyst, yet they are expected to bring insightful direction to discussions. When this situation goes unchecked, it results in blurred rather than crisp mental models, which lead to conflicting software models. Worse still is when the technical approach to software development actually wrongly changes the way the business functions. While a different scenario, it is well known that enterprise resource planning (ERP) software will often change the overall business operations of an organization to fit the way the ERP functions. The total cost of owning the ERP cannot be fully calculated in terms of license and maintenance fees. The reorganization and disruption to the business can be far more costly than either of those two tangible factors. A similar dynamic is at play as your software development teams interpret what the business needs into what the newly developed software actually does. This can be both costly and disruptive to the business, its customers, and its partners. Furthermore, this technical interpretation is both unnecessary and avoidable with the use of proven software development techniques. The solution is a key investment.

Giving to those in need what they could be gaining from their own initiative may well be the kindest way to destroy people. We mean well, our motives are good, but we have neglected to conduct care-full due diligence to determine emotional, economic, and cultural outcomes on the receiving end of our charity. Why do we miss this crucial aspect in evaluating our charitable work? Because, as compassionate people, we have been evaluating our charity by the rewards we receive through service, rather than the benefits received by the served. We have failed to adequately calculate the effects of our service on the lives of those reduced to objects of our pity and patronage.

The meaning of "knowledge": here, as in the case of "good" or "beautiful", the concept is to be regarded in a strict and narrow anthropocentric and biological sense. In order for a particular species to maintain itself and increase its power, its conception of reality must comprehend enough of the calculable and constant for it to base a scheme of behavior on it. The utility of preservation --not some abstract-theoretical need not to be deceived--stands as the motive behind the development of the organs of knowledge--they develop in such a way that their observations suffice for our preservation. In other words: the measure of the desire for knowledge depends upon the measure to which the will to power grows in a species: a species grasps a certain amount of reality in order to become master of it, in order to press it into service.

Become a 'game rearranger.' Cut the BS and WALK sharply in the TRUTH you can see...especially in calculated conversations which could be dangerous in their motive-operandi. Look and listen deeper into the spirit of your dialogues.

It is risky not to take calculated risks in life.

Be very good at self-validation, and get ready to venture outside your comfort zone. Be willing to take calculated risks and stay open-minded to cutting-edge concepts. Embrace the power of hope, wisdom and growth.

Markets aren’t real. They are mathematical models, created by imagining a self-contained world where everyone has exactly the same motivation and the same knowledge and is engaged in the same self-interested calculating exchange. Economists are aware that reality is always more complicated; but they are also aware that to come up with a mathematical model, one always has to make the world into a bit of a cartoon.

self-determination theory.” Many theories of behavior pivot around a particular human tendency: We’re keen responders to positive and negative reinforcements, or zippy calculators of our self-interest, or lumpy duffel bags of psychosexual conflicts.

Perhaps the most common device for giving people focus and direction is goal setting, but goals, as often as they are used, have their pros and cons. Sure, if you can convince everybody that profits must increase 20% next quarter or we’re going out of business, people will hurry around looking for ways to hype profits by 20%. When discussing “mission” I assigned Susan a goal of 25% improvement in sales, based on what I calculated was needed to avoid closing the factory and on what I felt her district could reasonably provide. It was not a number pulled from the ether, and I went to some length to explain this to her. Short of any such basis in reality, people will often do the easiest things, such as firing 20% of the workforce, canceling vital R&D programs, or simply not making any payments to suppliers. In other words, they will take achieving the goal as seriously as they feel you were in setting it; they will sense whether you have positioned yourself at the Schwerpunkt. Goals, as we all know, can be motivators. Cypress Semiconductor, a communications-oriented company founded in 1982, used to have a computer that tracked the thousands of self-imposed goals that its people fed into the system. Cypress founder T. J. Rodgers identified this automated goal tending system as the heart of his management style and a big factor in the company’s early success.136 Frankly, I find this philosophy depressing, not to mention a temptation to focus inward: If the boss places great importance on entering and tracking goals, as he obviously does, then that is what the other employees are going to consider important.137 In any case, what’s the big deal about meeting or missing a goal? A goal is an intention at a point in time. It is, to a large extent, an arbitrary target, whether you set it or someone above you assigns it. And we all know that numerical goals can be gamed, like banking (delaying) sales that we could have made this quarter to help us make quota next quarter. Unlike a Schwerpunkt, which gives focus and direction for chaotic and uncertain situations, what does a goal tell you? Just keep your head down and continue plugging away?

