Conflict Management Quotes

I feel an ache in my throat, but I manage to smile. Two conflicting desires go through me at the same time, each as sharp as a razorblade: I want to see you grow up and Don't ever change.

Forget what hurt you in the past, but never forget what it taught you. However, if it taught you to hold onto grudges, seek revenge, not forgive or show compassion, to categorize people as good or bad, to distrust and be guarded with your feelings then you didn’t learn a thing. God doesn’t bring you lessons to close your heart. He brings you lessons to open it, by developing compassion, learning to listen, seeking to understand instead of speculating, practicing empathy and developing conflict resolution through communication. If he brought you perfect people, how would you ever learn to spiritually evolve?

Silence isn't always agreement. Sometimes people no longer argue because they no longer care.

The look Anthony shot at his sister was so comically malevolent Simon nearly laughed. He managed to restrain himself, but mostly just because he was fairly certain that any show of humor would cause Anthony's fist to lose its battle with his brain, with Simon's face emerging as the conflict's primary casualty.

Instead of waiting for a leader you can believe in, try this: Become a leader you can believe in.

I have no idea whether parents can be of help, and I do not blame mine. It was my own affair to come to terms with myself and to find my own way, and like most well-brought-up children, I managed it badly. Everyone goes through this crisis. For the average person this is the point when the demands of his own life come into the sharpest conflict with his environment, when the way forward has to be sought with the bitterest means at his command. Many people experience the dying and rebirth - which is our fate - only this once during their entire life. Their childhood becomes hollow and gradually collapses, everything they love abandons them and they suddenly feel surrounded by the loneliness and mortal cold of the universe. Very many are caught forever in this impasse, and for the rest of their lives cling painfully to an irrevocable past, the dream of the lost paradise - which is the worst and most ruthless of dreams.

Never strike out of anger if at all possible, this will give your enemy the advantage and strengthen his resolve and psyche

You can’t sell it outside if you can’t sell it inside.

There are so many things I want to tell her, so many things she doesn't know; like how I remember when she first came home from the hospital, a big pink blob with a perma-smile, and she used to fall asleep while grabbing on to my pinter finger; how I sued to give her piggyback rides up and down the beach on Cape Cod, and she would tub on my ponytail to direct me one way or the other; how soft and furry her head was when she was first born; that the first time you kiss someone you'll be nervous, and it will be weird, and it won't be as good as you want it to be, and that's okay; how you should only fall in love with people who will fall in love back... I feel an ache in my throat, but i manage to smile. Two conflicting desires go through me at the same time, each as sharp as a razor blade: I want to see you grow up and Don't ever change.

The purpose of leadership is to change the world around you in the name of your values, so you can live those values more fully.

It is very important to understand why those annoying people annoy you and then figure out where that fits into your world.

The human heart harbors two conflicting sentiments. Everyone of course sympathizes with people who suffer misfortunes. Yet when those people manage to overcome their misfortunes, we feel a certain disappointment. We may even feel (to overstate the case somewhat) a desire to plunge them back into those misfortunes. And before we know it, we come (if only passively) to harbor some degree of hostility toward them.

To be on the same page, we need to be in the same book.

Grit, persistence, adaptability, financial literacy, interview skills, human relationships, conversation, communication, managing technology, navigating conflicts, preparing healthy food, physical fitness, resilience, self-regulation, time management, basic psychology and mental health practices, arts, and music—all of these would help students and also make school seem much more relevant. Our fixation on college readiness leads our high school curricula toward purely academic subjects and away from life skills. The purpose of education should be to enable a citizen to live a good, positive, socially productive life independent of work.

When too many conflicting ideas about your existence start crossing your mind, try to look at the positives of your past endeavors and how successfully you managed to handle a demanding situation.

When you’re a manager, you work for your company. When you’re a leader, your company works for you.

The most tragic cause of social disharmony is when the speed with which people find mistakes of others outweighs their simple belief that they too are infallible!

I wish we'd be able to deliver our message at the global level on the need to recognize the past genocides in order to prevent new ones. Our message of peace and justice will hopefully reach every corner of the world.

Profitability. Growth. Quality. Exceeding customer expectations. These are not examples of values. These are examples of corporate strategies being sold to you as values.

The first step to solving any problem is to accept one’s own accountability for creating it.

Work/life balance is not about escaping work. It’s about living exactly the way you want to when you’re at work.

Raise your vibration, Not your tone of voice.. You gain inspiration, For Peace is a choice.

What first separates a leader from a normal human being? A leader knows who they are as a human being.

True leaders live their values everywhere, not just in the workplace.

If we are going to live with our deepest differences then we must learn about one another.

