Convention Team Quotes

Most things I consider fun aren't for the faint of heart, and the way I like to "play it" isn't always conventional. Is that something you think you can handle?" Special Agent Logan Brandenburg

Modest, conventional expectations weren't enough to lure Adam Brown away from the power of drug addiction that ensnared him. Instead, the college dropout already in his mid-twenties found only the big, near-impossible dream of being a Navy SEAL captivating enough to consistently draw him to different choices.

...and I am left feeling that no matter how much the drip-drip-drip of hostility toward us is perpetuated by the liberal press, the American people simply do not believe it. They are rightly proud of the armed forces of the United States of America. They innately understand what we do. And no amount of poison about our alleged brutality, disregard of the Geneva Convention, and abuse of the human rights of terrorists is going to change what most people think...Some members of the media might think they can brainwash the public any time they like, but I know they can't. Not here. Not in the United States of America.

Join me for a moment in trying to imagine a life so rich and varied that you cannot remember shooting an actress at a sci-fi convention while wearing a tribble costume and then being wrestled to the ground by a security team.

Establish a clear purpose; challenge the team to work out details; traverse conventional departmental boundaries; set large short-term and long-term targets; create tangible success to generate accelerated growth and momentum.

A separate, international team analyzed more than a half million research articles, and classified a paper as “novel” if it cited two other journals that had never before appeared together. Just one in ten papers made a new combination, and only one in twenty made multiple new combinations. The group tracked the impact of research papers over time. They saw that papers with new knowledge combinations were more likely to be published in less prestigious journals, and also much more likely to be ignored upon publication. They got off to a slow start in the world, but after three years, the papers with new knowledge combos surpassed the conventional papers, and began accumulating more citations from other scientists. Fifteen years after publication, studies that made multiple new knowledge combinations were way more likely to be in the top 1 percent of most-cited papers. To recap: work that builds bridges between disparate pieces of knowledge is less likely to be funded, less likely to appear in famous journals, more likely to be ignored upon publication, and then more likely in the long run to be a smash hit in the library of human knowledge. •

We’re loyal servants of the U.S. government. But Afghanistan involves fighting behind enemy lines. Never mind we were invited into a democratic country by its own government. Never mind there’s no shooting across the border in Pakistan, the illegality of the Taliban army, the Geneva Convention, yada, yada, yada. When we’re patrolling those mountains, trying everything we know to stop the Taliban regrouping, striving to find and arrest the top commanders and explosive experts, we are always surrounded by a well-armed, hostile enemy whose avowed intention is to kill us all. That’s behind enemy lines. Trust me. And we’ll go there. All day. Every day. We’ll do what we’re supposed to do, to the letter, or die in the attempt. On behalf of the U.S.A. But don’t tell us who we can attack. That ought to be up to us, the military. And if the liberal media and political community cannot accept that sometimes the wrong people get killed in war, then I can only suggest they first grow up and then serve a short stint up in the Hindu Kush. They probably would not survive. The truth is, any government that thinks war is somehow fair and subject to rules like a baseball game probably should not get into one. Because nothing’s fair in war, and occasionally the wrong people do get killed. It’s been happening for about a million years. Faced with the murderous cutthroats of the Taliban, we are not fighting under the rules of Geneva IV Article 4. We are fighting under the rules of Article 223.556mm — that’s the caliber and bullet gauge of our M4 rifle. And if those numbers don’t look good, try Article .762mm, that’s what the stolen Russian Kalashnikovs fire at us, usually in deadly, heavy volleys. In the global war on terror, we have rules, and our opponents use them against us. We try to be reasonable; they will stop at nothing. They will stoop to any form of base warfare: torture, beheading, mutilation. Attacks on innocent civilians, women and children, car bombs, suicide bombers, anything the hell they can think of. They’re right up there with the monsters of history.

