Conduct Award Quotes

Here is the point about myself and my co-thinkers. Our belief is not a belief. Our principles are not a faith. We do not hold our convictions dogmatically. We believe with certainty that an ethical life can be lived without religion. And we know for a fact that the corollary holds true - that religion has caused innumerate people not just to conduct themselves no better than others, but to award themselves permission to behave in ways that would make a brothel-keeper or an ethnic cleanser raise an eyebrow.

NO MUSE IS GOOD MUSE To be an Artist you need talent, as well as a wife who washes the socks and the children, and returns phone calls and library books and types. In other words, the reason there are so many more Men Geniuses than Women Geniuses is not Genius. It is because Hemingway never joined the P.T.A. And Arthur Rubinstein ignored Halloween. Do you think Portnoy's creator sits through children's theater matinees--on Saturdays? Or that Norman Mailer faced 'driver's ed' failure, chicken pox or chipped teeth? Fitzgerald's night was so tender because the fender his teen-ager dented happened when Papa was at a story conference. Since Picasso does the painting, Mrs. Picasso did the toilet training. And if Saul Bellow, National Book Award winner, invited thirty-three for Thanksgiving Day dinner, I'll bet he had help. I'm sure Henry Moore was never a Cub Scout leader, and Leonard Bernstein never instructed a tricycler On becoming a bicycler just before he conducted. Tell me again my anatomy is not necessarily my destiny, tell me my hang-up is a personal and not a universal quandary, and I'll tell you no muse is a good muse unless she also helps with the laundry.

This is the lie that is at the heart of our society, the lie that encourages every form of destructive self-indulgence to flourish: for while we ascribe our conduct to pressures from without, we obey the whims that well up from within, thereby awarding ourselves carte blanche to behave as we choose. Thus we feel good about behaving badly.

And we know for a fact that the corollary holds true—that religion has caused innumerable people not just to conduct themselves no better than others, but to award themselves permission to behave in ways that would make a brothel-keeper or an ethnic cleanser raise an eyebrow.

[People] ask themselves, what is suitable for my position? What is usually done by persons of my station and percuniary circumstances? Or (worse still) what is usually done by persons of a station and circumstances superior to mine? I do not mean that they choose what is customary in preference to what suits their own inclinations. It does not occur to them to have any inclination, except for what is customary. Thus the mind itself is bowed to the yoke: even in what people do for pleasure, conformity is the first thing thought of; they like in crowds; they exercise choice only among things that are commonly done: peculiarity of taste, eccentricity of conduct, are shunned equally with crimes: until by dint of not following their own nature they have no nature to follow: their human capacities are withered and starved: they become incapable of any strong wishes or native pleasures, and are generally without either opinions or feelings of home growth, or properly their own.

We believe with certainty that an ethical life can be lived without religion. And we know for a fact that the corollary holds true—that religion has caused innumerable people not just to conduct themselves no better than others, but to award themselves permission to behave in ways that would make a brothel-keeper or an ethnic cleanser raise an eyebrow.

During World War II, the University of Minnesota’s Laboratory of Physiological Hygiene conducted what scientists and relief workers still regard today as a benchmark study of starvation. Partly funded by religious groups, including the Society of Friends, the study was intended to help the Allies cope with released concentration-camp internees, prisoners of war, and refugees. The participants were all conscientious objectors who volunteered to lose 25 percent of their body weight over six months. The experiment was supervised by Dr. Ancel Keys (for whom the K-ration was named). The volunteers lived a spare but comfortable existence at a stadium on the campus of the University of Minnesota.

I also was proud to represent John Thompson, a Louisiana man who had been wrongfully convicted of murder and sentenced to death. Two of my partners had represented Thompson pro bono for decades, and they had uncovered DNA evidence that proved his innocence. Tragically, the Louisiana district attorney’s office had deliberately suppressed the DNA evidence, and Thompson spent eighteen years of his life imprisoned for a crime he did not commit. He was released, and he subsequently sued the DA’s office for their wrongful conduct. A jury awarded him $14 million, and I helped represent Thompson on appeal.

