Competition Related Quotes

Nobody sees anybody truly but all through the flaws of their own egos. That is the way we all see ...each other in life. Vanity, fear, desire, competition-- all such distortions within our own egos-- condition our vision of those in relation to us. Add to those distortions to our own egos the corresponding distortions in the egos of others, and you see how cloudy the glass must become through which we look at each other. That's how it is in all living relationships except when there is that rare case of two people who love intensely enough to burn through all those layers of opacity and see each other's naked hearts.

Beating the competition is relatively easy. Beating yourself is a never-ending commitment.

consumers tend to be more price sensitive if they are purchasing products that are undifferentiated, expensive relative to their incomes, or of a sort where quality is not particularly important to them.

American society [...] not only sanctions gross and unfair relations among men, but it encourages them. Now, can that be denied? No. Rivalry, competition, envy, jealousy, all that is malignant in human character is nourished by the system. Possession, money, property--on such corrupt standards as these do you people measure happiness and success.

As natural selection acts by competition, it adapts the inhabitants of each country only in relation to the degree of perfection of their associates; so that we need feel no surprise at the inhabitants of any one country, although on the ordinary view supposed to have been specially created and adapted for that country, being beaten and supplanted by the naturalised productions from another land.

The love object occupies the thoughts of the person diagnosed as 'in love' all the time despite the probability that very little is actually known about it. To it are ascribed all qualities considered by the obsessed as good, regardless of whether the object in question possesses those qualities in any degree. Expectations are set up which no human being could fulfill. Thus the object chosen plays a special role in relation to the go of the obsessed, who decided that he or she is the right or the only person for him. In the case of a male this notion may sanction a degree of directly aggressive behavior either in pursuing the object or driving off competition.

I was obviously born to draw better than most people, just as the widow Berman and Paul Slazinger were obviously born to tell stories better than most people can. Other people are obviously born to sing and dance or explain the stars in the sky or do magic tricks or be great leaders or athletes, and so on. I think that could go back to the time when people had to live in small groups of relatives -- maybe fifty or a hundred people at the most. And evolution or God or whatever arranged things genetically to keep the little families going, to cheer them up, so that they could all have somebody to tell stories around the campfire at night, and somebody else to paint pictures on the walls of the caves, and somebody else who wasn't afraid of anything and so on. That's what I think. And of course a scheme like that doesn't make sense anymore, because simply moderate giftedness has been made worthless by the printing press and radio and television and satellites and all that. A moderately gifted person who would have been a community treasure a thousand years ago has to give up, has to go into some other line of work, since modern communications put him or her into daily competition with nothing but the world's champions. The entire planet can get along nicely now with maybe a dozen champion performers in each area of human giftedness. A moderately gifted person has to keep his or her gifts all bottled up until, in a manner of speaking, he or she gets drunk at a wedding and tapdances on the coffee table like Fred Astair or Ginger Rogers. We have a name for him or her. We call him or her an 'exhibitionist.' How do we reward such an exhibitionist? We say to him or her the next morning, 'Wow! Were you ever _drunk_ last night!

Social Ecology: The notion that man must dominate nature emerges directly from the domination of man by man… But it was not until organic community relation … dissolved into market relationships that the planet itself was reduced to a resource for exploitation. This centuries-long tendency finds its most exacerbating development in modern capitalism. Owing to its inherently competitive nature, bourgeois society not only pits humans against each other, it also pits the mass of humanity against the natural world. Just as men are converted into commodities, so every aspect of nature is converted into a commodity, a resource to be manufactured and merchandised wantonly. … The plundering of the human spirit by the market place is paralleled by the plundering of the earth by capital.

Modernist manuals of writing often conflate story with conflict. This reductionism reflects a culture that inflates aggression and competition while cultivating ignorance of other behavioral options. No narrative of any complexity can be built on or reduced to a single element. Conflict is one kind of behavior. There are others, equally important in any human life, such as relating, finding, losing, bearing, discovering, parting, changing. Change is the universal aspect of all these sources of story. Story is something moving, something happening, something or somebody changing.

Beauty is not the goal of competitive sports, but high-level sports are a prime venue for the expression of human beauty. The relation is roughly that of courage to war. The human beauty we're talking about here is beauty of a particular type; it might be called kinetic beauty. Its power and appeal are universal. It has nothing to do with sex or cultural norms. What it seems to have to do with, really, is human beings' reconciliation with the fact of having a body.

a 2010 University of Michigan study shows that college students today are 40 percent less empathetic than they were thirty years ago, with much of the drop having occurred since 2000. (The study’s authors speculate that the decline in empathy is related to the prevalence of social media, reality TV, and “hyper-competitiveness.”)

Overcoming fragmentation can be a very significant strategic opportunity. The payoff to consolidating a fragmented industry can be high because the costs of entry into it are by definition low, and there tend to be small and relatively weak competitors who offer little threat of retaliation. I have stressed earlier in this book that an industry must be viewed as an interrelated system, and this fact applies to fragmented industries as well. An industry can be fragmented because of only one of the factors listed in the previous section. If this fundamental block to consolidation can be somehow overcome, this often triggers a process by which the entire structure of the industry changes.

My books have all been very deeply felt. You don’t spend eight years of your life working on a trendy knockoff. In that sense I’ve been serious. But I don’t do lots of things that other serious writers do. I don’t write book reviews. I don’t sit on panels about the state of the novel. I don’t go to writer conferences. I don’t teach writing seminars. I don’t hang out at Yaddo or MacDowell. I’m not concerned with my reputation as a writer and where I stand relative to other writers. I’m not competitive or professionally ambitious. I don’t think about my work and my career in an overarching or systematic way. I don’t think about myself, as I think most writers do, as progressing toward some ideal of greatness. There’s no grand plan. All I know is that I write the books I want to write. All that other stuff is meaningless to me.

FORKED BRANCHES We grew up on the same street, You and me. We went to the same schools, Rode the same bus, Had the same friends, And even shared spaghetti With each other's families. And though our roots belong to The same tree, Our branches have grown In different directions. Our tree, Now resembles a thousand Other trees In a sea of a trillion Other trees With parallel destinies And similar dreams. You cannot envy the branch That grows bigger From the same seed, And you cannot Blame it on the sun's direction. But you still compare us, As if we're still those two Kids at the park Slurping down slushies and Eating ice cream. Suzy Kassem, Rise Up and Salute the Sun (2010)

Our world is filled with competition, frenzied ambition in every domain. Each of us is acquainted with the spirit of competition. This spirit is not a bad thing in and of itself. Its influence has long been felt in personal relations within the dominant classes. Subsequently it spread throughout the whole of society, to the point that today it has more or less openly triumphed in every part of the world. In Western nations, and above all in the United States, it animates not only economic and financial life, but scientific research and intellectual life as well. Despite the tension and the unrest it brings, these nations are inclined on the whole to congratulate themselves for having embraced the spirit of competition, for its positive effects are considerable. Not the least of these is the impressive wealth it has brought a large part of the population. No one, or almost no one, any longer thinks of forgoing rivalry, since it allows us to go on dreaming of a still more glittering and prosperous future than the recent past. Our world seems to us the most desirable one there ever was, especially when we compare it to life in nations that have not enjoyed the same prosperity.

We are the bourgeoisie—the third estate, as they call us now—and what we want is a nobility of merit, nothing more. We don't recognize this lazy nobility we now have, we reject our present class hierarchy. We want all men to be free and equal, for no one to be someone else's subject, but for all to be subject to the law. There should be an end of privileges and arbitrary power. Everyone should be treated equally as a child of the state, and just as there are no longer any middlemen between the layman and his God, so each citizen should stand in direct relation to the state. We want freedom of the press, of employment, of commerce. We want all men to compete without any special privileges, and the only crown should be the crown of merit.

In short, strategy is choice. More specifically, strategy is an integrated set of choices that uniquely positions the firm in its industry so as to create sustainable advantage and superior value relative to the competition.

those at the very top of the class—are going to face a burden that they would not face in a less competitive atmosphere. Citizens of happy countries have higher suicide rates than citizens of unhappy countries, because they look at the smiling faces around them and the contrast is too great. Students at “great” schools look at the brilliant students around them, and how do you think they feel? The phenomenon of relative deprivation applied to education is called—appropriately enough—the “Big Fish–Little Pond Effect.” The more elite an educational institution is, the worse students feel about their own academic abilities. Students who would be at the top of their class at a good school can easily fall to the bottom of a really good school. Students who would feel that they have mastered a subject at a good school can have the feeling that they are falling farther and farther behind in a really good school. And that feeling—as subjective and ridiculous and irrational

The first test of a strategy is whether your value proposition is different from your rivals. If you are trying to serve the same customers and meet the same needs and sell at the same relative price, then by Porter’s definition, you don’t have a strategy.

Demand for a product is affected by the cost and quality, broadly defined, of substitute products. If the cost of a substitute falls in relative terms, or if its ability improves to satisfy the buyer’s needs, industry growth will be adversely affected (and vice versa). Examples are the inroads that television and radio have made on the demand for live concerts by symphony orchestras and other performing groups; the growth in demand for magazine advertising space as television advertising rates climb sharply and prime advertising television time becomes increasingly scarce; and the depressing effect of rising prices on the demand of such products as chocolate candy and soft drinks relative to their substitutes.

