Construction Management Quotes

Part of the problem with the word 'disabilities' is that it immediately suggests an inability to see or hear or walk or do other things that many of us take for granted. But what of people who can't feel? Or talk about their feelings? Or manage their feelings in constructive ways? What of people who aren't able to form close and strong relationships? And people who cannot find fulfillment in their lives, or those who have lost hope, who live in disappointment and bitterness and find in life no joy, no love? These, it seems to me, are the real disabilities.

Good management is the art of making problems so interesting and their solutions so constructive that everyone wants to get to work and deal with them.

Constructive feedback is leadership gift and driver of organisational behavioural change

He doesn't want to have sex unless he's in love, and yes, I know that virginity is a misogynistic and oppressive social construct,but I still want to lose it, and meanwhile I've got this boy hemming and hawing like we're in a Jane Austen novel. I wish boys didn't have all these feelings I have to manage like a fucking psychiatrist.

The Anasazi did manage to construct in stone the largest and tallest buildings erected in North America until the Chicago steel girder skyscrapers of the 1880s.

Work should be personal. For all of us. Not just for the artist and entrepreneur. Work should have meaning for the accountant, the construction worker, the technologist, the manager and the clerk.

The office Halloween party was at the Royalton last week and I went as a mass murderer, complete with a sign painted on my back that read MASS MURDERER (which was decidedly lighter than the sandwich board I had constructed earlier that day that read DRILLER KILLER), and beneath those two words I had written in blood Yep, that's me and the suit was also covered with blood, some of it fake, most of it real. In one fist I clenched a hank of Victoria Bell's hair, and pinned next to my boutonniere (a small white rose) was a finger bone I'd boiled the flesh off of. As elaborate as my costume was, Craig McDermott still managed to win first place in the competition. He came as Ivan Boesky, which I thought was unfair since a lot of people thought I'd gone as Michael Milken last year. The Patty Winters Show this morning was about Home Abortion Kits.

Eco” comes from the Greek word oikos, meaning home. Ecology is the study of home, while economics is the management of home. Ecologists attempt to define the conditions and principles that govern life’s ability to flourish through time and change. Societies and our constructs, like economics, must adapt to those fundamentals defined by ecology. The challenge today is to put the “eco” back into economics and every aspect of our lives.

By definition, of course, we believe the person with a stigma is not quite human. On this assumption we exercise varieties of discrimination, through which we effectively, if often unthinkingly, reduce his life chances. We construct a stigma-theory, an ideology to explain his inferiority and account for the danger he represents, sometimes rationalizing an animosity based on other differences, such as those of social class.

There is no environment "out there" that is separate from us. We can't manage our impact on the environment if we are our surroundings. Indigenous people are absolutely correct: we are born of the earth and constructed from the four sacred elements of earth, air, fire and water. (Hindus list these four and add a fifth element, space.)

Things nature is good at include - organizing matter in a way that is multi functional, mass customization, network adaptation to circumstance, responsive evolution, growth as a mechanism for construction, decentralization, data management and asset management. Regardless of what kind of business we are talking about, there's something vital to learn from nature.

Between 1990 and 2005, a new prison opened in the United States every ten days. Prison growth and the resulting “prison-industrial complex”—the business interests that capitalize on prison construction—made imprisonment so profitable that millions of dollars were spent lobbying state legislators to keep expanding the use of incarceration to respond to just about any problem. Incarceration became the answer to everything—health care problems like drug addiction, poverty that had led someone to write a bad check, child behavioral disorders, managing the mentally disabled poor, even immigration issues generated responses from legislators that involved sending people to prison. Never before had so much lobbying money been spent to expand America’s prison population, block sentencing reforms, create new crime categories, and sustain the fear and anger that fuel mass incarceration than during the last twenty-five years in the United States.

At cocktail parties, I played the part of a successful businessman's wife to perfection. I smiled, I made polite chit-chat, and I dressed the part. Denial and rationalization were two of my most effective tools in working my way through our social obligations. I believed that playing the roles of wife and mother were the least I could do to help support Tom's career. During the day, I was a puzzle with innumerable pieces. One piece made my family a nourishing breakfast. Another piece ferried the kids to school and to soccer practice. A third piece managed to trip to the grocery store. There was also a piece that wanted to sleep for eighteen hours a day and the piece that woke up shaking from yet another nightmare. And there was the piece that attended business functions and actually fooled people into thinking I might have something constructive to offer. I was a circus performer traversing the tightwire, and I could fall off into a vortex devoid of reality at any moment. There was, and had been for a very long time, an intense sense of despair. A self-deprecating voice inside told me I had no chance of getting better. I lived in an emotional black hole. p20-21, talking about dissociative identity disorder (formerly multiple personality disorder).

I circled the site before I came in. If there's anyone within five kilometers, I'll eat my quiver." Halt regarded him, eyebrow arched once more. "Anyone?" "Anyone other than Crowley," Will amended, making a dismissive gesture. "I saw him watching me from that hide he always uses about two kilometers out. I assumed he'd be back in here by now." Halt cleared his throat loudly. "Oh, you saw him, did you?" he said. "I imagine he'll be overjoyed to hear that." Secretly, he was pleased with his former pupil. In spite of his curiosity and obvious excitement, he hadn't forgotten to take the precautions that had been drilled into him. THat augured well for what lay ahead, Halt thought, a sudden grimness settling onto his manner. Will didn't notice the momentary change of mood. He was loosening Tug saddle girth. As he spoke, his voice was muffled against the horses's flank. "he's becoming too much a creature of habit," he said. "he's used that hide for the last three Gatherings. It's time he tried something new. Everyone must be onto it by now." Rangers constantly competed with each other to see before being seen and each year's Gathering was a time of heightened competition. Halt nodded thoughtfully. Crowley had constructed teh virtually invisible observation post some four years previously. Alone among the younger Rangers, Will had tumbled to it after one year. Halt had never mentioned to him that he was the only one who knew of Crowley's hide. The concealed post was the Ranger Commandant's pride and joy. "Well, perhaps not everyone," he said. Will emerged from behind his horse, grinning at the thought of the head of the Ranger Corps thinking he had remained hidden from sight as he watched Will's approach. "All the same, perhaps he's getting a bit long in the tooth to be skulking around hiding in the bushes, don't you think?" he said cheerfully. Halt considered the question for a moment. "Long in the tooth? Well, that's one opinion. Mind you, his silent movement skills are still as good as ever," he said meaningfully. The grin on Will's face slowly faded. He resisted the temptation to look over his shoulder. "He's standing behind me, isn't he?" he asked Halt. THe older Ranger nodded. "He's standing behind me, isn't he?" Will continued and Halt nodded once more. "Is he...close enough to have heard what I said?" Will finally managed to ask, fearin teh worst. This time, Halt didn't have to answer. "Oh, good grief no," came a familiar voice from behind him. "he's so old and decrepit these days he's as deaf as a post." Will's shoulders sagged and he turned to see the sandy-haired Commandant standing a few meters away. The younger man's eyes dropped. "Hullo, Crowley," he said, then mumbled, "Ahhh...I'm sorry about that." Crowley glared at teh young Ranger for a few more seconds, then he couldn't help teh grin breaking out on his face. "No harm done," he said, adding with a small note of triumph, "It's not often these days I amange to get the better of one of you young ones." Secretly, he was impressed at teh news that Will had spotted his hiding place. Only the sarpest eyes could have picked it. Crowley had been in the business of seeing without being seen for thirty years or more, and despite what Will believed, he was still an absolute master of camouflage and unseen movement.

Because women tend to turn their anger inward and blame themselves, they tend to become depressed and their self-esteem is lowered. This, in turn, causes them to become more dependent and less willing to risk rejection or abandonment if they were to stand up for themselves by asserting their will, their opinions, or their needs. Men often defend themselves against hurt by putting up a wall of nonchalant indifference. This appearance of independence often adds to a woman's fear of rejection, causing her to want to reach out to achieve comfort and reconciliation. Giving in, taking the blame, and losing herself more in the relationship seem to be a small price to pay for the acceptance and love of her partner. As you can see, both extremes anger in and anger out-create potential problems. While neither sex is wrong in the way they deal with their anger, each could benefit from observing how the other sex copes with their anger. Most men, especially abusive ones, could benefit from learning to contain their anger more instead of automatically striking back, and could use the rather female ability to empathise with others and seek diplomatic resolutions to problems. Many women, on the other hand, could benefit from acknowledging their anger and giving themselves permission to act it out in constructive ways instead of automatically talking themselves out of it, blaming themselves, or allowing a man to blame them. Instead of giving in to keep the peace, it would be far healthier for most women to stand up for their needs, their opinions, and their beliefs.