I don’t think anyone ever gets completely used to conflict. If it’s not a little uncomfortable, then it’s not real. The key is to keep doing it anyway

Atwater knew — as did everyone at Style, though by some strange unspoken consensus it was never said aloud — that this was the single great informing conflict of the American psyche. The management of insignificance. It was the great syncretic bond of US monoculture.

Even after centuries of human interacting, children still continue to rebel against their parents and siblings. Young marrieds look upon their in-laws and parents as obstacles to their independence and growth. Parents view their children as selfish ingrates. Husbands desert their wives and seek greener fields elsewhere. Wives form relationships with heroes of soap operas who vicariously bring excitement and romance into their empty lives. Workers often hate their bosses and co-workers and spend miserable hours with them, day after day. On a larger scale, management cannot relate with labour. Each accuses the other of unreasonable self-interests and narrow-mindedness. Religious groups often become entrapped, each in a provincial dogma resulting in hate and vindictiveness in the name of God. Nations battle blindly, under the shadow of the world annihilation, for the realization of their personal rights. Members of these groups blame rival groups for their continual sense of frustration, impotence, lack of progress and communication. We have obviously not learned much over the years. We have not paused long enough to consider the simple truth that we humans are not born with particular attitudinal sets regarding other persons, we are taught into them. We are the future generation's teachers. We are, therefore, the perpetrators of the confusion and alienation we abhor and which keeps us impotent in finding new alternatives. It is up to us to diligently discover new solutions and learn new patterns of relating, ways more conducive to growth, peace, hope and loving coexistence. Anything that is learned can be unlearned and relearned. In this process called change lies our real hope.

When rewards come from an external source instead of an internal source, they’re unreliable, which means they’re dangerous if you grow to depend on them.

The first step out of the gate has to be knowing where you want to end up. What do you really want from your company?

Organizations like the UN do a lot of good, but there are certain basic realities they never seem to grasp ...Maybe the most important truth that eludes these organizations is that it's insulting when outsiders come in and tell a traumatized people what it will take for them to heal. You cannot go to another country and make a plan for it. The cultural context is so different from what you know that you will not understand much of what you see. I would never come to the US and claim to understand what's going on, even in the African American culture. People who have lived through a terrible conflict may be hungry and desperate, but they are not stupid. They often have very good ideas about how peace can evolve, and they need to be asked. That includes women. Most especially women ... To outsiders like the UN, these soldiers were a problem to be managed. But they were our children.

Who wouldn’t appreciate maintenance free, guaranteed fresh, organic and self-cleaning relationships!  We want the happily ever after of fairy tales and the conflict-free marriages that only exist in televised fantasies.  Real relationships take time, energy, and daily care and feeding

The worst thing in your own development as a leader is not to do it wrong. It’s to do it for the wrong reasons.

Amateurs practice until they get it right. Professionals practice until they can’t get it wrong.

Values are the individual biases that allow you to decide which actions are true for you alone.

Values are deeply held personal beliefs that form your own priority code for living.

Raise your thoughts, not your fists.

Finding Money Maturity means resolving your inner conflicts around money. It really comes down to discovering a sense of ease around money.

Fierce love speaks to the energy that flows through a relationship. Energy keeps a relationship vital.  Fierce denotes a powerful energetic force that is present in our conversations, during lovemaking, even during a relaxing game of cards. We see our relationship as a living breathing being, a being with a pulse, needs, and a purpose.  Your job is to keep this being fed, energized, and vitally alive.  

In trying to explain this linkage, I was inspired by a traditional African tool that has three legs and a basin to sit on. To me the three legs represent three critical pillars of just and stable societies. The first leg stands for democratic space, where rights are respected, whether they are human rights, women's rights, children's rights, or environmental rights. The second represents sustainable and equitable management and resources. And the third stands for cultures of peace that are deliberately cultivated within communities and nations. The basin, or seat, represents society and its prospects for development. Unless all three legs are in place, supporting the seat, no society can thrive. Neither can its citizens develop their skills and creativity. When one leg is missing, the seat is unstable; when two legs are missing, it is impossible to keep any state alive; and when no legs are available, the state is as good as a failed state. No development can take place in such a state either. Instead, conflict ensues.

Inside mind there are two parts: the controlling mind (ego), and the relaxed but aware mind (self). The controlling mind is the overthinking mind. It is the ego. It tries too much and has many doubts and conflicts. It overthinks and overdoes. It is full with excessive possessiveness and attachments. On the other-hand, the relaxed but aware mind has the natural ability to face and overcome the problems of life with awareness and efficiency.

