Capacity Management Quotes

When you work on something that only has the capacity to make you 5 dollars, it does not matter how much harder you work – the most you will make is 5 dollars.

We have learned that trauma is not just an event that took place sometime in the past; it is also the imprint left by that experience on mind, brain, and body. This imprint has ongoing consequences for how the human organism manages to survive in the present. Trauma results in a fundamental reorganization of the way mind and brain manage perceptions. It changes not only how we think and what we think about, but also our very capacity to think.

We’ve been granted the mental capacities to make almost infinitely ambitious plans, yet practically no time at all to put them into action.

People's capacity for turning dogmatic stupidity into political movements never ceased to amaze me. We've knocked off 99.9% of the human race and somehow the crazies still manage to survive. It just defies the odds.

In this present crisis, government is not the solution to our problem; government is the problem. From time to time we've been tempted to believe that society has become too complex to be managed by self-rule, that government by an elite group is superior to government for, by, and of the people. Well, if no one among us is capable of governing himself, then who among us has the capacity to govern someone else? All of us together, in and out of government, must bear the burden. The solutions we seek must be equitable, with no one group singled out to pay a higher price.

[Speaking to a group of wealthy New Yorkers] A million years ago, the cave man, without tools, with small brain, and with nothing but the strength of his body, managed to feed his wife and children, so that through him the race survived. You on the other hand, armed with all the modern means of production, multiplying the productive capacity of the cave man a million times — you are incompetents and muddlers, you are unable to secure to millions even the paltry amount of bread that would sustain their physical life. You have mismanaged the world, and it shall be taken from you. 

Most people don't need to be babied through business processes. Most often, what they need is a clear understanding of the objective and access to available resources. From there, they'll leverage their own creative capacity and skillsets to ensure that the objective is accomplished.

Mindfulness improves your capacity for self-discovery and empowerment.

It is usually unbearably painful to read a book by an author who knows way less than you do, unless the book is a novel.

One thing I learned there on that beautiful front porch was if I wanted to be successful, if I wanted to do important work one day, I would have to increase my capacity. I had to learn to manage disappointment.

Public education does not serve a public. It creates a public. And in creating the right kind of public, the schools contribute toward strengthening the spiritual basis of the American Creed. That is how Jefferson understood it, how Horace Mann understood it, how John Dewey understood it, and in fact, there is no other way to understand it. The question is not, Does or doesn't public schooling create a public? The question is, What kind of public does it create? A conglomerate of self-indulgent consumers? Angry, soulless, directionless masses? Indifferent, confused citizens? Or a public imbued with confidence, a sense of purpose, a respect for learning, and tolerance? The answer to this question has nothing whatever to do with computers, with testing, with teacher accountability, with class size, and with the other details of managing schools. The right answer depends on two things, and two things alone: the existence of shared narratives and the capacity of such narratives to provide an inspired reason for schooling.

The chief requirement of the good life', said Michael, 'is that one should have some conception of one's capacities. One must know oneself sufficiently to know what is the next thing. One must study carefully how best to use such strength as one has. ... One must perform the lower act which one can manage and sustain: not the higher act which one bungles.

It occurred to me that some people couldn't handle too much love. That everyone loves as they're able, but more, they are loved as they're able. Some are indomitable and open, like an ocean, but others aren't made to tread those waves, cannot stay afloat those waters. We embrace the kind of love we can manage. Less can be the right measure. But when it isn't, we must learn we cannot squeeze a mountain into a room with a glass ceiling. Or everything shatters.

Marital discord, she decided, was like some sort of low-grade fever that threw the whole system just slightly out of whack so you couldn’t manage to function at full capacity.

The challenge is that the demand in our lives increasingly exceeds our capacity.

Oh, all right,” she said balefully, beginning to shake all over. “I’ll admit it—I want you. There, are you satisfied? I want you.” “In what capacity? Lover, or husband?” Annabelle stared at him in shock. “What?” His arms slid around her, holding her quivering frame securely against his. He said nothing, only watched her intently as she tried to grasp the implications of the question. “But you’re not the marrying kind,” she managed to say weakly. He touched her ear, his fingertip tracing the fragile outer curve. “I’ve discovered that I am when it comes to you.” The subtle caress set fire to her blood, making it difficult to think. “We would probably kill each other within the first month.” “Probably,” Hunt conceded, his smiling mouth brushing over her temple. The warmth of his lips sent a rush of dizzying pleasure through her. “But marry me anyway, Annabelle. As I see things, it would solve most of your problems …and more than a few of mine.” His big hand slid gently down her spine, calming her tremors. “Let me spoil you,” he whispered. “Let me take care of you. You’ve never had anyone to lean on, have you? I’ve got strong shoulders, Annabelle.” A deep laugh rumbled in his chest. “And I may possibly be the only man of your acquaintance who’ll be able to afford you.

Jonathan Swift mounted a lifelong attempt to ‘fix our language forever’—no critic and advocate of immutability has ever once managed properly or even marginally to outwit the English language’s capacity for foxy and relentlessly slippery flexibility.

To function successfully in our complex world it is necessary for us to possess the capacity not only to express our anger but also not to express it. Moreover, we must possess the capacity to express our anger in different ways. At times, for instance, it is necessary to express it only after much deliberation and self-evaluation. At other times it is more to our benefit to express it immediately and spontaneously. Sometimes it is best to express it coldly and calmly; at other times loudly and hotly.

There’s no amount of data that can replace an investors ability to empathize with the entrepreneur. There’s no amount of computational capacity that can replace a genuine and instinctive understanding of business management.

No critic and advocate of immutability has ever once managed properly or even marginally to outwit the English language's capacity for foxy and relentlessly slippery flexibility. For English is a language that simply cannot be fixed, not can its use ever be absolutely laid down. It changes constantly; it grows with an almost exponential joy. It evolves eternally; its words alter their senses and their meanings subtly, slowly, or speedily according to fashion and need.

Life insurance ads merely insinuate that he may be guilty of dying without having provided for the smooth continuation of the system following the resultant economic loss, while the promoters of the “American way of death” stress his capacity to preserve most of the appearances of life in his post-mortem state. On all the other fronts of advertising bombardment it is strictly forbidden to grow old. Everybody is urged to economize on their “youth-capital,” though such capital, however carefully managed, has little prospect of attaining the durable and cumulative properties of economic capital. This social absence of death coincides with the social absence of life.

I don’t think the feeling of anxiety ever completely goes away; we’re even limited, apparently, in our capacity to embrace our limitations. But I’m aware of no other time management technique that’s half as effective as just facing the way things truly are.

He found Jack well into his dinner and sat down beside him. 'Will I confess a grave sin?" he asked. 'Do, by all means,' said Jack, looking at him kindly. 'But if you managed to commit a grave sin between the gunroom and here you have a wonderful capacity for evil.

The art of management lies in the capacity to select from the many activities of seemingly comparable significance the one or two or three that provide leverage well beyond the others and concentrate on them.

Nature likes to overinsure itself. Layers of redundancy are the central risk management property of natural systems. We humans have two kidneys (this may even include accountants), extra spare parts, and extra capacity in many, many things (say, lungs, neural system, arterial apparatus), while human design tends to be spare and inversely redundant, so to speak—we have a historical track record of engaging in debt, which is the opposite of redundancy (fifty thousand in extra cash in the bank or, better, under the mattress, is redundancy; owing the bank an equivalent amount, that is, debt, is the opposite of redundancy). Redundancy is ambiguous because it seems like a waste if nothing unusual happens. Except that something unusual happens—usually.