Memory can be dramatically disrupted if you force something that’s implicit into explicit channels. Here’s an example that will finally make reading this book worth your while—how to make neurobiology work to your competitive advantage at sports. You’re playing tennis against someone who is beating the pants off of you. Wait until your adversary has pulled off some amazing backhand, then offer a warm smile and say, “You are a fabulous tennis player. I mean it; you’re terrific. Look at that shot you just made. How did you do that? When you do a backhand like that, do you hold your thumb this way or that, and what about your other fingers? And how about your butt, do you scrunch up the left side of it and put your weight on your right toes, or the other way around?” Do it right, and the next time that shot is called for, your opponent/victim will make the mistake of thinking about it explicitly, and the stroke won’t be anywhere near as effective. As Yogi Berra once said, “You can’t think and hit at the same time.

Girls in virtual networks are subjected to hundreds of times more social comparison than girls had experienced for all of human evolution. They are exposed to more cruelty and bullying because social media platforms incentivize and facilitate relational aggression. Their openness and willingness to share emotions with other girls espouses them to depression and other disorders. The twisted incentive structures of social media reward the most extreme presentations of symptoms.

For while religion prescribes brotherly love in the relations among the individuals and groups, the actual spectacle more resembles a battlefield than an orchestra. Everywhere, in economic as well as in political life, the guiding principle is one of ruthless striving for success at the expense of one's fellow. men. This competitive spirit prevails even in school and, destroying all feelings of human fraternity and cooperation, conceives of achievement not as derived from the love for productive and thoughtful work, but as springing from personal ambition and fear of rejection.

You want to choose a path that puts the odds of winning in your favor; in poker, it’s called game selection. What determines if you win in any game (or business) isn’t how good you are; it’s how good you are relative to your competition. That’s why it’s so important to know your own strengths and weaknesses and find a market in which you have an inherent advantage.

Today even the attitude of the Southern whites toward the blacks is not, as so many assume, in all cases the same; the ignorant Southerner hates the Negro, the workingmen fear his competition, the money-makers wish to use him as a laborer, some of the educated see a menace in his upward development, while others—usually the sons of the masters—wish to help him to rise.

What determines if you win in any game (or business) isn’t how good you are; it’s how good you are relative to your competition. That’s why it’s so important to know your own strengths and weaknesses and find a market in which you have an inherent advantage.

Whereas penetration most often means that industry demand will level off, for durable goods, achieving penetration can lead to an abrupt drop in industry demand. After most potential customers have purchased the product, its durability implies that few will buy replacements for a number of years. If industry penetration has been rapid, this situation may translate into several very lean years for industry demand. For example, industry sales of snowmobiles, which underwent very rapid penetration, fell from 425,000 units per year in the peak year (1970-1971) to 125,000 to 200,000 units per year in 1976-1977.6 Recreational vehicles underwent a similar though not quite so dramatic decline. The relation between the growth rate after penetration and growth before penetration will be a function of how fast penetration has been reached and the average time before replacement, and this figure can be calculated.

Porter defines the value proposition as the answer to three fundamental questions (see figure 4-1): Which customers are you going to serve? Which needs are you going to meet? What relative price will provide acceptable value for customers and acceptable profitability for the company?

Sexism is clearly not the continuation of patriarchal power relations in modern societies. Rather, it is a hitherto unthinkable individual degradation of one-half of humanity on a socio-biological grounds. The lower prestige assigned by patriarchal societies (of the Mediterranean or of any other type) must therefore be carefully distinguished from the personal degradation of each individual woman who, under the regime of sex, is forced to compete with men.

Oh, look, there are jobs available in Jacksonville! Today there are two jobs for me and 1.2 million other people in this city to choose from. I can either go into the advertising industry by being a sign spinner, which sounds perfect for me because I really enjoy standing in the heat and getting honked at by drivers, or I can go into public relations by being a part time host/hostess at the Applebees on Old. St. Augustine Rd. Both of these jobs sound great, but since the competition for them is so stiff, I’m really regretting not having taken on another $50,000 dollars of debt and getting a master’s degree. I’m not feeling confident that I’m qualified for either of them.

Let one colored in and you're integrated. Let two in, you got a race war as they try to kiss up to whitey.

The copy read: “Beating the competition is relatively easy. Beating yourself is a never-ending commitment.” Everyone

The theme of competition of victims has found fertile ground in the complexity, the double aspect, of relations between black and Jewish minorities in recent American history.

Cooperatives have lower absentee rates and less worker turnover than their conventional competitors. (For instance, the annual rate of turnover in the Mondragon cooperatives in 1974 was two percent, while in comparable capitalist firms it was 14 percent.)94 Members show relatively high individual work effort, tending to act as their own supervisors, at least to a greater degree than employees do elsewhere. Job rotation, where it happens, enhances the attractiveness of the work. And there are greater incentives to help one another than in a competitive environment.

The relationship between any two communities in the global economy is not unlike a marriage. As couples counselors advise, relationships falter when two partners are too interdependent. When any stress affecting one partner - the loss of a job, an illness, a bad-hair day - brings down the other, the couple suffers. A much healthier relationship is grounded in the relative strength of each partner, who each should have his or her own interests, hobbies, friends, and professional identity, so that when anything goes wrong, the couple can support one another from a position of strength. Our ability to love, like our ability to produce, must be grounded in our own security. And our economy, like our love, when it comes from a place of community, can grow without limit.

The wood wide web has been mapped, traced, monitored, and coaxed to reveal the beautiful structures and finely adapted languages of the forest network. We have learned that mother trees recognize and talk with their kin, shaping future generations. In addition, injured tress pass their legacies on to their neighbors, affecting gene regulation, defense chemistry, and resilience in the forest community. These discoveries have transformed our understanding of trees from competitive crusaders of the self to members of a connected, relating, communicating system. Ours is not the only lab making these discoveries-there is a burst of careful scientific research occurring worldwide that is uncovering all manner of ways that trees communicate with each other above and below ground.

Imagine,” I thought, “a world in which brothers and sisters grow up in homes where hurting isn’t allowed; where children are taught to express their anger at each other sanely and safely; where each child is valued as an individual, not in relation to the others; where cooperation, rather than competition is the norm; where no one is trapped in a role; where children have daily experience and guidance in resolving their differences.

Substitution competition is a natural limit or control on prices. In a permaculture economy, every useful product or service in a market coexists with a variety of substitutes. There is a point to which monopolies become uneconomical/ unprofitable. Almost every product or service, or their inputs, may be used for a variety of purposes by a variety of consumers, If the price (a) causes there to be more or less consumption of (b) then a and b are substitutes. Substitution competition eventually causes monopolies to shrink or fail , or creates new market space which renders the previous monopoly relatively smaller in size and therefore not a monopoly in the context of the expanded economy

Ricardo's theory is absolutely right-within its narrow confines. His theory correctly says that, accepting their current levels of technology as given, it is better for countries to specialize in things that they are relatively better at. One cannot argue with that. His theory fails when a country wants to acquire more advanced technologies so that it can do more difficult things that few others can do- that is, when it wants to develop its economy. It takes time and experience to absorb new technologies, so technologically backward producers need a period of protection from international competition during this period of learning. Such protection is costly, because the country is giving up the chance to import better and cheaper products. However, it is a price that has to be paid if it wants to develop advanced industries. Ricardo's theory is, thus seen, for those who accept the status quo but not for those who want to change it.

Quite naturally, holders of power wish to suppress wild research. Unrestricted questing after knowledge has a long history of producing unwanted competition. The powerful want a “safe line of investigations,” which will develop only those products and ideas that can be controlled and, most important, that will allow the larger part of the benefits to be captured by inside investors. Unfortunately, a random universe full of relative variables does not insure such a “safe line of investigations.

The Transforming Self is different from the Authoring Self in that rather than being individualistic and competitive, it is more relational and collaborative. When at this higher level, you engage in collaborative relationships for the sake of transformation. All parties have their own perspectives, beliefs, and agendas. Yet they come together for the purpose of having their own views, and even their own identities and sense of self expand. The whole becomes new and greater than the sum of all parts.

Your competitive advantage is formed by the interplay of three different, ever-changing forces: your assets, your aspirations/values, and the market realities, i.e., the supply and demand for what you offer the marketplace relative to the competition. The

A consequence of this alienation of humans from their own nature is that they are also alienated from each other. Productive activity becomes ‘activity under the domination, coercion and yoke of another man’. This other man becomes an alien, hostile being. Instead of humans relating to each other co-operatively, they relate competitively. Love and trust are replaced by bargaining and exchange. Human beings cease to recognize in each other their common human nature; they see others as instruments for furthering their own egoistic interests.