True leaders don't give consoling answers, they take constructive actions.

She bought a pint of whiskey and woke to discover that she had managed to construct a presentable hangover for herself on the morning of 1 January.

The reason most of your staff are asleep and disengaged, is because you have boring, and bully managers, and no REAL Leaders to inspire and unleash potential.

Whether you're the manager of a restaurant, a bar, a school, a construction company, an investment fund or a real estate management firm - leadership is critical to moving the business forward.

India itself cannot be viewed only as a bundle of the old and the new, accidentally and uncomfortably pieced together, an artificial construct without a natural unity. Nor is she just a repository of quaint, fashionable accessories to Western lifestyles; nor a junior partner in a global capitalist world. India is its own distinct and unified civilization with a proven ability to manage profound differences, engage creatively with various cultures, religions and philosophies, and peacefully integrate many diverse streams of humanity.

There’s no “should” or “should not” when it comes to having feelings. They’re part of who we are and their origins are beyond our control. When we can believe that, we may find it easier to make constructive choices about what to do with those feelings. —Fred Rogers, The World According to Mister Rogers: Important Things to Remember

Though anger seems a pessimistic response to a situation, it is at root a symptom of hope: the hope that the world can be better than it is. The man who shouts every time he loses his house keys is betraying a beautiful but rash faith in a universe in which keys never go astray. The woman who grows furious every time a politician breaks an election promise reveals a precariously utopian belief that elections do not involve deceit. The news shouldn’t eliminate angry responses; but it should help us to be angry for the right reasons, to the right degree, for the right length of time – and as part of a constructive project. And whenever this isn’t possible, then the news should help us with mourning the twisted nature of man and reconciling us to the difficulty of being able to imagine perfection while still not managing to secure it – for a range of stupid but nevertheless unbudgeable reasons.

Unemployed people will use any number of excuses including discrimination for reasons such as disability, race, sexual orientation, religion, sex or age, or maybe there’s a shortage of jobs in their area. Well if that’s the case then they can travel to wherever the work is and go into digs. I work in construction management and regularly work with steel erectors from Ireland or Newcastle, electricians from Cardiff, fixers from Sheffield or Birmingham, steel fixers from Romania, carpenters from Poland, canteen girls from Romania, scaffolders from Lithuania, and concrete gangs of Indians, and they all travel wherever the work is and they all live in digs. We all do. It’s the nature of our industry.

He fashioned an empire of sorts, bereft of cities yet plagued with the endless dramas of society, its pathetic victories and inevitable failures. The community of enslaved Imass thrived in this quagmire of pettiness. They even managed to convince themselves that they possessed freedom, a will of their own that could shape destiny. They elected champions. They tore down their champions once failure draped its shroud over them. They ran in endless circles and called it growth, emergence, knowledge. While over them all, a presence invisible to their eyes, Raest flexed his will. His greatest joy came when his slaves proclaimed him god – though they knew him not – and constructed temples to serve him and organized priesthoods whose activities mimicked Raest’s tyranny with such cosmic irony that the Jaghut could only shake his head.

Privacy is not a static construct. It is not an inherent property of any particular information or setting. It is a process by which people seek to have control over a social situation by managing impressions, information flows, and context.

If you had managed to persuade my mother not to procreate, I would not exist to send you the plans for constructing your own time machine in which to travel back in time to persuade my mother not to procreate. Apparently, this is known as a pair of ducks.

Praise for More Happy Than Not “A beautiful debut novel [that] manages a delicate knitting of class politics through an ambitious narrative about sexual identity and connection that considers the heavy weight and constructive value of traumatic memory . . . Aaron’s

Uh, hello? Hello, hello! Uh, this is just to inform all employees, that due to current restrictions, the previously mentioned safe rooms, are being sealed at most locations. Including this one. Work crews will be here most of the day today, constructing a false wall over the old door bay. Nothing is being taken out before hand, so if you left anything inside, then it's your own fault. Management also requests, that this room not be mentioned to family, friends or insurance representatives. Thanks again, and remember to smile. You are the face of Freddy Fazbear's Pizza.

I worked in construction management and I don’t think construction workers are always honoured in the way they deserve. Barring natural disasters, a house or a 50-storey building is going to remain standing until it’s demolished, and that’s irrespective of the quality of craftsmanship. But the aesthetic qualities of good bricks will never be appreciated unless the workmanship is of the highest standard. Whether it’s writing, cooking or bricklaying, quality of workmanship will always be the determining factor as to whether or not the finished product turns out mediocre or really exceptional. The choice of brick - just like the choice of words or spices - may well have a large bearing on the aesthetics of a new build, be it a large housing estate or just an ordinary garden wall but put the trowel in the right hands and poor-quality bricks can be made to look much better than they really are.

Jack Zenger and Joseph Folkman, who run a leadership consultancy, analyzed 3,492 participants in a manager development program and found that the most effective listeners do four things: 1. They interact in ways that make the other person feel safe and supported 2. They take a helping, cooperative stance 3. They occasionally ask questions that gently and constructively challenge old assumptions 4. They make occasional suggestions to open up alternative paths

I have always loved the feel of books, the way they give a literal weight to words and make of them a sacred object I can hold. I'd made my own books as soon as I'd learned to write, tying sheets of construction paper together with ribbon to make a spine, then inscribing my name on the frontispiece in the most ceremonial script I could manage.

Today I am more convinced than ever. Conceptual integrity is central to product quality. Having a system architect is the most important single step toward conceptual integrity. These principles are by no means limited to software systems, but to the design of any complex construct, whether a computer, an airplane, a Strategic Defense Initiative, a Global Positioning System. After teaching a software engineering laboratory more than 20 times, I came to insist that student teams as small as four people choose a manager and a separate architect. Defining distinct roles in such small teams may be a little extreme, but I have observed it to work well and to contribute to design success even for small teams.

even the secularist is pressed by a sense of something more — some “fullness” that wells up within (or presses down upon) the managed immanent frame we’ve constructed in modernity.

No matter how hard the situation, think positive, think constructive, and be constructive.

Yes, CRM is all about Customer Relationship Management...but it is also about Prospect Relationships as well.

Don't spend time its very precious - utilize it constructively.

The operating management, providing as it does for the care of near thirty thousand miles of railway, is far more important than that for construction in which there is comparatively little doing.

Eustress supports bio-resilience, offering constructive pressure that can ultimately boost your energy. Distress, or negative stress, does the opposite, leading to anxiety or an inability to perform, which lowers your energy.

Whitewater rafting was not yet a sport, but Fawcett anticipated it: “When . . . the enterprising traveler has to construct and manage his own balsa [raft], he will realize an exhilaration and excitement that few sports provide.

1. Where in your life or your work are you currently pursuing comfort, when what’s called for is a little discomfort? Pursuing the life projects that matter to you the most will almost always entail not feeling fully in control of your time, immune to the painful assaults of reality, or confident about the future. It means embarking on ventures that might fail, perhaps because you’ll find you lacked sufficient talent; it means risking embarrassment, holding difficult conversations, disappointing others, and getting so deep into relationships that additional suffering—when bad things happen to those you care about—is all but guaranteed. And so we naturally tend to make decisions about our daily use of time that prioritize anxiety-avoidance instead. Procrastination, distraction, commitment-phobia, clearing the decks, and taking on too many projects at once are all ways of trying to maintain the illusion that you’re in charge of things. In a subtler way, so too is compulsive worrying, which offers its own gloomy but comforting sense that you’re doing something constructive to try to stay in control. James Hollis recommends asking of every significant decision in life: “Does this choice diminish me, or enlarge me?” The question circumvents the urge to make decisions in the service of alleviating anxiety and instead helps you make contact with your deeper intentions for your time. If you’re trying to decide whether to leave a given job or relationship, say, or to redouble your commitment to it, asking what would make you happiest is likely to lure you toward the most comfortable option, or else leave you paralyzed by indecision. But you usually know, intuitively, whether remaining in a relationship or job would present the kind of challenges that will help you grow as a person (enlargement) or the kind that will cause your soul to shrivel with every passing week (diminishment). Choose uncomfortable enlargement over comfortable diminishment whenever you can.