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

The question is not, Does or doesn't public schooling create a public? The question is, What kind of public does it create? A conglomerate of self-indulgent consumers? Angry, soulless, directionless masses? Indifferent, confused citizens? Or a public imbued with confidence, a sense of purpose, a respect for learning, and tolerance? The answer to this question has nothing whatever to do with computers, with testing, with teacher accountability, with class size, and with the other details of managing schools. The right answer depends on two things and two things alone: the existence of shared narratives and the capacity of such narratives to provide an inspired reason for schooling.

Only man will inflict suffering for the sake of suffering. That is the best definition of evil I have been able to formulate. Animals can’t manage that, but humans, with their excruciating, semi-divine capacities, most certainly can.

The first one is could a Wal-Mart-type story still occur in this day and age? My answer is of course it could happen again. Somewhere out there right now there’s someone—probably hundreds of thousands of someones—with good enough ideas to go all the way. It will be done again, over and over, providing that someone wants it badly enough to do what it takes to get there. It’s all a matter of attitude and the capacity to constantly study and question the management of the business.

Just because you have the capacity to do something doesn’t mean you have to do it. Management, organization, speaking and traveling: you must ask not only what fruit they bring to the world, but what fruit they yield on the inside of your life and your heart. I

Logotherapy bases its technique called “paradoxical intention” on the twofold fact that fear brings about that which one is afraid of, and that hyper-intention makes impossible what one wishes. In German I described paradoxical intention as early as 1939.11 In this approach the phobic patient is invited to intend, even if only for a moment, precisely that which he fears. Let me recall a case. A young physician consulted me because of his fear of perspiring. Whenever he expected an outbreak of perspiration, this anticipatory anxiety was enough to precipitate excessive sweating. In order to cut this circle formation I advised the patient, in the event that sweating should recur, to resolve deliberately to show people how much he could sweat. A week later he returned to report that whenever he met anyone who triggered his anticipatory anxiety, he said to himself, “I only sweated out a quart before, but now I’m going to pour at least ten quarts!” The result was that, after suffering from his phobia for four years, he was able, after a single session, to free himself permanently of it within one week. The reader will note that this procedure consists of a reversal of the patient’s attitude, inasmuch as his fear is replaced by a paradoxical wish. By this treatment, the wind is taken out of the sails of the anxiety. Such a procedure, however, must make use of the specifically human capacity for self-detachment inherent in a sense of humor. This basic capacity to detach one from oneself is actualized whenever the logotherapeutic technique called paradoxical intention is applied. At the same time, the patient is enabled to put himself at a distance from his own neurosis. A statement consistent with this is found in Gordon W. Allport’s book, The Individual and His Religion: “The neurotic who learns to laugh at himself may be on the way to self-management, perhaps to cure.”12 Paradoxical intention is the empirical validation and clinical application of Allport’s statement.

Therapy labels as sickness what might otherwise be judged as weak or willful actions; it thus equips the patient to fight (or resign himself to) the disease, instead of irrationally finding fault with himself. Inappropriately extended beyond the consulting room, however, therapeutic morality encourages a permanent suspension of the moral sense. There is a close connection, in turn, between the erosion of moral responsibility and the waning of the capacity for self-help—in the categories used by John R. Seeley, between the elimination of culpability and the elimination of competence. "What says 'you are not guilty' says also 'you cannot help yourself.' " Therapy legitimates deviance as sickness, but it simultaneously pronounces the patient unfit to manage his own life and delivers him into the hands of a specialist.

If you want to manage your emotions better, your brain gives you two options: You can learn to regulate them from the top down or from the bottom up. Knowing the difference between top down and bottom up regulation is central for understanding and treating traumatic stress. Top-down regulation involves strengthening the capacity of the watchtower to monitor your body's sensations. Mindfulness meditation and yoga can help with this. Bottom-up regulation involves recalibrating the autonomic nervous system...we can access the ANS through breath, movement, or touch.

But the subordination must be to the armed vanguard of all the exploited, of all the toilers, i.e., to the proletariat. Measures must be taken at once, overnight, to substitute for the specific methods of "official administration" by state officials the simple functions of "workmen and managers," functions which are already fully within the capacity of the average city dweller and can well be performed for "workmen's wages.

It’s really simple. People what to be where they feel valued and where they have the full capacity to provide value. When people have that, they stay. When they don’t, they leave. Companies that provide this to employees experience retention. Companies that don’t, experience attrition.

I’m saying that mushrooms are very clever at surveying a landscape and taking a long-term view of the health of the population of the descendent organisms that give rise to the forest, that create the debris fields, that feed the fungi, that help the fungi’s own progeny live downstream. They take a very advanced view of ecosystem health and management, trying to increase soil depth, and, by increasing soil depth and the richness of the soil, to increase the carrying capacity of the ecosystem. Higher carrying capacity leads to more biodiversity, more sustainability, more resiliency.

We have been tempted to believe that society has become too complex to be managed by self-rule, that government by an elite group is superior to government for, by, and of the people. But if no one among us is capable of governing himself, then who among us has the capacity to govern someone else?

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

According to the Turnaround paper, which was written by a consultant named Brooke Stafford-Brizard, high-level noncognitive skills like resilience, curiosity, and academic tenacity are very difficult for a child to obtain without first developing a foundation of executive functions, a capacity for 
self-awareness, and relationship skills. And those skills, in turn, stand atop an infrastructure of qualities built in the first years of life, qualities like secure attachment, the ability to manage stress, and self-regulation.

With families, I stopped creating encyclopedias of data about all their issues and began to search instead for the member with the greatest capacity to be a leader as I have defined it. That person generally turned out to be the one who could express himself or herself with the least amount of blaming and the one who had the greatest capacity to take responsibility for his or her own emotional being and destiny. I began to coach the “leader” alone, letting the rest of the family drop out and stay home. I stopped trying to get people to “communicate” or find better ways of managing their issues. Instead, I began to concentrate on helping the leader to become better defined and to learn how to deal adroitly with the sabotage that almost invariably followed any success in this endeavor. Soon I found that the rest of the family was “in therapy” whether or not they came into my office.

In fact, in an agile project, technical excellence is measured by both capacity to deliver customer value today and create an adaptable product for tomorrow.

At its best, leadership development is not an “event.” It’s a capacity-building endeavor. It’s a process of human growth and development.

Management has no power. Management has only responsibility.” I

still do some art. Not in the same capacity, but I manage Daisy’s social media, and I create and edit all the videos for her accounts and digitally master the photos.

The few relationships I did have were enmeshed; I took responsibility for others’ problems, tried to manage their emotions for them, and lacked any capacity to say “no” to unreasonable requests.

• A dynamic relationship exists between physical, emotional, mental and spiritual energy. • Changes in any one dimension of energy affect all dimensions. 22. Energy capacities follow developmental lines. • First level of development is physical. • Second level of development is emotional/social. • Third level of development is cognitive/mental. • Fourth level of development is moral/spiritual.

But what stands out in Japanese history, as well as in today’s Japanese management behavior, is the capacity for making 180-degree turns—that is, for reaching radical and highly controversial decisions.