As I was editing this chapter, a survey of more than thirty-five hundred Australian surgeons revealed a culture rife with bullying, discrimination, and sexual harassment, against women especially (although men weren’t untouched either). To give you a flavor of professional life as a woman in this field, female trainees and junior surgeons “reported feeling obliged to give their supervisors sexual favours to keep their jobs”; endured flagrantly illegal hostility toward the notion of combining career with motherhood; contended with “boys’ clubs”; and experienced entrenched sexism at all levels and “a culture of fear and reprisal, with known bullies in senior positions seen as untouchable.”68 I came back to this chapter on the very day that news broke in the state of Victoria, Australia, where I live, of a Victorian Equal Opportunity and Human Rights Commission report revealing that sexual discrimination and harassment is also shockingly prevalent in the Victorian Police, which unlawfully failed to provide an equal and safe working environment.69 I understand that attempts to identify the psychological factors that underlie sex inequalities in the workplace are well-meaning. And, of course, we shouldn’t shy away from naming (supposedly) politically unpalatable causes of those inequalities. But when you consider the women who enter and persist in highly competitive and risky occupations like surgery and policing—despite the odds stacked against them by largely unfettered sex discrimination and harassment—casual scholarly suggestions that women are relatively few in number, particularly in the higher echelons, because they’re less geared to compete in the workplace, start to seem almost offensive. Testosterone

I see before me a person who is sacrificial, honest, and courageous; a good friend and family member, not cynical, not egotistical, but empathetic and good-hearted, who feels responsibility, is attentive, and is capable of keeping secrets, who does not misuse their power, does not gossip, and can master their ambition, who is just, demands quality, an internationalist and not envious, who generally behaves in a friendly way and does not judge others easily, who is persistent, has initiative, conscious of duty, critical, self-critical and conscientious, who relates well to learning or ignorance, and who is capable of self-education (self-perfection), who has self-control, who is sincere and strives for freedom for themself and others, whose ethics are at a similarly high level, who is modest, able to love others, who has solidarity, tolerance and politeness, has a healthy competitiveness, is helpful, peaceful, and well-intentioned, who shows respect to those who merit it, etc. This kind of person is definitely an exemplary moral authority. Whoever has in themselves all of the qualities above to a high level is a moral genius, even if they never become a hero, and even if those around them never consider them to be one.

2010 University of Michigan study shows that college students today are 40 percent less empathetic than they were thirty years ago, with much of the drop having occurred since 2000. (The study’s authors speculate that the decline in empathy is related to the prevalence of social media, reality TV, and “hyper-competitiveness.”)

Patriotism,” said Lymond, “like honesty is a luxury with a very high face value which is quickly pricing itself out of the spiritual market altogether. [...] It is an emotion as well, and of course the emotion comes first. A child’s home and the ways of its life are sacrosanct, perfect, inviolate to the child. Add age; add security; add experience. In time we all admit our relatives and our neighbours, our fellow townsmen and even, perhaps, at last our fellow nationals to the threshold of tolerance. But the man living one inch beyond the boundary is an inveterate foe. [...] Patriotism is a fine hothouse for maggots. It breeds intolerance; it forces a spindle-legged, spurious riot of colour.… A man of only moderate powers enjoys the special sanction of purpose, the sense of ceremony; the echo of mysterious, lost and royal things; a trace of the broad, plain childish virtues of myth and legend and ballad. He wants advancement—what simpler way is there? He’s tired of the little seasons and looks for movement and change and an edge of peril and excitement; he enjoys the flowering of small talents lost in the dry courses of daily life. For all these reasons, men at least once in their lives move the finger which will take them to battle for their country.… “Patriotism,” said Lymond again. “It’s an opulent word, a mighty key to a royal Cloud-Cuckoo-Land. Patriotism; loyalty; a true conviction that of all the troubled and striving world, the soil of one’s fathers is noblest and best. A celestial competition for the best breed of man; a vehicle for shedding boredom and exercising surplus power or surplus talents or surplus money; an immature and bigoted intolerance which becomes the coin of barter in the markets of power— [...] These are not patriots but martyrs, dying in cheerful self-interest as the Christians died in the pleasant conviction of grace, leaving their example by chance to brood beneath the water and rise, miraculously, to refresh the centuries. The cry is raised: Our land is glorious under the sun. I have a need to believe it, they say. It is a virtue to believe it; and therefore I shall wring from this unassuming clod a passion and a power and a selflessness that otherwise would be laid unquickened in the grave. [...] “And who shall say they are wrong?” said Lymond. “There are those who will always cleave to the living country, and who with their uprooted imaginations might well make of it an instrument for good. Is it quite beyond us in this land? Is there no one will take up this priceless thing and say, Here is a nation, with such a soul; with such talents; with these failings and this native worth? In what fashion can this one people be brought to live in full vigour and serenity, and who, in their compassion and wisdom, will take it and lead it into the path?

Strategy can seem mystical and mysterious. It isn't. It is easily defined. It is a set of choices about winning. Again, it is an integrated set of choices that uniquely positions the firm in its industry so as to create sustainable advantage and superior value relative to the competition. Specifically, strategy is the answer to these five interrelated questions: 1. What is your winning aspiration? The purpose of your enterprise, its motivating aspiration. 2. Where will you play? A playing field where you can achieve that aspiration. 3. How will you win? The way you will win on the chosen playing field. 4. What capabilities must be in place? The set and configuration of capabilities required to win in the chosen way. 5. What management systems are required? The systems and measures that enable the capabilities and support the choices. These choices and the relationship between them can be understood as a reinforcing cascade, with the choices at the top of the cascade setting the context for the choices below, and choices at the bottom influencing and refining the choices above.

the loving ideal that we think of when we talk about brothers and sisters turns out to be relatively rare. Only about a third of American adults report having a close, supportive relationship with a sibling. Another third have either a hostile or a competitive relationship. The rest are generally apathetic about their sibling—or have fond feelings but rarely speak.

The typical difference that Lenin underscores between the old and the new capitalism does in fact exist, but it bears no necessary causal relation to either competition or monopoly capitalism but is easier to explain in terms of differences between early and late phases of capital accumulation in any given capitalist country at a given stage in the evolution of its technology.

As these contrasts show, capitalism has undergone enormous changes in the last two and a half centuries. While some of Smith’s basic principles remain valid, they do so only at very general levels. For example, competition among profit-seeking firms may still be the key driving force of capitalism, as in Smith’s scheme. But it is not between small, anonymous firms which, accepting consumer tastes, fight it out by increasing the efficiency in the use of given technology. Today, competition is among huge multinational companies, with the ability not only to influence prices but to redefine technologies in a short span of time (think about the battle between Apple and Samsung) and to manipulate consumer tastes through brand-image building and advertising.

But having developed productive forces to a tremendous extent, capitalism has become enmeshed in contradictions which it is unable to solve. By producing larger and larger quantities of commodities, and reducing their prices, capitalism intensifies competition, ruins the mass of small and medium private owners, converts them into proletarians and reduces their purchasing power, with the result that it becomes impossible to dispose of the commodities produced. On the other hand, by expanding production and concentrating millions of workers in huge mills and factories, capitalism lends the process of production a social character and thus undermines its own foundation, inasmuch as the social character of the process of production demands the social ownership of the means of production; yet the means of production remain private capitalist property, which is incompatible with the social character of the process of production. These irreconcilable contradictions between the character of the productive forces and the relations of production make themselves felt in periodical crises of overproduction, when the capitalists, finding no effective demand for their goods owing to the ruin of the mass of the population which they themselves have brought about, are compelled to burn products, destroy manufactured goods, suspend production, and destroy productive forces at a time when millions of people are forced to suffer unemployment and starvation, not because there are not enough goods, but because there is an overproduction of goods.

Again, a beautiful object, whether it be a living organism or any whole composed of parts, must not only have an orderly arrangement of parts, but must also be of a certain magnitude; for beauty depends on magnitude and order. Hence a very small animal organism cannot be beautiful; for the view of it is confused, the object being seen in an almost imperceptible moment of time. Nor, again, can one of vast size be beautiful; for as the eye cannot take it all in at once, the unity and sense of the whole is lost for the spectator; as for instance if there were one a thousand miles long. As, therefore, in the case of animate bodies and organisms a certain magnitude is necessary, and a magnitude which may be easily embraced in one view; so in the plot, a certain length is necessary, and a length which can be easily embraced by the memory. The limit of length in relation to dramatic competition and sensuous presentment, is no part of artistic theory. For had it been the rule for a hundred tragedies to compete together, the performance would have been regulated by the water-clock,--as indeed we are told was formerly done. But the limit as fixed by the nature of the drama itself is this: the greater the length, the more beautiful will the piece be by reason of its size, provided that the whole be perspicuous. And to define the matter roughly, we may say that the proper magnitude is comprised within such limits, that the sequence of events, according to the law of probability or necessity, will admit of a change from bad fortune to good, or from good fortune to bad.

That means to push very heavy weight, repeatedly, and to constantly strive to elevate both your baseline numbers and the total weight lifted at the workout—until you start to reach a natural limit relative to your competitive goals. This will deliver improvements in strength and subsequent improvements in endurance performance, and also maximize the hormonal, anti-aging benefits of the workout.

I'm just asking you to accept that there are some people who will go to extraordinary lengths to cover up the facts that they are abusing children. What words are there to describe what happened to me, what was done to me? Some call it ritual abuse, others call it organised abuse. There are those that call it satanic. I've heard all the phrases, not just in relation to me, but also with regard to those I work with and try to help. Do you know what I think? It doesn't matter how you dress it up, it doesn't matter what label you put on it. It is abuse, pure and simple. It is adults abusing children. It is adults deciding - actually making a conscious decision, a conscious choices that what they want, what they convince themselves they need, is more important than anything else; certainly more important than the safety or feelings or sanity of a child. However, there can be differences which are layered on top of that abuse. I'm not saying that some abuse is worse than others, or that someone 'wins' the competition to have the worst abuse inflicted on them, but ritual and organised abuse is at the extreme end of the spectrum. If we try to think of a continuum where there are lots of different things imposed on children (or, for that matter, anyone who is forced into these things — and that force can take many forms, it can be threats and promises, as well as kicks and punches), then ritual and organised abuse is intense and complicated. It often involves multiple abusers of both sexes. There can be extreme violence, mind control, systematic torture and even, in some cases, a complex belief system which is sometimes described as religion. I say 'described as' religion because, to me, I think that when this aspect is involved, it is window dressing. I'm not religious. I cried many times for God to save me. I was always ignored — how could I believe? However, I think that ritual abusers who do use religious imagery or 'beliefs' are doing so to justify it all to themselves, or to confuse the victim, or to hide their activities. Ritual abuse is highly organised and, obviously, secretive. It is often linked with other major crimes such as child pornography, child prostitution, the drugs industry, trafficking, and many other illegal and heinous activities. Ritual abuse is organised sexual, physical and psychological abuse, which can be systematic and sustained over a long period of time. It involves the use of rituals - things which the abusers 'need' to do, or 'need' to have in place - but it doesn't have to have a belief system. There doesn't have to be God or the Devil, or any other deity for it to be considered 'ritual'. It involves using patterns of learning and development to keep the abuse going and to make sure the child stays quiet.

