Communication In Organizations Quotes

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When we change the way we communicate, we change society
Clay Shirky (Here Comes Everybody: The Power of Organizing Without Organizations)
An organism that is too greedy and takes too much without giving anything in return destroys what it needs for life.
Peter Wohlleben (The Hidden Life of Trees: What They Feel, How They Communicate: Discoveries from a Secret World)
But depression wasn't the word. This was a plunge encompassing sorrow and revulsion far beyond the personal: a sick, drenching nausea at all humanity and human endeavor from the dawn of time. The writhing loathsomeness of the biological order. Old age, sickness, death. No escape for anyone. Even the beautiful ones were like soft fruit about to spoil. And yet somehow people still kept fucking and breeding and popping out new fodder for the grave, producing more and more new beings to suffer like this was some kind of redemptive, or good, or even somehow morally admirable thing: dragging more innocent creatures into the lose-lose game. Squirming babies and plodding, complacent, hormone-drugged moms. Oh, isn't he cute? Awww. Kids shouting and skidding in the playground with no idea what future Hells await them: boring jobs and ruinous mortgages and bad marriages and hair loss and hip replacements and lonely cups of coffee in an empty house and a colostomy bag at the hospital. Most people seemed satisfied with the thin decorative glaze and the artful stage lighting that sometimes, made the bedrock atrocity of the human predicament look somewhat more mysterious or less abhorrent. People gambled and golfed and planted gardens and traded stocks and had sex and bought new cars and practiced yoga and worked and prayed and redecorated their homes and got worked up over the news and fussed over their children and gossiped about their neighbors and pored over restaurant reviews and founded charitable organizations and supported political candidates and attended the U.S. Open and dined and travelled and distracted themselves with all kinds of gadgets and devices, flooding themselves incessantly with information and texts and communication and entertainment from every direction to try to make themselves forget it: where we were, what we were. But in a strong light there was no good spin you could put on it. It was rotten from top to bottom.
Donna Tartt (The Goldfinch)
Communications tools don't get socially interesting until they get technologically boring.
Clay Shirky (Here Comes Everybody: The Power of Organizing Without Organizations)
A successful organization will always have an effective two-way communication system where information can easily flow from one level to another.
Pooja Agnihotri (17 Reasons Why Businesses Fail :Unscrew Yourself From Business Failure)
Every time I read a management or self-help book, I find myself saying, “That’s fine, but that wasn’t really the hard thing about the situation.” The hard thing isn’t setting a big, hairy, audacious goal. The hard thing is laying people off when you miss the big goal. The hard thing isn’t hiring great people. The hard thing is when those “great people” develop a sense of entitlement and start demanding unreasonable things. The hard thing isn’t setting up an organizational chart. The hard thing is getting people to communicate within the organization that you just designed. The hard thing isn’t dreaming big. The hard thing is waking up in the middle of the night in a cold sweat when the dream turns into a nightmare.
Ben Horowitz (The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers)
There are only two ways to influence human behavior: you can manipulate it or you can inspire it. Very few people or companies can clearly articulate WHY they do WHAT they do. By WHY I mean your purpose, cause or belief - WHY does your company exist? WHY do you get out of bed every morning? And WHY should anyone care? People don’t buy WHAT you do, they buy WHY you do it. We are drawn to leaders and organizations that are good at communicating what they believe. Their ability to make us feel like we belong, to make us feel special, safe and not alone is part of what gives them the ability to inspire us. For values or guiding principles to be truly effective they have to be verbs. It’s not “integrity,” it’s “always do the right thing.” It’s not “innovation,” it’s “look at the problem from a different angle.” Articulating our values as verbs gives us a clear idea - we have a clear idea of how to act in any situation. Happy employees ensure happy customers. And happy customers ensure happy shareholders—in that order. Leading is not the same as being the leader. Being the leader means you hold the highest rank, either by earning it, good fortune or navigating internal politics. Leading, however, means that others willingly follow you—not because they have to, not because they are paid to, but because they want to. You don’t hire for skills, you hire for attitude. You can always teach skills. Great companies don’t hire skilled people and motivate them, they hire already motivated people and inspire them. People are either motivated or they are not. Unless you give motivated people something to believe in, something bigger than their job to work toward, they will motivate themselves to find a new job and you’ll be stuck with whoever’s left. Trust is maintained when values and beliefs are actively managed. If companies do not actively work to keep clarity, discipline and consistency in balance, then trust starts to break down. All organizations start with WHY, but only the great ones keep their WHY clear year after year.
Simon Sinek (Start with Why: How Great Leaders Inspire Everyone to Take Action)
Our dreams and stories may contain implicit aspects of our lives even without our awareness. In fact, storytelling may be a primary way in which we can linguistically communicate to others—as well as to ourselves—the sometimes hidden contents of our implicitly remembering minds. Stories make available perspectives on the emotional themes of our implicit memory that may otherwise be consciously unavailable to us. This may be one reason why journal writing and intimate communication with others, which are so often narrative processes, have such powerful organizing effects on the mind: They allow us to modulate our emotions and make sense of the world.
Daniel J. Siegel (The Developing Mind: How Relationships and the Brain Interact to Shape Who We Are)
So many people think that they are not gifted because they don’t have an obvious talent that people can recognize because it doesn’t fall under the creative arts category—writing, dancing, music, acting, art or singing. Sadly, they let their real talents go undeveloped, while they chase after fame. I am grateful for the people with obscure unremarked talents because they make our lives easier---inventors, organizers, planners, peacemakers, communicators, activists, scientists, and so forth. However, there is one gift that trumps all other talents—being an excellent parent. If you can successfully raise a child in this day in age to have integrity then you have left a legacy that future generations will benefit from.
Shannon L. Alder
All of these concrete metaphors increase enormously our powers of perception of the world about us and our understanding of it, and literally create new objects. Indeed, language is an organ of perception, not simply a means of communication.
Julian Jaynes (The Origin of Consciousness in the Breakdown of the Bicameral Mind)
I wanted very much to learn to draw, for a reason that I kept to myself: I wanted to convey an emotion I have about the beauty of the world. It's difficult to describe because it's an emotion. It's analogous to the feeling one has in religion that has to do with a god that controls everything in the whole universe: there's a generality aspect that you feel when you think about how things that appear so different and behave so differently are all run "behind the scenes" by the same organization, the same physical laws. It's an appreciation of the mathematical beauty of nature, of how she works inside; a realization that the phenomena we see result from the complexity of the inner workings between atoms; a feeling of how dramatic and wonderful it is. It's a feeling of awe — of scientific awe — which I felt could be communicated through a drawing to someone who had also had this emotion. It could remind him, for a moment, of this feeling about the glories of the universe.
Richard P. Feynman (Surely You're Joking, Mr. Feynman!: Adventures of a Curious Character)
What said those two souls communicating through the language of the eyes, more perfect than that of the lips, the language given to the soul in order that sound may not mar the ecstasy of feeling? In such moments, when the thoughts of two happy beings penetrate into each other’s souls through the eyes, the spoken word is halting, rude, and weak—it is as the harsh, slow roar of the thunder compared with the rapidity of the dazzling lightning flash, expressing feelings already recognized, ideas already understood, and if words are made use of it is only because the heart’s desire, dominating all the being and flooding it with happiness, wills that the whole human organism with all its physical and psychical powers give expression to the song of joy that rolls through the soul. To the questioning glance of love, as it flashes out and then conceals itself, speech has no reply; the smile, the kiss, the sigh answer.
José Rizal (Noli Me Tángere (Touch Me Not) (Noli Me Tángere, #1))
I see the mycelium as the Earth's natural Internet, a consciousness with which we might be able to communicate. Through cross-species interfacing, we may one day exchange information with these sentient cellular networks. Because these externalized neurological nets sense any impression upon them, from footsteps to falling tree branches, they could relay enormous amounts of data regarding the movements of all organisms through the landscape.
Paul Stamets (Mycelium Running: How Mushrooms Can Help Save the World)
We are the intelligent elite among animal life on earth and whatever our mistakes, [Earth] needs us. This may seem an odd statement after all that I have said about the way 20th century humans became almost a planetary disease organism. But it has taken [Earth] 2.5 billion years to evolve an animal that can think and communicate its thoughts. If we become extinct she has little chance of evolving another.
James E. Lovelock (The Vanishing Face of Gaia: A Final Warning)
We have nothing to speak about. There never was. Words are an unnecessary trouble. Expression is time wasting away. Any communication is just a yelp in the darkness. I am speaking now but I am saying nothing. I am just making noises, and, as it happens, they are organized in words and you should not draw meaning from this.
Cecil Baldwin
How you carry yourself speaks volumes about how you feel about yourself.
Cindy Ann Peterson (My Style, My Way: Top Experts Reveal How to Create Yours Today)
Fame is simply an imbalance between inbound and outbound attention.
Clay Shirky (Here Comes Everybody: The Power of Organizing Without Organizations)
We talk far too much. We should talk less and draw more. I personally should like to renounce speech altogether and, like organic Nature, communicate everything I have to say in sketches.
Johann Wolfgang von Goethe
Stephen Covey, in his book The 8th Habit, decribes a poll of 23,000 employees drawn from a number of companies and industries. He reports the poll's findings: * Only 37 percent said they have a clear understanding of what their organization is trying to achieve and why * Only one in five was enthusiastic about their team's and their organization's goals * Only one in five said they had a clear "line of sight" between their tasks and their team's and organization's goals * Only 15 percent felt that their organization fully enables them to execute key goals * Only 20 percent fully trusted the organization they work for Then, Covey superimposes a very human metaphor over the statistics. He says, "If, say, a soccer team had these same scores, only 4 of the 11 players on the field would know which goal is theirs. Only 2 of the 11 would care. Only 2 of the 11 would know what position they play and know exactly what they are supposed to do. And all but 2 players would, in some way, be competing against their own team members rather than the opponent.