Her capacity for forgiveness—which had obviously been a precondition for being with someone like Harry—was almost limitless. Almost. But obviously he had managed to find that limit. And then crossed it.

Of a techno-human culture that wants to be more than a successful barbarism, two things above all are required: psychological cultural formation and the cultural capacity for translation. Mathematicians must become poets, cyberneticists must become philosophers of religion, doctors must become composers, computer scientists must become shamans. Was humanity ever something other than the art of managing transitions?

the despair displayed by young children on loss of their mother is a normal response to frustration of their absolute need for her presence ... children usually manage to survive, it is true, but at the cost of developing a defensive attitude to emotional detachment, and by becoming self-absorbed and self-reliant to an unusual degree. Typically, they are left with lasting doubts about their capacity to elicit care and affection.

Its little wonder anxiety, depression and other mental illness is at such a high point at this time in the world; people have little control over the mental capacities, of their thoughts, perceptions, feelings and emotions. People never get a moments silence from the constant bombardment and when they do they don’t know how to manage their thoughts so the endless barrage of noise simply continues giving them no time or space for clarity.

The art of management,” Grove wrote, “lies in the capacity to select from the many activities of seemingly comparable significance the one or two or three that provide leverage well beyond the others and concentrate on them.

The promise of happiness through consumption can make us chase after experiences or objects that deplete us even though they are pleasurable, closing of our capacity to be affected otherwise. in a different way, social media trains its subjects into perpetual performance of an online identity, and the anxious management of our profiles closes us of from other forms of connection. rigid radicalism induces a hypervigilant search for mistakes and flaws, stifling the capacity for experimentation. none of these modes of subjection dictate how exactly subjects will behave; instead they generate tendencies or attractor points which pull subjects into predictable, stultifying orbits. resisting or transforming these systems is never straightforward, because it means resisting and transforming one’s own habits and desires. it means surprising both the structure and oneself with something unexpected, new, and enabling.

Still, humans have a wonderful capacity to believe in contradictions. So it should not come as a surprise that millions of pious Christians, Muslims and Jews manage to believe at one and the same time in an omnipotent God and an independent Devil. Countless

At his age, it can be overwhelming and painful to harbor a thought accompanied by too much nostalgia. Not that he wanted to. Mabel, in her final years, had stopped listening to music. The songs of her teenage years brought her back to people and feelings of that time - people she could never see again and sensations that were no longer coming. It was too much for her. There are people who can manage such things. There are those of us who can no longer walk, but can close our eyes and remember a summer hike through a field, or the feeling of cool grass beneath our feet, and smile. Who still have the courage to embrace the past, and give it life and a voice in the present. But Mabel was not one of those people. Maybe she lacked that very form of courage. Or maybe her humanity was so complete, so expansive, that she would be crushed by her capacity to imagine the love that was gone.

One thing I learned there on that beautiful front porch was if I wanted to be successful, if I wanted to do important work one day, I would have to increase my capacity. I had to learn to manage disappointment. I needed to learn how to make the most out of those “opportunities” Chip seemed to keep finding.

it’s misguided to assume that just because his son could handle himself well in one moment, he’d always be able to do so. And that when his son didn’t manage his feelings and behaviors, it wasn’t evidence that he was spoiled and needed stricter discipline. Rather, he needed understanding and help, and through emotional connection and setting limits, the father could increase and expand his son’s capacity. The truth is that for all of us, our capacity fluctuates given our state of mind and state of body, and these states are influenced by so many factors—especially in the case of a developing brain in a developing child.

Whether we can somehow listen in on tree talk is a subject that was recently addressed in the specialized literature. Korean scientists have been tracking older women as they walk through forests and urban areas. The result? When the women were walking in the forest, their blood pressure, their lung capacity, and the elasticity of their arteries improved, whereas an excursion into town showed none of these changes. It's possible that phytoncides have a beneficial effect on our immune systems as well as the trees' health, because they kill germs. Personally, however, I think the swirling cocktail of tree talk is the reason we enjoy being out in the forest so much. At least when we are out in undisturbed forests. Walkers who visit one of the ancient deciduous preserves in the forest I manage always report that their heart feels lighter and they feel right at home. If they walk instead through coniferous forests, which in Central Europe are mostly planted and are, therefore, more fragile, artificial places, they don't experience such feelings. Possibly it's because in ancient beech forests, fewer "alarm calls" go out, and therefore, most messages exchanged between trees are contented ones, and these messages reach our brains as well, via our noses. I am convinced that we intuitively register the forest's health.

In short, twenty centuries of "progress" have brought the average citizen a vote, a national anthem, a Ford, a bank account, and a high opinion of himself, but not the capacity to live in high density without befouling and denuding his environment, nor a conviction that such capacity, rather than such density, is the true test of whether he is civilized.

In successful transformations, the president, division general manager, or department head plus another five, fifteen, or fifty people with a commitment to improved performance pull together as a team. This group rarely includes all of the most senior people because some of them just won’t buy in, at least at first. But in the most successful cases, the coalition is always powerful—in terms of formal titles, information and expertise, reputations and relationships, and the capacity for leadership. Individuals alone, no matter how competent or charismatic, never have all the assets needed to overcome tradition and inertia except in very small organizations. Weak committees are usually even less effective.

In [Bloom's] having managed to sustain his curiosity about the people and the world around him after thirty-eight years of familiarity and routine that ought to have dulled and dampened it; and above all in the abiding capacity for empathy, for moral imagination, that is the fruit of an observant curiosity like Bloom’s, I found, as if codified, a personal definition of heroism. Ulysses struck me, most of all, as a book of life; every sentence, even those that laid bare the doubt, despair, shame, or vanity of its characters, seemed to have been calibrated to assert, in keeping with the project of the work as a whole, the singularity and worth of even the most humdrum and throwaway of human days." Michael Chabon

My main problem was that I'd started to allow my capacity for self-flagellation and destructiveness to dictate what happened to me onstage. When it comes to your career, you must always try and allow the positive aspects of your character to dictate what happens to you. Be led by your talent, not by your self-loathing; those other things you just have to manage.

parents are the most important influences on children, and that the best way to curb misbehavior is to insist on standards of decency. If we cannot persuade our children that they have the capacity to manage their lives and that the world is worth living in—and then work to create a world in which this is true—medical treatments will expand endlessly but will not be able to help us.

While men are limited from childhood in the range of emotion they are expected to have the capacity of feeling, they are paradoxically given more space to be unfiltered in public. Women, treated like emotional thermostats whether they like it or not, not only must constantly manage their own feelings but they are also held responsible for the feelings of others. When women are told to "smile" by a stranger on the street, they are being reminded of this through harassment. When women going about their business are accused of having "resting bitch face," they are being reminded of their expected constant enthusiastic performance for the benefit of the world. A man not smiling while going about a task is never told he has "resting dick face." He's likely treated as busy and important, if his expression is noted at all.

