Communicative Competence Quotes

Let us remember that the automatic machine is the precise economic equivalent of slave labor. Any labor which competes with slave labor must accept the economic consequences of slave labor.

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.

Most contemporary novels are not really "written." They obtain what reality they have largely from an accurate rendering of the noises that human beings currently make in their daily simple needs of communication; and what part of a novel is not composed of these noises consists of a prose which is no more alive than that of a competent newspaper writer or government official. A prose that is altogether alive demands something of the reader that the ordinary novel-reader is not prepared to give.

The origin of the human condition is best explained by the natural selection for social interaction—the inherited propensities to communicate, recognize, evaluate, bond, cooperate, compete, and from all these the deep warm pleasure of belonging to your own special group.

To a degree that we seldom realize, we depend upon the participation of others in our lives, and upon our own participation in the lives of others. Our success and effectiveness as persons is based upon this participation, and upon an ability to maintain a controlling competence in communicating with others.

A child's readiness for school depends on the most basic of all knowledge, how to learn. The report lists the seven key ingredients of this crucial capacity—all related to emotional intelligence:6 1. Confidence. A sense of control and mastery of one's body, behavior, and world; the child's sense that he is more likely than not to succeed at what he undertakes, and that adults will be helpful. 2. Curiosity. The sense that finding out about things is positive and leads to pleasure. 3. Intentionality. The wish and capacity to have an impact, and to act upon that with persistence. This is related to a sense of competence, of being effective. 4. Self-control. The ability to modulate and control one's own actions in age-appropriate ways; a sense of inner control. 5. Relatedness. The ability to engage with others based on the sense of being understood by and understanding others. 6. Capacity to communicate. The wish and ability to verbally exchange ideas, feelings, and concepts with others. This is related to a sense of trust in others and of pleasure in engaging with others, including adults. 7. Cooperativeness. The ability to balance one's own needs with those of others in group activity. Whether or not a child arrives at school on the first day of kindergarten with these capabilities depends greatly on how much her parents—and preschool teachers—have given her the kind of care that amounts to a "Heart Start," the emotional equivalent of the Head Start programs.

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.

The Dialectical Dilemma for the Patient The borderline individual is faced with an apparently irreconcilable dilemma. On the one hand, she has tremendous difficulties with self-regulation of affect and subsequent behavioral competence. She frequently but somewhat unpredictably needs a great deal of assistance, often feels helpless and hopeless, and is afraid of being left alone to fend for herself in a world where she has failed over and over again. Without the ability to predict and control her own well-being, she depends on her social environment to regulate her affect and behavior. On the other hand, she experiences intense shame at behaving dependently in a society that cannot tolerate dependency, and has learned to inhibit expressions of negative affect and helplessness whenever the affect is within controllable limits. Indeed, when in a positive mood, she may be exceptionally competent across a variety of situations. However, in the positive mood state she has difficulty predicting her own behavioral capabilities in a different mood, and thus communicates to others an ability to cope beyond her capabilities. Thus, the borderline individual, even though at times desperate for help, has great difficulty asking for help appropriately or communicating her needs. The inability to integrate or synthesize the notions of helplessness and competence, of noncontrol and control, and of needing and not needing help can lead to further emotional distress and dysfunctional behaviors. Believing that she is competent to “succeed,” the person may experience intense guilt about her presumed lack of motivation when she falls short of objectives. At other times, she experiences extreme anger at others for their lack of understanding and unrealistic expectations. Both the intense guilt and the intense anger can lead to dysfunctional behaviors, including suicide and parasuicide, aimed at reducing the painful emotional states. For the apparently competent person, suicidal behavior is sometimes the only means of communicating to others that she really can’t cope and needs help; that is, suicidal behavior is a cry for help. The behavior may also function as a means to get others to alter their unrealistic expectations—to “prove” to the world that she really cannot do what is expected.

Having and authentic voice means that: - We can openly share competence as well as problems and vulnerability. - We can warm things up and calm them down. - We can listen and ask questions that allow us to truly know the other person and to gather information about anything that may affect us. - We can say what we think and feel, state differences, and allow the other person to do the same. - We can define our values, convictions, principles, and priorities, and do our best to act in accordance with them. - We can define what we feel entitled to in a relationship, and we can clarify the limits of what we will tolerate or accept in another’s behavior. - We can leave (meaning that we can financially and emotionally support ourselves), if necessary.

A High Performance team requires people with High Performance Mindsets, with relevant competence, committed and balanced communication, to a meaningful and challenging goal.

How does one build bridges of trust with another? By paying attention to communication, commitment, competence, and character. Pay

I can . . . I can't. How do you speak to yourself? Do you ever feel as though you have an angel on one shoulder and a devil on the other? And they continually argue over your self-worth, competence, and personal value? Which one usually wins the debate?

Presuming competence means treating from the fundamental understanding that everyone can learn, and everyone has something to say. It is impossible to know a person’s communication potential before they are given the tools and interventions they need to succeed.

Skill teachers are made scarce by the belief in the value of licenses. Certification constitutes a form of market manipulation and is plausible only to a schooled mind. Most teachers of arts and trades are less skillful, less inventive, and less communicative than the best craftsmen and tradesmen. Most high-school teachers of Spanish or French do not speak the language as correctly as their pupils might after half a year of competent drills. Experimentsconducted by Angel Quintero in Puerto Rico suggest that many young teen-agers, if given the proper incentives, programs, and access to tools, are better than most schoolteachers at introducing their peers to the scientific exploration of plants, stars, and matter, and to the discovery of how and why a motor or a radio functions.

Why are they communicating what they are communicating right now?” Remember, negotiation is more like walking on a tightrope than competing against an opponent. Focusing so much on the end objective will only distract you from the next step, and that can cause you to fall off the rope.

Prof shook head. “Every new member made it that much more likely that you would be betrayed. Wyoming dear lady, revolutions are not won by enlisting the masses. Revolution is a science only a few are competent to practice. It depends on correct organization and, above all, on communications. Then, at the proper moment in history, they strike. Correctly organized and properly timed it is a bloodless coup. Done clumsily or prematurely and the result is civil war, mob violence, purges, terror. I hope you will forgive me if I say that, up to now, it has been done clumsily.

revolutions are not won by enlisting the masses. Revolution is a science only a few are competent to practice. It depends on correct organization and, above all, on communications. Then, at the proper moment in history, they strike. Correctly organized and properly timed it is a bloodless coup.

There are a few things that need to occur for our loved ones to have more relationships. First, they must learn some social skills and competencies -- especially so for those who are independent and often on their own, so that they will not become victimized by others and can make some connections. Second, for those who require it, they need to have support staff who understand movement differences and sensory challenges and how to include a nonverbal person who uses alternative means of communication. Last, but not least, for friendship to occur, people need to have an open mind, be more flexible, and be more accepting of people with differences.

The lack of self-listening is often the cause of communication breakdown. If we could hear our words and comments through the ears of our listeners, we would be appalled at the overgeneralizations, the inaccuracies, and the insensitive, negative comments we make about ourselves and others. Learning to carefully select our words plays a major role in presenting ourselves in a favorable light, getting along well with others, and effectively getting the job done. When we make self-deprecating remarks about our looks, intelligence, or competence, we reveal an unhealthy mindset, chip away at our self-confidence, and create the wrong impressions, setting the stage for us not to be taken seriously.

When speakers make eye contact with an audience, they will be perceived as being more prepared, more competent, confident, and trustworthy. Eye contact helps to relax the speaker and reminds them that their audience is made up of separate individuals who perceive things differently. Audience response is clearly seen in the expressions of their eyes.