Finally, it's all about solving problems, not implementing features. Conventional product roadmaps are all about output. Strong teams know it's not only about implementing a solution. They must ensure that solution solves the underlying problem. It's about business results.

You'd never have gotten it right. You have to hit the door just so. It took me weeks to learn." "And what were you doing sneaking out at night?" he demanded. "I fail to see how that is your business." "You became my business when you took up residence in my house." "Well, I wouldn't have moved in if you hadn'tkidnapped me!" "I wouldn't have kidnapped you if you hadn't been wandering about the countryside with no thought to your own safety." "I was certainly safer in the countryside than I was at Prewitt Hall, and you well know it." "You wouldn't be safe in a convent," he muttered. "If you two lovebirds can stop snapping at each other," James cut in, "I'd like to search the study before Prewitt returns home." Blake glared at Caroline as if this entire delay were her fault, causing her to hiss, "Don't forget that if it weren't for me-" "If it weren't for you," he shot back, "I would be a very happy man indeed." "We are wasting time," James reminded them. "The both of you may remain here, if you cannot cease your squabbling, but I am going in to search the south drawing room." "I'll go first," Caroline announced, "since I know the way." "You'll go behind me," Blake contradicted, "and give me directions as we go along." "Oh, for the love of Saint Peter," James finally burst out, exasperation showing in every line of his body. "I'll go first, if only to shut the two of you up. Caroline, you follow and give me directions. Blake, you guard her from the rear.

She isn’t simply unafraid of a good fight, she lives for it, and will often actively go looking for a fight. This is what differentiates your run-of-the-mill fighter from a crusader. The Warrior Princess Submissive is no shrinking violet. She is that dyed-in-the-wool Republican who attends the Democratic National Convention wearing a Rand Paul t-shirt. She is the African-American woman who invites herself to a Ku Klux Klan rally without a hood... and hands out business cards to everyone there. She is the woman who invites the Jehovah's Witnesses into her home and feeds them dinner, just for the opportunity to defend Christmas - even though she may be a Pagan. When the other girls in high school or college were trying out for the pep squad or cheerleading, she set her sights on the debate team. While her friends agonize over how to “fit in” socially, she is war gaming ideas on how to change society to fit her ideals and principles. Are you someone she considers to be immoral or evil? Run. She will eviscerate you.

Love wasn’t anything like she imagined in her girlish daydreams. It was vast, intricate and complicated, not easily understood or controlled. It was a force that ignored common sense. Love operated outside the lines and defied convention.

Operation Diamond would neutralize antiwar protesters with mugging squads and kidnapping teams; Operation Coal would funnel cash to Rep. Shirley Chisholm, a black congresswoman from Brooklyn seeking the Democratic presidential nomination, in an effort to sow racial and gender discord in the party; Operation Opal would use electronic surveillance against various targets, including the headquarters of Democratic presidential candidates Edmund Muskie and George McGovern; Operation Sapphire would station prostitutes on a yacht, wired for sound, off Miami Beach during the Democratic National Convention.

Snapping shut his mobile, Dalgliesh reflected that murder, a unique crime for which no reparation is ever possible, imposes it own compulsions as well as it's conventions. He doubted whether Macklefield [the murder victim's Will attorney] would have interrupted his country weekend for a less sensational crime. As a young officer he, too, had been touched, if unwillingly and temporarily, by the power of murder to attract even while it appalled and repelled. He had watched how people involved as innocent bystanders, provided they were unburdened by grief or suspicion, were engrossed by homicide, drawn inexorably to the place where the crime had occurred in fascinated disbelief. The crowd and the media who served them had not yet congregated outside the wrought-iron gates of the Manor. But they would come, and he doubted whether Chandler-Powell's [owner of the Manor where the murder was committed] private security team would be able to do more than inconvenience them.

