Connections Not Competition Quotes

Comparison is the crush of conformity from one side and competition from the other—it’s trying to simultaneously fit in and stand out. Comparison says, “Be like everyone else, but better.

The competitive advantages the marketplace demands is someone more human, connected, and mature. Someone with passion and energy, capable of seeing things as they are and negotiating multiple priorities as she makes useful decisions without angst. Flexible in the face of change, resilient in the face of confusion. All of these attributes are choices, not talents, and all of them are available to you.

Let me be brutally honest. Being an insider, I know exactly how these MBA guys think. And because I know who they really are, I have nothing but utter contempt for these professionals. Now you might think I am stereotyping and generalizing. Yes, I am, indeed. But get this thing straight. Only highly competitive people prepare for these entrance exams to these top-notch B-schools. Only those who have excessive cupidity for money, power and status, only such people enter these highly reputed management colleges. These people don’t have friends, instead, they have connections. It’s all about Moolah. It’s all about usefulness. You scratch my back, and I will scratch yours. You be my ladder, and I will be yours.

YOUTH: Have you become free from all forms of competition? PHILOSOPHER: Of course. I do not think about gaining status or honour, and I live my life as an outsider philosopher without any connection whatsoever to worldly competition. YOUTH: Does that mean you dropped out of competition? That you somehow accepted defeat? PHILOSOPHER: No. I withdrew from places that are preoccupied with winning and losing. When one is trying to be oneself, competition will inevitably get in the way.

The great differentiator going forward, the next frontier for exponential growth, the place where individuals and organizations will find a new and sustainable competitive edge, resides in the area of human connectivity.

He was lonely because he could imagine himself as anything but himself and as anywhere but where he was. His competitiveness and self-centeredness cut him off from any thought of shared life. He wanted to have more because he thought that having more would make him able to live more, and he was lonely because he never thought of the sources, the places, where he was going to get what he wanted to have, or of what his having it might cost others. It was loneliness that sometimes even he felt; you could see it. A self-praiser has got to accept a big loneliness in order to accept a little credit.

While boys create connections through friendly competition, girls create connections by downplaying competition and focusing on similarities.

Competitive connectivity is the arms race of the twenty-first century.

...Nina, uncrumpling a piece of paper from her pocket and smoothing it onto the table. A sketch of Matthias looked back at them. “We need to get out of town as soon as possible.” “Damn it,” Jesper said. “Kaz and Wylan are still in the lead.” He gestured to where they’d pasted up the rest of the wanted posters: Jesper, Kaz, and Inej were all there. Van Eck hadn’t yet dared to plaster Kuwei Yul-Bo’s face over every surface in Ketterdam, but he’d had to maintain the pretense of searching for his son, so there was also a poster offering a reward for Wylan Van Eck’s safe return. It showed his old features, but Jesper didn’t think it was much of a likeness. Only Nina was missing. She’d never met Van Eck, and though she had connections to the Dregs, it was possible he didn’t know of her involvement. Matthias examined the posters. “One hundred thousand kruge!” He shot a disbelieving glower at Kaz. “You’re hardly worth that.” The hint of a smile tugged at Kaz’s lips. “As the market wills it.” “Tell me about it,” said Jesper. “They’re only offering thirty thousand for me.” “Your lives are at stake,” said Wylan. “How can you act like this is a competition?” “We’re stuck in a tomb, merchling. You take the action where you find it

An endless number of these unmade connections exist to this day, especially in the business world. You are surrounded by simple, obvious solutions that can dramatically increase your income, power, influence, and success. The problem is, you just don’t see them. I

The television commercial has mounted the most serious assault on capitalist ideology since the publication of Das Kapital. To understand why, we must remind ourselves that capitalism, like science and liberal democracy, was an outgrowth of the Enlightenment. Its principal theorists, even its most prosperous practitioners, believed capitalism to be based on the idea that both buyer and seller are sufficiently mature, well informed and reasonable to engage in transactions of mutual self-interest. If greed was taken to be the fuel of the capitalist engine, the surely rationality was the driver. The theory states, in part, that competition in the marketplace requires that the buyer not only knows what is good for him but also what is good. If the seller produces nothing of value, as determined by a rational marketplace, then he loses out. It is the assumption of rationality among buyers that spurs competitors to become winners, and winners to keep on winning. Where it is assumed that a buyer is unable to make rational decisions, laws are passed to invalidate transactions, as, for example, those which prohibit children from making contracts...Of course, the practice of capitalism has its contradictions...But television commercials make hash of it...By substituting images for claims, the pictorial commercial made emotional appeal, not tests of truth, the basis of consumer decisions. The distance between rationality and advertising is now so wide that it is difficult to remember that there once existed a connection between them. Today, on television commercials, propositions are as scarce as unattractive people. The truth or falsity of an advertiser's claim is simply not an issue. A McDonald's commercial, for example, is not a series of testable, logically ordered assertions. It is a drama--a mythology, if you will--of handsome people selling, buying and eating hamburgers, and being driven to near ecstasy by their good fortune. No claim are made, except those the viewer projects onto or infers from the drama. One can like or dislike a television commercial, of course. But one cannot refute it.

Being an American boy is a setup. We train boys to believe that the way to become a man is to objectify and conquer women, value wealth and power above all, and suppress any emotions other than competitiveness and rage. Then we are stunned when our boys become exactly what we have trained them to be. Our boys cannot follow our directions, but they are cheating and dying and killing as they try to. Everything that makes a boy human is a “real man’s” dirty secret. Our men are caged, too. The parts of themselves they must hide to fit into those cages are the slices of their humanity that our culture has labeled ‘feminine’—traits like mercy, tenderness, softness, quietness, kindness, humility, uncertainty, empathy, connection. We tell them, ‘Don’t be these things, because these are feminine things to be. Be anything but feminine.’ The problem is that the parts of themselves that our boys have been banished from are not feminine traits; they are human traits. There is no such thing as a feminine quality, because there is no such thing as masculinity or femininity. ‘Femininity’ is just a set of human characteristics a culture pours into a bucket and slaps with the label ‘feminine.’ Gender is not wild, it’s prescribed.

I know certainly, for instance, it's part of the black aesthetic, the whole concept of art as business, art for art's sake, art as the competitive gesture, I connect with a very male-oriented concept of living, as opposed to, and we would call them alternate aesthetics, which include the black aesthetic, the feminist aesthetic, where art and poetry become part and parcel of one's daily living, one's daily expression, the need to communicate, the need to share one's feelings, to develop within oneself the best that is possible. And the definition of art as betterment, I think, is a mainstay of the alternative aesthetics.

The affinities of all the beings of the same class have sometimes been represented by a great tree.I believe this simile largely speaks the truth. The green and budding twigs may represent existing species; and those produced during former years may represent the long succession of extinct species. At each period of growth all the growing twigs have tried to branch out on all sides, and to overtop and kill the surrounding twigs and branches, in the same manner as species and groups of species have at all times overmastered other species in the great battle for life. The limbs divided into great branches, and these into lesser and lesser branches, were themselves once, when the tree was young, budding twigs; and this connection of the former and present buds by ramifying branches may well represent the classification of all extinct and living species in groups subordinate to groups. Of the many twigs which flourished when the tree was a mere bush, only two or three, now grown into great branches, yet survive and bear the other branches; so with the species which lived during long-past geological periods, very few have left living and modified descendants. From the first growth of the tree, many a limb and branch has decayed and dropped off; and these fallen branches of various sizes may represent those whole orders, families, and genera which have now no living representatives, and which are known to us only in a fossil state. As we here and there see a thin straggling branch springing from a fork low down in a tree, and which by some chance has been favoured and is still alive on its summit, so we occasionally see an animal like the Ornithorhynchus or Lepidosiren, which in some small degree connects by its affinities two large branches of life, and which has apparently been saved from fatal competition by having inhabited a protected station. As buds give rise by growth to fresh buds, and these, if vigorous, branch out and overtop on all sides many a feebler branch, so by generation I believe it has been with the great Tree of Life, which fills with its dead and broken branches the crust of the earth, and covers the surface with its ever-branching and beautiful ramifications.

Trivia, as I’ve said before, shouldn’t really be called “trivia.” Facts about history, geography, books, movies, music—this is the stuff that used to be called good old-fashioned “general knowledge,” the stuff that everybody was supposed to remember from school, regardless of their career niche. We lost something the more we specialized—it started to drain away this vast pool of information that everybody knew. Knowledge was what connected us, and now it distinguishes us.

Since, in our societies, a gendered division of labor still predominates which confers a male twist on basic liberal categories (autonomy, public activity, competition) and relegates women to the private sector of family solidarity, liberalism itself, in its opposition to private and public, harbors male dominance. Furthermore, it is only modern Western capital culture for which autonomy and individual freedom stand higher than collective solidarity, connection, responsibility for dependent others, the duty to respect the customs of one's community. Liberalism itself thus privileges a certain culture: the modern Western one. As to freedom of choice, liberalism is also marked by a strong bias. It is intolerant when individuals of other cultures are not given freedom of choice-as is evident in issues such as clitoridechtomy, child brideship, infanticide, polygamy, and incest. However, it ignores the tremendous pressure which, for example, compels women in out liberal societies to undergo such procedures as plastic surgery, cosmetic implants, and Botox injections to remain competitive in the sex markets.

You kept me down so you would feel up, but love isn't a competition. The sun and the moon exist simultaneously in their aloneness, bestowing light, guiding life and time, because they work together. I'm not sure if I'm the sun or if I'm the moon, but I have found a love that embraces the equality of their inseparable connection.