Plenty of zeal and self-respect, plenty of competence in communication and transaction, in reciprocity of duties, plenty of diligence, plenty of stamina – and a hereditary sense of moderation that needs to be goaded on rather than curbed. I should add that obedience still exists here without it being humiliating . . . And people do not look down on their opponents

Our professional competence and pride should rest not alone in our possession of knowledge but as well in our ability to communicate it. Of course we shall carry on our research, and of course we shall applaud the colleague who 'produces,' but we shan't be happy if he offers that as a substitute for inspiring young people with a desire for knowledge, a sense of taste, and a regard for virtue.

Poetry is not an esoteric art cultivated by dreamy young men in open collars and with wispy beards. Its finest masters have always been men and women of outstanding energy and great, though by no means common, sense. Poetry is the most economical way of saying certain things that cannot be said in any other way. At its most intense it expresses better than other forms of literature whatever is left of us when we are not involved in instinct-following, surviving, competing, or problem-solving. Its major property is not, as some suppose, beauty. It is power. It is the most powerful form of communication. It does the most work per syllable, operating on a vast field—that of our emotions. It gains its efficiency from the use of certain levers—rhythm, music, rhyme, metaphor, and many more—for which other forms of communication are less well adapted. Some poetry, especially modern poetry, is difficult. But just as our ears have accustomed themselves to difficult music, so our understanding, if we are willing to make an effort, can accustom itself to the most condensed and superficially strange verse. At one time poetry was as democratic an art as the novel is nowadays. It can be so again, if we are willing to make it so.

Thus we do not yet have experience with the adult language abilities of monkeys and apes. One of the most intriguing questions is whether a verbally accomplished chimpanzee mother will be able to communicate language to her offspring. It seems very likely that this should be possible and that a community of chimps initially competent in gestural language could pass down the language to subsequent generations.

Humans have two types of abilities – physical and cognitive. In the past, machines competed with humans mainly in raw physical abilities, while humans retained an immense edge over machines in cognition. Hence as manual jobs in agriculture and industry were automated, new service jobs emerged that required the kind of cognitive skills only humans possessed: learning, analysing, communicating and above all understanding human emotions.

Humans have two types of abilities—physical and cognitive. In the past, machines competed with humans mainly in raw physical abilities, while humans retained an immense edge over machines in cognition. Therefore, as manual jobs in agriculture and industry were automated, new service jobs emerged that required the kind of cognitive skills only humans possessed: learning, analyzing, communicating, and above all understanding human emotions.

Humans have two types of abilities – physical and cognitive. In the past, machines competed with humans mainly in raw physical abilities, while humans retained an immense edge over machines in cognition. Hence as manual jobs in agriculture and industry were automated, new service jobs emerged that required the kind of cognitive skills only humans possessed: learning, analysing, communicating and above all understanding human emotions. However, AI is now beginning to outperform humans in more and more of these skills, including in the understanding of human emotions

UN-Impressives of the Poor Listener • Thinking about what you should have done, could have done, or need to do. • Allowing your emotional reactions to take over. • Interrupting the person talking. • Replying before you hear all the facts. • Jumping to conclusions and making assumptions. • Being preoccupied with what you're going to say next. • Getting defensive or being over-eager. • One-upmanship—feeling the urge to compete and add something bigger, better, or more significant than what the speaker has to share. • Imposing an unsolicited opinion. • Ignoring and changing the subject altogether.

I may be a prosecutor, but I'm also the first to tell that if you cannot communicate in a certain way, you cannot get justice in the American legal system. I have tried hundreds of sexual abuse cases, seen hundreds of children on that stand. I have been one of the lawyers who tugs and pulls at them, until they reluctantly let go of the make-believe world they've dreamed to block out the truth. All this, in the name of a conviction, but you cannot convince me that a competency hearing itself doesn't traumatize a child. You cannot convince me that even if I win that hearing, somehow, the child doesn't.

Specialisation, accompanied by exchange, is the source of economic prosperity. Here, in my own words, is what a modern version of Smithism claims. First, the spontaneous and voluntary exchange of goods and services leads to a division of labour in which people specialise in what they are good at doing. Second, this in turn leads to gains from trade for each party to a transaction, because everybody is doing what he is most productive at and has the chance to learn, practise and even mechanise his chosen task. Individuals can thus use and improve their own tacit and local knowledge in a way that no expert or ruler could. Third, gains from trade encourage more specialisation, which encourages more trade, in a virtuous circle. The greater the specialisation among producers, the greater is the diversification of consumption: in moving away from self-sufficiency people get to produce fewer things, but to consume more. Fourth, specialisation inevitably incentivises innovation, which is also a collaborative process driven by the exchange and combination of ideas. Indeed, most innovation comes about through the recombination of existing ideas for how to make or organise things. The more people trade and the more they divide labour, the more they are working for each other. The more they work for each other, the higher their living standards. The consequence of the division of labour is an immense web of cooperation among strangers: it turns potential enemies into honorary friends. A woollen coat, worn by a day labourer, was (said Smith) ‘the produce of a great multitude of workmen. The shepherd, the sorter of the wool, the wool-comber or carder, the dyer, the scribbler, the spinner, the weaver, the fuller, the dresser . . .’ In parting with money to buy a coat, the labourer was not reducing his wealth. Gains from trade are mutual; if they were not, people would not voluntarily engage in trade. The more open and free the market, the less opportunity there is for exploitation and predation, because the easier it is for consumers to boycott the predators and for competitors to whittle away their excess profits. In its ideal form, therefore, the free market is a device for creating networks of collaboration among people to raise each other’s living standards, a device for coordinating production and a device for communicating information about needs through the price mechanism. Also a device for encouraging innovation. It is the very opposite of the rampant and selfish individualism that so many churchmen and others seem to think it is. The market is a system of mass cooperation. You compete with rival producers, sure, but you cooperate with your customers, your suppliers and your colleagues. Commerce both needs and breeds trust.

Linking the digital and physical worlds in these ways will have profound implications for both. But this future won’t be realized unless the Internet of Things learns from the history of the Internet. The open standards and decentralized design of the Internet won out over competing proprietary systems and centralized control by offering fewer obstacles to innovation and growth. This battle has resurfaced with the proliferation of conflicting visions of how devices should communicate. The challenge is primarily organizational, rather then technological, a contest between command-and-control technology and distributed solutions. The Internet of Things demands the latter, and openness will eventually triumph.

If you believe in education and hard work, and want your children to as well, we don’t recommend scolding them each time they come home with a subpar grade. Though you may think it’s the best way to communicate values, it’s actually counterproductive because it signals conditional love. Chances are that they are already irked by the grade, so offer a sympathetic, “I know this is upsetting to you. I know you worked hard on that. I’d be happy to talk through things to help you for next time, if you want.” Note that this response is sympathetic (relatedness). You’re also reminding your child that there are ways to get a better outcome next time (competence). And by ending it with “if you want,” they see they are in control, that you’re a consultant, not a manager (autonomy).

An attention economy dissolves the separation between the personal and professional, between entertainment and information, all overridden by a compulsory functionality of communication that is inherently and inescapably 24/7. Even as a contemporary colloquialism, the term “eyeballs” for the site of control repositions human vision as a motor activity that can be subjected to external direction or stimuli. The goal is to refine the capacity to localize the eye’s movement on or within highly targeted sites or points of interest. The eye is dislodged from the realm of optics and made into an intermediary element of a circuit whose end result is always a motor response of the body to electronic solicitation. It is out of this context that Google and other corporate players now compete for dominance over the remains of the everyday.