Now, granted, Howard doesn't fit the conventional psychological profile of a rebounder - that of the no-nonsense, utilitarian "dirty work" specialist. Rather, this is a guy who sings Beyoncé at the free throw line, who quotes not Scarface but Finding Nemo, whose idea of humor is ordering 10 pizzas to be delivered to another player's hotel room, or knocking on teammates' doors and sprinting off down the hall, giggling. He goofs around during practice, during press conferences and during team shootarounds, for which Magic coach Stan Van Gundy has had to institute a no-flatulence rule because, as teammate Rashard Lewis says, "Dwight really likes to cut the cheese.

is my family. Do they read my books? Absolutely not! But they are the best public relations team in the world. From my daughter Amy who tells all her clients about me to my son Steve who makes sure he lets everyone he knows when I have a book released to my younger daughter Suzanne who is my good right hand and my granddaughter Kayla who is my wonderful left hand. Guys, I could not do it without you. If you see me at a convention,

you may not have noticed, but i'm not what you'd call conventionally beautiful. in fact, you might say that i'm the opposite of that. say, you know - to vocalize, sometimes ad nauseam? do you think that there's any minute in a day when i'm not aware of how big i am? do you think there's a single minute that goes by when i'm not thinking about how other people see me? even though i have no control whatsoever over that? don't get me wrong - i love my body. but i'm not so much of an idiot to think that everybody else loves it. what really gets to me - what really bothers me - is that it's all people see. ever since i was a not-so-little kid. hey, tiny, want to play football? hey, tiny, how many burgers did you eat today? hey, tiny, do you ever lose your dick down there? hey, tiny, you're going to join the basketball team whether you like it or not. just don't try to look at us in the locker room! does that sound easy to you will?

contrary to conventional leadership in which the leader’s focus is on himself and what he can accomplish and achieve. Rather, the focus is on those being served. Servant leaders do many of the same things other leaders do—cast vision, build teams, allocate resources, and so on. The big difference is their orientation and their motivation; these make all the difference in the world. They possess an others-first mindset. The servant leader constantly works to help others win.

they had to do it anyway. They had to try. They had taken an oath, and they would be faithful to the end. On the bank of surveillance monitors in front of her, she saw a dozen of her best agents—guns drawn—suddenly rush the convention stage, surround the president, grab him by the arms, and literally carry him away, his feet barely touching the ground. Sanchez then bolted out of the command post and met the president’s protective detail backstage and ordered them downstairs, into the makeshift bunker. “Go, go, go,” she yelled as they raced the president down one corridor after another, into a heavily guarded stairwell, and down five flights, eventually bursting into the basement, where all the convention center’s HVAC systems were housed. They turned one corner and then another, ducking pipes and ducts along the way. A moment later, they raced the president into a large storage freezer, slammed the door shut behind them, and worked feverishly to put him in a protective suit, gloves, and mask, pre-positioned there by the army’s nuclear, biological, and chemical fast-reaction team. That done, Sanchez and her agents began to suit up themselves. But just then, Sanchez felt the

men can do easily is what they do habitually, and this decides what they can think and know easily. They feel at home in the range of ideas which is familiar through their everyday line of action. A habitual line of action constitutes a habitual line of thought, and gives the point of view from which facts and events are apprehended and reduced to a body of knowledge. What is consistent with the habitual course of action is consistent with the habitual line of thought, and gives the definitive ground of knowledge as well as the conventional standard of complacency or approval in any community.23

The gross domestic product of the United States in 2001 was about $10.6 trillion. The budget of the federal government was about $1.8 trillion. In fiscal 2001, the government enjoyed a $128 billion operating surplus. Yet counterterrorism teams at the C.I.A. and the F.B.I. working on Al Qaeda and allied groups received an infinitesimal fraction of the country’s defense and intelligence budget of roughly $300 billion, the great majority of which went to the Pentagon, to support conventional and missile forces. Bush’s national security deputies did not hold a meeting dedicated to plans to thwart Al Qaeda until September 4, 2001, almost nine months after President Bush took the oath of office. The September 11 conspiracy succeeded in part because the democratically elected government of the United States, including the Congress, did not regard Al Qaeda as a priority.

