Competence Development Quotes

Over the years I have developed a picture of what a human being living humanely is like. She is a person who understand, values and develops her body, finding it beautiful and useful; a person who is real and is willing to take risks, to be creative, to manifest competence, to change when the situation calls for it, and to find ways to accommodate to what is new and different, keeping that part of the old that is still useful and discarding what is not.

Translation is a two-edged instrument: it has the special purpose of demonstrating the learner's knowledge of the foreign language, either as a form of control or to exercise his intelligence in order to develop his competence.

‎10 SUGGESTIONS FOR LIVING A MORE MEANINGFUL LIFE 1. Be honest with everyone. 2. Change before you have to. 3. Control your own destiny or someone else will. 4. Face reality as it is, not as it was... or as you wish it to be. 5. Instill in others- faith, hope and self-confidence. 6. If you can't develop a competitive attitude or have a competitive advantage, don't try to compete. You'll lose. 7. Don't waste your time always looking for shortcuts. 8. Man-up when necessary. 9. Never lose faith in God. 10. Love.

No one will ever write in just the way that you do, or in just the way that anyone else does. Because of this fact, there is no real competition between writers. What appears to be competition is actually nothing more than jealousy and gossip. Writing is a matter strictly of developing oneself. You compete only with yourself. You develop yourself by writing.

The salient stressors in the lives of most human beings today — at least in the industrialized world — are emotional. Just like laboratory animals unable to escape, people find themselves trapped in lifestyles and emotional patterns inimical to their health. The higher the level of economic development, it seems, the more anaesthetized we have become to our emotional realities. We no longer sense what is happening in our bodies and cannot therefore act in self-preserving ways. The physiology of stress eats away at our bodies not because it has outlived its usefulness but because we may no longer have the competence to recognize its signals.

Integrity and self-esteem are related. The more successfully parents look after a child’s integrity, the greater the possibility that the child will develop healthy self-esteem.

Emotional competence requires the capacity to feel our emotions, so that we are aware when we are experiencing stress; the ability to express our emotions effectively and thereby to assert our needs and to maintain the integrity of our emotional boundaries; the facility to distinguish between psychological reactions that are pertinent to the present situation and those that represent residue from the past. What we want and demand from the world needs to conform to our present needs, not to unconscious, unsatisfied needs from childhood. If distinctions between past and present blur, we will perceive loss or the threat of loss where none exists; and the awareness of those genuine needs that do require satisfaction, rather than their repression for the sake of gaining the acceptance or approval of others. Stress occurs in the absence of these criteria, and it leads to the disruption of homeostasis. Chronic disruption results in ill health. In each of the individual histories of illness in this book, one or more aspect of emotional competence was significantly compromised, usually in ways entirely unknown to the person involved. Emotional competence is what we need to develop if we are to protect ourselves from the hidden stresses that create a risk to health, and it is what we need to regain if we are to heal. We need to foster emotional competence in our children, as the best preventive medicine.

Trust is the highest form of human motivation. It brings out the very best in people. But it takes time and patience, and it doesn’t preclude the necessity to train and develop people so that their competency can rise to the level of that trust.

If many of our young people have lost the excitement of the early settlers, who had a country to explore and develop, it is because no one remembers to tell them that the world has never been so challenging, so exciting... Perhaps the older generation is often to blame with its cautious warning: “Take a job that will give you security, not adventure.” But I say to the young: “Do not stop thinking of life as an adventure. You have no security unless you can live bravely, excitingly, and imaginatively; unless you can choose a challenge instead of a competence.

Schooling doesn't assure employment but skill does.

Many people spend more time looking at their failures than focusing on their successes.

..people would like to think there's somebody up there who knows what he's doing. Since we don't participate, we don't control and we don't even think about the questions of crucial importance, we hope somebody is paying attention who has some competence. Let's hope the ship has a captain, in other words, since we're not taking in deciding what's going on. I think that's a factor. But also, it is an important feature of the ideological system to impose on people the feeling that they are incompetent to deal with these complex and important issues; they'd better leave it to the captain. One device is to develop a star system, an array of figures who are often media creations or creations of the academic propaganda establishment, whose deep insights we are supposed to admire and to whom we must happily and confidently assign the right to control our lives and control international affairs.

I have always believed in the power of collaboration. Early on in my professional career, I realized that you can't develop all the competencies you need fast enough on your own. Furthermore, if you don't collaborate, your ideas will be limited to your own abilities. As a result, you will not be able to serve your clientele and thus can't achieve the anticipated impact.

Intrinsic values and qualities are age-free. For example, social competencies or a good heart.

Do not allow your inner doubts to keep you from achieving what you can do.

When commercializing disruptive technologies, they found or developed new markets that valued the attributes of the disruptive products, rather than search for a technological breakthrough so that the disruptive product could compete as a sustaining technology in mainstream markets.

Being forced to confront the prospect of failure head-on—to study it, dissect it, tease apart all its components and consequences—really works. After a few years of doing that pretty much daily, you’ve forged the strongest possible armor to defend against fear: hard-won competence. Our training pushes us to develop a new set of instincts: instead of reacting to danger with a fight-or-flight adrenaline rush, we’re trained to respond unemotionally by immediately prioritizing threats and methodically seeking to defuse them. We go from wanting to bolt for the exit to wanting to engage and understand what’s going wrong, then fix it.

VJ had gone to the Naval Academy, where he competed as a powerlifter and developed a distaste for military customs such as short hair and addressing people by rank.

One thing to be careful of with regard to skills is what author Jim Collins calls “the curse of competence.” It’s the idea that sometimes we become good at doing something we’re not really talented in or passionate about. As my father often says, “Your current skill-set may or may not correspond with your natural talents.” We need to make certain that the skills we develop don’t limit or define us. At the end of the day, talent provides a deeper well than skills.

It is very difficult to go through life when your core belief about yourself is that you are incompetent and do not count. When you have no sense of your own value, you are like a leaf in the wind, dependent on what others think of you to know who you are. In order to attain a better quality of life, it is imperative that your loved one develop a sense of mastery, competency, and respect for himself.

The false choices offered by spectacular abundance — choices based on the juxtaposition of competing yet mutually reinforcing spectacles and of distinct yet interconnected roles (signified and embodied primarily by objects) — develop into struggles between illusory qualities designed to generate fervent allegiance to quantitative trivialities.

Talking to oneself is a recognized means to learn, in fact, self-speak may be the seed concept behind human consciousness. Private conversation that we hold with ourselves might represent the preeminent means to provoke the speaker into thinking (a form of cognitive auto-stimulation), modify behavior, and perhaps even amend the functional architecture of the plastic human brain. Writing out our private talks with oneself enables a person to “see” what they think, a process that invites reflection, ongoing thoughtful discourse with the self, and refinement of our thinking patterns and beliefs. Internal sotto voice conversations with our private-self provide several advantages, but most people find it difficult to maintain self-speak for an extended period. Internal dialogue must compete with external distractions. Writing allows a person to resume a personal dialogue where they left off before interrupted by outside stimuli. A written disquisition also provides a permanent record that a person can examine, amend, supplement, update, or reject.

Strategic personal qualities you can base your self-confidence on are those which are interesting for all mankind.

Every one has strengths. Turn your strengths into competencies for your success and you are responsible for your success

When your intuition is strong, follow it.

The bar is masculine, and women must adopt traditionally masculine characteristics – cultivated insensitivity, goal-orientated thinking, the prioritising of the material – to compete.

Men are easily threatened. And whenever a man is threatened, when he becomes uncomfortable in places within himself that he does not understand, he naturally retreats into an arena of comfort or competence, or he dominates someone or something in order to feel powerful. Men refuse to feel the paralyzing and humbling horror of uncertainty, a horror that could drive them to trust, a horror that could release in them the power to deeply give themselves in relationship. As a result, most men feel close to no one, especially not to God, and no one feels close to them. Something good in men is stopped and needs to get moving. When good movement stops, bad movement (retreat or domination) reliably develops.

Successful careers are not planned. They develop when people are prepared for opportunities because they know their strengths, their method of work, and their values. Knowing where one belongs can transform an ordinary person—hardworking and competent but otherwise mediocre—into an outstanding performer.

You have become regular speech-goers, and as for action, you merely listen to accounts of it; if something is to be done in the future you estimate the possibilities by hearing a good speech on the subject, and as for the past you rely not so much on the facts which you have seen with your own eyes as on what you have heard about them in some clever piece of verbal criticism. Any novelty in an argument deceives you at once, but when the argument is tried and proved you become unwilling to follow it; you look with suspicion on what is normal and are the slaves of every paradox that comes your way. The chief wish of each one of you is to be able to make a speech himself, and, if you cannot do that, the next best thing is to compete with those who can make this sort of speech by not looking as though you were at all out of your depth while you listen to the views put forward, by applauding a good point even before it is made, and by being as quick at seeing how an argument is going to be developed as you are slow at understanding what in the end it will lead to. What you are looking for all the time is something that is, I should say, outside the range of ordinary experience, and yet you cannot even think straight about the facts of life that are before you. You are simply victims of your own pleasure in listening, and are more like an audience sitting at the feet of a professional lecturer than a parliament discussing matters of state.

The creative process is a love story that never ends. The ideas are like suitors competing for your attention. You may have relationships, with multiple ideas, at once. You may devote yourself completely to one idea, for a awhile, but the affairs will never end. There will always be more ideas to romance and more concepts to develop. And all for that wonderful moment when you get to gaze at the complete creation and hold perfection in your arms, for one blissful moment... before your inner-critic starts tearing it to shreds.