A wealth of research confirms the importance of face-to-face contact. One experiment performed by two researchers at the University of Michigan challenged groups of six students to play a game in which everyone could earn money by cooperating. One set of groups met for ten minutes face-to-face to discuss strategy before playing. Another set of groups had thirty minutes for electronic interaction. The groups that met in person cooperated well and earned more money. The groups that had only connected electronically fell apart, as members put their personal gains ahead of the group’s needs. This finding resonates well with many other experiments, which have shown that face-to-face contact leads to more trust, generosity, and cooperation than any other sort of interaction. The very first experiment in social psychology was conducted by a University of Indiana psychologist who was also an avid bicyclist. He noted that “racing men” believe that “the value of a pace,” or competitor, shaves twenty to thirty seconds off the time of a mile. To rigorously test the value of human proximity, he got forty children to compete at spinning fishing reels to pull a cable. In all cases, the kids were supposed to go as fast as they could, but most of them, especially the slower ones, were much quicker when they were paired with another child. Modern statistical evidence finds that young professionals today work longer hours if they live in a metropolitan area with plenty of competitors in their own occupational niche. Supermarket checkouts provide a particularly striking example of the power of proximity. As anyone who has been to a grocery store knows, checkout clerks differ wildly in their speed and competence. In one major chain, clerks with differing abilities are more or less randomly shuffled across shifts, which enabled two economists to look at the impact of productive peers. It turns out that the productivity of average clerks rises substantially when there is a star clerk working on their shift, and those same average clerks get worse when their shift is filled with below-average clerks. Statistical evidence also suggests that electronic interactions and face-to-face interactions support one another; in the language of economics, they’re complements rather than substitutes. Telephone calls are disproportionately made among people who are geographically close, presumably because face-to-face relationships increase the demand for talking over the phone. And when countries become more urban, they engage in more electronic communications.

DISTINCTIVENESS is the quality that causes a brand expression to stand out from competing messages. If it doesn’t stand out, the game is over. Distinctiveness often requires boldness, innovation, surprise, and clarity, not to mention courage on the part of the company. Is it clear enough and unique enough to pass the swap test? RELEVANCE asks whether a brand expression is appropriate for its goals. Does it pass the hand test? Does it grow naturally from the DNA of the brand? These are good questions, because it’s possible to be attention-getting without being relevant, like a girly calendar issued by an auto parts company. MEMORABILITY is the quality that allows people to recall the brand or brand expression when they need to. Testing for memorability is difficult, because memory proves itself over time. But testing can often reveal the presence of its drivers, such as emotion, surprise, distinctiveness, and relevance. EXTENDIBILITY measures how well a given brand expression will work across media, across cultural boundaries, and across message types. In other words, does it have legs? Can it be extended into a series if necessary? It’s surprisingly easy to create a one-off, single-use piece of communication that paints you into a corner. DEPTH is the ability to communicate with audiences on a number of levels. People, even those in the same brand tribe, connect to ideas in different ways. Some are drawn to information, others to style, and still others to emotion. There are many levels of depth, and skilled communicators are able to create connections at most of them.

Like stress, emotion is a concept we often invoke without a precise sense of its meaning. And, like stress, emotions have several components. The psychologist Ross Buck distinguishes between three levels of emotional responses, which he calls Emotion I, Emotion II and Emotion III, classified according to the degree we are conscious of them. Emotion III is the subjective experience, from within oneself. It is how we feel. In the experience of Emotion III there is conscious awareness of an emotional state, such as anger or joy or fear, and its accompanying bodily sensations. Emotion II comprises our emotional displays as seen by others, with or without our awareness. It is signalled through body language — “non-verbal signals, mannerisms, tones of voices, gestures, facial expressions, brief touches, and even the timing of events and pauses between words. [They] may have physiologic consequences — often outside the awareness of the participants.” It is quite common for a person to be oblivious to the emotions he is communicating, even though they are clearly read by those around him. Our expressions of Emotion II are what most affect other people, regardless of our intentions. A child’s displays of Emotion II are also what parents are least able to tolerate if the feelings being manifested trigger too much anxiety in them. As Dr. Buck points out, a child whose parents punish or inhibit this acting-out of emotion will be conditioned to respond to similar emotions in the future by repression. The self-shutdown serves to prevent shame and rejection. Under such conditions, Buck writes, “emotional competence will be compromised…. The individual will not in the future know how to effectively handle the feelings and desires involved. The result would be a kind of helplessness.” The stress literature amply documents that helplessness, real or perceived, is a potent trigger for biological stress responses. Learned helplessness is a psychological state in which subjects do not extricate themselves from stressful situations even when they have the physical opportunity to do so. People often find themselves in situations of learned helplessness — for example, someone who feels stuck in a dysfunctional or even abusive relationship, in a stressful job or in a lifestyle that robs him or her of true freedom. Emotion I comprises the physiological changes triggered by emotional stimuli, such as the nervous system discharges, hormonal output and immune changes that make up the flight-or-fight reaction in response to threat. These responses are not under conscious control, and they cannot be directly observed from the outside. They just happen. They may occur in the absence of subjective awareness or of emotional expression. Adaptive in the acute threat situation, these same stress responses are harmful when they are triggered chronically without the individual’s being able to act in any way to defeat the perceived threat or to avoid it. Self-regulation, writes Ross Buck, “involves in part the attainment of emotional competence, which is defined as the ability to deal in an appropriate and satisfactory way with one’s own feelings and desires.” Emotional competence presupposes capacities often lacking in our society, where “cool” — the absence of emotion — is the prevailing ethic, where “don’t be so emotional” and “don’t be so sensitive” are what children often hear, and where rationality is generally considered to be the preferred antithesis of emotionality. The idealized cultural symbol of rationality is Mr. Spock, the emotionally crippled Vulcan character on Star Trek.

The process of receiving teaching depends upon the student giving something in return; some kind of psychological surrender is necessary, a gift of some sort. This is why we must discuss surrendering, opening, giving up expectations, before we can speak of the relationship between teacher and student. It is essential to surrender, to open yourself, to present whatever you are to the guru, rather than trying to present yourself as a worthwhile student. It does not matter how much you are willing to pay, how correctly you behave, how clever you are at saying the right thing to your teacher. It is not like having an interview for a job or buying a new car. Whether or not you will get the job depends upon your credentials, how well you are dressed, how beautifully your shoes are polished, how well you speak, how good your manners are. If you are buying a car, it is a matter of how much money you have and how good your credit is. But when it comes to spirituality, something more is required. It is not a matter of applying for a job, of dressing up to impress our potential employer. Such deception does not apply to an interview with a guru, because he sees right through us. He is amused if we dress up especially for the interview. Making ingratiating gestures is not applicable in this situation; in fact it is futile. We must make a real commitment to being open with our teacher; we must be willing to give up all our preconceptions. Milarepa expected Marpa to be a great scholar and a saintly person, dressed in yogic costume with beads, reciting mantras, meditating. Instead he found Marpa working on his farm, directing the laborers and plowing his land. I am afraid the word guru is overused in the West. It would be better to speak of one’s “spiritual friend,” because the teachings emphasize a mutual meeting of two minds. It is a matter of mutual communication, rather than a master-servant relationship between a highly evolved being and a miserable, confused one. In the master-servant relationship the highly evolved being may appear not even to be sitting on his seat but may seem to be floating, levitating, looking down at us. His voice is penetrating, pervading space. Every word, every cough, every movement that he makes is a gesture of wisdom. But this is a dream. A guru should be a spiritual friend who communicates and presents his qualities to us, as Marpa did with Milarepa and Naropa with Marpa. Marpa presented his quality of being a farmer-yogi. He happened to have seven children and a wife, and he looked after his farm, cultivating the land and supporting himself and his family. But these activities were just an ordinary part of his life. He cared for his students as he cared for his crops and family. He was so thorough, paying attention to every detail of his life, that he was able to be a competent teacher as well as a competent father and farmer. There was no physical or spiritual materialism in Marpa’s lifestyle at all. He did not emphasize spirituality and ignore his family or his physical relationship to the earth. If you are not involved with materialism, either spiritually or physically, then there is no emphasis made on any extreme. Nor is it helpful to choose someone for your guru simply because he is famous, someone who is renowned for having published stacks of books and converted thousands or millions of people. Instead the guideline is whether or not you are able actually to communicate with the person, directly and thoroughly. How much self-deception are you involved in? If you really open yourself to your spiritual friend, then you are bound to work together. Are you able to talk to him thoroughly and properly? Does he know anything about you? Does he know anything about himself, for that matter? Is the guru really able to see through your masks, communicate with you properly, directly? In searching for a teacher, this seems to be the guideline rather than fame or wisdom.