Dr. Lydia Ciarallo in the Department of Pediatrics, Brown University School of Medicine, treated thirty-one asthma patients ages six to eighteen who were deteriorating on conventional treatments. One group was given magnesium sulfate and another group was given saline solution, both intravenously. At fifty minutes the magnesium group had a significantly greater percentage of improvement in lung function, and more magnesium patients than placebo patients were discharged from the emergency department and did not need hospitalization.4 Another study showed a correlation between intracellular magnesium levels and airway spasm. The investigators found that patients who had low cellular magnesium levels had increased bronchial spasm. This finding confirmed not only that magnesium was useful in the treatment of asthma by dilating the bronchial tubes but that lack of magnesium was probably a cause of this condition.5 A team of researchers identified magnesium deficiency as surprisingly common, finding it in 65 percent of an intensive-care population of asthmatics and in 11 percent of an outpatient asthma population. They supported the use of magnesium to help prevent asthma attacks. Magnesium has several antiasthmatic actions. As a calcium antagonist, it relaxes airways and smooth muscles and dilates the lungs. It also reduces airway inflammation, inhibits chemicals that cause spasm, and increases anti-inflammatory substances such as nitric oxide.6 The same study established that a lower dietary magnesium intake was associated with impaired lung function, bronchial hyperreactivity, and an increased risk of wheezing. The study included 2,633 randomly selected adults ages eighteen to seventy. Dietary magnesium intake was calculated by a food frequency questionnaire, and lung function and allergic tendency were evaluated. The investigators concluded that low magnesium intake may be involved in the development of both asthma and chronic obstructive airway disease.

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

Chapter One Vivek Ranadivé “IT WAS REALLY RANDOM. I MEAN, MY FATHER HAD NEVER PLAYED BASKETBALL BEFORE.” 1. When Vivek Ranadivé decided to coach his daughter Anjali’s basketball team, he settled on two principles. The first was that he would never raise his voice. This was National Junior Basketball—the Little League of basketball. The team was made up mostly of twelve-year-olds, and twelve-year-olds, he knew from experience, did not respond well to shouting. He would conduct business on the basketball court, he decided, the same way he conducted business at his software firm. He would speak calmly and softly, and he would persuade the girls of the wisdom of his approach with appeals to reason and common sense. The second principle was more important. Ranadivé was puzzled by the way Americans play basketball. He is from Mumbai. He grew up with cricket and soccer. He would never forget the first time he saw a basketball game. He thought it was mindless. Team A would score and then immediately retreat to its own end of the court. Team B would pass the ball in from the sidelines and dribble it into Team A’s end, where Team A was patiently waiting. Then the process would reverse itself. A regulation basketball court is ninety-four feet long. Most of the time, a team would defend only about twenty-four feet of that, conceding the other seventy feet. Occasionally teams played a full-court press—that is, they contested their opponent’s attempt to advance the ball up the court. But they did it for only a few minutes at a time. It was as if there were a kind of conspiracy in the basketball world about the way the game ought to be played, Ranadivé thought, and that conspiracy had the effect of widening the gap between good teams and weak teams. Good teams, after all, had players who were tall and could dribble and shoot well; they could crisply execute their carefully prepared plays in their opponent’s end. Why, then, did weak teams play in a way that made it easy for good teams to do the very things that they were so good at? Ranadivé looked at his girls. Morgan and Julia were serious basketball players. But Nicky, Angela, Dani, Holly, Annika, and his own daughter, Anjali, had never played the game before. They weren’t all that tall. They couldn’t shoot. They weren’t particularly adept at dribbling. They were not the sort who played pickup games at the playground every evening. Ranadivé lives in Menlo Park, in the heart of California’s Silicon Valley. His team was made up of, as Ranadivé put it, “little blond girls.” These were the daughters of nerds and computer programmers. They worked on science projects and read long and complicated books and dreamed about growing up to be marine biologists. Ranadivé knew that if they played the conventional way—if they let their opponents dribble the ball up the court without opposition—they would almost certainly lose to the girls for whom basketball was a passion. Ranadivé had come to America as a seventeen-year-old with fifty dollars in his pocket. He was not one to accept losing easily. His second principle, then, was that his team would play a real full-court press—every game, all the time. The team ended up at the national championships. “It was really random,” Anjali Ranadivé said. “I mean, my father had never played basketball before.” 2. Suppose you were to total up all the wars over the past two hundred years that occurred between very large and very small countries. Let’s say that one side has to be at least ten times larger in population and armed might