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

A manager’s emotional commitment is the ultimate trigger for their discretionary effort, worth more than financial, intellectual & physical commitment combined.

The myth of management is that your personal values are irrelevant or inappropriate at work.

Being relevant to your customers only when you’re trying to sell something means choosing to be irrelevant to them for the rest of the time.

Success means: I want to know the work I do means something to somebody and helps make the world, if not a Better place, not a worse one.

It’s impossible for a company to get what it wants most if managers have to make a choice between their own values and company priorities.

Your values are your essence: an undistorted mirror showing you at your pure, attractive best.

Success for Managers means: I want to be in healthy relationships. I want a real connection with people I spend so much time with.

Careful now: even a financially rewarding, intellectually stimulating work environment isn’t the same as living your own values.

Leaders don't pray to God for money. They simply ask for His grace to solve problems. By solving problems, the money comes.

Some problems are imaginary and not real.

Leaders prioritize what they want.

How one treats another one, determines success.

Actions undertaken in anger, only result in pain, sorrow, and regret.

Conflicts are expensive.

Compromise makes relationships survive.

Change is constant.

Time well-spent is life well-lived.

Good times don’t last and bad times don’t stay forever.

Relationships are built on trust.

Sometimes, changing circumstances also changes relationships.

If you feel like a nearly-drowned rat that’s been dragged through the mud, all twisted up inside your mother’s borrowed, prized quilt, having been tossed about by gale force winds that managed to entangle you in barbed wire one-thousand miles from your goal in the middle of a hot, barren nowhere void of any basic necessities―then congratulations! You’re no observer but an actual participant in the game of life! Stand up and keep living.

When a child reaches adolescence, there is very apt to be a conflict between parents and child, since the latter considers himself to be by now quite capable of managing his own affairs, while the former are filled with parental solicitude, which is often a disguise for love of power. Parents consider, usually, that the various moral problems which arise in adolescence are peculiarly their province. The opinions they express, however, are so dogmatic that the young seldom confide in them, and usually go their own way in secret.

A company can’t buy true emotional commitment from managers no matter how much it’s willing to spend; this is something too valuable to have a price tag. And yet a company can’t afford not to have it.

The paradoxical intercourse of audience and celebrity. The suppressed awareness that the whole reason ordinary people found celebrity fascinating was that they were not, themselves, celebrities. That wasn't quite it. (....) It was more the deeper, more tragic and universal conflict of which the celebrity paradox was a part. The conflict between the subjective centrality of our own lives versus our awareness of its objective insignificance. Atwater knew - as did everyone at Style, though by some strange unspoken consensus it was never said aloud - that this was the single great informing conflict of the American psyche. The management of insignificance. It was the great syncretic bond of US monoculture. It was everywhere, at the root of everything - of impatience in long lines, of cheating on taxes, of movements in fashion and music and art, of marketing. In particular, he thought it was alive in the paradoxes of audience. It was the feeling that celebrities were your intimate friends, coupled with the inchoate awareness that that untold millions of people felt the same way - and that the celebrities themselves did not. Atwater had had contact with a certain number of celebrities (there was no way to avoid it at BSG), and they were not, in his experience, very friendly or considerate people. Which made sense when one considered that celebrities were not actually functioning as real people at all, but as something more like symbols of themselves.

When you engage in an argument. Always remember that crazy people see themselves as normal. In their mind there is nothing wrong with them or what they are doing . Only normal people see them being crazy.

Our greatest conflicts and barriers exist in our minds and in the way we deal with our fears. It is pointless even to try to control that which cannot be controlled. What we can manage is how we approach and respond to our uncertainties.

Suppose we were planning to impose a dictatorial regime upon the American people—the following preparations would be essential: 1. Concentrate the populace in megalopolitan masses so that they can be kept under close surveillance and where, in case of trouble, they can be bombed, burned, gassed or machine-gunned with a minimum of expense and waste. 2. Mechanize agriculture to the highest degree of refinement, thus forcing most of the scattered farm and ranching population into the cities. Such a policy is desirable because farmers, woodsmen, cowboys, Indians, fishermen and other relatively self-sufficient types are difficult to manage unless displaced from their natural environment. 3. Restrict the possession of firearms to the police and the regular military organizations. 4. Encourage or at least fail to discourage population growth. Large masses of people are more easily manipulated and dominated than scattered individuals. 5. Continue military conscription. Nothing excels military training for creating in young men an attitude of prompt, cheerful obedience to officially constituted authority. 6. Divert attention from deep conflicts within the society by engaging in foreign wars; make support of these wars a test of loyalty, thereby exposing and isolating potential opposition to the new order. 7. Overlay the nation with a finely reticulated network of communications, airlines and interstate autobahns. 8. Raze the wilderness. Dam the rivers, flood the canyons, drain the swamps, log the forests, strip-mine the hills, bulldoze the mountains, irrigate the deserts and improve the national parks into national parking lots. Idle speculations, feeble and hopeless protest. It was all foreseen nearly half a century ago by the most cold-eyed and clear-eyed of our national poets, on California’s shore, at the end of the open road. Shine, perishing republic.

