Consequence Management Quotes

We have learned that trauma is not just an event that took place sometime in the past; it is also the imprint left by that experience on mind, brain, and body. This imprint has ongoing consequences for how the human organism manages to survive in the present. Trauma results in a fundamental reorganization of the way mind and brain manage perceptions. It changes not only how we think and what we think about, but also our very capacity to think.

This was the consequence of seeing too much and understanding the horrible truth: No one is safe. The world is not manageable.

Let's get something clear up front. I'm not Harry Dresden. Harry's a wizard. A genuine, honest-to-goodness wizard. He's Gandalf on crack and an IV of Red Bull, with a big leather coat and a .44 revolver in his pocket. He'll spit in the eye of gods and demons alike if he thinks it needs to be done, and to hell with the consequences -- and yet somehow my little brother manages to remain a decent human being. I'll be damned if I know how. But then, I'll be damned regardless. My name is Thomas Raith, and I'm a monster.

Training moments occur when both parents and children do their jobs. The parent's job is to make the rule. The child's job is to break the rule. The parent then corrects and disciplines. The child breaks the rule again, and the parent manages the consequences and empathy that then turn the rule into reality and internal structure for the child.

Goals begin behaviors, consequences maintain them.

Before our white brothers arrived to make us civilized men,we didn't have any kind of prison. Because of this, we had no delinquents. We had no locks nor keys and therefore among us there were no thieves. When someone was so poor that he couldn't afford a horse, a tent or a blanket, he would, in that case, receive it all as a gift. We were too uncivilized to give great importance to private property. We didn't know any kind of money and consequently, the value of a human being was not determined by his wealth. We had no written laws laid down, no lawyers, no politicians, therefore we were not able to cheat and swindle one another. We were really in bad shape before the white men arrived and I don't know how to explain how we were able to manage without these fundamental things that (so they tell us) are so necessary for a civilized society.

I am heartened to find so much wit in you, that you'd give thought to consequences and choose your way with reason, not passion only.

An immense industrial network cannot be managed in the same way that one changes a tire... It expresses a circuit of cosmic energy on which it depends, which it cannot limit, and whose laws it cannot ignore without consequences.

One of the nastier trends in library management in recent years is the notion that libraries should be "responsive to their patrons." This means having dozens of copies of The Bridges of Madison County and Danielle Steele, and a consequent shortage of shelf space, to cope with which librarians have taken to purging books that haven't been checked out lately.

Before our white brothers arrived to make us civilized men, we didin't have any kind of prison. Because of this, we didn't have any delinquents. Without a prison, there can't be no delinquents. We had no locks nor keys therefore among us there were no thieves. When someone was so poor that he couldn't afford a horse, a tent or a blanket, he would, in that case, receive it all as a gift. We were too uncivilized to give great importance to private property. We didn't know any kind of money and consequently, the value of a human being was not determined by his wealth. We had no written laws laid down, no lawyers, no politicians, therefore we were not able to cheat and swindle one another. We were really in bad shape before the white man arrived and I don't know how to explain how we were able to manage without these fundamental things that (so they tell us) are so necessary for a civilized society.

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

Precisely because technology is now moving so fast, and parliaments and dictators alike are overwhelmed by data they cannot process quickly enough, present-day politicians are thinking on a far smaller scale than their predecessors a century ago. Consequently, in the early twenty-first century politics is bereft of grand visions. Government has become mere administration. It manages the country, but it no longer leads it.

It would have been impossible for me to have told anyone what I derived from these novels, for it was nothing less than a sense of life itself. [...] It had been only through books - at best, no more than vicarious cultural transfusions - that I had managed to keep myself alive in a negatively vital way. Whenever my environment had failed to support or nourish me, I had clutched at books; consequently, my belief in books had risen more out of a sense of desperation than from any abiding conviction of their ultimate value.

Whenever those immersed in the bureaucratic culture of the age try to think their way through to the moral foundations of what they are and what they do, they will discover suppressed Nietzschean premises. And consequently it is possible to predict with confidence that in the apparently quite unlikely contexts of bureaucratically managed modern societies there will periodically emerge social movements informed by just that kind of prophetic irrationalism of which Nietzsche's thought is the ancestor. Indeed just because and insofar as contemporary Marxism is Weberian in substance we can expect prophetic irrationalisms of the left as well as of the Right.

Rules and consequences are not the best tools for classroom management. Giving students goals and rewards is more effective. It’s about putting systems in place that actively incentivize good behavior and passively decentivize bad behavior. In this way, as a teacher you can spend less time on managing behaviors and more time on educating and leading.

In the nineteenth century the Industrial Revolution created new conditions and problems that none of the existing social, economic, and political models could cope with. Feudalism, monarchism, and traditional religions were not adapted to managing industrial metropolises, millions of uprooted workers, or the constantly changing nature of the modern economy. Consequently, humankind had to develop completely new models—liberal democracies, communist dictatorships, and fascist regimes—and it took more than a century of terrible wars and revolutions to experiment with these models, separate the wheat from the chaff, and implement the best solutions. Child labor in Dickensian coal mines, the First World War, and the Great Ukrainian Famine of 1932–33 constituted just a small part of the tuition fees humankind had to pay.

In a sense, blowback is simply another way of saying that a nation reaps what it sows. Although people usually know what they have sown, our national experience of blowback is seldom imagined in such terms because so much of what the managers of the American empire have sown has been kept secret.

But in the areas that matter most, a burst of energy and activity cannot reverse the consequences that accompany a season of neglect.

The early anatomists were dealing with a chronic shortage of bodies for dissection, and consequently were motivated to come up with ways to preserve the ones they managed to obtain. Blanchard’s textbook was the first to cover arterial embalming. He describes opening up an artery, flushing the blood out with water, and pumping in alcohol. I’ve been to frat parties like that.

Where you see moral choices and harmful consequences, Assholes see disrespect, intense needs, and the right to defend themselves against injury and injustice every time those needs are frustrated.

The educational process must again provide the opportunity for students to make choices and live with the consequences of these choices. Teaching is not simply telling people what to believe and do.

The important thing to keep in mind is that while adolescents crave freedom, it is not healthy for them to get too much of it. Adolescents need a strong parent against whom they can rebel. They learn how to make good decisions and manage their impulses by bumping up against a parent’s rules and consequences.

Monopoly, besides, is a great enemy to good management, which can never be universally established, but in consequence of that free and universal competition which forces every body to have recourse to it for the sake of self defence.

You can’t manage what you can’t measure” is a maxim that is taught and believed by many in both the business and education sectors. But in fact, the phrase is ridiculous—something said by people who are unaware of how much is hidden. A large portion of what we manage can’t be measured, and not realizing this has unintended consequences. The problem comes when people think that data paints a full picture, leading them to ignore what they can’t see. Here’s my approach: Measure what you can, evaluate what you measure, and appreciate that you cannot measure the vast majority of what you do. And at least every once in a while, make time to take a step back and think about what you are doing.

The only consequence of their (employee) silence is that the blind (employer) lead the blind.

In the early twenty-first century, politics is consequently bereft of grand visions. Government has become mere administration. It manages the country, but it no longer leads it.

One reason the concept of becoming better can scare us is that it requires us to step out of a place that we recognize and have possibly grown comfortable with.

Today I don’t think of myself as being in recovery from illness. I think of myself as being on a mission to recover the truest version of myself, and as being in recovery from long exposure to a sick society that actively wants to destroy all that is good about me. Consequently, I get to do a bunch of rad things to manage life better, so I don’t need to escape.

The U.S. has so many rules and regulations, because of fear of being sued, that kids give up on the opportunity for personal exploration. A pool has to be fenced so that it’s not an ‘attractive nuisance.’ Most New Guineans don’t have pools, but even the rivers that we frequented didn’t have signs saying ‘Jump at your own risk,’ because it’s obvious. Why would I jump unless I’m prepared for the consequences? Responsibility in the U.S. has been taken from the person acting and has been placed on the owner of the land or the builder of the house. Most Americans want to blame someone other than themselves as much as possible. In New Guinea I was able to grow up, play creatively, and explore the outdoors and nature freely, with the obligatory element of risk, however well managed, that is absent from the average risk-averse American childhood. I had the richest upbringing possible, an upbringing inconceivable for Americans.