Clinton got out there and created a new narrative on the economy, which took some of the needles out of Obama,” says Republican strategist Mike Murphy. “It was the biggest single number-moving event in the entire campaign. It was devastatingly important to the Obama guys. And he put him back in business.” (It also helped, Murphy adds, that “the Romney campaign was totally incompetent.”) In 2000, Clinton had famously faulted Al Gore for not letting Clinton rally the base in key swing states. It was not a mistake Barack Obama was going to repeat. In addition to his convention speech, Clinton stumped for Obama in swing states like Florida and Ohio. Unlike Gore and his campaign team, “the Obama people, despite whatever hard feelings they had, were pretty dispassionate and not afraid to let him come in and steal the show, if they thought it would be helpful,” says a former Clinton official who worked in the Obama administration. Clinton even starred in a widely seen advertisement for Obama, declaring that “President Obama has a plan to rebuild America from the ground up, investing in innovation, education, and job training. It only works if there is a strong middle class. That’s what happened when I was president.”15

By 2004, one in three Americans was considered clinically obese; two in three were overweight. One in ten adult Americans had Type 2 diabetes—one in five over the age of sixty. It is now clear that the roots of this epidemic are evident even in infants and in the birth weights of newborns. Among middle-income families in Massachusetts, for example, as a team of researchers led by Matthew Gillman of Harvard reported last year, the prevalence of excessively fat infants increased dramatically between 1980 and 2001. This increase was most conspicuous among children younger than six months of age.

M113 Family of Vehicles Mission Provide a highly mobile, survivable, and reliable tracked-vehicle platform that is able to keep pace with Abrams- and Bradley-equipped units and that is adaptable to a wide range of current and future battlefield tasks through the integration of specialised mission modules at minimum operational and support cost. Entered Army Service 1960 Description and Specifications After more than four decades, the M113 family of vehicles (FOV) is still in service in the U.S. Army (and in many foreign armies). The original M113 Armoured Personnel Carrier (APC) helped to revolutionise mobile military operations. These vehicles carried 11 soldiers plus a driver and track commander under armour protection across hostile battlefield environments. More importantly, these vehicles were air transportable, air-droppable, and swimmable, allowing planners to incorporate APCs in a much wider range of combat situations, including many "rapid deployment" scenarios. The M113s were so successful that they were quickly identified as the foundation for a family of vehicles. Early derivatives included both command post (M577) and mortar carrier (M106) configurations. Over the years, the M113 FOV has undergone numerous upgrades. In 1964, the M113A1 package replaced the original gasoline engine with a 212 horsepower diesel package, significantly improving survivability by eliminating the possibility of catastrophic loss from fuel tank explosions. Several new derivatives were produced, some based on the armoured M113 chassis (e.g., the M125A1 mortar carrier and M741 "Vulcan" air defence vehicle) and some based on the unarmoured version of the chassis (e.g., the M548 cargo carrier, M667 "Lance" missile carrier, and M730 "Chaparral" missile carrier). In 1979, the A2 package of suspension and cooling enhancements was introduced. Today's M113 fleet includes a mix of these A2 variants, together with other derivatives equipped with the most recent A3 RISE (Reliability Improvements for Selected Equipment) package. The standard RISE package includes an upgraded propulsion system (turbocharged engine and new transmission), greatly improved driver controls (new power brakes and conventional steering controls), external fuel tanks, and 200-amp alternator with four batteries. Additional A3 improvements include incorporation of spall liners and provisions for mounting external armour. The future M113A3 fleet will include a number of vehicles that will have high speed digital networks and data transfer systems. The M113A3 digitisation program includes applying hardware, software, and installation kits and hosting them in the M113 FOV. Current variants: Mechanised Smoke Obscurant System M548A1/A3 Cargo Carrier M577A2/A3 Command Post Carrier M901A1 Improved TOW Vehicle M981 Fire Support Team Vehicle M1059/A3 Smoke Generator Carrier M1064/A3 Mortar Carrier M1068/A3 Standard Integrated Command Post System Carrier OPFOR Surrogate Vehicle (OSV) Manufacturer Anniston Army Depot (Anniston, AL) United Defense, L.P. (Anniston, AL)