Most dissociative parts influence your experience from the inside rather than exert complete control, that is, through passive influence. * In fact, many parts never take complete control of a person, but are only experienced internally. * Frequent switching may be a sign of severe stress and inner conflict in most individuals.

No one completes us.  No one is our missing piece, our other half.  We complete ourselves or fail to.   No one else could be successful in that role because each of us is utterly unique.  There isn’t another “you” anywhere on this planet.  If you somehow feel incomplete, the answers aren’t out there somewhere.  The answers are in the room.  You have them.  

Living through enough, we all come to this understanding, though it is difficult to accept: No matter what path we choose to honor, there will always be conflict to negotiate. If we choose to avoid all conflict with others, we will eventually breed a poisonous conflict within ourselves. Likewise, if we manage to attend our inner lives, who we are will — sooner or later — create some discord with those who would rather have us be something else.

The Sun Tzu School (which wrote the Art of War) surely never imagined that their antiwar, pro-empire treatise would become known and accepted after the fall of the first empire as a text on military tactics. Likewise, they would have been surprised to see the Ping-fa military metaphor—an inspired teaching device—come to be seen as the message and not the medium.

The fundamental conflict in the spiritual quest is that ego desires spiritual enlightenment, but ego can never achieve spiritual enlightenment. Self cannot achieve no-self. That’s why anyone who wants to sell enlightenment must first reduce it to more manageable proportions; to something ego can achieve. Enlightenment Lite: Less demanding, feels great. Enlitenment.

Investors are people with more money than time. Employees are people with more time than money. Entrepreneurs are simply the seductive go-betweens. Startups are business experiments performed with other people’s money. Marketing is like sex: only losers pay for it.” “Company culture is what goes without saying. There are no real rules, only laws. Success forgives all sins. People who leak to you, leak about you. Meritocracy is the propaganda we use to bless the charade. Greed and vanity are the twin engines of bourgeois society. Most managers are incompetent and maintain their jobs via inertia and politics. Lawsuits are merely expensive feints in a well-scripted conflict narrative between corporate entities. Capitalism is an amoral farce in which every player—investor, employee, entrepreneur, consumer—is complicit.

When people lie, they are juggling multiple narratives: what they know to be true, what they want to be true, what they are presenting as true, and all the emotions that go along with each—fear, anger, guilt, hope. All the while, they are trying to project a credible image of themselves, which suddenly becomes very, very difficult. Their beliefs and feelings are in conflict with themselves and each other.29 Managing all this conflict—conscious and unconscious, psychological and physiological—removes people from the moment.

Without that forgiveness, that peace, no heart is ever happy. There is always an inner struggle. Pain. Only when God has been invited in-to manage one's life, to direct one's thinking, to be in control-can one ever get away from all the conflicts inside. We have to stop struggling against His will before we can find real joy.

Perhaps the reader is astonished by the frankness with which I expose and emphasize my mediocrity; let him remember that frankness is the virtue most appropriate to a defunct. In life, the watchful eye of public opinion, the conflict of interests, the struggle of greed against greed oblige a man to hide his old rags, to conceal the rips and patches, to withhold from the world the revelations that he makes to his own conscience; and the greatest reward comes when a man, in so deceiving others, manages at the same time to deceive himself, for in such case he spares himself shame, which is a painful experience, and hypocrisy, which is a hideous vice. But in death, what a difference! what relief! what freedom! How glorious to throw away your cloak, to dump your spangles in a ditch, to unfold yourself, to strip off all your paint and ornaments, to confess plainly what you were and what you failed to be! For, after all, you have no neighbors, no friends, no enemies, no acquaintances, no strangers, no audience at all. The sharp and judicial eye of public opinion loses its power as soon as we enter the territory of death. I do not deny that it sometimes glances this way and examines and judges us, but we dead folk are not concerned about its judgment. You who still live, believe me, there is nothing in the world so monstrously vast as our indifference.

I reiterate my dedication to advocating for effective preventive strategies to end gun violence once and for all. In the face of the rising tensions and the widespread proliferation of small arms and light weapons, we call on everyone to join us to build conditions that will make world peace more likely. We all know that the road to building peace goes through ending conflicts and silencing the guns.

