Competency Management Quotes

He can occasionally see to an enemy," she conceded. "If he manages to get his sword pointed in the right direction and the enemy does him the favor of falling upon it in precisely the right way.

We simply need to be aware of our capable self and accordingly, manage it in such a way that our efforts always complement our skills, competence, and dedication to perform.

You realize, of course, the Omegans nearly lost this Earth. They had everything yet let it disintegrate through their rampant carelessness. Two hundred years past they possessed the rudimentary beginnings of the NET to bring them together. They called it the Internet. Yet they treated it like a toy, tribalized themselves, and thus nearly lost the planet. “Nationalist wars, self serving ideologies, competing religions . . . more significant, though not to the Omegans, was climate change itself, which mattered more than any petty dogma, but they ignored it until too late. It has ultimately determined our lives, managed now by the CORPORATE, using the only possible tools to survive. There were billions of Humans then. There is now but a fraction of that: some 300 million we know in the MEGS and, of course, the uncounted MASSes.

It’s loneliness. Even though I’m surrounded by loved ones who care about me and want only the best, it’s possible they try to help only because they feel the same thing—loneliness—and why, in a gesture of solidarity, you’ll find the phrase “I am useful, even if alone” carved in stone. Though the brain says all is well, the soul is lost, confused, doesn’t know why life is being unfair to it. But we still wake up in the morning and take care of our children, our husband, our lover, our boss, our employees, our students, those dozens of people who make an ordinary day come to life. And we often have a smile on our face and a word of encouragement, because no one can explain their loneliness to others, especially when we are always in good company. But this loneliness exists and eats away at the best parts of us because we must use all our energy to appear happy, even though we will never be able to deceive ourselves. But we insist, every morning, on showing only the rose that blooms, and keep the thorny stem that hurts us and makes us bleed hidden within. Even knowing that everyone, at some point, has felt completely and utterly alone, it is humiliating to say, “I’m lonely, I need company. I need to kill this monster that everyone thinks is as imaginary as a fairy-tale dragon, but isn’t.” But it isn’t. I wait for a pure and virtuous knight, in all his glory, to come defeat it and push it into the abyss for good, but that knight never comes. Yet we cannot lose hope. We start doing things we don’t usually do, daring to go beyond what is fair and necessary. The thorns inside us will grow larger and more overwhelming, yet we cannot give up halfway. Everyone is looking to see the final outcome, as though life were a huge game of chess. We pretend it doesn’t matter whether we win or lose, the important thing is to compete. We root for our true feelings to stay opaque and hidden, but then … … instead of looking for companionship, we isolate ourselves even more in order to lick our wounds in silence. Or we go out for dinner or lunch with people who have nothing to do with our lives and spend the whole time talking about things that are of no importance. We even manage to distract ourselves for a while with drink and celebration, but the dragon lives on until the people who are close to us see that something is wrong and begin to blame themselves for not making us happy. They ask what the problem is. We say that everything is fine, but it’s not … Everything is awful. Please, leave me alone, because I have no more tears to cry or heart left to suffer. All I have is insomnia, emptiness, and apathy, and, if you just ask yourselves, you’re feeling the same thing. But they insist that this is just a rough patch or depression because they are afraid to use the real and damning word: loneliness. Meanwhile, we continue to relentlessly pursue the only thing that would make us happy: the knight in shining armor who will slay the dragon, pick the rose, and clip the thorns. Many claim that life is unfair. Others are happy because they believe that this is exactly what we deserve: loneliness, unhappiness. Because we have everything and they don’t. But one day those who are blind begin to see. Those who are sad are comforted. Those who suffer are saved. The knight arrives to rescue us, and life is vindicated once again. Still, you have to lie and cheat, because this time the circumstances are different. Who hasn’t felt the urge to drop everything and go in search of their dream? A dream is always risky, for there is a price to pay. That price is death by stoning in some countries, and in others it could be social ostracism or indifference. But there is always a price to pay. You keep lying and people pretend they still believe, but secretly they are jealous, make comments behind your back, say you’re the very worst, most threatening thing there is. You are not an adulterous man, tolerated and often even admired, but an adulterous woman, one who is ...

Don’t blame others. it won’t make you a better person.

Youth cannot imagine romance apart from youth. That is why the roles of the heroes and heroines of plays are given by the managers to the most youthful actors they can find among the competent.

Under a good administration, the Nile gains on the desert. Under a bad one, the desert gains on the Nile.

Kindness is a core competency for managers. If a manager isn't willing or able to be nice, they're a threat to company culture.

No other drug can compete with cannabis for its ability to satisfy the innate yearnings for Archaic boundary dissolution and yet leave intact the structures of ordinary society. If every alcoholic were a pothead, if every crack user were a pothead, if every smoker smoked only cannabis, the social consequences of the ‘drug problem’ would be transformed. Yet, as a society we are not ready to discuss the possibility of self-managed addictions and the possibility of intelligently choosing the plants we ally ourselves to. In time, and perhaps out of desperation, this will come.

To competently perform rectifying security service, two critical incident response elements are necessary: information and organization.

Don’t set your own goals by what other people make important.

The conclusion is simple: if a 200-man project has 25 managers who are the most competent and experienced programmers, fire the 175 troops and put the managers back to programming.

Greatness means setting out to make some difference somewhere to someone in someplace.

Becoming a great leader doesn’t mean being perfect. it means living with your imperfections.

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

How are dudes in real life supposed to compete when women are reading about python dicks and pussy whisperers?

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.

Columbus's real achievement was managing to cross the ocean successfully in both directions. Though an accomplished enough mariner, he was not terribly good at a great deal else, especially geography, the skill that would seem most vital in an explorer. It would be hard to name any figure in history who has achieved more lasting fame with less competence. He spent large parts of eight years bouncing around Caribbean islands and coastal South America convinced that he was in the heart of the Orient and that Japan and China were at the edge of every sunset. He never worked out that Cuba is an island and never once set foot on, or even suspected the existence of, the landmass to the north that everyone thinks he discovered: the United States.