We are here to connect, not compare. There is a reason we are not in this world alone. It is because we are all connected and need each other to function peacefully, purposefully, and powerfully. We cannot know happiness or our true power if we are constantly in a state of comparison and competition. Comparison and extreme competition run

Teams that spend a lot of time learning the tricks of the trade will probably never really learn the trade.

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.

The ICC [Interstate Commerce Commission] illustrates what might be called the natural history of government intervention. A real or fancied evil leads to demands to do something about it. A political coalition forms consisting of sincere, high-minded reformers and equally sincere interested parties. The incompatible objectives of the members of the coalition (e.g., low prices to consumers and high prices to producers) are glossed over by fine rhetoric about “the public interest,” “fair competition,” and the like. The coalition succeeds in getting Congress (or a state legislature) to pass a law. The preamble to the law pays lip service to the rhetoric and the body of the law grants power to government officials to “do something.” The high-minded reformers experience a glow of triumph and turn their attention to new causes. The interested parties go to work to make sure that the power is used for their benefit. They generally succeed. Success breeds its problems, which are met by broadening the scope of intervention. Bureaucracy takes its toll so that even the initial special interests no longer benefit. In the end the effects are precisely the opposite of the objectives of the reformers and generally do not even achieve the objectives of the special interests. Yet the activity is so firmly established and so many vested interests are connected with it that repeal of the initial legislation is nearly inconceivable. Instead, new government legislation is called for to cope with the problems produced by the earlier legislation and a new cycle begins.

The curve seems to be imprinted on us as a way to repurpose us for a changing role in society as we age, a role that is less about ambition and competition, and more about connection and compassion.

I’m not building a castle or a monument; I’m building a soul and a family. I’ll tell stories all my life, writing on napkins and on the backs of receipts, or in books if they let me, but this is the promise I make to my God: I will never again be so careless, so cavalier with the body and soul you’ve given me. They are the only things in all the world that have been entrusted entirely to me, and I stewarded them poorly, worshiping for a time at the altars of productivity, capability, busyness, distraction. This body and soul will become again what God intended them to be: living sacrifices, offered only to him. I will spend my life on meaning, on connection, on love, on freedom. I will not waste one more day trapped in comparison, competition, proving, and earning. That’s the currency of a culture that has nothing to offer me. It

Remarkably, the fetal brain generates far more neurons than are found in the adult. Why? During late fetal development, there is a dramatic competition in much of the brain, with winning neurons being the ones that migrate to the correct location and maximize synaptic connections to other neurons. And neurons that don’t make the grade? They undergo “programmed cell death”—genes are activated that cause them to shrivel and die, their materials then recycled.

The postures are both a metaphor and a means for that process. They are tools for creating a connection between the imagination and the physical world. Realizing this connection—this union between body and mind—could be called yoga.

Others of us may be unable to put aside our competitiveness or our need to be in control. We get bored, cranky, and frustrated; we're sore losers; we worry about teaching how to throw the ball correctly when our child just wants to play catch.

In some sports, you can just get by on a lot of natural talent. In swimming, it helps to be long and lean, but you can’t be good at it without putting in the work. There is a direct connection between what you put into it and what you get out of it.

Since happiness is defined in terms of positive feelings and personal gains, striving for happiness requires competition and therefore may damage people’s social connections and increase both their sense of loneliness and detachment from others. Similarly, many other authors have reported that happiness positively correlates with narcissism, which lies at the core of self-aggrandizement, selfishness, egocentrism, hubristic pride, and self-absorption, all of them aspects underlying a vast array of mental disorders.

Men are not raised to be intimate, they're raised to be competitive performers. Traditional socialization teaches young boys to filter their sense of self-worth through performance. The paradox for boys is that in order to be worthy of connection they must prove themselves invulnerable, button down warriors in the world's emotional marketplace. In the world of boys and men, you're either a winner or a loser, one up or one down, in control or controlled, man enough or a girl. Where in this set up is the capacity for love?

Once, at a writing conference, a white man asked me if destruction was necessary for art. His question was genuine. He leaned forward, his blue gaze twitching under his cap stitched gold with ’Nam Vet 4 Life, the oxygen tank connected to his nose hissing beside him. I regarded him the way I do every white veteran from that war, thinking he could be my grandfather, and I said no. “No, sir, destruction is not necessary for art.” I said that, not because I was certain, but because I thought my saying it would help me believe it. But why can’t the language for creativity be the language of regeneration? You killed that poem, we say. You’re a killer. 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 knockin’ ’em dead.

Ultimately, however, whether it is mother, wife, or child who keeps a man going, or whether a woman focuses her self-sacrifice on parent, husband, or child, the simultaneous connection and contrast between nurturing within the family and competition outside it leads to a profound sense of loneliness.

Encourage a healthy proportion of bottom-up OKRs—roughly half. Smash departmental silos by connecting teams with horizontally shared OKRs. Cross-functional operations enable quick and coordinated decisions, the basis for seizing a competitive advantage. Make all lateral, cross-functional dependencies explicit.

Evolution is no longer seen as a competitive struggle for existence, but rather as a cooperative dance in which creativity and the constant emergence of novelty are the driving forces. And with the new emphasis on complexity, networks, and patterns of organization, a new science of qualities is slowly emerging.

Regulations and the size and scope of government have greatly expanded, creating the conditions for the spread of crony capitalism, restricting competition in favor of politically well-connected businesses. Crony capitalism is not capitalism at all, but is seen as such by many because it involves businesspeople.

the competitive advantage the marketplace demands is someone more human, connected, and mature. Someone with passion and energy, capable of seeing things as they are and negotiating multiple priorities as she makes useful decisions without angst. Flexible in the face of change, resilient in the face of confusion.

But when we’re encouraged to be rational, often we’re really being encouraged to be more individualistic. We’re being encouraged to see ourselves as separate and in competition with others. But magic is about connection, collaboration, magic is a process of bringing things together. Ultimately, magic is about love.

11 ways to support your evolution: read more meditate daily say no more often be a clear communicator decrease your screen time let your top goals take priority connect with people who inspire you be kind but don't be a people pleaser remember that rest supports creativity don't let your past control your present let go of competition so you can be yourself

People often say that they have a very stressful job and that’s why they’re tense. But if they weren’t conscientious about doing a good job, if they weren’t trying to succeed, achieve, and excel, they wouldn’t generate tension. Often such people are highly competitive and determined to get ahead. Typically, they are more critical of themselves than others are of them.

The most successful students will be those who use AI to help make conceptual connections for developing ideas. Students who learn to use AI ethically and productively may learn not only at an exponentially higher rate than others but also in a way that allows them to remain competitive throughout their careers. They will have a deeper understanding of the given subject matter, because they will know how to get their questions answered. Rather than atrophying, their curiosity muscle will be strengthened.

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.

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.

Those kids are less likely to come, perhaps because they’re less inclined to analyze and dig deep—that’s not their comfort zone. The so-called shy kids are often hungry to brainstorm ideas, deconstruct them, and act on them, and, paradoxically, when they’re allowed to interact this way, they’re not shy at all. They’re connecting with each other, but in a deeper zone, in a place that’s considered boring or tiresome by some of their peers.” And these kids do “come out” when they’re ready; most of the Writopia kids read their works at local bookstores, and a staggering number win prestigious national writing competitions.

Among Norway rats, males ejaculate more sperm when copulating in the presence of male rivals, seemingly because the competition to reproduce persists all the way up the fallopian tube to the surface of the egg. For the same reason, an ape’s testicles are proportionate to the size of the male breeding pool. The male chimpanzee, surrounded by ruthless competition, has reproductive equipment that is truly prodigious, while the gorilla, living with a harem as the only male, has nothing to brag about. The evolutionary reason: A male without rivals needs no special adaptations to increase his odds of becoming a father. Once again, the social and the physiological cannot be separated any more than we can separate the length from the width of a rectangle.

Get the ongoing process right and it will keep generating ongoing benefits. In our new era, processes trump products. This shift toward processes also means ceaseless change is the fate for everything we make. We are moving away from the world of fixed nouns and toward a world of fluid verbs. In the next 30 years we will continue to take solid things—an automobile, a shoe—and turn them into intangible verbs. Products will become services and processes. Embedded with high doses of technology, an automobile becomes a transportation service, a continuously updated sequence of materials rapidly adapting to customer usage, feedback, competition, innovation, and wear. Whether it is a driverless car or one you drive, this transportation service is packed with flexibility, customization, upgrades, connections, and new benefits.

Let’s define a Crapitalist: A well-connected friend of the powers that be who scores big bucks at taxpayer expense. From bagging millions in tax dollars for phony “green energy” companies that go bust, to vacuuming public coffers to build glitzy sports stadiums, to utilizing little-known tax credit loopholes to loot $1.5 billion a year for Hollywood movies—Crapitalists know how to use every trick to enrich themselves at taxpayer expense. Rather than playing and winning in the rough-and-tumble world of business competition, Crapitalists use government to rig the game in their favor and leave you and me—the taxpayers—holding the bill. These corporate sissies know their ideas suck, so they try to stack the deck to privatize their profits and socialize their losses. And there’s the rub: crony capitalism is socialism’s Trojan horse.

Then Wallace happened. Stepping onto the field something seemed different. As always, he had an energetic quality to him, jumping for the discs and shaking with anticipation, but Roo could sense something else in his bearing, see it in the way he carried himself. His tail was stiff except for the tip, which flicked steadily. His ears were perked, his eyes wide. The music kicked on, the discus began to fly, and Wallace did the rest. He ran a little faster, jumped a little higher. He appeared, if it was possible, to move with a little more grace. He caught nearly everything. As the routine progressed, Roo felt that sensation, that connection and singularity of purpose that had struck him during earlier competitions. He could sense that Josh felt it too, and the three of them worked in perfect synchronicity sharing an instant, almost nonverbal communication.