He had no illusions about the dangerousness of his mission. He spent the first year meeting with different chiefs of gangs in New York, laying the groundwork, sounding them out, proposing spheres of influence that would be honored by a loosely bound confederated council. But there were too many factions, too many special interests that conflicted. Agreement was impossible. Like other great rulers and lawgivers in history Don Corleone decided that order and peace were impossible until the number of reigning states had been reduced to a manageable number.

Among themselves they quibble over the details. Unions and management agree that we ought to sell the time of our lives in exchange for survival, although they haggle over the price. Marxists think we should be bossed by bureaucrats. Libertarians think we should be bossed by businessmen. Feminists don't care which form bossing takes so long as the bosses are women. Clearly these ideology-mongers have serious differences over how to divvy up the spoils of power. Just as clearly, none of them have any objection to power as such and all of them want to keep us working.

The little boats cannot make much difference to the welfare of Gaza either way, since the materials being shipped are in such negligible quantity. The chief significance of the enterprise is therefore symbolic. And the symbolism, when examined even cursorily, doesn't seem too adorable. The intended beneficiary of the stunt is a ruling group with close ties to two of the most retrograde dictatorships in the Middle East, each of which has recently been up to its elbows in the blood of its own civilians. The same group also manages to maintain warm relations with, or at the very least to make cordial remarks about, both Hezbollah and al-Qaida. Meanwhile, a document that was once accurately described as a 'warrant for genocide' forms part of the declared political platform of the aforesaid group. There is something about this that fails to pass a smell test.

Life is an art of managing conflicts—conflicts between our expectations and perceptions. It is like a tightrope walk. We load our expectations from life on one end of the bar and our perceptions about life on other, and move on the rope, relying on the balance of the stick. Overload, on any end, can fling us down, ruining the remaining journey. Some might survive such falls through repeated mood swings or with emotional breakdowns, while some might go down, diving deep into the bottom of depression.

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

The concept of stewardship is especially relevant to peacemaking. Whenever you are involved in a conflict, God has given you a management opportunity. He has entrusted you with natural abilities and spiritual resources, and his Word clearly explains how he wants you to manage the situation. The more faithfully you follow his instructions, the more likely you are you are to see a proper solution and genuine reconciliation. Moreover, faithful stewarding will leave you with a clear conscience before God, regardless of what the other people do.

ADHD impairments: in brain chemistry dynamics; chronic procrastination due to; in coordination of brain rhythms; delays in brain maturation; as developmental delay or ongoing impairment; executive function clusters affected by fig; frustrations in marriage; how they affect processing of emotions; impact on employment; impacting ability to sustain treatment; impaired brain connectivity; impaired cognitive functioning; James' story on identifying; for managing conflicting or unrecognized emotions; working memory and. See also People with ADHD; specific executive function cluster

Of course, our natural impulse in these [intractable conflict] situations is to fight or flee. To lash out, blame, attack, or challenge someone, or otherwise try to get out and avoid the situation altogether. These responses make perfect sense in the short term, but likely will have little effect on the 5 percent [of conflicts that are intractable]. In fact, they may make matters worse in the long term. So if escaping or resolving this conflict is your goal (and we do not assume this is always the case), we suggest a different approach. And it begins with complicating your life.

Shirt off.” Neil stared at her. “Why?” “I can’t check track marks through cotton, Neil.” “I don’t do drugs.” “Good on you,” Abby said. “Keep it that way. Now take it off.” […] “I want to make this as painless as possible, but I can’t help you if you can’t help me. Tell me why you won’t take off your shirt.” Neil looked for a delicate way to say it. The best he managed was, “I’m not okay.” She put a finger to his chin and turned his face back toward her. “Neil, I work for the Foxes. None of you are okay. Chances are I’ve seen a lot worse than whatever it is you’re trying to hide from me.” Neil’s smile was humorless. “I hope not. “Trust me,” Abby said. “I’m not going to judge you. I’m here to help, remember? I’m your nurse now. That door is closed, and it comes with a lock. What happens in here stays in here.” […] “You can’t ask me about them,” he said at last. “I won’t talk to you about it. Okay?” “Okay,” Abby agreed easily. “But know that when you want to, I’m here, and so is Betsy.” Neil wasn’t going to tell that psychiatrist a thing, but he nodded. Abby dropped her hand and Neil pulled his shirt over his head before he could lose his nerve. Abby thought she was ready. Neil knew she wouldn’t be, and he was right. Her mouth parted on a silent breath and her expression went blank. She wasn’t fast enough to hide her flinch, and Neil saw her shoulders go rigid with tension. He stared at her face as she stared at him, watching her gaze sweep over the brutal marks of a hideous childhood. It started at the base of his throat, a looping scar curving down over his collarbone. A pucker with jagged edges was a finger-width away, courtesy of a bullet that hit him right on the edge of his Kevlar vest. A shapeless patch of pale skin from his left shoulder to his navel marked where he’d jumped out of a moving car and torn himself raw on the asphalt. Faded scars crisscrossed here and there from his life on the run, either from stupid accidents, desperate escapes, or conflicts with local lowlifes. Along his abdomen were larger overlapping lines from confrontations with his father’s people while on the run. His father wasn’t called the butcher for nothing; his weapon of choice was a cleaver. All of his men were well-versed in knife-fighting, and more than one of them had tried to stick Neil like a pig. And there on his right shoulder was the perfect outline of half a hot iron. Neil didn’t remember what he’s said or done to irritate his father so much.