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

Act I, Scene 1 GARRY: ....My worst defect is that I am apt to worry too much about what people think of me when I'm alive. But I'm not going to do that anymore. I'm changing my methods and you're my first experiment. As a rule, when insufferable young beginners have he impertinence to criticise me, I dismiss the whole thing lightly because I'm embarrassed for them and consider it not quite fair game to puncture their inflated egos too sharply. But this time my highbrow young friend you're going to get it in the neck. To begin with your play is not a play at all. It's a meaningless jumble of adolescent, pseudo intellectual poppycock. And you yourself wouldn't be here at all if I hadn't been bloody fool enough to pick up the telephone when my secretary wasn't looking. Now that you are here, however, I would like to tell you this. If you wish to be a playwright you just leave the theater of to-morrow to take care of itself. Go and get yourself a job as a butler in a repertory company if they'll have you. Learn from the ground up how plays are constructed and what is actable and what isn't. Then sit down and write at least twenty plays one after the other, and if you can manage to get the twenty-first produced for a Sunday night performance you'll be damned lucky! ROLAND (hypnotised): I'd no idea you were like this. You're wonderful!

Frosh (2002) has suggested that therapeutic spaces provide children and adults with the rare opportunity to articulate experiences that are otherwise excluded from the dominant symbolic order. However, since the 1990s, post-modern and post-structural theory has often been deployed in ways that attempt to ‘manage’ from; afar the perturbing disclosures of abuse and trauma that arise in therapeutic spaces (Frosh 2002). Nowhere is this clearer than in relation to organised abuse, where the testimony of girls and women has been deconstructed as symptoms of cultural hysteria (Showalter 1997) and the colonisation of women’s minds by therapeutic discourse (Hacking 1995). However, behind words and discourse, ‘a real world and real lives do exist, howsoever we interpret, construct and recycle accounts of these by a variety of symbolic means’ (Stanley 1993: 214). Summit (1994: 5) once described organised abuse as a ‘subject of smoke and mirrors’, observing the ways in which it has persistently defied conceptualisation or explanation. Explanations for serious or sadistic child sex offending have typically rested on psychiatric concepts of ‘paedophilia’ or particular psychological categories that have limited utility for the study of the cultures of sexual abuse that emerge in the families or institutions in which organised abuse takes pace. For those clinicians and researchers who take organised abuse seriously, their reliance upon individualistic rather than sociological explanations for child sexual abuse has left them unable to explain the emergence of coordinated, and often sadistic, multi—perpetrator sexual abuse in a range of contexts around the world.

Part of the problem with the word disabilities is that it immediately suggests an inability to see or hear or walk or do other things that many of us take for granted. But what of people who can’t feel? Or talk about their feelings? Or manage their feelings in constructive ways? What of people who aren’t able to form close and strong relationships? And people who cannot find fulfillment in their lives, or those who have lost hope, who live in disappointment and bitterness and find in life no joy, no love? These, it seems to me, are the real disabilities.

The overriding function of management is to provide order and consistency to organizations, whereas the primary function of leadership is to produce change and movement. Management is about seeking order and stability; leadership is about seeking adaptive and constructive change.

When we think “prophetic” we need not always think grandly about public tasks. The prophetic task needs to be done wherever there are men and women who will yield to the managed prose future offered them by the king. So, we may ask, if we are to do that alternative constructive task of imagination, if we are to reach more than the most surface group prepared to be “religious,” where do we begin? What I propose is this: The royal consciousness leads people to numbness, especially to numbness about death. It is the task of prophetic ministry and imagination to bring people to engage their experiences of suffering to death.

IT historically goes for perfection. Many times there is the thinking that unless every business requirement, function or feature is implemented the solution will not be acceptable. It is easy to over-architect solutions and build much more than what the business would be happy with. Constructing more than what is really needed is a form of waste.

As actor and comedian Lily Tomlin once said, “The road to success is always under construction.” So don’t allow yourself to be detoured from getting to your ONE Thing. Pave your way with the right people and place. BIG IDEAS Start saying “no.” Always remember that when you say yes to something, you’re saying no to everything else. It’s the essence of keeping a commitment. Start turning down other requests outright or saying, “No, for now” to distractions so that nothing detracts you from getting to your top priority. Learning to say no can and will liberate you. It’s how you’ll find the time for your ONE Thing. Accept chaos. Recognize that pursuing your ONE Thing moves other things to the back burner. Loose ends can feel like snares, creating tangles in your path. This kind of chaos is unavoidable. Make peace with it. Learn to deal with it. The success you have accomplishing your ONE Thing will continually prove you made the right decision. Manage your energy. Don’t sacrifice your health by trying to take on too much. Your body is an amazing machine, but it doesn’t come with a warranty, you can’t trade it in, and repairs can be costly. It’s important to manage your energy so you can do what you must do, achieve what you want to achieve, and live the life you want to live. Take ownership of your environment. Make sure that the people around you and your physical surroundings support your goals. The right people in your life and the right physical environment on your daily path will support your efforts to get to your ONE Thing. When both are in alignment with your ONE Thing, they will supply the optimism and physical lift you need to make your ONE Thing happen. Screenwriter Leo Rosten pulled everything together for us when he said, “I cannot believe that the purpose of life is to be happy. I think the purpose of life is to be useful, to be responsible, to be compassionate. It is, above all, to matter, to count, to stand for something, to have made some difference that you lived at all.” Live with Purpose, Live by Priority, and Live for Productivity. Follow these three for the same reason you make the three commitments and avoid the four thieves—because you want to leave your mark. You want your life to matter. 18

...the work of sexologists and the development of sex therapy are all instances of how men’s power over women was to be supported and managed through the regulation of marital sex. Sex, in this scheme of things, was not a natural and spontaneous seeking after pleasure by men and women, but a regulatory mechanism designed and constructed to enforce male dominance and female submission.

Today, as then, many effective strategies are more designs than decisions—are more constructed than chosen. In these cases, doing strategy is more like designing a high-performance aircraft than deciding which forklift truck to buy or how large to build a new factory. When someone says “Managers are decision makers,” they are not talking about master strategists, for a master strategist is a designer.

Dr. Victor Trastek, CEO of Mayo Arizona, continually reinforces the principle of “teach, don’t blame.” When something goes wrong, when a mistake occurs, it should be viewed as a teachable moment, an opportunity to get better. Does constructive teaching always supplant blaming? No. However, Dr. Trastek is relentless in articulating a principle that strengthens self-confidence and self-esteem, which paves the way for true collaboration.

As early as the 1830s Charles Babbage had managed to construct a “Difference Engine” which could perform simple sums, but he soon became preoccupied with the far more complicated “Analytical Engine” which could add, subtract, multiply and divide as well as solve both algebraic and numerical equations; it had also been able to print out the results of its calculations onto stereotype plates. This was the engine which Gissing had come to see.

Overnight, however, he apparently had second thoughts, or did some textbook reading on his own, and at the next meeting he turned to me as the first order of business. “On the black paint,” he said, “you were right about the advantages and I was wrong.” He handed me a quarter. It was a rare win. So Kelly approved my idea of painting the airplane black, and by the time our first prototype rolled out the airplane became known as the Blackbird. Our supplier, Titanium Metals Corporation, had only limited reserves of the precious alloy, so the CIA conducted a worldwide search and, using third parties and dummy companies, managed to unobtrusively purchase the base metal from one of the world’s leading exporters—the Soviet Union. The Russians never had an inkling of how they were actually contributing to the creation of the airplane being rushed into construction to spy on their homeland.

Religion has no power if God is not truly 'dangerous,' but religion also seeks to manage God, and make God safe. The second commandment speaks against the management of God. We cannot help but make our images of God, for God has given us imagination. But every image we make of God is finally a box: a cage, potentially an idol, from which the living God keeps breaking out. And if we try to keep God there, then God comes out with 'jealousy' to overturn our careful construction. The third commandment speaks against the management of God. To take God's name in vain is to make God useful to our projects and ourselves. We are wont to trivialize the truth of God and then disparage it for being trivial. We are told God's name in order to love this God, but loving God is not managing God but fearing [respecting] God. And with God, the attitudes of love and fear [respect] are not contradictory but complementary.