Mauchly and Eckert should be at the top of the list of people who deserve credit for inventing the computer, not because the ideas were all their own but because they had the ability to draw ideas from multiple sources, add their own innovations, execute their vision by building a competent team, and have the most influence on the course of subsequent developments. The machine they built was the first general-purpose electronic computer.

The guiding visionary behind Project Spectrum is Howard Gardner, a psychologist at the Harvard School of Education.7 “The time has come,” Gardner told me, “to broaden our notion of the spectrum of talents. The single most important contribution education can make to a child’s development is to help him toward a field where his talents best suit him, where he will be satisfied and competent. We’ve completely lost sight of that. Instead we subject everyone to an education where, if you succeed, you will be best suited to be a college professor. And we evaluate everyone along the way according to whether they meet that narrow standard of success. We should spend less time ranking children and more time helping them to identify their natural competencies and gifts, and cultivate those. There are hundreds and hundreds of ways to succeed, and many, many different abilities that will help you get there.

But for a younger generation of conservative operatives who would soon rise to power... They were true believers who meant what they said, whether it was 'No New Taxes' or 'We are a Christian Nation.' In fact, with their rigid doctrines, slash-and-burn style, and exaggerated sense of having been aggrieved, this new conservative leadership was eerily reminiscent of some of the New Left's leaders during the sixties. As with their left-wing counterparts, this new vanguard of the right viewed politics as a contest not just between competing policy visions, but between good and evil. Activists in both parties began developing litmus tests, checklists of orthodoxy, leaving a Democrat who questioned abortion increasingly lonely, any Republican who championed gun control effectively marooned. In this Manichean struggle, compromise came to look like weakness, to be punished or purged. You were with us or you were against us. You had to choose sides.

What are the attributes of leadership? The first, the primary, indeed the cardinal attribute of leadership is professional knowledge and professional competence. Now you will agree with me that you cannot be born with professional knowledge and professional competence even if you are a child of Prime Minister, or the son of an industrialist, or the progeny of a Field Marshal. Professional knowledge and professional competence have to be acquired by hard work and by constant study. In this fast- moving technologically developing world, you can never acquire sufficient professional knowledge.

To call the belief in substantial human equality a superstition is to insult superstition. It might be unwarranted to believe in leprechauns, but at least the person who holds to such a belief isn’t watching them not exist, for every waking hour of the day. Human inequality, in contrast, and in all of its abundant multiplicity, is constantly on display, as people exhibit their variations in gender, ethnicity, physical attractiveness, size and shape, strength, health, agility, charm, humor, wit, industriousness, and sociability, among countless other features, traits, abilities, and aspects of their personality, some immediately and conspicuously, some only slowly, over time. To absorb even the slightest fraction of all this and to conclude, in the only way possible, that it is either nothing at all, or a ‘social construct’ and index of oppression, is sheer Gnostic delirium: a commitment beyond all evidence to the existence of a true and good world veiled by appearances. People are not equal, they do not develop equally, their goals and achievements are not equal, and nothing can make them equal. Substantial equality has no relation to reality, except as its systematic negation. Violence on a genocidal scale is required to even approximate to a practical egalitarian program, and if anything less ambitious is attempted, people get around it (some more competently than others).

Where there were once several competing approaches to medicine, there is now only one that matters to most hospitals, insurers, and the vast majority of the public. One that has been shaped to a great degree by the successful development of potent cures that followed the discovery of sulfa drugs. Aspiring caregivers today are chosen as much (or more) for their scientific abilities, their talent for mastering these manifold technological and pharmaceutical advances as for their interpersonal skills. A century ago most physicians were careful, conservative observers who provided comfort to patients and their families. Today they act: They prescribe, they treat, they cure. They routinely perform what were once considered miracles. The result, in the view of some, has been a shift in the profession from caregiver to technician. The powerful new drugs changed how care was given as well as who gave it.

If there’s one place, then, where we can intervene in a way that will pay dividends for society down the road, it’s in the classroom. Yet that’s barely happening. All the big debates in education are about format. About delivery. About didactics. Education is consistently presented as a means of adaptation – as a lubricant to help you glide more effortlessly through life. On the education conference circuit, an endless parade of trend watchers prophesy about the future and essential twenty-first-century skills, the buzzwords being “creative,” “adaptable,” and “flexible.” The focus, invariably, is on competencies, not values. On didactics, not ideals. On “problem-solving ability,” but not which problems need solving. Invariably, it all revolves around the question: Which knowledge and skills do today’s students need to get hired in tomorrow’s job market – the market of 2030? Which is precisely the wrong question. In 2030, there will likely be a high demand for savvy accountants untroubled by a conscience. If current trends hold, countries like Luxembourg, the Netherlands, and Switzerland will become even bigger tax havens, enabling multinationals to dodge taxes even more effectively, leaving developing countries with an even shorter end of the stick. If the aim of education is to roll with these kinds of trends rather than upend them, then egotism is set to be the quintessential twenty-first-century skill. Not

The Babylonians had achieved great competence in arithmetic, using a number system based on 60 rather than 10. They had also developed some simple techniques of algebra, such as rules (though these were not expressed in symbols) for solving various quadratic equations.

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.

Successful careers are not planned. They develop when people are prepared for opportunities because they know their strengths, their method of work, and their values. Knowing where one belongs can transform an ordinary person—hardworking and competent but otherwise mediocre—into an outstanding performer.

In that way, the students had something in common with Luria’s remote villagers—even the science majors were typically unable to generalize research methods from their own field to other fields. Flynn’s conclusion: “There is no sign that any department attempts to develop [anything] other than narrow critical competence.

When you listen to people, they feel valued. A 2003 study from Lund University in Sweden finds that “mundane, almost trivial” things like listening and chatting with employees are important aspects of successful leadership, because “people feel more respected, visible and less anonymous, and included in teamwork.”10 And a 2016 paper finds that this form of “respectful inquiry,” where the leader asks open questions and listens attentively to the response, is effective because it heightens the “follower’s” feelings of competence (feeling challenged and experiencing mastery), relatedness (feeling of belonging), and autonomy (feeling in control and having options). Those three factors are sort of the holy trinity of the self-determination theory of human motivation, originally developed by Edward L. Deci and Richard M. Ryan.11

Failing doesn’t make you a failure. Failing makes you a competitor. Every competitor fails. If you lay it on the line, you will come up short at times. Failure is a part of competing, and embracing that fact is an important component of toughness. Tough people fail, but tough people are not failures. The only failures are those who give up, or give in.

Your confidence kills your fears when they appear. Your competence makes them not to appear at all. Be bold; do it.

It was best to assume that a non-tea drinker might, at any moment, develop refinement.

Its an honour to be women. Develop women not divide. Compliment not compete. Promote not pull down. Let's work together

no matter the intervention, developing readers must spend substantial instructional time actually reading if they are to attain reading competence.

To understand why I jumped from the Mormon wagon train requires an understanding of what Mormons are and how they think. While Mormons have some quaint, quirky and fanatical ideas, they really aren't much different from millions of poor, guilt-ridden souls who, throughout the march of human history, have hitched their hopes to mass movements of one sort or another. Eric Hoffer, in his brilliant treatise, "The True Believer," explains the attraction of joining a cause: "A rising mass movement attracts and holds a following 'by the refuge it offers from the anxieties, barrenness and meaninglessness of an individual existence. It cures the poignantly frustrated by freeing them from their ineffectual selves--and it does this by enfolding and absorbing them into a closely knit and exultant corporate whole'. "Of all the cults and philosophies that competed in the Graeco-Roman world, Christianity alone developed from its inception a compact organization." Once I realized this, it wasn't much of a leap out of religion altogether once I flew the Mormon coop. I simply wanted to be free from organizational groupthink. I escaped from the stuffy attic of religion's "pray, pay and obey" mentality into journalism's open laboratory of "who, what, where, when and why.

So the first biological lesson of history is that life is competition. Competition is not only the life of trade, it is the trade of life—peaceful when food abounds, violent when the mouths outrun the food. Animals eat one another without qualm; civilized men consume one another by due process of law. Co-operation is real, and increases with social development, but mostly because it is a tool and form of competition; we co-operate in our group—our family, community, club, church, party, “race,” or nation—in order to strengthen our group in its competition with other groups. Competing groups have the qualities of competing individuals: acquisitiveness, pugnacity, partisanship, pride. Our states, being ourselves multiplied, are what we are; they write our natures in bolder type, and do our good and evil on an elephantine scale. We are acquisitive, greedy, and pugnacious because our blood remembers millenniums through which our forebears had to chase and fight and kill in order to survive, and had to eat to their gastric capacity for fear they should not soon capture another feast. War is a nation’s way of eating. It promotes co-operation because it is the ultimate form of competition. Until our states become members of a large and effectively protective group they will continue to act like individuals and families in the hunting stage.

The mysteries of life include the external and the internal conundrums that each person encounters in a world composed of competing ideologies and agents of change. Conflicting ideas include political, social, legal, and ethical concepts. Agents of change include environmental factors, social pressure to conform, aging, and the forces inside us that made us into whom we are as well as the forces compelling us to be a different type of person.