I circled the site before I came in. If there's anyone within five kilometers, I'll eat my quiver." Halt regarded him, eyebrow arched once more. "Anyone?" "Anyone other than Crowley," Will amended, making a dismissive gesture. "I saw him watching me from that hide he always uses about two kilometers out. I assumed he'd be back in here by now." Halt cleared his throat loudly. "Oh, you saw him, did you?" he said. "I imagine he'll be overjoyed to hear that." Secretly, he was pleased with his former pupil. In spite of his curiosity and obvious excitement, he hadn't forgotten to take the precautions that had been drilled into him. THat augured well for what lay ahead, Halt thought, a sudden grimness settling onto his manner. Will didn't notice the momentary change of mood. He was loosening Tug saddle girth. As he spoke, his voice was muffled against the horses's flank. "he's becoming too much a creature of habit," he said. "he's used that hide for the last three Gatherings. It's time he tried something new. Everyone must be onto it by now." Rangers constantly competed with each other to see before being seen and each year's Gathering was a time of heightened competition. Halt nodded thoughtfully. Crowley had constructed teh virtually invisible observation post some four years previously. Alone among the younger Rangers, Will had tumbled to it after one year. Halt had never mentioned to him that he was the only one who knew of Crowley's hide. The concealed post was the Ranger Commandant's pride and joy. "Well, perhaps not everyone," he said. Will emerged from behind his horse, grinning at the thought of the head of the Ranger Corps thinking he had remained hidden from sight as he watched Will's approach. "All the same, perhaps he's getting a bit long in the tooth to be skulking around hiding in the bushes, don't you think?" he said cheerfully. Halt considered the question for a moment. "Long in the tooth? Well, that's one opinion. Mind you, his silent movement skills are still as good as ever," he said meaningfully. The grin on Will's face slowly faded. He resisted the temptation to look over his shoulder. "He's standing behind me, isn't he?" he asked Halt. THe older Ranger nodded. "He's standing behind me, isn't he?" Will continued and Halt nodded once more. "Is he...close enough to have heard what I said?" Will finally managed to ask, fearin teh worst. This time, Halt didn't have to answer. "Oh, good grief no," came a familiar voice from behind him. "he's so old and decrepit these days he's as deaf as a post." Will's shoulders sagged and he turned to see the sandy-haired Commandant standing a few meters away. The younger man's eyes dropped. "Hullo, Crowley," he said, then mumbled, "Ahhh...I'm sorry about that." Crowley glared at teh young Ranger for a few more seconds, then he couldn't help teh grin breaking out on his face. "No harm done," he said, adding with a small note of triumph, "It's not often these days I amange to get the better of one of you young ones." Secretly, he was impressed at teh news that Will had spotted his hiding place. Only the sarpest eyes could have picked it. Crowley had been in the business of seeing without being seen for thirty years or more, and despite what Will believed, he was still an absolute master of camouflage and unseen movement.

For if we do not know even how we manage to be conscious and intelligent, it is most rash to assume that we know what the role of conscious intelligence will be, and still more that it is competent to order the world.

In the context of couples, research in this area suggests how we as partners can manage one another’s highs and lows. We don’t have to remain at the mercy of each other’s runaway moods and feelings. Rather, as competent managers of our partners, we can become expert at moving, shifting, motivating, influencing, soothing, and inspiring one another.

we confused the manager’s general competence and maturity with his task-relevant maturity.

Setting the right priorities or having superior time management skill means knowing the difference between “must have,” and “nice to have.

The Future belongs to the competent get good, get better, be the best !

Focus on how far you have come in life rather than looking at the accomplishments of others.

Every organisation, not just business, needs 1 core competence: Tactical execution

For myself the delay may be compared with a reprieve; for in confidence I assure you, with the world it would obtain little credit that my movements to the chair of Government will be accompanied by feelings not unlike those of a culprit who is going to the place of his execution: so unwilling am I, in the evening of a life nearly consumed in public cares, to quit a peaceful abode for an Ocean of difficulties, without that competency of political skill, abilities and inclination which is necessary to manage the helm.

Perhaps nothing is as disheartening as the discovery—after years of trying to escape from your dysfunctional childhood—that you have actually managed to recreate it. One woman, the daughter of a hypercritical and demanding mother, recently talked with me about her recently-ended, two-decades-long marriage: "I still have issues with feeling capable and doing things right. Unfortunately, I married my mother and was never able to feel competent in my husband’s eyes, either. I also never really felt loved by him, in the same way I didn’t feel loved by my mother.

The truly curious will be increasingly in demand. Employers are looking for people who can do more than follow procedures competently or respond to requests; who have a strong intrinsic desire to learn, solve problems and ask penetrating questions. They may be difficult to manage at times, these individuals, for their interests and enthusiasms can take them along unpredictable paths, and they don’t respond well to being told what to think. But for the most part, they will be worth the difficulty.

Competition may help us create better products and services but in the end competition really seeks to destroy the opponent. To put him out of the power to compete against you.

Within each of us are two competing sides, a polarity of character. Only one leads to greatness.

Self-assurance reassures others and reassures yourself.

When your intuition is strong, follow it.

Lesson learned - in doing business, do not COMPETE but be COMPETITIVE.

provides American business with the only reliable domestic market in the world. Schools train individuals to respond as a mass. Boys and girls are drilled in being bored, frightened, envious, emotionally needy, generally incomplete. A successful mass production economy requires such a clientele. A small business, small farm economy like that of the Amish requires individual competence, thoughtfulness, compassion, and universal participation; our own requires a managed mass of leveled, spiritless, anxious, familyless, friendless, godless, and obedient people who believe the difference between Cheers and Seinfeld is a subject worth arguing about.

People want to feel that you can lead them to victory. And often times that is a measure of competence - people are looking for cues, signs, indications, and proof of your level of competence.

Kitsch is the aesthetic ideal of all politicians and all political parties and movements. Those of us who live in a society where various political tendencies exist side by side and competing influences cancel or limit one another can manage more or less to escape the kitsch inquisition: the individual can preserve his individuality; the artist can create unusual works. But whenever a single political movement corners power, we find ourselves in the realm of totalitarian kitsch.

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.

High performers whom exhibit tremendous self-control tend to be burden by their own competence. Studies indicate that being extraordinary competent can place a person under an unusual amount of stress because it raises other people’s expectation of them. The more task that an exemplary employee produces with a ‘go-getting personality’ while maintaining high quality relationships with peers and clients, the more an organization tends to underestimates their actual effort and the more it expects of them. Other people do not comprehend how difficult it is for a high performer to complete multifaceted tasks. They also tend to underestimate how much effort an enterprising person exerts who maintains a positive and pleasant attitude while completing difficult assignments.

She woke from dreamless rest to find her lap filled with wildflowers-blue and gold violets, white starworts with bright yellow centers, wild geraniums, purple heather, pale lavender bellflowers, creamy butterworts...a treasure trove of nature's jewels. "Where did these come from?" she asked her warrior husband. He leaned back on his elbows and studied the sea. "Some trolls came by and left them." "Trolls picking flowers?" "More believable, surely, than me doing it?" She laughed and surprised him by competently weaving the summer's late blossoms into a garland for her hair. "How is it you know how to do that," he asked, "when you are so thoroughly undomestic?" She threw a purple aster at him and laughed again. "I thought I was managing to conceal that." "Oh,certainly.

Forward-thinking organizations seek hybrid professionals who are highly proficient writers, analytical, creative, and tech savvy, with strong competencies in business management, information technology (IT), and human behavior.

A good manager instills staff with self-confidence, teaches them to believe in themselves and helps them to realise their brilliance. Do not ever treat your staff with disrespect. It is competent until proven incompetent; not incompetent til proven competent.

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

Evidence is fact that discriminates between one theory and another. Facts do not „speak for themselves.” they speak for or against competing theories. Theories can be devastated by facts but they can never be proven correct by facts. What empirical verification can do is to reveal which of the competing theories currently being considered is more consistent with that which is known factually. Some other theory may come along tomorrow that is still more consistent with the facts, or explains those facts with fewer, clearer, or more manageable assumptions.

We do not compete in our careers with people who lack the requisite intelligence to enter and stay in our field—but rather against the much smaller group of those who have managed to jump the hurdles of schooling, entry exams, and other cognitive challenges to get into the field in the first place.

The dynamics within the boardroom are often complex and multifaceted. Strong personalities, competing interests, and high stakes can create an environment ripe for conflict. Know what I mean? But here’s the thing; when managed effectively, these dynamics can also lead to robust discussions, innovative solutions, and sound decision-making.