But Jackson also used less conventional teaching methods. In one drill he would lead the team in breathing exercises, getting all the players to synchronize their respiratory rhythm. “It helped align them on a nonverbal level far more effectively than words,” Jackson wrote. “One breath equals one mind.

So if every time a team member needs to do something they have to complete the conventional paper work and await approvals possibly from managers who have no idea when they are reporting to the office next, your project might be a disaster.  So instead of boxing those members within the rules of the old system, you need to empower them in carrying out any initiatives they may deem fit for the success of the project.

You need to be receptive to feedback   Timeliness is of essence when working with Lean Six Sigma. As such, you need to break a few walls and let team members air their views freely. That is the only way you are going to learn things as they are. But if you insist on conventional protocol and formal language and format of feedback presentation, you may not learn enough authentic details to help you make effective decisions.   In any case, with a methodology like this that pushes for perfection, you need data and information that is as true and as real as it can be. After all, the reality always comes out in the results, when it is clear how far away from, or how close to, perfection your processes were. 

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

is July 2009. We step off our respective planes and lug our gear into the sweltering Vegas sun. Our taxis creep through downtown tourist traffic, swing around the airport, and unceremoniously drop us off in a giant, industrial-looking parking lot. The Las Vegas Sports Center sulks unimpressively in the heat, but under the sounds of arriving planes, there’s also a low hum and periodic whistles. Inside, the air is cooler and smells vaguely of . . . what is that smell? Sweat? Feet? Happiness? And when our eyes adjust to the light, we see skaters from every corner of the world—their helmets whiz by in every direction looking as if they are floating on air. On their feet are skates—black skates, white skates, blue skates, camouflage skates—propelled by a rainbow of wheels. On the sport floor, coaches with names like Carmen Getsome and Miss Fortune are drilling a centipede line of skaters in the fine art of knocking each other’s asses to the ground. Refs and skaters gear up for the mixed league, multination, battle du jour: Team Australia vs. Team Canada. Someone hobbles by with an ice pack strapped to her knee, still smiling. We smile too. Across town, nearly one thousand other skaters throng the casino and head to seminars in the meeting halls of the Imperial Palace Hotel, with nothing but roller derby on their minds. This is the fifth annual derby convention known as RollerCon.

Conventional wisdom in the HR community held that bosses had to work with underperformers, sitting with them and providing coaching and oversight. As we saw it, that was precisely the wrong thing for bosses to do. Helping the single underperformer on a team of ten get back on track sucks up a lot of valuable managerial time. Leaders are much better off working with the other nine to help them notch wins for the organization, while also attending to customers and operational matters. Underperforming leaders (and lower-level managers and employees as well) needed to take responsibility for fixing their own performance. If they didn’t change within a fairly quick time period, they’d face the consequences. That might sound cold and uncompromising, but it really isn’t—it’s honoring and supporting the vast majority of people who are working hard and performing.