POLLARD had known better, but instead of pulling rank and insisting that his officers carry out his proposal to sail for the Society Islands, he embraced a more democratic style of command. Modern survival psychologists have determined that this “social”—as opposed to “authoritarian”—form of leadership is ill suited to the early stages of a disaster, when decisions must be made quickly and firmly. Only later, as the ordeal drags on and it is necessary to maintain morale, do social leadership skills become important. Whalemen in the nineteenth century had a clear understanding of these two approaches. The captain was expected to be the authoritarian, what Nantucketers called a fishy man. A fishy man loved to kill whales and lacked the tendency toward self-doubt and self-examination that could get in the way of making a quick decision. To be called “fishy to the backbone” was the ultimate compliment a Nantucketer could receive and meant that he was destined to become, if he wasn’t already, a captain. Mates, however, were expected to temper their fishiness with a more personal, even outgoing, approach. After breaking in the green hands at the onset of the voyage—when they gained their well-deserved reputations as “spit-fires”—mates worked to instill a sense of cooperation among the men. This required them to remain sensitive to the crew’s changeable moods and to keep the lines of communication open. Nantucketers recognized that the positions of captain and first mate required contrasting personalities. Not all mates had the necessary edge to become captains, and there were many future captains who did not have the patience to be successful mates. There was a saying on the island: “[I]t is a pity to spoil a good mate by making him a master.” Pollard’s behavior, after both the knockdown and the whale attack, indicates that he lacked the resolve to overrule his two younger and less experienced officers. In his deference to others, Pollard was conducting himself less like a captain and more like the veteran mate described by the Nantucketer William H. Macy: “[H]e had no lungs to blow his own trumpet, and sometimes distrusted his own powers, though generally found equal to any emergency after it arose. This want of confidence sometimes led him to hesitate, where a more impulsive or less thoughtful man would act at once. In the course of his career he had seen many ‘fishy’ young men lifted over his head.” Shipowners hoped to combine a fishy, hard-driving captain with an approachable and steady mate. But in the labor-starved frenzy of Nantucket in 1819, the Essex had ended up with a captain who had the instincts and soul of a mate, and a mate who had the ambition and fire of a captain. Instead of giving an order and sticking with it, Pollard indulged his matelike tendency to listen to others. This provided Chase—who had no qualms about speaking up—with the opportunity to impose his own will. For better or worse, the men of the Essex were sailing toward a destiny that would be determined, in large part, not by their unassertive captain but by their forceful and fishy mate.

NO MUSE IS GOOD MUSE -by Rochelle Distelheim To be an Artist you need talent, as well as a wife who washes the socks and the children, and returns phone calls and library books and types. In other words, the reason there are so many more Men Geniuses than Women Geniuses is not Genius. It is because Hemingway never joined the P.T.A. And Arthur Rubinstein ignored Halloween. Do you think Portnoy's creator sits through children's theater matinees--on Saturdays? Or that Norman Mailer faced 'driver's ed' failure, chicken pox or chipped teeth? Fitzgerald's night was so tender because the fender his teen-ager dented happened when Papa was at a story conference. Since Picasso does the painting, Mrs. Picasso did the toilet training. And if Saul Bellow, National Book Award winner, invited thirty-three for Thanksgiving Day dinner, I'll bet he had help. I'm sure Henry Moore was never a Cub Scout leader, and Leonard Bernstein never instructed a tricycler On becoming a bicycler just before he conducted. Tell me again my anatomy is not necessarily my destiny, tell me my hang-up is a personal and not a universal quandary, and I'll tell you no muse is a good muse unless she also helps with the laundry. -Rochelle Distelheim ===============================

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

Worldly morality and love for Krishna. (18/43 Mall Road, Kanpur, December 1, 1927)   Bless me so that I can dedicate my life to fulfilling Śrī Bhaktivinoda Ṭhākura’s desire and glorifying the Supreme Lord, which is the goal of Śrīmad-Bhāgavatam. Śrī Gaurasundara has been established at Kurukṣetra, which is a center for vipralambha-rasa. His service has now been introduced at Naimiṣāraṇya, which is the place for Bhāgavata recitation. Next year, Śrī Gaurasundara may be installed in Vṛndāvana. I have visited Puṣkara, Dvārakā, Gopīsarovara, Prabhāsa, Sudāmāpurī, and Avantipura. Yet, even after seeing these seven major holy places that award liberation, I am not being liberated because of not engaging in the service of all of you. It is not that I do not have a desire to serve Lord Krishna in a liberated state. Since today I remembered the Bhagavad-gītā verses, api cet suduracāra (9.30), sarvadharmān parityajya (18.66), yat karoṣi yad aśnāsī (9.27), and yā prītiravivekīnāṁ, as well as the Śrīmad-Bhāgavatam verse, janmādasya (1.1.1), I wrote this letter to disturb you. Ethical principles and moral rules are best according to material considerations. I have no second opinion about this. But since love of Krishna is most relishable, moral rules are not superior to nor more relishable than Krishna. In fact, there is no comparison. Many people do not like the way Lord Krishna forcibly killed the washerman in Mathurā and took away the clothes, garlands, etc., They may think that sincere premika bhaktas, who are under the shelter of the transcendental parakīya-rasa, are less ethical, but love for Hari has such a wonderful power that even a greatly delightful moral standard becomes dim in front of it. The code of conduct that is found when one becomes absorbed in service to Krishna, giving up all impediments that come in its way and are born of “a sense of duty,” should be ardently respected. Unless a chanter is considerate, he does not attain devotional service, and if devotional service is not attained, then a mundane sense of duty and a doubting temperament do not go away.