Chip Heath (Made to Stick: Why Some Ideas Survive and Others Die)
[T]he ways in which the information we give off about our selves, in photos and e-mails and MySpace pages and all the rest of it, has dramatically increased our social visibility and made it easier for us to find each other but also to be scrutinized in public.
Clay Shirky (Here Comes Everybody: The Power of Organizing Without Organizations)
A strong confident person can rule the room with knowledge, personal style, attitude and great posture.
Cindy Ann Peterson (My Style, My Way: Top Experts Reveal How to Create Yours Today)
Proper posture sends a positive message since 90% of all communication occures through body language and how you carry yourself.
Cindy Ann Peterson (My Style, My Way: Top Experts Reveal How to Create Yours Today)
Put bluntly, the struggle that so many companies have to differentiate or communicate their true value to the outside world is not a business problem, it's a biology problem. And just like a person struggling to put her emotions into words, we rely on metaphors, imagery and analogies in an attempt to communicate how we feel. Absent the proper language to share our deep emotions, our purpose, cause or belief, we tell stories. We use symbols. We create tangible things for those who believe what we believe to point to and say, "That's why I'm inspired." If done properly, that's what marketing, branding and products and services become; a way for organizations to communicate to the outside world. Communicate clearly and you shall be understood.
Simon Sinek (Start with Why: How Great Leaders Inspire Everyone to Take Action)
In most collectivist cultures, direct confrontation of another person is considered rude and undesirable. The word no is seldom used, because saying “no” is a confrontation; “you may be right” and “we will think about it” are examples of polite ways of turning down a request. In the same vein, the word yes should not necessarily be inferred as an approval, since it is used to maintain the line of communication: “yes, I heard you” is the meaning it has in Japan.
Geert Hofstede (Cultures and Organizations: Software of the Mind - Intercultural Cooperation and Its Importance for Survival)
We are drawn to leaders and organizations that are good at communicating what they believe. Their ability to make us feel like we belong, to make us feel special, safe and not alone is part of what gives them the ability to inspire us.
Simon Sinek (Start with Why: How Great Leaders Inspire Everyone to Take Action)
The hard thing isn’t setting up an organizational chart. The hard thing is getting people to communicate within the organization that you just designed.
Ben Horowitz (The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers)
Who wouldn’t appreciate maintenance free, guaranteed fresh, organic and self-cleaning relationships!  We want the happily ever after of fairy tales and the conflict-free marriages that only exist in televised fantasies.  Real relationships take time, energy, and daily care and feeding
Susan Scott (Fierce Love: Creating a Love That Lasts---One Conversation at a Time)
Fungi are in between animals and plants. Their cell walls are made of chitin—a substance never found in plants—which makes them more like insects. In addition, they cannot photosynthesize and depend on organic connections with other living beings they can feed on.
Peter Wohlleben (The Hidden Life of Trees: What They Feel, How They Communicate—Discoveries from A Secret World (The Mysteries of Nature Book 1))
Organizations which design systems are constrained to produce systems which are copies of the communication structures of these organizations.
Frederick P. Brooks Jr. (The Mythical Man-Month: Essays on Software Engineering)
language is an organ of perception, not simply a means of communication
Julian Jaynes
Unlike sharing, where the group is mainly an aggregate of participants, cooperating creates group identity.
Clay Shirky (Here Comes Everybody: The Power of Organizing Without Organizations)
Communication, according to Maturana, is not primarily a transmission of information, but rather a coordination of behavior between living organisms.
Fritjof Capra (The Systems View of Life: A Unifying Vision)
The dark organ music filled the Department of Post-Mortem Communications. Moist assumed it was all part of the ambience, although the mood would have been more precisely obtained if the tune it was playing did not appear to be Cantate and Fugue for someone Who Has Trouble with the Pedals.
Terry Pratchett (Making Money (Discworld, #36; Moist Von Lipwig, #2))
Many ritually abusive cults deliberately divide the personality system down the middle of the head, making sure that there is no communication between the two sides. “Left side" parts might be instructed to speak to no one other than the perpetrators.
Alison Miller (Becoming Yourself: Overcoming Mind Control and Ritual Abuse)
The rope connecting two men on a mountain is more than nylon protection; it is an organic thing that transmits subtle messages of intent and disposition from man to man; it is an extension of the tactile senses, a psychological bond, a wire along which currents of communication flow.
Trevanian (The Eiger Sanction (Jonathan Hemlock, #1))
Hello, listeners. In breaking news: the sky. The Earth. Life! Existence as an unchanging plane with horizons of birth and death in the faint distance. We have nothing to speak about. There never was. Words are an unnecessary trouble. Expression is time, wasting away. Any communication is just a yelp in the darkness. Ladies, gentlemen, listeners. You. I am speaking now, but I am saying nothing! I am just making noises and, as it happens, they are organized in words, and you should not draw meaning from this.
Welcome to Nightvale
By the time we grow up we become masters at dissimulation, at cultivating a self that the world cannot probe. But we pay a price. After years of turning people away, of protecting our inner self, of cultivating it by living in a different world, of furnishing this world with our fantasies and dreams—lo and behold we find that we are hopelessly separated from everyone else. We have become victims of our own art. We touch people on the outsides of their bodies, and they us, but we cannot get at their insides and cannot reveal our insides to them. This is one of the great tragedies of our interiority—it is utterly personal and unrevealable. Often we want to say something unusually intimate to a spouse, a parent, a friend, communicate something of how we are really feeling about a sunset, who we really feel we are—only to fall strangely and miserably flat. Once in a great while we succeed, sometimes more with one person, less or never with others. But the occasional break-through only proves the rule. You reach out with a disclosure, fail, and fall back bitterly into yourself. We emit huge globs of love to our parents and spouses, and the glob slithers away in exchange of words that are somehow beside the point of what we are trying to say. People seem to keep bumping up against each other with their exteriors and falling away from each other. The cartoonist Jules Feiffer is the modern master of this aspect of the human tragedy. Take even the sexual act—the most intimate merger given to organisms. For most people, even for their entire lives, it is simply a joining of exteriors. The insides melt only in the moment of orgasm, but even this is brief, and a melting is not a communication. It is a physical overcoming of separateness, not a symbolic revelation and justification of one’s interior. many people pursue sex precisely because it is a mystique of the overcoming of the separateness of the inner world, and they go from one partner to another because they can never quite achieve “it." So the endless interrogations: “What are you thinking about right now—me? Do you feel what I feel? Do you love me?
Ernest Becker
Our nonverbal behavior (including posture) gives away our inner personality and reflects our inner attitude.
Cindy Ann Peterson (My Style, My Way: Top Experts Reveal How to Create Yours Today)
A man will strategically organize his life in boxes and then spend most of his time in the boxes he can succeed in.
Pam Farrel (Men Are Like Waffles--Women Are Like Spaghetti Devotional Study Guide)
Tools that provide simple ways of creating groups lead to new groups, [...] and not just more groups but more kinds of groups.
Clay Shirky (Here Comes Everybody: The Power of Organizing Without Organizations)
He told Dimple that childhood was a kind of affliction, certainly physical and possibly mental. Children were at a hopeless disadvantage; they were unsuited for the world. They were short and ungainly and stupid, half-people, dwarf bundles of ectoplasm and shit, stunted organisms incapable of finding food and keeping their asses clean. They needed constant attention annd they couldn't communicate their needs. All they could do was wait for it to pass, years of waiting until the blight was gone.
Jeet Thayil (Narcopolis)
I stood with my hands on the horses' necks, feeling the electricity of their thinking, the blood moving throughout their veins, and the history held neatly within the fabric of every organ of their equine anatomy, as if the body were a storage unit of memory. As I absorbed every nuance of the four-legged creatures, I touched my own stomach, lower back, liver, and spleen to see what the energies felt like. I compared one horse to another, then to myself, fascinated by the way each was so unique yet so the same.
Bethanne Elion (Memoirs of the Bathtub Psychic - The True Story of a Clairvoyant and Her Dogs)
Suppose we were planning to impose a dictatorial regime upon the American people—the following preparations would be essential: 1. Concentrate the populace in megalopolitan masses so that they can be kept under close surveillance and where, in case of trouble, they can be bombed, burned, gassed or machine-gunned with a minimum of expense and waste. 2. Mechanize agriculture to the highest degree of refinement, thus forcing most of the scattered farm and ranching population into the cities. Such a policy is desirable because farmers, woodsmen, cowboys, Indians, fishermen and other relatively self-sufficient types are difficult to manage unless displaced from their natural environment. 3. Restrict the possession of firearms to the police and the regular military organizations. 4. Encourage or at least fail to discourage population growth. Large masses of people are more easily manipulated and dominated than scattered individuals. 5. Continue military conscription. Nothing excels military training for creating in young men an attitude of prompt, cheerful obedience to officially constituted authority. 6. Divert attention from deep conflicts within the society by engaging in foreign wars; make support of these wars a test of loyalty, thereby exposing and isolating potential opposition to the new order. 7. Overlay the nation with a finely reticulated network of communications, airlines and interstate autobahns. 8. Raze the wilderness. Dam the rivers, flood the canyons, drain the swamps, log the forests, strip-mine the hills, bulldoze the mountains, irrigate the deserts and improve the national parks into national parking lots. Idle speculations, feeble and hopeless protest. It was all foreseen nearly half a century ago by the most cold-eyed and clear-eyed of our national poets, on California’s shore, at the end of the open road. Shine, perishing republic.
Edward Abbey (Desert Solitaire)
a messy environment taxes the brain. When surrounded by clutter, our brains are so busy registering all the things around us that we can’t focus on what we should be doing in the moment, such as tackling the work on our desk or communicating with others. We feel distracted, stressed, and anxious, and our decision-making ability is impaired.