In asking me to contribute a mite to the memorial to Gutenberg you give me pleasure and do me honor. The world concedes without hesitation or dispute that Gutenberg’s invention is incomparably the mightiest event that has ever happened in profane history. It created a new and wonderful earth, and along with it a new hell. It has added new details, new developments and new marvels to both in every year during five centuries. It found Truth walking, and gave it a pair of wings; it found Falsehood trotting, and gave it two pair. It found Science hiding in corners and hunted; it has given it the freedom of the land, the seas and the skies, and made it the world’s welcome quest. It found the arts and occupations few, it multiplies them every year. It found the inventor shunned and despised, it has made him great and given him the globe for his estate. It found religion a master and an oppression, it has made it man’s friend and benefactor. It found War comparatively cheap but inefficient, it has made it dear but competent. It has set peoples free, and other peoples it has enslaved; it is the father and protector of human liberty, and it has made despotisms possible where they were not possible before. Whatever the world is, today, good and bad together, that is what Gutenberg’s invention has made it: for from that source it has all come. But he has our homage; for what he said to the reproaching angel in his dream has come true, and the evil wrought through his mighty invention is immeasurably outbalanced by the good it has brought to the race of men.

The Industrial Revolution started and made its biggest strides in England because of her uniquely inclusive economic institutions. These in turn were built on foundations laid by the inclusive political institutions brought about by the Glorious Revolution. It was the Glorious Revolution that strengthened and rationalized property rights, improved financial markets, undermined state-sanctioned monopolies in foreign trade, and removed the barriers to the expansion of industry. It was the Glorious Revolution that made the political system open and responsive to the economic needs and aspirations of society. These inclusive economic institutions gave men of talent and vision such as James Watt the opportunity and incentive to develop their skills and ideas and influence the system in ways that benefited them and the nation. Naturally these men, once they had become successful, had the same urges as any other person. They wanted to block others from entering their businesses and competing against them and feared the process of creative destruction that might put them out of business, as they had previously bankrupted others.

. . . Neither ecological nor social engineering will lead us to a conflict-free, simple path . . . Utilitarians and others who simply advise us to be happy are unhelpful, because we almost always have to make a choice either between different kinds of happiness--different things to be happy _about_--or between these and other things we want, which nothing to do with happiness. . . . Do we find ourselves a species naturally free from conflict? We do not. There has not, apparently, been in our evolution a kind of rationalization which might seem a possible solution to problems of conflict--namely, a takeover by some major motive, such as the desire for future pleasure, which would automatically rule out all competing desires. Instead, what has developed is our intelligence. And this in some ways makes matters worse, since it shows us many desirable things that we would not otherwise have thought of, as well as the quite sufficient number we knew about for a start. In compensation, however, it does help us to arbitrate. Rules and principles, standards and ideals emerge as part of a priority system by which we guide ourselves through the jungle. They never make the job easy--desires that we put low on our priority system do not merely vanish--but they make it possible. And it is in working out these concepts more fully, in trying to extend their usefulness, that moral philosophy begins. Were there no conflict, it [moral philosophy] could never have arisen. The motivation of living creatures does got boil down to any single basic force, not even an 'instinct of self-preservation.' It is a complex pattern of separate elements, balanced roughly in the constitution of the species, but always liable to need adjusting. Creatures really have divergent and conflicting desires. Their distinct motives are not (usually) wishes for survival or for means to survival, but for various particular things to be done and obtained while surviving. And these can always conflict. Motivation is fundamentally plural. . . An obsessive creature dominated constantly by one kind of motive, would not survive. All moral doctrine, all practical suggestions about how we ought to live, depend on some belief about what human nature is like. The traditional business of moral philosophy is attempting to understand, clarify, relate, and harmonize so far as possible the claims arising from different sides of our nature. . . . One motive does not necessarily replace another smoothly and unremarked. There is _ambivalence_, conflict behavior.

The only way you compete, the only way you succeed in competing, the only way you develop a brand, the only you can dominate in an industry is to find a way to add more value for other people’s lives than anyone else is adding. —Tony Robbins.

We as a human community need to develop a new competency. We need to move from a single-cell social organism to a multicellular social organism. While making this evolutionary leap is no easy task, staring into the abyss is a strong motivator.

Whereas in Europe new ideas were forced to compete against other doctrines and attitudes, with the results that people tended towards healthy skepticism about claims to absolute truth, and a climate of pluralism developed, In Russia there was a cultural void. The censor forbade all political expression, so that when ideas were introduced there they easily assumed the status of holy dogma, a panacea for all the world's ills, beyond questioning or indeed the need to test them in real life.

It is hard to understand how a compassionate world order can include so many people afflicted by acute misery, persistent hunger and deprived and desperate lives, and why millions of innocent children have to die each year from lack of food or medical attention or social care. This issue, of course, is not new, and it has been a subject of some discussion among theologians. The argument that God has reasons to want us to deal with these matters ourselves has had considerable intellectual support. As a nonreligious person, I am not in a position to assess the theological merits of this argument. But I can appreciate the force of the claim that people themselves must have responsibility for the development and change of the world in which they live. One does not have to be either devout or non devout to accept this basic connection. As people who live-in a broad sense-together, we cannot escape the thought that the terrible occurrences that we see around us are quintessentially our problems. They are our responsibility-whether or not they are also anyone else's. As competent human beings, we cannot shirk the task of judging how things are and what needs to be done. As reflective creatures, we have the ability to contemplate the lives of others. Our sense of behavior may have caused (though that can be very important as well), but can also relate more generally to the miseries that we see around us and that lie within our power to help remedy. That responsibility is not, of course, the only consideration that can claim our attention, but to deny the relevance of that general claim would be to miss something central about our social existence. It is not so much a matter of having the exact rules about how precisely we ought to behave, as of recognizing the relevance of our shared humanity in making the choices we face.

Ten Principles for Success Strive to be a leader of character, competence, and courage. Lead from the front. Say, “Follow me!” and then lead the way. Stay in top physical shape—physical stamina is the root of mental toughness. Develop your team. If you know your people, are fair in setting realistic goals and expectations, and lead by example, you will develop teamwork. Delegate responsibility to your subordinates and let them do their jobs. You can’t do a good job if you don’t have a chance to use your imagination or your creativity. Anticipate problems and prepare to overcome obstacles. Don’t wait until you get to the top of the ridge and then make up your mind. Remain humble. Don’t worry about who receives the credit. Never let power or authority go to your head. Take a moment of self-reflection. Look at yourself in the mirror every night and ask yourself if you did your best. True satisfaction comes from getting the job done. The key to a successful leader is to earn respect—not because of rank or position, but because you are a leader of character. Hang Tough!—Never, ever, give up.

Since each person's talents are enduring, you should spend a great deal of time and money selecting people properly in the first place. This will help mitigate the 'I don't think I have the right talent for the role' problem. Since each person's talents are unique, you should focus performance by legislating outcomes rather than forcing each person into a stylistic mold. This means a strong emphasis on careful measurement of the right outcomes, and less on policies, procedures, and competencies. This will address the 'in my role I don't have any room to express my talents' problem.

Monday night was chapter-meeting night in Greek town, and there was a reverent hush in the neighborhood. Decisions and rules and amendments to rules were being developed throughout the area, and it was like a grand corporation manufacturing a variety of brands, all tested, all ready to compete with one another.

One of the most frightening aspects of this alleged technology is the possibility of mind control by “remote control,” that is, through such technology as microwaves and radio waves. There are many stories about this, coming primarily from survivors, although we do know from a variety of reliable websites and mainstream news that such technology is being developed, or at least the technological groundwork laid. Once again, however, we do not know whether this was in place when today's survivors were programmed. It is difficult at this point to determine how much of this is genuine, and how much comes from false beliefs deliberately induced to make survivors feel powerless, much like the “one huge and invincible cult” of whose existence survivors convinced therapists twenty years ago. I know that one of my mind control survivor clients was convinced of technological monitoring during a psychotic period several years ago, but as he healed he discarded such beliefs, along with many other bizarre ones in favor of recognizing that he had been abused by real human beings whose identity he knew. If some of this remote control it is genuine, we may need to develop technological means to combat it. However, we should not be intimidated. Even if “voices” are induced in the head by remote control rather than through alters doing jobs, survivors can learn to disobey such voices just as they do those of alters. Competent and compassionate therapy for the dissociation can help survivors to heal. Meanwhile, there are numerous survivors whose mind control is of the kind that can be treated through psychotherapy. p205-206

For a young woman today, developing femininity successfully requires meeting three basic demands. The first of these is that she must defer to others, the second that she must anticipate and meet the needs of others, and the third, that she must seek self-definition through connection with another. The consequences of these requirements frequently mean that in denying themselves, women are unable to develop an authentic sense of their needs or a feeling of entitlement for their desires. Preoccupied with others' experience and unfamiliar with their own needs, women come to depend on the approval of those to whom they give. The imperative of affiliation, the culture demand that a woman must define herself through association with another, means that many aspects of self are under-developed, producing insecurity and a shaky sense of self. Under the competent carer who gives to the world lives a hungry, deprived and needy little girl who is unsure and ashamed of her desires and wants.

True self-esteem comes from competence, not the other way around. Researchers have found that intense engagement in and commitment to an activity is a proven route to happiness and well-being. Well-developed talents and interests can be a great source of confidence for your child, no matter how different he might feel from his peers.

With the dizzying rate of change in technology and increasing competition driven by the globalization of markets and technology, we must not only be educated, we must constantly re-educate and reinvent ourselves. We must develop our minds and continually sharpen and invest in the development of our competencies to avoid becoming obsolete.