Daisuke was the sort of man who, once he was disturbed by something, no matter what, could not let go of it until he had pursued it to the utmost. Moreover, having the capacity to assess the folly of any given obsession, he was forced to be doubly conscious of it. Three of four years ago he had tackled the question of the process whereby his waking mind entered the realm of dreams. At night, when he had gotten under the covers and begun to doze off nicely, he would immediately think, this is it, this is how I fall asleep. No sooner had he thought of this than he was wide awake. When he had managed to doze off again, he would immediately think, here it is. Night after night, he was plagued by his curiosity and would repeat the same procedure two or three times. In the end, he became disgusted in spite of himself. He wanted somehow to escape his agony. Moreover, he was thoroughly impressed by the extent of his folly. To appeal to his conscious mind in order to apprehend his unconscious, and to try to recollect both at the same time was, as James had put it, analogous to lighting a candle to examine the dark, or stopping a top in order to study is movements; at that rate, it stood to reason that he would never again be able to sleep. He knew all this, but when night came, he still thought, now...

If the mother managed to pass the child’s unconscious test by enduring the aggressive attacks without withdrawing her love in revenge, the child has to accept that she belongs to an external world. If the mother’s love is lasting, the child can develop a sense of confidence in the provision of his or her needs and a capacity to be alone. The child can go on pursue his or her own personal life without the fear of being abandoned because the child possesses the confidence that his or her needs will be met because he or she is of unique value to the mother. The same pattern then applies to adult life where an individual is able to trust himself or herself because he or she believes they are of unique value to other individuals. In becoming sure of the mother’s love, young children come to trust themselves, which makes it possible for them to be alone without anxiety.

With each new stage of life, we outgrow the strategies that worked for us at an earlier stage. We find ourselves in an environment that pelts us with more challenges than our current self can manage. If we don't grow bigger, we can become bitter. When our problems become too big for us, our healthiest response is to expand our capacities. That growth is qualitative. We become deeper, kinder to ourselves and others, and more capable of bliss.

Using humor in the face of failure can help us manage our emotions so we can learn from our mistakes and bounce back quickly, decreasing the transition time from one failure to the next attempt. As leadership expert Dana Bilky Asher writes: “We cannot lead if we cannot learn. And yet, our capacity to take in and process new information—to generate new insights and true growth—shuts down in response to the fear of letting people down. Laughter opens us up again.

They emit too many greenhouse gases. Well-managed cattle can be a net carbon sink, but even in a system where there are slight emissions, the nutritional gains and the added environmental benefits of cattle (increased biodiversity, better water-holding capacity, breaking down nonnutritive foods and converting them into a nutrient-rich source of protein and fats) far outweigh the 2 percent global emissions, especially compared to other less nutritious yet higher-emission-producing foods like rice.

All of these experiences have reinforced our idea that procrastination is not primarily a time management problem or a moral failing but a complex psychological issue. At its core, problem procrastination is a problem with one’s relationship to oneself, reflecting a shaky sense of self-esteem. In our first book, we called it a problem of self-worth. Now we emphasize that self-worth is rooted in the capacity for acceptance, which includes acceptance of our biology, our history, our circumstances, and our many human limits.

My ten years of bank experience should be of interest to a rapidly growing bank like yours. In various capacities in bank operations with the Bankers Trust Company in New York, leading to my present assignment as Branch Manager, I have acquired skills in all phases of banking including depositor relations, credits, loans and administration. I will be relocating to Phoenix in May and I am sure I can contribute to your growth and profit. I will be in Phoenix the week of April 3 and would appreciate the opportunity to show you how I can help your bank meet its goals.

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.

We do not have to cure every neurosis, we just have to learn how not to be caught by them. This is a difficult process because of how restricted our capacities for attention usually are. We do not suspend our judgments easily, nor do we generally have access to our childhood capacity for curiosity and exploration. Our attentional resources are hijacked early in our lives by our need to manage the intrusive or ignoring familial environments in which we are immersed. As a result, many of us end up in unreal states, stuck in our heads, unaware of our bodies, and unaware of being unaware.

Dear Sir: My ten years of bank experience should be of interest to a rapidly growing bank like yours. In various capacities in bank operations with the Bankers Trust Company in New York, leading to my present assignment as Branch Manager, I have acquired skills in all phases of banking including depositor relations, credits, loans and administration. I will be relocating to Phoenix in May and I am sure I can contribute to your growth and profit. I will be in Phoenix the week of April 3 and would appreciate the opportunity to show you how I can help your bank meet its goals. Sincerely, Barbara L. Anderson

Health professionals have a formal classification system for the level of function a person has. If you cannot, without assistance, use the toilet, eat, dress, bathe, groom, get out of bed, get out of a chair, and walk—the eight “Activities of Daily Living”—then you lack the capacity for basic physical independence. If you cannot shop for yourself, prepare your own food, maintain your housekeeping, do your laundry, manage your medications, make phone calls, travel on your own, and handle your finances—the eight “Independent Activities of Daily Living”—then you lack the capacity to live safely on your own.

If you’re going to make an error in life, err on the side of overestimating your capabilities (obviously, as long as it doesn’t jeopardize your life). By the way, this is something that’s hard to do, since the human capacity is so much greater than most of us would ever dream. In fact, many studies have focused on the differences between people who are depressed and people who are extremely optimistic. After attempting to learn a new skill, the pessimists are always more accurate about how they did, while the optimists see their behavior as being more effective than it actually was. Yet this unrealistic evaluation of their own performance is the secret of their future success. Invariably the optimists eventually end up mastering the skill while the pessimists fail. Why? Optimists are those who, despite having no references for success, or even references of failure, manage to ignore those references, leaving unassembled such cognitive tabletops as “I failed” or “I can’t succeed.” Instead, optimists produce faith references, summoning forth their imagination to picture themselves doing something different next time and succeeding. It is this special ability, this unique focus, which allows them to persist until eventually they gain the distinctions that put them over the top. The reason success eludes most people is that they have insufficient references of succeeding in the past. But an optimist operates with beliefs such as, “The past doesn’t equal the future.” All great leaders, all people who have achieved success in any area of life, know the power of continuously pursuing their vision, even if all the details of how to achieve it aren’t yet available. If you develop the absolute sense of certainty that powerful beliefs provide, then you can get yourself to accomplish virtually anything, including those things that other people are certain are impossible.

The most obvious examples of pathological problems are: uncontrollable negative cash flow, continuous emigration of key human resources away from the organization, unresolved quality problems, rapidly declining market share, and tremendous drops in the company’s capacity to raise financial resources. Organizations with those problems can’t afford therapy because therapy takes time, and time is a resource those organizations do not have. Instead of an organizational therapist, the board should hire an organizational turnaround specialist who can temporarily take on the chief executive officer’s role, and perform whatever “surgery” is necessary.

There are people who claim to love humanity, while others object that we can love only in the singular, that is, only individuals. I agree and add that what goes for love also goes for hate. Man, this being pining for equilibrium, balances the weight of the evil piled on his back with the weight of his hatred. But try directing your hatred at mere abstract principles, at injustice, fanaticism, cruelty, or, if you've managed to find the human principle itself hateful, then try hating mankind! Such hatreds are beyond human capacity, and so man, if he wishes to relieve his anger (aware as he is of its limited power) concentrates it on a single individual.