incorporating, Mosaic Communications Corporation opened its doors in Mountain View, California. Four years later, Mosaic Communications had morphed into the half-billion-dollar Netscape Communications Corporation, the fastest-growing software company of all time. This chapter explores how

As the body and mind deteriorate, the dying are not less themselves. Dementia steals the faculties for expressing the self—language, memory, personality—but the self remains, albeit largely inaccessible to others. The experience of actually being with the demented and dying is one of watching someone move farther and farther away, out of earshot and eventually out of sight. It’s wrong to think, “Because I cannot access something, it does not exist.” Being with someone who is near death undermines such nonsense. If people are as much themselves when there is no chance of further accomplishment, activity, or self-expression, then the fact that the unborn may grow up to great accomplishment, activity, or self-expression is irrelevant. That a precious child with Down syndrome may some day compete in the Special Olympics is irrelevant. Another precious child with a different genetic abnormality will spend all his days in a state that most of us will inhabit only at the end of our lives, if ever: incapable of communication, incontinent, compromised in language, memory, intellect, and personality. The compassion we show to the dying is not earned by the things they “used to be” any more than it should be earned by the things that the unborn might become. We will all end up in a state of total incapacity and inaccessibility, some for a long time and some only briefly.

Three criteria to inspire as well as cultivate intercultural trust — sincerity, competence and reliability.

Organizer—Using work breakdown, estimating, and scheduling techniques, determines the complete work effort for the project, the proper sequence of the work activities, when the work will be accomplished, who will do the work, and how much the work will cost. • Point Man—Serves as the central point-of-contact for all oral and written project communications. • Quartermaster—Ensures the project has the resources, materials, and facilities its needs when it needs it. • Facilitator—Ensures that stakeholders and team members who come from different perspectives understand each other and work together to accomplish the project goals. • Persuader—Gains agreement from the stakeholders on project definition, success criteria, and approach; manages stakeholder expectations throughout the project while managing the competing demands of time, cost, and quality; and gains agreement on resource decisions and issue resolution action steps. • Problem Solver—Utilizes root-cause analysis process experience, prior project experiences, and technical knowledge to resolve unforeseen technical issues and to take any necessary corrective actions. • Umbrella—Works to shield the project team from the politics and “noise” surrounding the project, so they can stay focused and productive. • Coach—Determines and communicates the role each team member plays and the importance of that role to the project success, finds ways to motivate each team member, looks for ways to improve the skills of each team member, and provides constructive and timely feedback on individual performances. • Bulldog—Performs the follow-up to ensure that commitments are maintained, issues are resolved, and action items are completed. • Librarian—Manages all information, communications, and documentation involved in the project.

November 2007, WiBro was selected as an international mobile communications standard. It subsequently competed with other 3G

Competencies can be communicated—and therefore can be taught and learned.

Trustworthiness at the personal level. Trustworthiness is based on character, what you are as a person, and competence, what you can do. If you have faith in my character but not in my competence, you still wouldn’t trust me. Many good, honest people gradually lose their professional trustworthiness because they allow themselves to become “obsolete” inside their organizations. Without character and competence, we won’t be considered trustworthy, nor will we show much wisdom in our choices and decisions. Without meaningful ongoing professional development, there is little trustworthiness or trust. • Trust at the interpersonal level. Trustworthiness is the foundation of trust. Trust is the emotional bank account between two people that enables them to have a win-win performance agreement. If two people trust each other, based on the trustworthiness of each other, they can then enjoy clear communication, empathy, synergy, and productive interdependency. If one is incompetent, training and development can help. But if one has a character flaw, he or she must make and keep promises to increase internal security, improve skills, and rebuild relationships of trust. Trust—or the lack of it—is at the root of success or failure in relationships and in the bottom-line results of business, industry, education, and government.

Luxury brands create additional value for consumers by providing an excellent level of service. This is mostly manifested in the form of highly trained and competent staff, typically sophisticated individuals who are willing to go the extra mile in service delivery. The corporate values communicated by the brand, should also be communicated by staff.

Dear Rebecca— You may have picked up on my growing disappointment with you this afternoon as our first meeting progressed. I have to say that though you seem quite personable in your electronic communications, in person your behavior is a little lacking in some of the traits that would let you get from a first to a second date with regularity. If Lovability had a rating system, I would award you 2.5 out of 5 stars; however, if it used a scale that only allowed for integral values, I would unfortunately be forced to round down to two. Here are some suggestions for what you could do to improve the initial impression you make. I am speaking here as a veteran of the online dating scene in LA, which is MUCH more intense than New Jersey’s—there, you are competing with aspiring actors and actresses, and a professionally produced headshot and a warm demeanor are the bare minimum necessary to get in the game. By the end of my first year in LA my askback rate (the rate at which my first dates with women led to second dates) was a remarkable 68%. So I know what I’m talking about. I hope you take this constructive criticism in the manner in which it is intended. 1. Vary your responses to inquiries. When our conversation began, you seemed quite cheerful and animated, but as it progressed you became much less so. I asked you a series of questions that were intended to give you opportunities to reveal more about yourself, but you offered only binary answers, and then, troublingly, no answers at all. If you want your date to go well, you need to display more interest. 2. Direct the flow of conversation. Dialogue is collaborative! One consequence of your reticence was that I was forced to propose all of the topics of discussion, both before and after the transition to more personal subjects. If you contribute topics of your own then it will make you appear more engaged: you should aim to bring up one new subject for every one introduced by your date. 3. Take control of the path of the date. If you want the initial meeting to extend beyond the planned drinks, there are many ways you can go about doing this. You can directly say, for instance, “So I wasn’t thinking about this when you showed up, but…do you have any plans for dinner? I’m starving, and I could really go for some pad thai.” Or you can make a vaguer, more general statement such as “After this, I’m up for whatever,” or “Hey, I don’t really want to go home yet, Bradley: I’m having a lot of fun.” Again, this comes down to a general lack of engagement on your part. Without your feedback I was left to offer a game of Scrabble, which was not the best way to end the meeting. 4. Don’t lie about your ability in Scrabble. I won’t go into an analysis of your strategic and tactical errors here, in the interest of brevity, but your amateurish playing style was quite evident. Now, despite my reservations as expressed above, I really do feel that we had some chemistry. So I would like to give things another chance. Would you respond to this message within the next three days, with a suggestion of a place you’d like us to visit together, or an activity that you believe we would both enjoy? I would be forced to construe a delay of more than three days as an unfortunate sign of indifference. I hope to hear from you soon. Best, Bradley

The industrial world of pipelines relies heavily on push. Consumers are accessed through specific marketing and communication channels that the business owns or pays for. In a world of scarcity, options were limited, and getting heard often sufficed to get marketers and their messages in front of consumers. In this environment, the traditional advertising and public relations industries focused almost solely on awareness creation—the classic technique for “pushing” a product or service into the consciousness of a potential customer. This model of marketing breaks down in the networked world, where access to marketing and communication channels is democratized—as illustrated, for example, by the viral global popularity of YouTube videos such as PSY’s “Gangnam Style” and Rebecca Black’s “Friday.” In this world of abundance—where both products and the messages about them are virtually unlimited—people are more distracted, as an endless array of competing options is only a click or a swipe away. Thus, creating awareness alone doesn’t drive adoption and usage, and pushing goods and services toward customers is no longer the key to success. Instead, those goods and services must be designed to be so attractive that they naturally pull customers into their orbit. Furthermore, for a platform business, user commitment and active usage, not sign-ups or acquisitions, are the true indicators of customer adoption. That’s why platforms must attract users by structuring incentives for participation—preferably incentives that are organically connected to the interactions made possible by the platform. Traditionally, the marketing function was divorced from the product. In network businesses, marketing needs to be baked into the platform.