Marie Kondō (Joy at Work: Organizing Your Professional Life)
the best way to ensure that a message gets communicated throughout an organization is to spread rumors about it.
Patrick Lencioni (The Advantage: Why Organizational Health Trumps Everything Else In Business)
One of the greatest responsibilities of an organization’s leadership is to communicate with unwavering clarity the values on which the organization has been built.
Vern Dosch
That an organism will see the light, hear the night, or touch the wind is subject to probability. And that its perfection is in its functioning is a myth. I take it not as a right to be when probability precedes the being. Its limitations is in its functioning, then its limited right to be is in ensuring proper functioning of its systems. I often debate just how much time to give in discourse to someone whose mind refuses to communicate with his reasoning.
Dew Platt
The Internet is not a virtual world inhabited by avatars. It is a means of communication that offers people in the physical world a method to organize, act, and promote ideas and awareness.
Wael Ghonim (Revolution 2.0: The Power of the People Is Greater Than the People in Power, A Memoir)
social media isn’t a set of tools to allow humans to communicate with humans. It is a set of embedding mechanisms to allow technologies to use humans to communicate with each other, in an orgy of self-organizing. . . . The Matrix had it wrong. You’re not the battery power in a global, human-enslaving AI, you are slightly more valuable. You are part of the switching circuitry.1
Ryan Holiday (Trust Me, I'm Lying: Confessions of a Media Manipulator)
Every gesture, every word, and even the silence of those with whom she came in contact, implied, and often expressed, that she was banished, and as much alone as if she inhabited another sphere, or communicated with the common nature by other organs and senses than the rest of human kind.
Nathaniel Hawthorne (The Scarlet Letter)
As a linguist suggests: " There are messages primarily serving to establish, to prolong, or to discontinue communication, to check whether the channel works (“ Hello, do you hear me?”), to attract the attention of the interlocutor or to confirm his continued attention (“ Are you listening?” or in Shakespearean diction, “Lend me your ears!”— and on the other end of the wire “Um-hum!”).
Erving Goffman (Behavior in Public Places: Notes on the Social Organization of Gatherings)
Bonding and communicating are aspects of action—proof of the extent of transformation through attaining the goal that we had intended. The power to bond with others is an extraordinary human power. It comes in the true sense when bonding develops from the heart and not from either the intellect or the passions. It comes from a deep love for one’s fellow human being and arises when we try to meet the needs of others before our own needs, much like a mother with her new born child.
Abu Hamid al-Ghazali (On the Treatment of the Lust of the Stomach and the Sexual Organs (Great Books of the Islamic World))
Soon, challenges against the Post's ownership of two television stations in Florida were filed with the Federal Communications Commission. The price of Post stock on the American Exchange dropped by almost 50 percent. Among the challengers - forming the organizations of 'citizens' who proposed to become the new FCC licensees - were several persons long associated with the President. -- Carl Bernsein, Bob Woodward
Carl Bernstein (All the President's Men)
She felt livid. They'd all lost so many powers. It was ridiculous to have to communicate by flapping bits of your skin, and as for the tongue... Yuerkkk ... As far as she knew, in the whole life of the universe, no Auditor had ever experienced the sensation of yuerkkk. This wretched body was full of opportunities for yuerkkk. She could leave it at any time and yet, and yet... part of her didn't want to. There was this horrible desire, second by second, to hang on. And she felt hungry. And that also made no sense. The stomach was a bag for digesting food. It wasn't supposed to issue commands. The Auditors could survive quite well by exchanging molecules with their surroundings and making use of any local source of energy. That was a fact. Try telling that to the stomach. She could feel it. It was sitting there, grumbling. She was being harassed by her internal organs. Why the ... why the. . why had they copied internal organs? Yuerkkk. It was all too much. She wanted to... she wanted to... express herself by shouting some, some, some terrible words...
Terry Pratchett (Thief of Time (Discworld, #26; Death, #5))
Enough of euphemisms. Enough of partial solutions. Profound changes are needed in society and it’s us, women, who can impose them. Remember that no one gives us anything. We have to seize what we want. We need to create global awareness and get organized. Now, more than ever before, this is possible because we have information, communication, and the ability to mobilize.
Isabel Allende (The Soul of a Woman)
Low trust causes friction, whether it is caused by unethical behavior or by ethical but incompetent behavior (because even good intentions can never take the place of bad judgment). Low trust is the greatest cost in life and in organizations, including families. Low trust creates hidden agendas, politics, interpersonal conflict, interdepartmental rivalries, win-lose thinking, defensive and protective communication—all of which reduce the speed of trust. Low trust slows everything—every decision, every communication, and every relationship.
Stephen M.R. Covey (The SPEED of Trust: The One Thing that Changes Everything)
The left side of my brain had been shut down like a damaged section of a spinship being sealed off, airtight doors leaving the doomed compartments open to vacuum. I could still think. Control of the right side of my body soon returned. Only the language centers had been damaged beyond simple repair. The marvelous organic computer wedged in my skull had dumped its language content like a flawed program. The right hemisphere was not without some language—but only the most emotionally charged units of communication could lodge in that affective hemisphere; my vocabulary was now down to nine words. (This, I learned later, was exceptional, many victims of CVAs retain only two or three.) For the record, here is my entire vocabulary of manageable words: fuck, shit, piss, cunt, goddamn, motherfucker, asshole, peepee, and poopoo;
Dan Simmons (Hyperion (Hyperion Cantos, #1))
The principles of classical management theory have become so deeply ingrained in the ways managers think about organizations that for most of them the design of formal structures, linked by clear lines of communication, coordination, and control, has become almost second nature. This largely unconscious embrace of the mechanistic approach to management has now become one of the main obstacles to organizational change.
Fritjof Capra (The Systems View of Life: A Unifying Vision)
Don’t strive to be a well-rounded leader. Instead, discover your zone and stay there. Then delegate everything else. Admitting a weakness is a sign of strength. Acknowledging weakness doesn’t make a leader less effective. Everybody in your organization benefits when you delegate responsibilities that fall outside your core competency. Thoughtful delegation will allow someone else in your organization to shine. Your weakness is someone’s opportunity. Leadership is not always about getting things done “right.” Leadership is about getting things done through other people. The people who follow us are exactly where we have led them. If there is no one to whom we can delegate, it is our own fault. As a leader, gifted by God to do a few things well, it is not right for you to attempt to do everything. Upgrade your performance by playing to your strengths and delegating your weaknesses. There are many things I can do, but I have to narrow it down to the one thing I must do. The secret of concentration is elimination. Devoting a little of yourself to everything means committing a great deal of yourself to nothing. My competence in these areas defines my success as a pastor. A sixty-hour workweek will not compensate for a poorly delivered sermon. People don’t show up on Sunday morning because I am a good pastor (leader, shepherd, counselor). In my world, it is my communication skills that make the difference. So that is where I focus my time. To develop a competent team, help the leaders in your organization discover their leadership competencies and delegate accordingly. Once you step outside your zone, don’t attempt to lead. Follow. The less you do, the more you will accomplish. Only those leaders who act boldly in times of crisis and change are willingly followed. Accepting the status quo is the equivalent of accepting a death sentence. Where there’s no progress, there’s no growth. If there’s no growth, there’s no life. Environments void of change are eventually void of life. So leaders find themselves in the precarious and often career-jeopardizing position of being the one to draw attention to the need for change. Consequently, courage is a nonnegotiable quality for the next generation leader. The leader is the one who has the courage to act on what he sees. A leader is someone who has the courage to say publicly what everybody else is whispering privately. It is not his insight that sets the leader apart from the crowd. It is his courage to act on what he sees, to speak up when everyone else is silent. Next generation leaders are those who would rather challenge what needs to change and pay the price than remain silent and die on the inside. The first person to step out in a new direction is viewed as the leader. And being the first to step out requires courage. In this way, courage establishes leadership. Leadership requires the courage to walk in the dark. The darkness is the uncertainty that always accompanies change. The mystery of whether or not a new enterprise will pan out. The reservation everyone initially feels when a new idea is introduced. The risk of being wrong. Many who lack the courage to forge ahead alone yearn for someone to take the first step, to go first, to show the way. It could be argued that the dark provides the optimal context for leadership. After all, if the pathway to the future were well lit, it would be crowded. Fear has kept many would-be leaders on the sidelines, while good opportunities paraded by. They didn’t lack insight. They lacked courage. Leaders are not always the first to see the need for change, but they are the first to act. Leadership is about moving boldly into the future in spite of uncertainty and risk. You can’t lead without taking risk. You won’t take risk without courage. Courage is essential to leadership.
Andy Stanley (Next Generation Leader: 5 Essentials for Those Who Will Shape the Future)
We are drawn to leaders and organizations that are good at communicating what they believe. Their ability to make us feel like we belong, to make us feel special, safe and not alone is part of what gives them the ability to inspire us. Those whom we consider great leaders all have an ability to draw us close and to command our loyalty. And we feel a strong bond with those who are also drawn to the same leaders and organizations.
Simon Sinek (Start with Why: How Great Leaders Inspire Everyone to Take Action)
These groups [of disaffected youth] are not small, and they will grow larger. Certainly they are suffering. Demonstrably they are not getting enough out of our wealth and civilization. They are failing to assimilate much of the culture. As was predictable, most of the authorities and all of the public spokesmen explain it by saying there has been a failure of socialization. They say that the background conditions have interrupted socialization and must be improved. And, not enough effort has been made to guarantee belonging, there must be better bait or punishment. But perhaps there has not been a failure to communicate. Perhaps the social message has been communicated clearly to the young men and is unacceptable. In this book I shall therefore take the opposite tack and ask, 'Socialization to what? to what dominant society and available culture?' And if this question is asked, we must at once ask the other question, 'Is the harmonious organization to which the young are inadequately socialized, perhaps against human nature, or not worthy of human nature, and therefore there is difficulty in growing up?' If this is so, the disaffection of the young is profound and it will not be finally remediable by better techniques of socializing. Instead, there will have to be changes in our society and its culture, so as to meet the appetites and capacities of human nature, in order to grow up.