The 20th century merits the name "The Century of Murder." 1915 Turks slaughtered 2 million Armenians. 1933 to 1954 the Soviet government encompassed the death of 20 to 65 million citizens. 1933 to 1945 Nazi Germany murdered more than 25 million people. 1948 Hindus and Muslims engaged in racial and religious strife that claimed more lives than could be reported. 1970 3 million Bangladesh were killed. 1971 Uganda managed the death of 300,000 people. 1975 Khmer Rouge took over Cambodia and murdered up to 3 million people. In recent times more than half a million of Rwanda's 6 million people have been murdered. At present times genocidal strife is underway in Bosnia, Somalia, Burundi and elsewhere. The people of the world have demonstrated themselves to be so capable of forgetting the murderous frenzies in which their fellows have participated that it is essential that one, at least, be remembered and the world be regularly reminded of it. _Consequences of the Holocaust

Because of the way God has made us, it is impossible finally and completely to deaden the soul. The soul will resurrect, in spite of the cruelty used to destroy it. It will pop up and then be slain again, return and be shoved down through contempt. The power to destroy the soul is not in the hands of Satan, another human being, or even oneself. Nevertheless, when we manage to deaden our soul, even temporarily, we open the door to terrible consequences.

I face death, rather than avoid it. I climb anyway. Somehow I manage to handle the comings and goings of partners and loved ones. I pay homage, but I also move on. I don't know about whatever might come with death. Little by little I understand what it is that comes before: the life we are all living through right now. I see how easy it is to die in those beautiful places. I have lost many friends to the loveliness and horror of ice and stone walls. I still cry for them, for myself. The beauty of the high places is tempered by threat and danger. I remember the struggles won and lost up there. Every situation in life has its black side. Every human being on this planet would love to make that side go away. Wishing it away, ignoring the danger and the consequences, they can make believe it no longer exists. I refuse this option.

After he wrote The Paradox of Choice, Schwartz got fervent amens from European governments as well as individual readers for insisting that the management of your focus has become one of decision-laden modernity's major challenges. Many behavioral economists and social psychologists also share his concern about what he calls "the consequences of mis-attention.

His master plan to get them all out the door early met its first check of the day when he opened his closet door to discover that Zap the Cat, having penetrated the security of Vorkosigan House through Miles's quisling cook, had made a nest on the floor among his boots and fallen clothing to have kittens. Six of them. Zap ignored his threats about the dire consequences of attacking an Imperial Auditor, and purred and growled from the dimness in her usual schizophrenic fashion. Miles gathered his nerve and rescued his best boots and House uniform, at a cost of some high Vor blood, and sent them downstairs for a hasty cleaning by the overworked Armsman Pym. The Countess, delighted as ever to find her biological empire increasing, came in thoughtfully bearing a cat-gourmet tray prepared by Ma Kosti that Miles would have had no hesitation in eating for his own breakfast. In the general chaos of the morning, however, he had to go down to the kitchen and scrounge his meal. The Countess sat on the floor and cooed into his closet for a good half-hour, and not only escaped laceration, but managed to pick up, sex, and name the whole batch of little squirming furballs before tearing herself away to hurry and dress.

I couldn’t manage life the way everyone else easily seemed to, and I struggled with the messy consequences every day. But pushing my oshi was the center of my life, a given, and my one point of clarity. It was more than a core—it was my backbone.

External conflicts we can avoid, resolve, or manage. But, when it comes to internal conflicts, there is only one viable option: resolve. Whatever internal conflict, major or minor, we don't resolve will grate within us nonstop. Fortunately, we can resolve all our internal conflicts with one simple strategy: Act the way it feels right, no matter how inconvenient the consequences are.

Nope,” she managed. “No other questions.” Eleven centuries of captivity. Hung on his hated enemy’s study wall. Eleven centuries of not touching. Not eating. Not loving. Had he had anyone to talk to? Her face must have betrayed her thoughts, for he startled her by saying softly, “ ’Tis no longer of consequence, lass, but thank you for the compassion. ’Tis nigh over. Seventeen more days, Jessica. That’s all.” For some reason his words brought a sudden hot burn of tears to the backs of her eyes. Not only hadn’t eleven centuries turned him into a monster, he was trying to soothe her, to make her feel better about his imprisonment. “You weep for me, woman?” She turned away. “It’s been a long day. Hell, it’s been a long week.” “Jessica.” Her name was a soft command. She disobeyed it, staring out the window at the rolling hills. “Jessica, look at me.” Eyes bright with unshed tears, she whipped her head around and glared at him. “I weep for you, okay?” she snapped. “For eleven centuries stuck in there. Can I start driving again or do you need something else?” He smiled faintly, raised his hand, and splayed his palm against the inside of the silvery glass. Without an ounce of conscious thought, her hand rose to meet his, aligning on the cool silver, palm to palm, finger to finger, thumb to thumb. And though she felt only a cold hardness beneath her palm, the gesture made something go all warm and soft in her heart. Neither of them spoke or moved for a moment.

Autoimmunity is internalized by patients as an opportunity for the ultimate self-management project. But in fact it is a manifestation of a flawed collective project. If it is an indictment of anything, it is an indictment not of our personhood but of our impulse to see social problems as being about our personhood, instead of a consequence of our collective shortcomings as co-citizens of this place and time.

And now my blood ran cold. Because if there’s one thing worse than an IT manager who’s feeling the chill wind of obsolescence blowing down his neck and consequently trying to contribute code to the repository like an actual working developer, it’s an IT manager who’s getting creative.

When faced with difficult decisions, painstakingly analyze the situation. Do your homework and be careful not to understate or overstate the impact of pertinent conditions. This includes researching possible consequences and deciding if the department, division, and company can live with them.

What is that bruise?” Lucien demanded. I pointed with my fork to Tamlin. “Ask him. He did it.” Lucien looked from Tamlin to me and then back again. “Why does Feyre have a bruise on her neck from you?” he asked with no small amount of amusement. “I bit her,” Tamlin said, not pausing as he cut his steak. “We ran into each other in the hall after the Rite.” I straightened in my chair. “She seems to have a death wish,” he went on, cutting his meat. The claws stayed retracted but pushed against the skin above his knuckles. My throat closed up. Oh, he was mad—furious at my foolishness for leaving my room—but somehow managed to keep his anger on a tight, tight leash. “So, if Feyre can’t be bothered to listen to orders, then I can’t be held accountable for the consequences.

Abuse of gift-giving can occur when a child is living with a custodial parent following a separation or divorce. The noncustodial parent is often tempted to shower a child with gifts, perhaps from the pain of separation or feelings of guilt over leaving the family. When these gifts are overly expensive, ill-chosen, and used as a comparison with what the custodial parent can provide, they are really a form of bribery, an attempt to buy the child’s love. They may also be a subconscious way of getting back at the custodial parent. Children receiving such ill-advised gifts may eventually see them for what they are, but in the meantime they are learning that at least one parent regards gifts as a substitute for genuine love. This can make children materialistic and manipulative, as they learn to manage people’s feelings and behavior by the improper use of gifts. This kind of substitution can have tragic consequences for the children’s character and integrity.

But such is the nature of man that as soon as you begin to force him to do a thing, from that moment he begins to seek ways by which he can avoid doing the thing you are trying to force upon him. A man with malaria parasites in his blood is a danger to his companions. To kill all the parasites, he was then required to continue doses of quinine a week or ten days after his fever. When the convalescing men were given their daily dose of quinine they would manage to throw their tablets out of the dispensary window. The old turkey-gobbler pet of the hospital gobbled up all the tablets he could find. He became so dissipated he finally developed a species of blindness caused by too much quinine. I cannot vouch for this, but I was often twitted with this story as an illustration of how the men were treating prophylactic quinine.