Association of dissimilar ideas “I had earlier devised an arrangement for beam steering on the two-mile accelerator which reduced the amount of hardware necessary by a factor of two…. Two weeks ago it was pointed out to me that this scheme would steer the beam into the wall and therefore was unacceptable. During the session, I looked at the schematic and asked myself how could we retain the factor of two but avoid steering into the wall. Again a flash of inspiration, in which I thought of the word ‘alternate.’ I followed this to its logical conclusion, which was to alternate polarities sector by sector so the steering bias would not add but cancel. I was extremely impressed with this solution and the way it came to me.” “Most of the insights come by association.” “It was the last idea that I thought was remarkable because of the way in which it developed. This idea was the result of a fantasy that occurred during Wagner…. [The participant had earlier listened to Wagner’s ‘Ride of the Valkyries.’] I put down a line which seemed to embody this…. I later made the handle which my sketches suggested and it had exactly the quality I was looking for…. I was very amused at the ease with which all of this was done.” 10. Heightened motivation to obtain closure “Had tremendous desire to obtain an elegant solution (the most for the least).” “All known constraints about the problem were simultaneously imposed as I hunted for possible solutions. It was like an analog computer whose output could not deviate from what was desired and whose input was continually perturbed with the inclination toward achieving the output.” “It was almost an awareness of the ‘degree of perfection’ of whatever I was doing.” “In what seemed like ten minutes, I had completed the problem, having what I considered (and still consider) a classic solution.” 11. Visualizing the completed solution “I looked at the paper I was to draw on. I was completely blank. I knew that I would work with a property three hundred feet square. I drew the property lines (at a scale of one inch to forty feet), and I looked at the outlines. I was blank…. Suddenly I saw the finished project. [The project was a shopping center specializing in arts and crafts.] I did some quick calculations …it would fit on the property and not only that …it would meet the cost and income requirements …it would park enough cars …it met all the requirements. It was contemporary architecture with the richness of a cultural heritage …it used history and experience but did not copy it.” “I visualized the result I wanted and subsequently brought the variables into play which could bring that result about. I had great visual (mental) perceptibility; I could imagine what was wanted, needed, or not possible with almost no effort. I was amazed at my idealism, my visual perception, and the rapidity with which I could operate.

Together Deci and Ryan have fashioned what they call “self-determination theory.” Many theories of behavior pivot around a particular human tendency: We’re keen responders to positive and negative reinforcements, or zippy calculators of our self-interest, or lumpy duffel bags of psychosexual conflicts. SDT, by contrast, begins with a notion of universal human needs. It argues that we have three innate psychological needs—competence, autonomy, and relatedness. When those needs are satisfied, we’re motivated, productive, and happy. When they’re thwarted, our motivation, productivity, and happiness plummet.1 “If there’s anything [fundamental] about our nature, it’s the capacity for interest. Some things facilitate it. Some things undermine it,” Ryan explained during one of our conversations. Put another way, we’ve all got that third drive. It’s part of what it means to be human. But whether that aspect of our humanity emerges in our lives depends on whether the conditions around us support it.