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

here are the main lessons to make each challenge into a source of growth. 1. Don’t avoid conflict, which is your family’s opportunity to learn and grow if you understand where it originates and manage it appropriately. 2. You naturally think compatibility is key to relationship success, and difference brings conflict. In truth, you need enough compatibility to function, but not all that much. What you really need is complementarity to complete you as a person. 3. The culture of a family can get sick from the virus of negativity. This is a basic emotional-management issue, but applied to a group instead of to you as an individual. 4. The secret weapon in all families is forgiveness. Almost all unresolved conflict comes down to unresolved resentment, so a practice of forgiving each other explicitly and implicitly is extremely important. 5. Explicit forgiveness and almost all difficult communication require a policy of honesty. When families withhold the truth, they cannot be close.

When one speaks of religion influencing public policy, the immediate question is, Whose religion? If one subscribes to the notion that this is in some sense a Christian society, then the question becomes, Whose Christianity? Without some basic agreement religiously, the entrance of religion into the public arena would seem to be a formula for open-ended conflict and possible anarchy. Yet, in the absence of a public ethic, we arrive at that point where, in Alisdair MacIntyre's arresting phrase, "politics becomes civil war carried on by other means." MacIntyre believes that we have already reached that point, and he may be right. A major problem, however, is that a public ethic cannot be reestablished unless it is informed by religiously grounded values. . . . It is important to note that, unlike Rousseau, for example, the founders thought the conventional religions could manage this role of ancillary reinforcement. They did not think it necessary to construct a new "civil religion" for the maintenance of republican virtue.

First: breakdown, impossible to sleep, impossible to stay awake, impossible to endure life, or, more exactly, the course of life. The clocks are not in unison; the inner one runs crazily on at a devilish or demoniac or in any case inhuman pace, the outer one limps along at its usual speed. What else can happen but that the two worlds split apart, and they do split apart, or at least clash in a fearful manner. There are doubtless several reasons for the wild tempo of the inner process; the most obvious one is introspection, which will suffer no idea to sink tranquilly to rest but must pursue each one into consciousness, only itself to become an idea, in turn to be pursued by renewed introspection. Secondly: this pursuit, originating in the midst of men, carries one in a direction away from them. The solitude that for the most part has been forced on me, in part voluntarily sought by me –but what was this if not compulsion too? –is now losing all its ambiguity and approaches its dénouement. Where is it leading? The strongest likelihood is, that it may lead to madness; there is nothing more to say, the pursuit goes right through me and rends me asunder. Or I can –can I? –manage to keep my feet somewhat and be carried along in the wild pursuit. Where, then, shall I be brought? ‘Pursuit,’ indeed, is only a metaphor. I can also say, ‘assault on the last earthly frontier’, an assault, moreover, launched from below, from mankind, and since this too is a metaphor, I can replace it by the metaphor of an assault from above, aimed at me from above.