Strong leaders, in contrast, extend the Circle of Safety to include every single person who works for the organization. Self-preservation is unnecessary and fiefdoms are less able to survive. With clear standards for entry into the Circle and competent layers of leadership that are able to extend the Circle’s perimeter, the stronger and better equipped the organization becomes. It is easy to know when we are in the Circle of Safety because we can feel it. We feel valued by our colleagues and we feel cared for by our superiors. We become absolutely confident that the leaders of the organization and all those with whom we work are there for us and will do what they can to help us succeed. We become members of the group. We feel like we belong. When we believe that those inside our group, those inside the Circle, will look out for us, it creates an environment for the free exchange of information and effective communication. This is fundamental to driving innovation, preventing problems from escalating and making organizations better equipped to defend themselves from the outside dangers and to seize the opportunities.

Another challenge to mindful listening is that the average person speaks at a rate of 125 words per minute, yet we can process up to 500 words per minute. During that lag time, you can think about your to-do list or you can listen mindfully by using that time to summarize what the speaker has said so far or see the possibilities in what the speaker is proposing. You can also note the emphasis in his voice or the degree of concern in his gestures and facial expressions. When you are in the speaker’s movie, you use your resources to be a competent, intelligent listener.

Now that you understand the key players in ecosystems, here are the key principles of building an ecosystem. They are similar to the principles of creating a community discussed in chapter 8, “The Art of Evangelizing.” CREATE SOMETHING WORTHY OF AN ECOSYSTEM. Once again, the key to evangelism, sales, presentations, and now ecosystems is a great product. In fact, if you create a great product, you may not be able to stop an ecosystem from forming. By contrast, it’s hard to build an ecosystem around crap. DESIGNATE A CHAMPION. Many employees would like to help build an ecosystem, but who wakes up every day with this task at the top of her list of priorities? Another way to look at this is, “Who’s going to get fired if an ecosystem doesn’t happen?” Ecosystems need a champion—an identifiable hero—within the company to carry the flag for the community. DON’T COMPETE WITH THE ECOSYSTEM. If you want people or organizations to take part in your ecosystem, then you shouldn’t compete with them. For example, if you want people to create apps for your product, then don’t sell (or give away) apps that do the same thing. It was hard to convince companies to create a Macintosh word processor when Apple was giving away MacWrite. CREATE AN OPEN SYSTEM. An “open system” means that there are minimal requirements to participating and minimal controls on what you can do. A “closed system” means that you control who participates and what they can do. Either can work, but I recommend an open system because it appeals to my trusting, anarchic personality. This means that members of your ecosystem will be able to write apps, access data, and interact with your product. I’m using software terminology here, but the point is to enable people to customize and tweak your product. PUBLISH INFORMATION. The natural complement of an open system is publishing books and articles about the product. This spreads information to people on the periphery of a product. Publishing also communicates to the world that your startup is open and willing to help external parties. FOSTER DISCOURSE. The definition of “discourse” is “verbal exchange.” The key word is “exchange.” Any company that wants an ecosystem should foster the exchange of ideas and opinions. This means your website should provide a forum where people can engage with other members as well as your employees. This doesn’t mean that you let the ecosystem run your company, but you should hear what members have to say. WELCOME CRITICISM. Most organizations feel warm and fuzzy toward their ecosystem as long as the ecosystem says nice things, buys their products, and never complains. The minute that the ecosystem says anything negative, however, many organizations freak out and get defensive. This is dumb. A healthy ecosystem is a long-term relationship, so an organization shouldn’t file for divorce at the first sign of discord. Indeed, the more an organization welcomes—or even celebrates—criticism, the stronger its bonds to its ecosystem become. CREATE A NONMONETARY REWARD SYSTEM. You already know how I feel about paying people off to help you, but this doesn’t mean you shouldn’t reward people in other ways. Things as simple as public recognition, badges, points, and credits have more impact than a few bucks. Many people don’t participate in an ecosystem for the money, so don’t insult them by rewarding them with it.

is clear that neither countries nor regions can flourish if their cities (innovation ecosystems) are not being continually nourished. Cities have been the engines of economic growth, prosperity and social progress throughout history, and will be essential to the future competitiveness of nations and regions. Today, more than half of the world’s population lives in urban areas, ranging from mid-size cities to megacities, and the number of city dwellers worldwide keeps rising. Many factors that affect the competitiveness of countries and regions – from innovation and education to infrastructure and public administration – are under the purview of cities. The speed and breadth by which cities absorb and deploy technology, supported by agile policy frameworks, will determine their ability to compete in attracting talent. Possessing a superfast broadband, putting into place digital technologies in transportation, energy consumption, waste recycling and so on help make a city more efficient and liveable, and therefore more attractive than others. It is therefore critical that cities and countries around the world focus on ensuring access to and use of the information and communication technologies on which much of the fourth industrial revolution depends. Unfortunately, as the World Economic Forum’s Global Information Technology Report 2015 points out, ICT infrastructures are neither as prevalent nor diffusing as fast as many people believe. “Half of the world’s population does not have mobile phones and 450 million people still live out of reach of a mobile signal. Some 90% of the population of low-income countries and over 60% globally are not online yet. Finally, most mobile phones are of an older generation.”45

5 Thumb Rules to Follow for Outsourcing 3D Character. Outsourcing has become one of the basic requirements of the digital industry. Be it software, websites, architecture rendering or 3D character modelling, companies look forward to outsource these tasks to reliable names. Reason is simple. When it comes to value for money, 3D Art Outsourcing Service stands to be the most viable option as setting up in-house production often isn’t considered a wise ROI choice. But, this necessity has also given rise to possible frauds. There are countless companies waiting to gulp your money in the blink of an eye. There are many more who are ready to lure you with lucrative offers when it comes to 3D character modelling concept. Since not everyone is familiar with the technicalities of this field, companies can easily get trapped with fake promises of giving top notch services well within their reach, only to find out that the whole thing was neither worth their time nor money. However, all the sham can be avoided if companies follow the six thumb rules while Game outsourcing character modelling tasks to animation studios as these will lead them to the right names. 1) Take a Tour of the Website Although you will find expert comments on not to judge a company by its cover, there is no denying the fact that website plays a decisive role in company’s credibility, especially when it comes to art and animation studios. A studio that claims to offer you state-of-art results must first focus on its own. A clean, crisp website with appropriate content can actually say a lot about the studio’s work. A poor design and inappropriate content often indicate the following things: - Outdated and poorly maintained - Negligence towards its virtual presentation - Unprofessionalism - Poor marketing A sincere design and animation studio will indeed feature a vibrant website with all its details properly included. 2) Location Matters Location has a huge impact on hiring charges as it largely decides the price range one can expect. If you are looking forward to countries like India, you expect the range to be well within your budget chiefly because such countries have immense talent, but because of the increasing demand and competition in the field of outsourcing, hiring charges are relatively cheaper than countries like UK or USA. This means that once can get desired expertise without spending a fortune. 3) Know Your Team Inside Out Since you will be spending your hard earned money, you have every right to know the ins and outs of your team. Getting to know the team can assist you in your decision. Do your part of homework and be ready with your queries. Starting from their names to their works, check everything you can, and if need be, go for one-to-one conversation. This will not only help you to know them better, but will also give you an idea of their communication, their knowledge about their work and their sincerity. A dedicated one will always answer you up to the point while a confused one with fidget with words or beat around the bush. 4) Don’t Miss Out on the Portfolio While the website of a studio is its virtual representative, it’s the portfolio which speaks about its execution. Reputed names of 3D modelling and design companies house excellent projects ranging from simple to complex ones. A solid portfolio indicates: - commitment of the studio towards its projects - competency of its team - execution and precision - status of its expertise Apart from the portfolio, some animation studios even feature case studies and white papers in their websites which indicate their level of transparency. Make sure to go through all of them.