If we agree that the education, employment and retirement continuum is no longer a linear “cradle to grave” construct, then several tools for managing this reality are increasingly proving redundant. Job descriptions used for hiring are one such example. Hiring managers often write these as a reflection of their own experiences, ignoring the fact that we are entering an era where the emphasis should be less on ready competence and more on transferable skills.

... collectively they all taught us generosity, kindness, and inclusion, and that you always share what you have, even when it's not much. My parents managed to construct a little safe haven for my sisters and me to build ourselves within, which seems almost impossible to me when I think about how quickly childhood seems to disappear these days. They have taught me about the truest kind of love: the kind that is steadfast and strong, even when it changes shape.

Reality is far too diverse, broad, elusive, ambiguous and complex for us to pin down. Even the limited empirical data we do manage to collect can only be interpreted within the framework of a subjective paradigm. It is, therefore, not really neutral. But in our desperate search for closure and reassurance we confabulate entities and explanations to construct huge edifices of assumed truths. They make up the world we actually experience; a self-woven cocoon of stories, not facts.

In the sixties there was proposed a “National Data Bank,” which would, theoretically, improve the government’s efficiency by allowing agencies to share information. The fact that such a system could be abused did not mean it would be, proponents said; it could be constructed in such a way as to guarantee benign use. Nonsense, said opponents, who managed to block the proposal; no matter what the intent or the safeguards, the existence of such a system would inevitably lead toward the creation of a police state.

Now Trump just needed somebody to help run it. He consulted friends, colleagues, experts. His choice shocked nearly everyone: he picked his wife, Ivana. She, like Donald, had no experience running a casino. But she did have a sense of style, albeit an expensive sense, and she did have Donald’s trust, at least at the start. He called her “a natural manager.” Some of Trump’s friends later wondered whether he put her there so he could have affairs with women in Manhattan, or to get her away from his construction projects in New York.

Evolutionarily, the function of attachment has been to protect the organism from danger. The attachment figure, an older, kinder, stronger, wiser other (Bowlby, 1982), functions as a safe base (Ainsworth et al., 1978), and is a presence that obviates fear and engenders a feeling of safety for the younger organism. The greater the feeling of safety, the wider the range of exploration and the more exuberant the exploratory drive (i.e., the higher the threshold before novelty turns into anxiety and fear). Thus, the fundamental tenet of attachment theory: security of attachment leads to an expanded range of exploration. Whereas fear constricts, safety expands the range of exploration. In the absence of dyadically constructed safety, the child has to contend with fear-potentiating aloneness. The child will devote energy to conservative, safety enhancing measures, that is, defense mechanisms, to compensate for what's missing. The focus on maintaining safety and managing fear drains energy from learning and exploration, stunts growth, and distorts personality development.

The core components of high EQ are the following: The ability to self-soothe. The key to managing emotion is to allow, acknowledge, and tolerate our intense emotions so that they evaporate, without getting stuck in them or taking actions we’ll later regret. Self-soothing is what enables us to manage our anxiety and upsets, which in turn allows us to work through emotionally charged issues in a constructive way. Emotional self-awareness and acceptance. If we don’t understand the emotions washing over us, they scare us, and we can’t tolerate them. We repress our hurt, fear, or disappointment. Those emotions, no longer regulated by our conscious mind, have a way of popping out unmodulated, as when a preschooler socks his sister or we (as adults) lose our tempers or eat a pint of ice cream. By contrast, children raised in a home in which there are limits on behavior but not on feelings grow up understanding that all emotions are acceptable, a part of being human. That understanding gives them more control over their emotions. Impulse control. Emotional intelligence liberates us from knee-jerk emotional reactions. A child (or adult) with high EQ will act rather than react and problem-solve rather than blame. It doesn’t mean you never get angry or anxious, only that you don’t fly off the handle. As a result, our lives and relationships work better. Empathy. Empathy is the ability to see and feel something from the other’s point of view. When you’re adept at understanding the mental and emotional states of other people, you resolve differences constructively and connect deeply with others. Naturally, empathy makes us better communicators.

Instead of asking them to seek feedback, we had randomly assigned those managers to share their past experiences with receiving feedback and their future development goals. We advised them to tell their teams about a time when they benefited from constructive criticism and to identify the areas that they were working to improve now. By admitting some of their imperfections out loud, managers demonstrated that they could take it—and made a public commitment to remain open to feedback. They normalized vulnerability, making their teams more comfortable opening up about their own struggles.

The oversupply of huge amounts of information free of charge and on demand is changing the world beyond recognition. This is especially true in areas of education where education systems are evolving to reflect the reality that education is about constructing knowledge rather than just remembering facts. The knowledge revolution is correlated with the rise of knowledge economy where information is constructed and organised into knowledge that can be utilised to create economic value. Knowledge management is also allowing us to gradually use machines to perform tasks that need complex decision making.

Drama and activities of that sort have nothing to do with your academic work, you find your own time to do them. As a result, such pursuits flower, fruit and flourish as nowhere else. If I had had to submit to some drama teacher casting me in plays, directing me or telling me how it was done I should have withered on the vine. The beauty of our way was that everyone was learning as they went along. The actors and directors were all students, as were the lighting, sound, set construction, costume, stage management, production crew, front of house and administration. All were undergraduates saying, ‘Oh, this looks like fun.

What had tormented him ever since the psychotic episode with the personnel manager at Corona Corporation was this: suppose it was not a hallucination? Suppose the so-called personnel manager was as he had seen him, an artificial construct, a machine like these teaching machines? If that had been the case, then there was no psychosis. Instead of a psychosis, he had thought again and again, it was more on the order of a vision, a glimpse of absolute reality, with the façade stripped away. And it was so crushing, so radical an idea, that it could not be meshed with his ordinary views. And the mental disturbance had come out of that.

Ellison, Gates, and the other members of this government/industry collaboration used the lockdown to accelerate construction of their 5G network54 of satellites, antennae, biometric facial recognition, and “track and trace” infrastructure that they, and their government and intelligence agency partners, can use to mine and monetize our data, further suppress dissent, to compel obedience to arbitrary dictates, and to manage the rage that comes as Americans finally wake up to the fact that this outlaw gang has stolen our democracy, our civil rights, our country, and our way of life—while we huddled in orchestrated fear from a flu-like virus.

The ‘Regal Seven (key) Ingredients of a Successful Company’ is: Pursue the goal of Profit Maximization keeping in mind the shareholders interests. To be achieved by developing and rendering Quality Goods and Services at a Reasonable Price. By inculcating Value and Ethics within the structure Through Sound People Management principles devised and effectively implemented. Further organizing Learning Programs and instill concept of ‘Learning and Earning’ Develop/Construct Customer Satisfaction. Build-Build-Build ; Build vision based values, Build your staff, Build customer satisfaction ; and witness your organization being built in the market.

He thinks: "I have no self-confidence. I always feel everybody else is more competent, more attractive, more gifted than I am. Even the things I've managed to accomplish don't count, because I can't really credit myself with them. I may have been bluffing, or it may have been just a lucky break. I certainly can't be sure that I could do it again. And if people really knew me, they'd have no use for me anyway. But if I found someone who loved me as I am and to whom I was of prime importance, I would be somebody." No wonder, then, that love has all the lure of a mirage. No wonder that it should be clutched at in preference to the laborious process of changing from within.

Many speak of the legendary and gigantic starship Titanic, a majestic and luxurious cruise liner launched from the great shipbuilding asteroid complexes of Artrifactovol some hundreds of years ago now, and with good reason. It was sensationally beautiful, staggeringly huge and more pleasantly equipped than any ship in what now remains of history (see page 113 [on the Campaign for Real Time]) but it had the misfortune to be built in the very earliest days of Improbability Physics, long before this difficult and cussed branch of knowledge was fully, or at all, understood. The designers and engineers decided, in their innocence, to build a prototype Improbability Field into it, which was meant, supposedly, to ensure that it was Infinitely Improbable that anything would ever go wrong with any pan of the ship. They did not realize that because of the quasi-reciprocal and circular nature of all Improbability calculations, anything that was Infinitely Improbable was actually very likely to happen almost immediately. The starship Titanic was a monstrously pretty sight as it lay beached like a silver Arcturan Megavoidwhale among the laserlit tracery of its construction gantries, a brilliant cloud of pins and needles of light against the deep interstellar blackness; but when launched, it did not even manage to complete its very first radio message—an SOS—before undergoing a sudden and gratuitous total existence failure.