The leading virtue of conservative politics as I see it is the preference for procedure over ideological programs. Liberals tend to believe that government exists in order to lead the people into a better future, in which liberty, equality, social justice, the socialist millennium, or something of that kind will be realized. ... Conservatives believe that the role of government is not to lead society towards a goal but to ensure that, wherever society goes, it goes there peacefully. Government exists in order to conciliate opposing views, to manage conflicts, and to ensure peaceful transactions between the citizens, as they compete in the market, and associate in what Burke called their “little platoons.

When people seek the help of a professional, they usually have certain expectations about how a competent one looks and behaves.

Based on your perceived level of competence, people will make a determination as to whether you are worthy of following or not.

There are nine key elements to business leadership – authenticity, vision, standards, teamwork, magnetism, victory, competence, love, and influence.

Microsoft is not competing against another company. They're competing against a new management system.

It’s time that women participate in the management of this pathetic world on terms equal to men. Often women in power behave like hard men because it’s been the only way they could compete and command, but when we reach a critical number of women in positions of power and leadership we will tip the balance toward a more just and egalitarian civilization. More than forty years ago Bella Abzug, the famous activist and congresswoman from New York, summarized the above in one sentence: “In the twenty-first century women will change the nature of power instead of power changing the nature of women.

Fewer than one in twenty security professionals has the core competence and the foundation knowledge to take a system all the way from a completely unknown state of security through mapping, vulnerability testing, password cracking, modem testing, vulnerability patching, firewall tuning, instrumentation, virus detection at multiple entry points, and even through back-ups and configuration management.

Part of the art of choosing difficulties is to select those that are indeed just manageable. If the difficulties chosen are too easy, life is boring; if they are too hard, life is defeating. The trick is to choose trouble for oneself in the direction of what one would like to become at a level of difficulty close to the edge of one’s competence. When one achieves this fine-tuning of his life, he will know zest and joy and deep fulfillment.

The best thing I did as a manager at PayPal was to make every person in the company responsible for doing just one thing. Every employee’s one thing was unique, and everyone knew I would evaluate him only on that one thing. I had started doing this just to simplify the task of managing people. But then I noticed a deeper result: defining roles reduced conflict. Most fights inside a company happen when colleagues compete for the same responsibilities. Startups face an especially high risk of this since job roles are fluid at the early stages. Eliminating competition makes it easier for everyone to build the kinds of long-term relationships that transcend mere professionalism. More than that, internal peace is what enables a startup to survive at all. When a startup fails, we often imagine it succumbing to predatory rivals in a competitive ecosystem. But every company is also its own ecosystem, and factional strife makes it vulnerable to outside threats. Internal conflict is like an autoimmune disease: the technical cause of death may be pneumonia, but the real cause remains hidden from plain view.

lot of noises all at once, even if they are exclusively pleasant sounds, will always feel like an assault. So, the relentless cacophony of high school was constantly and unbearably overwhelming. And don’t get me started on the smell of it. Body sprays competed with hair sprays, which competed with the always over-deployed deodorants that still somehow managed to lose the war against the toxic bouquet of teenage body odour. Thank god I was a smoker; I might’ve perished otherwise. The other hurdle high school threw up at me was homework. I am not morally opposed to extracurricular curricula; I just didn’t have time for it. As in primary school, I needed my evenings to catch up on the things my brain had been unable to take on board during the day, not to mention recover from the sheer exhaustion of trying to subtly navigate a sea of hypercritical teens for hours on end. On top of that, the closer I got to being an adult and the further away from being a baby, the more chores I was expected to get done at home. These extra burdens, as reasonable as they were, led to my brain shutting down more and more, and, without my brain, learning became impossible.

you have to accept that no matter where you work, you are not an employee—you are in a business with one employee: yourself. You are in competition with millions of similar businesses. There are millions of others all over the world, picking up the pace, capable of doing the same work that you can do and perhaps more eager to do it. Now, you may be tempted to look around your workplace and point to your fellow workers as rivals, but they are not. They are outnumbered—a thousand to one, one hundred thousand to one, a million to one—by people who work for organizations that compete with your firm. So if you want to work and continue to work, you must continually dedicate yourself to retaining your individual competitive advantage.

When women display the necessary confidence in their skills and comfort with power, they run the risk of being regarded as ‘competent but cold’: the bitch, the ice queen, the iron maiden, the ballbuster, the battle axe, the dragon lady … The sheer number of synonyms is telling. Put bluntly, we don’t like the look of self-promotion and power on a woman. In experimental studies, women who behave in an agentic fashion experience backlash: they are rated as less socially skilled, and thus less hireable for jobs that require people skills as well as competence than are men who behave in an identical fashion. And yet if women don’t show confidence, ambition and competitiveness then evaluators may use gender stereotypes to fill in the gaps, and assume that these are important qualities she lacks. Thus, the alternative to being competent but cold is to be regarded as ‘nice but incompetent’.15 This catch-22 positions women who seek leadership roles on a ‘tightrope of impression management’.16

I wasn’t thinking about our deal either when I got selected for the Worlds team. Being chosen to compete had been a jaw-dropping moment for me. But now I was riding a wave of excitement and fear. I’d be one of five girls carrying the banner for my country. Could I handle the pressure? I knew this was my test. I’d have to find a way to manage everyone’s expectations in order to keep them from making me feel overwhelmed. I needed to learn how to carry those expectations lightly—like a turtle carries its shell.

The creative mind is the most potent force on earth. No oil well, gold mine, or thousand-acre farm can compete with the wealth-producing possibilities of a creative idea. Creativity is the brain at its best. Mental illness is the opposite. It reflects a brain struggling to manage even the most ordinary challenges of everyday life. Yet madness and genius, the worst and the best the brain can do, both depend on dopamine. Because of this basic chemical connection, madness and genius are more closely connected to each other than either is to the way ordinary brains work.

Sarah smelled chocolate on Lucy's breath as she leaned forward to plant a soft kiss on the tip of her cute little nose. A vision came to her as her lips touched Lucy's skin, a sudden vivid awareness of the life they'd lead together from here on out, the hothouse intimacy of a single mother and her only child, the two of them sharing everything, breathing the same air, inflicting their moods on each other, best friends and bitter rivals, competing for attention, relying on each other for companionship and emotional support, forming the intense, convoluted, and probably unhealthy bond that for better and worse would become the center of both of their identities, fodder for years of therapy, if they could ever figure out a way to pay for it. It wasn't going to be an easy future, Sarah understood that, but it felt REAL to her -- so palpable and close at hand, so in keeping with what she knew of her own life -- that it almost seemed inevitable, the place they'd been heading all along. It was enough to make her wonder how she'd ever managed to believe in the alternate version, the one where the Prom King came and made everything better.

For mindful leaders, cultivating such organizational health requires first and foremost a mastery of organizational conduct—a fluency in nine basic competencies: Eliminate toxicity. Appreciate health. Build trust. Send clear messages. Embrace resistance. Understand blindness. Accept invitations. Heal wounds. Be realistic.

Dr. Lerner explains that we all have patterned ways of managing anxiety. Some of us respond to anxiety by overfunctioning and others by underfunctioning. Overfunctioners tend to move quickly to advise, rescue, take over, micromanage, and get in other people's business rather than look inward. Underfunctioners tend to get less competent under stress. They invite others to take over and often become the focus of family gossip, worry or concern. They can get labeled as the "irresponsible one" or "problem child." Dr. Lerner explains that seeing these behaviors as patterned responses to anxiety, rather than truths about who we are, can help us understand that we can change.