In early Greek society, particularly in Athens, democracy meant the equivalent of a permanent town meeting—all decisions of consequence were made in public assembly. As many professional service firms have rediscovered, this view of democracy tends to result in much wasting of time, slowness of response, and extreme conservatism in action.

Like technical debt, management debt is incurred when you make an expedient, short-term management decision with an expensive, long-term consequence. Like technical debt, the trade-off sometimes makes sense, but often does not. More important, if you incur the management debt without accounting for it, then you will eventually go management bankrupt. Like technical debt, management debt comes in too many different forms to elaborate entirely, but a few salient examples will help explain the concept. Here are three of the more popular types among startups: 1. Putting two in the box 2. Overcompensating a key employee, because she gets another job offer 3. No performance management or employee feedback process

Sometimes the defeat can have even more severe consequences. If a dominant lobster is badly defeated, its brain basically dissolves. Then it grows a new, subordinate’s brain—one more appropriate to its new, lowly position.8 Its original brain just isn’t sophisticated to manage the transformation from king to bottom dog without virtually complete dissolution and regrowth. Anyone who has experienced a painful transformation after a serious defeat in romance or career may feel some sense of kinship with the once successful crustacean.

Information, consequences, choice. Without lectures or micro-management or rescue.

Dogmatic belief in the central axioms of Christianity (that Christ’s crucifixion redeemed the world; that salvation was reserved for the hereafter; that salvation could not be achieved through works) had three mutually reinforcing consequences: First, devaluation of the significance of earthly life, as only the hereafter mattered. This also meant that it had become acceptable to overlook and shirk responsibility for the suffering that existed in the here-and-now; Second, passive acceptance of the status quo, because salvation could not be earned in any case through effort in this life (a consequence that Marx also derided, with his proposition that religion was the opiate of the masses); and, finally, third, the right of the believer to reject any real moral burden (outside of the stated belief in salvation through Christ), because the Son of God had already done all the important work. It was for such reasons that Dostoevsky, who was a great influence on Nietzsche, also criticized institutional Christianity (although he arguably managed it in a more ambiguous but also more sophisticated manner).

Muddleheadedness has always been the sovereign force in human affairs—a force far more potent than malevolence or nobility. It lubricates our hurtful impulses and ties our best intentions in knots. It blunts our wisdom, misdirects our compassion, clouds whatever insights into the human condition we manage to acquire. It is the chief artisan of the unintended consequences that constitute human history.

When conflict is inescapable and it has been learned that making a "wrong" decision can have severe emotionally or physically painful consequences, then we have the makings of stress, anxiety, and aggression.

The popular image of the lone (and possibly slight mad) genius-who ignores the literature and other conventional wisdom and manages by some inexplicable inspiration (enhanced, perhaps, with a liberal dash of suffering) to come up with a breathtakingly original solution to a problem that confounded all the experts-is a charming and romantic image, but also a wildly inaccurate one, at least in the world of modern mathematics. We do have spectacular, deep and remarkable results and insights in this subject, of course, but they are the hard-won and cumulative achievement of years, decades, or even centuries of steady work and progress of many good and great mathematicians; the advance from one stage of understanding to the next can be highly non-trivial, and sometimes rather unexpected, but still builds upon the foundation of earlier work rather than starting totally anew....Actually, I find the reality of mathematical research today-in which progress is obtained naturally and cumulatively as a consequence of hard work, directed by intuition, literature, and a bit of luck-to be far more satisfying than the romantic image that I had as a student of mathematics being advanced primarily by the mystic inspirations of some rare breed of "geniuses.

But this story ends when you open the door. It doesn’t matter if you managed to guess which room is mine, which door I closed behind me. You put your hand on the door handle, you knock, it’s all over. End of story. By choosing one, you chose the other, too. Do you understand why? Those two consequences are joined at the hip, they’re Siamese twins. Even if you picked the door with the lady behind it—all questions answered, all explanations given, your life solved for you—it’s still true that you gave the tiger permission to jump. You gave your assent to catastrophe, you invited tragedy and horror to walk right in. You got lucky, that’s all. Mallon

Slavery may change its form or its name—its essence remains the same. Its essence may be expressed in these words: to be a slave is to he forced to work for someone else, just as to he a master is to live on someone else's work In antiquity, just as in Asia and in Africa today, as well as even in a part of America, slaves were, in all honesty, called slaves. In the Middle Ages, they took the name of serfs: nowadays they are called wage earners. The position of tins latter group has a great deal more dignity attached to it, and it is less hard than that of slaves, but they are nonetheless forced, by hunger as well as by political and social institutions, to maintain other people in complete or relative idleness, through their own exceedingly hard labor. Consequently they arc slaves. And in general, no state, ancient or modern, has ever managed or will ever manage to get along without the forced labor of the masses, either wage earners or slaves, as a principal and absolutely necessary foundation for the leisure, the liberty, and the civilization of the political class—the citizens.

For the forces of any given blast, one type may stretch, say, a fifth of its length without tearing, while another may manage just 5 percent. WIAMan will be calibrated to reflect these differences and predict the consequences.

How, then, do terrorists manage to dominate the headlines and change the political situation throughout the world? By provoking their enemies to overreact. In essence, terrorism is a show. Terrorists stage a terrifying spectacle of violence that captures our imagination and makes us feel as if we are sliding back into medieval chaos. Consequently states often feel obliged to react to the theatre of terrorism with a show of security, orchestrating immense displays of force, such as the persecution of entire populations or the invasion of foreign countries. In most cases, this overreaction to terrorism poses a far greater threat to our security than the terrorists themselves.

I should also add something about weight here, because we all know that there’s often a relationship between weight and risk for diabetes. If the risk for Alzheimer’s disease goes up with metabolic disorders, then it makes sense that the risk also rises with unhealthy weight gain that has metabolic consequences. The science now speaks to this fact. Carrying extra weight around the abdomen has been shown to be particularly harmful to the brain. One study that garnered lots of media attention looked at over six thousand individuals aged forty to forty-five and measured the size of their bellies between 1964 and 1973.11 A few decades later, they were evaluated to see who had developed dementia and how that related to their waist size at the start of the study. The correlation between risk of dementia and thicker midsections twenty-seven years earlier was remarkable: Those with the highest level of abdominal fat had an increased risk of dementia of almost three-fold in comparison to those with the lowest abdominal weight. There is plenty of evidence that managing your weight now will go a long way toward preventing brain decline later.

We are taught to believe that having deep passions is foolish at best and dangerous at worst. We live in a cultural moment that is suspicious of ardent desires and strong commitments, propagating the idea that few things in life matter, that we have outlived ideals and ethical principles, and that comprehensive cultural change is impossible. Many of us have adopted the view that because we cannot remedy the enormous inequalities of the social world, we should not even bother to try. We have resigned ourselves to the idea that in the long haul nothing we do has any real impact and that caring too much is consequently a waste of our energies. By the same token, our (postmodern and sophisticated) recognition that meaning is inherently relative at times causes us to stop looking for meaning altogether. Though we are surrounded by a multitude of objects, artifacts, cultural icons, and shimmering images, few of these items manage to affect us on a deep level. In some ways, we are increasingly reconciled to the idea that the best we can do is to avoid the more crushing disillusionments of life–that the less we invest ourselves, the more inoculated we are against the misfortunes of the world.

Instead of going back and looking at the question, people tinker with the solution, trying to make it fit."-Claude Legrande..."The consequences of failing to do that [in our personal lives] are the same as those facing businesses - even more dire, perhaps, because what's being squandered isn't just the potential for profits. It's the potential for happiness. We miss opportunities to innovate and to make positive changes in our lives when we aren't willing to question ourselves.