Guilt plays a pro-social function in strengthening relationships; it encourages taking responsibility, motivates amendatory behaviors such as apology or confession, leads to higher quality solutions to crises and is associated with more constructive anger management … Guilt is also associated with positive empathy and the ability to acknowledge and understand others’ points of view. In contrast shame is associated with responses that are injurious to social relationships… Shame, too, seems to be a driving force in traumatized behavior. Negotiation feels like a defeat, a reminder of the earlier violation. Giving in, adjusting, and changing feel life-threatening. Difference, as to the Supremacist, becomes a threat.

Most people today are not aware that British Prime Minister Neville Chamberlain helped restore Great Britain’s financial stability during the Great Depression and also passed legislation to extend unemployment benefits, pay pensions to retired workers, and otherwise help those hit hard by the slumping economy. But history does remember his failure to confront Hitler. That is Chamberlain’s enduring legacy. So too will Iran’s construction of nuclear weapons, if it manages to do so in the next few years, become President Barack Obama’s enduring legacy. Regardless of his passage of health care reform and regardless of whether he restores jobs and helps the economy recover, Mr. Obama will be remembered for allowing Iran to obtain nuclear weapons.

The designers and engineers decided, in their innocence, to build a prototype Improbability Field into it, which was meant, supposedly, to ensure that it was Infinitely Improbable that anything would ever go wrong with any pan of the ship. They did not realize that because of the quasi-reciprocal and circular nature of all Improbability calculations, anything that was Infinitely Improbable was actually very likely to happen almost immediately. The starship Titanic was a monstrously pretty sight as it lay beached like a silver Arcturan Megavoidwhale among the laserlit tracery of its construction gantries, a brilliant cloud of pins and needles of light against the deep interstellar blackness; but when launched, it did not even manage to complete its very first radio message—an SOS—before undergoing a sudden and gratuitous total existence failure.

The family was also the welfare system, the health system, the education system, the construction industry, the trade union, the pension fund, the insurance company, the radio, the television, the newspapers, the bank and even the police. When a person fell sick, the family took care of her. When a person grew old, the family supported her, and her children were her pension fund. When a person died, the family took care of the orphans. If a person wanted to build a hut, the family lent a hand. If a person wanted to open a business, the family raised the necessary money. If a person wanted to marry, the family chose, or at least vetted, the prospective spouse. If conflict arose with a neighbour, the family muscled in. But if a person’s illness was too grave for the family to manage, or a new business demanded too large an investment, or the neighbourhood quarrel escalated to the point of violence, the local community came to the rescue.

Looking at the sky, he suddenly saw that it had become black. Then white again, but with great rippling circles. The circles were vultures wheeling around the sun. The vultures disappeared, to be replaced by checkers squares ready to be played on. On the board, the pieces moved around incredibly rapidly, winning dozens of games every minute. They were scarcely lined up before they started rushing at each other again, banging into each other, forming fighting combinations, wiping the other side out in the wink of an eye. Then the squares scattered, giving way to the grille of a crossword puzzle, and here, too, words flashed, drove each other away, clustered, were erased. They were all very long words, like Catalepsy, Thunderbird, Superrequeteriquísímo and Anticonstitutionally. The grille faded away, and suddenly the whole sky was covered with linked words, long sentences full of semicolons and inverted commas. For the space of a few seconds, there was this gigantic sheet of paper on which were written sentences that moved forward jerkily, changing their meaning, modifying their construction, altering completely as they advanced. It was beautiful, so beautiful that nothing like that had ever been read anywhere, and yet it was impossible to decipher the writing. It was all about death, or pity, or the incredible secrets that are hidden somewhere, at one of the farthest points of time. It was about water, too, about vast lakes floating just above the mountains, lakes shimmering under the cold wind. For a split second, Y. M. H., by screwing up his eyes, managed to read the writing, but it vanished with lightning speed and he could not be sure. It seemed to go like this: There's no reason to be afraid. No, there's no reason to be afraid. There's no reason to be afraid. There's no reason to be afraid. No. No, there's no reason to be afraid. No, there's no reason to be afraid.

On Sukkot, we’re told to construct a visibly fragile, temporary structure—one that offers little protection from the wind, rain, heat, and cold, but affords a clear view of the heavens. It is a house that “gives us no shelter…a parody of a house,” Rabbi Alan Lew observes, “it exposes the idea of a house as an illusion.” Sukkot seems to be telling us that being written in the Book of Life is an all-inclusive kind of deal. It is not “The Book of the Pleasant Things in Life” or “The Book of the Easy Things in Life.” It is “The Book of Life”—all of it. If you try to keep out all the rain, you’ll be unable to see any stars. If you refuse to bear the heat, you’ll never feel the sun on your skin. Either you get the whole package—pleasure and pain, joy and sorrow—or you get a numb, closed-off, sleepwalking existence that might seem safe and manageable, but isn’t much of a life. That kind of existence offers only the illusion of control, and it’s no way to live.

Well, it was a kind of back-to-front program. It’s funny how many of the best ideas are just an old idea back-to-front. You see there have already been several programs written that help you to arrive at decisions by properly ordering and analysing all the relevant facts so that they then point naturally towards the right decision. The drawback with these is that the decision which all the properly ordered and analysed facts point to is not necessarily the one you want.’ ‘Yeeeess...’ said Reg’s voice from the kitchen. ‘Well, Gordon’s great insight was to design a program which allowed you to specify in advance what decision you wished it to reach, and only then to give it all the facts. The program’s task, which it was able to accomplish with consummate ease, was simply to construct a plausible series of logical-sounding steps to connect the premises with the conclusion. ‘And I have to say that it worked brilliantly. Gordon was able to buy himself a Porsche almost immediately despite being completely broke and a hopeless driver. Even his bank manager was unable to find fault with his reasoning. Even when Gordon wrote it off three weeks later.’ ‘Heavens. And did the program sell very well?’ ‘No. We never sold a single copy.’ ‘You astonish me. It sounds like a real winner to me.’ ‘It was,’ said Richard hesitantly. ‘The entire project was bought up, lock, stock and barrel, by the Pentagon. The deal put WayForward on a very sound financial foundation. Its moral foundation, on the other hand, is not something I would want to trust my weight to. I’ve recently been analysing a lot of the arguments put forward in favour of the Star Wars project, and if you know what you’re looking for, the pattern of the algorithms is very clear. ‘So much so, in fact, that looking at Pentagon policies over the last couple of years I think I can be fairly sure that the US Navy is using version 2.00 of the program, while the Air Force for some reason only has the beta-test version of 1.5. Odd, that.

It is in our collective behavior that we are the most mysterious. We won't be able to construct machines like ourselves until we've understood this, and we're not even close. All we know is the phenomenon: we spend our time sending messages to each other, talking and trying to listen at the same time, exchanging information. This seems to be our most urgent biological function; it is what we do with our lives. By the time we reach the end, each of us has taken in a staggering store, enough to exhaust any computer, much of it incomprehensible, and we generally manage to put out even more than we take in. Information is our source of energy; we are driven by it. It has become a tremendous enterprise, a kind of energy system on its own. All 3 billion of us are being connected by telephones, radios, television sets, airplanes, satellites, harangues on public-address systems, newspapers, magazines, leaflets dropped from great heights, words got in edgewise. We are becoming a grid, a circuitry around the earth.

Both adults have always worked," observes Cox, writing with business journalist Richard Alm. "Running a household entails a daunting list of chores: cooking, gardening, child care, shopping, washing and ironing, financial management, ferrying family members to ballet lessons and soccer practice... the idea that people at home don't work isn't just insulting to women, who do most of the housework. It also misses how specialization contributes to higher and higher living standards. At one time, both adults worked exclusively at home. The man constructed buildings, tilled the land, raised livestock. The woman prepared meals, preserved food, looked after the children. Living standards rarely raised above the subsistence level." But as men went to work outside the home- "gaining specialized skills and earning income that allowed the family to buy what it didn't have the time, energy or ability to make at home"-- living standards rose. ------ Michael Medved quoting Cox and Alm, "10 Big Lies about America" page 224

Emotional awareness: The ability to hone in on how you feel, understand why you are feeling a particular way, and give each feeling a label. Emotionally intelligent people are not afraid of any emotion. They know that feelings are a natural, normal part of the human experience. Handling emotions: The ability to process your feelings and those of others in a constructive manner. For instance, someone with a high EQ is able to calm themselves down in a high-pressure situation. They are also able to soothe others when they are hurt and cheer them up when necessary. Harnessing emotions: The ability to channel your emotions in a useful way, for example in solving problems or expressing yourself creatively. For example, an artist who draws on their personal experiences in creating sculptures is demonstrating their emotional intelligence. Another way of looking at EQ is to think of it as a collection of skills: self-awareness, social awareness, relationship management, and self-management. The stronger your skills in these areas, the higher your EQ.