Good writers express their moral vision slowly and subtly, primarily through the story structure and the way the hero deals with a particular situation. Your moral vision is communicated by how your hero pursues his goal while competing with one or more opponents and by what your hero learns, or fails to learn, over the course of his struggle. In effect, you, as the author, are making a moral argument through what your characters do in the plot. How does this sort of moral argument, the argument of action, work in storytelling?

Communication and its consequent, organization, are critical for success. The techniques of communication and organization demand from the manager much thought and as much experienced competence as the software technology itself.

Don't be the driver of the bus that runs you over! Watch out for words and body language that undermines your presence, competence, and confidence.

The early Greeks had a magnificent philosophy which is embodied in three sequentially arranged words: ethos, pathos, and logos. I suggest these three words contain the essence of seeking first to understand and making effective presentations. Ethos is your personal credibility, the faith people have in your integrity and competency. It’s the trust that you inspire, your Emotional Bank Account. Pathos is the empathic side—it’s the feeling. It means that you are in alignment with the emotional thrust of another person’s communication. Logos is the logic, the reasoning part of the presentation.

He dreamed big dreams - impossible dreams they told him. Then he moved heaven and earth to make his dreams come true. When you, as a leader, start with a vision, then communicate that vision to the people you lead, utilize your people skills to motivate and inspire them, maintain your character and integrity at every decision-point, command with competence, lead with boldness and confidence, and support your people with your serving heart, your vision will become your reality.

Inside the campaign, a bonfire of the vanities raged. Each division had its own silo: Mook in charge of the budget and operations, Palmieri at the helm of a sprawling and warring communications staff, Abedin in charge of Hillary, Sullivan guiding policy, and Elan Kriegel running the powerful analytics team. There was also a holy trinity of consultants who competed with Mook for influence: chief strategist Benenson, adman Margolis, and longtime Clinton message guru Grunwald. Podesta floated outside the structure. Some of Hillary’s advisers thought she’d aligned her roster the wrong way. “She has too many people in jobs who should not be doing the jobs they’re doing,” one of them said.

If you go to your team and you are constantly bashing the “higher ups” or the “corporate” entity, it destroys your own credibility and harms your ability to effectively lead your team. Think about it like this: if the “higher ups” are so bad, then why are you (the competent director, manager, or leader) still be working for them?

The proper social role of the highly able Endogenous personality is not as leader. Indeed, the Endogenous personality should be excluded from leadership as he will tend to lack the desire to cooperate with or care for the feelings of others. His role should be as an intuitive/ inspired ‘adviser’ of rulers. Adviser-of-rulers is a term which should be taken to include various types of prophet, shaman, genius, wizard, hermit, and holy fool – the Socrates of the early Platonic dialogues is an historical example, as is Diogenes, the Cynic, of Sinope (c.412-323 BC), who lived in a barrel and is supposed to have snubbed Alexander the Great (without being punished), or even the Fool character in Shakespeare plays. These are extremes; but the description of Endogenous personality and of an ‘inner orientation’ also applies to most historical examples of creative genius. The Endogenous personality – therefore – does not (as most men) seek primarily for social, sexual or economic success; instead the Endogenous personality wants to live by his inner imperatives. The way it is supposed-to-work, the ‘deal’, the ‘social contract’; is that the Endogenous personality, by his non-social orientation, is working for the benefit of society as a whole; at the cost of his not competing in the usual status competitions within that society. His ‘reward’ is simply to be allowed, or – better – actively enabled, to have the minimal necessary sustenance, psychological support (principally being ‘left alone’ and not harassed or molested; but ideally sustained by his family, spouse, patron or the like) to be somehow providedwith the time and space and wherewithal to do his work and communicate the outcome. For the Endogenous personality, this is its own reward.

The visible present is not in time and space, nor, of course, outside of them: there is nothing before it, after it, about it, that could compete with its visibility. And yet it is not alone, it is not everything. To put it precisely, it stops up my view, that is, time and space extend beyond the visible present, and at the same time they are behind it, in depth, in hiding. The visible can thus fill me and occupy me only because I who see it do not see it from the depths of nothingness, but from the midst of itself; I the seer am also visible. What makes the weight, the thickness, the flesh of each color, of each sound, of each tactile texture, of the present, and of the world is the fact that he who grasps them feels himself emerge from them by a sort of coiling up or redoubling, fundamentally homogeneous with them; he feels that he is the sensible itself coming to itself and that in return the sensible is in his eyes as it were his double or an extension of his own flesh. The space, the time of the things are shreds of himself, of his own spatialization, of his own temporalization, are no longer a multiplicity of individuals synchronically and diachronically distributed, but a relief of the simultaneous and of the successive, a spatial and temporal pulp where the individuals are formed by differentiation. The things—here, there, now, then—are no longer in themselves, in their own place, in their own time; they exist only at the end of those rays of spatiality and of temporality emitted in the secrecy of my flesh. And their solidity is not that of a pure object which the mind soars over; I experience their solidity from within insofar as I am among them and insofar as they communicate through me as a sentient thing. Like the memory screen of the psychoanalysts, the present, the visible counts so much for me and has an absolute prestige for me only by reason of this immense latent content of the past, the future, and the elsewhere, which it announces and which it conceals. There is therefore no need to add to the multiplicity of spatio-temporal atoms a transversal dimension of essences—what there is is a whole architecture, a whole complex of phenomena "in tiers," a whole series of "levels of being," which are differentiated by the coiling up of the visible and the universal over a certain visible wherein it is redoubled and inscribed. Fact and essence can no longer be distinguished, not because, mixed up in our experience, they in their purity would be inaccessible and would subsist as limit-ideas beyond our experience, but because—Being no longer being before me, but surrounding me and in a sense traversing me, and my vision of Being not forming itself from elsewhere, but from the midst of Being—the alleged facts, the spatio-temporal individuals, are from the first mounted on the axes, the pivots, the dimensions, the generality of my body, and the ideas are therefore already encrusted in its joints. There is no emplacement of space and time that would not be a variant of the others, as they are of it; there is no individual that would not be representative of a species or of a family of beings, would not have, would not be a certain style, a certain manner of managing the domain of space and time over which it has competency, of pronouncing, of articulating that domain, of radiating about a wholly virtual center—in short, a certain manner of being, in the active sense, a certain Wesen, in the sense that, says Heidegger, this word has when it is used as a verb. In short, there is no essence, no idea, that does not adhere to a domain of history and of geography. Not that it is confined there and inaccessible for the others, but because, like that of nature, the space or time of culture is not surveyable from above, and because the communication from one constituted culture to another occurs through the wild region wherein they all have originated.

When we talk about a person being a problem, rather than directly to the person, we add to the underground anxiety and make it harder for the talked-about person to behave with confidence and competence.