Bowel transit time, as it is known in the trade, is a very personal thing and varies widely between individuals, and in fact within individuals depending on how active they are on a given day and what and how much they have been eating. Men and women evince a surprising amount of difference in this regard. For a man, the average journey time from mouth to anus is fifty-five hours. For a woman, typically, it is more like seventy-two. Food lingers inside a woman for nearly a full day longer, with what consequences, if any, we do not know. Roughly speaking, however, each meal you eat spends about four to six hours in the stomach, a further six to eight hours in the small intestine, where all that is nutritious (or fattening) is stripped away and dispatched to the rest of the body to be used or, alas, stored, and up to three days in the colon, which is essentially a large fermentation tank where billions and billions of bacteria pick over whatever the rest of the intestines couldn’t manage—fiber mostly. That’s why you are constantly told to eat more fiber: because it keeps your gut microbes happy and at the same time, for reasons not well understood, reduces the risk of heart disease, diabetes, bowel cancer, and indeed death of all types.

Because if there’s one thing worse than an IT manager who’s feeling the chill wind of obsolescence blowing down his neck and consequently trying to contribute code to the repository like an actual working developer, it’s an IT manager who’s getting creative.

Scale is the elephant in the room. When Silicon Valley executives excuse themselves and say their platform’s scale is so big that it’s really hard to prevent mass shootings from being broadcast or ethnic cleansing from being incited on their platforms, this is not an excuse—they are implicitly acknowledging that what they have created is too big for them to manage on their own. And yet, they also implicitly believe that their right to profit from these systems outweighs the social costs others bear. So when companies like Facebook say, “We have heard feedback that we must do more,” as they did when their platform was used to live-broadcast mass shootings in New Zealand, we should ask them a question: If these problems are too big for you to solve on the fly, why should you be allowed to release untested products before you understand their potential consequences for society?

Personal storytelling is an engine of humanization, which is in turn an engine of empathy. This is a long game, but if we can change enough minds, voter suppression will lose its power, gerrymandering will be pointless, the electoral college can’t stop us. If we unleash our stories, destroy the stigma, and manage to create a broad base of unequivocal cultural support for abortion—the foundation of which is already there—then by the time the more ghastly consequences of abortion bans begin to creep up on politicians, we will have the communication tools to act as an enraged critical mass.

As all this suggests our relationship with evidence is seldom purely a cognitive one. Vilifying menstruating women bolstering anti-Muslim stereotypes murdering innocent citizens of Salem plainly evidence is almost always invariably a political social and moral issue as well. To take a particularly stark example consider the case of Albert Speer minister of armaments and war production during the Third Reich close friend to Adolf Hitler and highest-ranking Nazi official to ever express remorse for his actions. In his memoir Inside the Third Reich Speer candidly addressed his failure to look for evidence of what was happening around him. "I did not query a friend who told him not to visit Auschwitz I did not query Himmler I did not query Hitler " he wrote. "I did not speak with personal friends. I did not investigate for I did not want to know what was happening there... for fear of discovering something which might have made me turn away from my course. I had closed my eyes." Judge William Stoughton of Salem Massachusetts became complicit in injustice and murder by accepting evidence that he should have ignored. Albert Speer became complicit by ignoring evidence he should have accepted. Together they show us some of the gravest possible consequences of mismanaging the data around us and the vital importance of learning to manage it better. It is possible to do this: like in the U.S. legal system we as individuals can develop a fairer and more consistent relationship to evidence over time. By indirection Speer himself shows us how to begin. I did not query he wrote. I did not speak. I did not investigate. I closed my eyes. This are sins of omission sins of passivity and they suggest correctly that if we want to improve our relationship with evidence we must take a more active role in how we think must in a sense take the reins of our own minds. To do this we must query and speak and investigate and open our eyes. Specifically and crucially we must learn to actively combat our inductive biases: to deliberately seek out evidence that challenges our beliefs and to take seriously such evidence when we come across it.

1. Project What is the project? Why is it unique? Why is the business needed? Why will customers love your product? 2. Partners Who are you? Who are the partners? What are your educational backgrounds? How much experience do you all have? How are you and your partners qualified to make the project a success? 3. Financing What is the total cost of the project? How much debt and how much equity is there? Are partners investing their own money? What is the investor’s return and reward for their risk? What are the tax consequences? Who is your CFO or accounting firm? Who is responsible for investor communications? What is the investor’s exit? 4. Management Who is running your company? What is their experience? What is their track record? Have they ever failed? How does their experience relate to your industry? Do you believe this is the strongest management team you can assemble? Can you pitch them with confidence?

Prof. Sarabhai's approach to mistakes rested on the assumption that they were inevitable but generally manageable. It was in the handling of the crises that arose as a consequence that talent could often be revealed. I later realised by experience, that the best way to prevent errors was to anticipate them.

While making money was good, having meaningful work and meaningful relationships was far better. To me, meaningful work is being on a mission I become engrossed in, and meaningful relationships are those I have with people I care deeply about and who care deeply about me. Think about it: It’s senseless to have making money as your goal as money has no intrinsic value—its value comes from what it can buy, and it can’t buy everything. It’s smarter to start with what you really want, which are your real goals, and then work back to what you need to attain them. Money will be one of the things you need, but it’s not the only one and certainly not the most important one once you get past having the amount you need to get what you really want. When thinking about the things you really want, it pays to think of their relative values so you weigh them properly. In my case, I wanted meaningful work and meaningful relationships equally, and I valued money less—as long as I had enough to take care of my basic needs. In thinking about the relative importance of great relationships and money, it was clear that relationships were more important because there is no amount of money I would take in exchange for a meaningful relationship, because there is nothing I could buy with that money that would be more valuable. So, for me, meaningful work and meaningful relationships were and still are my primary goals and everything I did was for them. Making money was an incidental consequence of that. In the late 1970s, I began sending my observations about the markets to clients via telex. The genesis of these Daily Observations (“ Grains and Oilseeds,” “Livestock and Meats,” “Economy and Financial Markets”) was pretty simple: While our primary business was in managing risk exposures, our clients also called to pick my brain about the markets. Taking those calls became time-consuming, so I decided it would be more efficient to write down my thoughts every day so others could understand my logic and help improve it. It was a good discipline since it forced me to research and reflect every day. It also became a key channel of communication for our business. Today, almost forty years and ten thousand publications later, our Daily Observations are read, reflected on, and argued about by clients and policymakers around the world. I’m still writing them, along with others at Bridgewater, and expect to continue to write them until people don’t care to read them or I die.

Election has nothing to do with the eternal salvation of individuals but refers instead to God's way of saving nations. It was a major mistake of the Reformation to have decided to follow Augustine in this matter, taking election to refer to grace and salvation. It manages to make bad news out of good news. It casts a deep shadow over the character of God. At it worst, it can lead to awful consequences in terms of pride, arrogance, superiority, and intolerance as the ideology of election takes hold. It causes the church to become, not a sign of the unity of humanity in the love of God, but the sign of favorites in the midst of the enemies of God.

If you shirk the responsibility of confronting the unexpected, even when it appears in manageable doses, reality itself will become unsustainably disorganized and chaotic. Then it will grow bigger and swallow all order, all sense, and all predictability. Ignored reality transforms itself (reverts back) into the great Goddess of Chaos, the great reptilian Monster of the Unknown—the great predatory beast against which mankind has struggled since the dawn of time. If the gap between pretence and reality goes unmentioned, it will widen, you will fall into it, and the consequences will not be good. Ignored reality manifests itself in an abyss of confusion and suffering.