- I’ve never been so sick of RACE in my life. Every group with its rights and grievances, its mathematically precise litany of what has been denied, what should have been granted long ago, what must be restored and redressed. Even everyday WASPS compete now. Because their sense of being dispossessed, displaced, bullied, has in an amazingly short time become as acute, as outraged, as righteous as that of the groups they managed and mangled for so long. - This is my dream. Eradicate them all. Then fix your hair, and put your hands in your muff as your heels go clip clip clip across the pavement. - May I help you, ma’am? - Thank your, sir, I’ve just murdered quite a few people and I need a taxi.

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

What we are all looking for, however, is the readymade, competent man; the man whom some one else has trained. It is only when we fully realize that our duty, as well as our opportunity, lies in systematically cooperating to train and to make this competent man, instead of in hunting for a man whom some one else has trained, that we shall be on the road to national efficiency.

Innovation management is about more than just planning new products, services, brand extensions, technological inventions, or novelties. It’s about imagining, organizing, mobilizing, and competing in new ways. To do that with any degree of success, organizations should heed the words of American countercultural poet Tuli Kupferberg: “When patterns are broken, new worlds emerge.

Every man has his tastes," Sebastian said sensibly. "I doubt yours are all that shocking." "What your generation considered shocking is probably different from mine." There was a short, offended silence. When Sebastian replied, his voice was as dry as tinder. "Ancient and decrepit fossil that I am, I believe the ruins of my senile brain can somehow manage to grasp what you're trying to convey. You've indulged in wanton carnal excess for so long that you're disillusioned. The trifles that excite other men leave you indifferent. No virgin's pallid charms could ever hope to compete with the subversive talents of your mistress." Gabriel glanced up in surprise. His father looked sardonic. "I assure you, my lad, sexual debauchery was invented long before your generation. The libertines of my grandfather's time committed acts that would make a satyr blush. Men of our lineage are born craving more pleasure than is good for us. Obviously I was no saint before I married, and God knows I never expected to find fulfillment in the arms of one woman for a lifetime. But I have. Which means there's no reason you can't." "If you say so." "I do say so.

a lot of noises all at once, even if they are exclusively pleasant sounds, will always feel like an assault. So, the relentless cacophony of high school was constantly and unbearably overwhelming. And don’t get me started on the smell of it. Body sprays competed with hair sprays, which competed with the always over-deployed deodorants that still somehow managed to lose the war against the toxic bouquet of teenage body odour. Thank god I was a smoker; I might’ve perished otherwise. The other hurdle high school threw up at me was homework. I am not morally opposed to extracurricular curricula; I just didn’t have time for it. As in primary school, I needed my evenings to catch up on the things my brain had been unable to take on board during the day, not to mention recover from the sheer exhaustion of trying to subtly navigate a sea of hypercritical teens for hours on end. On top of that, the closer I got to being an adult and the further away from being a baby, the more chores I was expected to get done at home. These extra burdens, as reasonable as they were, led to my brain shutting down more and more, and, without my brain, learning became impossible.

Tennis is the sport in which you talk to yourself. No athletes talk to themselves like tennis players. Pitchers, golfers, goalkeepers, they mutter to themselves, of course, but tennis players talk to themselves—and answer. In the heat of a match, tennis players look like lunatics in a public square, ranting and swearing and conducting Lincoln-Douglas debates with their alter egos. Why? Because tennis is so damned lonely. Only boxers can understand the loneliness of tennis players—and yet boxers have their corner men and managers. Even a boxer’s opponent provides a kind of companionship, someone he can grapple with and grunt at. In tennis you stand face-to-face with the enemy, trade blows with him, but never touch him or talk to him, or anyone else. The rules forbid a tennis player from even talking to his coach while on the court. People sometimes mention the track-and-field runner as a comparably lonely figure, but I have to laugh. At least the runner can feel and smell his opponents. They’re inches away. In tennis you’re on an island. Of all the games men and women play, tennis is the closest to solitary confinement, which inevitably leads to self-talk, and for me the self-talk starts here in the afternoon shower. This is when I begin to say things to myself, crazy things, over and over, until I believe them. For instance, that a quasi-cripple can compete at the U.S. Open. That a thirty-six-year-old man can beat an opponent just entering his prime. I’ve won 869 matches in my career, fifth on the all-time list, and many were won during the afternoon shower.

Because by definition they lack any such sense of mutuality or wholeness, our specializations subsist on conflict with one another. The rule is never to cooperate, but rather to follow one's own interest as far as possible. Checks and balances are all applied externally, by opposition, never by self-restraint. Labor, management, the military, the government, etc., never forbear until their excesses arouse enough opposition to force them to do so. The good of the whole of Creation, the world and all its creatures together, is never a consideration because it is never thought of; our culture now simply lacks the means for thinking of it. It is for this reason that none of our basic problems is ever solved. Indeed, it is for this reason that our basic problems are getting worse. The specialists are profiting too well from the symptoms, evidently, to be concerned about cures -- just as the myth of imminent cure (by some 'breakthrough' of science or technology) is so lucrative and all-justifying as to foreclose any possibility of an interest in prevention. The problems thus become the stock in trade of specialists. The so-called professions survive by endlessly "processing" and talking about problems that they have neither the will nor the competence to solve. The doctor who is interested in disease but not in health is clearly in the same category with the conservationist who invests in the destruction of what he otherwise intends to preserve. The both have the comfort of 'job security,' but at the cost of ultimate futility. ... This has become, to some extent at least, an argument against institutional solutions. Such solutions necessarily fail to solve the problems to which they are addressed because, by definition, the cannot consider the real causes. The only real, practical, hope-giving way to remedy the fragmentation that is the disease of the modern spirit is a small and humble way -- a way that a government or agency or organization or institution will never think of, though a person may think of it: one must begin in one's own life the private solutions that can only in turn become public solutions.

The second reason that a culture of connectivity makes life easier is that it creates an environment where it becomes acceptable to run your day out of your inbox—responding to the latest missive with alacrity while others pile up behind it, all the while feeling satisfyingly productive (more on this soon). If e-mail were to move to the periphery of your workday, you’d be required to deploy a more thoughtful approach to figuring out what you should be working on and for how long. This type of planning is hard. Consider, for example, David Allen’s Getting Things Done task-management methodology, which is a well-respected system for intelligently managing competing workplace obligations. This system proposes a fifteen-element flowchart for making a decision on what to do next! It’s significantly easier to simply chime in on the latest cc’d e-mail thread.

If we agree that the education, employment and retirement continuum is no longer a linear “cradle to grave” construct, then several tools for managing this reality are increasingly proving redundant. Job descriptions used for hiring are one such example. Hiring managers often write these as a reflection of their own experiences, ignoring the fact that we are entering an era where the emphasis should be less on ready competence and more on transferable skills.