The answer to this question is closely connected with that other question which arises here, that of who is to do the planning. It is about this question that all the dispute about “economic planning” centers. This is not a dispute about whether planning is to be done or not. It is a dispute as to whether planning is to be done centrally, by one authority for the whole economic system, or is to be divided among many individuals. Planning in the specific sense in which the term is used in contemporary controversy necessarily means central planning—direction of the whole economic system according to one unified plan. Competition, on the other hand, means decentralized planning by many separate persons. The halfway house between the two, about which many people talk but which few like when they see it, is the delegation of planning to organized industries, or, in other words, monopoly.

Kya never had her troop of close friends, nor the connections Jodie described, for she never had her own family. She knew the years of isolation had altered her behavior until she was different from others, but it wasn't her fault she'd been alone. Most of what she knew, she'd learned from the wild. Nature had nurtured, tutored, and protected her when no one else would. If consequences resulted from her behaving differently then they too were functions of life's fundamental core. Tate's devotion eventually convinced her that human love is more than the bizarre mating competitions of the marsh creatures. But life also taught her that ancient genes for survival still persist in undesirable forms among the twists and turns of man's genetic code. For Kya it was enough to be part of this natural sequence as sure as the tides. Kya was bonded to her planet and its life in a way few people are. Rooted solid in this earth. Born of this mother.

The remedy for what ails our democracy is not simply better education (as important as that is) or civic education (as important as that can be), but the reestablishment of a genuine democratic discourse in which individuals can participate in a meaningful way—a conversation of democracy in which meritorious ideas and opinions from individuals do, in fact, evoke a meaningful response. And in today’s world, that means recognizing that it’s impossible to have a well-informed citizenry without having a well-connected citizenry. While education remains important, it is now connection that is the key. A well-connected citizenry is made up of men and women who discuss and debate ideas and issues among themselves and who constantly test the validity of the information and impressions they receive from one another—as well as the ones they receive from their government. No citizenry can be well informed without a constant flow of honest information about contemporary events and without a full opportunity to participate in a discussion of the choices that the society must make. Moreover, if citizens feel deprived of a meaningful opportunity to participate in the national conversation, they can scarcely be blamed for developing a lack of interest in the process. And sure enough, numerous surveys and studies have documented the erosion of public knowledge of basic facts about our democracy. For example, from the data compiled by the National Election Studies on one recent election, only 15 percent of respondents could recall the name of even one of the candidates in the election in their district. Less than 4 percent could name two candidates. When there are so few competitive races, it’s hard to blame them. Two professors, James Snyder and David Stromberg, found that knowledge of candidates increased in media markets where the local newspaper covered the congressional representative more. Very few respondents claimed to learn anything at all about their congressional elections from television news.

From the first growth of the tree, many a limb and branch has decayed and dropped off; and these fallen branches of various sizes may represent those whole orders, families, and genera which have now no living representatives, and which are known to us only in a fossil state. As we here and there see a thin straggling branch springing from a fork low down in a tree, and which by some chance has been favoured and is still alive on its summit, so we occasionally see an animal like the Ornithorhynchus or Lepidosiren, which in some small degree connects by its affinities two large branches of life, and which has apparently been saved from fatal competition by having inhabited a protected station. As buds give rise by growth to fresh buds, and these, if vigorous, branch out and overtop on all sides many a feebler branch, so by generation I believe it has been with the great Tree of Life, which fills with its dead and broken branches the crust of the earth, and covers the surface with its ever-branching and beautiful ramifications.

How do you build peaks? You create a positive moment with elements of elevation, insight, pride, and/ or connection. We’ll explore those final three elements later, but for now, let’s focus on elevation. To elevate a moment, do three things: First, boost sensory appeal. Second, raise the stakes. Third, break the script. (Breaking the script means to violate expectations about an experience—the next chapter is devoted to the concept.) Moments of elevation need not have all three elements but most have at least two. Boosting sensory appeal is about “turning up the volume” on reality. Things look better or taste better or sound better or feel better than they usually do. Weddings have flowers and food and music and dancing. (And they need not be superexpensive—see the footnote for more.IV) The Popsicle Hotline offers sweet treats delivered on silver trays by white-gloved waiters. The Trial of Human Nature is conducted in a real courtroom. It’s amazing how many times people actually wear different clothes to peak events: graduation robes and wedding dresses and home-team colors. At Hillsdale High, the lawyers wore suits and the witnesses came in costume. A peak means something special is happening; it should look different. To raise the stakes is to add an element of productive pressure: a competition, a game, a performance, a deadline, a public commitment. Consider the pregame jitters at a basketball game, or the sweaty-hands thrill of taking the stage at Signing Day, or the pressure of the oral defense at Hillsdale High’s Senior Exhibition. Remember how the teacher Susan Bedford said that, in designing the Trial, she and Greg Jouriles were deliberately trying to “up the ante” for their students. They made their students conduct the Trial in front of a jury that included the principal and varsity quarterback. That’s pressure. One simple diagnostic to gauge whether you’ve transcended the ordinary is if people feel the need to pull out their cameras. If they take pictures, it must be a special occasion. (Not counting the selfie addict, who thinks his face is a special occasion.) Our instinct to capture a moment says: I want to remember this. That’s a moment of elevation.

This region concentrates our learned knowledge of letter strings, to such an extent that it can be considered as our brain’s “letter box.” It is this brain area, for instance, that allows us to recognize a word regardless of its size, position, font, or cAsE, whether UPPERCASE or lowercase.39 In any literate person, this region, which is located in the same spot in all of us (give or take a few millimeters), serves a dual role: it first identifies a string of learned characters, and then, through its direct connections to language areas,40 it allows those characters to be quickly translated into sound and meaning. What would happen if we scanned an illiterate child or adult as she progressively learned to read? If the theory is correct, then we should literally see her visual cortex reorganize. The neuronal recycling theory predicts that reading should invade an area of the cortex normally devoted to a similar function and repurpose it to this novel task. In the case of reading, we expect a competition with the preexisting function of the visual cortex, which is to recognize all sorts of objects, bodies, faces, plants, and places.

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.

1. Connect with Your Why Start by identifying your key motivations. Why do you want to reach your goal in the first place? Why is it important personally? Get a notebook or pad of paper and list all the key motivations. But don’t just list them, prioritize them. You want the best reasons at the top of your list. Finally, connect with these motivations both intellectually and emotionally. 2. Master Your Motivation There are four key ways to stay motivated as you reach for your goals: Identify your reward and begin to anticipate it. Eventually, the task itself can become its own reward this way. Recognize that installing a new habit will probably take longer than a few weeks. It might even take five or six months. Set your expectations accordingly. Gamify the process with a habit app or calendar chain. As Dan Sullivan taught me, measure the gains, not the gap. Recognize the value of incremental wins. 3. Build Your Team It’s almost always easier to reach a goal if you have friends on the journey. Intentional relationships provide four ingredients essential for success: learning, encouragement, accountability, and competition. There are at least seven kinds of intentional relationships that can help you grow and reach your goals: ​‣ ​Online communities ​‣ ​Running and exercise groups ​‣ ​Masterminds ​‣ ​Coaching and mentoring circles ​‣ ​Reading and study groups ​‣ ​Accountability groups ​‣ ​Close friendships If you can’t find a group you need, don’t wait. Start your own.

American Girl dolls are nice. But they aren’t amazing. In recent years Toys“ R” Us, Walmart, and even Disney have all tried to challenge American Girl’s success with similar dolls (Journey Girls, My Life, and Princess & Me)—at a fraction of the price—but to date, no one has made a dent. American Girl is able to command a premium price because it’s not really selling dolls. It’s selling an experience. When you see a company that has a product or service that no one has successfully copied, like American Girl, rarely is it the product itself that is the source of the long-term competitive advantage, something American Girl founder Pleasant Rowland understood. “You’re not trying to just get the product out there, you hope you are creating an experience that will do the job perfectly,” says Rowland. You’re creating experiences that, in effect, make up the product’s résumé: “Here’s why you should hire me.” That’s why American Girl has been so successful for so long, in spite of numerous attempts by competitors to elbow in. My wife, Christine, and I were willing to splurge on the dolls because we understood what they stood for. American Girl dolls are about connection and empowering self-belief—and the chance to savor childhood just a bit longer. I have found that creating the right set of experiences around a clearly defined job—and then organizing the company around delivering those experiences (which we’ll discuss in the next chapter)—almost inoculates you against disruption. Disruptive competitors almost never come with a better sense of the job. They don’t see beyond the product.

In 2000, for instance, two statisticians were hired by the YMCA—one of the nation’s largest nonprofit organizations—to use the powers of data-driven fortune-telling to make the world a healthier place. The YMCA has more than 2,600 branches in the United States, most of them gyms and community centers. About a decade ago, the organization’s leaders began worrying about how to stay competitive. They asked a social scientist and a mathematician—Bill Lazarus and Dean Abbott—for help. The two men gathered data from more than 150,000 YMCA member satisfaction surveys that had been collected over the years and started looking for patterns. At that point, the accepted wisdom among YMCA executives was that people wanted fancy exercise equipment and sparkling, modern facilities. The YMCA had spent millions of dollars building weight rooms and yoga studios. When the surveys were analyzed, however, it turned out that while a facility’s attractiveness and the availability of workout machines might have caused people to join in the first place, what got them to stay was something else. Retention, the data said, was driven by emotional factors, such as whether employees knew members’ names or said hello when they walked in. People, it turns out, often go to the gym looking for a human connection, not a treadmill. If a member made a friend at the YMCA, they were much more likely to show up for workout sessions. In other words, people who join the YMCA have certain social habits. If the YMCA satisfied them, members were happy. So if the YMCA wanted to encourage people to exercise, it needed to take advantage of patterns that already existed, and teach employees to remember visitors’ names.