Mzatal gave a decisive nod. “I will manage this. It cannot continue to interfere with his work. Too much is at stake.” I raised an eyebrow. “How do you intend to manage it?” “I will tell him the truth and outline the consequences.” I was surprised Mzatal didn’t shrivel away from the look I gave him. “Dude. Seriously? You expect him to stop crushing on me because you forbid it?” Mzatal frowned, contemplative. “Perhaps not ideal given the entanglement of human emotions, though there is no time for it to drag on,” he said, as if he actually knew what he was talking about. “If he knows you have no interest and sees how his distractions have affected his work, he will subside enough for now.” My withering look became glacial. “Boss, you’re completely awesome in many ways, but you are so off-base with this it’s not even funny.” I rolled my eyes. “I’ve already ramped ‘No Interest’ up to eleven on the dial and, at this point, he doesn’t care if his work suffers.” I took a big gulp of coffee, then ran my fingers through my tangled hair. “Let me deal with it. Normally I’m not into direct confrontation with this sort of shit, but there’s isn’t enough time for it to fizzle out on its own.” Mzatal regarded me with that damned unreadable mask which he’d slipped on as I was talking. Great. Lords weren’t much on being told they were wrong, but it had to be said.

Having been brought up in a serf-owner’s family, I entered active life, like all young men of my time, with a great deal of confidence in the necessity of commanding, ordering, scolding, punishing, and the like. But when, at an early stage, I had to manage serious enterprises and to deal with men, and when each mistake would lead at once to heavy consequences, I began to appreciate the difference between acting on the principle of command and discipline, and acting on the principle of common understanding. The former works admirably in a military parade, but it is worth nothing where real life is concerned and the aim can be achieved only through the severe effort of many converging wills.

The biggest adjustment I had to make on moving from New Guinea to the U.S. was my lack of freedom. Children have much more freedom in New Guinea. In the U.S. I was not allowed to climb trees. I was always climbing trees in New Guinea; I still like to climb trees. When my brother and I came back to California and moved into our house there, one of the first things we did was to climb a tree and build a tree house; other families thought that was weird. The U.S. has so many rules and regulations, because of fear of being sued, that kids give up on the opportunity for personal exploration. A pool has to be fenced so that it’s not an ‘attractive nuisance.’ Most New Guineans don’t have pools, but even the rivers that we frequented didn’t have signs saying ‘Jump at your own risk,’ because it’s obvious. Why would I jump unless I’m prepared for the consequences? Responsibility in the U.S. has been taken from the person acting and has been placed on the owner of the land or the builder of the house. Most Americans want to blame someone other than themselves as much as possible. In New Guinea I was able to grow up, play creatively, and explore the outdoors and nature freely, with the obligatory element of risk, however well managed, that is absent from the average risk-averse American childhood. I had the richest upbringing possible, an upbringing inconceivable for Americans.” “A frustration

As a leader, you have to have an almost infinite love for your organization or your cause to be able to find advisers who won’t simply parrot your views. The parroting isn’t necessarily a consequence of their selfishness or their desire for self-preservation. It’s because of the “loyalty bind,” which gives them an exaggerated view of your effectiveness.

In reality, for anybody to make real impact, he ought to be real. He ought to know the real position of materialism in purposefulness. He ought to understand the real reasons to act and the consequences for staying dormant. He ought to know the people who matter most in making true impacts and build the best synergy. As a matter of fact, he ought to be ready to embrace the real challenges that come with staying purposeful and making real impact. In fact, he ought to be able to turn what least counts and what is so uncanny to what really counts. He ought to be a mindset changer.He ought to know the real essence of time and timing and the value of patience and assertiveness. He ought to be strong. Living to leave footprints that count is what will make us count

Time was minutely calculated everywhere in the vast plant so that top managers knew precisely what everyone was supposed to be doing at a given moment. Bell was struck, for instance, by how General Motors “divides the hour into ten six-minute periods…the worker is paid by the numbers of tenths of an hour he works.”27 This minute engineering of work time was connected to very long measures of time in the corporation as well. Seniority pay was finely tuned to the total number of hours a man or woman had worked for General Motors; a laborer could minutely calculate benefits of vacation time and sick leave. The micrometrics of time governed the lower echelons of white-collar offices as well as manual labor on the assembly line, in terms of promotion and benefits.

In early-colonial Australia, invading colonisers regularly marvelled at the local environment’s park-like aspect, counting themselves multiply blessed that ‘nature’ (including divine providence) should have come to furnish them with ready-made grazing runs. In fact, the Australian landscape’s benign aspect was the cumulative consequence of millennia of Indigenous management, in particular the use of fire to reduce undergrowth and to contain spontaneous conflagrations within local limits. Within a few years of Europeans taking over the country and discontinuing Native fire-management practices, the current cycle of massive bushfire disasters was set in train. The land that settlers seize is already value-added. There is no such thing as wilderness, only depopulation.

The subject of reading aloud was farther discussed. The young men were the only talkers, but they, standing by the fire, talked over the too common neglect of the qualification, the total inattention to it, in the ordinary school-system for boys, the consequently natural--yet in some instances almost unnatural degree of ignorance and uncouthness of men, of sensible and well-informed men, when suddenly called to the necessity of reading aloud, which had fallen within their notice, giving instances of blunders, and failures with their secondary causes, the want of management of the voice, of proper modulation and emphasis, of foresight and judgment, all proceeding from the first cause, want of early attention and habit; and Fanny was listening again with great attention.

let’s step back and consider the idea of economically driven structural violence in abstract principle. Imagine an island with 100 inhabitants. One person has managed to acquire, through customary trade methods, 99 percent of the resources of the island. The other ninety-nine are poor, sharing only 1 percent of the resources, and they are consequently suffering physically and psychologically. They are getting sick, fighting among themselves, and dying off prematurely for lack of economic means. The one wealthy person has more than enough to provide for everyone on the island without suffering any real loss of well-being, but chooses not to help. While intending no harm to anyone, the wealthy person simply thinks “everyone gets what they deserve” however unfortunate their plight.

Growing religious fundamentalism is directly linked to globalization and to privatization. The Indian government is talking about selling its entire power sector to foreign multinationals, but when the consequences of that become hard to manage, the government immediately starts saying, "Should we build the Ram temple in Ayodhya?" Everyone goes baying off in that direction. Meanwhile, contracts are signed. It's like a game. That's something we have to understand. It's like a pincer action. With one hand they're selling the country out to multinationals. With the other they're orchestrating this howling cultural nationalism. On the one hand you're saying that the world is a global village. On the other hand governments spend millions and millions patrolling their borders with nuclear weapons.

A more recent concern relates to “financialization” and associated short-termism. Financialization is the growing importance of norms, metrics, and incentives from the financial sector to the wider economy. Some of the concerns expressed are that, for example, managers are increasingly awarded stock options to align their incentives with those of shareholders; companies are often explicitly managed to increase short-term shareholder value; and financial engineering, such as share buybacks and earnings management, has become a more important part of senior managers’ jobs. The end result is that rather than finance serving business, business serves finance: the tail wags the dog. What John Kay described as “obliquity,” the idea that making money was a consequence of, or a second-order benefit of, serving one’s customers and building good businesses, is driven out (Kay 2010).

By this management I found an opportunity to see what a most insignificant, unthinking life the poor, indolent wretch, who, by his unactive temper, had at first been my ruin, now lived; how he only rose in the morning to go to bed at night; that, saving the necessary motion of the troops, which he was obliged to attend, he was a mere motionless animal, of no consequence in the world; that he seemed to be one who, though he was indeed alive, had no manner of business in life but to stay to be called out of it. He neither kept any company, minded any sport, played at any game, or indeed did anything of moment; but, in short, sauntered about like one that it was not two livres value whether he was dead or alive; that when he was gone, would leave no remembrance behind him that ever he was here; that if ever he did anything in the world to be talked of, it was only to get five beggars and starve his wife.

In fact the "mask" theme has come up several times in my background reading. Richard Sennett, for example, in "The Corrosion of Character: The Personal Consequences of Work in the New Capitalism", and Robert Jackall, in "Moral Mazes: The World of Corporate managers", refer repeatedly to the "masks" that corporate functionaries are required to wear, like actors in an ancient Greek drama. According to Jackall, corporate managers stress the need to exercise iron self-control and to mask all emotion and intention behind bland, smiling, and agreeable public faces. Kimberly seems to have perfected the requisite phoniness and even as I dislike her, my whole aim is to be welcomed into the same corporate culture that she seems to have mastered, meaning that I need to "get in the face" of my revulsion and overcome it. But until I reach that transcendent point, I seem to be stuck in an emotional space left over from my midteen years: I hate you; please love me.