High-quality and transparent data, clearly documented, timely rendered, and publicly available are the sine qua non of competent public health management. During a pandemic, reliable and comprehensive data are critical for determining the behavior of the pathogen, identifying vulnerable populations, rapidly measuring the effectiveness of interventions, mobilizing the medical community around cutting-edge disease management, and inspiring cooperation from the public. The shockingly low quality of virtually all relevant data pertinent to COVID-19, and the quackery, the obfuscation, the cherrypicking and blatant perversion would have scandalized, offended, and humiliated every prior generation of American public health officials. Too often, Dr. Fauci was at the center of these systemic deceptions. The “mistakes” were always in the same direction—inflating the risks of coronavirus and the safety and efficacy of vaccines in

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.

In recent years I had begun to be interested in fashion. But sometimes—especially when I had dressed not only to make a good impression in general but for a man—preparing myself (this was the word) seemed to me to have something ridiculous about it. All that struggle, all that time spent camouflaging myself when I could be doing something else. The colors that suited me, the ones that didn’t, the styles that made me look thinner, those that made me fatter, the cut that flattered me, the one that didn’t. A lengthy, costly preparation. Reducing myself to a table set for the sexual appetite of the male, to a well-cooked dish to make his mouth water. And then the anguish of not succeeding, of not seeming pretty, of not managing to conceal with skill the vulgarity of the flesh with its moods and odors and imperfections. But I had done it. I had done it also for Nino, recently. I had wanted to show him that I was different. But now, enough. He had brought his wife and it seemed to me a mean thing. I hated competing in looks with another woman, especially under the gaze of a man, and I suffered at the thought of finding myself in the same place with the beautiful girl I had seen in the photograph, it made me sick to my stomach. She would size me up, study every detail with the pride of a woman of Via Tasso taught since birth to attend to her body; then, at the end of the evening, alone with her husband, she would criticize me with cruel lucidity.

At this point, I must describe an important study carried out by Clare W. Graves of Union College, Schenectady, N.Y. on deterioration of work standards. Professor Graves starts from the Maslow-McGregor assumption that work standards deteriorate when people react against workcontrol systems with boredom, inertia, cynicism... A fourteen-year study led to the conclusion that, for practical purposes, we may divide people up into seven groups, seven personality levels, ranging from totally selfpreoccupied and selfish to what Nietzsche called ‘a selfrolling wheel’-a thoroughly self-determined person, absorbed in an objective task. This important study might be regarded as an expansion of Shotover’s remark that our interest in the world is an overflow of our interest in ourselves—and that therefore nobody can be genuinely ‘objective’ until they have fully satiated the subjective cravings. What is interesting—and surprising—is that it should not only be possible to distinguish seven clear personality-ypes, but that these can be recognised by any competent industrial psychologist. When Professor Graves’s theories were applied in a large manufacturing organisation—and people were slotted into their proper ‘levels’—the result was a 17% increase in production and an 87% drop in grumbles. The seven levels are labelled as follows: (1) Autistic (2) Animistic (3) Awakening and fright (4) Aggressive power seeking (5) Sociocentric (6) Aggressive individualistic (7) Pacifist individualistic. The first level can be easily understood: people belonging to it are almost babylike, perhaps psychologically run-down and discouraged; there is very little to be done with these people. The animistic level would more probably be encountered in backward countries: primitive, superstitious, preoccupied with totems and taboos, and again poor industrial material. Man at the third level is altogether more wide-awake and objective, but finds the complexity of the real world frightening; the best work is to be got out of him by giving him rules to obey and a sense of hierarchical security. Such people are firm believers in staying in the class in which they were born. They prefer an autocracy. The majority of Russian peasants under the Tsars probably belonged to this level. And a good example of level four would probably be the revolutionaries who threw bombs at the Tsars and preached destruction. In industry, they are likely to be trouble makers, aggressive, angry, and not necessarily intelligent. Management needs a high level of tact to get the best out of these. Man at level five has achieved a degree of security—psychological and economic—and he becomes seriously preoccupied with making society run smoothly. He is the sort of person who joins rotary clubs and enjoys group activities. As a worker, he is inferior to levels three and four, but the best is to be got out of him by making him part of a group striving for a common purpose. Level six is a self-confident individualist who likes to do a job his own way, and does it well. Interfered with by authoritarian management, he is hopeless. He needs to be told the goal, and left to work out the best way to achieve it; obstructed, he becomes mulish. Level seven is much like level six, but without the mulishness; he is pacifistic, and does his best when left to himself. Faced with authoritarian management, he either retreats into himself, or goes on his own way while trying to present a passable front to the management. Professor Graves describes the method of applying this theory in a large plant where there was a certain amount of unrest. The basic idea was to make sure that each man was placed under the type of supervisor appropriate to his level. A certain amount of transferring brought about the desired result, mentioned above—increased production, immense decrease in grievances, and far less workers leaving the plant (7% as against 21% before the change).

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.

But even though I loved being in water, I never enjoyed swim meets. It always seemed like they were imposing structure and stress on something that should have been freeing and fun. For example, going down a slide is awesome. But if you had to show up every day for slide practice at 7 A.M. and then compete against your best friend in slide competitions, while grown-ups screamed at you to slide better, until your friend won and you cried, slides would seem a lot less awesome. And yes, I cried after the 1994 breaststroke finals when the official said I lost even though technically I had a faster time. And yes, I was beaten by Steve Deppe. And yes, I just googled Steve Deppe and discovered he now runs a successful wealth management business in San Diego. And yes, his online corporate profile says, “As a former athlete, Steve continues to exercise daily, whether it’s lifting weights, running, swimming, or playing sports.” And yes, the fourth example he gave of “exercise” was “sports.” And yes, I just went out and bought goggles and a Speedo and went down to my local pool and didn’t leave until I “just went out and bought goggles and a Speedo and went down to my local pool and didn’t leave until I swam a hundred laps, hoping that would be more laps than Steve Deppe swam today. BUT REALLY, WHO EVEN CARES ANYMORE, RIGHT??? NOT ME!!! IT’S NOT A COMPETITION, EVEN THOUGH I’M NOT EVEN MARRIED YET AND STEVE IS ALREADY “THE PROUD FATHER OF HIS DAUGHTER, CAMRYN.” PLUS, HE’S “AN AVID SPORTS FAN, WHO NEVER MISSES HIS FAVORITE TV SHOW, SPORTSCENTER.” WE GET IT STEVE, YOU FUCKING LOVE SPORTS!” Anyway.

When assigning responsibilities to employees in a startup, you could start by treating it as a simple optimization problem to efficiently match talents with tasks. But even if you could somehow get this perfectly right, any given solution would quickly break down. Partly that’s because startups have to move fast, so individual roles can’t remain static for long. But it’s also because job assignments aren’t just about the relationships between workers and tasks; they’re also about relationships between employees. The best thing I did as a manager at PayPal was to make every person in the company responsible for doing just one thing. Every employee’s one thing was unique, and everyone knew I would evaluate him only on that one thing. I had started doing this just to simplify the task of managing people. But then I noticed a deeper result: defining roles reduced conflict. Most fights inside a company happen when colleagues compete for the same responsibilities. Startups face an especially high risk of this since job roles are fluid at the early stages. Eliminating competition makes it easier for everyone to build the kinds of long-term relationships that transcend mere professionalism. More than that, internal peace is what enables a startup to survive at all. When a startup fails, we often imagine it succumbing to predatory rivals in a competitive ecosystem. But every company is also its own ecosystem, and factional strife makes it vulnerable to outside threats. Internal conflict is like an autoimmune disease: the technical cause of death may be pneumonia, but the real cause remains hidden from plain view.