One day in the dojo (the martial-arts studio) before our karate class began, I witnessed the power of a concentrated focus unlike anything that I’d ever seen growing up in the heartland of northern Missouri. On that day, our instructor walked into the room and asked us to do something very different from the form and movement practices that were familiar to us. He explained that he would seat himself in the center of the thick mat where we honed our skills, close his eyes, and go into a meditation. During this exercise, he would stretch his arms out on either side of his body, with his palms open and facedown. He asked us to give him a couple of minutes to “anchor” himself in this T position and then invited us to do anything that we could to move him from his place. The men in our class outnumbered the women by about two to one, and there had always been a friendly competition between the sexes. On that day, however, there was no such division. Together, we all sat close to our instructor, silent and motionless. We watched as he simply walked to the center of the mat, sat down with his legs crossed, closed his eyes, held out his arms, and changed his breathing pattern. I remember that I was fascinated and observed closely as his chest swelled and shrank, slower and slower with each breath until it was hard to tell that he was breathing at all. With a nod of agreement, we moved closer and tried to move our instructor from his place. At first, we thought that this was going to be an easy exercise, and only a few of us tried. As we grabbed his arms and legs, we pushed and pulled in different directions with absolutely no success. Amazed, we changed our strategy and gathered on one side of him to use our combined weight to force him in the opposite direction. Still, we couldn’t even budge his arms or the fingers on his hands! After a few moments, he took a deep breath, opened his eyes, and with the gentle humor we’d come to respect, he asked, “What happened? How come I’m still sitting here?” After a big laugh that eased the tension and with a familiar gleam in his eyes, he explained what had just happened. “When I closed my eyes,” he said, “I had a vision that was like a dream, and that dream became my reality. I pictured two mountains, one on either side of my body, and myself on the ground between the peaks.” As he spoke, I immediately saw the image in my mind’s eye and felt that he was somehow imbuing us with a direct experience of his vision. “Attached to each of my arms,” he continued, “I saw a chain that bound me to the top of each mountain. As long as the chains were there, I was connected to the mountains in a way that nothing could change.” Our instructor looked around at the faces that were riveted on each word he was sharing. With a big grin, he concluded, “Not even a classroom full of my best students could change my dream.” Through a brief demonstration in a martial-arts classroom, this beautiful man had just given each of us a direct sense of the power to redefine our relationship to the world. The lesson was less about reacting to what the world was showing us and more about creating our own rules for what we choose to experience. The secret here is that our instructor was experiencing himself from the perspective that he was already fixed in one place on that mat. In those moments, he was living from the outcome of his meditation. Until he chose to break the chains in his imagination, nothing could move him. And that’s precisely what we found out.

Earth (481-640) People with this personality type are likely to become successful leaders. You tend to be more disciplined and careful at planning tasks. Loyalty and trust are important equations in your relationships hence they prove to be your strength in hard times. You respect others and keep people united which makes people flourish under your leadership. Earth signs are efficient decision makers hence always remain firm on the step they took. Fire: (400-300) Fire people are smart enthusiastic and energetic to be around. You are very competitive and curious, and more often very passionate about your goals and desires. Trusting people with a job or any important personal task is hard hence making emotional connections are difficult for you. making friends or getting a lover, your life is full of drama and there’s always a lot happening around you. You are intelligent and always find new ways to do things Water (160-320) Water people are kind and empathetic but sensitive. And you sometimes tend to become people pleasers. being quite impulsive and always in a hurry, you make decisions haphazardly. Water people are shy and introverted while partying around with friends on a weekend would be the last thing you want to do. You dread small talk and expressing yourself to a group of people is quite a demanding job. People feel relaxed in your presence you bring out the best in them. Decision-making can be demanding and you are sometimes regretful of overthinking and hence not capable of finding a firm decision. Air: (0-160) You have quite an entrancing personality. People are naturally drawn towards you and find your company comforting and friendly. Air signs are naturally smart and quite efficient in their workplace. While using your challenges and opportunities wisely you are likely to have great careers. you are good at advising your colleagues. But being bound in a relationship sometimes doesn’t seem to help you, rather you respect open free yet intimate emotional connections. Air people who are artistic and creative always look at things from a unique lens. So now you know your element.

Rebecca Wallace-Segall, who teaches creative-writing workshops for kids and teens as director of Writopia Lab in New York City, says that the students who sign up for her classes “are often not the kids who are willing to talk for hours about fashion and celebrity. Those kids are less likely to come, perhaps because they’re less inclined to analyze and dig deep—that’s not their comfort zone. The so-called shy kids are often hungry to brainstorm ideas, deconstruct them, and act on them, and, paradoxically, when they’re allowed to interact this way, they’re not shy at all. They’re connecting with each other, but in a deeper zone, in a place that’s considered boring or tiresome by some of their peers.” And these kids do “come out” when they’re ready; most of the Writopia kids read their works at local bookstores, and a staggering number win prestigious national writing competitions. If your child is prone to overstimulation, then it’s also a good idea for her to pick activities like art or long-distance running, that depend less on performing under pressure. If she’s drawn to activities that require performance, though, you can help her thrive. When I was a kid, I loved figure skating. I could spend hours on the rink, tracing figure eights, spinning happily, or flying through the air. But on the day of my competitions, I was a wreck. I hadn’t slept the night before and would often fall during moves that I had sailed through in practice. At first I believed what people told me—that I had the jitters, just like everybody else. But then I saw a TV interview with the Olympic gold medalist Katarina Witt. She said that pre-competition nerves gave her the adrenaline she needed to win the gold. I knew then that Katarina and I were utterly different creatures, but it took me decades to figure out why. Her nerves were so mild that they simply energized her, while mine were constricting enough to make me choke. At the time, my very supportive mother quizzed the other skating moms about how their own daughters handled pre-competition anxiety, and came back with insights that she hoped would make me feel better. Kristen’s nervous too, she reported. Renée’s mom says she’s scared the night before a competition. But I knew Kristen and Renée well, and I was certain that they weren’t as frightened as I was

THE 10 MAJOR CAUSES OF FAILURE IN LEADERSHIP We come now to the major faults of leaders who fail, because it is just as essential to know WHAT NOT TO DO as it is to know what to do. 1. INABILITY TO ORGANIZE DETAILS. Efficient leadership calls for ability to organize and to master details. No genuine leader is ever "too busy" to do anything which may be required of him in his capacity as leader. When a man, whether he is a leader or follower, admits that he is "too busy" to change his plans, or to give attention to any emergency, he admits his inefficiency. The successful leader must be the master of all details connected with his position. That means, of course, that he must acquire the habit of relegating details to capable lieutenants. 2. UNWILLINGNESS TO RENDER HUMBLE SERVICE. Truly great leaders are willing, when occasion demands, to perform any sort of labor which they would ask another to perform. "The greatest among ye shall be the servant of all" is a truth which all able leaders observe and respect. 3. EXPECTATION OF PAY FOR WHAT THEY "KNOW" INSTEAD OF WHAT THEY DO WITH THAT WHICH THEY KNOW. The world does not pay men for that which they "know." It pays them for what they DO, or induce others to do. 4. FEAR OF COMPETITION FROM FOLLOWERS. The leader who fears that one of his followers may take his position is practically sure to realize that fear sooner or later. The able leader trains understudies to whom he may delegate, at will, any of the details of his position. Only in this way may a leader multiply himself and prepare himself to be at many places, and give attention to many things at one time. It is an eternal truth that men receive more pay for their ABILITY TO GET OTHERS TO PERFORM, than they could possibly earn by their own efforts. An efficient leader may, through his knowledge of his job and the magnetism of his personality, greatly increase the efficiency of others, and induce them to render more service and better service than they could render without his aid. 5. LACK OF IMAGINATION. Without imagination, the leader is incapable of meeting emergencies, and of creating plans by which to guide his followers efficiently.

The truth of the matter is that most major success in this right-brain, internet-connected, uber-competitive world no longer comes from doing things consecutively. If you do things consecutively, you lose. This is a fact. Slow and steady may have won the race in the past, but today, in order to even get into the race, you have to be the one organizing it too, and doing everything all at the same time.

I’m not building a castle or a monument; I’m building a soul and a family. I’ll tell stories all my life, writing on napkins and on the backs of receipts, or in books if they let me, but this is the promise I make to my God: I will never again be so careless, so cavalier with the body and soul you’ve given me. They are the only things in all the world that have been entrusted entirely to me, and I stewarded them poorly, worshiping for a time at the altars of productivity, capability, busyness, distraction. This body and soul will become again what God intended them to be: living sacrifices, offered only to him. I will spend my life on meaning, on connection, on love, on freedom. I will not waste one more day trapped in comparison, competition, proving, and earning. That’s the currency of a culture that has nothing to offer me.

In our age, economic growth and the innovations of technology has brought about a heightened state of competitive self-interest and extreme forms of individualism. Along with these conditions come media bombardment of impossible aspirations, while real opportunities contract; increased consumerism which attempts to fill a void but rather it intensifies comparison; 'social media' that connects us yet drives us apart, encouraging individuals to gauge their social standing by the number of friends and followers; girls and young women are pressured to adhere to distorted beauty standards by means of filters and 'smoothing' apps – a war of everyone against themselves.