No one shines more luridly on this faux-real stage than a woman. Whether it’s a modeling competition, a chance to compete for love, a weight-loss challenge, or a look into the lives of an aging magazine publisher’s harem, women are often the brightly polished trophies in the display case of reality television. The genre has developed a very successful formula for reducing women to an awkward series of stereotypes about low self-esteem, marital desperation, the inability to develop meaningful relationships with other women, and an obsession with an almost pornographic standard of beauty. When it comes to reality television, women, more often than not, work very hard at performing the part of woman, though their scripts are shamefully, shamefully warped.

Coupled with our desire for the ideal, therefore, we must have an equally strong desire for the remaking of ourselves so that we may become equal to that ideal in every respect. If we want an ideal companion, we must not only wish for such a companion, but we must also desire the development of those qualities in ourselves that we know would make us agreeable to that companion. If we want a different environment we should wish for such an environment with all the life and soul we possess, and should at the same time wish for the increase of those powers in our own talents that can earn such an environment. If we want a better position we should desire such a position every minute and also desire that we maybe become more competent to fill it when it comes.

She was reasonably sure her remarks were not entirely foolish, and did not wish to be ignored, much less ignored and patronized alternately. Part of it—but only a part—she knew was due to the softness of her voice. So she developed a physics voice, a professional voice: clear, competent, and many decibels above conversational. With such a voice it was important to be right. She had to pick her moments

No serious politician has proposed putting America second. The goal is not the issue. What separates Trump from every president since the dismal trio of Harding, Coolidge, and Hoover is his conception of how America’s interests are best advanced. He conceives of the world as a battlefield in which every country is intent on dominating every other; where nations compete like real estate developers to ruin rivals and squeeze every penny of profit out of deals.

Learning is the accomplice of inquiry. Prudence is the accomplice of caution. Reason is the accomplice of ingenuity. Insight is the accomplice of understanding. Wisdom is the accomplice of discipline. Tenacity is the accomplice of improvement. Innovation is the accomplice of growth. Intuition is the accomplice of opportunity. Acclaim is the accomplice of excellence. Loyalty is the accomplice of trust. Wealth is the accomplice of luxury. Power is the accomplice of influence. Literacy is the accomplice of knowledge. Performance is the accomplice of development. Competence is the accomplice of progress. Curiosity is the accomplice of awareness. Courage is the accomplice of confidence. Desire is the accomplice of accomplishment. Ambition is the accomplice of determination. Mastery is the accomplice of honor. Character is the accomplice of reputation. Talent is the accomplice of skill. Education is the accomplice of success.

humans find the sweet spot sandwiched between “too easy” and “too difficult” irresistible. It’s the land of just-challenging-enough computer games, financial targets, work ambitions, social media objectives, and fitness goals. Addictive experiences live in this sweet spot, where stopping rules crumble before obsessive goal-setting. Tech mavens, game developers, and product designers tweak their wares to ensure their complexity escalates as users gain insight and competence.

There is tremendous stress these days on liking people, helping people, getting along with people, as qualifications for a manager. These alone are never enough. In every successful organization there is one boss who does not like people, who does not help them, and who does not get along with them. Cold, unpleasant, demanding, he often teaches and develops more men than anyone else. He commands more respect than the most likable man ever could. He demands exacting workmanship of himself as well as of his men. He sets high standards and expects that they will be lived up to. He considers only what is right and never who is right. And though often himself a man of brilliance, he never rates intellectual brilliance above integrity in others. The manager who lacks these qualities of character—no matter how likable, helpful, or amiable, no matter even how competent or brilliant—is a menace and should be adjudged “unfit to be a manager and a gentleman.

Listening and oral communication Adaptability and creative responses to setbacks and obstacles Personal management, confidence, motivation to work toward goals, a sense of wanting to develop one’s career and take pride in accomplishments Group and interpersonal effectiveness, cooperativeness and teamwork, skills at negotiating disagreements Effectiveness in the organization, wanting to make a contribution, leadership potential10 Of seven desired traits, just one was academic: competence in reading, writing, and math.

If the Pentateuch be true, religious persecution is a duty. The dungeons of the Inquisition were temples, and the clank of every chain upon the limbs of heresy was music in the ear of God. If the Pentateuch was inspired, every heretic should be destroyed; and every man who advocates a fact inconsistent with the sacred book, should be consumed by sword and flame. In the Old Testament no one is told to reason with a heretic, and not one word is said about relying upon argument, upon education, nor upon intellectual development—nothing except simple brute force. Is there to-day a christian who will say that four thousand years ago, it was the duty of a husband to kill his wife if she differed with him upon the subject of religion? Is there one who will now say that, under such circumstances, the wife ought to have been killed? Why should God be so jealous of the wooden idols of the heathen? Could he not compete with Baal? Was he envious of the success of the Egyptian magicians? Was it not possible for him to make such a convincing display of his power as to silence forever the voice of unbelief? Did this God have to resort to force to make converts? Was he so ignorant of the structure of the human mind as to believe all honest doubt a crime? If he wished to do away with the idolatry of the Canaanites, why did he not appear to them? Why did he not give them the tables of the law? Why did he only make known his will to a few wandering savages in the desert of Sinai? Will some theologian have the kindness to answer these questions? Will some minister, who now believes in religious liberty, and eloquently denounces the intolerance of Catholicism, explain these things; will he tell us why he worships an intolerant God? Is a god who will burn a soul forever in another world, better than a christian who burns the body for a few hours in this? Is there no intellectual liberty in heaven? Do the angels all discuss questions on the same side? Are all the investigators in perdition? Will the penitent thief, winged and crowned, laugh at the honest folks in hell? Will the agony of the damned increase or decrease the happiness of God? Will there be, in the universe, an eternal auto da fe?

It caused my opposition to any ideologies—Marxist, Fascist, National Socialist, what you will—because they were incompatible with science in the rational sense of critical analysis. I again refer back to Max Weber as the great thinker who brought that problem to my attention; and I still maintain today that nobody who is an ideologist can be a competent social scientist." It is extremely difficult to engage in a critical discussion of National Socialist ideas, as I found out when I gave my semester course on “Hitler and the Germans” in 1964 in Munich, because in National Socialist and related documents we are still further below the level on which rational argument is possible than in the case of Hegel and Marx. In order to deal with rhetoric of this type, one must first develop a philosophy of language, going into the problems of symbolization on the basis of the philosophers’ experience of humanity and of the perversion of such symbols on the vulgarian level by people who are utterly unable to read a philosopher’s work. A person on this level—which I characterize as the vulgarian and, so far as it becomes socially relevant, as the ochlocratic level—again, is not admissible to the position of a partner in discussion but can only be an object of scientific research. Because of this attitude I have been called every conceivable name by partisans of this or that ideology. I have in my files documents labeling me a Communist, a Fascist, a National Socialist, an old liberal, a new liberal, a Jew, a Catholic, a Protestant, a Platonist, a neo-Augustinian, a Thomist, and of course a Hegelian—not to forget that I was supposedly strongly influenced by Huey Long. This list I consider of some importance, because the various characterizations of course always name the pet bête noire of the respective critic and give, therefore, a very good picture of the intellectual destruction and corruption that characterize the contemporary academic world. Understandably, I have never answered such criticisms; critics of this type can become objects of inquiry, but they cannot be partners in a discussion. Anybody with an informed and reflective mind who lives in the twentieth century since the end of the First World War, as I did, finds himself hemmed in, if not oppressed, from all sides by a flood of ideological language—meaning thereby language symbols that pretend to be concepts but in fact are unanalyzed topoi or topics. Moreover, anybody who is exposed to this dominant climate of opinion has to cope with the problem that language is a social phenomenon. He cannot deal with the users of ideological language as partners in a discussion, but he has to make them the object of investigation. There is no community of language with the representatives of the dominant ideologies.

The term ‘political correctness’ has evolved out of the Marxist and Freudian philosophies of the 1930s to become a tool for multicultural-ism, multisexualism, multitheism, and multi-anythingism. It was created to discourage bias and prejudiced thinking that discriminates against an individual or group. It has become society’s way of not offending anyone, whether it is an individual, a group, or a nation. In many instances, however, it is a simple, disarming way of ignoring or deflecting the truth about a situation. Today, the use of political correctness has become so abused that anyone who voices his or her opinion contrary to ‘politically correct think’ is immediately tagged with some form of disparaging label, such as racist and bigot. This exploitation has gotten so out of control that this name-calling accusation is used as a simple and mindless means to manipulate academic, social, or political discussion. The result is a social paranoia which discourages free thought and expression. It’s like living in a totalitarian state in which you are afraid to say what you think. Now who wants to suffer that? So people keep quiet. Their opinions are held captive to fear. How handy for the Islamo-fascists, the American-hating, Jew-killing, Israel-destroying, women-abusing, multireligious-intolerant Muslims. Oh! Excuse me. Did I say something not quite PC? This social paranoia is similar to the attitude that developed in the late 1980s and 1990s, when people became so concerned about children’s self-esteem that failure could not be acknowledged or misbehavior corrected. ‘Now, let’s not hurt their feelings’ was the standard approach. This degree of concern led to teachers giving passing grades for poor performance and youth sport activities where no one kept score. And what has been the fallout of all that psychobabble? High school kids who can’t read their diploma or make change for a dollar, internationally embarrassing scholastic performance scores, and young adults ill equipped to face the competitive lifestyle the world has to offer. They are left watching the television show The Apprentice, not competing to be an apprentice. America got itself into a mess by not upholding the high standards and expectations it once had, instead giving in to mediocrity; and we’re getting into a mess now with political correctness.