You didn’t warn us about this, Readier,’ said Stowley resentfully. Gilt waved his hands. ‘We must speculate to accumulate!’ he said. ‘The Post Office? Trickery and sleight of hand. Oh, von Lipwig is an ideas man, but that’s all he is. He’s made a splash, but he’s not got the stamina for the long haul. Yet as it turns out he will do us a favour. Perhaps we have been . . . a little smug, a little lax, but we have learned our lesson! Spurred by the competition we are investing several hundred thousand dollars—’ ‘Several hundred?’ said Greenyham. Gilt waved him into silence, and continued: ‘—several hundred thousand dollars in a challenging, relevant and exciting systemic overhaul of our entire organization, focusing on our core competencies while maintaining full and listening co-operation with the communities we are proud to serve. We fully realize that our energetic attempts to mobilize the flawed infrastructure we inherited have been less than totally satisfactory, and hope and trust that our valued and loyal customers will bear with us in the coming months as we interact synergistically with change management in our striving for excellence. That is our mission.’ An awed silence followed.

Aunt Viney (short for ’Lavinia’), viewed in the grey daylight that came in through the dining-room window, was always a rather imposing spectacle. She was fifty-one years of age, and had large staring eyes, quick bustling movements, more than a tendency to stoutness, a menacing optimism that was not quite matched by a sense of humour, and the most decided opinions upon everything. She was an excellent ‘manager’, and for more than a decade had lived at the Manse with her sister and brother-in-law and their children (there had been boys at one time), looking after them all with undoubted if rather relentless competence.

He thinks: "I have no self-confidence. I always feel everybody else is more competent, more attractive, more gifted than I am. Even the things I've managed to accomplish don't count, because I can't really credit myself with them. I may have been bluffing, or it may have been just a lucky break. I certainly can't be sure that I could do it again. And if people really knew me, they'd have no use for me anyway. But if I found someone who loved me as I am and to whom I was of prime importance, I would be somebody." No wonder, then, that love has all the lure of a mirage. No wonder that it should be clutched at in preference to the laborious process of changing from within.

The larger Europe grows, the more diverse must be the forms of co-operation it requires. Instead of a centralised bureaucracy, the model should be a market — not only a market of individuals and companies, but also a market in which the players are governments. Thus governments would compete with each other for foreign investments, top management and high earners through lower taxes and less regulation. Such a market would impose a fiscal discipline on governments because they would not want to drive away expertise and business. It would also help to establish which fiscal and regulatory policies produced the best overall economic results. No wonder socialists don't like it.

Toyota wasn’t really worried that it would give away its “secret sauce.” Toyota’s competitive advantage rested firmly in its proprietary, complex, and often unspoken processes. In hindsight, Ernie Schaefer, a longtime GM manager who toured the Toyota plant, told NPR’s This American Life that he realized that there were no special secrets to see on the manufacturing floors. “You know, they never prohibited us from walking through the plant, understanding, even asking questions of some of their key people,” Schaefer said. “I’ve often puzzled over that, why they did that. And I think they recognized we were asking the wrong questions. We didn’t understand this bigger picture.” It’s no surprise, really. Processes are often hard to see—they’re a combination of both formal, defined, and documented steps and expectations and informal, habitual routines or ways of working that have evolved over time. But they matter profoundly. As MIT’s Edgar Schein has explored and discussed, processes are a critical part of the unspoken culture of an organization. 1 They enforce “this is what matters most to us.” Processes are intangible; they belong to the company. They emerge from hundreds and hundreds of small decisions about how to solve a problem. They’re critical to strategy, but they also can’t easily be copied. Pixar Animation Studios, too, has openly shared its creative process with the world. Pixar’s longtime president Ed Catmull has literally written the book on how the digital film company fosters collective creativity2—there are fixed processes about how a movie idea is generated, critiqued, improved, and perfected. Yet Pixar’s competitors have yet to equal Pixar’s successes. Like Toyota, Southern New Hampshire University has been open with would-be competitors, regularly offering tours and visits to other educational institutions. As President Paul LeBlanc sees it, competition is always possible from well-financed organizations with more powerful brand recognition. But those assets alone aren’t enough to give them a leg up. SNHU has taken years to craft and integrate the right experiences and processes for its students and they would be exceedingly difficult for a would-be competitor to copy. SNHU did not invent all its tactics for recruiting and serving its online students. It borrowed from some of the best practices of the for-profit educational sector. But what it’s done with laser focus is to ensure that all its processes—hundreds and hundreds of individual “this is how we do it” processes—focus specifically on how to best respond to the job students are hiring it for. “We think we have advantages by ‘owning’ these processes internally,” LeBlanc says, “and some of that is tied to our culture and passion for students.

Not satisfied with controlling information pipelines, the tech oligarchs have been moving to shape content as well. Controllers like those at Facebook and Twitter seek to “curate” content on their sites, or even eliminate views they find objectionable, which tend to be conservative views, according to former employees.35 Algorithms intended to screen out “hate groups” often spread a wider net, notes one observer, since the programmers have trouble distinguishing between “hate groups” and those who might simply express views that conflict with the dominant culture of Silicon Valley.36 That managers of social media platforms aim to control content is not merely the perception of conservatives. Over 70 percent of Americans believe that social media platforms “censor political views,” according to a recent Pew study.37 With their quasi-monopoly status, Facebook and Google don’t have to worry about competing with anyone, as the tech entrepreneur Peter Thiel observes, so they can indulge their own prejudices to a greater extent than the businesses that might be concerned about alienating customers.38 With their tightening control over media content, the tech elite are now situated to exert a cultural predominance that is unprecedented in the modern era.39 It recalls the cultural influence of the Catholic Church in the Middle Ages, but with more advanced technology.

One article on reproductive strategies was titled "Sneaky Fuckers." Kya laughed. As is well known, the article began, in nature, usually the males with the most prominent secondary sexual characteristics, such as the biggest antlers, deepest voices, broadest chests, and superior knowledge secure the best territories because they have fended off weaker males. The females choose to mate with these imposing alphas and are thereby inseminated with the best DNA around, which is passed on to the female's offspring- one of the most powerful phenomena in the adaptation and continuance of life. Plus, the females get the best territory for their young. However, some stunted males, not strong, adorned, or smart enough to hold good territories, possess bags of tricks to fool the females. They parade their smaller forms around in pumped-up postures or shout frequently- even if in shrill voices. By relying on pretense and false signals, they manage to grab a copulation here or there. Pint-sized male bullfrogs, the author wrote, hunker down in the grass and hide near an alpha male who is croaking with great gusto to call in mates. When several females are attracted to his strong vocals at the same time, and the alpha is busy copulating with one, the weaker male leaps in and mates one of the others. The imposter males were referred to as "sneaky fuckers." Kya remembered, those many years ago, Ma warning her older sisters about young men who overrevved their rusted-out pickups or drove jalopies around with radios blaring. "Unworthy boys make a lot of noise," Ma had said. She read a consolation for females. Nature is audacious enough to ensure that the males who send out dishonest signals or go from one female to the next almost always end up alone. Another article delved into the wild rivalries between sperm. Across most life-forms, males compete to inseminate females. Male lions occasionally fight to the death; rival bull elephants lock tusks and demolish the ground beneath their feet as they tear at each other's flesh. Though very ritualized, the conflicts can still end in mutilations. To avoid such injuries, inseminators of some species compete in less violent, more creative methods. Insects, the most imaginative. The penis of the male damselfly is equipped with a small scoop, which removes sperm ejected by a previous opponent before he supplies his own. Kya dropped the journal on her lap, her mind drifting with the clouds. Some female insects eat their mates, overstressed mammal mothers abandon their young, many males design risky or shifty ways to outsperm their competitors. Nothing seemed too indecorous as long as the tick and the tock of life carried on. She knew this was not a dark side to Nature, just inventive ways to endure against all odds. Surely for humans there was more.