Yeah, in my opinion the heart of the problem is Marxism-Leninism itself―the very idea that a "vanguard party" can, or has any right to, or has any capacity to lead the stupid masses towards some future they're too dumb to understand for themselves. I think what it's going to lead them towards is "I rule you with a whip." Institutions of domination have a nice way of reproducing themselves―I think that's kind of like an obvious sociological truism. And actually, if you look back, that was in fact Bakunin's prediction half a century before―he said this was exactly what was going to happen. I mean, Bakunin was talking about the people around Marx, this was before Lenin was born, but his prediction was that the nature of the intelligentsia as a formation in modern industrial society is that they are going to try to become the social managers. Now, they're not going to become the social managers because they own capital, and they're not going to become the social managers because they've got a lot of guns. They are going to become the social managers because they can control, organize, and direct what's called "knowledge"―they have the skills to process information, and to mobilize support for decision-making, and so on and so forth. And Bakunin predicted that these people would fall into two categories. On the one hand, there would be the "left" intellectuals, who would try to rise to power on the backs of mass popular movements, and if they could gain power, they would then beat the people into submission and try to control them. On the other hand, if they found that they couldn't get power that way themselves, they would become the servants of what we would nowadays call "state-capitalism," though Bakunin didn't use the term. And either of these two categories of intellectuals, he said, would be "beating the people with the people's stick"―that is, they'd be presenting themselves as representatives of the people, so they'd be holding the people's stick, but they would be beating the people with it.

Humans have a wonderful capacity to believe in contradictions. So it should not come as a surprise that millions of pious Christians, Muslims and Jews manage to believe at one and the same time in an omnipotent God and an independent Devil. Countless Christians, Muslims and Jews have gone so far as to imagine that the good God even needs our help in its struggle against the Devil, which inspired among other things the call for jihads and crusades. Belief in heaven (the realm of the good god) and hell (the realm of the evil god) was also dualist in origin. There is no trace of this belief in the Old Testament, which also never claims that the souls of people continue to live after the death of the body.

Language is a social energy, and our capacity for articulate speech is the key factor that makes us different from other species. We are not as fast as cheetahs – or even as horses. Nor are we as strong as bulls or as adaptable as bacteria. But our brains are equipped with the facility to produce and process speech, and we are capable of abstract thought. A bee may dance to show other bees the location of a source of food, a green monkey may deliver sophisticated vocal signals, and a sparrow may manage as many as thirteen different types of song, but an animal's system of communication has a limited repertoire; ours, on the other hand, is 'open', and its mechanisms permit a potentially infinite variety of utterances.

Consciousness is not the product of a special network that enables all of our mental events to be conscious. Instead, each mental event is managed by brain modules that possess the capacity to make us conscious of the results of their processing. The results bubble up from various modules like bubbles in a boiling pot of water. Bubble after bubble, each the end result of a module’s or a group of modules’ processing, pops up and bursts forth for a moment, only to be replaced by others in a constant dynamic motion. Those single bursts of processing parade one after another, seamlessly linked by time. (This metaphor is limited to bubbles roiling up at a rate of twelve frames a second or faster; or consider a cartoon flip book, where the faster we snap the pages, the more continuous the movements of the characters appear.)

A final word for you—the anxious reader. There is no one for whom attachment theory has more to offer than men and women with an anxious attachment style. Although you suffer the consequences of a bad match and an activated attachment system more intensely, you also stand to gain the most from understanding how the attachment system works, which relationships have the capacity to make you happy, and which situations can make you a nervous wreck. We have witnessed people who have managed to walk away from loneliness to find the companionship they longed for, using the principles outlined in this chapter. We’ve also witnessed people who have been in long-term relationships that brought out the worst in them, but understanding and utilizing attachment principles marked the beginning of a new phase of their relationship—a more secure phase.

The twentieth-century mystic Thomas Merton wrote, “There can be an intense egoism in following everybody else. People are in a hurry to magnify themselves by imitating what is popular—and too lazy to think of anything better. Hurry ruins saints as well as artists. They want quick success, and they are in such a haste to get it that they cannot take time to be true to themselves. And when the madness is upon them, they argue that their very haste is a species of integrity.”20 Merton elegantly articulates how the pressure of the create-on-demand world can cause us to look sideways at our peers and competitors instead of looking ahead. The process of discovering and refining your voice takes time. Unnecessary Creation grants you the space to discover your unique aptitudes and passions through a process of trial, error, and play that won’t often be afforded to you otherwise. Initiating a project with no parameters and no expectations from others also forces you to stay self-aware while learning to listen to and follow your intuition. Both of these are crucial skills for discovering your voice. It’s completely understandable if you’re thinking, “But wait—I hardly have time to breathe, and now you want me to cram something else into my schedule, just for my own enjoyment?” It’s true that every decision about where we spend our time has an opportunity cost, and dedicating time to Unnecessary Creation seems like a remarkably inefficient choice. In truth, it is inefficient. Consider, however, the opportunity cost of spending your life only on pragmatics. You dedicate your time to pleasing everyone else and delivering on their expectations, but you never get around to discovering your deeper aptitudes and creative capacities. Nothing is worth that.

The Polyvagal Theory is particularly useful to help us understand the Connection Survival Style. When there is early trauma, the older dorsal vagal defensive strategies of immobilization dominate, leading to freeze, collapse, and ultimately to dissociation. As a result, the ventral vagus fails to adequately develop and social development is impaired. Consequently, traumatized infants favor freeze and withdrawal over social engagement as a way of managing states of arousal. This pattern has lifelong implications. On the physiological level, since the vagus nerve innervates the larynx, pharynx, heart, lungs, and the enteric nervous system (gut), the impact of early trauma on these organ systems leads to a variety of physical symptoms. On the psychological and behavioral level, the capacity for social engagement is severely compromised, leading to self-isolation and withdrawal from contact with others, as well as to the many psychological symptoms

Our overview of lagging skills is now complete. Of course, that was just a sampling. Here’s a more complete, though hardly exhaustive, list, including those we just reviewed: > Difficulty handling transitions, shifting from one mind-set or task to another > Difficulty doing things in a logical sequence or prescribed order > Difficulty persisting on challenging or tedious tasks > Poor sense of time > Difficulty maintaining focus > Difficulty considering the likely outcomes or consequences of actions (impulsive) > Difficulty considering a range of solutions to a problem > Difficulty expressing concerns, needs, or thoughts in words > Difficulty understanding what is being said > Difficulty managing emotional response to frustration so as to think rationally > Chronic irritability and/or anxiety significantly impede capacity for problem-solving or heighten frustration > Difficulty seeing the “grays”/concrete, literal, black-and-white thinking > Difficulty deviating from rules, routine > Difficulty handling unpredictability, ambiguity, uncertainty, novelty > Difficulty shifting from original idea, plan, or solution > Difficulty taking into account situational factors that would suggest the need to adjust a plan of action > Inflexible, inaccurate interpretations/cognitive distortions or biases (e.g., “Everyone’s out to get me,” “Nobody likes me,” “You always blame me,” “It’s not fair,” “I’m stupid”) > Difficulty attending to or accurately interpreting social cues/poor perception of social nuances > Difficulty starting conversations, entering groups, connecting with people/lacking basic social skills > Difficulty seeking attention in appropriate ways > Difficulty appreciating how his/her behavior is affecting other people > Difficulty empathizing with others, appreciating another person’s perspective or point of view > Difficulty appreciating how s/he is coming across or being perceived by others > Sensory/motor difficulties