Mankind is a self-domesticated animal; a mammal; an ape; a social ape; an ape in which the male takes the iniative in courtship and females usually leave the society of their birth; an ape in which men are predators, women herbivorous foragers; an ape in which males are relatively hierarchical, females relatively egalitarian; an ape in which males contribute unusually large amounts of investment in the upbringing of their offspring by provisioning their mates and their children with food, protection, and company; an ape in which monogamous pair bonds are the rule but many males have affairs and occasional males achieve polygamy; an ape in which females mated to low-ranking males often cuckold their husbands in order to gain access to the genes of higher-ranking males; an ape that has been subject to unusually intense mutual sexual selection so that many of the features of the female body (lips, breasts, waists) and the mind of both sexes (songs, competitive ambition, status seeking) are designed for use in competition for mates; an ape that has developed an extraordinary range of new instincts to learn by association, to communicate by speech, and to pass on traditions. But still an ape.

There are two types of personalities, Type A and Type B. Whereas Type B’s are laid-back and non-competitive, Type A’s are characterized by ambition, aggression, and a need for control. (This is a broad generalization and many people lie somewhere between A and B.) Type A’s are champing at the bit, and that drive can translate to stress; indeed, these traits are often associated with stress-related ailments.

Indeed, want and hunger were not the only reasons for fighting. Plenty and scarcity are relative not only to the number of mouths to be fed but also to the potentially ever-expanding and insatiable range of humans needs and desires. It is as if, paradoxically, human competition increases with abundance, as well as with deficiency, taking more complex forms and expressions, widening social gaps and enhancing stratification.

I think that could go back to the time when people had to live in small groups of relatives—maybe fifty or a hundred people at the most. And evolution or God or whatever arranged things genetically, to keep the little families going, to cheer them up, so that they could all have somebody to tell stories around the campfire at night, and somebody else to paint pictures on the walls of the caves, and somebody else who wasn’t afraid of anything and so on. That’s what I think. And of course a scheme like that doesn’t make sense anymore, because simply moderate giftedness has been made worthless by the printing press and radio and television and satellites and all that. A moderately gifted person who would have been a community treasure a thousand years ago has to give up, has to go into some other line of work, since modern communications put him or her into daily competition with nothing but world’s champions.

But then everybody who has been in the Soviet Union for any length of time has noticed their concern with the United States: we may be the enemy, but we are the admired enemy, and the so-called good life for us is the to-be-good life for them. During the war, the Russian combination of dislike and grudging admiration for us, and ours for them, seemed to me like the innocent rivalry of two men proud of being large, handsome and successful. But I was wrong. They have chosen to imitate and compete with the most vulgar aspects of American life, and we have chosen, as in the revelations of the CIA bribery of intellectuals and scholars, to say, "But the Russians do the same thing," as if honor were a mask that you put on and took off at a costume ball. They condemn Vietnam, we condemn Hungary. But the moral tone of giants with swollen heads, fat fingers pressed over the atom bomb, staring at each other across the forests of the world, is monstrously comic.

The idea that this end of philosophy— at least, of political philosophy and (I claim) moral philosophy— has close relations with history overlaps with a more ambitious view held by a consistently underestimated Oxford philosopher, R. G. Collingwood. The trouble with Collingwood’s kind of commitment is that it requires one to know some history. My two associates in the view I am sketching are Alasdair MacIntyre and Charles Taylor. They are both Roman Catholics, though of different sorts. I used to find this a disquieting fact but no longer do so. All three of us, I could say, accept the significant role of Christianity in understanding modern moral consciousness, and adopt respectively the three possible views about how to move in relation to that: backward in it, forward in it, and out of it. In any case, we all assume some historical commitments, they on a more ambitious scale than I, and perhaps there is a rather nervous competition for who writes the most irresponsible history.

In the democratic, egalitarian spirit of our day, we hold in suspicion positions of social authority, yet we submit to the power of peers. Social anxiety, peer group pressure, and competition all dictate our lives. Many are more afraid of offending their friends than they are of offending figures of authority. We have moved from a culture based upon hierarchy to a peerarchy. Ironically we flee from relational distinctions and boundaries, yet without these traditions and boundaries we become mired in codependency.

But why can’t the language for creativity be the language of regeneration? You killed that poem, we say. You came in to that novel guns blazing. I am hammering this paragraph, I am banging them out, we say. I owned that workshop. I shut it down. I crushed them. We smashed the competition. I’m wrestling with the muse. The state, where people live, is a battleground state. The audience a target audience. ‘Good for you man,’ a man once said to me at a party, ‘you’re making a killing with poetry. You’re knocking ‘em dead.’ “-On Earth We’re Briefly Gorgeous, p. 179, Ocean Vuong “I am thinking of beauty again, how some things are hunted because we have deemed them beautiful. If, relative to the history of our planet, an individual life is so short, a blink of an eye, as they say, then to be gorgeous, even from the day you’re born to the day you die, is to be gorgeous only briefly. Like right now, how the sun is coming on, low behind the elms, and I can’t tell the difference between a sunset and a sunrise. The world, reddening, appears the same to me--and I lose track of east and west. The colors this morning have the frayed tint of something already leaving. I think of the time Trev and I sat on the toolshed roof, watching the sun sink. I wasn’t so much surprised by its effect--how, in a few crushed minutes, it changes the way things are seen, including ourselves--but that it was ever mine to see. Because the sunset, like survival, exists only on the verge of its own disappearing. To be gorgeous, you first must be seen, but to be seen allows you to be hunted

1. Men are easy to please but are not pleased for long before some new novelty must delight them. 2. Men are easy to make passionate but are unable to sustain it. 3. Men are always seeking soft women but find their lives in ruins without strong women. 4. Men must be occupied at all times otherwise they make mischief. 5. Men deem themselves weighty and women light. Therefore it is simple to tie a stone round their necks and drown them should they become too troublesome. 6. Men are best left in groups by themselves where they will entirely wear themselves out in drunkenness and competition. While this is taking place a woman may carry on with her own life unhindered. 7. Men are never never to be trusted with what is closest to your heart, and if it is they who are closest to your heart, do not tell them. 8. If a man asks you for money, do not give it to him. 9. If you ask a man for money and he does not give it to you, sell his richest possession and leave at once. 10. Your greatest strength is that every man believes he knows the sum and possibility of every woman.

Competition is the spice of sports; but if you make spice the whole meal you'll be sick. The simplest single-celled organism oscillates to a number of different frequencies, at the atomic, molecular, sub-cellular, and cellular levels. Microscopic movies of these organisms are striking for the ceaseless, rhythmic pulsation that is revealed. In an organism as complex as a human being, the frequencies of oscillation and the interactions between those frequencies are multitudinous. -George Leonard Learning any new skill involves relatively brief spurts of progress, each of which is followed by a slight decline to a plateau somewhat higher in most cases than that which preceded it…the upward spurts vary; the plateaus have their own dips and rises along the way…To take the master’s journey, you have to practice diligently, striving to hone your skills, to attain new levels of competence. But while doing so–and this is the inexorable–fact of the journey–you also have to be willing to spend most of your time on a plateau, to keep practicing even when you seem to be getting nowhere. (Mastery, p. 14-15). Backsliding is a universal experience. Every one of us resists significant change, no matter whether it’s for the worse or for the better. Our body, brain and behavior have a built-in tendency to stay the same within rather narrow limits, and to snap back when changed…Be aware of the way homeostasis works…Expect resistance and backlash. Realize that when the alarm bells start ringing, it doesn’t necessarily mean you’re sick or crazy or lazy or that you’ve made a bad decision in embarking on the journey of mastery. In fact, you might take these signals as an indication that your life is definitely changing–just what you’ve wanted….Be willing to negotiate with your resistance to change. Our preoccupation with goals, results, and the quick fix has separated us from our own experiences…there are all of those chores that most of us can’t avoid: cleaning, straightening, raking leaves, shopping for groceries, driving the children to various activities, preparing food, washing dishes, washing the car, commuting, performing the routine, repetitive aspects of our jobs….Take driving, for instance. Say you need to drive ten miles to visit a friend. You might consider the trip itself as in-between-time, something to get over with. Or you could take it as an opportunity for the practice of mastery. In that case, you would approach your car in a state of full awareness…Take a moment to walk around the car and check its external condition, especially that of the tires…Open the door and get in the driver’s seat, performing the next series of actions as a ritual: fastening the seatbelt, adjusting the seat and the rearview mirror…As you begin moving, make a silent affirmation that you’ll take responsibility for the space all around your vehicle at all times…We tend to downgrade driving as a skill simply because it’s so common. Actually maneuvering a car through varying conditions of weather, traffic, and road surface calls for an extremely high level of perception, concentration, coordination, and judgement…Driving can be high art…Ultimately, nothing in this life is “commonplace,” nothing is “in between.” The threads that join your every act, your every thought, are infinite. All paths of mastery eventually merge. [Each person has a] vantage point that offers a truth of its own. We are the architects of creation and all things are connected through us. The Universe is continually at its work of restructuring itself at a higher, more complex, more elegant level . . . The intention of the universe is evolution. We exist as a locus of waves that spreads its influence to the ends of space and time. The whole of a thing is contained in each of its parts. We are completely, firmly, absolutely connected with all of existence. We are indeed in relationship to all that is.