Metalearning: First Draw a Map. Start by learning how to learn the subject or skill you want to tackle. Discover how to do good research and how to draw on your past competencies to learn new skills more easily. Focus: Sharpen Your Knife. Cultivate the ability to concentrate. Carve out chunks of time when you can focus on learning, and make it easy to just do it. Directness: Go Straight Ahead. Learn by doing the thing you want to become good at. Don’t trade it off for other tasks, just because those are more convenient or comfortable. Drill: Attack Your Weakest Point. Be ruthless in improving your weakest points. Break down complex skills into small parts; then master those parts and build them back together again. Retrieval: Test to Learn. Testing isn’t simply a way of assessing knowledge but a way of creating it. Test yourself before you feel confident, and push yourself to actively recall information rather than passively review it. Feedback: Don’t Dodge the Punches. Feedback is harsh and uncomfortable. Know how to use it without letting your ego get in the way. Extract the signal from the noise, so you know what to pay attention to and what to ignore. Retention: Don’t Fill a Leaky Bucket. Understand what you forget and why. Learn to remember things not just for now but forever. Intuition: Dig Deep Before Building Up. Develop your intuition through play and exploration of concepts and skills. Understand how understanding works, and don’t recourse to cheap tricks of memorization to avoid deeply knowing things. Experimentation: Explore Outside Your Comfort Zone. All of these principles are only starting points. True mastery comes not just from following the path trodden by others but from exploring possibilities they haven’t yet imagined.

In their writing on education, Deci and Ryan proceed from the principle that humans are natural learners and children are born creative and curious, “intrinsically motivated for the types of behaviors that foster learning and development.” This idea is complicated, however, by the fact that part of learning anything, be it painting or programming or eighth-grade algebra, involves a lot of repetitive practice, and repetitive practice is usually pretty boring. Deci and Ryan acknowledge that many of the tasks that teachers ask students to complete each day are not inherently fun or satisfying; it is the rare student who feels a deep sense of intrinsic motivation when memorizing her multiplication tables. It is at these moments that extrinsic motivation becomes important: when behaviors must be performed not for the inherent satisfaction of completing them, but for some separate outcome. Deci and Ryan say that when students can be encouraged to internalize those extrinsic motivations, the motivations become increasingly powerful. This is where the psychologists return to their three basic human needs: autonomy, competence, and relatedness. When teachers are able to create an environment that promotes those three feelings, they say, students exhibit much higher levels of motivation. And how does a teacher create that kind of environment? Students experience autonomy in the classroom, Deci and Ryan explain, when their teachers “maximize a sense of choice and volitional engagement” while minimizing students’ feelings of coercion and control. Students feel competent, they say, when their teachers give them tasks that they can succeed at but that aren’t too easy — challenges just a bit beyond their current abilities. And they feel a sense of relatedness when they perceive that their teachers like and value and respect them.

Coopersmith’s study with adolescent boys indicates that children develop self-trust, adventuresomeness and the ability to deal with adversity if they are treated with respect and are provided with well-defined standards of values, demands for competence and guidance toward solutions of problems. The development of individual self-reliance is fostered by a well-structured, demanding environment, rather than by largely unlimited permissiveness and freedom to explore in an unfocused way. The research of both Stanley Coopersmith and Morris Rosenberg has led them to believe that pupils with high self-esteem perceive themselves as successful. They are relatively free of anxiety and psychosomatic symptoms, and can realistically assess their abilities. They are confident that their efforts will meet with success, while being fully aware of their limitations. Persons with high self-esteem are outgoing and socially successful and expect to be well received. They accept others and others tend to accept them. On the other hand, according to Coopersmith and Rosenberg, pupils with low self-esteem are easily discouraged and sometimes depressed. They feel isolated, unloved and unlovable. They seem incapable of expressing themselves or defending their inadequacies. They are so preoccupied with their self-consciousness and anxiety that their capacity for self-fulfillment can be easily destroyed.4

The male imperative to compete for females often comes at a heavy cost. In some mammals, such as kangaroos, mountain sheep, deer and sea elephants, it leads to fights that can result in life-threatening injuries. At a minimum, the loser can expect a drop in status as well as eviction from the most favorable feeding grounds, leading to a shortened life expectancy. Moreover, sexual selection often operates at cross-purposes with other evolutionary forces.[152] A male who develops disproportionately sized organs, or displays brilliant color, or emits certain sounds, may well lose some of his mobility or become more vulnerable to predators. Trying to attract a female, in other words, may cost him his life.

The goal of Combined Intelligence Objectives Subcommittee was to investigate all things related to German science. Target types ran the gamut: radar, missiles, aircraft, medicine, bombs and fuses, chemical and biological weapons labs. And while CIOS remained an official joint venture, there were other groups in the mix, with competing interests at hand. Running parallel to CIOS operations were dozens of secret intelligence-gathering operations, mostly American. The Pentagon’s Special Mission V-2 was but one example. By late March 1945, Colonel Trichel, chief of U.S. Army Ordnance, Rocket Branch, had dispatched his team to Europe. Likewise, U.S. Naval Technical Intelligence had officers in Paris preparing for its own highly classified hunt for any intelligence regarding the Henschel Hs 293, a guided missile developed by the Nazis and designed to sink or damage enemy ships. The U.S. Army Air Forces (AAF) were still heavily engaged in strategic bombing campaigns, but a small group from Wright Field, near Dayton, Ohio, was laying plans to locate and capture Luftwaffe equipment and engineers. Spearheading Top Secret missions for British intelligence was a group of commandos called 30 Assault Unit, led by Ian Fleming, the personal assistant to the director of British naval intelligence and future author of the James Bond novels. Sometimes, the members of these parallel missions worked in consort with CIOS officers in the field.

If Germany hadn't had the good fortune to let me take power in 1933, Europe to-day would no longer exist. The fact is that since I've been in power, I've had only a single idea: to re-arm. That's how I was able, last summer, to decide to attack Russia. Confronted with the innumerable populations of the East, we cannot exist except on condition that all Germanics are united. They must compose the nucleus around which Europe will federate. On the day when we've solidly organised Europe, we shall be able to look towards Africa. And, who knows? perhaps one day we shall be able to entertain other ambitions. There are three ways of settling the social question. The privileged class rules the people. The insurgent proletariat exterminates the possessing class. Or else a third formula gives each man the opportunity to develop himself according to his talents. When a man is competent, it matters little to me if he's the son of a caretaker. And, by the way, I'm not stopping the descendants of our military heroes from going once more through the same tests. I wouldn't feel I had the right to demand of each man the supreme sacrifice, if I hadn't myself gone through the whole 1914-18 war in the front line. Turning towards the Danish guest, the Fuehrer commented: For you, things are easier than they were for us. Our past helps you. Our beginnings were wretched. And if I'd disappeared before we were successful, everything would at once have returned into oblivion.

The rise of loneliness as a health hazard tracks with the entrenchment of values and practices that supersede any notion of "individual choices." The dynamics include reduced social programs, less available "common" spaces such as public libraries, cuts in services for the vulnerable and the elderly, stress, poverty, and the inexorable monopolization of economic life that shreds local communities. By way of illustration, let's take a familiar scenario: Walmart or some other megastore decides to open one of its facilities in a municipality. Developers are happy, politicians welcome the new investment, and consumers are pleased at finding a wide variety of goods at lower prices. But what are the social impacts? Locally owned and operated small businesses cannot compete with the marketing behemoth and must close. People lose their jobs or must find new work for lower pay. Neighborhoods are stripped of the familiar hardware store, pharmacy, butcher, baker, candlestick maker. People no longer walk to their local establishment, where they meet and greet one another and familiar merchants they have known, but drive, each isolated in their car, to a windowless, aesthetically bereft warehouse, miles away from home. They might not even leave home at all — why bother, when you can order online? No wonder international surveys show a rise in loneliness. The percentage of Americans identifying themselves as lonely has doubled from 20 to 40 percent since the 1980s, the New York Times reported in 2016. Alarmed by the health ravages, Britain has even found it necessary to appoint a minister of loneliness. Describing the systemic founts of loneliness, the U.S. surgeon general Vivek Murthy wrote: "Our twenty-first-century world demands that we focus on pursuits that seem to be in constant competition for our time, attention, energy, and commitment. Many of these pursuits are themselves competitions. We compete for jobs and status. We compete over possessions, money, and reputations. We strive to stay afloat and to get ahead. Meanwhile, the relationships we prize often get neglected in the chase." It is easy to miss the point that what Dr. Murthy calls "our twenty-first-century world" is no abstract entity, but the concrete manifestation of a particular socioeconomic system, a distinct worldview, and a way of life.

We teach children to think and decide for themselves, not just pass exams,’ she says first off. ‘Education here is about developing the social and cognitive competencies of a child and experience-based learning. We encourage them to be critical towards the system.’ She tells me that education and democracy have been tied together in Denmark since the Second World War: ‘Children started to be encouraged to think and go against authority if they didn’t agree with what they were being told – this became a priority after the German occupation of Denmark and was something Danes were very conscious of. We wanted citizens who were democratic and could have their own ideas, so self-development is a big part of learning in Denmark.’ ‘So Hitler drove the Danes to teach their schoolkids to question authority?’ ‘Pretty much.