About a year after my arrival in the Gambia, I was sitting at a bar with a young, wide-eyed intern who stared at me while I told stories about how my friends and I ended up in a tribal court upcountry. When I finished, she paused for a breath and said, “Wow, I hope I have an adventure like that while I’m here.” “Oh, that’s easy. Just do something stupid.” I guess that’s the essence of it: do something stupid. Don’t all adventures or at least interesting stories start that way? They sure don’t start due to the motive power of “good clean living.” Carrying the Ring into Mordor wasn’t calculated to increase Frodo’s “health and wellness.” Heroes of the stage and screen have higher causes — or at least coercion — forcing them to do asinine things: love, blackmail, God and country, whatever. There’s always some cause, some purpose or power that allows us, the viewers, to forgive the hero for making what’s really just a jackass move. I had no lofty reason, no higher cause. My only defence for agreeing in three seconds to quit my job, strap myself to an airplane and hurtle myself across the Atlantic to a country I’d never heard of, for an organization I hardly knew of, comes down to the fact that I was tired and feeling a bit daffy.

regression line will have larger standard deviations and, hence, larger standard errors. The computer calculates the slope, intercept, standard error of the slope, and the level at which the slope is statistically significant. Key Point The significance of the slope tests the relationship. Consider the following example. A management analyst with the Department of Defense wishes to evaluate the impact of teamwork on the productivity of naval shipyard repair facilities. Although all shipyards are required to use teamwork management strategies, these strategies are assumed to vary in practice. Coincidentally, a recently implemented employee survey asked about the perceived use and effectiveness of teamwork. These items have been aggregated into a single index variable that measures teamwork. Employees were also asked questions about perceived performance, as measured by productivity, customer orientation, planning and scheduling, and employee motivation. These items were combined into an index measure of work productivity. Both index measures are continuous variables. The analyst wants to know whether a relationship exists between perceived productivity and teamwork. Table 14.1 shows the computer output obtained from a simple regression. The slope, b, is 0.223; the slope coefficient of teamwork is positive; and the slope is significant at the 1 percent level. Thus, perceptions of teamwork are positively associated with productivity. The t-test statistic, 5.053, is calculated as 0.223/0.044 (rounding errors explain the difference from the printed value of t). Other statistics shown in Table 14.1 are discussed below. The appropriate notation for this relationship is shown below. Either the t-test statistic or the standard error should be shown in parentheses, directly below the regression coefficient; analysts should state which statistic is shown. Here, we show the t-test statistic:3 The level of significance of the regression coefficient is indicated with asterisks, which conforms to the p-value legend that should also be shown. Typically, two asterisks are used to indicate a 1 percent level of significance, one asterisk for a 5 percent level of significance, and no asterisk for coefficients that are insignificant.4 Table 14.1 Simple Regression Output Note: SEE = standard error of the estimate; SE = standard error; Sig. = significance.

They were divided into four categories that are described below along with examples of the motivational behaviours included within each. 1     Teacher discourse: arousing curiosity or attention, promoting autonomy, stating communicative purpose/utility of activity 2     Participation structure: group work/pair work 3     Activity design: individual competition, team competition, intellectual challenge, tangible task product 4     Encouraging positive retrospective self-evaluation and activity design: effective praise, elicitation of self/peer correction session, class applause. In each lesson, the learners’ motivation was measured in terms of their level of engagement. The proportion of students who paid attention, who actively participated, and who eagerly volunteered during activities was calculated. A three-level scale was used to measure engagement in each observed lesson: very low (a few students), low (one third to two thirds of the students) and high (more than two thirds of the students). Learners also completed a questionnaire about their motivation levels specifically related to their EFL class. The researchers found significant positive correlations between the teachers’ motivational practices, the learners’ engagement behaviours, and the learners’ self-reports on the questionnaire. The researchers acknowledge that correlation results do not indicate cause–effect relationships. Nevertheless, the findings are important because this is the first study to provide ‘any empirical evidence concerning the concrete, classroom-specific impact of language teachers’ motivational strategies’ (Guilloteaux and Dörnyei 2008: 72).

Poker players tend to overly focus on money immediately after a session because it matters most in the long run and it’s so easy to calculate. The problem is that because of variance, monetary results alone are unreliable measures in the short term of how you played. Here are a few better ways to evaluate how you played: Look closely at tough decisions to see how you played them. Estimate how much variance influenced results. Calculate whether you accomplished the qualitative goals you set before the session. If you fell short, why? Review how you did in the areas you’re trying to improve (poker strategy and mental game). Did you see any progress? If you’re going to analyze hands later, write some game flow notes or thoughts about them that you may otherwise forget. Spending a short time to evaluate is also a great way to: Put poker down when you’re done playing, so you can go on with your life. Reset your mind before the next time you play.