A CHANGING SOCIETY What does today’s high incidence of social anxiety tell us about modern society? As we’ve seen, social anxiety is connected to a person’s drive for self-preservation and a feeling of safety. It is natural to withdraw from situations that we expect will lead to pain. Avoidance—while not necessarily healthy—is logical. Because the negative social experience of a growing number of people has caused them emotional pain and suffering, the number of individuals who choose to avoid socializing is increasing at an alarming rate. The sometimes wide distance among family members these days only adds to isolation. And the anonymity of large cities creates a vacuum in which many lonely people co-exist, often leading solitary lives in which they pursue their interests and activities alone. We live in a society in which social fears are perhaps not unjustified. As cities become denser, isolation seems to be the best way to counter urban decay. Consider the dangers of the outside world: Crime rates are soaring. Caution—and its companion, fear—are in the air. As the twentieth century draws to a close, we find ourselves in a society where meeting people can be difficult. These larger forces can combine to create a further sense of distance among people. Particularly significant is the change that has taken place as the social organization of the smaller-scale community gives way to that of the larger, increasingly fragmented city. In a “hometown” setting, the character of daily life is largely composed of face-to-face relations with friends, neighbors, co-workers, and family members. But in the hustle and bustle of today’s cities, whose urban sprawls extend to what author Joel Garreau has called Edge Cities—creating light industrial suburbs even larger than the cities they surround—the individual can get lost. It is common in these areas for people to focus solely on themselves, seldom getting to know their neighbors, and rarely living close to family. We may call these places home, but they are a far cry from the destination of that word as we knew it when we were children. Today’s cities are hotbeds of competition on all levels, from the professional to the social. It often seems as if only the most sophisticated “win.” To be ready for this constant challenge, you have to be able to manage in a stressful environment, relying on a whole repertoire of social skills just to stay afloat. This competitive environment can be terrifying for the socially anxious person. The 1980s were a consumer decade in which picture-perfect images on television and in magazines caused many of us to cast our lots with either the haves or the have-nots. Pressure to succeed grew to an all-time high. For those who felt they could not measure up, the challenge seemed daunting. I think the escalating crime rate in today’s urban centers—drugs, burglary, rape, and murder—ties into this trend and society’s response to the pressure. In looking at the forces that influence the social context of modern life, it is clear that feelings of frustration at not “making it” socially and financially are a component in many people’s choosing a life of crime. Interactive ability determines success in establishing a rewarding career, in experiencing relationships. Without these prospects, crime can appear to be a quick fix for a lifelong problem.

But for this, we need a new development model. We have designed an economic system that sees no value in any human or natural resource unless it is exploited. A river is unproductive until its catchment is appropriated by some industry or its waters are captured by a dam. An open field and its natural bounty are useless until they are fenced. A community of people have no value unless their life is commercialised, their needs are turned into consumer goods, and their aspirations are driven by competition. In this approach, development equals manipulation. By contrast, we need to understand development as something totally different: development is care. It is through a caring relationship with our natural wealth that we can create value, not through its destruction. It is thanks to a cooperative human-to-human interaction that we can achieve the ultimate objective of development, that is, wellbeing. In this new economy, people will be productive by performing activities that enhance the quality of life of their peers and the natural ecosystems in which they live. If not for moral reasons, they should do so for genuine self-interest: there is nothing more rewarding than creating wellbeing for oneself and society. This is the real utility, the real consumer surplus, not the shortsighted and self-defeating behaviour promoted by the growth ideology. The wellbeing economy is a vision for all countries. There are cultural traces of such a vision in the southern African notion of ‘ubuntu’, which literally means ‘I am because you are’, reminding us that there is no prosperity in isolation and that everything is connected. In Indonesia we find the notion of ‘gotong royong’, a conception of development founded on collaboration and consensus, or the vision of ‘sufficiency economy’ in Thailand, Bhutan and most of Buddhist Asia, which indicates the need for balance, like the Swedish term ‘lagom’, which means ‘just the right amount’. Native Alaskans refer to ‘Nuka’ as the interconnectedness of humans to their ecosystems, while in South America, there has been much debate about the concept of ‘buen vivir’, that is, living well in harmony with others and with nature.

After January 1, 1959, the Castro Revolution changed the way business was done in Cuba. Abruptly, supplies for Cubana were no longer available, most routes were altered or suspended, and many of the pilots deserted their jobs or were exiled. In May of 1960, the new Castro administration merged all of the existing Cuban airlines and nationalized them under a drastically restructured Cubana management. At the time, many of Cubana’s experienced personnel took advantage of their foreign connections, and left for employment with other airlines. During the Bay of Pigs Invasion in April of 1961, two of the remaining Cubana DC-3’s were destroyed in the selective bombing of Cuba’s airports. Actually the only civil aviation airport that was proven to be bombed was the Antonio Maceo Airport in Santiago de Cuba. During the following years, the number of hijackings increased and some aircraft were abandoned at American airports, as the flight crews sought asylum in the United States. This corporate instability, as well as political unrest, resulted in a drastic reduction of passengers willing to fly with Cubana. Of course, this resulted in a severe reduction in revenue, making the airline less competitive. The Castro régime reacted by blaming the CIA for many of Cubana’s problems. However, slowly, except to the United States, most of the scheduled flights were restored. Not being able to replace their aging fleet with American manufactured aircraft, they turned to the Soviet Union. Currently Cubana’s fleet includes Ukrainian designed and built Antonov An-148’s and An-158’s. The Cubana fleet also has Soviet designed and built Illyushin II-96’s and Tupolev TU-204’s built in Kazan, Russia. Despite daunting difficulties, primarily due to the United States’ imposed embargo and the lack of sufficient assistance from Canada, efforts to expand and improve operations during the 1990’s proved successful. “AeroCaribbean” originally named “Empresa Aero” was established in 1982 to serve as Cuba’s domestic airline. It also supported Cubana’s operations and undertook its maintenance. Today Cubana’s scheduled service includes many Caribbean, European, South and Central American destinations. In North America, the airline flies to Mexico and Canada. With Cuban tourism increasing, Cubana has positioned itself to be relatively competitive. However much depends on Cuba’s future relations with the United States. The embargo imposed in February of 1962 continues and is the longest on record. However, Cubana has continued to expand, helping to make Cuba one of the most important tourist destinations in Latin America. A little known fact is that although Cubana, as expected, is wholly owned by the Cuban government, the other Cuban airlines are technically not. Instead, they are held, operated and maintained by the Cuban military, having been created by Raúl Castro during his tenure as the Minister of the Revolutionary Armed Forces.

Tokhtakhounov was indicted and arrested by Italian police on charges of conspiracy to rig the competition. For months the FBI worked with the Italians and with Interpol to get him extradited. Before long, word came to the squad that a Russian oligarch had pledged two hundred million dollars to get Tokhtakhounov out of jail. Next thing we knew, his release was ordered by the Italian Supreme Court. He was gone, in the wind, back to Russia, where he has been living openly. (And from there, he allegedly continued to run criminal enterprises in the United States. In 2013, Tokhtakhounov was indicted for money laundering in connection with an illegal gambling ring that operated out of Trump Tower. Several months after this indictment, Tokhtakhounov was a VIP guest at Donald Trump’s Miss Universe contest in Moscow.) We’ve never had a chance to get him again. In the scheme of things, the evident corruption behind a figure-skating medal may seem trivial. But for me and for a lot of guys on our squad, this was a critical turn of events. One of our worst fears was that the top tier of the vory v zakone would use money to undermine Western institutions in which many millions of Americans have reflexive faith. That fear had now been realized, and we asked ourselves what institutions might be next, and we asked whether any American public official might be susceptible to a two-hundred-million-dollar bribe, and we asked whether democracy itself might become a target. HOW WE WORK Enterprise Theory Muddy Wingtips Most FBI investigations are conducted by the Bureau’s criminal, counterterrorism, or counterintelligence divisions.

Humans are adaptable precisely because they’re unfinished; the baby responds to her environment by “building” a brain that will best help her to flourish in that environment. If she has optimal conditions—physical nourishment, warm arms to carry and soothe her, a responsive caregiver who engages with her—she’ll build a brain that’s geared for prompt self-soothing, happy moods, and intimate connection. If the environment doesn’t offer her what she needs, or it seems dangerous—for instance, loud noises without accompanying reassurance—the brain she builds may be hypervigilant and distrustful, primed for fight-or-flight and competition for scarce resources.