Specifically, the Clinton team could see Trump closing ground across the Rust Belt. It was the area that he had targeted, despite conventional wisdom that held the Democratic “blue wall” would come through for Hillary in the end. Suddenly, Trump’s quixotic ride into the heartland looked a lot more strategically sound, and Hillary’s attention to expanding the electoral map seemed misguided. Her aides knew the trend lines were bad, and they had no way of making sure their survey data was accurate.

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Hillary had secretly tapped Lissa Muscatine months earlier to develop a memo that would serve as the blueprint for the convention speech and her general-election messaging. First and foremost, the goal of the speech was to illustrate Hillary’s deep contrasts with Donald Trump. Given her own poor approval ratings, her top priority was to disqualify Trump in the minds of voters. She and her team presumed that if Americans believed Trump was unqualified for the presidency, she would win by default. Her team thought of the core of her argument as three hinges: unity versus division; an economy for everyone versus Trump being in it for himself; and her steadiness versus the risk of Trump.

The two teams created a text-messaging distribution list that allowed for constant communication about potential problems during the four-day convention. When a Bernie supporter raised an anti-Clinton sign, a whip team member in the convention hall could relay the message quickly to the boiler room. The team there would send a note to Bernie and Hillary aides on the floor, who would ask the person to take it down. The flash-speed communications network would turn out to be a major factor in transforming what was a tumultuous convention inside the hall into a unified one on television. That is, it looked a lot different to folks watching at home than it did to participants inside an arena with plenty of anti-Clinton Bernie delegates.

Senators John McCain and Lindsey Graham were staunch advocates of arming the government of Ukraine in their fight with Russian separatists and Putin. During the Republican National Convention, the party platform committee proposed language to the effect that Ukraine needed U.S. weapons and NATO support to defend itself, in support of a long-held Republican position. Carter Page, now on the Trump campaign team, used to work in the Merrill Lynch’s Moscow office, has personal investments in Gazprom, a Russian state oil conglomerate. He told Bloomberg that his investments have been hurt by the sanctions policy against Russia over Ukraine.39 He has characterized the U.S. policy toward Russia as chattel slavery.

If you had the guts to serve your country like the rest of us, you wouldn't have to work so hard to prove you're crazy.

The first hints of this emerged in the early and mid-1990s, at the tail end of the crack epidemic. Suniya Luthar is now sixty-two, with an infectious smile, bright brown eyes, and short snow-white hair. Back then, she was a fledgling psychologist working as an assistant professor and researcher in the department of psychiatry at the Yale School of Medicine. She was studying resiliency among teenagers in low-income urban communities, and one of her early findings was that the most popular kids were also among the most destructive and aggressive at school. Was this a demographic phenomenon, she wondered, or merely an adolescent one, this tendency to look up to peers who acted out? To find out, she needed a comparison group. A research assistant suggested they recruit students from his former high school in an affluent suburb. Luthar’s team ultimately enlisted 488 tenth graders—about half from her assistant’s high school and half from a scruffy urban high school. The affluent community’s median household income was 80 percent higher than the national median, and more than twice that of the low-income community. The rich community also had far fewer families on food stamps (0.3 percent vs. 19 percent) and fewer kids getting free or reduced-price school lunches (1 percent vs. 86 percent). The suburban teens were 82 percent white, while the urban teens were 87 percent nonwhite. Luthar surveyed the kids, asking a series of questions related to depression and anxiety, drug use ranging from alcohol and nicotine to LSD and cocaine, and participation in delinquent acts at home, at school, and in the community. Also examined were grades, “social competence,” and teachers’ assessments of each student. After crunching the numbers, she was floored. The affluent teens fared poorly relative to the low-income teens on “all indicators of substance use, including hard drugs.” This flipped the conventional wisdom on its head. “I was quite taken aback,” Luthar recalls.