Paul Goodman (Growing Up Absurd: Problems of Youth in the Organized System)
I believe that the mycelium operates at a level of complexity that exceeds the computational powers of our most advanced supercomputers. I see the myce-lium as the Earth’s natural Internet, a consciousness with which we might be able to communicate. Through cross-species interfacing, we may one day exchange information with these sentient cellular networks. Because these externalized neurological nets sense any impression upon them, from footsteps to falling tree branches, they could relay enormous amounts of data regarding the movements of all organisms through the landscape. A new bioneering science could be born, dedicated to programming myconeurological networks to monitor and respond to threats to environments. Mycelial webs could be used as information platforms for mycoengineered ecosystems.
Paul Stamets (Mycelium Running: How Mushrooms Can Help Save the World)
Trust does not emerge simply because a seller makes a rational case why the customer should buy a product or service, or because an executive promises change. Trust is not a checklist. Fulfilling all your responsibilities does not create trust. Trust is a feeling, not a rational experience. We trust some people and companies even when things go wrong, and we don’t trust others even though everything might have gone exactly as it should have. A completed checklist does not guarantee trust. Trust begins to emerge when we have a sense that another person or organization is driven by things other than their own self-gain. With trust comes a sense of value—real value, not just value equated with money. Value, by definition, is the transference of trust. You can’t convince someone you have value, just as you can’t convince someone to trust you. You have to earn trust by communicating and demonstrating that you share the same values and beliefs. You have to talk about your WHY and prove it with WHAT you do.
Simon Sinek (Start with Why: How Great Leaders Inspire Everyone to Take Action)
... apart from its function as communication, human language also often functions as a defense. The spoken word conceals the expressive language of the biological core. In many cases, the function of speech has deteriorated to such a degree that the words express nothing whatever and merely represent a continuous, hollow activity on the part of the musculature of the neck and the organs of speech. On the basis of repeated experiences, it is my opinion that in many psychoanalyses which have gone on for years the treatment has become stuck in this pathological use of language. This clinical experience can, indeed has to be applied to the social sphere. Endless numbers of speeches, publications, political debates do not have the function of getting at the root of important questions of life but of drowning them in verbiage.
Wilhelm Reich (Character Analysis)
By what incomprehensible mechanism are our organs held in subjection to sentiment and thought? How is it that a single melancholy idea shall disturb the whole course of the blood; and that the blood should in turn communicate irregularities to the human understanding? What is that unknown fluid which certainly exists and which, quicker and more active than light, flies in less than the twinkling of an eye into all the channels of life,—produces sensations, memory, joy or grief, reason or frenzy,—recalls with horror what we would choose to forget; and renders a thinking animal, either a subject of admiration, or an object of pity and compassion?
Voltaire
Getting ahead of the next curve requires courage and communication: Courage to determine the next bold move, and communication to keep the troops committed to the value of moving forward. Rallying stakeholders to move together in a common course of action is all part of the innovation and survival process. Leaders at every level in an organization need to be skillful at creating resonance if that organization is to control its own destiny.
Nancy Duarte (Resonate: Present Visual Stories that Transform Audiences)
People gambled and golfed and planted gardens and traded stocks and had sex and bought new cars and practiced yoga and worked and prayed and redecorated their homes and got worked up over the news and fussed over their children and gossiped about their neighbors and pored over restaurant reviews and founded charitable organizations and supported political candidates and attended the U.S. Open and dined and travelled and distracted themselves with all kinds of gadgets and devices, flooding themselves incessantly with information and texts and communication and entertainment from every direction to try to make themselves forget it: where we were, what we were. But in a strong light there was no good spin you could put on it. It was rotten top to bottom. Putting your time in at the office; dutifully spawning your two point five; smiling politely at your retirement party; then chewing on your bedsheet and choking on your canned peaches at the nursing home. It was better never to have been born—never to have wanted anything, never to have hoped for anything. And all this mental thrashing and tossing
Donna Tartt (The Goldfinch)
In the case of Switzerland, a whole country is concerned with the species-appropriate treatment of all things green. The constitution reads, in part, that "account [is] to be taken of the dignity of creation when handling animals, plants and other organisms." So it's probably not a good idea to decapitate flowers along the highway in Switzerland without good reason. Although this point of view has elicited a lot of head shaking in the international community, I, for one, welcome breaking down the moral barriers between animals and plants. When the capabilities of vegetative beings become known, and their emotional lives and needs are recognized, then the way we treat plants will gradually change, as well. Forests are not first and foremost lumber factories and warehouses for raw material, and only secondarily complex habitats for thousands of species, which is the way modern forestry currently treats them. Completely the opposite, in fact.
Peter Wohlleben (The Hidden Life of Trees: What They Feel, How They Communicate: Discoveries from a Secret World)
Leaders instill courage in the hearts of those who follow. This rarely happens through words alone. It generally requires action. It goes back to what we said earlier: Somebody has to go first. By going first, the leader furnishes confidence to those who follow. As a next generation leader, you will be called upon to go first. That will require courage. But in stepping out you will give the gift of courage to those who are watching. What do I believe is impossible to do in my field, but if it could be done would fundamentally change my business? What has been done is safe. But to attempt a solution to a problem that plagues an entire industry - in my case, the local church - requires courage. Unsolved problems are gateways to the future. To those who have the courage to ask the question and the tenacity to hang on until they discover or create an answer belongs the future. Don’t allow the many good opportunities to divert your attention from the one opportunity that has the greatest potential. Learn to say no. There will always be more opportunities than there is time to pursue them. Leaders worth following are willing to face and embrace current reality regardless of how discouraging or embarrassing it might be. It is impossible to generate sustained growth or progress if your plan for the future is not rooted in reality. Be willing to face the truth regardless of how painful it might be. If fear causes you to retreat from your dreams, you will never give the world anything new. it is impossible to lead without a dream. When leaders are no longer willing to dream, it is only a short time before followers are unwilling to follow. Will I allow my fear to bind me to mediocrity? Uncertainty is a permanent part of the leadership landscape. It never goes away. Where there is no uncertainty, there is no longer the need for leadership. The greater the uncertainty, the greater the need for leadership. Your capacity as a leader will be determined by how well you learn to deal with uncertainty. My enemy is not uncertainty. It is not even my responsibility to remove the uncertainty. It is my responsibility to bring clarity into the midst of the uncertainty. As leaders we can afford to be uncertain, but we cannot afford to be unclear. People will follow you in spite of a few bad decisions. People will not follow you if you are unclear in your instruction. As a leader you must develop the elusive skill of leading confidently and purposefully onto uncertain terrain. Next generation leaders must fear a lack of clarity more than a lack of accuracy. The individual in your organization who communicates the clearest vision will often be perceived as the leader. Clarity is perceived as leadership. Uncertainty exposes a lack of knowledge. Pretending exposes a lack of character. Express your uncertainty with confidence. You will never maximize your potential in any area without coaching. It is impossible. Self-evaluation is helpful, but evaluation from someone else is essential. You need a leadership coach. Great leaders are great learners. God, in His wisdom, has placed men and women around us with the experience and discernment we often lack. Experience alone doesn’t make you better at anything. Evaluated experience is what enables you to improve your performance. As a leader, what you don’t know can hurt you. What you don’t know about yourself can put a lid on your leadership. You owe it to yourself and to those who have chosen to follow you to open the doors to evaluation. Engage a coach. Success doesn’t make anything of consequence easier. Success just raises the stakes. Success brings with it the unanticipated pressure of maintaining success. The more successful you are as a leader, the more difficult this becomes. There is far more pressure at the top of an organization than you might imagine.
Andy Stanley
Happy World Peace Day! (November 17th) Here is how you can get involved: a. Engage in dialogue with someone from a different country or nationality than your own. b. Let go of the past and renounce vendettas, denounce revenge, and live for the future. c. Contemplate your life and find the areas that you are in conflict. Work towards solving the conflicts by defusing them through communication or dis-engaging so that the conflicts whither away. Understand the conflict from the viewpoint of your opponent and do not think of winning. Think of co-existing. d. Close your eyes and breath deeply while clearing your mind of all your troubles. Repeat as needed. e. Volunteer for a peace organization f. Read a book on conflict resolution
Kambiz Mostofizadeh
When this stuck energy is restored to the whole organism, we can begin to live more fully—to create, accomplish, communicate, collaborate, and share. Instead of being engaged merely in survival, we can then come back to our balanced place, where we’re basically social animals. The fear and paralysis and dread drop away, and we come back into the present, because we have access to all of the energy previously bound up in our freezing and immobility, in our incomplete fight and flight responses.
Peter A. Levine (Healing Trauma: A Pioneering Program for Restoring the Wisdom of Your Body)
To exist is to be in communion, and to be in communion is to exchange information. Accordingly, the fundamental science, indeed the science that needs to ground all other sciences, is a theory of communication, and not, as is widely supposed, an atomistic, reductionistic, and mechanistic science of particles or other mindless entities, which then need to be built up to ever greater orders of complexity by equally mindless principles of association, known as natural laws or algorithms or emergent properties or principles of self-organization.2 Within such a theory of communication, the proper object of study is not particles, but the information that passes between entities—entities in turn defined by their ability to communicate information.
William A. Dembski (Being as Communion: A Metaphysics of Information (Ashgate Science and Religion Series))
If David had been diagnosed with diabetes at a young age, members of his family, school, and church would have undoubtedly mobilized support. His caregivers would have communicated his need for dietary changes, exercise, and/or insulin. This was not the case when David exhibited the earliest signs of depression. The myth persists that mental illness is a character flaw. It is my hope that one day disorders of the brain will be treated with as much care, compassion, and tenacity as diseases of any other organs in our bodies.