Narrative: telling stories about the topic and the people involved with it (e.g., the story of Charles Darwin for evolution or of Anne Frank for the Holocaust) 2.  Quantitative: using examples connected to the topic (e.g., the puzzle of different numbers and varieties of finches spread across a dozen islands in the Galapagos) 3.  Logic: identifying the key elements or units and exploring their logical connections (e.g., how Malthus’s argument about human survival in the face of insufficient resources can be applied to competition among biological species) 4.  Existential: addressing big questions, such as the nature of truth or beauty, life and death 5.  Aesthetic: examining instances in terms of their artistic properties or capturing the examples themselves in works of art (e.g., observing the diverse shapes of the beaks of finches; analyzing the expressive elements in the trio) 6.  Hands-on: working directly with tangible examples (e.g., performing the Figaro trio, breeding fruit flies to observe how traits change over the generations) 7.  Cooperative or social: engaging in projects with others where each makes a distinctive contribution to successful execution

For this, the algorithm computes two values for each vertex v, the order number dfs_num[ v], attributed at the beginning of the processing of the vertex, and dfs_min[ v]. The latter value is defined as the minimum of dfs_num[ u] over all the vertices u that are not already in a strongly connected component—and hence still waiting—and reachable from v by a sequence of tree arcs, eventually followed by a single back arc. This value is defined as

In the complex game that is an ecosystem, every player is connected to some, but not all, others, a web not just of food but of competition, of who lives where, of light and shade, and of internal disputes within species. Extinction bursts through that web, breaking connections and threatening its integrity. Sever one strand, and it wavers, reshapes, but survives. Tear another, and it will still hold. Over long periods, repairs are made as species adapt, and new balances are reached, new associations made. If enough strands are broken at once, the web will collapse, drifting in the breeze, and the world will have to make do with what little remains. So, after a mass extinction event, a turnover happens, with new species appearing, the web self-repairing. Where

The situation becomes even more fraught for women in their late thirties and forties whose biological clocks are ticking. Donovan told me that women at such gatherings often try to get to eligible men they want to meet early on, lest someone else get to them first and make a connection. On the rare instance when a new single guy enters the room, Donovan described an 'almost palpable, heightened state of awareness' among the women. They know - even if they're loath to admit it - 'that a competition has just begun

It is connected with the subject of competition. Please remember that. If there is competition at the core of a person’s interpersonal relationships, he will not be able to escape interpersonal relationship problems or escape misfortune. YOUTH: Why not? PHILOSOPHER: Because at the end of a competition, there are winners and losers.

Is Threads a threat to Twitter? Threads on Twitter refer to the ability to connect multiple tweets together in a continuous conversation. By simply replying to one's own tweets, users can create a chain of related messages, providing a coherent and concise narrative. The feature was rolled out to enable users to share longer stories, thoughts, or discussions without having to break them down into individual tweets. Threads also allows longer videos and does not use hashtags, unlike Twitter. The app requires an Instagram account and has gained immense popularity, with millions of users joining within hours of its launch. As Threads continues to evolve, it remains to be seen how Twitter, under Elon Musk’s ownership, will respond to this competition.

Wise organizations realize that by crafting processes, practices, and policies that play fair with customers, allow people to feel heard and respected when there are problems, and create the feeling that customers’ best interests are being looked after, they build the ultimate competitive weapon: the fervently loyal customer who evangelizes to all within earshot (or Internet connection) about their organization. More leaders are also being won over by

Good strategies depend on the connection among many things, on making interdependent choices.

Still, connecting others to the world economy -voluntarily, by pressure, and even by force- constituted, in principle, their only road to sustained real growth and away from the material deprivation, stagnation, zero-sum competition, and high mortality of ‘agraria’.

Seek clarity on who you want to be, how you want to interact with others, what you want, and what will bring you the greatest meaning. As every project or major initiative begins, you ask questions such as “What kind of person do I want to be while I’m doing this?” “How should I treat others?” “What are my intentions and objectives?” “What can I focus on that will bring me a sense of connection and fulfillment?” High performers ask these types of questions not only at the beginning of an endeavor but consistently throughout. They don’t just “get clarity” once and develop a mission statement that lasts the test of time; they consistently seek clarity again and again as times change and as they take on new projects or enter new social situations. This kind of routine self-monitoring is one of the hallmarks of their success. Generate energy so that you can maintain focus, effort, and wellbeing. To stay on your A game, you’ll need to actively care for your mental stamina, physical energy, and positive emotions in very specific ways. Raise the necessity for exceptional performance. This means actively tapping into the reasons you absolutely must perform well. This necessity is based on a mix of your internal standards (e.g., your identity, beliefs, values, or expectations for excellence) and external demands (e.g., social obligations, competition, public commitments, deadlines). It’s about always knowing your why and stoking that fire all the time so you feel the needed drive or pressure to get at it. Increase productivity in your primary field of interest. Specifically, focus on prolific quality output (PQO) in the area in which you want to be known and to drive impact. You’ll also have to minimize distractions (including opportunities) that steal your attention from creating PQO. Develop influence with those around you. It will make you better at getting people to believe in and support your efforts and ambitions. Unless you consciously develop a positive support network, major achievements over the long haul are all but impossible. Demonstrate courage by expressing your ideas, taking bold action, and standing up for yourself and others, even in the face of fear, uncertainty, threat, or changing conditions. Courage is not an occasional act, but a trait of choice and will.

live my life as an outsider philosopher without any connection whatsoever to worldly competition. YOUTH: Does that mean you dropped out of competition? That you somehow accepted defeat? PHILOSOPHER: No. I withdrew from places that are preoccupied with winning and losing. When one is trying to be oneself, competition will inevitably get in the way.

Indeed there is a strong general cases, founded on the legitimacy of a considerable degree of egoism and self-referential altruism, and connected with what I have offered as the basic case for rights as the essential device for securing areas for the free pursuit of happiness, in favour of some private property. This is one point among many where our grounds for dissatisfaction with at least the cruder forms of utilitarianism have practical consequences. If we see the good for man as happiness, conceived as a single, undifferentiated commodity, we may also suppose that it could be provided for all, in some centrally planned way, if only we could get an authority that was sufficiently powerful and sufficiently intelligent, and also one that we could trust to be uniformly well-disposed to all its subjects; and then the natural corollary would be that all property should be owned by all in common, collectively, and applied to the maximizing of the genral happiness under the direction of this benevolent authority. But if we reject this unitary notion of happiness, and identify the good for man rather with the partly competitive pursuit of diverse ideals and private goals, then separate ownership of property will be an appropriate instrument for this pursuit.

Marketing connects a school's unique identity to the hearts and minds of prospective students and parents and showcases its strengths and competitive advantages.

A school’s branding builds trust and loyalty, establishing a connection with stakeholders, while its’s marketing communicates that connection, fostering engagement and action.

Networking isn't just about making connections; it's the lifeline to unlocking better job opportunities in today's competitive landscape.

Self-compassion is a mindful awareness of your value and worth as a human being. A human being who is flawed, imperfect, and struggling. This is opposed to self-esteem, which is based on external events. Self-esteem crashes when we are unsuccessful, either by the standards of others or ourselves. Self-compassion, on the other hand, is inclusive instead of competitive. It is always available to us, even when we are not our best selves or successful by the standards we have established. And it’s pretty much impossible to connect with others intimately if we don’t have some level of comfort with our own flawed existence.

What’s more, we’re creating a value system that will reduce their ability to experience it for their entire lives. How can you build a life full of playfulness, connection, and flow when you’ve never been taught that they’re important (or, even more concerningly, if you haven’t experienced them to begin with)? How are you supposed to appreciate True Fun—and lose yourself in its joy—if you’ve been raised to view life as a competition in which resources and opportunities are scarce, and you are constantly being ranked and judged?

We are moving into an era where cities will matter more than states and supply chains will be a more important source of power than militaries—whose main purpose will be to protect supply chains rather than borders. Competitive connectivity is the arms race of the twenty-first century.

Santhi Gems is a well-known gold buyer in Chennai that sets itself apart with exceptional services and a consistent commitment to customer loyalty. Santhi Gems has achieved a stellar reputation in the industry thanks to its straightforwardness, trustworthiness, and dependability, as well as its extensive history. This article delves into the key features that set Santhi Gems apart from other Chennai gold buyers, including its customer-focused approach, ethical practices, and extensive range of services. Research how Santhi Pearls' dedication to significance and genuineness go with it a leaned toward choice for those wanting to sell or credit against their gold assets in Chennai. 1. Introduction to Santhi Adornments' History and Foundation Santhi Gems, headquartered in Chennai, has been a trusted name in the gold purchasing industry for more than two decades. Santhi Gems has established a reputation for unwavering quality and authenticity thanks to a solid foundation built on trustworthiness and customer loyalty. Santhi Gems' mission and values are to provide customers with a straightforward and fair gold purchasing experience. Each partnership is guided by their genuine sincerity regarding the benefits, trust, and customer-centricity, ensuring that customers are treated with respect and consideration throughout the selling cycle. 2. Direct Assessing and Appraisal Communication Clear Valuation Procedures Selling Gold Jewelry Santhi Adornments provides a consistent and straightforward cycle for selling gold items, whether you want to branch out from your existing collection or update it. Their capable staff ensures that clients get fair motivator for their important effects. Gold Advance Offices Santhi Adornments offers gold advance offices in addition to buying gold gems, allowing customers to use their gold resources for financial assistance. They make it advantageous and secure to access reserves thanks to their flexible terms and competitive rates. 6. By placing an emphasis on client instruction, Santhi Adornments moves beyond value-based connections. They encourage customers to make educated decisions regarding their gold resources by providing experiences into the patterns of the gold market as well as advice on how to care for and maintain gold. Direction on Patterns in the Gold Market When managing valuable metals, it is essential to remain informed about the gold market. Santhi Gems ensures that customers are up to date on market trends, allowing them to make crucial decisions regarding gold investments or transactions. Tips for Taking Care of Gold Gems Proper care and attention can have a significant impact on their value and lifespan. Santhi Diamonds outfits clients with central hints on endlessly protecting their gold things, ensuring that they hold their greatness and shimmer for a seriously significant time-frame into what's in store. 7. Obligation to Follow Moral Principles The activities of Santhi Adornments are centered on following moral principles and being capable of doing so. They keep the advantages of uprightness and social responsibility in the gold business by focusing on fair exchange gold acquiring and implementing earth-manageable practices.