Patients who develop ME/CFS often lose the natural antidepressant effect of exercise, feeling worse after exercise rather than better. Patients may have a drop in body temperature with exercise. Thus fatigue is correlated with other symptoms, often in a sequence that is unique to each patient. After relatively normal physical or intellectual exertion, a patient may take an inordinate amount of time to regain her/his pre-exertion level of function and competence. For example, a patient who has bought a few groceries may be too exhausted to unpack them until the next day. The reactive fatigue of post-exertional malaise or lack of endurance usually lasts 24 hours or more and is often associated with impairment of cognitive functions. There is often delayed reactivity following exertion, with the onset the next day, or even later.

I would compare a project with a country, which is either properly regulated by the laws or enslaved by a dictator whom everybody is supposed to love. What modern management is doing in most companies is the latter scenario. They expect us to love the customer and work just because of that. There are no laws, no discipline, no regulations, and no principle, because, like every dictator, they simply are not competent enough in creating them. Dictators just capture the power and rule by the force: it's much easier than building a system of laws, which will work by itself. The management in software projects also can't create a proper management system, since they simply don't have enough knowledge for that. Instead, they expect our love. Isn't it obvious that rather soon that love turns into hate and we quit or the project collapses?

In every area of thought we must rely ultimately on our judgments, tested by reflection, subject to correction by the counterarguments of others, modified by the imagination and by comparison with alternatives. Antirealism is always a conjectural possibility: the question can always be posed, whether there is anything more to truth in a certain domain than our tendency to reach certain conclusions in this way, perhaps in convergence with others. Sometimes, as with grammar or etiquette, the answer is no. For that reason the intuitive conviction that a particular domain, like the physical world, or mathematics, or morality, or aesthetics, is one in which our judgments are attempts to respond to a kind of truth that is independent of them may be impossible to establish decisively. Yet it may be very robust all the same, and not unjustified. To be sure, there are competing subjectivist explanations of the appearance of mind-independence in the truth of moral and other value judgments. One of the things a sophisticated subjectivism allows us to say when we judge that infanticide is wrong is that it would be wrong even if none of us thought so, even though that second judgment too is still ultimately grounded in our responses. However, I find those quasi-realist, expressivist accounts of the ground of objectivity in moral judgments no more plausible than the subjectivist account of simpler value judgments. These epicycles are of the same kind as the original proposal: they deny that value judgments can be true in their own right, and this does not accord with what I believe to be the best overall understanding of our thought about value. There is no crucial experiment that will establish or refute realism about value. One ground for rejecting it, the type used by Hume, is simply question-begging: if it is supposed that objective moral truths can exist only if they are like other kinds of facts--physical, psychological, or logical--then it is clear that there aren't any. But the failure of this argument doesn't prove that there are objective moral truths. Positive support for realism can come only from the fruitfulness of evaluative and moral thought in producing results, including corrections of beliefs formerly widely held and the development of new and improved methods and arguments over time. The realist interpretation of what we are doing in thinking about these things can carry conviction only if it is a better account than the subjectivist or social-constructivist alternatives, and that is always going to be a comparative question and a matter of judgment, as it is about any other domain, whether it be mathematics or science or history or aesthetics.

Society has traditionally reinforced the idea that girls are inferior to boys, that girls can't take care of themselves, and that women need men to take care of them. We've all seen men portrayed in the media as stronger, more competent, and smarter than women, while women are often portrayed as highly emotional, indecisive, scatterbrained, passive, illogical, manipulative, and even malevolent. Such stereotypes further damage a young girl's ability to see herself as a strong and worthwhile person. Coupled with these views is the disparity between the accomplishments for which boys are admired and those for which girls are admired. While girls may be praised for their manners and appearance, boys are often praised for academic achievements and physical strength. Girls may also be discouraged from exploring and mastering life and encouraged instead to develop skills to manipulate others to negotiate in the world for them. What these girls are getting are lessons in helplessness.

Everything in Nature ran according to its own nature; the running of grass was in its growing, the running of rivers their flowing, granite bubbled up, cooled, compressed and crumbled, birds lived, flew, sang and died, everything did what it needed to do, each simultaneously running its own race, each by living according to its own nature together, never leaving any other part of the universe behind. The world’s Holy things raced constantly together, not to win anything over the next, but to keep the entire surging diverse motion of the living world from grinding to a halt, which is why there is no end to that race; no finish line. That would be oblivion to all. For the Indigenous Souls of all people who can still remember how to be real cultures, life is a race to be elegantly run, not a race to be competitively won. It cannot be won; it is the gift of the world’s diverse beautiful motion that must be maintained. Because human life has been give the gift of our elegant motion, whether we limp, roll, crawl, stroll, or fly, it is an obligation to engender that elegance of motion in our daily lives in service of maintaining life by moving and living as beautifully as we can. All else has, to me, the familiar taste of that domineering warlike harshness that daily tries to cover its tracks in order to camouflage the deep ruts of some old, sick, grinding, ungainly need to flee away from the elegance of our original Indigenous human souls. Our attempt to avariciously conquer or win a place where there are no problems, whether it be Heaven or a “New Democracy,” never mind if it is spiritually ugly and immorally “won” and taken from someone who is already there, has made a citifying world of people who, unconscious of it, have become our own ogreish problem to ourselves, our future, and the world. This is a problem that we cannot continue to attempt to competitively outrun by more and more effectively designed technological approaches to speed away from the past, for the specter of our own earth-wasting reality runs grinning competitively right alongside us. By developing even more effective and entertaining methods of escape that only burn up the earth, the air, animals, plants, and the deeper substance of what it should mean to be human, by competing to get ahead, we have created a brakeless competition that has outrun our innate beauty and marked out a very definite and imminent “finish” line. Living in and on a sphere, we cannot really outrun ourselves anyway. Therefore, I say, the entire devastating and hideous state of the world and its constant wounding and wrecking of the wild, beautiful, natural, viable and small, only to keep alive an untenable cultural proceedance is truly a spiritual sickness, one that will not be cured by the efficient use of the same thinking that maintains the sickness. Nor can this overly expensive, highly funded illness be symptomatically kept at bay any longer by yet more political, environmental, or social programs. We must as individuals and communities take the time necessary to learn how to indigenously remember what a sane, original existence for a viable people might look like. Though there are marvellous things and amazing people doing them, both seen and unseen, these do not resemble in any way the general trend of what is going on now. To begin remembering our Indigenous belonging on the Earth back to life we must metabolize as individuals the grief of recognition of our lost directions, digest it into a valuable spiritual compost that allows us to learn to stay put without outrunning our strange past, and get small, unarmed, brave, and beautiful. By trying to feed the Holy in Nature the fruit of beauty from the tree of memory of our Indigenous Souls, grown in the composted failures of our past need to conquer, watered by the tears of cultural grief, we might become ancestors worth descending from and possibly grow a place of hope for a time beyond our own.

What matters is not how much we remember, but how we remember. As I see it, intelligence is closely related to creativity, to noticing something new, to making unexpected connections between disparate facts. Isaac Newton’s genius consisted of realizing that what makes an apple fall from a tree is the same force that keeps the moon in its orbit around the earth: gravity. Centuries later, in his general theory of relativity, Albert Einstein uncovered another astounding relationship when he noted that the effect of the force of gravity is indistinguishable from the acceleration of a spaceship in outer space or the tug we feel in an elevator when it starts to move. Attempting to memorize facts by rote does nothing more than distract our attention from what really matters, the deeper understanding required to establish meaning and notice connections—that which constitutes the basis of intelligence. The method of loci does nothing to help us understand the things we memorize; it is just a formula for memorization that, in fact, competes against comprehension. As we saw in the previous chapter, Shereshevskii was able to memorize a list effortlessly using the method of loci, but was incapable of grasping its content enough to pick out the liquids from the list or, on another occasion, to realize that he had memorized a sequence of consecutive numbers. Using the method of loci to store these lists left Shereshevskii no room to make any of the categorizations that we perform unconsciously (person, animal, liquid, etc.) or to find basic patterns in a list of numbers. To be creative and intelligent, we must go beyond merely remembering and undertake completely different processes: we must assimilate concepts and derive meaning. Focusing on memorization techniques limits our ability to understand, classify, contextualize, and associate. Like memorization, these processes also help to secure memories, but in a more useful and elaborate way; these are precisely the processes that should be developed and encouraged by the educational system.

Specialist or Strategist? Isn’t it true that the more you practice, the better you get? Yes, but, and this bears repeating, the intuitive mastery we are striving for is not brilliant skill at predictable tasks. As the late science fiction author, Robert Heinlein, pointed out, specialization is for insects. Humans need the mystifying ability to cope with the unpredictable and ambiguous challenges posed by thinking adversaries in the real world. Since kendo masters practice hard, don’t we need to put in long hours to develop super competence? The answer is absolutely yes. However, sixteen hours at the office doing the same things day after day simply make you a workaholic (and very likely a micromanager); they do not per se confer an intuitive skill useful in competitive situations. Tom Peters suggests that you can spot who is going to do great things by what they do on airplanes. They don’t pull out the laptop and grind spreadsheets. Instead, they “read Zen and the Art of Motorcycle Maintenance for the umpteenth time,” or pick up insights on human behavior from the great novelists.