Vitale also argues that New York’s crime drop is no different from elsewhere: “There is very little support for the idea that Broken Windows policing in and of itself is responsible for the crime drop. The crime drop is a national and international phenomenon, and it’s been happening in cities that never had Broken Windows policing,” he says. More straw men. No one has ever claimed that Broken Windows efforts were uniquely responsible for the crime drop. But they were part of a related set of strategies that catapulted New York far ahead of the competition. New

The living world is not the harsh domain of classical Darwinism, where each struggle against all, with every species, every organism and every gene competing for advantage against every other. Organisms are not skin-enclosed selfish entities, and competition is never unfettered. Life evolves, as does the universe itself, in a 'sacred dance' with an underlying field. This makes living beings into elements in a vast network of intimate relations that embraces the entire biosphere itself an interconnected element within the wider connections that reach into the cosmos.

One way of minimizing costs is to figure out how to manufacture a product with the least possible resources. In the telecommunications industry, for example, the developed countries of the world have gone from using relatively expensive copper wire, to extremely inexpensive sand (silicon chips), to even less expensive satellite signals. Enormous natural resources (copper) have been conserved not because of environmental sensitivity but because of profit seeking in a competitive, capitalist economy. Thousands of similar examples could be cited, though environmentalists ignore these.

Marx saw how the successful struggle for a shorter working day caused a crisis for capital. These political economists do not: they see absolute surplus value as a reified abstract concept. Marx saw how that struggle forced the development of productivity-raising innovations which raised the organic composition of capital. He thus saw relative surplus value as a strategic capitalist response. These political economists do not: they see only competition between capitalists. Marx saw how workers' wage struggles could help precipitate capitalist crises. These political economists see only abstract "laws of motion.

Functional, moderate guilt,” writes Kochanska, “may promote future altruism, personal responsibility, adaptive behavior in school, and harmonious, competent, and prosocial relationships with parents, teachers, and friends.” This is an especially important set of attributes at a time when a 2010 University of Michigan study shows that college students today are 40 percent less empathetic than they were thirty years ago, with much of the drop having occurred since 2000. (The study’s authors speculate that the decline in empathy is related to the prevalence of social media, reality TV, and “hyper-competitiveness.”)

Functional, moderate guilt,” writes Kochanska, “may promote future altruism, personal responsibility, adaptive behavior in school, and harmonious, competent, and prosocial relationships with parents, teachers, and friends.” This is an especially important set of attributes at a time when a 2010 University of Michigan study shows that college students today are 40 percent less empathetic than they were thirty years ago, with much of the drop having occurred since 2000. (The study’s authors speculate that the decline in empathy is related to the prevalence of social media, reality TV, and “hyper-competitiveness.”) Of

When equal sacrifices are required, equal rights must be given likewise. This has been such commonplace of thought for a hundred and twenty years that one is ashamed to find it still in need of emphasis. I any case, if this principle is applied in an army, and the great saying about the Marshal’s baton that every recruit carries in his knapsack is not an mere empty phrase, everybody feels that he is in his place, whether he is born to command or to obey. If I give any offence by this, I may add that this would be an army composed entirely of Fahnenjunker. Democratic sentiments? I hate democracy as I do the plague – besides, the democratic ideal of an army would be one consisting entirely, not of Fahnenjunker, but of officers with lax discipline and great personal liberty. For my taste, on the contrary, and for that of young Germans in general to-day, an army could not be too iron, too dictatorial, ad too absolute – but if it is to be so, then there must be a system of promotion that is not sheltered behind any sort of privilege, but opened up to the keenest competition. If we are to come to grief in this war it can only be from moral causes; for materially, whatever any one may say, we are strong enough. And the decisive factor will be the defects of leadership; or to express it more accurately, the relation in which officers and men stand to each other. It would not be for the first time in our experience, and it would be another proof that peoples too (for it is on the shoulders of the whole people, not jsut the ruling class) always repeat the same mistakes just as individuals do. The battle of Jena is an instance. This defeat should not be regarded as a great disaster, but as a just and well-deserved warning of the fate to cut loose from an impossible state of affairs; for in that battle a new principle of leadership encountered and overthrew an antiquated one. Every war that is lost is lost deservedly. One must always bear that in mind if one wishes to be the winner.

To make good choices, you need to make sense of the complexity of your environment. The strategy logic flow can point you to the key areas of analysis necessary to generate sustainable competitive advantage. First, look to understand the industry in which you play (or will play), its distinct segments and their relative attractiveness. Without this step, it is all too easy to assume that your map of the world is the only possible map, that the world is unchanging, and that no better possibilities exist. Next, turn to customers. What do channel and end consumers truly want, need, and value-and how do those needs fit with your current or potential offerings? To answer this question, you will have to dig deep-engaging in joint value creation with channel partners and seeking a new understanding of end consumers. After customers, the lens turns inward: what are your capabilities and costs relative to the competition? Can you be a differentiator or a cost leader? If not, you will need to rethink your choices. Finally, consider competition; what will your competitors do in the face of your actions? Throughout the thinking process, be open to recasting previous analyses in light of what you learn in a subsequent box. The basic direction of the process is from left to right, but it also has interdependencies that require a more flexible path through it.

Feminist “theory,” as it is grandiloquently called, is simply whatever the women in the movement come up with in post facto justification of their attitudes and emotions. A heavy focus on feminist doctrine seems to me symptomatic of the rationalist fallacy: the assumption that people are motivated primarily by beliefs. If they were, the best way to combat an armed doctrine would indeed be to demonstrate that its beliefs are false. (…) A feminist in the strict and proper sense may be defined as a woman who envies the male role. By the male role I mean, in the first place, providing, protecting, and guiding rather than nurturing and assisting. This in turn envolves relative independence, action, and competition in the larger impersonal society outside the family, the use of language for communication and analysis (rather than expressiveness or emotional manipulation), and deliberate behavior aiming at objective achievement (rather than the attainment of pleasant subjective states) and guided by practical reasoning (rather than emotional impulse). Both feminist and nonfeminist women sense that these characteristically male attributes have a natural primacy over their own. I prefer to speak of“primacy” rather than superiority in this context since both sets of traits are necessary to propagate the race. One sign of male primacy is that envy of the female role by men is virtually nonexistent — even, so far as I know, among homosexuals. Normal women are attracted to male traits and wish to partner with a man who possesses them. (…) The feminists’ response to the primacy of male traits, on the other hand, is a feeling of inadequacy in regard to men—a feeling ill-disguised by defensive assertions of her “equality.”She desires to possess masculinity directly, in her own person, rather than partnering with a man. That is what leads her into the spiritual cul de sac of envy. And perhaps even more than she envies the male role itself, the feminist covets the external rewards attached to its successful performance: social status, recognition, power, wealth, and the chance to control wealth directly (rather than be supported).

But in the Europe of 1903–14, the reality was even more complex than the ‘international’ model would suggest. The chaotic interventions of monarchs, ambiguous relationships between civil and military, adversarial competition among key politicians in systems characterized by low levels of ministerial or cabinet solidarity, compounded by the agitations of a critical mass press against a background of intermittent crisis and heightened tension over security issues made this a period of unprecedented uncertainty in international relations. The policy oscillations and mixed signalling that resulted made it difficult, not just for historians, but for the statesmen of the last pre-war years to read the international environment. It would be a mistake to push this

Low inhibition and anxiety “There was no fear, no worry, no sense of reputation and competition, no envy, none of these things which in varying degrees have always been present in my work.” “A lowered sense of personal danger; I don’t feel threatened anymore, and there is no feeling of my reputation being at stake.” “Although doing well on these problems would be fine, failure to get ahead on them would have been threatening. However, as it turned out, on this afternoon the normal blocks in the way of progress seemed to be absent.” 2. Capacity to restructure problem in a larger context “Looking at the same problem with [psychedelic] materials, I was able to consider it in a much more basic way, because I could form and keep in mind a much broader picture.” “I could handle two or three different ideas at the same time and keep track of each.” “Normally I would overlook many more trivial points for the sake of expediency, but under the drug, time seemed unimportant. I faced every possible questionable issue square in the face.” “Ability to start from the broadest general basis in the beginning.” “I returned to the original problem…. I tried, I think consciously, to think of the problem in its totality, rather than through the devices I had used before.” 3. Enhanced fluency and flexibility of ideation “I began to work fast, almost feverishly, to keep up with the flow of ideas.” “I began to draw …my senses could not keep up with my images …my hand was not fast enough …my eyes were not keen enough…. I was impatient to record the picture (it has not faded one particle). I worked at a pace I would not have thought I was capable of.” “I was very impressed with the ease with which ideas appeared (it was virtually as if the world is made of ideas, and so it is only necessary to examine any part of the world to get an idea). I also got the feeling that creativity is an active process in which you limit yourself and have an objective, so there is a focus about which ideas can cluster and relate.” “I dismissed the original idea entirely, and started to approach the graphic problem in a radically different way. That was when things started to happen. All kinds of different possibilities came to mind….” “And the feeling during this period of profuse production was one of joy and exuberance…. It was the pure fun of doing, inventing, creating, and playing.