Digital marketing expert Angela Liberatore explains that digital marketing allows businesses to connect with a global audience, target specific groups of people, and track their campaigns in real-time. Unlike traditional marketing, digital marketing is more affordable and effective in building brand awareness, generating leads, and increasing sales, while also providing insights into customer behavior. By using data, businesses can make their marketing more personalized, build better relationships, and keep customers loyal. Digital marketing also helps businesses quickly adjust to market changes and customer needs, keeping them competitive in a constantly changing digital world. This makes digital marketing a key tool for businesses of all sizes to grow, innovate, and succeed in the long term.

The phrase “conflict of interest” barely begins to describe Tom Lanphier’s rabidly partisan approach to advising one of the most powerful congressional allies of the American military-industrial complex. Yet he was in good company. Air force intelligence was crammed with highly competitive analysts who believed they were in a zero-sum game not only with the Russians but also with the army and the navy. If they could make the missile-gap theory stick, America would have to respond with a crash ICBM program of its own. The dominance of the Strategic Air Command in the U.S. military hierarchy would be complete—and Convair would profit mightily. It is hardly surprising that the information Lanphier fed to Symington and Symington to every politician and columnist who would listen was authoritative, alarming, and completely, disastrously wrong. Symington’s “on the record” projection of Soviet nuclear strength, given to Senate hearings on the missile gap in late 1959, was that by 1962 they would have three thousand ICBMs. The actual number was four. Symington’s was a wild guess, an extrapolation based on extrapolations by air force generals who believed it was only responsible to take Khrushchev at his word when, for example, he told journalists in Moscow that a single Soviet factory was producing 250 rockets a year, complete with warheads. Symington knew what he was doing. He wanted to be president and believed rightly that missile-gap scaremongering had helped the Democrats pick up nearly fifty seats in Congress in the 1958 midterm elections. But everyone was at it. The 1958 National Intelligence Estimate had forecast one hundred Soviet ICBMs by 1960 and five hundred by 1962. In January 1960 Allen Dulles, who should have known better because he did know better, told Eisenhower that even though the U-2 had shown no evidence of mass missile production, the Russians could still somehow conjure up two hundred of them in eighteen months. On the political left a former congressional aide called Frank Gibney wrote a baseless five-thousand-word cover story for Harper’s magazine accusing the administration of giving the Soviets a six-to-one lead in ICBMs. (Gibney also recommended putting “a system of really massive retaliation” on the moon.) On the right, Vice President Nixon quietly let friends and pundits know that he felt his own boss didn’t quite get the threat. And in the middle, Joe Alsop wrote a devastating series of columns syndicated to hundreds of newspapers in which he calculated that the Soviets would have 150 ICBMs in ten months flat and suggested that by not matching them warhead for warhead the president was playing Russian roulette with the national future. Alsop, who lived well but expensively in a substantial house in Georgetown, was the Larry King of his day—dapper, superbly well connected, and indefatigable in the pursuit of a good story. His series ran in the last week of January 1960. Khrushchev read it in translation and resolved to steal the thunder of the missile-gap lobby, which was threatening to land him with an arms race that would bankrupt Communism. Before the four-power summit, which was now scheduled for Paris in mid-May, he would offer to dismantle his entire ICBM stockpile. No one needed to know how big or small it was; they just needed to know that he was serious about disarmament. He revealed his plan to the Presidium of the Central Committee of the Communist Party of the Soviet Union at a secret meeting in the Kremlin on

Every network has its own fitness distribution, which tells us how similar or different the nodes in the network are. In networks where most of the nodes have comparable fitness, the distribution follows a narrowly peaked bell curve. In other networks, the range of fitnesses is very wide such that a few nodes are much more fit than most others. Google, for example, is easily tens of thousands times more interesting to all Web surfers than any personal Webpage. Indeed, the mathematical tools developed decades earlier to describe quantum gases enabled us to see that, independent of the nature of links and nodes, a network's behavior and topology are determined by the shape of its fitness distribution. But even though each system, from the Web to Holywood, has a unique fitness distribution, Bianconi's calculation indicated that in terms of topology all networks fall into one of only two possible categories. In most networks the competition does not have an easily noticeable impact on the network's topology. In some networks, however, the winner takes all the links, a clear signature of Bose-Einstein condensation. The first category includes all networks in which, despite the fierce competition for links, the scale-free topology survives. These networks display a fit-get-rich behavior, meaning that the fittest node will inevitably grow to become the biggest hub. The winner's lead is never significant, however. The largest hub is closely followed by a smaller one, which acquires almost as many links as the fittest node. At any moment we have a hierarchy of nodes whose degree distribution follows a power law. In most complex networks, the power law and the fight for links thus are not antagonistic but can coexist peacefully. In networks belonging to the second category, the winner takes all, meaning that the fittest node grabs all links, leaving very little for the rest of the nodes. Such networks develop a star topology, in which all nodes are connected to a central hub. In such a hub-and-spokes network there is a huge gap between the lonely hub and everybody else in the system. Thus a winner-takes-all network is very different from the scale-free networks we encountered earlier, where there is a hierarchy of hubs whose size distribution follows a power law. A winner-takes-all network is not scale-free. Instead there is a single hub and many tiny nodes. This is a very important distinction. In fact, Google's rapid rise is not an indication of winner-takes-all behavior; it only tells us that the fit get rich. To be sure, Google is one of the fittest hubs. But it never succeeded in grabbing all links and turning into a star. It shares the spotlight with several nodes whose number of links is comparable to Google's. When the winner takes all, there is no room for a potential challenger. Are there any real networks that display true winner-takes-all behavior? We can now predict whether a given network will follow the fit-get-rich or winner-takes-all behavior by looking at its fitness distribution. Fitness, however, remains a somewhat elusive quantity, since the tools to precisely measure the fitness of an individual node are still being developed. But winner-takes-all behavior has such a singular and visible impact on a network's structure that, if present, it is hard to miss. It destroys the hierarchy of hubs characterizing the scale-free topology, turning it into a starlike network, with a single node grabbing all the links. And there is a network in which we cannot fail to notice one node that carries the signature of a Bose-Einstein condensate. The node is called Microsoft.

He comes next to a consideration of the passions. 'Endeavour' may be defined as a small beginning of motion; if towards something, it is desire, and if away from something it is aversion. Love is the same as desire, and hate is the same as aversion. We call a thing 'good' when it is an object of desire, and 'bad' when it is an object of aversion. (It will be observed that these definitions give no objectivity to 'good' and 'bad'; if men differ in their desires, there is no theoretical method of adjusting their differences.) There are definitions of various passions, mostly based on a competitive view of life; for instance, laughter is sudden glory. Fear of invisible power, if publicly allowed, is religion; if not allowed, superstition. Thus the decision as to what is religion and what superstition rests with the legislator. Felicity involves continual progress; it consists in prospering, not in having prospered; there is no such thing as a static happiness—excepting, of course, the joys of heaven, which surpass our comprehension. Will is nothing but the last appetite or aversion remaining in deliberation. That is to say, will is not something different from desire and aversion, but merely the strongest in a case of conflict. This is connected, obviously, with Hobbes's denial of free will. Unlike most defenders of despotic government, Hobbes holds that all men are naturally equal. In a state of nature, before there is any government, every man desires to preserve his own liberty, but to acquire dominion over others; both these desires are dictated by the impulse to self-preservation. From their conflict arises a war of all against all, which makes life 'nasty, brutish, and short'. In a state of nature, there is no property, no justice or injustice; there is only war, and 'force and fraud are, in war, the two cardinal virtues'. The second part tells how men escape from these evils by combining into communities each subject to a central authority. This is represented as happening by means of a social contract. It is supposed that a number of people come together and agree to choose a sovereign, or a sovereign body, which shall exercise authority over them and put an end to the universal war.

FOR MY SPIRITUAL LIFE... What’s the ONE Thing I can do to help others... ? What’s the ONE Thing I can do to improve my relationship with God... ? FOR MY PHYSICAL HEALTH... What’s the ONE Thing I can do to achieve my diet goals... ? What’s the ONE Thing I can do to ensure that I exercise... ? What’s the ONE Thing I can do to relieve my stress... ? FOR MY PERSONAL LIFE... What’s the ONE Thing I can do to improve my skill at ________... ? What’s the ONE Thing I can do to find time for myself... ? FOR MY KEY RELATIONSHIPS... What’s the ONE Thing I can do to improve my relationship with my spouse/partner... ? What’s the ONE Thing I can do to improve my children’s school performance... ? What’s the ONE Thing I can do to show my appreciation to my parents... ? What’s the ONE Thing I can do to make my family stronger... ? FOR MY JOB... What’s the ONE Thing I can do to ensure that I hit my goals... ? What’s the ONE Thing I can do to improve my skills... ? What’s the ONE Thing I can do to help my team succeed... ? What’s the ONE Thing I can do to further my career... ? FOR MY BUSINESS... What’s the ONE Thing I can do to make us more competitive... ? What’s the ONE Thing I can do to make our product the best... ? What’s the ONE Thing I can do to make us more profitable... ? What’s the ONE Thing I can do to improve our customer experience... ? FOR MY FINANCES... What’s the ONE Thing I can do to increase my net worth... ? What’s the ONE Thing I can do to improve my investment cash flow... ? What’s the ONE Thing I can do to eliminate my credit card debt... ? BIG IDEAS So how do you make The ONE Thing part of your daily routine? How do you make it strong enough to get extraordinary results at work and in the other areas of your life? Here’s a starter list drawn from our experience and our work with others. Understand and believe it. The first step is to understand the concept of the ONE Thing, then to believe that it can make a difference in your life. If you don’t understand and believe, you won’t take action. Use it. Ask yourself the Focusing Question. Start each day by asking, “What’s the ONE Thing I can do today for [whatever you want] such that by doing it everything else will be easier or even unnecessary?” When you do this, your direction will become clear. Your work will be more productive and your personal life more rewarding. Make it a habit. When you make asking the Focusing Question a habit, you fully engage its power to get the extraordinary results you want. It’s a difference maker. Research says this will take about 66 days. Whether it takes you a few weeks or a few months, stick with it until it becomes your routine. If you’re not serious about learning the Success Habit, you’re not serious about getting extraordinary results. Leverage reminders. Set up ways to remind yourself to use the Focusing Question. One of the best ways to do this is to put up a sign at work that says, “Until my ONE Thing is done—everything else is a distraction.” We designed the back cover of this book to be a trigger —set it on the corner of your desk so that it’s the first thing you see when you get to work. Use notes, screen savers, and calendar cues to keep making the connection between the Success Habit and the results you seek. Put up reminders like, “The ONE Thing = Extraordinary Results” or “The Success Habit Will Get Me to My Goal.” Recruit support. Research shows that those around you can influence you tremendously. Starting a success support group with some of your work colleagues can help inspire all of you to practice the Success Habit every day. Get your family involved. Share your ONE Thing. Get them on board. Use the Focusing Question around them to show them how the Success Habit can make a difference in their school work, their personal achievements, or any other part of their lives.