Girls in our society share in the masculine hero myth because, like boys, they must also develop a reliable ego-identity and acquire an education. But there is an older layer of the mind that seems to come to the surface in their feelings, with the aim of making them into women, not into imitation men. When this ancient content of the psyche begins to make its appearance, the modern young woman may repress it because it threatens to cut her off from the emancipated equality of friendship and opportunity to compete with men that have become her modern privileges... this repression may be so successful that for a time she will maintain an identification with the masculine intellectual goals she learned at school or college. Even when she marries, she will preserve some illusion of freedom, despite her ostensible act of submission to the archetype of marriage-- with its implicit injunction to become a mother. And so there may occur, as we very frequently see today, that conflict which in the end forces the woman to rediscover her buried womanhood in a painful (but ultimately rewarding) manner.

WE LIVE IN AN age of nontraditional ladder climbing. Not just in politics, but in business and personal development and education and entertainment and innovation. Traditional paths are not just slow; they’re no longer viable if we want to compete and innovate. That’s great news, because throwing out the dues paradigm leads us toward meritocracy. But to be successful, we need to start thinking more like hackers, acting more like entrepreneurs. We have to work smarter, not just harder. We’ll see throughout the following chapters how Sinatra-style credibility and ladder switching—always parlaying for something more—are the foundation for how the most interesting people and companies in the world succeed. It’s not just how presidents get to the top. It’s how CEOs and comedians and racecar drivers hone their skills and make it in the big leagues. It’s how new businesses grow fast, and old businesses grow faster. It’s how entrepreneurs create life-changing products in record time and inventors parlay dreams for bigger dreams. Hacking the ladder is the mind-set they use to get places. The rest of this book is about becoming good enough to deserve it.

By habitus, I mean dispositions that inhere and mold the deepest, subtlest, intricate structures of personhood, are constituted and emergent in the most elusive folds and lineaments of consciousness, and are articulated in lastingly resilient, enduring textual tapestries of experience, orientations, desires. The range of habitus is deep and broad: habitus forms the long arc of evolutionary developments and arrangements of the body in action and at rest, posture, gait, stance, and gesture; it is the silent teacher of the phonemic alphabet, determining subtle distinctions of timbre and tone, accents and intonations in voice articulations; it is the subcutaneous, ingrained dynamic inhering in daily competencies, executed flawlessly and yet seemingly unconsciously, such as balancing huge loads the size of a person’s body weight on the head as Kikuyu women often do, or walking fearlessly on narrow glacial paths through plunging cliffs as the Sherpas do, or weaving in and out of traffic while engaged in deep conversations on a cell phone as Californians do. Habitus describes the imbrication of structure and culture in desire. It is what defines subtle distinctions of taste, those almost ineffable differences of sweetness, succulence, spiciness, and bitterness in food and drink; the raging fetishes and unbidden cravings that shadow sexuality; the fickle difference between scents that intoxicate or trigger upheavals of wretching. Habitus, then, is “human nature” understood as the deep penetration of sociality with biology in such a manner that it is the motor of self, of choice, of vocation.

Quoting from page 308: The Competitive Exclusion Principle. No two organisms that compete in every activity can coexist indefinitely in the same environment. To coexist in time, organisms that are potentially completely competitive must be geographically isolated from each other. Otherwise, the one that is the less efficient yields to the more efficient, no matter how slight the difference. When two competing organisms coexist in the same geographical region, close examination always shows that they are not complete competitors, that one of them draws on a resource of the environment that is not available to the other. The corollary of the principle is that where there is no geographical isolation of genetically and reproductively isolated populations, there must be as many ecological niches as there are populations. The necessary condition for geographical coexistence is ecological specialization. Quoting page 86: The Exclusion Principle in biology plays a role similar to that of the Newtonian laws of motion in physics. It is a prime guide to the discovery of facts. We use the principle coupled with an axiom that is equally fundamental but which is almost never explicitly stated. We may call this the Inequality Axiom, and it states: If two populations are distinguishable, they are competitively unequal. Quoting page 87: Because of the compound-interest effect, no difference between competing populations is trivial. The slightest difference--and our acceptance of the Inequality Axiom asserts that a difference always exists--will result in the eventual extinction of one population by another. Put in another way, the Exclusion Principle tells us that two distinguishable populations can coexist in the same geographical region only if they live in different ecological worlds (thus avoiding complete competition and strict coexistence). Quoting page 88-89: Recall now the sequence of development in the process of speciation. Initially, the freshly isolated populations are nearly the same genetically; as time goes on, they diverge more and more. When they are distinguishably different, but still capable of interbreeding (if put together), we may speak of them as races. Ultimately, if the physical isolation endures long enough, they become so different from each other that interbreeding is impossible; we then say that the two populations are reproductively isolated from each other, and we speak of them as distinct species. ... What are the various possible outcomes of the speciation process, and what their relative frequencies? In the light of our assumption, it is clear that, most often, the speciation process will go no further than the formation of races before the physical isolation comes to an end and the germ plasm of the two races is melded into one by interbreeding. If, however, the speciation process continues until separate species are formed before the physical barrier breaks down, then what happens? The outcome is plainly dependent on the extent to which ecological differentiation has occurred: Do the two species occupy the same ecological niche, or not--that is, are they completely competitive? It seems probable that the degree of ecological differentiation will also increase with time spent in physical isolation. On this assumption, we would predict that, more often than not, "sister species" will be incapable of coexistence: when the physical isolation is at an end, one sister species will extinguish the other. Quoting page 253: The example illustrates the general rule that as a species becomes increasingly "successful," its struggle for existence ceases to be one of struggle with the physical environment or with other species and come to be almost exclusively competition with its own kind. We call that species most successful that has made its own kind its worst enemy. Man enjoys this kind of success.

a young Goldman Sachs banker named Joseph Park was sitting in his apartment, frustrated at the effort required to get access to entertainment. Why should he trek all the way to Blockbuster to rent a movie? He should just be able to open a website, pick out a movie, and have it delivered to his door. Despite raising around $250 million, Kozmo, the company Park founded, went bankrupt in 2001. His biggest mistake was making a brash promise for one-hour delivery of virtually anything, and investing in building national operations to support growth that never happened. One study of over three thousand startups indicates that roughly three out of every four fail because of premature scaling—making investments that the market isn’t yet ready to support. Had Park proceeded more slowly, he might have noticed that with the current technology available, one-hour delivery was an impractical and low-margin business. There was, however, a tremendous demand for online movie rentals. Netflix was just then getting off the ground, and Kozmo might have been able to compete in the area of mail-order rentals and then online movie streaming. Later, he might have been able to capitalize on technological changes that made it possible for Instacart to build a logistics operation that made one-hour grocery delivery scalable and profitable. Since the market is more defined when settlers enter, they can focus on providing superior quality instead of deliberating about what to offer in the first place. “Wouldn’t you rather be second or third and see how the guy in first did, and then . . . improve it?” Malcolm Gladwell asked in an interview. “When ideas get really complicated, and when the world gets complicated, it’s foolish to think the person who’s first can work it all out,” Gladwell remarked. “Most good things, it takes a long time to figure them out.”* Second, there’s reason to believe that the kinds of people who choose to be late movers may be better suited to succeed. Risk seekers are drawn to being first, and they’re prone to making impulsive decisions. Meanwhile, more risk-averse entrepreneurs watch from the sidelines, waiting for the right opportunity and balancing their risk portfolios before entering. In a study of software startups, strategy researchers Elizabeth Pontikes and William Barnett find that when entrepreneurs rush to follow the crowd into hyped markets, their startups are less likely to survive and grow. When entrepreneurs wait for the market to cool down, they have higher odds of success: “Nonconformists . . . that buck the trend are most likely to stay in the market, receive funding, and ultimately go public.” Third, along with being less recklessly ambitious, settlers can improve upon competitors’ technology to make products better. When you’re the first to market, you have to make all the mistakes yourself. Meanwhile, settlers can watch and learn from your errors. “Moving first is a tactic, not a goal,” Peter Thiel writes in Zero to One; “being the first mover doesn’t do you any good if someone else comes along and unseats you.” Fourth, whereas pioneers tend to get stuck in their early offerings, settlers can observe market changes and shifting consumer tastes and adjust accordingly. In a study of the U.S. automobile industry over nearly a century, pioneers had lower survival rates because they struggled to establish legitimacy, developed routines that didn’t fit the market, and became obsolete as consumer needs clarified. Settlers also have the luxury of waiting for the market to be ready. When Warby Parker launched, e-commerce companies had been thriving for more than a decade, though other companies had tried selling glasses online with little success. “There’s no way it would have worked before,” Neil Blumenthal tells me. “We had to wait for Amazon, Zappos, and Blue Nile to get people comfortable buying products they typically wouldn’t order online.

The climate for relationships within an innovation group is shaped by the climate outside it. Having a negative instead of a positive culture can cost a company real money. During Seagate Technology’s troubled period in the mid-to-late 1990s, the company, a large manufacturer of disk drives for personal computers, had seven different design centers working on innovation, yet it had the lowest R&D productivity in the industry because the centers competed rather than cooperated. Attempts to bring them together merely led people to advocate for their own groups rather than find common ground. Not only did Seagate’s engineers and managers lack positive norms for group interaction, but they had the opposite in place: People who yelled in executive meetings received “Dog’s Head” awards for the worst conduct. Lack of product and process innovation was reflected in loss of market share, disgruntled customers, and declining sales. Seagate, with its dwindling PC sales and fading customer base, was threatening to become a commodity producer in a changing technology environment. Under a new CEO and COO, Steve Luczo and Bill Watkins, who operated as partners, Seagate developed new norms for how people should treat one another, starting with the executive group. Their raised consciousness led to a systemic process for forming and running “core teams” (cross-functional innovation groups), and Seagate employees were trained in common methodologies for team building, both in conventional training programs and through participation in difficult outdoor activities in New Zealand and other remote locations. To lead core teams, Seagate promoted people who were known for strong relationship skills above others with greater technical skills. Unlike the antagonistic committees convened during the years of decline, the core teams created dramatic process and product innovations that brought the company back to market leadership. The new Seagate was able to create innovations embedded in a wide range of new electronic devices, such as iPods and cell phones.