But as a Puerto Rican woman, she belonged to not one but two minority groups. New research suggests that her double minority status may have amplified the costs and the benefits of speaking up. Management researcher Ashleigh Rosette, who is African American, noticed that she was treated differently when she led assertively than were both white women and black men. Working with colleagues, she found that double minority group members faced double jeopardy. When black women failed, they were evaluated much more harshly than black men and white leaders of both sexes. They didn’t fit the stereotype of leaders as black or as female, and they shouldered an unfair share of the blame for mistakes. For double minorities, Rosette’s team pointed out, failure is not an option. Interestingly, though, Rosette and her colleagues found that when black women acted dominantly, they didn’t face the same penalties as white women and black men. As double minorities, black women defy categories. Because people don’t know which stereotypes to apply to them, they have greater flexibility to act “black” or “female” without violating stereotypes. But this only holds true when there’s clear evidence of their competence. For minority-group members, it’s particularly important to earn status before exercising power. By quietly advancing the agenda of putting intelligence online as part of her job, Carmen Medina was able to build up successes without attracting too much attention. “I was able to fly under the radar,” she says. “Nobody really noticed what I was doing, and I was making headway by iterating to make us more of a publish-when-ready organization. It was almost like a backyard experiment. I pretty much proceeded unfettered.” Once Medina had accumulated enough wins, she started speaking up again—and this time, people were ready to listen. Rosette has discovered that when women climb to the top and it’s clear that they’re in the driver’s seat, people recognize that since they’ve overcome prejudice and double standards, they must be unusually motivated and talented. But what happens when voice falls on deaf ears?

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

The extraordinary value of the I Ching is that it reveals the secrets of dynamic natural law. Working with its changes opens up access to the middle level of the Positive Paradigm Wheel, the “e” energy layer of Einstein's Unified Theory. This middle level serves as mediating, two-directional gate-keeper between the ever-changing surface rim and the universal, timeless center. You can't get from here to there, except through the middle layer which, in Western thinking, is effectively taboo, buried in the inaccessible "unconscious." To the extent that natural law is a blind spot in the prevailing, linear and exclusively empirical paradigm, we are left powerless to move beyond the surface level of experience. The realm of light and conscience which rests beyond, on the far side of the dynamic energy level, remains functionally inaccessible. Moral codes promoted by religionists or politicians are sometimes equated with conscience. But they're no substitute for direct experience. Only by becoming intelligently competent in managing the subtle energies of the middle level is it possible to travel further inwards for the immediate, personal experience of inner light. When the middle level becomes clogged with painful memories, negative emotions and socially taboo urges, it becomes a barrier to deeper knowing. The Book of Change is indispensable as a tool for restoring the unnecessarily "unconscious" to conscious awareness, so that the levels of human potential can be linked and unified. In Positive Paradigm context, survivors who prevail in dangerous times aren't those with the most material wealth, possessions or political power. They're the ones who've successfully navigated the middle realm, reached the far shore of enlightenment and returned to the surface with their new information intact. Those who succeed in linking the levels of experience are genius-leaders in whatever fields they choose to engage. They're the fortunate ones who've acquired the inner wealth necessary to both hear the inner voice of conscience and act on the guidance they receive.

Suppose someone—say Mr. Henry Ford—finds out a way of making motor-cars so cheaply that no one else can compete, with the result that all the other firms engaged in making cars go bankrupt. In order to arrive at the cost to the community of one of the new cheap cars, one must add, to what Mr. Ford would have to pay, the proper proportion of all the now useless plant belonging to other firms, and of the cost of rearing and educating those workers and managers previously employed by other firms but now out of work. (Some will obtain employment with Mr. Ford, but probably not all, since the new process is cheaper, and therefore requires less labour.) There may well also be other expenses to the community —labour disputes, strikes, riots, extra police, trials and imprisonments. When all these items are taken into account, it may well be found that the cost of the new cars to the community is, at first, considerably greater than that of the old ones. Now it is the cost to the community which determines what is socially advantageous, while it is the cost to the individual manufacturer which determines, in our system, what takes place.

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

Many aspects of the modern financial system are designed to give an impression of overwhelming urgency: the endless ‘news’ feeds, the constantly changing screens of traders, the office lights blazing late into the night, the young analysts who find themselves required to work thirty hours at a stretch. But very little that happens in the finance sector has genuine need for this constant appearance of excitement and activity. Only its most boring part—the payments system—is an essential utility on whose continuous functioning the modern economy depends. No terrible consequence would follow if the stock market closed for a week (as it did in the wake of 9/11)—or longer, or if a merger were delayed or large investment project postponed for a few weeks, or if an initial public offering happened next month rather than this. The millisecond improvement in data transmission between New York and Chicago has no significance whatever outside the absurd world of computers trading with each other. The tight coupling is simply unnecessary: the perpetual flow of ‘information’ part of a game that traders play which has no wider relevance, the excessive hours worked by many employees a tournament in which individuals compete to display their alpha qualities in return for large prizes. The traditional bank manager’s culture of long lunches and afternoons on the golf course may have yielded more useful information about business than the Bloomberg terminal. Lehman

We can constrain our suffering, and we can face it psychologically. That makes us courageous. Then we can ameliorate it practically, because that is what we do when we care for ourselves and other people. There seems to be almost no limit to that. You can genuinely and competently come to care for yourself and your family. You can then extend that out into the broader community. Some people become unbelievably good at that. People who work in palliative care constitute a prime example. They work continually, caring for people who are suffering and dying, and they lose some of those people every day. But they manage to get out of bed every morning, go to work, and face all that pain, tragedy, and death. They make a difference under virtually impossible circumstances. It is for such reasons and because of such examples—watching people confront the existential catastrophe of life forthrightly and effectively—that I am more optimistic than pessimistic, and that I believe that optimism is, fundamentally, more reliable than pessimism. To come to such a conclusion, and then to find it unshakable, is a good example of how and why it may be necessary to encounter the darkness before you can see the light. It is easy to be optimistic and naive. It is easy for optimism to be undermined and demolished, however, if it is naive, and for cynicism to arise in its place. But the act of peering into the darkness as deeply as possible reveals a light that appears unquenchable, and that is a profound surprise, as well as a great relief.