One of the underpinnings of this assumption is the popular truism that today's teenagers and younger children are all now harmoniously inhabiting the incluse and seamless intelligibility of their technological worlds. This generational characterization supposedly confirms that, within another few decades or less, a transitional phase will have ended and there will be billions of individuals with a similar level of technological competences and basic intellectual assumptions. With a new paradigm fully in place, there will be innovation, but in this scenario it will occurwithin the stable and endring conceptual and funcitonal parameters of this "digital" epoch. However, the very different actuality of our time is the calculated maintenance of an ongoing state of transition. There never will be a "catching up" on either a social or individual basis in relation to continually changing technological requirements. For the vast majority o f people our perceptual and cognitive relationship to communication and information technology will continue to be estranged and disempowered because of the velocity wat which new products emerge and at which arbitrary reconfigurations of entire systems take place. This intensified rhythm precludes the possibility of becoming familiar with any given arrangement. Certain cultural theorists insist that such condition can easily be the basis for neutralizing institutional power, but actual evidence supporting this view is non-existent.

Competency or capacity in relation to a particular decision is the ability to receive, weigh, process, and retain the relevant information. It also implies an ability to communicate the decision made once the information is processed. The words ‘in relation to a particular decision’ are crucial. Capacity is not an all-or-nothing thing. One might well have capacity for one decision but not for another.

The entire company, he said, would restructure itself around what he called “two-pizza teams.” Employees would be organized into autonomous groups of fewer than ten people—small enough that, when working late, the team members could be fed with two pizza pies. These teams would be independently set loose on Amazon’s biggest problems. They would likely compete with one another for resources and sometimes duplicate their efforts, replicating the Darwinian realities of surviving in nature. Freed from the constraints of intracompany communication, Bezos hoped, these loosely coupled teams could move faster and get features to customers quicker. There were some head-scratching aspects to Bezos’s two-pizza-team concept. Each group was required to propose its own “fitness function”—a linear equation that it could use to measure its own impact without ambiguity. For example, a two-pizza team in charge of sending advertising e-mails to customers might choose for its fitness function the rate at which these messages were opened multiplied by the average order size those e-mails generated. A group writing software code for the fulfillment centers might home in on decreasing the cost of shipping each type of product and reducing the time that elapsed between a customer’s making a purchase and the item leaving the FC in a truck. Bezos wanted to personally approve each equation and track the results over time. It would be his way of guiding a team’s evolution.

CHECK YOURSELF: TWELVE CORE MANAGEMENT COMPETENCIES Maintaining and raising quality_________________ Developing and improving systems______________ Coaching employee performance_________________ Communicating across the organization____________________________________________ Collaborating across the organization_________________________________________________ Resolving conflicts______________________ Building employee motivation_________________ Leading with emotional intelligence_________________ Building teams and team performance____________________________________________________ Managing change_____________________________ Managing your time and priorities________________ Working with ethics and integrity_________________

his novel is set in the period of Roman history called the Decadence, which began about 160 AD, a distinction it richly deserved: social distinctions had become lax; the bureaucracy was increasingly corrupt, due in large part to the privatizing of most of the civil service; the nobility were competing in luxury and excess, and were rarely held accountable for their overindulgence, either legally or politically; the Emperors were more often than not puppets for powerful families and influential plutocrats; maintenance of Roman roads, the most successful communication routes in the ancient world, was reduced or abandoned even as the Romans strength, now filled their ranks with client-nation soldiers and gave high rank positions to mercenaries; the standards of education and language-use had declined and the quality of linguistic communication and literary expression were eroding; public entertainments, from the arena to the stage, were violent, sensationalistic, and debauched. The attempt to maintain a society of laws was giving way to one of political and commercial influence, and all the while the gulf between rich and poor was widening, and the legal rights of women and slaves were diminishing steadily.

Business capabilities enable strategic communication and execution’ it’s part of art and part of science.

A competent manager ensures competent performance.

Mid May 2012 Dearest Andy, After all these years, you have not changed. You’ll always be the Valet I’ve grown to love and adore. When I read your email, I can hear the sound of your voice as it was so long ago. Although we are miles apart, I continue to feel you close to my heart. After our separation, I looked for a ‘big brother’ and lover like you and failed miserably, until Walter came into my life. He inquires about you persistently. I think he is hoping for a triplet relationship, similar to the one we shared with Oscar. He thinks highly of you. Walter is very similar to you, in that you both know that you are gods who could do no wrong. In the majority of cases, that is how I remember you. Of course we both have our shortcomings, as humans do. The wonderful times we shared definitely overshadowed the negative moments. I fear that having two alpha males in the same house will be a disaster because you’ll both be competing for power and lording your masculinity over me. That’s scary! LOL! That said, my partner and I discuss you frequently. The difference between you two is that he fully supports the writing of my memoirs while you, my friend, have made it clear that writing about my adolescent life experiences isn’t a good idea. I respect both your differing opinions, but this is something I will have to decide on my own. I sincerely believe that now is the moment to tell my story and I will tell it without hurting or exposing anyone unnecessarily. I’ve changed the names of the schools, the society, and, of course, the people that played an important role in my young life. Do you remember when we were in Las Vegas working on “Sacred Sex In Sacred Places”? The Count told us that Howard Hughes was in town and you dragged me along for an audience with the tycoon? You desperately wanted an apprenticeship in his aerodynamics engineering company. I remember the episode well. That experience is definitely worth documenting in my memoirs. We will have many opportunities to reminisce, but for now I am simply happy that we are communicating regularly. Tell me more about yourself in your next correspondence. I love you and miss you. Wishing you all the best! Young.

impose our own cultural ideas on the text without thinking. The Bible’s message must not be subjected to cultural imperialism. Its message transcends the culture in which it originated, but the form in which the message was imbedded was fully permeated by the ancient culture. This was God’s design and we ignore it at our peril. Sound interpretation proceeds from the belief that the divine and human authors were competent communicators and that we can therefore comprehend their communication. But to do so, we must respect the integrity of the author by refraining from replacing his message with our own.

By speaking in a competent and confident way, your message will sound more relevant and appropriate, reflecting you in a favorable light.

We are more likely to trust a person who is easier to read; they're easier to believe. Or we tend to think that an energetic and happy person will be more productive. Even traits such as competence, dominance, and courage can be conveyed by certain facial expressions and will stimulate unconscious bias.

9 Reasons Why Improving Your Posture is Important By projecting strength and excellence in your physical presence, you will. . . 1. Look better and feel better. 2. Appear, and be, more fit and healthy. 3. Powerfully influence your mindset. 4. Appear more confident, self-assured, and competent. 5. Carry yourself with more purpose and intention. 6. Breathe deeper and get more oxygen in your body, which will improve your energy and health. 7. Reduce or prevent back pain and muscle tension. 8. Improve productivity by energizing your physiology. 9. Make a significantly more positive impression.

To cultivate bravery and courage, build upon your strengths and talents. What are you good at? What makes you feel confident and personally powerful? Your competencies will ground you and build your strength.

To cultivate bravery and courage, practice, practice, practice. Each time you test your bravery you grow your self-assurance and increase your comfort to a greater degree. Repetition helps build confidence and competence. You did it; now do it again!

Using your body language to your advantage can not only improve how others perceive you, but can raise your own levels of confidence, competence, and self-esteem.

Storytelling still matters in the digital age, because commencing in adolescences and continuing through adulthood, people receive training in using stories to describe the human contestants, organize the facts, communicate the moral message behind the messy human conflict, evaluate competing ethical issues, and render a final value judgment.

They speak the truth with their neighbor for his welfare. Christians must willingly unveil their own hearts and share matters of mutual importance with one another, knowing others need information, encouragement, rebuke, correction, etc. They need one another, as truly as the parts of the body need each other. Just as in a well-coordinated organism all the parts of the body obey the head, the work of the Church must be coordinated by obedience to Jesus Christ. Each part needs him and needs the other parts of the body. The way in which we are bound together, the way in which we work together, the way in which we serve Christ together is by communicating his truth.