A few hundred million years later, some of these eukaryotes developed a novel adaptation: they stayed together after cell division to form multicellular organisms in which every cell had exactly the same genes. These are the three-boat septuplets in my example. Once again, competition is suppressed (because each cell can only reproduce if the organism reproduces, via its sperm or egg cells). A group of cells becomes an individual, able to divide labor among the cells (which specialize into limbs and organs). A powerful new kind of vehicle appears, and in a short span of time the world is covered with plants, animals, and fungi.37 It’s another major transition. Major transitions are rare. The biologists John Maynard Smith and Eörs Szathmáry count just eight clear examples over the last 4 billion years (the last of which is human societies).38 But these transitions are among the most important events in biological history, and they are examples of multilevel selection at work. It’s the same story over and over again: Whenever a way is found to suppress free riding so that individual units can cooperate, work as a team, and divide labor, selection at the lower level becomes less important, selection at the higher level becomes more powerful, and that higher-level selection favors the most cohesive superorganisms.39 (A superorganism is an organism made out of smaller organisms.) As these superorganisms proliferate, they begin to compete with each other, and to evolve for greater success in that competition. This competition among superorganisms is one form of group selection.40 There is variation among the groups, and the fittest groups pass on their traits to future generations of groups. Major transitions may be rare, but when they happen, the Earth often changes.41 Just look at what happened more than 100 million years ago when some wasps developed the trick of dividing labor between a queen (who lays all the eggs) and several kinds of workers who maintain the nest and bring back food to share. This trick was discovered by the early hymenoptera (members of the order that includes wasps, which gave rise to bees and ants) and it was discovered independently several dozen other times (by the ancestors of termites, naked mole rats, and some species of shrimp, aphids, beetles, and spiders).42 In each case, the free rider problem was surmounted and selfish genes began to craft relatively selfless group members who together constituted a supremely selfish group.

She found it difficult to discuss physics, much less debate it, with her predominantly male classmates. At first they paid a kind of selective inattention to her remarks. There would be a slight pause, and then they would go on as if she had not spoken. Occasionally they would acknowledge her remark, even praise it, and then again continue undeflected. She was reasonably sure her remarks were not entirely foolish, and did not wish to be ignored, much less ignored and patronized alternately. Part of it—but only a part—she knew was due to the softness of her voice. So she developed a physics voice, a professional voice: clear, competent, and many decibels above conversational. With such a voice it was important to be right. She had to pick her moments. It was hard to continue long in such a voice, because she was sometimes in danger of bursting out laughing. So she found herself leaning toward quick, sometimes cutting, interventions, usually enough to capture their attention; then she could go on for a while in a more usual tone of voice. Every time she found herself in a new group she would have to fight her way through again, just to dip her oar into the discussion. The boys were uniformly unaware even that there was a problem. Sometimes she would be engaged in a laboratory exercise or a seminar when the instructor would say, “Gentlemen, let’s proceed,” and sensing Ellie’s frown would add, “Sorry, Miss Arroway, but I think of you as one of the boys.” The highest compliment they were capable of paying was that in their minds she was not overtly female. She had to fight against developing too combative a personality or becoming altogether a misanthrope. She suddenly caught herself. “Misanthrope” is someone who dislikes everybody, not just men. And they certainly had a word for someone who hates women: “misogynist.” But the male lexicographers had somehow neglected to coin a word for the dislike of men. They were almost entirely men themselves, she thought, and had been unable to imagine a market for such a word. More than many others, she had been encumbered with parental proscriptions. Her newfound freedoms—intellectual, social, sexual—were exhilarating. At a time when many of her contemporaries were moving toward shapeless clothing that minimized the distinctions between the sexes, she aspired to an elegance and simplicity in dress and makeup that strained her limited budget. There were more effective ways to make political statements, she thought. She cultivated a few close friends and made a number of casual enemies, who disliked her for her dress, for her political and religious views, or for the vigor with which she defended her opinions. Her competence and delight in science were taken as rebukes by many otherwise capable young women. But a few looked on her as what mathematicians call an existence theorem—a demonstration that a woman could, sure enough, excel in science—or even as a role model.

During his time working for the head of strategy at the bank in the early 1990s, Musk had been asked to take a look at the company’s third-world debt portfolio. This pool of money went by the depressing name of “less-developed country debt,” and Bank of Nova Scotia had billions of dollars of it. Countries throughout South America and elsewhere had defaulted in the years prior, forcing the bank to write down some of its debt value. Musk’s boss wanted him to dig into the bank’s holdings as a learning experiment and try to determine how much the debt was actually worth. While pursuing this project, Musk stumbled upon what seemed like an obvious business opportunity. The United States had tried to help reduce the debt burden of a number of developing countries through so-called Brady bonds, in which the U.S. government basically backstopped the debt of countries like Brazil and Argentina. Musk noticed an arbitrage play. “I calculated the backstop value, and it was something like fifty cents on the dollar, while the actual debt was trading at twenty-five cents,” Musk said. “This was like the biggest opportunity ever, and nobody seemed to realize it.” Musk tried to remain cool and calm as he rang Goldman Sachs, one of the main traders in this market, and probed around about what he had seen. He inquired as to how much Brazilian debt might be available at the 25-cents price. “The guy said, ‘How much do you want?’ and I came up with some ridiculous number like ten billion dollars,” Musk said. When the trader confirmed that was doable, Musk hung up the phone. “I was thinking that they had to be fucking crazy because you could double your money. Everything was backed by Uncle Sam. It was a no-brainer.” Musk had spent the summer earning about fourteen dollars an hour and getting chewed out for using the executive coffee machine, among other status infractions, and figured his moment to shine and make a big bonus had arrived. He sprinted up to his boss’s office and pitched the opportunity of a lifetime. “You can make billions of dollars for free,” he said. His boss told Musk to write up a report, which soon got passed up to the bank’s CEO, who promptly rejected the proposal, saying the bank had been burned on Brazilian and Argentinian debt before and didn’t want to mess with it again. “I tried to tell them that’s not the point,” Musk said. “The point is that it’s fucking backed by Uncle Sam. It doesn’t matter what the South Americans do. You cannot lose unless you think the U.S. Treasury is going to default. But they still didn’t do it, and I was stunned. Later in life, as I competed against the banks, I would think back to this moment, and it gave me confidence. All the bankers did was copy what everyone else did. If everyone else ran off a bloody cliff, they’d run right off a cliff with them. If there was a giant pile of gold sitting in the middle of the room and nobody was picking it up, they wouldn’t pick it up, either.” In

We are living now, not in the delicious intoxication induced by the early successes of science, but in a rather grisly morning-after, when it has become apparent that what triumphant science has done hitherto is to improve the means for achieving unimproved or actually deteriorated ends. In this condition of apprehensive sobriety we are able to see that the contents of literature, art, music—even in some measure of divinity and school metaphysics—are not sophistry and illusion, but simply those elements of experience which scientists chose to leave out of account, for the good reason that they had no intellectual methods for dealing with them. In the arts, in philosophy, in religion men are trying—doubtless, without complete success—to describe and explain the non-measurable, purely qualitative aspects of reality. Since the time of Galileo, scientists have admitted, sometimes explicitly but much more often by implication, that they are incompetent to discuss such matters. The scientific picture of the world is what it is because men of science combine this incompetence with certain special competences. They have no right to claim that this product of incompetence and specialization is a complete picture of reality. As a matter of historical fact, however, this claim has constantly been made. The successive steps in the process of identifying an arbitrary abstraction from reality with reality itself have been described, very fully and lucidly, in Burtt’s excellent “Metaphysical Foundations of Modern Science"; and it is therefore unnecessary for me to develop the theme any further. All that I need add is the fact that, in recent years, many men of science have come to realize that the scientific picture of the world is a partial one—the product of their special competence in mathematics and their special incompetence to deal systematically with aesthetic and moral values, religious experiences and intuitions of significance. Unhappily, novel ideas become acceptable to the less intelligent members of society only with a very considerable time-lag. Sixty or seventy years ago the majority of scientists believed—and the belief often caused them considerable distress—that the product of their special incompetence was identical with reality as a whole. Today this belief has begun to give way, in scientific circles, to a different and obviously truer conception of the relation between science and total experience. The masses, on the contrary, have just reached the point where the ancestors of today’s scientists were standing two generations back. They are convinced that the scientific picture of an arbitrary abstraction from reality is a picture of reality as a whole and that therefore the world is without meaning or value. But nobody likes living in such a world. To satisfy their hunger for meaning and value, they turn to such doctrines as nationalism, fascism and revolutionary communism. Philosophically and scientifically, these doctrines are absurd; but for the masses in every community, they have this great merit: they attribute the meaning and value that have been taken away from the world as a whole to the particular part of the world in which the believers happen to be living.