The news filled me with such euphoria that for an instant I was numb. My ingrained self-censorship immediately started working: I registered the fact that there was an orgy of weeping going on around me, and that I had to come up with some suitable performance. There seemed nowhere to hide my lack of correct emotion except the shoulder of the woman in front of me, one of the student officials, who was apparently heartbroken. I swiftly buried my head in her shoulder and heaved appropriately. As so often in China, a bit of ritual did the trick. Sniveling heartily she made a movement as though she was going to turn around and embrace me I pressed my whole weight on her from behind to keep her in her place, hoping to give the impression that I was in a state of abandoned grief. In the days after Mao's death, I did a lot of thinking. I knew he was considered a philosopher, and I tried to think what his 'philosophy' really was. It seemed to me that its central principle was the need or the desire? for perpetual conflict. The core of his thinking seemed to be that human struggles were the motivating force of history and that in order to make history 'class enemies' had to be continuously created en masse. I wondered whether there were any other philosophers whose theories had led to the suffering and death of so many. I thought of the terror and misery to which the Chinese population had been subjected. For what? But Mao's theory might just be the extension of his personality. He was, it seemed to me, really a restless fight promoter by nature, and good at it. He understood ugly human instincts such as envy and resentment, and knew how to mobilize them for his ends. He ruled by getting people to hate each other. In doing so, he got ordinary Chinese to carry out many of the tasks undertaken in other dictatorships by professional elites. Mao had managed to turn the people into the ultimate weapon of dictatorship. That was why under him there was no real equivalent of the KGB in China. There was no need. In bringing out and nourishing the worst in people, Mao had created a moral wasteland and a land of hatred. But how much individual responsibility ordinary people should share, I could not decide. The other hallmark of Maoism, it seemed to me, was the reign of ignorance. Because of his calculation that the cultured class were an easy target for a population that was largely illiterate, because of his own deep resentment of formal education and the educated, because of his megalomania, which led to his scorn for the great figures of Chinese culture, and because of his contempt for the areas of Chinese civilization that he did not understand, such as architecture, art, and music, Mao destroyed much of the country's cultural heritage. He left behind not only a brutalized nation, but also an ugly land with little of its past glory remaining or appreciated. The Chinese seemed to be mourning Mao in a heartfelt fashion. But I wondered how many of their tears were genuine. People had practiced acting to such a degree that they confused it with their true feelings. Weeping for Mao was perhaps just another programmed act in their programmed lives. Yet the mood of the nation was unmistakably against continuing Mao's policies. Less than a month after his death, on 6 October, Mme Mao was arrested, along with the other members of the Gang of Four. They had no support from anyone not the army, not the police, not even their own guards. They had had only Mao. The Gang of Four had held power only because it was really a Gang of Five. When I heard about the ease with which the Four had been removed, I felt a wave of sadness. How could such a small group of second-rate tyrants ravage 900 million people for so long? But my main feeling was joy. The last tyrants of the Cultural Revolution were finally gone.

Bruce has wrestled with his moods, and a psyche genetically prone to extremes, for most of his adult life. Decades of psychotherapy helped reveal and cast light on some of his most primal traumas and conflicts, but his raw moods, and occasional descents into full-blown depression, never quite went away. "You go through periods of being good, then something stimulates it," he says. "The clock, some memory. You never know. The mind wants to link all your feelings to a cause. I'm feeling that because I'm doing this, or because that happened." Eventually Bruce realized that his worst moods had nothing to do with what was actually taking place in his life. Awful, stressful things could happen - conflicts, stress, disappointments, death - and he'd be unflappable. Then things would be peaceful and easy and he'd find himself on his knees. "You're going along fine, and then boom, it hits you. Things that just come from way down in the well. Completely noncasual, but it's part of your DNA, part of the way your body cycles." Bruce knows his particular brain chemistry will never leave him completely in the clear. "You manage it, you learn and evolve, but another recognition you gotta have is that these are the cards you were dealt," he says. "These things are never going to be out of your life. You gotta be constantly vigilant and realistic about these things.

Complex operations, in which agencies assume complementary roles and operate in close proximity-often with similar missions but conflicting mandates-accentuate these tensions. The tensions are evident in the processes of analyzing complex environments, planning for complex interventions, and implementing complex operations. Many reports and analyses forecast that these complex operations are precisely those that will demand our attention most in the indefinite future. As essayist Barton and O'Connell note, our intelligence and understanding of the root cause of conflict, multiplicity of motivations and grievances, and disposition of actors is often inadequate. Moreover, the problems that complex operations are intended and implemented to address are convoluted, and often inscrutable. They exhibit many if not all the characteristics of "wicked problems," as enumerated by Rittel and Webber in 1973: they defy definitive formulations; any proposed solution or intervention causes the problem to mutate, so there is no second chance at a solution; every situation is unique; each wicked problem can be considered a symptom of another problem. As a result, policy objectives are often compound and ambiguous. The requirements of stability, for example, in Afghanistan today, may conflict with the requirements for democratic governance. Efforts to establish an equitable social contract may well exacerbate inter-communal tensions that can lead to violence. The rule of law, as we understand it, may displace indigenous conflict management and stabilization systems. The law of unintended consequences may indeed be the only law of the land. The complexity of the challenges we face in the current global environment would suggest the obvious benefit of joint analysis - bringing to bear on any given problem the analytic tools of military, diplomatic and development analysts. Instead, efforts to analyze jointly are most often an afterthought, initiated long after a problem has escalated to a level of urgency that negates much of the utility of deliberate planning.