The 20th century merits the name "The Century of Murder." 1915 Turks slaughtered 2 million Armenians. 1933 to 1954 the Soviet government encompassed the death of 20 to 65 million citizens. 1933 to 1945 Nazi Germany murdered more than 25 million people. 1948 Hindus and Muslims engaged in racial and religious strife that claimed more lives than could be reported. 1970 3 million Bangladesh were killed. 1971 Uganda managed the death of 300,000 people. 1975 Khmer Rouge took over Cambodia and murdered up to 3 million people. In recent times more than half a million of Rwanda's 6 million people have been murdered. At present times genocidal strife is underway in Bosnia, Somalia, Burundi and elsewhere. The people of the world have demonstrated themselves to be so capable of forgetting the murderous frenzies in which their fellows have participated that it is essential that one, at least, be remembered and the world be regularly reminded of it. _Consequences of the Holocaust by Raul Hilberg

We don’t worry about who manages the bank or what they do with our money. Even if we hear on the news that our bank has started to lend large sums of money to piano-playing cats, which we think is a bad idea, we would not feel the need to show up at the bank the next morning to ask for all of our money back. If you had lent your money to an individual and they in turn lent your money to piano-playing cats, you would demand your money back immediately. But because you deposit your money into a bank account insured by the federal government, you feel no need to keep a watchful eye on what your bank does with the money. Insurance removes the incentive for customers to police a bank. It can also remove the incentive for banks to police themselves because they do not bear the full or even the most serious consequences of their actions. Removing the natural tendencies of the market to notice and punish bad choices creates a moral hazard that may result in well-funded cats and other undetected market risks.

For the average American or European, Coca-Cola poses a far deadlier threat than al-Qaeda. How, then, do terrorists manage to dominate the headlines and change the political situation throughout the world? By provoking their enemies to overreact. In essence, terrorism is a show. Terrorists stage a terrifying spectacle of violence that captures our imagination and makes us feel as if we are sliding back into medieval chaos. Consequently states often feel obliged to react to the theatre of terrorism with a show of security, orchestrating immense displays of force, such as the persecution of entire populations or the invasion of foreign countries. In most cases, this overreaction to terrorism poses a far greater threat to our security than the terrorists themselves. Terrorists are like a fly that tries to destroy a china shop. The fly is so weak that it cannot budge even a single teacup. So it finds a bull, gets inside its ear and starts buzzing. The bull goes wild with fear and anger, and destroys the china shop. This is what happened in the Middle East in the last decade.

First, he comprehended he had at least until Christmas to change her mind. Second, he understood part of Emmie’s bad mood and skittishness was due to sheer exhaustion, which he could address fairly easily. Third, Emmie had not expected him to react as he had to her lack of virginity. She had anticipated he would reject her for it or judge her, and it was a consequence she was willing—almost eager—to bear. So he didn’t have her trust—yet. And he did not have all the facts. Emmie was keeping secrets, at least, and if Winnie’s disclosure regarding Bothwell was any indication, Winnie had a few things to get off her chest, as well. Just like managing a group of junior officers. Always a mare’s nest, always making simple problems difficult, and always needing to be hauled backward out of the thickets they should never have blundered into. Except, he mused as he regarded Emmie’s drawn features, he hadn’t been in love with his recruits, and males were infinitely less complicated than females. Thank the gods Bonaparte had not been female, or the empire would already have encompassed Cathay. ***

In airplane crashes and chemical industry accidents, in the infrequent but serious nuclear plant accidents, in the NASA Challenger and Columbia disasters, and in the British Petroleum gulf spill, a common finding is that lower-ranking employees had information that would have prevented or lessened the consequences of the accident, but either it was not passed up to higher levels, or it was ignored, or it was overridden. When I talk to senior managers, they always assure me that they are open, that they want to hear from their subordinates, and that they take the information seriously. However, when I talk to the subordinates in those same organizations, they tell me either they do not feel safe bringing bad news to their bosses or they’ve tried but never got any response or even acknowledgment, so they concluded that their input wasn’t welcome and gave up. Shockingly often, they settled for risky alternatives rather than upset their bosses with potentially bad news. When I look at what goes on in hospitals, in operating rooms, and in the health care system generally, I find the same problems of communication exist and that patients frequently pay the price. Nurses and technicians do not feel safe bringing negative information to doctors or correcting a doctor who is about to make a mistake. Doctors will argue that if the others were “professionals” they would speak up, but in many a hospital the nurses will tell you that doctors feel free to yell at nurses in a punishing way, which creates a climate where nurses will certainly not speak up. Doctors engage patients in one-way conversations in which they ask only enough questions to make a diagnosis and sometimes make misdiagnoses because they don’t ask enough questions before they begin to tell patients what they should do.

I had tracked down a little cafe in the next village, with a television set that was going to show the World Cup Final on the Saturday. I arrived there mid-morning when it was still deserted, had a couple of beers, ordered a sensational conejo au Franco, and then sat, drinking coffee, and watching the room fill up. With Germans. I was expecting plenty of locals and a sprinkling of tourists, even in an obscure little outpost like this, but not half the population of Dortmund. In fact, I came to the slow realisation as they poured in and sat around me . . . that I was the only Englishman there. They were very friendly, but there were many of them, and all my exits were cut off. What strategy could I employ? It was too late to pretend that I was German. I’d greeted the early arrivals with ‘Guten Tag! Ich liebe Deutschland’, but within a few seconds found myself conversing in English, in which they were all fluent. Perhaps, I hoped, they would think that I was an English-speaker but not actually English. A Rhodesian, possibly, or a Canadian, there just out of curiosity, to try to pick up the rules of this so-called ‘Beautiful Game’. But I knew that I lacked the self-control to fake an attitude of benevolent detachment while watching what was arguably the most important event since the Crucifixion, so I plumped for the role of the ultra-sporting, frightfully decent Upper-Class Twit, and consequently found myself shouting ‘Oh, well played, Germany!’ when Helmut Haller opened the scoring in the twelfth minute, and managing to restrain myself, when Geoff Hurst equalised, to ‘Good show! Bit lucky though!’ My fixed grin and easy manner did not betray the writhing contortions of my hands and legs beneath the table, however, and when Martin Peters put us ahead twelve minutes from the end, I clapped a little too violently; I tried to compensate with ‘Come on Germany! Give us a game!’ but that seemed to strike the wrong note. The most testing moment, though, came in the last minute of normal time when Uwe Seeler fouled Jackie Charlton, and the pig-dog dolt of a Swiss referee, finally revealing his Nazi credentials, had the gall to penalise England, and then ignored Schnellinger’s blatant handball, allowing a Prussian swine named Weber to draw the game. I sat there applauding warmly, as a horde of fat, arrogant, sausage-eating Krauts capered around me, spilling beer and celebrating their racial superiority.

Now sensitiveness to the state of mind of the public is a difficult thing to achieve or maintain. Any man can tell you with more or less accuracy and clearness his own reactions on any particular issue. But few men have the time or the interest or the training to develop a sense of what other persons think or feel about the same issue. In his own profession the skilled practitioner is sensitive and understanding. lhe lawyer can tell what argument will appeal to court or jury. “The salesman can tell what points to stress to his prospective buyers. The politician can tell what to emphasize to his audience, but the ability to estimate group reactions on a large scale over a wide geographic and psychological area is a specialized ability which must be developed with the same painstaking self-criticism and with the same dependence on experience that are required for the development of the clinical sense in the doctor or the surgeon. The significant revolution of modern times is not industrial or economic or political, but the revolution which is taking place in the art of creating consent among the governed. Within the life of the new generation now in control of affairs, persuasion has become a self-conscious art and a regular organ of popular government. None of us begins to understand the consequences, but it is no daring prophecy to say that the knowledge of how to create consent will alter every political premise. Under the impact of propaganda, not necessarily in the sinister meaning of the world alone, the only constants of our thinking have become variables. It is no longer possible, for example, to believe in the cardinal dogma of democracy that the knowledge needed for the management of human affairs comes up spontaneously from the human heart. Where we act on that theory we expose ourselves to self-deception and to farms of persuasion that we cannot verify. It has been demonstrated that we cannot rely upon intuition, conscience or the accidents of casual opinion if we are to deal with the world beyond our reach.