The competition for accumulation requires that the capitalists inflict a daily violence upon the working class in the work place. The intensity of that violence is not under individual capitalists' control, particularly if competition is unregulated. The restless search for relative surplus value raises the productivity of labour at the same time as it devalues and depreciates labour power, to say nothing of the loss of dignity, of sense of control over the work process of the perpetual harassment by overseers and the necessity to conform to the dictates of the machine. As individuals, workers are scarcely in a position to resist, most particularly since a rising productivity has the habit of 'freeing' a certain number of them into the ranks of the unemployed. Workers can develop the power to resist only by class action of some kind — either spontaneous acts of violence (the machine-breakings, burnings and mob fury of earlier eras, which have by no means disappeared) or the creation of organizations (such as the unions) capable of waging a collective class struggle. The capitalists' compulsion to capture ever more relative surplus value does not pass unchallenged. The battle is joined once more, and the main lines of class struggle form around questions such as the application of machinery, the speed and intensity of the labour process, the employment of women and children, the conditions of labour and the rights of the worker in the work place. The fact that struggles over such issues are a part of daily life in capitalist society attests to the fact that the quest for relative surplus value is omnipresent and that the necessary violence that that quest implies is bound to provoke some kind of class response on the part of the workers.

Female short- and long-term mating strategies may be another candidate for this kind of frequency-dependent selection. Some women adopt a restricted sexual practice which enables them to evaluate the likelihood that the male will commit to long-term investment as a partner and parent. Others, who look for gene quality in their male partners rather than investment, will be prepared to have intercourse after only a short delay with attractive men. The dynamic that holds the strategies in equilibrium is their relative frequencies. As the number of unrestricted women rises so do the number of “sexy sons” that they produce and hence the value of selecting for good genes diminishes. But as the number of restricted women begins to rise in response, the competition amongst them increases and advantages begin to accrue to women who do not waste time and effort searching for providing fathers.

When reduced to nothing more than principle of the mind, humility will never be low enough for humility. On principle, the man who lives in the small mountain cottage is more large and luxurious than the man who lives in the tiny shack; the man who lives in the tiny shack, than the man who sleeps on the bank; the man who sleeps on the bank, than the man who wanders the desert; the man who wanders the desert at least has legs to wander while many other men do not. To reduce by the standards of men is to morally compete against men, and to reduce by one's own standards is ego-driven. A man can decrease his life to death and never reach true lowliness because humility on principle of the mind is not humility at all but rather its opposite: the pride of competition - only in reverse. Therefore it seems that, perhaps, true humility is nothing one can achieve; it hides in purity of the heart given only by the one perfect Christ.

Beauty is not the goal of competitive sports, but high-level sports are a prime venue for the expression of human beauty. The relation is roughly that of courage to war. The human beauty we’re talking about here is beauty of a particular type; it might be called kinetic beauty. Its power and appeal are universal. It has nothing to do with sex or cultural norms. What it seems to have to do with, really, is human beings’ reconciliation with the fact of having a body. Of course, in men’s sports no one ever talks about beauty or grace or the body. Men may profess their “love” of sports, but that love must always be cast and enacted in the symbology of war: elimination vs. advance, hierarchy of rank and standing, obsessive statistics, technical analysis, tribal and/or nationalist fervor, uniforms, mass noise, banners, chest-thumping, face-painting, etc. For reasons that are not well understood, war’s codes are safer for most of us than love’s." - from "Federer Both Flesh and Not

Let us suppose that this ounce of mud is left in perfect rest, and that its elements gather together, like to like, so that their atoms may get into the closest relations possible. Let the clay begin. Ridding itself of all foreign substance, it gradually becomes a white earth, already very beautiful; and fit, with help of congealing fire, to be made into finest porcelain, and painted on, and be kept in kings’ palaces. But such artificial consistence is not its best. Leave it still quiet to follow its own instinct of unity, and it becomes not only white, but clear; not only clear, but hard; not only clear and hard, but so set that it can deal with light in a wonderful way, and gather out of it the loveliest blue rays only, refusing the rest. We call it then a sapphire. Such being the consummation of the clay, we give similar permission of quiet to the sand. It also becomes, first, a white earth, then proceeds to grow clear and hard, and at last arranges itself in mysterious, infinitely fine, parallel lines, which have the power of reflecting not merely the blue rays, but the blue, green, purple, and red rays in the greatest beauty in which they can be seen through any hard material whatsoever. We call it then an opal. In next order the soot sets to work; it cannot make itself white at first, but instead of being discouraged, tries harder and harder, and comes out clear at last, and the hardest thing in the world; and for the blackness that it had, obtains in exchange the power of reflecting all the rays of the sun at once in the vividest blaze that any solid thing can shoot. We call it then a diamond. Last of all the water purifies or unites itself, contented enough if it only reach the form of a dew-drop; but if we insist on its proceeding to a more perfect consistence, it crystallizes into the shape of a star. And for the ounce of slime which we had by political economy of competition, we have by political economy of co-operation, a sapphire, an opal, and a diamond, set in the midst of a star of snow.

People today associate rivalry with boundless aggression and find it difficult to conceive of competition that does not lead directly to thoughts of murder. Kohut writes of one of his patients: "Even as a child he had become afraid of emotionally cathected competitiveness for fear of the underlying (near delusional) fantasies of exerting absolute, sadistic power." Herbert Hendin says of the students he analyzed and interviewed at Columbia that "they could conceive of no competition that did not result in someone's annihilation." The prevalence of such fears helps to explain why Americans have become uneasy about rivalry unless it is accompanied by the disclaimer that winning and losing don't matter or that games are unimportant anyway. The identification of competition with the wish to annihilate opponents inspires Dorcas Butt's accusation that competitive sports have made us a nation of militarists, fascists, and predatory egoists; have encouraged "poor sportsmanship " in all social relations; and have extinguished cooperation and compassion.

The social system of capital separates most people from the conditions of existence. This compels the vast majority to accept the mediations of work and commodity consumption in order to maintain a minimal existence at the expense of their lives, desires and dreams, of their individuality. The artificial economic scarcity imposed by capital leads to a competition that is often promoted in the United States as the basis of "individualism" in spite of the fact that it creates nearly identical mediocre existences in which life is subsumed in survival... If all individuals are indeed to be free to create their lives and relations as they desire, it is necessary to create a world in which equality of access to the means and conditions of existence is reality. This requires the total destruction of economy—the end of property, commodity exchange and work. Thus we see that the generalized realization of individual freedom goes hand-in-hands with the best aspects of the anarcho-communist ideal and can only be achieved through a revolutionary transformation.

I've defined myself, privately and abstractly, by my brief, intense years as an athlete, a swimmer. I practiced five or six hours a day, six days a week, eating and sleeping as much as possible in between. Weekends were spent either training or competing. I wasn't the best; I was relatively fast. I trained, ate, traveled, and showered with the best in the country, but wasn't the best; I was pretty good. I liked how hard swimming at that level was- that I could do something difficult and unusual. Liked knowing my discipline would be recognized, respected, that I might not be able to say the right things or fit in, but I could do something well. I wanted to believe that I was talented; being fast was proof. Though I loved racing, the idea of fastest, of number one, of the Olympics, didn't motivate me. I still dream of practice, of races, coaches and blurry competitors. I'm drawn to swimming pools, all swimming pools, no matter how small or murky. When I swim now, I step into the water as though absentmindedly touching a scar. My recreational laps are phantoms of my competitive races

Living in this niche therefore requires both individual and collective creativity, intensive cooperation, a tolerance for strangers and crowds, and a degree of openness and trust that is entirely unmatched among our closest primate relatives. Compared to fiercely individualistic and relentlessly competitive chimpanzees, for instance, we are like goofy, tail-wagging puppies. We are almost painfully docile, desperately in need of affection and social contact, and wildly vulnerable to exploitation. As Sarah Blaffer Hrdy, an anthropologist and primatologist, notes, it is remarkable that hundreds of people will cram themselves shoulder to shoulder into a tiny airplane, obediently fasten their seat belts, eat their packets of stale crackers, watch movies and read magazines and chat politely with their neighbors, and then file peacefully off at the other end. If you packed a similar number of chimpanzees onto a plane, what you’d end up with at the other end is a long metal tube full of blood and dismembered body parts.6 Humans are powerful in groups precisely because we are weak as individuals, pathetically eager to connect with one another, and utterly dependent on the group for survival.

Such invocations of fin-de-siècle manliness are so ubiquitous in the correspondence and memoranda of these years that it is difficult to localize their impact. Yet they surely reflect a very particular moment in the history of European masculinity. Historians of gender have suggested that around the last decades of the nineteenth and the first of the twentieth century, a relatively expansive form of patriarchal identity centred on the satisfaction of appetites (food, sex, commodities) made way for something slimmer, harder and more abstinent. At the same time, competition from subordinate and marginalized masculinities – proletarian and non-white, for example – accentuated the expression of ‘true masculinity’ within the elites. Among specifically military leadership groups, stamina, toughness, duty and unstinting service gradually displaced an older emphasis on elevated social origin, now perceived as effeminate.160 ‘To be masculine [. . .] as masculine as possible [. . .] is the true distinction in [men’s] eyes,’ wrote the Viennese feminist and freethinker Rosa Mayreder in 1905. ‘They are insensitive to the brutality of defeat or the sheer wrongness of an act if it only coincides with the traditional canon of masculinity.