Yet all these previous persecutions seem almost trivial when we compare them with the sufferings of the Armenians, in which at least 600,000 people were destroyed and perhaps as many as 1,000,000. These earlier massacres, when we compare them with the spirit that directed the Armenian atrocities, have one feature that we can almost describe as an excuse: they were the product of religious fanaticism and most of the men and women who instigated them sincerely believed that they were devoutly serving their Maker. Undoubtedly, religious fanaticism was an impelling motive with the Turkish and Kurdish rabble who slew Armenians as a service to Allah, but the men who really conceived the crime had no such motive. Practically all of them were atheists, with no more respect for Mohammedanism than for Christianity, and with them the one motive was cold-blooded, calculating state policy.” Adolf

In sum, where capitalism prospered, it established three main canons for successful economic enterprise: the calculation of quantity, the observation and regimentation of time ('Time is Money'), and the concentration on abstract pecuniary rewards. Its ultimate values-Power, Profit, Prestige-derive from these sources and all of them can be traced back, under the flimsiest of disguises, to the Pyramid Age. The first produced the universal accountancy of profit and loss; the second ensured productive efficiency in men as well as machines; the third introduced a driving motive into daily life, equivalent on its own base level to the monk's search for an eternal reward in Heaven. The pursuit of money became a passion and an obsession: the end to which all other ends were means.

RESULTS-ORIENTED THINKING Not being results-oriented gets a lot of attention in the poker world these days. The solution most often given is to ignore, block out, or detach from your results. Players know it’s a mistake to focus too much on short-term results because of variance, but stopping is easier said than done. When you only focus on wins and losses, your emotions go on a rollercoaster because they are attached to money and winning. Being focused on winning and money in the short run is not what causes problems; it’s the set of results you’re ignoring. You also need to focus on qualitative results so your emotions can attach to factors that you have 100% control of in the short run. The process model provides the structure and organization to capture qualitative results since they aren’t easily calculated at the end of a session or tournament. Use the model to focus more and more on the quality of your play, your mental game, and overall improvement; and steadily your emotions will reorganize around this set of results.

Do the gods reckon up the good we do by accident, when they calculate the value of our days? My motives were selfish. Nearly always are. How much of the good I have done in my life has been done in just such a way? I fancy the gods must take this into their accounting. They have a liking for cunning. 'Traveller

Sure, every newspaper would have a team of journalists working on this story. He could hardly prevent that. Yet he still wasn’t sure if Jennifer was using him, in spite of the feelings she professed. If she was, that would make her one of the most calculating people he had ever met. He shook his head. He felt sure her attraction was genuine. But was she motivated by a more powerful force as well? Revenge?

Support for the Platonic viewpoint (as opposed to the formalist one) was an important part of Godel's initial motivations. On the other hand, the arguments from Godel's theorem serve to illustrate the deeply mysterious nature of our mathematical perceptions. We do not just 'calculate' in order to form these perceptions, but something else is profoundly involved-something that would be impossible without the very conscious awareness that is, after all, what the world of perceptions is all about.

To cultivate bravery and courage, start small. Taking small, consistent steps for calculated risks will help you test your footing. Once you begin enjoying mini-victories, you will be able to build upon your small successes to escalate momentum and strengthen your courage to take bigger ones.

Many theories of behavior pivot around a particular human tendency: We’re keen responders to positive and negative reinforcements, or zippy calculators of our self-interest, or lumpy duffel bags of psychosexual conflicts.