When you are drunk, your understanding of your true self changes. This is the crucial implication of drunkenness as myopia. The old disinhibition idea implied that what was revealed when someone got drunk was a kind of stripped-down, distilled version of their sober self—without any of the muddying effects of social nicety and propriety. You got the real you. As the ancient saying goes, In vino veritas: “In wine there is truth.” But that’s backward. The kinds of conflicts that normally keep our impulses in check are a crucial part of how we form our character. All of us construct our personality by managing the conflict between immediate, near considerations and more complicated, longer-term considerations. That is what it means to be ethical or productive or responsible. The good parent is someone who is willing to temper their own immediate selfish needs (to be left alone, to be allowed to sleep) with longer-term goals (to raise a good child). When alcohol peels away those longer-term constraints on our behavior, it obliterates our true self.

It is often said that a strategy is a choice or a decision. The words “choice” and “decision” evoke an image of someone considering a list of alternatives and then selecting one of them. There is, in fact, a formal theory of decisions that specifies exactly how to make a choice by identifying alternative actions, valuing outcomes, and appraising probabilities of events. The problem with this view, and the reason it barely lightens a leader’s burden, is that you are rarely handed a clear set of alternatives. In the case at hand, Hannibal was certainly not briefed by a staff presenting four options arranged on a PowerPoint slide. Rather, he faced a challenge and he designed a novel response. Today, as then, many effective strategies are more designs than decisions—are more constructed than chosen. In these cases, doing strategy is more like designing a high-performance aircraft than deciding which forklift truck to buy or how large to build a new factory. When someone says “Managers are decision makers,” they are not talking about master strategists, for a master strategist is a designer.

I spent my afternoons forming a government. A new administration brings less turnover than most people imagine: Of the more than three million people, civilian and military, employed by the federal government, only a few thousand are so-called political appointees, serving at the pleasure of the president. Of those, he or she has regular, meaningful contact with fewer than a hundred senior officials and personal aides. As president, I would be able to articulate a vision and set a direction for the country; promote a healthy organizational culture and establish clear lines of responsibility and measures of accountability. I would be the one who made the final decisions on issues that rose to my attention and who explained those decisions to the country at large. But to do all this, I would be dependent on the handful of people serving as my eyes, ears, hands, and feet—those who would become my managers, executors, facilitators, analysts, organizers, team leaders, amplifiers, conciliators, problem solvers, flak catchers, honest brokers, sounding boards, constructive critics, and loyal soldiers.

Evolution optimizes strongly for energy efficiency because of limited food supply, not for ease of construction or understanding by human engineers. My wife, Meia, likes to point out that the aviation industry didn’t start with mechanical birds. Indeed, when we finally figured out how to build mechanical birds in 2011,1 more than a century after the Wright brothers’ first flight, the aviation industry showed no interest in switching to wing-flapping mechanical-bird travel, even though it’s more energy efficient—because our simpler earlier solution is better suited to our travel needs. In the same way, I suspect that there are simpler ways to build human-level thinking machines than the solution evolution came up with, and even if we one day manage to replicate or upload brains, we’ll end up discovering one of those simpler solutions first. It will probably draw more than the twelve watts of power that your brain uses, but its engineers won’t be as obsessed about energy efficiency as evolution was—and soon enough, they’ll be able to use their intelligent machines to design more energy-efficient ones.

When we are needy Christ does His best work, but be warned. Someone, maybe even some well-meaning soul, is going to tell you, “Don’t worry. God will never give you more than you can handle.” I double-dog-dare you to find that in the scriptures. The closest you can come is found in 1 Corinthians 10:13: “There hath no temptation taken you but such as is common to man: but God is faithful, who will not suffer you to be tempted above that ye are able; but will with the temptation also make a way to escape, that ye may be able to bear it.” This talks about an escape from temptation; it does not say that you will not be faced with more than you can handle. The mother whose baby is born and dies, the father who loses his eyesight in a construction accident and can no longer provide for his family, the child who hurries home from school every day hoping that his mother hasn’t yet succumbed to the cancer that he sees ravish her body day by day . . . all of these souls have more than they can handle—on their own. But with Christ as their companion on the journey through life—and only with Christ—all things are possible. Without Him, we fail no matter how far we manage on our own. We can never cross over without Christ and His all-access Atonement.

When we survey the wretched conditions of man, under the monarchical and hereditary systems of Government, dragged from his home by one power, or driven by another, and impoverished by taxes more than by enemies, it becomes evident that those systems are bad, and that a general revolution in the principle and construction of Governments is necessary. What is government more than the management of the affairs of a Nation? It is not, and from its nature cannot be, the property of any particular man or family, but of the whole community, at whose expense it is supported; and though by force and contrivance it has been usurped into an inheritance, the usurpation cannot alter the right of things. Sovereignty, as a matter of right, appertains to the Nation only, and not to any individual; and a Nation has at all times an inherent indefeasible right to abolish any form of Government it finds inconvenient, and to establish such as accords with its interest, disposition and happiness. the romantic and barbarous distinction of men into Kings and subjects, though it may suit the condition of courtiers, cannot that of citizens; and is exploded by the principle upon which Governments are now founded. Every citizen is a member of the Sovereignty, and, as such, can acknowledge no personal subjection; and his obedience can be only to the laws.

In Bergotte’s books, which I constantly reread, the sentences were as clear to me as my own thoughts, I perceived them as distinctly as the furniture in my room and the carriages in the streets. Everything was easily visible, if not as one had always seen it, then certainly as one was accustomed to see it now. But a new writer had just started to publish work in which the relations between things were so different from those that connected them for me, that I could understand almost nothing in his writing.... Only I felt that it was not the sentence that was badly constructed, but that I myself lacked the energy and agility to see it through to the end. I would make a fresh start, working really hard to reach the point where I could see the new connections between things. At each attempt, about half-way through the sentence, I would fall back defeated, as I did later in the army in horizontal bar exercises... From then on I felt less admiration for Bergotte, whose transparency struck me as a shortcoming... The writer who had supplanted Bergotte in my estimation sapped my energy not by the incoherence but by the novelty – perfectly coherent – of associations I was not used to making. Because I always felt myself falter in the same place, it was clear that I needed to perform the same feat of endeavour each time. And when I did, very occasionally, manage to follow the author to the end of his sentence, what I discovered was always a humour, a truthfulness, a charm similar to those I had once found reading Bergotte, only more delightful.

God continually chooses the least likely to be chosen, the broken and the humble. It’s clearly His modus operandi. I’ve heard this response from people when I talk about this idea: “But how can we possibly get things done without big-time visionaries? Without massive plans to save the world?” Well, the Bible actually singles out a specific, heroic animal species to illustrate how to get things done. If you want to know how to do it, don’t go to the soaring eagle. Don’t go to the impressive, roaring lion, either. God may have a different idea: Go watch the ants, you lazy person. Watch what they do and be wise. Ants have no commander, no leader or ruler, but they store up food in the summer and gather their supplies at harvest. (Prov. 6:6–8 NCV) Yes. Watch how the ants operate. They get it. Sure enough, modern research shows just how remarkable ants are. They all know what to do and when to do it. They know when to rest, when to battle intruders, when to take care of their eggs, all of it. If there are too many ants foraging, just enough ants decide to quit foraging and take on other jobs. They know how to build massive anthills that are marvels of construction engineering. And they do it all without a hierarchy. They manage it all without management. They get it done without any one ant knowing the “big picture.” No ant is a superstar. No ant is irreplaceable. How they operate is still somewhat mysterious to science, but scientists do know that ants just use the information that’s in front of them, and then they respond. That’s it. That’s all the information an ant has. The Bible singles out a species wherein every individual member does whatever needs doing, just by responding to what’s in front of it. An ant can’t worry about the big blueprint. No ant actually has the big picture. If they each do their thing, the thing right in front of them, the big picture takes care of itself.