Finally, I ask our managers to weigh one other critical factor as they handicap the prospect. Do they believe the candidate has the capacity to become one of the top three performers on our team in his or her job category? If people cannot ever develop into one of our top three cooks, servers, managers, or maître d’s, why would we hire them? How will they help us improve and become champions? It’s pretty easy to spot an overwhelmingly strong candidate or even an underwhelmingly weak candidate. It’s the “whelming” candidate you must avoid at all costs, because that’s the one who can and will do your organization the most long-lasting harm. Overwhelmers earn you raves. Underwhelmers either leave on their own or are terminated. Whelmers, sadly, are like a stubborn stain you can’t get out of the carpet. They infuse an organization and its staff with mediocrity; they’re comfortable, and so they never leave; and, frustratingly, they never do anything that rises to the level of getting them promoted or sinks to the level of getting them fired. And

Urban planning is a scientific, aesthetic and orderly disposition of Land, Resources, Facilities and Services with a view of securing the Physical, Economic and Social Efficiency, Health and well-being of Urban Communities. As over the years the urban population of India has been increasing rapidly, this fast tread urbanization is pressurizing the existing infrastructure leading to a competition over scare resources in the cities. The objective of our organization is to develop effective ideas and inventions so that we could integrate in the development of competitive, compact, sustainable, inclusive and resilient cities in terms of land-use, environment, transportation and services to improve physical, social and economic environment of the cities. Focus Areas:- Built Environment Utilities Public Realm Urban planning and Redevelopment Urban Transport and Mobility Smart City AMRUT Solid Waste Management Master Plans Community Based Planning Architecture and Urban Design Institutional Capacity Building Geographic Information System Riverfront Development Local Area Planning ICT

Knowing one’s emotions. Self-awareness—recognizing a feeling as it happens—is the keystone of emotional intelligence. As we will see in Chapter 4, the ability to monitor feelings from moment to moment is crucial to psychological insight and self-understanding. An inability to notice our true feelings leaves us at their mercy. People with greater certainty about their feelings are better pilots of their lives, having a surer sense of how they really feel about personal decisions from whom to marry to what job to take. 2. Managing emotions. Handling feelings so they are appropriate is an ability that builds on self-awareness. Chapter 5 will examine the capacity to soothe oneself, to shake off rampant anxiety, gloom, or irritability—and the consequences of failure at this basic emotional skill. People who are poor in this ability are constantly battling feelings of distress, while those who excel in it can bounce back far more quickly from life’s setbacks and upsets. 3. Motivating oneself. As Chapter 6 will show, marshaling emotions in the service of a goal is essential for paying attention, for self-motivation and mastery, and for creativity. Emotional self-control—delaying gratification and stifling impulsiveness—underlies accomplishment of every sort. And being able to get into the “flow” state enables outstanding performance of all kinds. People who have this skill tend to be more highly productive and effective in whatever they undertake. 4. Recognizing emotions in others. Empathy, another ability that builds on emotional self-awareness, is the fundamental “people skill.” Chapter 7 will investigate the roots of empathy, the social cost of being emotionally tone-deaf, and the reason empathy kindles altruism. People who are empathic are more attuned to the subtle social signals that indicate what others need or want. This makes them better at callings such as the caring professions, teaching, sales, and management. 5. Handling relationships. The art of relationships is, in large part, skill in managing emotions in others. Chapter 8 looks at social competence and incompetence, and the specific skills involved. These are the abilities that undergird popularity, leadership, and interpersonal effectiveness. People who excel in these skills do well at anything that relies on interacting smoothly with others; they are social stars.

The violence exercised in the service of human commodification relied on a scientific empiricism always seeking to find the limits of human capacity for suffering, that point where material and social poverty threatened to consume entirely the lives it was meant to garner for sale in the Americas. In this regard, the economic enterprise of human trafficking marked a watershed in what would become an enduring project in the modern Western world: probing the limits up to which it is possible to discipline the body without extinguishing the life within. The aim in the case being economic efficiency rather than punishment, this was a regime whose intent was not to torture but rather to manage the depletion of life that resulted from the conditions of saltwater slavery. But for the Africans who were starved, sorted, and warped to make them into saltwater slaves, torture was the result. It takes no great insight to point to the role of violence in the Atlantic slave trade. But to understand what happened to Africans in this system of human trafficking requires us to ask precisely what kind of violence it requires to achieve its end, the transformation of African captives into Atlantic commodities.

In the passion of love, for instance, a cause unknown to the sufferer, but which is doubtless the spring-flood of hereditary instincts accidentally let loose, suddenly checks the young man's gayety, dispels his random curiosity, arrests perhaps his very breath; and when he looks for a cause to explain his suspended faculties, he can find it only in the presence or image of another being, of whose character, possibly, he knows nothing and whose beauty may not be remarkable; yet that image pursues him everywhere, and he is dominated by an unaccustomed tragic earnestness and a new capacity for suffering and joy. If the passion be strong there is no previous interest or duty that will be remembered before it; if it be lasting the whole life may be reorganized by it, it may impose new habits, other manners, and another religion. Yet what is the root of all this idealism? An irrational instinct, normally intermittent, such as all dumb creatures share, which has here managed to dominate a human soul and to enlist all the mental powers in its more or less permanent service, upsetting their usual equilibrium. This madness, however, inspires method; and for the first time, perhaps, in his life, the man has something to live for.

Arian paced the cavern in his mountain in agitation and a wee bit of anxiety. He was shaking off the dragon sleep from the past six hundred years. Not only had it been six centuries since he had been in human form, but there was a war the Dragon Kings were involved in. Con and the others were waiting for him to join in the war. Every King had been woken to take part. After all the wars they had been involved in, Arian wasn’t happy to be woken to join another. Because of Ulrik. The banished and disgraced Dragon King hadn’t just made a nuisance of himself, but he somehow managed to get his magic returned. Which meant the Kings needed to put extra magic into keeping the four silver dragons sleeping undisturbed deep within the mountain. They were Ulrik’s dragons, and he would want to wake them soon. But it wasn’t just Ulrik that was causing mischief. The Dark Fae were as well. It infuriated Arian that they were once more fighting the Dark. Hadn’t the Fae Wars killed enough Fae and dragons? Then again, as a Dragon King as old as time itself, they were targets for others who wanted to defeat them. For Ulrik, he just wanted revenge. Arian hated him for it, but he could understand. Mostly because Arian had briefly joined Ulrik in his quest to rid the realm of humans. Thoughts of Ulrik were pushed aside as Arian found himself thinking about why he had taken to his mountain. When he came here six hundred years earlier, it was to remain there for many thousands of years. The Dragon Kings sought their mountains for many reasons. Some were just tired of dealing with mortals, but others had something they wished to forget for a while. Arian was one of the latter. There were many things he did in his past when the King of Kings, Constantine, asked. Not all of them Arian was proud of. The one that sent him to his mountain still preyed upon him. He didn’t remember her name, but he remembered her tears. Because of the spell to prevent any of the Dragon Kings from falling in love with mortals, Arian had easily walked away from the female. Six centuries later, he could still hear her begging him to stay with her, still see the tears coursing down her face. Though he hadn’t felt anything, it bothered him that he had so easily walked away. Because Con had demanded it. Loyalty—above all else. The Dragon Kings were his family, and Dreagan his home. There was never any question if he were needed that Arian would do whatever it took to help his brethren in any capacity asked of him.