Sheila Hamilton (All the Things We Never Knew: Chasing the Chaos of Mental Illness)
We must learn to see the full picture, and not just the treats before our eyes. Our trendy gadgets, such as smartphones and tablets, have given us new access to the world. We regularly communicate with people we would never even have been aware of before the networked age. We can find information about almost anything at any time. But we have learned how much our gadgets and out idealistically motivated digital networks are being used to spy on us by ultrapowerful, remote organizations. We are being dissected more than we dissect.
Jaron Lanier (Who Owns the Future?)
Why is the world full of color anyway? Sunlight is white, and when it is reflected, it is still white. And so we should be surrounded by a clinical looking, optically pure landscape. That this is not what we see is because every material absorbs light differently or converts it into other kinds of radiation. Only the wavelengths that remain are refracted and reach our eyes. Therefore, the color of organisms and objects is dictated by the color of the reflected light. And in the case of leaves on trees, this color is green. But why don't we see leaves as black? Why don't they absorb all light? Chlorophyll helps leaves process light. If trees processed light super-efficiently, there would be hardly any left over-and the forest would then look as dark during the day as it does at night. Chlorophyll, however, has one disadvantage. It has a so-called green gap, and because it cannot use this part of the color spectrum, it has to reflect it back unused. This weak spot means that we can see this photosynthetic leftover, and that's why almost all plants look deep green to us. What we are really seeing is waste light, the rejected part that trees cannot use. Beautiful for us; useless for the trees. Nature that we find pleasing because it reflects trash? Whether trees feel the same way about this I don't know, but one thing is for certain: hungry beeches and spruce are as happy to see blue sky as I am.
Peter Wohlleben (The Hidden Life of Trees: What They Feel, How They Communicate: Discoveries from a Secret World)
—so much more opportunity now." Her voice trails off. "Hurrah for women's lib, eh?" "The lib?" Impatiently she leans forward and tugs the serape straight. "Oh, that's doomed." The apocalyptic word jars my attention. "What do you mean, doomed?" She glances at me as if I weren't hanging straight either and says vaguely, "Oh …" "Come on, why doomed? Didn't they get that equal rights bill?" Long hesitation. When she speaks again her voice is different. "Women have no rights, Don, except what men allow us. Men are more aggressive and powerful, and they run the world. When the next real crisis upsets them, our so-called rights will vanish like—like that smoke. We'll be back where we always were: property. And whatever has gone wrong will be blamed on our freedom, like the fall of Rome was. You'll see." Now all this is delivered in a gray tone of total conviction. The last time I heard that tone, the speaker was explaining why he had to keep his file drawers full of dead pigeons. "Oh, come on. You and your friends are the backbone of the system; if you quit, the country would come to a screeching halt before lunch." No answering smile. "That's fantasy." Her voice is still quiet. "Women don't work that way. We're a—a toothless world." She looks around as if she wanted to stop talking. "What women do is survive. We live by ones and twos in the chinks of your world-machine." "Sounds like a guerrilla operation." I'm not really joking, here in the 'gator den. In fact, I'm wondering if I spent too much thought on mahogany logs. "Guerrillas have something to hope for." Suddenly she switches on a jolly smile. "Think of us as opossums, Don. Did you know there are opossums living all over? Even in New York City." I smile back with my neck prickling. I thought I was the paranoid one. "Men and women aren't different species, Ruth. Women do everything men do." "Do they?" Our eyes meet, but she seems to be seeing ghosts between us in the rain. She mutters something that could be "My Lai" and looks away. "All the endless wars …" Her voice is a whisper. "All the huge authoritarian organizations for doing unreal things. Men live to struggle against each other; we're just part of the battlefield. It'll never change unless you change the whole world. I dream sometimes of—of going away—" She checks and abruptly changes voice. "Forgive me, Don, it's so stupid saying all this." "Men hate wars too, Ruth," I say as gently as I can. "I know." She shrugs and climbs to her feet. "But that's your problem, isn't it?" End of communication. Mrs. Ruth Parsons isn't even living in the same world with me.
James Tiptree Jr.
We are committed to involving as many people as possible, as young as possible, as soon as possible. Sometimes too young and too soon! But we intentionally err on the side of too fast rather than too slow. We don’t wait until people feel “prepared” or “fully equipped.” Seriously, when is anyone ever completely prepared for ministry? Ministry makes people’s faith bigger. If you want to increase someone’s confidence in God, put him in a ministry position before he feels fully equipped. The messages your environments communicate have the potential to trump your primary message. If you don’t see a mess, if you aren’t bothered by clutter, you need to make sure there is someone around you who does see it and is bothered by it. An uncomfortable or distracting setting can derail ministry before it begins. The sermon begins in the parking lot. Assign responsibility, not tasks. At the end of the day, it’s application that makes all the difference. Truth isn’t helpful if no one understands or remembers it. If you want a church full of biblically educated believers, just teach what the Bible says. If you want to make a difference in your community and possibly the world, give people handles, next steps, and specific applications. Challenge them to do something. As we’ve all seen, it’s not safe to assume that people automatically know what to do with what they’ve been taught. They need specific direction. This is hard. This requires an extra step in preparation. But this is how you grow people. Your current template is perfectly designed to produce the results you are currently getting. We must remove every possible obstacle from the path of the disinterested, suspicious, here-against-my-will, would-rather-be-somewhere-else, unchurched guests. The parking lot, hallways, auditorium, and stage must be obstacle-free zones. As a preacher, it’s my responsibility to offend people with the gospel. That’s one reason we work so hard not to offend them in the parking lot, the hallway, at check-in, or in the early portions of our service. We want people to come back the following week for another round of offending! Present the gospel in uncompromising terms, preach hard against sin, and tackle the most emotionally charged topics in culture, while providing an environment where unchurched people feel comfortable. The approach a church chooses trumps its purpose every time. Nothing says hypocrite faster than Christians expecting non-Christians to behave like Christians when half the Christians don’t act like it half the time. When you give non-Christians an out, they respond by leaning in. Especially if you invite them rather than expect them. There’s a big difference between being expected to do something and being invited to try something. There is an inexorable link between an organization’s vision and its appetite for improvement. Vision exposes what has yet to be accomplished. In this way, vision has the power to create a healthy sense of organizational discontent. A leader who continually keeps the vision out in front of his or her staff creates a thirst for improvement. Vision-centric churches expect change. Change is a means to an end. Change is critical to making what could and should be a reality. Write your vision in ink; everything else should be penciled in. Plans change. Vision remains the same. It is natural to assume that what worked in the past will always work. But, of course, that way of thinking is lethal. And the longer it goes unchallenged, the more difficult it is to identify and eradicate. Every innovation has an expiration date. The primary reason churches cling to outdated models and programs is that they lack leadership.
Andy Stanley (Deep and Wide: Creating Churches Unchurched People Love to Attend)
[W]e may now be on the threshold of a new kind of genetic takeover. DNA replicators built 'survival machines' for themselves — the bodies of living organisms including ourselves. As part of their equipment, bodies evolved onboard computers — brains. Brains evolved the capacity to communicate with other brains by means of language and cultural traditions. But the new milieu of cultural tradition opens up new possibilities for self-replicating entities. The new replicators are not DNA and they are not clay crystals. They are patterns of information that can thrive only in brains or the artificially manufactured products of brains — books, computers, and so on. But, given that brains, books and computers exist, these new replicators, which I called memes to distinguish them from genes, can propagate themselves from brain to brain, from brain to book, from book to brain, from brain to computer, from computer to computer.
Richard Dawkins (The Blind Watchmaker: Why the Evidence of Evolution Reveals a Universe Without Design)
So, let's get back to why the roots are the most important part of a tree. Conceivably, this is where the tree equivalent of a brain is located. Brain? you ask. Isn't that a bit farfetched? Possibly, but now we know that trees can learn. This means they must store experiences somewhere, and therefore, there must be some kind of a storage mechanism inside the organism. Just where it is, no one knows, but the roots are the part of the tree best suited to the task. The old spruce in Sweden also shows that what grows underground is the most permanent part of the tree-and where else would it store important information over a long period of time? Moreover, current research shows that a tree's delicate root networks is full of surprises. It is now an accepted fact that the root network is in charge of all chemical activity in the tree. And there's nothing earth shattering about that. Many of our internal processes are also regulated by chemical messengers. Roots absorb substances and bring them into the tree. In the other direction, they deliver the products of photosynthesis to the tree's fungal partners and even route warning signals to neighboring trees. But a brain? For there to be something we would recognize as a brain, neurological processes must be involved, and for these, in addition to chemical messages, you need electrical impulses. And these are precisely what we can measure in the tree, and we've been able to do so since as far back as the nineteenth century. For some years now, a heated controversy has flared up among scientists. Can plants think? Are they intelligent?
Peter Wohlleben (The Hidden Life of Trees: What They Feel, How They Communicate: Discoveries from a Secret World)
•I lost money in every way possible: I misplaced checks and sometimes found them when they were too old to take to the bank. If I did find them in time, I missed out on the interest they could’ve made in my savings account. I paid late fees on bills, even though I had money in the bank — I’d just forgotten to pay them or lost the bill in my piles. I bought new items because they were on sale with a rebate, but forgot to mail the rebate form. •I dealt with chronic health worries because I never scheduled doctor’s appointments. •I lived in constant fear of being “found out” by people who held me in high regard. I always felt others’ trust in me was misplaced. •I suffered from nonstop anxiety, waiting for the other shoe to drop. •I struggled to create a social life in our new home. I either felt I didn’t have time because I needed to catch up and calm some of the chaos, or I wasn’t organized enough to make plans in the first place. •I felt insecure in all my relationships, both personal and professional. •I had nowhere to retreat. My life was such a mess, I had no space to gather my thoughts or be by myself. Chaos lurked everywhere. •I rarely communicated with long-distance friends or family. •I wanted to write a book and publish articles in magazines, yet dedicated almost no time to my creative pursuits.