League of Legends has become well known for at least two things: proving the power of the free-to-play model in the West and a vicious player community.”[lxxix] To combat the trolls, the game creators designed a reward system leveraging Bandura’s social learning theory, which they called Honor Points (figure 23). The system gave players the ability to award points for particularly sportsmanlike conduct worthy of recognition. These virtual kudos encouraged positive behavior and helped the best and most cooperative players to stand out in the community. The number of points earned was highly variable and could only be conferred by other players. Honor Points soon became a coveted marker of tribe-conferred status and helped weed out trolls by signaling to others which players should be avoided.

Misconduct, or non-conforming behaviour, as it is sometimes called, can be tackled in many ways such as counseling, warning, etc. In extreme cases such as, criminal breach of trust, theft, fraud, etc. the employer is also at liberty to initiate action against the employee, if the misconduct of the latter falls within the purview of the penal provisions of the law of the land. However such proceedings generally conducted by the State agencies, are time consuming and call for a high degree of proof. In addition to the above option, the employer also has an option to deal with the erring employee within the terms of employment. In such an eventuality, the employee may be awarded any penalty which may vary from the communication of displeasure, to the severance of the employer-employee relationship i.e. dismissal from service. Disciplinary authorities play a vital role in this context. Efficiency of the disciplinary authorities is an essential pre-requisite for the effective functioning of the reward and punishment function, more specifically the latter half of it.3. There was a time when the employer was virtually free to hire and fire the employees. Over a period of time, this common law notion has gone. Today an employer can inflict punishment on an employee only after following some statutory provisions depending upon the nature of the organisation.Briefly, the various statutory provisions which govern the actions of different types of organisation are as under: (a) Government: Part XIV of the Constitution relates to the terms of employment in respect of persons appointed in connection with the affairs of the State. Any action against the employees of the Union Government and the State Governments should conform to these Constitutional provisions, which confer certain protections on the 1

In his opinion, Mrs. Palin had conducted herself with dignity and I had not. (I’m pretty sure Tom’s only claim to expertise is that he oversees a website where people guess incorrectly who might win show biz awards.) There was a patronizing attitude behind Tom’s comments that I certainly don’t think he would have applied to a male comedian. Chris Rock was touring at the time and he was literally calling George W. Bush “retarded” in his act. I don’t think Tom something would have expressed disappointment that Chris was not conducting himself sweetly. I learned how incredibly frustrating it is to watch someone talk smack about you and not be able to respond. This kind of anger, I suspect, is the main thing Mrs. Palin and I have in common.

I went to Pakistan Army, in the war of 1965, to sacrifice my life for my beloved Pakistan, without thinking that I was still a teenager of fourteen years old; however, I managed to enter the Pakistan Army, as the MT driver; I got a short training within six months, but when that war went stop; I felt nothing to stay there. On my awkward conduct, Pakistan Army let me go; however, after a short break, all were allowed to leave the Army. I left the Army and started my study again; after my graduation, I went to Karachi for higher education and a bright career. I had forgotten the Army service. When I was an assistant editor in Daily Aaghaz Karachi, I received a letter from my elder brother, in 1974, who resided in Larkana. He wrote that the Pakistan Army had awarded me a Tamgha-e-Jang (A War Medal). I became surprised that the Army gave me the medal after nine years. However, it was an exceptional pleasure and honor that such an incredible institution rewarded me with a war medal. The pics, display that war medal, which executes a proud feeling of pride and dignity. Some news cuttings, from my document file; several newspapers published that, including Daily Jang, Karachi.