Today, there aren’t any doors. You don’t need permission from anyone. You just need an internet connection and a computer. Here’s the new paradigm: It’s no longer what you know, or who you know. It’s what you create. This fundamental shift has been brought on by technologies (mainly the internet) that have made it insanely easy to create all kinds of awesome stuff. Want to become a published author? Go for it. You don’t need a publisher. Just write your book and publish it on Amazon. I did this, and now I’m a bestselling author, selling more books than most authors would have dreamed of twenty years ago. Want to sell a product? Go for it. You don’t need a warehouse, or manufacturing equipment, or a storefront, or a bank to finance everything. Raise money on KickStarter, use Google to find a cheap manufacturer in China, and ship your product to customers all over the world on Amazon, or through your own ecommerce store. Want to learn how to start a company? You don’t need to spend hundreds of thousands of dollars getting an MBA. Take a course on Udemy. Or, join a startup accelerator program―and they’ll pay you. Here’s the thing. Even if you’re not doing this stuff, other hustlers are. The trend is happening whether you like it or not. When new resources become readily available, a sliver of society inevitably flocks to those resources and uses them to their advantage, often reaping astronomically high rewards in the process. The competitive advantage has shifted from connections to creations. Knowing important people is still important, but the means of meeting them has changed. The order is now reversed. You don’t connect and then create. You create and then connect.

Obama added, is “to see our growing interdependence as a cause for peaceful cooperation and not violent competition. To define our nations not by our capacity to destroy but by what we build. And perhaps, above all, we must reimagine our connection to one another as members of one human race.” I

My favourite quotes, Part Two -- from Michael Connelly's "Harry Bosch" series The Black Box On Bosch’s first call to Henrik, the twin brother of Anneke - Henrik: "I am happy to talk now. Please, go ahead.” “Thank you. I, uh, first want to say as I said in my email that the investigation of your sister’s death is high priority. I am actively working on it. Though it was twenty years ago, I’m sure your sister’s death is something that hurts till this day. I’m sorry for your loss.” “Thank you, Detective. She was very beautiful and very excited about things. I miss her very much.” “I’m sure you do.” Over the years, Bosch had talked to many people who had lost loved ones to violence. There were too many to count but it never got any easier and his empathy never withered. The Burning Room 2 Grace was a young saxophonist with a powerful sound. She also sang. The song was “Somewhere Over the Rainbow,” and she produced a sound from the horn that no human voice could ever touch. It was plaintive and sad but it came with an undeniable wave of underlying hope. It made Bosch think that there was still a chance for him, that he could still find whatever it was he was looking for, no matter how short his time was. ---------------- He grabbed his briefcase off his chair and walked toward the exit door. Before he got there, he heard someone clapping behind him. He turned back and saw it was Soto, standing by her desk. Soon Tim Marcia rose up from his cubicle and started to clap. Then Mitzi Roberts did the same and then the other detectives. Bosch put his back against the door, ready to push through. He nodded his thanks and held his fist up at chest level and shook it. He then went through the door and was gone. The Burning Room 3 “What do you want to know, Bosch?” Harry nodded. His instinct was right. The good ones all had that hollow space inside. The empty place where the fire always burns. For something. Call it justice. Call it the need to know. Call it the need to believe that those who are evil will not remain hidden in darkness forever. At the end of the day Rodriguez was a good cop and he wanted what Bosch wanted. He could not remain angry and mute if it might cost Orlando Merced his due. ------------ “I have waited twenty years for this phone call . . . and all this time I thought it would go away. I knew I would always be sad for my sister. But I thought the other would go away.” “What is the other, Henrik?” Though he knew the answer. “Anger . . . I am still angry, Detective Bosch.” Bosch nodded. He looked down at his desk, at the photos of all the victims under the glass top. Cases and faces. His eyes moved from the photo of Anneke Jespersen to some of the others. The ones he had not yet spoken for. “So am I, Henrik,” he said. “So am I.” Angle of Investigation 1972 They were heading south on Vermont through territory unfamiliar to him. It was only his second day with Eckersly and his second on the job. Now He knew that passion was a key element in any investigation. Passion was the fuel that kept his fire burning. So he purposely sought the personal connection or, short of that, the personal outrage in every case. It kept him locked in and focused. But it wasn’t the Laura syndrome. It wasn’t the same as falling in love with a dead woman. By no means was Bosch in love with June Wilkins. He was in love with the idea of reaching back across time and catching the man who had killed her. The Scarecrow At one time the newsroom was the best place in the world to work. A bustling place of camaraderie, competition, gossip, cynical wit and humor, it was at the crossroads of ideas and debate. It produced stories and pages that were vibrant and intelligent, that set the agenda for what was discussed and considered important in a city as diverse and exciting as Los Angeles.

In 2014, some 60,000 women entrepreneurs cover a population of a hundred million deep in rural India where there is poor road and media connectivity. These women doubled their household income in no time. Women started to gain social respectability and for Unilever it was competitive advantage in distribution. “What a tremendous win-win he helped us create.

For some time now, the conventional wisdom at most agencies has been to partner with experts in specific fields—social networking, gaming, mobile, or any other discipline—in order to “get the best people for the job.” But given the success of AKQA, R/GA, and so many other innovators, perhaps it can be argued that to be truly holistic in our approach, it’s better to grow innovations from one’s own stem cells, so to speak, than to try to graft on capabilities on an ad-hoc basis. Some would no doubt argue that it makes the most economic sense to hire experts to execute as needed, rather than taking on more overhead in an increasingly competitive marketplace. But it should be pointed out that it’s hard to have the original ideas themselves if your own team doesn’t have a firm grasp of the technologies. Without a cross-disciplinary team of in-house experts, who knows what opportunities you—and by extension, your clients—may miss. “It comes down to the brains that you have working with you to make it a reality,” John Butler, cofounder of Butler, Shine, Stern & Partners, tells me. “The history of the ad agency is the Bernbach model—the writer and art director sitting in a room together coming up with an idea,” he says, referring to legendary adman Bill Bernbach, cofounder of DDB and the man who first combined copywriters and art directors as two-person teams. Now, all that’s changed. “[Today, there are] fifteen people sitting in a room. Media is as much a part of the creative department as a writer or an art director. And we have account planners—we call them ‘connection planners’—in the room throwing around ideas,” he says. “That facilitates getting to work that is about the experience, about ways to compel consumers to interact with your brand in a way that they become like free media” by actively promoting the brand for you. If his team worked on the old Bernbach model, Butler adds, they would never have created something like those cool MINI billboards that display messages to drivers by name that I described in the last chapter. The idea actually spun out of a discussion about 3-D glasses for print ads. “Someone in the interactive group said, ‘We can probably do that same thing with [radio frequency identification] technology.’” By using transmitters built into the billboards, and building RFID chips into MINI key fobs, “when a person drives by, it will recognize him and it will spit out a message just for him.” He adds with considerable understatement: “Through having those capabilities, in-house engineers, technical guys who know the technology and what’s available, we were able to create something that was really pretty cool.

A large society will consist of a wide variety of games-though all somehow connected, inasmuch as they have a bearing on a final societal ranking. Schools are a species of finite play to the degree that they bestow ranked awards on those who win degrees from them. Those awards in turn qualify graduates for competition in still higher games-certain prestigious colleges, for example, an then certain professional schools beyond that, with a continuing sequence of higher games in each of the professions, and so forth. It is not uncommon for families to think of themselves as a competitive unit in a broader finite game for which they are training their members in the struggle for societally visible titles.

my hardest so you don't win all the time?” Then see how it goes. If it goes well, over time they will balance the enjoyment of winning—even unfairly—with the enjoyment of a challenging match—even if they lose. You may also need to spend some time directly on the child's feelings about competition. Children will signal that they need special attention to these feelings about winning, losing, and competition by being very upset

- Habits are defined as behaviors done with little or no conscious thought. - The convergence of access, data, and speed is making the world a more habit-forming place. - Businesses that create customer habits gain a significant competitive advantage. - The Hook Model describes an experience designed to connect the user's problem to a solution frequently enough to form a habit. - The Hook Model has four phases: trigger, action, variable reward, and investment.