Coaches must take calculated risks all the time. One thing is to talk about what you plan to do and another is to prepare and then execute a plan toward change.

however, the round trip was a very long one (fourteen months was in fact well below the average). It was also hazardous: of twenty-two ships that set sail in 1598, only a dozen returned safely. For these reasons, it made sense for merchants to pool their resources. By 1600 there were around six fledgling East India companies operating out of the major Dutch ports. However, in each case the entities had a limited term that was specified in advance – usually the expected duration of a voyage – after which the capital was repaid to investors.10 This business model could not suffice to build the permanent bases and fortifications that were clearly necessary if the Portuguese and their Spanish allies* were to be supplanted. Actuated as much by strategic calculations as by the profit motive, the Dutch States-General, the parliament of the United Provinces, therefore proposed to merge the existing companies into a single entity. The result was the United East India Company – the Vereenigde Nederlandsche Geoctroyeerde Oostindische Compagnie (United Dutch Chartered East India Company, or VOC for short), formally chartered in 1602 to enjoy a monopoly on all Dutch trade east of the Cape of Good Hope and west of the Straits of Magellan.11 The structure of the VOC was novel in a number of respects. True, like its predecessors, it was supposed to last for a fixed period, in this case twenty-one years; indeed, Article 7 of its charter stated that investors would be entitled to withdraw their money at the end of just ten years, when the first general balance was drawn up. But the scale of the enterprise was unprecedented. Subscription to the Company’s capital was open to all residents of the United Provinces and the charter set no upper limit on how much might be raised. Merchants, artisans and even servants rushed to acquire shares; in Amsterdam alone there were 1,143 subscribers, only eighty of whom invested more than 10,000 guilders, and 445 of whom invested less than 1,000. The amount raised, 6.45 million guilders, made the VOC much the biggest corporation of the era. The capital of its English rival, the East India Company, founded two years earlier, was just £68,373 – around 820,000 guilders – shared between a mere 219 subscribers.12 Because the VOC was a government-sponsored enterprise, every effort was made to overcome the rivalry between the different provinces (and particularly between Holland, the richest province, and Zeeland). The capital of the Company was divided (albeit unequally) between six regional chambers (Amsterdam, Zeeland, Enkhuizen, Delft, Hoorn and Rotterdam). The seventy directors (bewindhebbers), who were each substantial investors, were also distributed between these chambers. One of their roles was to appoint seventeen people to act as the Heeren XVII – the Seventeen Lords – as a kind of company board. Although Amsterdam accounted for 57.4 per cent of the VOC’s total capital, it nominated only eight out of the Seventeen Lords.

Be very good at self-validation, and get ready to venture outside your comfort zone. Be willing to take calculated risks and stay open-minded to cutting-edge concepts. Embrace the power of wisdom and growth.

Tyson experimented with the model of owning farms outright and staffing them with well-trained workers. This seemed like a natural fit for Tyson, because it left the farm within the company’s control. But the limitations showed up quickly. It was hard to motivate hired hands to do the work, which involved hauling loads of dead chickens out of a barn where the ammonia fumes were so strong they burned the eyes. Hired hands just didn’t raise the best birds, no matter how much you paid them or what kind of incentives you provided. They didn’t have skin in the game. Owning farms also had another downside: Chicken houses were a terrible investment of the company’s money. The buildings served only one purpose, and they lost their value quickly as they wore out. A quick set of calculations revealed that Tyson Feed and Hatchery would never have the kind of capital it would need to buy all the land and build all the houses required to supply itself with chickens. To counter these problems, Tyson settled on the model of using independent contract farmers. A farmer who owned his chicken houses was deeply motivated to care for the birds. He had a mortgage and debt from the chicken houses hanging over his head. It made a man get up early in the morning, and it kept him going until late at night.

Be very good at self-validation, and be ready to venture outside your comfort zone. Be willing to take calculated risks and maintain an open mind to the cutting-edge philosophies of God. Embrace the power of hope, wisdom and growth.