What’s the first thing you do now before you visit a new restaurant for the first time or book a hotel room online? You probably ask a friend for a recommendation or you check out the reviews online. Now more than ever, the story your customers tell about you is a big part of your story. Word of mouth is accelerated and amplified. Trust is built digitally beyond the village. Reputations are built and lost in a moment. Opinions are no longer only shared one to one; they are broadcasted one to many, through digital channels. Those opinions live on as clues to your story. The cleanliness of your hotel bathrooms is no longer a secret. Guests’ unedited photos are displayed alongside a hotel brochure’s digital glossies. TripAdvisor ratings are proudly displayed by hotels and often say more about the standards guests can expect than do other, more established star ratings systems, such as the Forbes Travel Guide‘s ratings. Once-invisible brands and family-run hotels have had their businesses turned around by the stories their customers tell about them. “With 50 million reviews and counting, [TripAdvisor] is shaking the travel industry to its core.” —Nathan Labenz It turns out that people are more likely to trust the stories other people tell about you than to trust the well-lit Photoshopped images in your brochure. Reputation is how your idea and brand story are spread. A survey conducted by Chadwick Martin Bailey found that six in ten cruise customers said “they were less likely to book a cruise that received only one star.” There is no marketing more powerful than what one person says to another to recommend your brand. “Don’t waste money on expensive razors.” “Nice hotel; shame about the customer service.” In a world where online reputation can increase a hotel’s occupancy and revenue, trust has become a marketing metric. “[R]eputation has a real-world value.” —Rachel Botsman When we were looking to book a quiet, off-the-beaten-track hotel in Bali, the first place we looked wasn’t with the travel agents or booking.com. I jumped online and found that one of the area’s best-rated hotels on tripadvisor.com wasn’t a five-star resort but a modest family-run, three-star hotel that was punching well above its weight. This little fifteen-room hotel had more than 400 very positive reviews and had won a TripAdvisor Travellers Choice award. The reviews from the previous guests sealed the deal. The little hotel in Ubud was perfect. The reviews didn’t lie, and of course the place was fully booked with a steady stream of guests who knew where to look before taking a chance on a hotel room. Just a few years before, this $50-a-night hotel would have been buried amongst a slew of well-marketed five-star resorts. Today, thanks to a currency of trust, even tiny brands can thrive by doing the right thing and giving their customers a great story to tell.

In her book Leaving Church, former parish priest and award-winning preacher Barbara Brown Taylor describes what it was like to feel her soul slipping away. She says: Many of the things1 that were happening inside of me seemed too shameful to talk about out loud. Laid low by what was happening at Grace-Calvary, I did not have the energy to put a positive spin on anything. . . . Beyond my luminous images of Sunday mornings I saw the committee meetings, the numbing routines, and the chronically difficult people who took up a large part of my time. Behind my heroic image of myself I saw my tiresome perfectionism, my resentment of those who did not try as hard as I did, and my huge appetite for approval. I saw the forgiving faces of my family, left behind every holiday for the last fifteen years, while I went to conduct services for other people and their families. Above all, I saw that my desire to draw as near to God as I could had backfired on me somehow. Drawn to care for hurt things, I had ended up with compassion fatigue. Drawn to a life of servanthood, I had ended up a service provider. Drawn to marry the Divine Presence, I had ended up estranged. . . . Like the bluebirds that sat on my windowsills, pecking at the reflections they saw in the glass, I could not reach the greenness for which my soul longed. For years I had believed that if I just kept at it, the glass would finally disappear. Now for the first time, I wondered if I had devoted myself to an illusion.

I joined the Pakistan Army in the war of 1965 to sacrifice my life for my beloved Pakistan, without thinking that I was still a teenager at fourteen years old. However, I managed to enter the Pakistan Army; I got some short training, but when the war stopped, I felt no desire to stay there. Pakistan Army, let me go for my objectionable conduct. However, after a short break, all others were discharged from the Army. I left the Army and started my studies again. After my graduation, I went to Karachi for higher education and a bright career. In 1974, when I was an assistant editor at Daily Aaghaz Karachi, I received a letter from my elder brother, who lived in Larkana; he wrote that the Pakistan Army awarded me a Tamgha-e-Jang (a war medal). I was surprised that the Army gave me the medal after nine years; however, it was an exceptional pleasure and honour that such an incredible institution rewarded me with a war medal.

Woodard was riding at the back of a Greyhound bus, because that is where Black people traveling through the South sat in 1946, no matter what they had done for their country. He proudly wore his green army uniform. Three stripes on each arm showed his rank. He had four medals pinned on his chest. There was a Good Conduct Medal, an American Campaign Medal, a World War II Victory Medal, and a battle star Asiatic-Pacific Campaign Medal. He was awarded the last one for bravery.