Professional Bio of Shahin Shardi, P.Eng. Materials Engineer Welding and Pressure Equipment Inspector, QA/QC Specialist Shahin Shardi is a Materials Engineer with experience in integrity management, inspection of pressure equipment, quality control/assurance of large scale oil and gas projects and welding inspection. He stared his career in trades which helped him understand fundamentals of operation of a construction site and execution of large scale projects. This invaluable experience provided him with boots on the ground perspective of requirements of running a successful project and job site. After obtaining an engineering degree from university of British Columbia, he started a career in asset integrity management for oil and gas facilities and inspection of pressure equipment in Alberta, Canada. He has been involved with numerus maintenance shutdowns at various facilities providing engineering support to the maintenance, operations and project personnel regarding selection, repair, maintenance, troubleshooting and long term reliability of equipment. In addition he has extensive experience in area of quality control and assurance of new construction activities in oil and gas industry. He has performed Owner’s Inspector and welding inspector roles in this area. Shahin has extensively applied industry codes of constructions such as ASME Pressure Vessel Code (ASME VIII), Welding (ASME IX), Process Piping (ASME B31.3), Pipe Flanges (ASME B16.5) and various pressure equipment codes and standards. Familiarity with NDT techniques like magnetic particle, liquid penetrant, eddy current, ultrasonic and digital radiography is another valuable knowledge base gained during various projects. Some of his industry certificates are CWB Level 2 Certified Welding Inspector, API 510 Pressure Vessel Inspector, Alberta ABSA In-Service Pressure Vessel Inspector and Saskatchewan TSASK Pressure Equipment Inspector. Shahin is a professional member of Association of Professional Engineers and Geoscientists of Alberta.

Two nights after the Chaworth ball, Gabriel practiced at the billiards table in the private apartments above Jenner's. The luxurious rooms, which had once been occupied by his parents in the earlier days of their marriage, were now reserved for the convenience of the Challon family. Raphael, one of his younger brothers, usually lived at the club, but at the moment was on an overseas trip to America. He'd gone to source and purchase a large quantity of dressed pine timber on behalf of a Challon-owned railway construction company. American pine, for its toughness and elasticity, was used as transom ties for railways, and it was in high demand now that native British timber was in scarce supply. The club wasn't the same without Raphael's carefree presence, but spending time alone here was better than the well-ordered quietness of his terrace at Queen's Gate. Gabriel relished the comfortably masculine atmosphere, spiced with scents of expensive liquor, pipe smoke, oiled Morocco leather upholstery, and the acrid pungency of green baize cloth. The fragrance never failed to remind him of the occasions in his youth when he had accompanied his father to the club. For years, the duke had gone almost weekly to Jenner's to meet with managers and look over the account ledgers. His wife Evie had inherited it from her father, Ivo Jenner, a former professional boxer. The club was an inexhaustible financial engine, its vast profits having enabled the duke to improve his agricultural estates and properties, and accumulate a sprawling empire of investments. Gaming was against the law, of course, but half of Parliament were members of Jenner's, which had made it virtually exempt from prosecution. Visiting Jenner's with his father had been exciting for a sheltered boy. There had always been new things to see and learn, and the men Gabriel had encountered were very different from the respectable servants and tenants on the estate. The patrons and staff at the club had used coarse language and told bawdy jokes, and taught him card tricks and flourishes. Sometimes Gabriel had perched on a tall stool at a circular hazard table to watch high-stakes play, with his father's arm draped casually across his shoulders. Tucked safely against the duke's side, Gabriel had seen men win or lose entire fortunes in a single night, all on the tumble of dice.

But if the same man is in a quiet corner of a bar, drinking alone, he will get more depressed. Now there’s nothing to distract him. Drinking puts you at the mercy of your environment. It crowds out everything except the most immediate experiences.2 Here’s another example. One of the central observations of myopia theory is that drunkenness has its greatest effect in situations of “high conflict”—where there are two sets of considerations, one near and one far, that are in opposition. So, suppose that you are a successful professional comedian. The world thinks you are very funny. You think you are very funny. If you get drunk, you don’t think of yourself as even funnier. There’s no conflict over your hilariousness that alcohol can resolve. But suppose you think you are very funny and the world generally doesn’t. In fact, whenever you try to entertain a group with a funny story, a friend pulls you aside the next morning and gently discourages you from ever doing it again. Under normal circumstances, the thought of that awkward conversation with your friend keeps you in check. But when you’re drunk? The alcohol makes the conflict go away. You no longer think about the future corrective feedback regarding your bad jokes. Now it is possible for you to believe that you are actually funny. When you are drunk, your understanding of your true self changes. This is the crucial implication of drunkenness as myopia. The old disinhibition idea implied that what was revealed when someone got drunk was a kind of stripped-down, distilled version of their sober self—without any of the muddying effects of social nicety and propriety. You got the real you. As the ancient saying goes, In vino veritas: “In wine there is truth.” But that’s backward. The kinds of conflicts that normally keep our impulses in check are a crucial part of how we form our character. All of us construct our personality by managing the conflict between immediate, near considerations and more complicated, longer-term considerations. That is what it means to be ethical or productive or responsible. The good parent is someone who is willing to temper their own immediate selfish needs (to be left alone, to be allowed to sleep) with longer-term goals (to raise a good child). When alcohol peels away those longer-term constraints on our behavior, it obliterates our true self. So who were the Camba, in reality? Heath says their society was marked by a singular lack of “communal expression.” They were itinerant farmworkers. Kinship ties were weak. Their daily labor tended to be solitary, the hours long.

How Google Works (Schmidt, Eric) - Your Highlight on Location 3124-3150 | Added on Sunday, April 5, 2015 10:35:40 AM In late 1999, John Doerr gave a presentation at Google that changed the company, because it created a simple tool that let the founders institutionalize their “think big” ethos. John sat on our board, and his firm, Kleiner Perkins, had recently invested in the company. The topic was a form of management by objectives called OKRs (to which we referred in the previous chapter), which John had learned from former Intel CEO Andy Grove.173 There are several characteristics that set OKRs apart from their typical underpromise-and-overdeliver corporate-objective brethren. First, a good OKR marries the big-picture objective with a highly measurable key result. It’s easy to set some amorphous strategic goal (make usability better … improve team morale … get in better shape) as an objective and then, at quarter end, declare victory. But when the strategic goal is measured against a concrete goal (increase usage of features by X percent … raise employee satisfaction scores by Y percent … run a half marathon in under two hours), then things get interesting. For example, one of our platform team’s recent OKRs was to have “new WW systems serving significant traffic for XX large services with latency < YY microseconds @ ZZ% on Jupiter.”174 (Jupiter is a code name, not the location of Google’s newest data center.) There is no ambiguity with this OKR; it is very easy to measure whether or not it is accomplished. Other OKRs will call for rolling out a product across a specific number of countries, or set objectives for usage (e.g., one of the Google+ team’s recent OKRs was about the daily number of messages users would post in hangouts) or performance (e.g., median watch latency on YouTube videos). Second—and here is where thinking big comes in—a good OKR should be a stretch to achieve, and hitting 100 percent on all OKRs should be practically unattainable. If your OKRs are all green, you aren’t setting them high enough. The best OKRs are aggressive, but realistic. Under this strange arithmetic, a score of 70 percent on a well-constructed OKR is often better than 100 percent on a lesser one. Third, most everyone does them. Remember, you need everyone thinking in your venture, regardless of their position. Fourth, they are scored, but this scoring isn’t used for anything and isn’t even tracked. This lets people judge their performance honestly. Fifth, OKRs are not comprehensive; they are reserved for areas that need special focus and objectives that won’t be reached without some extra oomph. Business-as-usual stuff doesn’t need OKRs. As your venture grows, the most important OKRs shift from individuals to teams. In a small company, an individual can achieve incredible things on her own, but as the company grows it becomes harder to accomplish stretch goals without teammates. This doesn’t mean that individuals should stop doing OKRs, but rather that team OKRs become the more important means to maintain focus on the big tasks. And there’s one final benefit of an OKR-driven culture: It helps keep people from chasing competitors. Competitors are everywhere in the Internet Century, and chasing them (as we noted earlier) is the fastest path to mediocrity. If employees are focused on a well-conceived set of OKRs, then this isn’t a problem. They know where they need to go and don’t have time to worry about the competition. ==========