On 2 November 1917, five weeks before Allenby walked through the Jaffa Gate, the government in London had issued a document that was to have a fateful and lasting impact on the Holy Land, the Middle East and the world. The foreign secretary, Lord Balfour, wrote to Lord Rothschild, representing the World Zionist Organization, to inform him that: His Majesty’s government view with favour the establishment in Palestine of a national home for the Jewish people, and will use their best endeavours to facilitate the achievement of this object, it being clearly understood that nothing shall be done which may prejudice the civil and religious rights of existing non-Jewish communities in Palestine, or the rights and political status enjoyed by Jews in any other country. The sixty-seven typewritten words of the Balfour Declaration combined considerations of imperial planning, wartime propaganda, biblical resonances and a colonial mindset, as well as evident sympathy for the Zionist idea. With them, as the writer Arthur Koestler was to quip memorably – neatly encapsulating the attendant and continuing controversy – ‘one nation solemnly promised to a second nation the country of a third’.8 Lloyd George highlighted sympathy for the Jews as his principal motivation. But the decisive calculations were political, primarily the wish to outsmart the French in post-war arrangements in the Levant9 and the impulse to use Palestine’s strategic location – its ‘fatal geography’ – to protect Egypt, the Suez Canal and the route to India.10 Other judgements have placed greater emphasis on the need to mobilize Jewish public opinion behind the then flagging Allied war effort. As Balfour told the war cabinet at its final discussion of the issue on 31 October: ‘If we could make a declaration favourable to such an ideal [Zionism], we should be able to carry on extremely useful propaganda both in Russia and in America.’11 Historians have spent decades debating the connections and contradictions between Balfour’s public pledge to the Zionists, the secret 1916 Sykes–Picot agreement between Britain, France and Russia about post-war spheres of influence in the Middle East, and pledges about Arab independence made by the British in 1915 to encourage Sharif Hussein of Mecca to launch his ‘revolt in the desert’ against the Turks. The truth, buried in imprecise definitions, misunderstandings and duplicity, remains elusive.

It’s tempting to think that when you call the bank or another financial service provider and you are put on hold for twenty-five minutes, it’s simply because it’s a peak time of day and many other account holders are calling at the same moment. Tempting, but wrong. In reality, the wait time likely has nothing to do with timing and everything to do with your CLV, or customer lifetime value. This is a calculation of how much your business is worth to whoever you are calling, and the higher the number, the better the service. At a bank or credit card company, it might be determined by your balance. Frequency of travel and spending levels help set your CLV at airlines and hotels. More and more, as soon as you call any consumer-facing company, according to Palmatier, the company’s first step is to identify your phone number and then determine your CLV. “If it’s high,” he explained, “they might take your call more quickly, or direct it to one of their best-performing or most highly trained representatives. We call this heterogeneity in customer service, and it’s driven by the profit motive.

The loss of political power by what the Census Bureau calls "non-Hispanic Whites" as they dwindle from a majority to a minority is only the most apparent such change, and it is hardly unreasonable to expect that what will follow from the transfer of power will be the outright dispossession and political and legal persecution of the white minority by a non-white and non-Western majority that has little experience of constitutional government, little respect for the rights of minorities and oppositional groups, and little love for whites or the West. Indeed, we already see the beginnings of that dispossession in affirmative action programs, hate crime laws, multiculturalist curricula, calculated insults to and vituperation of whites, and the proliferation of racially motivated atrocities against them.

Jackson used this tactic time and again when facing numerically superior forces. “Always mystify, mislead, and surprise the enemy, if possible,” he said, “... such tactics will win every time and a small army may thus destroy a large one.” This law applies not only to war but to everyday situations. People are always trying to read the motives behind your actions and to use your predictability against you. Throw in a completely inexplicable move and you put them on the defensive. Because they do not understand you, they are unnerved, and in such a state you can easily intimidate them. Pablo Picasso once remarked, “The best calculation is the absence of calculation. Once you have attained a certain level of recognition, others generally figure that when you do something, it’s for an intelligent reason. So it’s really foolish to plot out your movements too carefully in advance. You’re better off acting capriciously.

Miliarde de oameni se perinda pe glob, indragostindu-se unii de altii, ca apoi sa le treaca, fara nici un motiv explicabil prin logica, prin calcule sau prin simtul comun. Cat de inexplicabil de ciudati putem fi!