Woodard was riding at the back of a Greyhound bus, because that is where Black people traveling through the South sat in 1946, no matter what they had done for their country. He proudly wore his green army uniform. Three stripes on each arm showed his rank. He had four medals pinned on his chest. There was a Good Conduct Medal, an American Campaign Medal, a World War II Victory Medal, and a battle star Asiatic-Pacific Campaign Medal. He was awarded the last one for bravery. When the bus arrived at a rest stop in a South Carolina town now known as Batesburg-Leesville, Police Chief Lynwood Shull and his officers dragged Woodard off the bus. The bus driver hadn’t liked the way Woodard asked to use the restroom fifty-four miles back, outside of Augusta. So, when the bus got to the town, the driver called the police, even though he and Woodard hadn’t shared two words since that stop. The police demanded to see Woodard’s discharge papers. Then the cops forced him into an alley, where they beat him savagely. For good measure, the police chief used his baton to gouge Woodard’s eye sockets until both eyeballs ruptured beyond repair. Woodard was blind from that day forward. He was twenty-seven. And remember, all this happened while he was wearing the very uniform that identified his service to his country

The system gave players the ability to award points for particularly sportsmanlike conduct worthy of recognition. These virtual kudos encouraged positive behavior and helped the best and most cooperative players to stand out in the community. The number of points earned was highly variable and could only be conferred by other players. Honor Points soon became a coveted marker of tribe-conferred status and helped weed out trolls by signaling to others which players should be avoided.

The reasons for cooperatives’ success should be obvious by now, but they are worth reiterating: “The major basis for cooperative success…has been superior labor productivity. Studies comparing square-foot output have repeatedly shown higher physical volume of output per hour, and others…show higher quality of product and also economy of material use.”118 Hendrik Thomas concludes from an analysis of Mondragon that “Productivity and profitability are higher for cooperatives than for capitalist firms. It makes little difference whether the Mondragon group is compared with the largest 500 companies, or with small- or medium-scale industries; in both comparisons the Mondragon group is more productive and more profitable.”119 As we have seen, recent research has arrived at the same conclusions. It is a truism by now that worker participation tends to increase productivity and profitability. Research conducted by Henk Thomas and Chris Logan corroborates these conclusions. “A frequent but unfounded criticism,” they observe, “of self-managed firms is that workers prefer to enjoy a high take-home pay rather than to invest in their own enterprises. This has been proven invalid…in the Mondragon case… A comparison of gross investment figures shows that the cooperatives invest on average four times as much as private enterprises.” After a detailed analysis they also conclude that “there can be no doubt that the [Mondragon] cooperatives have been more profitable than capitalist enterprises.”120 Recent data indicate the same thing.121 One particularly successful company, Irizar, which was mentioned earlier, has been awarded prizes for being the most efficient company in its sector; in Spain it has ten competitors, but its market share is 40 percent. The same level of achievement is true of its subsidiaries, for instance in Mexico, where it had a 45 percent market share in 2005, six years after entering the market. An author comments that “the basis for this increased efficiency appears to be linked directly to the organization’s unique participatory and democratic management structure.”122 A major reason for all these successes is Mondragon’s federated structure: the group of cooperatives has its own supply of banking, education, and technical support services. The enormous funds of the central credit union, the Caja Laboral Popular, have likewise been crucial to Mondragon’s expansion. It proves that if cooperatives have access to credit they are perfectly capable of being far more successful than private enterprises.

Yes, but you see, I am responsible. And I shall go on being responsible. There’s no way out of responsibility once it has become your lot.’ ‘Couldn’t you look on me as a sort of good conduct prize? An award for your constancy?’ ‘Do you think I could take you as lightly as that?’ She shrugged. ‘Most men do. Men with wives. Most of them are so famously married that they think they deserve a treat. Men who have everything. The day comes when they reckon they’ve done such a splendid job that they can take on a mistress as well. The difference being that the men have someone to go home to and the mistress is left alone.’ ‘How do you know all this?

To address this challenge, Netflix built elaborate algorithms to suggest older titles to its customers. Over time, these algorithms got better and better. But never satisfied, Netflix conducted a very public contest that awarded a $1 million prize to anyone who could improve on their recommendation model (called Cinematch) by 10 percent. As an example of how far Netflix had come, it took three years for someone to improve what it had already built, and Netflix awarded the $1 million prize to a group from AT&T that finally did it.