Jaclyn Paul (Order from Chaos: The Everyday Grind of Staying Organized with Adult ADHD)
Whether one calls slime molds, fungi, and plants “intelligent” depends on one’s point of view. Classical scientific definitions of intelligence use humans as a yardstick by which all other species are measured. According to these anthropocentric definitions, humans are always at the top of the intelligence rankings, followed by animals that look like us (chimpanzees, bonobos, etc.), followed again by other “higher” animals, and onward and downward in a league table—a great chain of intelligence drawn up by the ancient Greeks, which persists one way or another to this day. Because these organisms don’t look like us or outwardly behave like us—or have brains—they have traditionally been allocated a position somewhere at the bottom of the scale. Too often, they are thought of as the inert backdrop to animal life. Yet many are capable of sophisticated behaviors that prompt us to think in new ways about what it means for organisms to “solve problems,” “communicate,” “make decisions,” “learn,” and “remember.” As we do so, some of the vexed hierarchies that underpin modern thought start to soften. As they soften, our ruinous attitudes toward the more-than-human world may start to change. The second field of research that has guided me in this inquiry concerns the way we think about the microscopic organisms—or microbes—that cover every inch of the planet. In the last four decades, new technologies have granted unprecedented access to microbial lives. The outcome? For your community of microbes—your “microbiome”—your body is a planet. Some prefer the temperate forest of your scalp, some the arid plains of your forearm, some the tropical forest of your crotch or armpit. Your gut (which if unfolded would occupy an area of thirty-two square meters), ears, toes, mouth, eyes, skin, and every surface, passage, and cavity you possess teem with bacteria and fungi. You carry around more microbes than your “own” cells. There are more bacteria in your gut than stars in our galaxy. For humans, identifying where one individual stops and another starts is not generally something we
Merlin Sheldrake (Entangled Life: How Fungi Make Our Worlds, Change Our Minds & Shape Our Futures)
Much of what it takes to succeed in school, at work, and in one’s community consists of cultural habits acquired by adaptation to the social environment. Such cultural adaptations are known as “cultural capital.” Segregation leads social groups to form different codes of conduct and communication. Some habits that help individuals in intensely segregated, disadvantaged environments undermine their ability to succeed in integrated, more advantaged environments. At Strive, a job training organization, Gyasi Headen teaches young black and Latino men how to drop their “game face” at work. The “game face” is the angry, menacing demeanor these men adopt to ward off attacks in their crime-ridden, segregated neighborhoods. As one trainee described it, it is the face you wear “at 12 o’clock at night, you’re in the ‘hood and they’re going to try to get you.”102 But the habit may freeze it into place, frightening people from outside the ghetto, who mistake the defensive posture for an aggressive one. It may be so entrenched that black men may be unaware that they are glowering at others. This reduces their chance of getting hired. The “game face” is a form of cultural capital that circulates in segregated underclass communities, helping its members survive. Outside these communities, it burdens its possessors with severe disadvantages. Urban ethnographer Elijah Anderson highlights the cruel dilemma this poses for ghetto residents who aspire to mainstream values and seek responsible positions in mainstream society.103 If they manifest their “decent” values in their neighborhoods, they become targets for merciless harassment by those committed to “street” values, who win esteem from their peers by demonstrating their ability and willingness to insult and physically intimidate others with impunity. To protect themselves against their tormentors, and to gain esteem among their peers, they adopt the game face, wear “gangster” clothing, and engage in the posturing style that signals that they are “bad.” This survival strategy makes them pariahs in the wider community. Police target them for questioning, searches, and arrests.104 Store owners refuse to serve them, or serve them brusquely, while shadowing them to make sure they are not shoplifting. Employers refuse to employ them.105 Or they employ them in inferior, segregated jobs. A restaurant owner may hire blacks as dishwashers, but not as wait staff, where they could earn tips.
Elizabeth S. Anderson (The Imperative of Integration)
When General Eisenhower was elected president, his predecessor, Harry Truman, said: “Poor Ike; when he was a general, he gave an order and it was carried out. Now he is going to sit in that big office and he’ll give an order and not a damn thing is going to happen.” The reason why “not a damn thing is going to happen” is, however, not that generals have more authority than presidents. It is that military organizations learned long ago that futility is the lot of most orders and organized the feedback to check on the execution of the order. They learned long ago that to go oneself and look is the only reliable feedback.5 Reports—all an American president is normally able to mobilize—are not much help. All military services have long ago learned that the officer who has given an order goes out and sees for himself whether it has been carried out. At the least he sends one of his own aides—he never relies on what he is told by the subordinate to whom the order was given. Not that he distrusts the subordinate; he has learned from experience to distrust communications.
Peter F. Drucker (Management: Tasks, Responsibilities, Practices)
Middle-class women, barred from higher education, began to monopolize the profession of primary-school teaching. As teachers, they read more, communicated more, and education itself became subversive of old ways of thinking. They began to write for magazines and newspapers, and started some ladies’ publications. Literacy among women doubled between 1780 and 1840. Women became health reformers. They formed movements against double standards in sexual behavior and the victimization of prostitutes. They joined in religious organizations. Some of the most powerful of them joined the antislavery movement. So, by the time a clear feminist movement emerged in the 1840s, women had become practiced organizers, agitators, speakers.
Howard Zinn (A People's History of the United States: 1492 to Present)
Here I am at that fork in the road where one arrow points to an unfamiliar life as an organ transplant recipient and the other arrow points directly to death—another unknown territory but with much darker overtones. What am I going to do with someone else’s heart? I can’t bear the thought of living without my heart. How can I make such a decision? Dr. Martinez asks me what my heart thinks about all of this. He suggests that I talk with my heart—that we should make the decision together. Is he crazy? What does he mean, “Talk with my heart?” Have I ever communicated with my heart? Has it ever tried to talk with me? How am I going to talk to my heart? Dr. Martinez recommends that I sit down with a yellow pad or at my computer and engage in a practice called “active imagination.
Lerita Coleman Brown (When the Heart Speaks, Listen: Discovering Inner Wisdom)
But now I speculate re the ants' invisible organ of aggregate thought... if, in a city park of broad reaches, winding paths, roadways, and lakes, you can imagine seeing on a warm and sunny Sunday afternoon the random and unpredictable movement of great numbers of human beings in the same way... if you watch one person, one couple, one family, a child, you can assure yourself of the integrity of the individual will and not be able to divine what the next moment will bring. But when the masses are celebrating a beautiful day in the park in a prescribed circulation of activities, the wider lens of thought reveals nothing errant, nothing inconstant or unnatural to the occasion. And if someone acts in a mutant un-park manner, alarms go off, the unpredictable element, a purse snatcher, a gun wielder, is isolated, surrounded, ejected, carried off as waste. So that while we are individually and privately dyssynchronous, moving in different ways, for different purposes, in different directions, we may at the same time comprise, however blindly, the pulsing communicating cells of an urban over-brain. The intent of this organ is to enjoy an afternoon in the park, as each of us street-grimy urbanites loves to do. In the backs of our minds when we gather for such days, do we know this? How much of our desire to use the park depends on the desires of others to do the same? How much of the idea of a park is in the genetic invitation on nice days to reflect our massive neuromorphology? There is no central control mechanism telling us when and how to use the park. That is up to us. But when we do, our behavior there is reflective, we can see more of who we are because of the open space accorded to us, and it is possible that it takes such open space to realize in simple form the ordinary identity we have as one multicellular culture of thought that is always there, even when, in the comparative blindness of our personal selfhood, we are flowing through the streets at night or riding under them, simultaneously, as synaptic impulses in the metropolitan brain. Is this a stretch? But think of the contingent human mind, how fast it snaps onto the given subject, how easily it is introduced to an idea, an image that it had not dreamt of thinking of a millisecond before... Think of how the first line of a story yokes the mind into a place, a time, in the time it takes to read it. How you can turn on the radio and suddenly be in the news, and hear it and know it as your own mind's possession in the moment's firing of a neuron. How when you hear a familiar song your mind adopts its attitudinal response to life before the end of the first bar. How the opening credits of a movie provide the parameters of your emotional life for its ensuing two hours... How all experience is instantaneous and instantaneously felt, in the nature of ordinary mind-filling revelation. The permeable mind, contingently disposed for invasion, can be totally overrun and occupied by all the characteristics of the world, by everything that is the case, and by the thoughts and propositions of all other minds considering everything that is the case... as instantly and involuntarily as the eye fills with the objects that pass into its line of vision.
E.L. Doctorow (City of God)
My Standard of Performance—the values and beliefs within it—guided everything I did in my work at San Francisco and are defined as follows: Exhibit a ferocious and intelligently applied work ethic directed at continual improvement; demonstrate respect for each person in the organization and the work he or she does; be deeply committed to learning and teaching, which means increasing my own expertise; be fair; demonstrate character; honor the direct connection between details and improvement, and relentlessly seek the latter; show self-control, especially where it counts most—under pressure; demonstrate and prize loyalty; use positive language and have a positive attitude; take pride in my effort as an entity separate from the result of that effort; be willing to go the extra distance for the organization; deal appropriately with victory and defeat, adulation and humiliation (don’t get crazy with victory nor dysfunctional with loss); promote internal communication that is both open and substantive (especially under stress); seek poise in myself and those I lead; put the team’s welfare and priorities ahead of my own; maintain an ongoing level of concentration and focus that is abnormally high; and make sacrifice and commitment the organization’s trademark.