Speech to the German Folk January 30, 1944 Without January 30, 1933, and without the National Socialist revolution, without the tremendous domestic cleansing and construction efforts, there would be no factor today that could oppose the Bolshevik colossus. After all, Germany was itself so ill at the time, so weakened by the spreading Jewish infection, that it could hardly think of overcoming the Bolshevik danger at home, not to mention abroad. The economic ruin brought about by the Jews as in other countries, the unemployment of millions of Germans, the destruction of peasantry, trade, and industry only prepared the way for the planned internal collapse. This was furthered by support for the continued existence of a senseless state of classes, which could only serve to transform the reason of the masses into hatred in order to make them the willing instrument of the Bolshevik revolution. By mobilizing the proletarian slaves, the Jews hoped that, following the destruction of the national intelligentsia, they could all the more reduce them for good to coolies. But even if this process of the Bolshevik revolt in the interior of Germany had not led to complete success, the state with its democratic Weimar constitution would have been reduced to something ridiculously helpless in view of the great tasks of current world politics. In order to be armed for this confrontation, not only the problems of political power but also the social and economic problems had to be resolved. When National Socialism undertook the realization of its program eleven years ago, it managed just in time to build up a state that did not only have the strength at home but also the power abroad to fulfill the same European mission which first Greece fulfilled in antiquity by opposing the Persians, then Rome [by opposing] the Carthaginians, and the Occident in later centuries by opposing the invasions from the east. Therefore, in the year 1933, we set ourselves four great tasks among many others. On their resolution depended not only the future of the Reich but also the rescue of Europe, perhaps even of the entire human civilization: 1. The Reich had to regain the internal social peace that it had lost by resolving the social questions. That meant that the elements of a division into classes bourgeoisie and proletariat-had to be eliminated in their various manifestations and be replaced by a Volksgemeinschaft. The appeal to reason had to be supplemented by the merciless eradication of the base elements of resistance in all camps. 2. The social and political unification of the nation had to be supplemented by a national, political one. This meant that the body of the Reich, which was not only politically, but also governmentally divided, had to be replaced by a unified National Socialist state, the construction and leadership of which were suited to oppose and withstand even the heaviest attacks and severest tests of the future. 3. The nationally and politically coherent centralized state had the mission of immediately creating a Wehrmacht, whose ideology, moral attitude, numerical strength, and material equipment could serve as an instrument of self-assertion. After the outside world had rejected all German offers for a limitation of armament, the Reich had to fashion its own armament accordingly. 4. In order to secure its continued existence in Europe with the prospect of actual success, it was necessary to integrate all those countries which were inhabited by Germans, or were areas which had belonged to the German Reich for over a thousand years and which, in terms of their national substance and economy, were indispensable to the preservation of the Reich, that is, for its political and military defense. Only the resolution of all these tasks could result in the creation of that state which was capable, at home and abroad, of waging the fight for its defense and for the preservation of the European family of nations.

Defense Minister, General Militaru was definitely from the latter category. Iliescu wanted terrorists and he was about to provide them. The whole country wanted the terrorists caught and he wanted to provide that, too, he wanted to serve. Ceauşescu had stopped Militaru from serving eleven years before 1989. It was 1978 and Militaru was a three star general when he was pulled out of active duty and given a position in management in the Construction Industry Ministry - luckily for him. He was lucky. Ceauşescu feared the Russians. Militaru’s name came out in the Raven’s file as a GRU agent. The GRU was the secret service of the Red Army, and this was the reason why Ceauşescu took the Second Army from Militaru’s command and gave him that petty job in the construction industry. He would have been killed if Ceauşescu didn’t fear the Soviet backlash, that’s for sure. Twenty years after 1989 I see the events more clearly. But on that night I was young and stupid, and open to being manipulated like the other 23 million Romanians.

They go out and visit the kinds of places they are learning about such as the county court system, the grocery store oe the Department of Water and Power. They come back to the classroom and discuss what’s going on in the world, and they get wood and tools and construct a scaled-down version of what they have seen. Usually the structure will take up the entire room. If it’s a grocery store, then one person will be the manager, another the cashier, or the supplier of produce to the store. They will find out through creative discussion and play what possible problems they can run into operating a grocery store and will work together to solve those problems.

Power corrupts: What we mean by this is that, in the absence of language enforced guarantees (i.e. restrictions on the power of the language) mistakes (and abuses) will happen. This is the reason that garbage collection is good — the power of manual memory management is removed. Exactly the same principle applies to state — another kind of power. In this case it means that we need to be very wary of any language that even permits state, regardless of how much it discourages its use (obvious examples are ML and Scheme). The bottom line is that the more powerful a language (i.e. the more that is possible within the language), the harder it is to understand systems constructed in it.

My dear Lordships! What is the use of constructing hundreds and thousands of pompously opulent temples, worshiping thousands and millions of grandiosely ornamented Deities, distributing umteenzillions of books, (mis)managing millions and billions of bucks, filling billions and trillions of bellies, and congregating a society of hundreds of thousands of semi-conscious squabbling neophytes, if even one soul amidst the menagerie could not ultimately achieve the supremely privileged maid-service of the treasures of Your lotus feet as You endlessly enjoy Your transcendental nikunja-lilas in Your eternally resplendent realm of Vraja-dhama?

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Organizer—Using work breakdown, estimating, and scheduling techniques, determines the complete work effort for the project, the proper sequence of the work activities, when the work will be accomplished, who will do the work, and how much the work will cost. • Point Man—Serves as the central point-of-contact for all oral and written project communications. • Quartermaster—Ensures the project has the resources, materials, and facilities its needs when it needs it. • Facilitator—Ensures that stakeholders and team members who come from different perspectives understand each other and work together to accomplish the project goals. • Persuader—Gains agreement from the stakeholders on project definition, success criteria, and approach; manages stakeholder expectations throughout the project while managing the competing demands of time, cost, and quality; and gains agreement on resource decisions and issue resolution action steps. • Problem Solver—Utilizes root-cause analysis process experience, prior project experiences, and technical knowledge to resolve unforeseen technical issues and to take any necessary corrective actions. • Umbrella—Works to shield the project team from the politics and “noise” surrounding the project, so they can stay focused and productive. • Coach—Determines and communicates the role each team member plays and the importance of that role to the project success, finds ways to motivate each team member, looks for ways to improve the skills of each team member, and provides constructive and timely feedback on individual performances. • Bulldog—Performs the follow-up to ensure that commitments are maintained, issues are resolved, and action items are completed. • Librarian—Manages all information, communications, and documentation involved in the project.

A Role Model for Managers of Managers Gordon runs a technical group with seven managers reporting to him at a major telecommunications company. Now in his late thirties, Gordon was intensely interested in “getting ahead” early in his career but now is more interested in stability and doing meaningful work. It’s worth noting that Gordon has received some of the most positive 360 degree feedback reports from supervisors, direct reports, and peers that we’ve ever seen. This is not because Gordon is a “soft touch” or because he’s easy to work for. In fact, Gordon is extraordinarily demanding and sets high standards both for his team and for individual performance. His people, however, believe Gordon’s demands are fair and that he communicates what he wants clearly and quickly. Gordon is also very clear about the major responsibility of his job: to grow and develop managers. To do so, he provides honest feedback when people do well or poorly. In the latter instance, however, he provides feedback that is specific and constructive. Though his comments may sting at first, he doesn’t turn negative feedback into a personal attack. Gordon knows his people well and tailors his interactions with them to their particular needs and sensitivities. When Gordon talks about his people, you hear the pride in his words and tone of voice. He believes that one of his most significant accomplishments is that a number of his direct reports have been promoted and done well in their new jobs. In fact, people in other parts of the organization want to work for Gordon because he excels in producing future high-level managers and leaders. Gordon also delegates well, providing people with objectives and allowing them the freedom to achieve the objectives in their own ways. He’s also skilled at selection and spends a great deal of time on this issue. For personal reasons (he doesn’t want to relocate his family), Gordon may not advance much further in the organization. At the same time, he’s fulfilling his manager-of-managers role to the hilt, serving as a launching pad for the careers of first-time managers.