And that unfortunate loss? Was that really an accident,or did you lose deliberately so I wouldn't have to pay the bill?" He shrugged. "My lips are sealed." "I should have known." Once on the open highway he turned on the radio,and they both sang along with Garth as he lamented his papa being a rolling stone. When the song ended,Marilee looked over. "I'll consider that a sermon. According to Garth, a woman would be a fool to lose her heart to a man who'd rather drive a truck than be home with her." Wyatt winked,and in his best imitation of Daffy's smoky voice he said, "Honey, a man may love the open road,but any female with half a brain can figure out how to compete with a truck.Just bat those pretty little red-tipped lashes at any male over the age of twelve, and his brain turns to mush.Next thing you know, instead of revving up his engine, he's on his hands and knees, carrying a toddler on his back around a living room full of toys and baby gear." Though the image was a surprisingly pretty one,Marilee had to wipe tears from her eyes,she was laughing so hard. When she caught her breath she managed to say, "You've got Daffy down so perfectly,you could probably answer the phone at the Fortune Saloon and no one would believe it wasn't her." "She's easy." He chuckled. "I think she's the only female with a voice that's deeper than mine." She looked out the window at the full moon above Treasure Chest Mountain in the distance. "It's a shame to waste such a pretty night.Maybe you ought to pull over and park.We can make out like teenagers." "Not a bad idea." At his arched brow she added, "It would give me a chance to see if I could turn your brain to mush." "Believe it.

Managerial abilities, bureaucratic skills, technical expertise, and political talent are all necessary, but they can be applied only to goals that have already been defined by military policies, broad and narrow. And those policies can be only as good as strategy, operational art of war, tactical thought, and plain military craft that have gone into their making. At present, the defects of structure submerge or distort strategy and operational art, they out rightly suppress tactical ingenuity, and they displace the traditional insights and rules of military craft in favor of bureaucratic preferences, administrative convenience, and abstract notions of efficiency derived from the world of business management. First there is the defective structure for making of military decisions under the futile supervision of the civilian Defense Department; then come the deeply flawed defense policies and military choices, replete with unnecessary costs and hidden risks; finally there come the undoubted managerial abilities, bureaucratic skills, technical expertise, and political talents, all applied to achieve those flawed policies and to implement those flawed choices. By this same sequence was the fatally incomplete Maginot Line built, as were all the Maginot Lines of history, each made no better by good government, technical talent, careful accounting, or sheer hard work. Hence the futility of all the managerial innovations tried in the Pentagon over the years. In the purchasing of weapons, for example, “total package” procurement, cost plus incentive contracting, “firm fixed price” purchasing have all been introduced with much fanfare, only to be abandoned, retried, and repudiated once again. And each time a new Secretary of Defense arrives, with him come the latest batch of managerial innovations, many of them aimed at reducing fraud, waste, and mismanagement-the classic trio endlessly denounced in Congress, even though they account for mere percentage points in the total budget, and have no relevance at all to the failures of combat. The persistence of the Administrator’s Delusion has long kept the Pentagon on a treadmill of futile procedural “reforms” that have no impact at all on the military substance of our defense. It is through strategy, operational art, tactical ingenuity, and military craft that the large savings can be made, and the nation’s military strength greatly increased, but achieving long-overdue structural innovations, from the central headquarters to the combat forces, from the overhead of bases and installations to the current purchase of new weapons. Then, and only then, will it be useful to pursue fraud, waste, and mismanagement, if only to save a few dollars more after the billions have already been saved. At present, by contrast, the Defense Department administers ineffectively, while the public, Congress, and the media apply their energies to such petty matters as overpriced spare parts for a given device in a given weapon of a given ship, overlooking at the same time the multibillion dollar question of money spent for the Navy as a whole instead of the Army – whose weakness diminishes our diplomatic weight in peacetime, and which could one day cause us to resort to nuclear weapons in the face of imminent debacle. If we had a central military authority and a Defense Department capable of strategy, we should cheerfully tolerate much fraud, waste, and mismanagement; but so long as there are competing military bureaucracies organically incapable of strategic combat, neither safety nor economy will be ensured, even if we could totally eliminate every last cent of fraud, waste, and mismanagement.

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.

Non-Tenure Writing Jobs The MLA session on the adjunct crisis indicates where higher education has come to in the Brave New World of the 21st century. Research by the MLA itself, by Gloria McMillan, by Eileen Schell and other colleagues, already confirm the deep replacement of tenure-track faculty with contingent adjuncts and others. This crisis is deepest in composition and in community colleges. Doug Hesse’s program at Denver Univ. is no solution; it will extend the subordination of composition through sub-faculty lines while rationalizing it as “good for students"(before research has even proved it so). But, sub-faculty writing lecturers will never be treated as “real” professors by their institutions and will never be accepted as colleagues by their tenure-track peers. Such sub-faculty plans will weaken the faculty as a whole in the academy by further dividing it into competing sub-groups. Neither will a sub-faculty plan benefit the 14 million undergraduates on campus, most who attend under-funded public colleges with no billion-dollar endowments or corporate angels to turn to. Community colleges, in particular, where about 6 million students are enrolled, can have up to 65% of classes taught by adjuncts. The sub-faculty plan is thus really a management tool available in the short-term to those colleges with deep pockets and deep readiness to entrench a lesser sub-faculty in their writing programs. Doug Hesse acknowledges such an outcome as a possibility. He is quoted in the IHE report saying he was disturbed by the degree of interest other WPAs took in DU’s new sub-faculty writing program, fearing that DU was installing a “Vichy"-type model(collaborating with the authorities desire to de-tenure faculty generally and to subordinate writing instructors particularly). But, Hesse is quoted as making peace with this because he feels that sub-faculty lines for writing teachers are at least good for writing students. Even if we knew for sure this was true, why must writing teachers be the only professionals in higher education called upon to make such sacrifices? A large private grant to finance Denver University’s program($10 million for Hesse’s project)is good fortune for one campus, but it offers no model for how we can solve the national disgrace of exploited adjuncts.

The key to preventing this is balance. I see the give and take between different constituencies in a business as central to its success. So when I talk about taming the Beast, what I really mean is that keeping its needs balanced with the needs of other, more creative facets of your company will make you stronger. Let me give you an example of what I mean, drawn from the business I know best. In animation, we have many constituencies: story, art, budget, technology, finance, production, marketing, and consumer products. The people within each constituency have priorities that are important—and often opposing. The writer and director want to tell the most affecting story possible; the production designer wants the film to look beautiful; the technical directors want flawless effects; finance wants to keep the budgets within limits; marketing wants a hook that is easily sold to potential viewers; the consumer products people want appealing characters to turn into plush toys and to plaster on lunchboxes and T-shirts; the production managers try to keep everyone happy—and to keep the whole enterprise from spiraling out of control. And so on. Each group is focused on its own needs, which means that no one has a clear view of how their decisions impact other groups; each group is under pressure to perform well, which means achieving stated goals. Particularly in the early months of a project, these goals—which are subgoals, really, in the making of a film—are often easier to articulate and explain than the film itself. But if the director is able to get everything he or she wants, we will likely end up with a film that’s too long. If the marketing people get their way, we will only make a film that mimics those that have already been “proven” to succeed—in other words, familiar to viewers but in all likelihood a creative failure. Each group, then, is trying to do the right thing, but they’re pulling in different directions. If any one of those groups “wins,” we lose. In an unhealthy culture, each group believes that if their objectives trump the goals of the other groups, the company will be better off. In a healthy culture, all constituencies recognize the importance of balancing competing desires—they want to be heard, but they don’t have to win. Their interaction with one another—the push and pull that occurs naturally when talented people are given clear goals—yields the balance we seek. But that only happens if they understand that achieving balance is a central goal of the company.