Bill Walsh (The Score Takes Care of Itself: My Philosophy of Leadership)
We come into contact with people only with our exteriors—physically and externally; yet each of us walks about with a great wealth of interior life, a private and secret self. We are, in reality, somewhat split in two, the self and the body; the one hidden, the other open. The child learns very quickly to cultivate this private self because it puts a barrier between him and the demands of the world. He learns he can keep secrets—at first an excruciating, intolerable burden: it seems that the outer world has every right to penetrate into his self and that the parents could automatically do so if they wished—they always seem to know just what he is thinking and feeling. But then he discovers that he can lie and not be found out: it is a great and liberating moment, this anxious first lie—it represents the staking out of his claim to an integral inner self, free from the prying eyes of the world. By the time we grow up we become masters at dissimulation, at cultivating a self that the world cannot probe. But we pay a price. After years of turning people away, of protecting our inner self, of cultivating it by living in a different world, of furnishing this world with our fantasies and dreams—we find that we are hopelessly separated from everyone else. We have become victims of our own art. We touch people on the outsides of their bodies, and they us, but we cannot get at their insides and cannot reveal our insides to them. This is one of the great tragedies of our interiority—it is utterly personal and unrevealable. Often we want to say something unusually intimate to a spouse, a parent, a friend, communicate something of how we are really feeling about a sunset, who we really feel we are—only to fall strangely and miserably flat. Once in a great while we succeed, sometimes more with one person, less or never with others. But the occasional breakthrough only proves the rule. You reach out with a disclosure, fail, and fall back bitterly into yourself. We emit huge globs of love to our parents and spouses, and the glob slithers away in exchanges of words that are somehow beside the point of what we are trying to say. People seem to keep bumping up against each other with their exteriors and falling away from each other. The cartoonist Jules Feiffer is the modern master of this aspect of the human tragedy. Take even the sexual act—the most intimate merger given to organisms. For most people, even for their entire lives, it is simply a joining of exteriors. The insides melt only in the moment of orgasm, but even this is brief, and a melting is not a communication. It is a physical overcoming of separateness, not a symbolic revelation and justification of one’s interior. Many people pursue sex precisely because it is a mystique of the overcoming of the separateness of the inner world; and they go from one partner to another because they can never quite achieve “it.” So the endless interrogations: “What are you thinking about right now—me? Do you feel what I feel? Do you love me?
Ernest Becker (The Birth and Death of Meaning: An Interdisciplinary Perspective on the Problem of Man)
Most people seemed satisfied with the thin decorative glaze and the artful stage lighting that, sometimes, made the bedrock atrocity of the human predicament look somewhat more mysterious or less abhorrent. People gambled and golfed and planted gardens and traded stocks and had sex and bought new cars and practiced yoga and worked and prayed and redecorated their homes and got worked up over the news and fussed over their children and gossiped about their neighbors and pored over restaurant reviews and founded charitable organizations and supported political candidates and attended the U.S. Open and dined and travelled and distracted themselves with all kinds of gadgets and devices, flooding themselves incessantly with information and texts and communication and entertainment from every direction to try to make themselves forget it: where we were, what we were.
Donna Tartt (The Goldfinch)
> In effect, though Wiener didn't quite express it this way, cybernetics was offering an alternative to the Skinnerian worldview, in which human beings were just stimulus-response machines to be manipulated and conditioned for their own good. It was likewise offering an alternative to von Neumann's worldview, wherein human beings were unrealistically rational technocrats capable of anticipating, controlling, and managing their society with perfect confidence. Instead, cybernetics held out a vision of humans as neither gods nor clay but rather "machines" of the new kind, embodying purpose—and thus, autonomy. No, we were not the absolute masters of our universe; we lived in a world that was complex, confusing, and largely uncontrollable. But neither were we helpless. We were embedded in our world, in constant communication with our environment and one another. We had the power to act, to observe, to learn from our mistakes, and to grow. "From the point of view of cybernetics, the world is an organism," Wiener declared in his autobiography. "In such a world, knowledge is in its essence the process of knowing. . . . Knowledge is an aspect of life which must be interpreted while we are living, if it is to be interpreted at all. Life is the continual interplay between the individual and his environment rather than a way of existing under the form of eternity.
M. Mitchell Waldrop (The Dream Machine: J.C.R. Licklider and the Revolution That Made Computing Personal)
Kids shouting and skidding in the playground with no idea what future Hells awaited them: boring jobs and ruinous mortgages and bad marriages and hair loss and hip replacements and lonely cups of coffee in an empty house and a colostomy bag at the hospital. Most people seemed satisfied with the thin decorative glaze and the artful stage lighting that, sometimes, made the bedrock atrocity of the human predicament look somewhat more mysterious or less abhorrent. People gambled and golfed and planted gardens and traded stocks and had sex and bought new cars and practiced yoga and worked and prayed and redecorated their homes and got worked up over the news and fussed over their children and gossiped about their neighbors and pored over restaurant reviews and founded charitable organizations and supported political candidates and attended the U.S. Open and dined and travelled and distracted themselves with all kinds of gadgets and devices, flooding themselves incessantly with information and texts and communication and entertainment from every direction to try to make themselves forget it: where we were, what we were. But in a strong light there was no good spin you could put on it. It was rotten top to bottom. Putting your time in at the office; dutifully spawning your two point five; smiling politely at your retirement party; then chewing on your bedsheet and choking on your canned peaches at the nursing home. It was better never to have been born—never to have wanted anything, never to have hoped for anything.
Donna Tartt (The Goldfinch)
of activity in different sorts of substrate – organic, electronic, or otherwise? Could a machine communicate with humans on an unlimited set of topics through fluent use of a human language? Could a language-using machine give the appearance of understanding sentences and coming up with ideas while in truth being as devoid of thought and as empty inside as a nineteenth-century adding machine or a twentieth-century word processor? How might we distinguish between a genuinely conscious and intelligent mind and a cleverly constructed but hollow language-using facade? Are understanding and reasoning incompatible with a materialistic, mechanistic view of living beings? Could a machine ever be said to have made its own decisions? Could a machine have beliefs? Could a machine make mistakes? Could a machine believe it made its own decisions? Could a machine erroneously attribute free will to itself? Could a machine come up with ideas that had not been programmed into it in advance? Could creativity emerge from a set of fixed rules? Are we – even the
Andrew Hodges (Alan Turing: The Enigma)
In airplane crashes and chemical industry accidents, in the infrequent but serious nuclear plant accidents, in the NASA Challenger and Columbia disasters, and in the British Petroleum gulf spill, a common finding is that lower-ranking employees had information that would have prevented or lessened the consequences of the accident, but either it was not passed up to higher levels, or it was ignored, or it was overridden. When I talk to senior managers, they always assure me that they are open, that they want to hear from their subordinates, and that they take the information seriously. However, when I talk to the subordinates in those same organizations, they tell me either they do not feel safe bringing bad news to their bosses or they’ve tried but never got any response or even acknowledgment, so they concluded that their input wasn’t welcome and gave up. Shockingly often, they settled for risky alternatives rather than upset their bosses with potentially bad news. When I look at what goes on in hospitals, in operating rooms, and in the health care system generally, I find the same problems of communication exist and that patients frequently pay the price. Nurses and technicians do not feel safe bringing negative information to doctors or correcting a doctor who is about to make a mistake. Doctors will argue that if the others were “professionals” they would speak up, but in many a hospital the nurses will tell you that doctors feel free to yell at nurses in a punishing way, which creates a climate where nurses will certainly not speak up. Doctors engage patients in one-way conversations in which they ask only enough questions to make a diagnosis and sometimes make misdiagnoses because they don’t ask enough questions before they begin to tell patients what they should do.
Edgar H. Schein (Humble Inquiry: The Gentle Art of Asking Instead of Telling)
When the logs in the fireplace crackle merrily, the corpse of a beech or oak is going up in flames. The paper in the book you are holding in your hands right now is made from the shavings of spruce, and birches were expressly felled (that is to say, killed) for this purpose. Does that sound over the top? I don't think so. For if we keep in mind all we have learned in the previous chapters, parallels can definitely be drawn to pigs and pork. Not to put too fine a point on it, we use living things killed for our purposes. Does that make our behavior reprehensible? Not necessarily. After all, we are also part of Nature, and we are made in such a way that we can survive only with the help of organic substances from other species. We share this necessity with all other animals. The real question is whether we help ourselves only to what we need from the forest ecosystem, and-analogous to our treatment of animals-whether we spare the trees unnecessary suffering when we do this. That means it is okay to use wood as long as trees are allowed to live in a way that is appropriate to their species. And that means that they should be allowed to fulfill their social needs, to grow in a true forest environment on undisturbed ground, and to pass their knowledge on to the next generation. And at least some of them should be allowed to grow old with dignity and finally die a natural death.
Peter Wohlleben (The Hidden Life of Trees: What They Feel, How They Communicate: Discoveries from a Secret World)
THE 12 COMMANDMENTS OF BOSSES’ DIRTY WORK How to Implement Tough Decisions in Effective and Humane Ways Do not delay painful decisions and actions; hoping the problem will go away or that someone else will do your dirty work rarely is an effective path. Assume that you are clueless, or at least have only a dim understanding, of how people judge you and the dirty work that you do. Implement tough decisions as well as you can – even if they strike you as wrong or misguided. Or get out of the way and let someone else do it. Do everything possible to communicate to all who will be affected how distressing events will unfold, so they can predict when bad things will (and will not) happen to them. Explain early and often why the dirty work is necessary. Look for ways to give employees influence over how painful changes happen to them, even when it is impossible to change what will happen to them. Never humiliate, belittle, or bad-mouth people who are the targets of your dirty work. Ask yourself and fellow bosses to seriously consider if the dirty work is really necessary before implementing it. Just because all your competitors do it, or you have always done it in the past, does not mean it is wise right now. Do not bullshit or lie to employees, as doing so can destroy their loyalty and confidence, along with your reputation. Keep your big mouth shut. Divulging sensitive or confidential information can harm employees, your organization, and you, too. Refrain from doing mean-spirited things to exact personal revenge against employees who resist or object to your dirty work. Do not attempt dirty work if you lack the power to do it right, no matter how necessary it may seem.