I think that's quite true. and in fact the people who understand this the best are those who are carrying out the control and domination in the more free societies. like the U.S. and England, where popular struggles have have won a lot of freedoms over the years and the state has limited capacity to coerce. It is very striking that it's precisely in those societies that elite groups—the business world, state managers and so on—recognized early on that they are going to have to develop massive methods of control of attitude and opinion, because you cannot control people by force anymore and therefore you have to modify their consciousness so that they don't perceive that they are living under conditions of alienation, oppression, subordination and so on. In fact, that's what probably a couple trillion dollars are spent on each year in the U.S., very self-consciously, from the framing of television advertisements for two-year olds to what you are taught in graduate school economics programs. It's designed to create a consciousness of subordination and it's also intended specifically and pretty consciously to suppress normal human emotions. Normal human emotions are sympathy and solidarity, not just for people but for stranded dolphins. It's just a normal reaction for people. If you go back to the classical political economists, people like Adam Smith, this was just taken for granted as the core of human nature and society. One of the main concentrations of advertising and education is to drive that out of your mind. And it's very conscious. In fact, it's conscious in social policy right in front of our eyes today. Take the effort to destroy Social Security. Well, what's the point of that? There's a lot of scam about financial problems, which is all total nonsense. And, of course, they want Wall Street to make a killing. Underlying it all is something much deeper. Social Security is based on a human emotion and it's a natural human emotion which has to be driven out of people minds, namely the emotion that you care about other people. You care. It's a social and community responsibility to care whether a disabled widow across town has enough food to eat, or whether a kid across the street can go to school. You have to get that out of people's heads. You have to make them say, "Look, you are a personal, rational wealth maximizer. If that disabled widow didn't prepare for her own future, it's her problem not your problem. It's not your fault she doesn't have enough to eat so why should you care?

We have to find a way to push them together,” Minerva said. “You know perfectly well that if Oliver marries, Gran will forget this ridiculous idea of hers about the rest of us marrying. She just wants him to produce an heir” Hetty’s eyebrows shot high. Her granddaughter had a big surprise coming down the road. “And you’re willing to throw him under the wheels of the coach to save yourself, is that it?” Jarret quipped. “No!” Her voice softened. “You and I both know he needs someone to drag him out of himself. Or he’s just going to get scarier as he gets older.” She paused. “Did you tell him about Miss Butterfield’s being an heiress?” That certainly arrested Hetty’s attention. She hadn’t dreamed that the girl had money. “Yes, but I fear that might have been a mistake-when I suggested that he marry her for her fortune, he got angry.” Of course he got angry, you fool, Hetty thought with a roll of her eyes. Honestly, did her grandson know nothing about his brother? “For goodness sake, Jarret, you weren’t supposed to suggest that. You were supposed to get him concerned that she might fall prey to fortune hunters.” At least Minerva had a brain. “Damn,” Jarret said. “Then I probably shouldn’t have exaggerated the amount.” “Oh, Lord.” Minerva sighed. “By how much?” “I kind of…tripled it.” Minerva released an unladylike oath. “Why did you do that? Now he won’t go near her. Haven’t you noticed how much he hates talk of marrying for money?” “Men say things like that, but in the end they’re practical.” “Not Oliver! You’ve just ruined everything!” “Don’t be so dramatic,” Jarret said. “Besides, I have a plan-I laid the seeds for it before I even left Oliver’s study. Come, let’s go talk to the others. It will take all of us working together.” His voice receded as the two of them apparently left the room. “If we merely…” Hetty strained to hear, but she lost the thread of the conversation. Not that it mattered. A smile tugged at her mouth. It appeared she would not have to carry off this match alone. All she need do was sit back and watch Jarret work on Oliver. In the meantime, she would let Minerva go on thinking that finding Oliver a wife would solve their dilemma. That would spur the girl to try harder. In the end, it didn’t matter why or how they managed it, as long as they did. Thank God her grandchildren had inherited her capacity for scheming. It made her proud. So Oliver thought he was going to get around her this time, did he? Well, he was in for a shock. This time he had more than just her to worry about. And with every one of the Sharpe children on Miss Butterfield’s side? She laughed. Poor Oliver didn’t stand a chance.

My Future Self My future self and I become closer and closer as time goes by. I must admit that I neglected and ignored her until she punched me in the gut, grabbed me by the hair and turned my butt around to introduce herself. Well, at least that’s what it felt like every time I left the convalescent hospital after doing skills training for a certification I needed to help me start my residential care business. I was going to be providing specialized, 24/7 residential care and supervising direct care staff for non-verbal, non-ambulatory adult men in diapers! I ran to the Red Cross and took the certified nurse assistant class so I would at least know something about the job I would soon be hiring people to do and to make sure my clients received the best care. The training facility was a Medicaid hospital. I would drive home in tears after seeing what happens when people are not able to afford long-term medical care and the government has to provide that care. But it was seeing all the “young” patients that brought me to tears. And I had thought that only the elderly lived like this in convalescent hospitals…. I am fortunate to have good health but this experience showed me that there is the unexpected. So I drove home each day in tears, promising God out loud, over and over again, that I would take care of my health and take care of my finances. That is how I met my future self. She was like, don’t let this be us girlfriend and stop crying! But, according to studies, we humans have a hard time empathizing with our future selves. Could you even imagine your 30 or 40 year old self when you were in elementary or even high school? It’s like picturing a stranger. This difficulty explains why some people tend to favor short-term or immediate gratification over long-term planning and savings. Take time to picture the life you want to live in 5 years, 10 years, and 40 years, and create an emotional connection to your future self. Visualize the things you enjoy doing now, and think of retirement saving and planning as a way to continue doing those things and even more. However, research shows that people who interacted with their future selves were more willing to improve savings. Just hit me over the head, why don’t you! I do understand that some people can’t even pay attention or aren’t even interested in putting money away for their financial future because they have so much going on and so little to work with that they feel like they can’t even listen to or have a conversation about money. But there are things you’re doing that are not helping your financial position and could be trouble. You could be moving in the wrong direction. The goal is to get out of debt, increase your collateral capacity, use your own money in the most efficient manner and make financial decisions that will move you forward instead of backwards. Also make sure you are getting answers specific to your financial situation instead of blindly guessing! Contact us. We will be happy to help!