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

Because incentives trigger a primitive, engrained response, they produce a number of unintended consequences. First, they strongly reinforce self-aggrandizement, so much so that people can dedicate highly creative energy toward the counterproductive purpose of gaming the system. Second, they focus people’s attention on the incentive, rather than on customers. Third, they reduce the sense of agency and locus of control in workers, placing it instead in the hands of those who are creating the incentives and providing the rewards. This not only undermines the ability to be self-managing, it also infantilizes people. Thus it is small wonder, given the ubiquity of this practice, that Americans struggle to see themselves as engaged, empowered participants in their own democratic institutions.

Sound waves, regardless of their frequency or intensity, can only be detected by the Mole Fly’s acute sense of smell—it is a little known fact that the Mole Fly’s auditory receptors do not, in fact, have a corresponding center in the brain designated for the purposes of processing sensory stimuli and so, these stimuli, instead of being siphoned out as noise, bypass the filters to be translated, oddly enough, by the part of the brain that processes smell. Consequently, the Mole Fly’s brain, in its inevitable confusion, understands sound as an aroma, rendering the boundary line between the auditory and olfactory sense indistinguishable. Sounds, thus, come in a variety of scents with an intensity proportional to its frequency. Sounds of shorter wavelength, for example, are particularly pungent. What results is a species of creature that cannot conceptualize the possibility that sound and smell are separate entities, despite its ability to discriminate between the exactitudes of pitch, timbre, tone, scent, and flavor to an alarming degree of precision. Yet, despite this ability to hyper-analyze, they lack the cognitive skill to laterally link successions of either sound or smell into a meaningful context, resulting in the equivalent of a data overflow. And this may be the most defining element of the Mole Fly’s behavior: a blatant disregard for the context of perception, in favor of analyzing those remote and diminutive properties that distinguish one element from another. While sensory continuity seems logical to their visual perception, as things are subject to change from moment-to-moment, such is not the case with their olfactory sense, as delays in sensing new smells are granted a degree of normality by the brain. Thus, the Mole Fly’s olfactory-auditory complex seems to be deprived of the sensory continuity otherwise afforded in the auditory senses of other species. And so, instead of sensing aromas and sounds continuously over a period of time—for example, instead of sensing them 24-30 times per second, as would be the case with their visual perception—they tend to process changes in sound and smell much more slowly, thereby preventing them from effectively plotting the variations thereof into an array or any kind of meaningful framework that would allow the information provided by their olfactory and auditory stimuli to be lasting in their usefulness. The Mole flies, themselves, being the structurally-obsessed and compulsive creatures that they are, in all their habitual collecting, organizing, and re-organizing of found objects into mammoth installations of optimal functional value, are remarkably easy to control, especially as they are given to a rather false and arbitrary sense of hierarchy, ascribing positions—that are otherwise trivial, yet necessarily mundane if only to obscure their true purpose—with an unfathomable amount of honor, to the logical extreme that the few chosen to serve in their most esteemed ranks are imbued with a kind of obligatory arrogance that begins in the pupal stages and extends indefinitely, as they are further nurtured well into adulthood by a society that infuses its heroes of middle management with an immeasurable sense of importance—a kind of celebrity status recognized by the masses as a living embodiment of their ideals. And yet, despite this culture of celebrity worship and vicarious living, all whims and impulses fall subservient, dropping humbly to the knees—yes, Mole Flies do, in fact, have knees!—before the grace of the merciful Queen, who is, in actuality, just a puppet dictator installed by the Melic papacy, using an old recycled Damsel fly-fishing lure. The dummy is crude, but convincing, as the Mole flies treat it as they would their true-born queen.

I was delighted to hear that a number of people returned to see Orphée (as much as five or six times), to the amazement of the managements. This is significant, for the cinema is usually regarded as a place where one drops in for a little entertainment as one would for a glass of beer. This is why film societies, those Courts of Appeal, have so important a part to play, and why they deserve all the support we can give them. This is why I accepted nomination as President of the fédération des Cinéclubs. But, alas, even film societies are sometimes unable to retrieve old films, which the industrial squall sweeps away in order to clear a space for new ones. We had imagined that great actresses like Greta Garbo would be granted the privilege which was denied to a Rachel or a Sarah Bernhardt. But we were wrong. Today it is impossible to show Garbo in The lady of the Camelias for instance, to the young people who could not see the film when it came out, for all the copies have been meticulously destroyed. The lady of the Camelias is to be remade with new stars and new methods, using all the latest technical inventions, colour, three dimensions, and what not. It is a real disaster. Mrs B., the head of the new York Film Library, finds herself confronted with the same difficulties as Langlois of the Cinémathèque française whenever she endeavours to save a film from oblivion. She finds that she cannot obtain a single copy. Chaplin alone escapes that terrible destruction, because he is his own firm and consequently would not fall victim to the perpetual clearing. It is none the less true that fabulous sums are demanded for the showing of any one of his films, and if his very early films are still available it is because the present destructive legislation had not come into force when they were made. This is why René Clair demands the passing of a law of copyright deposit.

Our overview of lagging skills is now complete. Of course, that was just a sampling. Here’s a more complete, though hardly exhaustive, list, including those we just reviewed: > Difficulty handling transitions, shifting from one mind-set or task to another > Difficulty doing things in a logical sequence or prescribed order > Difficulty persisting on challenging or tedious tasks > Poor sense of time > Difficulty maintaining focus > Difficulty considering the likely outcomes or consequences of actions (impulsive) > Difficulty considering a range of solutions to a problem > Difficulty expressing concerns, needs, or thoughts in words > Difficulty understanding what is being said > Difficulty managing emotional response to frustration so as to think rationally > Chronic irritability and/or anxiety significantly impede capacity for problem-solving or heighten frustration > Difficulty seeing the “grays”/concrete, literal, black-and-white thinking > Difficulty deviating from rules, routine > Difficulty handling unpredictability, ambiguity, uncertainty, novelty > Difficulty shifting from original idea, plan, or solution > Difficulty taking into account situational factors that would suggest the need to adjust a plan of action > Inflexible, inaccurate interpretations/cognitive distortions or biases (e.g., “Everyone’s out to get me,” “Nobody likes me,” “You always blame me,” “It’s not fair,” “I’m stupid”) > Difficulty attending to or accurately interpreting social cues/poor perception of social nuances > Difficulty starting conversations, entering groups, connecting with people/lacking basic social skills > Difficulty seeking attention in appropriate ways > Difficulty appreciating how his/her behavior is affecting other people > Difficulty empathizing with others, appreciating another person’s perspective or point of view > Difficulty appreciating how s/he is coming across or being perceived by others > Sensory/motor difficulties

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

So far we have looked at two of the three practical threats to liberalism: firstly, that humans will lose their value completely; secondly, that humans will still be valuable collectively, but they will lose their individual authority, and will instead be managed by external algorithms. The system will still need you to compose symphonies, teach history or write computer code, but the system will know you better than you know yourself, and will therefore make most of the important decisions for you – and you will be perfectly happy with that. It won’t necessarily be a bad world; it will, however, be a post-liberal world. The third threat to liberalism is that some people will remain both indispensable and undecipherable, but they will constitute a small and privileged elite of upgraded humans. These superhumans will enjoy unheard-of abilities and unprecedented creativity, which will allow them to go on making many of the most important decisions in the world. They will perform crucial services for the system, while the system could not understand and manage them. However, most humans will not be upgraded, and they will consequently become an inferior caste, dominated by both computer algorithms and the new superhumans.