Humans have undoubtedly evolved mechanisms that assess their own mate value relative to others in their social environment. Ancestral environments were populated with relatively small groups of people containing around 50 to 150 individuals. Assessments of relative mate value were probably fairly accurate. One function of accurate assessments would have been to focus attraction tactics on potential mates within their own mate value range. In our current environment, however, the population is substantially larger, and the images to which individuals are exposed through television and the internet show an unprecedented comparison standard. Fashion models and actresses, for example, are often highly physically attractive. Extremely attractive women are a tiny fraction of the population, yet images of these women are presented at a misleadingly high frequency. This might have the effect of artificially lowering women’s judgments of their value as a potential mate relative to competitors in the local pool of potential mates. This, in turn, might escalate intrasexual competition between women or cause them to take drastic measures to try to increase their attractiveness—a possible cause of body image problems, eating disorders such as anorexia and bulimia, or depression (Faer et al., 2005).

The evidence for the cognitive interpretation of the above-average effect is that when people are asked about a task they find difficult (for many of us this could be “Are you better than average in starting conversations with strangers?”), they readily rate themselves as below average. The upshot is that people tend to be overly optimistic about their relative standing on any activity in which they do moderately well. I have had several occasions to ask founders and participants in innovative start-ups a question: To what extent will the outcome of your effort depend on what you do in your firm? This is evidently an easy question; the answer comes quickly and in my small sample it has never been less than 80%. Even when they are not sure they will succeed, these bold people think their fate is almost entirely in their own hands. They are surely wrong: the outcome of a start-up depends as much on the achievements of its competitors and on changes in the market as on its own efforts. However, WYSIATI plays its part, and entrepreneurs naturally focus on what they know best—their plans and actions and the most immediate threats and opportunities, such as the availability of funding. They know less about their competitors and therefore find it natural to imagine a future in which the competition plays little part.

The sexual competition model of eating disorders has two interlocking components. The first component is based on the universal male preference for a nubile -hourglass- body shape and the fact that women tend to accumulate body weight as they age, with the result that relative thinness is a reliable cue of youth and reproductive potential. The second component is specific to modern societies: as fertility declines and the age of reproduction shifts upward, women tend to retain an attractive nubile shape for longer, which increases the importance of thinness as an attractive display. At the same, a number of converging trends contribute to intensify real and perceived mating competition among women, especially for long-term partners. Specifically, socially imposed monogamy reduces the number of available men; urban living dramatically increases the number of potential desirable competitors; and the media paint a visual landscape full of unrealistically thin, attractive women. The net outcome of these social changes is a process of runaway sexual competition that leads to an exaggerated desire for thinness in girls and women. Ironically, the process is largely driven by female intrasexual competition rather than direct male choice, and the resulting -ideal body- may be too thin to be maximally attractive to men.

Many kinds of animal behavior can be explained by genetic similarity theory. Animals have a preference for close kin, and study after study has shown that they have a remarkable ability to tell kin from strangers. Frogs lay eggs in bunches, but they can be separated and left to hatch individually. When tadpoles are then put into a tank, brothers and sisters somehow recognize each other and cluster together rather than mix with tadpoles from different mothers. Female Belding’s ground squirrels may mate with more than one male before they give birth, so a litter can be a mix of full siblings and half siblings. Like tadpoles, they can tell each other apart. Full siblings cooperate more with each other than with half-siblings, fight less, and are less likely to run each other out of the territory when they grow up. Even bees know who their relatives are. In one experiment, bees were bred for 14 different degrees of relatedness—sisters, cousins, second cousins, etc.—to bees in a particular hive. When the bees were then released near the hive, guard bees had to decide which ones to let in. They distinguished between degrees of kinship with almost perfect accuracy, letting in the closest relatives and chasing away more distant kin. The correlation between relatedness and likelihood of being admitted was a remarkable 0.93. Ants are famous for cooperation and willingness to sacrifice for the colony. This is due to a quirk in ant reproduction that means worker ants are 70 percent genetically identical to each other. But even among ants, there can be greater or less genetic diversity, and the most closely related groups of ants appear to cooperate best. Linepithema humile is a tiny ant that originated in Argentina but migrated to the United States. Many ants died during the trip, and the species lost much of its genetic diversity. This made the northern branch of Linepithema humile more cooperative than the one left in Argentina, where different colonies quarrel and compete with each other. This new level of cooperation has helped the invaders link nests into supercolonies and overwhelm local species of ants. American entomologists want to protect American ants by introducing genetic diversity so as to make the newcomers more quarrelsome. Even plants cooperate with close kin and compete with strangers. Normally, when two plants are put in the same pot, they grow bigger root systems, trying to crowd each other out and get the most nutrients. A wild flower called the Sea Rocket, which grows on beaches, does not do that if the two plants come from the same “mother” plant. They recognize each others’ root secretions and avoid wasteful competition.

The myriad activities that go into creating, producing, selling, and delivering a product or service are the basic units of competitive advantage. Operational effectiveness means performing these activities better—that is, faster, or with fewer inputs and defects—than rivals. Companies can reap enormous advantages from operational effectiveness, as Japanese firms demonstrated in the 1970s and 1980s with such practices as total quality management and continuous improvement. But from a competitive standpoint, the problem with operational effectiveness is that best practices are easily emulated. As all competitors in an industry adopt them, the productivity frontier—the maximum value a company can deliver at a given cost, given the best available technology, skills, and management techniques—shifts outward, lowering costs and improving value at the same time. Such competition produces absolute improvement in operational effectiveness, but relative improvement for no one. And the more benchmarking that companies do, the more competitive convergence you have—that is, the more indistinguishable companies are from one another. Strategic positioning attempts to achieve sustainable competitive advantage by preserving what is distinctive about a company. It means performing different activities from rivals, or performing similar activities in different ways.

It is interesting to note that Marx also defines freedom in terms of a successful relationship to others: Only in community [with others does each] individual [have] the means of cultivating his gifts in all directions; only in the community, therefore, is personal freedom possible.’ From this perspective, being free means nothing other than self-realization with others. Freedom is synonymous with a working community (i.e., a successful one). For Marx, individual freedom represents a ruse - a trick of capital. ‘Free competition’, which is based on the idea of individual freedom, simply amounts to the ‘relation of capital to itself as another capital, i.e., the real conduct of capital as capital’. Capital reproduces by entering into relations with itself as another form of Capital: through free competition. It copulates with the Other of itself by way of individual freedom. Capital grows inasmuch as people engage in free competition. Hereby, individual freedom amounts to servitude inasmuch as Capital lays hold of it and uses it for its own propagation. That is, Capital exploits individual freedom in order to breed: ‘It is not the individuals who are set free by free competition; it is, rather, capital which is set free.’ The freedom of Capital achieves self-realization byway of individual freedom. In the process, individuals degrade into the genital organs of Capital. Individual freedom lends it an ‘automatic’ subjectivity of its own, which spurs it to reproduce actively. In this way. Capital continuously‘ brings forth living offspring’. Today, individual freedom is taking on excessive forms; ultimately, this amounts to nothing other than the excess of Capital itself.

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.

beyond them. The Six Diseases If we want to look at how we practice all forms of rivalry, there are six diseases my father wrote about, all of which stem from the desire we have to win at all costs. These diseases rely on being in competition, which is typically where we go in a relationship the moment any discord pops up. When we relate to others in these ways, we are disconnecting from them and disconnecting from our true selves in order to access some form of outside validation. In other words, there is no relationship, no collaboration, no cocreation. There is only the victor and the loser. The Six Diseases are: The desire for victory I have to be the winner. If I don’t win, I’m a loser. If I win, everyone else is a loser. The desire to resort to technical cunning I rely on the power of my wits to show you how great I am. Who cares about people or their feelings as long as everyone can see how clever I am? The desire to display all that has been learned Check me out. I know lots of things. I can speak at length about anything. It doesn’t matter what anyone else has to say (especially if it’s dumb). The desire to awe the enemy I am a force to be reckoned with. Look out! I will wow you to get your approval even if I have to do something shocking and wild to get your attention. The desire to play the passive role I am so easy to get along with. Who wouldn’t like me? I am so unobtrusive and sweet. I will put anything that’s important to me aside to make sure that you see how likeable and wonderful I am. How could you not like me when I sacrifice everything just for you? The desire to rid oneself of whatever disease one is affected by I am not okay as I am. I will perform constant self-work and read as many books as I can and take so many classes to make myself good that you will see that I am always trying to be a good person even if I continue to do lots of shitty things. I know I’m not okay as I am. And I know you know that I know I’m not okay as I am, which makes it okay not to get truly better as long as it looks like I’m trying.

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.