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

PEACETIME CEO/WARTIME CEO Peacetime CEO knows that proper protocol leads to winning. Wartime CEO violates protocol in order to win. Peacetime CEO focuses on the big picture and empowers her people to make detailed decisions. Wartime CEO cares about a speck of dust on a gnat’s ass if it interferes with the prime directive. Peacetime CEO builds scalable, high-volume recruiting machines. Wartime CEO does that, but also builds HR organizations that can execute layoffs. Peacetime CEO spends time defining the culture. Wartime CEO lets the war define the culture. Peacetime CEO always has a contingency plan. Wartime CEO knows that sometimes you gotta roll a hard six. Peacetime CEO knows what to do with a big advantage. Wartime CEO is paranoid. Peacetime CEO strives not to use profanity. Wartime CEO sometimes uses profanity purposefully. Peacetime CEO thinks of the competition as other ships in a big ocean that may never engage. Wartime CEO thinks the competition is sneaking into her house and trying to kidnap her children. Peacetime CEO aims to expand the market. Wartime CEO aims to win the market. Peacetime CEO strives to tolerate deviations from the plan when coupled with effort and creativity. Wartime CEO is completely intolerant. Peacetime CEO does not raise her voice. Wartime CEO rarely speaks in a normal tone. Peacetime CEO works to minimize conflict. Wartime CEO heightens the contradictions. Peacetime CEO strives for broad-based buy-in. Wartime CEO neither indulges consensus building nor tolerates disagreements. Peacetime CEO sets big, hairy, audacious goals. Wartime CEO is too busy fighting the enemy to read management books written by consultants who have never managed a fruit stand. Peacetime CEO trains her employees to ensure satisfaction and career development. Wartime CEO trains her employees so they don’t get their asses shot off in the battle. Peacetime CEO has rules like “We’re going to exit all businesses where we’re not number one or two.” Wartime CEO often has no businesses that are number one or two and therefore does not have the luxury of following that rule.

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

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

He whirled,almost violently,and stared at her accusingly. "Damn it, Gennie, I've had my head lopped off." It was her turn to stare.Her fingers went numb against the stoneware. Her pulse seemed to stop long enough to make her head swim before it began to race. The color drained from her face until it was like porcelain against the glowing green of her eyes.On another oath, Grant dragged a hand through his hair. "You're spilling the coffee," he muttered, then stuck his hands in his pockets. "Oh." Gennie looked down foolishly at the tiny twin puddles that were forming on the floor,then set down the mugs. "I'll-I'll wipe it up." "Leave it." Grant grabbed her arm before she could reach for a towel. "Listen,I feel like someone's just given me a solid right straight to the gut-the kind that doubles you over and makes your head ring at the same time.I feel that way too often when I look at you." When she said nothing, he took her other arm and shook. "In the first place I never asked to have you walk into my life and mess up my head. The last thing I wanted was for you to get in my way,but you did.So now I'm in love with you, and I can tell you,I'm not crazy about the idea." Gennie found her voice, though she wasn't quite certain what to do with it. "Well," she managed after a moment, "that certainly puts me in my place." "Oh,she wants to make jokes." Disgusted, Grant released her to storm over to the coffee. Lifting a mug, he drained half the contents, perversely pleased that it scalded his throat. "Well, laugh this off," he suggested as he slammed the mug down again and glared. "You're not going anywhere until I figure out what the hell I'm going to do about you." Struggling against conflicting emotions of amusement,annoyance,and simple wonder, she put her hands on her hips. The movement shifted the too-big robe so that it threatened to slip off one shoulder. "Oh,really? So you're going to figure out what to do about me, like I was an inconvenient head cold." "Damned inconvenient," he muttered. "You may not have noticed, but I'm a grown woman with a mind of my own, accustomed to making my own decisions. You're not going to do anything about me," she told him as her temper began to overtake everything else. She jabbed a finger at him,and the gap in the robe widened. "If you're in love with me, that's your problem. I have one of my own because I'm in love with you." "Terrific!" he shouted at her. "That's just terrific.We'd both have been better off if you'd waited out that storm in a ditch instead of coming here." "You're not telling me anything I don't already know," Gennie retorted, then spun around to leave the room. "Just a minute." Grant had her arm again and backed her into the wall. "You're not going anywhere until this is settled." "It's settled!" Tossing her hair out of her face, she glared at him. "We're in love with each other and I wish you'd go jump off that cliff.If you had any finesse-" "I don't." "Any sensitivty," she continued, "you wouldn't announce that you were in love with someone in the same tone you'd use to frighten small children.