Robert I. Sutton (Good Boss, Bad Boss: How to Be the Best... and Learn from the Worst)
In conjunction with his colleagues, Frantisek Baluska from the Institute of Cellular and Molecular Botany at the University of Bonn is of the opinion that brain-like structures can be found at root tips. In addition to signaling pathways, there are also numerous systems and molecules similar to those found in animals. When a root feels its way forward in the ground, it is aware of stimuli. The researchers measured electrical signals that led to changes in behavior after they were processed in a "transition zone." If the root encounters toxic substances, impenetrable stones, or saturated soil, it analyzes the situation and transmits the necessary adjustments to the growing tip. The root tip changes direction as a result of this communication and steers the growing root around the critical areas. Right now, the majority of plant researchers are skeptical about whether such behavior points to a repository for intelligence, the faculty of memory, and emotions. Among other things, they get worked up about carrying over findings in similar situations with animals and, at the end of the day, about how this threatens to blur the boundary between plants and animals. And so what? What would be so awful about that? The distinction between plant and animal is, after all, arbitrary and depends on the way an organism feeds itself: the former photosynthesizes and the latter eats other living beings. Finally, the only other big difference is in the amount of time it takes to process information and translate it into action. Does that mean that beings that live life in the slow lane are automatically worth less than ones on the fast track? Sometimes I suspect we would pay more attention to trees and other vegetation if we could establish beyond a doubt just how similar they are in many ways to animals.
Peter Wohlleben (The Hidden Life of Trees: What They Feel, How They Communicate: Discoveries from a Secret World)
Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.
Dan Carrison (Semper Fi: Business Leadership the Marine Corps Way)
to be open and straightforward about their needs for attention in a social setting. It is equally rare for members of a group in American culture to honestly and openly express needs that might be in conflict with that individual’s needs. This value of not just honestly but also openly fully revealing the true feelings and needs present in the group is vital for it’s members to feel emotional safe. It is also vital to keeping the group energy up and for giving the feedback that allows it’s members to know themselves, where they stand in relation to others and for spiritual/psychological growth. Usually group members will simply not object to an individual’s request to take the floor—but then act out in a passive-aggressive manner, by making noise or jokes, or looking at their watches. Sometimes they will take the even more violent and insidious action of going brain-dead while pasting a jack-o’-lantern smile on their faces. Often when someone asks to read something or play a song in a social setting, the response is a polite, lifeless “That would be nice.” In this case, N.I.C.E. means “No Integrity or Congruence Expressed” or “Not Into Communicating Emotion.” So while the sharer is exposing his or her vulnerable creation, others are talking, whispering to each other, or sitting looking like they are waiting for the dental assistant to tell them to come on back. No wonder it’s so scary to ask for people’s attention. In “nice” cultures, you are probably not going to get a straight, open answer. People let themselves be oppressed by someone’s request—and then blame that someone for not being psychic enough to know that “Yes” meant “No.” When were we ever taught to negotiate our needs in relation to a group of people? In a classroom? Never! The teacher is expected to take all the responsibility for controlling who gets heard, about what, and for how long. There is no real opportunity to learn how to nonviolently negotiate for the floor. The only way I was able to pirate away a little of the group’s attention in the school I attended was through adolescent antics like making myself fart to get a few giggles, or asking the teacher questions like, “Why do they call them hemorrhoids and not asteroids?” or “If a number two pencil is so popular, why is it still number two,” or “What is another word for thesaurus?” Some educational psychologists say that western culture schools are designed to socialize children into what is really a caste system disguised as a democracy. And in once sense it is probably good preparation for the lack of true democratic dynamics in our culture’s daily living. I can remember several bosses in my past reminding me “This is not a democracy, this is a job.” I remember many experiences in social groups, church groups, and volunteer organizations in which the person with the loudest voice, most shaming language, or outstanding skills for guilting others, controlled the direction of the group. Other times the pain and chaos of the group discussion becomes so great that people start begging for a tyrant to take charge. Many times people become so frustrated, confused and anxious that they would prefer the order that oppression brings to the struggle that goes on in groups without “democracy skills.” I have much different experiences in groups I work with in Europe and in certain intentional communities such as the Lost Valley Educational Center in Eugene, Oregon, where the majority of people have learned “democracy skills.” I can not remember one job, school, church group, volunteer organization or town meeting in mainstream America where “democracy skills” were taught or practiced.
Kelly Bryson (Don't Be Nice, Be Real)
Gadgetry will continue to relieve mankind of tedious jobs. Kitchen units will be devised that will prepare ‘automeals,’ heating water and converting it to coffee; toasting bread; frying, poaching or scrambling eggs, grilling bacon, and so on. Breakfasts will be ‘ordered’ the night before to be ready by a specified hour the next morning. Communications will become sight-sound and you will see as well as hear the person you telephone. The screen can be used not only to see the people you call but also for studying documents and photographs and reading passages from books. Synchronous satellites, hovering in space will make it possible for you to direct-dial any spot on earth, including the weather stations in Antarctica. [M]en will continue to withdraw from nature in order to create an environment that will suit them better. By 2014, electroluminescent panels will be in common use. Ceilings and walls will glow softly, and in a variety of colors that will change at the touch of a push button. Robots will neither be common nor very good in 2014, but they will be in existence. The appliances of 2014 will have no electric cords, of course, for they will be powered by long- lived batteries running on radioisotopes. “[H]ighways … in the more advanced sections of the world will have passed their peak in 2014; there will be increasing emphasis on transportation that makes the least possible contact with the surface. There will be aircraft, of course, but even ground travel will increasingly take to the air a foot or two off the ground. [V]ehicles with ‘Robot-brains’ … can be set for particular destinations … that will then proceed there without interference by the slow reflexes of a human driver. [W]all screens will have replaced the ordinary set; but transparent cubes will be making their appearance in which three-dimensional viewing will be possible. [T]he world population will be 6,500,000,000 and the population of the United States will be 350,000,000. All earth will be a single choked Manhattan by A.D. 2450 and society will collapse long before that! There will, therefore, be a worldwide propaganda drive in favor of birth control by rational and humane methods and, by 2014, it will undoubtedly have taken serious effect. Ordinary agriculture will keep up with great difficulty and there will be ‘farms’ turning to the more efficient micro-organisms. Processed yeast and algae products will be available in a variety of flavors. The world of A.D. 2014 will have few routine jobs that cannot be done better by some machine than by any human being. Mankind will therefore have become largely a race of machine tenders. Schools will have to be oriented in this direction…. All the high-school students will be taught the fundamentals of computer technology will become proficient in binary arithmetic and will be trained to perfection in the use of the computer languages that will have developed out of those like the contemporary “Fortran". [M]ankind will suffer badly from the disease of boredom, a disease spreading more widely each year and growing in intensity. This will have serious mental, emotional and sociological consequences, and I dare say that psychiatry will be far and away the most important medical specialty in 2014. [T]he most glorious single word in the vocabulary will have become work! in our a society of enforced leisure.
Isaac Asimov
The Company We Keep So now we have seen that our cells are in relationship with our thoughts, feelings, and each other. How do they factor into our relationships with others? Listening and communicating clearly play an important part in healthy relationships. Can relationships play an essential role in our own health? More than fifty years ago there was a seminal finding when the social and health habits of more than 4,500 men and women were followed for a period of ten years. This epidemiological study led researchers to a groundbreaking discovery: people who had few or no social contacts died earlier than those who lived richer social lives. Social connections, we learned, had a profound influence on physical health.9 Further evidence for this fascinating finding came from the town of Roseto, Pennsylvania. Epidemiologists were interested in Roseto because of its extremely low rate of coronary artery disease and death caused by heart disease compared to the rest of the United States. What were the town’s residents doing differently that protected them from the number one killer in the United States? On close examination, it seemed to defy common sense: health nuts, these townspeople were not. They didn’t get much exercise, many were overweight, they smoked, and they relished high-fat diets. They had all the risk factors for heart disease. Their health secret, effective despite questionable lifestyle choices, turned out to be strong communal, cultural, and familial ties. A few years later, as the younger generation started leaving town, they faced a rude awakening. Even when they had improved their health behaviors—stopped smoking, started exercising, changed their diets—their rate of heart disease rose dramatically. Why? Because they had lost the extraordinarily close connection they enjoyed with neighbors and family.10 From studies such as these, we learn that social isolation is almost as great a precursor of heart disease as elevated cholesterol or smoking. People connection is as important as cellular connections. Since the initial large population studies, scientists in the field of psychoneuroimmunology have demonstrated that having a support system helps in recovery from illness, prevention of viral infections, and maintaining healthier hearts.11 For example, in the 1990s researchers began laboratory studies with healthy volunteers to uncover biological links to social and psychological behavior. Infected experimentally with cold viruses, volunteers were kept in isolation and monitored for symptoms and evidence of infection. All showed immunological evidence of a viral infection, yet only some developed symptoms of a cold. Guess which ones got sick: those who reported the most stress and the fewest social interactions in their “real life” outside the lab setting.12 We Share the Single Cell’s Fate Community is part of our healing network, all the way down to the level of our cells. A single cell left alone in a petri dish will not survive. In fact, cells actually program themselves to die if they are isolated! Neurons in the developing brain that fail to connect to other cells also program themselves to die—more evidence of the life-saving need for connection; no cell thrives alone. What we see in the microcosm is reflected in the larger organism: just as our cells need to stay connected to stay alive, we, too, need regular contact with family, friends, and community. Personal relationships nourish our cells,
Sondra Barrett (Secrets of Your Cells: Discovering Your Body's Inner Intelligence)