Of all of Hofstede’s Dimensions, though, perhaps the most interesting is what he called the “Power Distance Index” (PDI). Power distance is concerned with attitudes toward hierarchy, specifically with how much a particular culture values and respects authority. To measure it, Hofstede asked questions like “How frequently, in your experience, does the following problem occur: employees being afraid to express disagreement with their managers?” To what extent do the “less powerful members of organizations and institutions accept and expect that power is distributed unequally?” How much are older people respected and feared? Are power holders entitled to special privileges? “In low–power distance index countries,” Hofstede wrote in his classic text Culture’s Consequences: power is something of which power holders are almost ashamed and they will try to underplay. I once heard a Swedish (low PDI) university official state that in order to exercise power he tried not to look powerful. Leaders may enhance their informal status by renouncing formal symbols. In (low PDI) Austria, Prime Minister Bruno Kreisky was known to sometimes take the streetcar to work. In 1974, I actually saw the Dutch (low PDI) prime minister, Joop den Uyl, on vacation with his motor home at a camping site in Portugal. Such behavior of the powerful would be very unlikely in high-PDI Belgium or France.*

[P]ressed too far, the cult of ethnicity has had bad consequences too. The new ethnic gospel rejects the unifying vision of individuals from all nations melted into a new race. Its underlying philosophy is that America is not a nation of individuals at all but a nation of groups, that ethnicity is the defining experience for Americans, that ethnic ties are permanent and indelible, and that division into ethnic communities establishes the structure of American society and the basic meaning of American history. Implicit in this philosophy is the classification of all Americans according to ethnic and racial criteria. But while the ethnic interpretation of American history, like economic interpretation, is valid and illuminating up to a point, it is fatally misleading and wrong when presented as a whole picture. The ethnic interpretation, moreover, reverses the historic theory of America as one people--the theory that has thus far managed to keep American society whole. Instead of a transformative nation with an identity all its own, America in this new light is seen as preservative of diverse alien identities. Instead of a nation composed of individuals making their own unhampered choices, America increasingly sees itself as composed of groups more or less ineradicable in their ethnic character. The multiethnic dogma abandons historic purposes, replacing assimilation by fragmentation, integration by separatism. It belittles unum and glorifies pluribus.

If you want to know the real reasons why certain politicians vote the way they do - follow the money. Arch Brexiteer Jacob Rees-Mogg (a.k.a. JackOff Grease-Smug) stands to make billions via his investment firm - Somerset Capital Management - if the UK crashes unceremoniously out of the European Union without a secure future trade deal. Why ? Because proposed EU regulations will give enforcement agencies greater powers to curb the activities adopted by the sort of off-shore tax havens his company employs. Consequently the British electorate get swindled not once, but twice. Firstly because any sort of Brexit - whether hard, soft, or half-baked - will make every man, woman and child in the UK that much poorer than under the status quo currently enjoyed as a fully paid up member of the EU. Secondly because Rees-Mogg's company, if not brought to heel by appropriate EU wide legislation, will deprive Her Majesty's Treasury of millions in taxes, thus leading to more onerous taxes for the rest of us. It begs the question, who else in the obscure but influential European Research Group (ERG) that he chairs and the Institute for Economic Affairs (IEA) that he subscribes to, have similar vested interests in a no-deal Brexit ? It is high time for infinitely greater parliamentary and public scrutiny into the UK Register of Members' Financial Interests in order to put an end to these nefarious dealings and appalling double standards in public life which only serve to further corrode public trust in an already fragile democracy.

Time management also involves energy management. Sometimes the rationalization for procrastination is wrapped up in the form of the statement “I’m not up to this,” which reflects the fact you feel tired, stressed, or some other uncomfortable state. Consequently, you conclude that you do not have the requisite energy for a task, which is likely combined with a distorted justification for putting it off (e.g., “I have to be at my best or else I will be unable to do it.”). Similar to reframing time, it is helpful to respond to the “I’m not up to this” reaction by reframing energy. Thinking through the actual behavioral and energy requirements of a job challenges the initial and often distorted reasoning with a more realistic view. Remember, you only need “enough” energy to start the task. Consequently, being “too tired” to unload the dishwasher or put in a load of laundry can be reframed to see these tasks as requiring only a low level of energy and focus. This sort of reframing can be used to address automatic thoughts about energy on tasks that require a little more get-up-and-go. For example, it is common for people to be on the fence about exercising because of the thought “I’m too tired to exercise.” That assumption can be redirected to consider the energy required for the smaller steps involved in the “exercise script” that serve as the “launch sequence” for getting to the gym (e.g., “Are you too tired to stand up and get your workout clothes? Carry them to the car?” etc.). You can also ask yourself if you have ever seen people at the gym who are slumped over the exercise machines because they ran out of energy from trying to exert themselves when “too tired.” Instead, you can draw on past experience that you will end up feeling better and more energized after exercise; in fact, you will sleep better, be more rested, and have the positive outcome of keeping up with your exercise plan. If nothing else, going through this process rather than giving into the impulse to avoid makes it more likely that you will make a reasoned decision rather than an impulsive one about the task. A separate energy management issue relevant to keeping plans going is your ability to maintain energy (and thereby your effort) over longer courses of time. Managing ADHD is an endurance sport. It is said that good soccer players find their rest on the field in order to be able to play the full 90 minutes of a game. Similarly, you will have to manage your pace and exertion throughout the day. That is, the choreography of different tasks and obligations in your Daily Planner affects your energy. It is important to engage in self-care throughout your day, including adequate sleep, time for meals, and downtime and recreational activities in order to recharge your battery. Even when sequencing tasks at work, you can follow up a difficult task, such as working on a report, with more administrative tasks, such as responding to e-mails or phone calls that do not require as much mental energy or at least represent a shift to a different mode. Similarly, at home you may take care of various chores earlier in the evening and spend the remaining time relaxing. A useful reminder is that there are ways to make some chores more tolerable, if not enjoyable, by linking them with preferred activities for which you have more motivation. Folding laundry while watching television, or doing yard work or household chores while listening to music on an iPod are examples of coupling obligations with pleasurable activities. Moreover, these pleasant experiences combined with task completion will likely be rewarding and energizing.

Smart Sexy Money is About Your Money As an accomplished entrepreneur with a history that spans more than fourteen years, Annette Wise is constantly looking for ways to give back to her community. Using enterprising efforts, she qualified for $125,000 in startup funding to develop a specialized residential facility that allows developmentally disabled adults to live in the community after almost a lifetime of living in a state institution. In doing so, she has provided steady employment in her community for the last thirteen years. After dedicating years to her residential facility, Annette began to see clearly the difficulty business owners face in planning for retirement successfully. Searching high and low to find answers, she took control of financial uncertainty and in less than 2 years, she became a Full Life Agent, licensed Registered Representative, Investment Advisor Representative and Limited Principal. Her focus is on building an extensive list of clients that depend on her for smart retirement guidance, thorough college planning, detailed business continuation, and business exit strategies. Clients have come to rely on Annette for insight on tax advantaged savings and retirement options. Annette’s primary goal is to help her clients understand more than just concepts, but to easily understand how money works, the consequences of their decisions and how they work in conjunction with their desires and goal. Ever the curious soul who is always up for a challenge, Annette is routinely resourceful at finding sensible means to a sometimes-challenging end. She believes in infinite possibilities as well as in sharing her knowledge with others. She is the go-to source for “Smart Wealth Solutions.” Among Annette’s proudest accomplishments are her two wonderful sons, Michael III and Matthew. As a single mom, they have been her inspiration and joy. She is forever grateful to the greatest brothers in the world- Andrew and Anthony Wise, for assistance in grooming them into amazing young men.