The Delusion of Lasting Success promises that building an enduring company is not only achievable but a worthwhile objective. Yet companies that have outperformed the market for long periods of time are not just rare, they are statistical artifacts that are observable only in retrospect. Companies that achieved lasting success may be best understood as having strung together many short-term successes. Pursuing a dream of enduring greatness may divert attention from the pressing need to win immediate battles. The Delusion of Absolute Performance diverts our attention from the fact that success and failure always take place in a competitive environment. It may be comforting to believe that our success is entirely up to us, but as the example of Kmart demonstrated, a company can improve in absolute terms and still fall further behind in relative terms. Success in business means doing things better than rivals, not just doing things well. Believing that performance is absolute can cause us to take our eye off rivals and to avoid decisions that, while risky, may be essential for survival given the particular context of our industry and its competitive dynamics. The Delusion of the Wrong End of the Stick lets us confuse causes and effects, actions and outcomes. We may look at a handful of extraordinarily successful companies and imagine that doing what they did can lead to success — when it might in fact lead mainly to higher volatility and a lower overall chance of success. Unless we start with the full population of companies and examine what they all did — and how they all fared — we have an incomplete and indeed biased set of information. The Delusion of Organizational Physics implies that the business world offers predictable results, that it conforms to precise laws. It fuels a belief that a given set of actions can work in all settings and ignores the need to adapt to different conditions: intensity of competition, rate of growth, size of competitors, market concentration, regulation, global dispersion of activities, and much more. Claiming that one approach can work everywhere, at all times, for all companies, has a simplistic appeal but doesn’t do justice to the complexities of business. These points, taken together, expose the principal fiction at the heart of so many business books — that a company can choose to be great, that following a few key steps will predictably lead to greatness, that its success is entirely of its own making and not dependent on factors outside its control.

[A] central theme is why social, political, and economic institutions tend to coevolve in a manner that reinforces rather than undermines one another. The welfare state is not 'politics against markets,' as commonly assumed, but politics with markets. Although it is popular to think that markets, especially global ones, interfere with the welfare state, and vice versa, this notion is simply inconsistent with the postwar record of actual welfare state development. The United States, which has a comparatively small welfare state and flexible labor markets, has performed well in terms of jobs and growth during the past two decades; however, before then the countries with the largest welfare states and the most heavily regulated labor markets exceeded those in the United States on almost any gauge of economic competitiveness and performance. Despite the change in economic fortunes, the relationship between social protection and product market strategies continues to hold. Northern Europe and Japan still dominate high-quality markets for machine tools and consumer durables, whereas the United States dominates software, biotech, and other high-tech industries. There is every reason that firms and governments will try to preserve the institutions that give rise to these comparative advantages, and here the social protection system (broadly construed to include job security and protection through the industrial relations system) plays a key role. The reason is that social insurance shapes the incentives workers and firms have for investing in particular types of skills, and skills are critical for competitive advantage in human-capital-intensive economies. Firms do not develop competitive advantages in spite of systems of social protection, but because of it. Continuing this line of argument, the changing economic fortunes of different welfare production regimes probably has very little to do with growing competitive pressure from the international economy. To the contrary, it will be argued in Chapter 6 that the main problem for Europe is the growing reliance on services that have traditionally been closed to trade. In particular, labor-intensive, low-productivity jobs do not thrive in the context of high social protection and intensive labor-market regulation, and without international trade, countries cannot specialize in high value-added services. Lack of international trade and competition, therefore, not the growth of these, is the cause of current employment problems in high-protection countries.

Herbenick invited me to sit in on the Human Sexuality class she was about to teach, one of the most popular courses on Indiana’s campus. She was, on that day, delivering a lecture on gender disparities in sexual satisfaction. More than one hundred fifty students were already seated in the classroom when we arrived, nearly all of them female, most dressed in sweats, their hair pulled into haphazard ponytails. They listened raptly as Herbenick explained the vastly different language young men and young women use when describing “good sex.” “Men are more likely to talk about pleasure, about orgasm,” Herbenick said. “Women talk more about absence of pain. Thirty percent of female college students say they experience pain during their sexual encounters as opposed to five percent of men.” The rates of pain among women, she added, shoot up to 70 percent when anal sex is included. Until recently, anal sex was a relatively rare practice among young adults. But as it’s become disproportionately common in porn—and the big payoff in R-rated fare such as Kingsman and The To Do List—it’s also on the rise in real life. In 1992 only 16 percent of women aged eighteen to twenty-four said they had tried anal sex. Today 20 percent of women eighteen to nineteen have, and by ages twenty to twenty-four it’s up to 40 percent. A 2014 study of heterosexuals sixteen to eighteen years old—and can we pause for a moment to consider just how young that is?—found that it was mainly boys who pushed for “fifth base,” approaching it less as a form of intimacy with a partner (who they assumed would both need to be and could be coerced into it) than a competition with other boys. Girls were expected to endure the act, which they consistently reported as painful. Both sexes blamed that discomfort on the girls themselves, for being “naïve or flawed,” unable to “relax.” Deborah Tolman has bluntly called anal “the new oral.” “Since all girls are now presumed to have oral sex in their repertoire,” she said, “anal sex is becoming the new ‘Will she do it or not?’ behavior, the new ‘Prove you love me.’” And still, she added, “girls’ sexual pleasure is not part of the equation.” According to Herbenick, the rise of anal sex places new pressures on young women to perform or else be labeled a prude. “It’s a metaphor, a symbol in one concrete behavior for the lack of education about sex, the normalization of female pain, and the way what had once been stigmatized has, over the course of a decade, become expected. If you don’t want to do it you’re suddenly not good enough, you’re frigid, you’re missing out, you’re not exploring your sexuality, you’re not adventurous.

The philosophers who in their treatises of ethics assigned supreme value to justice and applied the yardstick of justice to ali social institutions were not guilty of such deceit. They did not support selfish group concerns by declaring them alone just, fair, and good, and smear ali dissenters by depicting them as the apologists of unfair causes. They were Platonists who believed that a perennial idea of absolute justice exists and that it is the duty of man to organize ali human institutions in conformity with this ideal. Cognition of justice is imparted to man by an inner voice, i.e., by intuition. The champions of this doctrine did not ask what the consequences of realizing the schemes they called just would be. They silently assumed either that these consequences will be beneficiai or that mankind is bound to put up even with very painful consequences of justice. Still less did these teachers of morality pay attention to the fact that people can and really do disagree with regard to the interpretation of the inner voice and that no method of peacefully settling such disagreements can be found. Ali these ethical doctrines have failed to comprehend that there is, outside of social bonds and preceding, temporally or logically, the existence of society, nothing to which the epithet "just" can be given. A hypothetical isolated individual must under the pressure of biological competition look upon ali other people as deadly foes. His only concern is to preserve his own life and health; he does not need to heed the consequences which his own survival has for other men; he has no use for justice. His only solicitudes are hygiene and defense. But in social cooperation with other men the individual is forced to abstain from conduct incompatible with life in society. Only then does the distinction between what is just and what is unjust emerge. It invariably refers to interhuman social relations. What is beneficiai to the individual without affecting his fellows, such as the observance of certain rules in the use of some drugs, remains hygiene. The ultimate yardstick of justice is conduciveness to the preservation of social cooperation. Conduct suited to preserve social cooperation is just, conduct detrimental to the preservation of society is unjust. There cannot be any question of organizing society according to the postulates of an arbitrary preconceived idea of justice. The problem is to organize society for the best possible realization of those ends which men want to attain by social cooperation. Social utility is the only standard of justice. It is the sole guide of legislation. Thus there are no irreconcilable conflicts between selfíshness and altruism, between economics and ethics, between the concerns of the individual and those of society. Utilitarian philosophy and its finest product, economics, reduced these apparent antagonisms to the opposition of shortrun and longrun interests. Society could not have come into existence or been preserved without a harmony of the rightly understood interests of ali its members.

Performance measure. Throughout this book, the term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators. Critical success factors (CSFs). CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization. Success factors. A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors. Balanced scorecard. A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives. For the purposes of this book, there are six perspectives in a balanced scorecard (see Exhibit 1.7). Oracles and young guns. In an organization, oracles are those gray-haired individuals who have seen it all before. They are often considered to be slow, ponderous, and, quite frankly, a nuisance by the new management. Often they are retired early or made redundant only to be rehired as contractors at twice their previous salary when management realizes they have lost too much institutional knowledge. Their considered pace is often a reflection that they can see that an exercise is futile because it has failed twice before. The young guns are fearless and precocious leaders of the future who are not afraid to go where angels fear to tread. These staff members have not yet achieved management positions. The mixing of the oracles and young guns during a KPI project benefits both parties and the organization. The young guns learn much and the oracles rediscover their energy being around these live wires. Empowerment. For the purposes of this book, empowerment is an outcome of a process that matches competencies, skills, and motivations with the required level of autonomy and responsibility in the workplace. Senior management team (SMT). The team comprised of the CEO and all direct reports. Better practice. The efficient and effective way management and staff undertake business activities in all key processes: leadership, planning, customers, suppliers, community relations, production and supply of products and services, employee wellbeing, and so forth. Best practice. A commonly misused term, especially because what is best practice for one organization may not be best practice for another, albeit they are in the same sector. Best practice is where better practices, when effectively linked together, lead to sustainable world-class outcomes in quality, customer service, flexibility, timeliness, innovation, cost, and competitiveness. Best-practice organizations commonly use the latest time-saving technologies, always focus on the 80/20, are members of quality management and continuous improvement professional bodies, and utilize benchmarking. Exhibit 1.10 shows the contents of the toolkit used by best-practice organizations to achieve world-class performance. EXHIBIT 1.10 Best-Practice Toolkit Benchmarking. An ongoing, systematic process to search for international better practices, compare against them, and then introduce them, modified where necessary, into your organization. Benchmarking may be focused on products, services, business practices, and processes of recognized leading organizations.