Scientists and engineers tend to divide their work into two large categories, sometimes described as basic research and directed research. Some of the most crucial inventions and discoveries of the modern world have come about through basic research—that is, work that was not directed toward any particular use. Albert Einstein’s picture of the universe, Alexander Fleming’s discovery of penicillin, Niels Bohr’s blueprint of the atomic nucleus, the Watson-Crick “double helix” model of DNA—all these have had enormous practical implications, but they all came out of basic research. There are just as many basic tools of modern life—the electric light, the telephone, vitamin pills, the Internet—that resulted from a clearly focused effort to solve a particular problem. In a sense, this distinction between basic and directed research encompasses the difference between science and engineering. Scientists, on the whole, are driven by the thirst for knowledge; their motivation, as the Nobel laureate Richard Feynman put it, is “the joy of finding things out.” Engineers, in contrast, are solution-driven. Their joy is making things work. The monolithic idea was an engineering solution. It worked around the tyranny of numbers by reducing the numbers to one: a complete circuit would consist of just one part—a single (“monolithic”) block of semiconductor material containing all the components and all the interconnections of the most complex circuit designs. The tangible product of that idea, known to engineers as the monolithic integrated circuit and to the world at large as the semiconductor chip, has changed the world as fundamentally as did the telephone, the light bulb, and the horseless carriage. The integrated circuit is the heart of clocks, computers, cameras, and calculators, of pacemakers and Palm Pilots, of deep-space probes and deep-sea sensors, of toasters, typewriters, cell phones, and Internet servers. The National Academy of Sciences declared the integrated circuit the progenitor of the “Second Industrial Revolution.” The first Industrial Revolution enhanced man’s physical prowess and freed people from the drudgery of backbreaking manual labor; the revolution spawned by the chip enhances our intellectual prowess and frees people from the drudgery of mind-numbing computational labor. A British physicist, Sir Ieuan Madlock, Her Majesty’s Chief Science Advisor, called the integrated circuit “the most remarkable technology ever to hit mankind.” A California businessman, Jerry Sanders, founder of Advanced Micro Devices, Inc., offered a more pointed assessment: “Integrated circuits are the crude oil of the eighties.” All

For dreamers, success may be an illusion of instant gratification. But in reality, it's a calculated, timely, goal-specific, and knowledge-driven endeavor.

Facing risks and pushing boundaries is the key to unlocking potential - don't be afraid to take a calculated leap.

Motivation serves as the driving force behind actions, abilities, and achievements, propelling individuals toward their goals. Clear understanding of your reasons energizes and empowers you, fostering a composed and calculated approach.

Take a new book, jot down your motivations. Our motivations fuel our actions, abilities, and achievements provide energy and empowerment, fostering a composed and calculated approach to reaching our goals.

People are not controlled by some internal calculator that crudely motivates them to maximize their reproductive success. Instead, people form deep, lifelong emotional attachments and experience loves and hates that shape their lives. They have religious beliefs that guide their behavior, and they have idiosyncratic goals and ambitions. They have networks of friends and relatives.

2:32. six hundred three thousand five hundred fifty. Add to this the underage and elderly men, the women of all ages, and the Levites, and the total number of Israelites must approach two million. It has been calculated that by these numbers, marching eight across, when the first Israelites reach Mount Sinai, half of them would still be in Egypt! The extraordinary size of this population is a famous old problem in traditional and critical biblical scholarship. The numbers appear far too high; but they do not appear to be entirely invented either, because what would be the motive for contriving them in all of this tribe-by-tribe detail for the first four chapters of Numbers? Some suggest that the word for "thousand" here means rather a "clan," but that is not correct (see the comment on Num 3:43). One possibility is that these are the numbers from the census that is attributed to King David (2 Samuel 24; see the comment in Exod 30:12). (There are just three censuses in the Tanak, the two censuses of Moses and the census of David.) Coming centuries later, in a period in which Israel is settled in the land, the numbers are more understandable in the Davidic era (though they are questionably high even for that period). In this scenario, the records here would have come from old documents among the archives which would have come to be mixed in with documents that were used as sources for the Torah.

Psalm 23 There is no obvious reason for what the psalmist receives. The psalmist lists no accomplishments or credits. God’s favor has come apart from whatever the psalmist has done or left undone. . . . God’s motivations are generous and mysterious, beyond expectation and calculation. JOHN W. WURSTER