With adversaries’ malware in the National Grid, the nation has little or no chance of withstanding a major cyberattack on the North American electrical system. Incredibly weak cybersecurity standards with a wide-open communications and network fabric virtually guarantees success to major nation-states and competent hacktivists. This [electric power] industry is simply unrealistic in believing in the resiliency of this Grid subject to a sophisticated attack. When such an attack occurs, make no mistake, there will be major loss of life and serious crippling of National Security capabilities. [Emphasis added.]

The soulish man has no capacity to comprehend the language of the Spirit of God; spiritual things seem meaningless to him; he is incapable to discern that which can only be spiritually appreciated. (A performance-based mind-set cannot access what grace communicates. It would be as impossible as trying to get airborne with a motor car. Law cannot compete with grace.)

Usenet bulletin-board posting, August 21, 1994: Well-capitalized start-up seeks extremely talented C/C++/Unix developers to help pioneer commerce on the Internet. You must have experience designing and building large and complex (yet maintainable) systems, and you should be able to do so in about one-third the time that most competent people think possible. You should have a BS, MS, or PhD in Computer Science or the equivalent. Top-notch communication skills are essential. Familiarity with web servers and HTML would be helpful but is not necessary. Expect talented, motivated, intense, and interesting co-workers. Must be willing to relocate to the Seattle area (we will help cover moving costs). Your compensation will include meaningful equity ownership. Send resume and cover letter to Jeff Bezos.

The climate has never been better than it is today for competent and ambitious women in communications to move to top jobs formerly reserved for men. But you have to push and shove and maybe even scratch and claw a bit to get there. You should do it. And if you do, your readers will benefit most of all because you will vastly improve those areas of the newspaper product which are not designed primarily by men, but primarily for women.”2

Cultural competence is an enduring, lifelong, continuous process that begins with a commitment to practicing cultural humility and is cultivated through ongoing self-reflection, increasing cultural awareness; and progressive development and demonstration of cross-cultural communication skills.

Competent, cross-cultural communication involves an ongoing and continuous process to develop and sustain attitudes, behaviors, and environments that demonstrate the ability to interact and communicate with individuals regardless of cultural background, and that are culturally safe.

Contrast this with the teams that eventually succeeded in competing with Facebook where Google+ failed. Snap famously grew within the high school segment before breaking out into the mainstream, and the ephemeral photos captured a whole unique set of content that had never been published—casual, unposed photos that were meant for communication. Early on, with fewer than 10,000 daily active users, Snapchat was already hitting 10 photos/day/user, several orders of magnitude more than equivalent services—showing it had mastered the hard side of the network. Twitch, Instagram, and TikTok innovated in a similar vector, giving creators new tools and media types to express themselves.

around you is a densely interconnected web of nutrient exchange, competing interests, and cross-species communication. There’s an invisible world right in front of our noses, ready for exploration. This book aims to give readers eyes to see that invisible world. To paraphrase Marcel Proust, the only real voyage of discovery consists not in seeking new landscapes, but in having new eyes.

People still complain, however, as did St. Teresa of Avila four centuries ago, of the lack of knowledgeable spiritual guides. What should one do if he cannot find a competent director? It is my opinion that in the area of advancing prayer, as also in this matter of alleged communications, no direction is preferable to probably incompetent direction

But marriage itself, not to mention the romantic ideology that surrounds it, so easily tends to produce misunderstanding about who’s responsible for whose emotions. It’s almost as if the ideal of passionate fusion that we welcomed so blissfully at the outset returns, like a swamp monster, in the form of chronic confusion about who’s doing what to whom. As time goes on, if people don’t step up to the challenge of communicating in an emotionally healthy way, they fall into the trap of thinking that individual and couple needs are doomed to conflict. They now imagine there’s no way around the unshakable reality of competing agendas. In both cases, people overlook that their way of handling their own emotions powerfully influences the very ways they conceive of, and participate in, marriage. Throughout these pages, we will be looking closely at the individual—not only because it receives short shrift in writings on couples, but because, paradoxically, individual development represents one of the most potent paths to

Six key themes The real reset has gone much deeper and encompasses six key themes, all of which are linked: 1) The shift from a push system, based on producer dominance, oligopolistic competition, limited supply and restricted access, to a pull system driven by consumer dominance, near-perfect competition, perfect knowledge and ubiquitous access to goods. 2) The change from mass marketing, based on a few research and segmentation studies, to personalized marketing, based on individual customer data. 3) The realization that the e-commerce revolution and the communications revolution (social media, user reviews, influencers, etc.) has broken the traditional supply chain, with its multiple players – manufacturers, branded wholesalers and retailers – all supping from the margin cup and adding their mark-ups to prices, and replaced it with a shorter and more direct route to market. 5) The realization that the stores channel was not the only, or even best, way of moving goods from factories to consumers. Indeed, that it was inferior to the e-commerce channel in many respects as a pure goods-transmission mechanism. 6) That putting the consumer at the heart of the business model required seeing the different channels as the consumer saw them – not competing, but complementary to each other. 7) That based on this, the traditional model of the store, as a ‘warehouse’ piled high with stock and with just a narrow fringe of branding and customer service on top, was obsolete and that only a ruthless attention to the remaining added value of physical stores could ensure their continued relevance and survival.

On February 28, 1972, the Sino-U.S. Shanghai Communiqué was issued. It said, 'The United States believes that the effort to reduce tensions is served by improving communication between countries that have different ideologies so as to lessen the risks of confrontation through accident, miscalculation or misunderstanding ... Countries should treat each other with mutual respect and be willing to compete peacefully, letting performance be the ultimate judge. No country should claim infallibility and each country should be prepared to re-examine its own attitudes for the common good.

The underlying expectation of a big idea is that the audience will be smarter, more knowledgeable, more competent, more informed and possibly more in control than before.

We’re swimming in an ocean of information like none of our ancestors before us. And this access to abundant sources of data presents a mixed blessing. There is so much competing information, both trivial and significant.

Your audience needs to know this is important enough to pay attention to right now instead of all the other signals competing for their attention.

One of the central problems of a time in which there are many competing voices on the airwaves, in the media and online, is finding a way to get in sync, on some semblance of the same wavelength as others who share the same values, questions and goals.

Proficient teaming often requires integrating perspectives from a range of disciplines, communicating despite the different mental models that accompany different areas of expertise, and being able to manage the inevitable conflicts that arise when people work together.

•   Bring patience. Don’t rush the speaker or conversation. • Allow for silence. •   Let the person in front of you finish complete thoughts and stories. Don’t interrupt their thought processes with yours. Don’t anticipate what they are going to say and show off by interrupting to show that you know where they are headed. There is no need to compete with your own story, or “one-up” theirs. •   Listen for what is being said underneath

I was concerned with the concept of technical reason and the way it rendered the public unreasonable; with the idea of rationality being a matter of argumentative competence in specialized fields, leaving the public and its discourse irrational; with the apparent impossibility of bridging the gaps between experts and the public and between segments of the public; and with the necessity to learn what was supposed to be of the essence of persons–rationality–so that one class of citizens can always be superior to another.

Many Catholics think that the deposit of faith lies first and foremost with the hierarchy, with the Pope and the bishops. The model they have in mind is a top-down flow of knowledge and communication, like the commander-in-chief of an army and his staff who hold all the information, make the plans and pass them down to the ranks. The true picture is different. The Church is more like a large family business in which the core of information is carried by all the family members jointly and individually, through a wide range of skill, experience and competence. The Pope and the bishops have the duty and the charism to articulate that knowledge as teachers of the Church. They can only do so by paying careful attention to the sensus fidelium, the faith that lives in the hearts of the faithful.

Just as all trees perennially communicate, compete and cooperate, both above and below the ground, so too do stories germinate, grow and come into bloom upon each other’s invisible roots.