Most people don’t know how to starve,” said Ezra. Silence. “I guess that’s a weird thing to say, but it’s true. It’s something you learn. People think they have to be born one way, with resilience built in or some incapacity to burn or whatever. Either you are or you aren’t, that sort of thing. Like some people naturally want things and others want nothing, but it’s not true. You can be taught to want. You can be taught to crave. And you can also learn to starve.” Silence. “The issue is when you eventually get fed,” Ezra continued. “You’ve heard about the stomach pains and shit when vegetarians eat meat for the first time? It feels like dying. Prosperity is anguish. And of course the body adjusts, doesn’t it? But the mind doesn’t. You can’t erase history. You can’t just excise the wanting, and worse—you forget the pain. Eventually you grow accustomed to excess and can’t go back, because all you remember are the aches of starvation, which you took so long to learn. How to give yourself only as much as you need to continue—that’s a lesson. For some people it’s lifelong, for others it’s developmental if they’re lucky and then eventually it fades. But you never really forget it, how to starve. How to watch others with envy. How to silence the ache in your soul. Starvation is dormancy, isn’t it? The mind still hungers even when the body adjusts. There’s tension, always. Survival only requires so much but existence, completion, that becomes insatiable. The longer you starve the more haunting the ghost of starvation. After you’ve learned to starve, when someone finally gives you something, you become a hoarder. You hoard. And technically that’s the same as having, but it isn’t, not really. Starvation continues. You still want, and wanting is the hard part. You can learn to starve but you can’t learn to have. Nobody can. It’s the flaw in being mortal. “ Silence. “Being magic is even worse,” said Ezra. “Your body doesn’t want to die, it has too much inside it. So you want more powerfully. You starve more quickly. Your capacity to have nothing is abysmal, cataclysmic. There isn’t a medeian on earth capable of casting themselves down into ordinariness, much less to dust. We’re all starving, but not everyone is doing it correctly. Some people are taking too much, making themselves sick, and it kills them. The excess is poison; even food is a poison to someone who’s been deprived. Everything has the capacity to turn toxic. It’s so fucking easy to die, so the ones who make themselves something are the same ones who learn to starve correctly. They take in small amounts, in survivable doses. We’re immunizing ourselves to something— against something. Everything we manage to have successfully becomes a vaccine over time, but the illness is always much larger. We’re still naturally susceptible. We fight it, trying to starve well or starve cleverly, but it comes for us eventually. We all have different reasons for wanting, but inevitably it comes. “What does?” asked Atlas. Ezra smiled, closing his eyes to the sun. “Power,” he said. “A little at a time until we break.

The problem that ought to concern us first is the fairly recent dismantling of our old understanding and acceptance of human limits. For a long time we knew that we were not, and could never be, “as gods.” We knew, or retained the capacity to learn, that our intelligence could get us into trouble that it could not get us out of. We were intelligent enough to know that our intelligence, like our world, is limited. We seem to have known and feared the possibility of irreparable damage. But beginning in science and engineering, and continuing, by imitation, into other disciplines, we have progressed to the belief that humans are intelligent enough, or soon will be, to transcend all limits and to forestall or correct all bad results of the misuse of intelligence. Upon this belief rests the further belief that we can have “economic growth” without limit. Economy in its original—and, I think, its proper—sense refers to household management. By extension, it refers to the husbanding of all the goods by which we live. An authentic economy, if we had one, would define and make, on the terms of thrift and affection, our connections to nature and to one another. Our present industrial system also makes those connections, but by pillage and indifference. Most economists think of this arrangement as “the economy.” Their columns and articles rarely if ever mention the land-communities and land-use economies. They never ask, in their professional oblivion, why we are willing to do permanent ecological and cultural damage “to strengthen the economy.

language . . . what exactly was it, and how did it happen? Celeste shrugged. “Some people think it was just business as usual—mutation, adaptation, selection, mutation, adaptation, selection, a slow continuity kind of thing, for hundreds of thousands of years. But other people think it happened incredibly fast, within about forty thousand years. And that this capacity that made it possible—this built-in capacity for the operation that lets us merge expressible things into other expressible things to make more and more complex expressible things—appeared in an instant! Which makes complete sense, even though it could not be more bizarre. One tiny molecular irregularity in one tiny fetus, in a very small population of humans somewhere in Africa! One instant! A universe-altering mutation!” “But what about . . . ,” he began, but ran aground. “What about the other stuff? The stuff we can’t manage to think?” “Yeah,” he said. “Or . . . well, I mean, yeah.” “Uh-huh, that’s a problem. Actually, Friedlander was pretty interested in that. In his opinion, language developed as a way for us to deceive ourselves into believing that we understand things, so then we can just go ahead and do stuff that’s more ruthless than what any other animal does. According to him, we can formulate like a fraction of what’s inside our heads and that what’s inside our heads is mostly . . . drainage, basically, sloshing around, that doesn’t have too much to do with what’s actually out there . . .” They looked at each other, and vague shapes, like amoebas, rose, morphed, blended, and faded between them. “But at least it’s all ours,” she said. “It’s the main unique thing we’ve got. It’s our gift.

Yet the deepest and most enduring forms of cultural change nearly always occurs from the “top down.” In other words, the work of world-making and world-changing are, by and large, the work of elites: gatekeepers who provide creative direction and management within spheres of social life. Even where the impetus for change draws from popular agitation, it does not gain traction until it is embraced and propagated by elites. The reason for this, as I have said, is that culture is about how societies define reality—what is good, bad, right, wrong, real, unreal, important, unimportant, and so on. This capacity is not evenly distributed in a society, but is concentrated in certain institutions and among certain leadership groups who have a lopsided access to the means of cultural production. These elites operate in well-developed networks and powerful institutions. Over time, cultural innovation is translated and diffused. Deep-rooted cultural change tends to begin with those whose work is most conceptual and invisible and it moves through to those whose work is most concrete and visible. In a very crude formulation, the process begins with theorists who generate ideas and knowledge; moves to researchers who explore, revise, expand, and validate ideas; moves on to teachers and educators who pass those ideas on to others, then passes on to popularizers who simplify ideas and practitioners who apply those ideas. All of this, of course, transpires through networks and structures of cultural production. Cultural change is most enduring when it penetrates the structure of our imagination, frameworks of knowledge and discussion, the perception of everyday reality. This rarely if ever happens through grassroots political mobilization though grassroots mobilization can be a manifestation of deeper cultural transformation.

Collateral Capacity or Net Worth? If young Bill Gates had knocked on your door asking you to invest $10,000 in his new company, Microsoft, could you get your hands on the money? Collateral capacity is access to capital. Your net worth is irrelevant if you can’t access any of the money. Collateral capacity is my favorite wealth concept. It’s almost like having a Golden Goose! Collateral can help a borrower secure loans. It gives the lender the assurance that if the borrower defaults on the loan, the lender can repossess the collateral. For example, car loans are secured by cars, and mortgages are secured by homes. Your collateral capacity helps you to avoid or minimize unnecessary wealth transfers where possible, and accumulate an increasing pool of capital providing accessibility, control and uninterrupted compounding. It is the amount of money that you can access through collateralizing a loan against your money, allowing your money to continue earning interest and working for you. It’s very important to understand that accessibility, control and uninterrupted compounding are the key components of collateral capacity. It’s one thing to look good on paper, but when times get tough, assets that you can’t touch or can’t convert easily to cash, will do you little good. Three things affect your collateral capacity: ① The first is contributions into savings and investment accounts that you can access. It would be wise to keep feeding your Golden Goose. Often the lure of higher return potential also brings with it lack of liquidity. Make sure you maintain a good balance between long-term accounts and accounts that provide immediate liquidity and access. ② Second is the growth on the money from interest earned on the money you have in your account. Some assets earn compound interest and grow every year. Others either appreciate or depreciate. Some accounts could be worth a great deal but you have to sell or close them to access the money. That would be like killing your Golden Goose. Having access to money to make it through downtimes is an important factor in sustaining long-term growth. ③ Third is the reduction of any liens you may have against these accounts. As you pay off liens against your collateral positions, your collateral capacity will increase allowing you to access more capital in the future. The goose never quit laying golden eggs – uninterrupted compounding. Years ago, shortly after starting my first business, I laughed at a banker that told me I needed at least $25,000 in my business account in order to borrow $10,000. My business owner friends thought that was ridiculously funny too. We didn’t understand collateral capacity and quite a few other things about money.