Innovations are happening in conventional schooling. Some people will read the chapters to come and respond that their own children’s schools are incorporating evidence-based changes, making them more like Montessori schools—eliminating grades, combining ages, using a lot of group work, and so on. One could take the view that over the years, conventional schooling has gradually been discovering and incorporating many of the principles that Dr. Montessori discovered in the first half of the 20th century. However, although schooling is changing, those changes are often relatively superficial. A professor of education might develop a new reading or math program that is then adopted with great fanfare by a few school systems, but the curricular change is minute relative to the entire curriculum, and the Lockean model of the child and the factory structure of the school environment still underlie most of the child’s school day and year. “Adding new ‘techniques’ to the classroom does not lead to the developmental of a coherent philosophy. For example, adding the technique of having children work in ‘co-operative learning’ teams is quite different than a system in which collaboration is inherent in the structure” (Rogoff, Turkanis, & Bartlett, 2001, p. 13). Although small changes are made reflecting newer research on how children learn, particularly in good neighborhood elementary schools, most of the time, in most U.S. schools, conventional structures predominate (Hiebert, 1999; McCaslin et al., 2006; NICHD, 2005; Stigler, Gallimore, & Hiebert, 2000), and observers rate most classes to be low in quality (Weiss, Pasley, Smith, Banilower, & Heck, 2003). Superficial insertions of research-supported methods do not penetrate the underlying models on which are schools are based. Deeper change, implementing more realistic models of the child and the school, is necessary to improve schooling. How can we know what those new models should be? As in medicine, where there have been increasing calls for using research results to inform patient treatments, education reform must more thoroughly and deeply implement what the evidence indicates will work best. This has been advocated repeatedly over the years, even by Thorndike. Certainly more and more researchers, educators, and policy makers are heeding the call to take an evidence-based stance on education. Yet the changes made thus far in response to these calls have not managed to address to the fundamental problems of the poor models. The time has come for rethinking education, making it evidence based from the ground up, beginning with the child and the conditions under which children thrive. Considered en masse, the evidence from psychological research suggests truly radical change is needed to provide children with a form of schooling that will optimize their social and cognitive development. A better form of schooling will change the Lockean model of the child and the factory structure on which our schools are built into something radically different and much better suited to how children actually learn.

One of the best analogies is to think of your team as people sitting around a campfire. What’s the fire? The fire is you, as a leader, and other top leaders. The fire is also your company convention. The fire is your events. The fire is personal development, too. That’s the fire.

A control freak architect might restrict the development team from downloading any useful open source or third-party libraries and instead insist that the teams write everything from scratch using the language API. Control freak architects might also place tight restrictions on naming conventions, class design, method length, and so on. Essentially, control freak architects steal the art of programming away from the developers, resulting in frustration and a lack of respect for the architect.

They were designed to appease the folks who had just yelled at us, and while my confidence was shaky, I knew it was time to say no again—to them and to the executive team that wanted a quick turnaround. “No, we’re not going for mediocre. No, no one wants us to do me-too design. And, no, we’re not done with this roadmap until it’s something that inspires everyone in the room.” Now, the difference between me standing up in my office and giving a speech on inspirational product roadmaps and a manager who’s flirting with Crazy Town because of an executive beat-down is slim, but therein lies the art. Saying no is saying “stop,” and in a valley full of people who thrive on endless movement, the ability to strategically choose when it’s time to stop is the sign of a manager willing to defy convention.

A control freak architect might restrict the development team from downloading any useful open source or third-party libraries and instead insist that the teams write everything from scratch using the language API. Control freak architects might also place tight restrictions on naming conventions, class design, method length, and so on. Essentially, control freak architects steal the art of programming away from the developers, resulting in frustration and a lack of respect for the architect.

Under Dr. Nasha’s care most experience far better clinical outcomes (some cases we can truly call “miracles”) and a better quality of life living with cancer than patients adhering strictly to the conventional medical model. Because of her emphasis on traditional, whole food, nutrient-dense, and therapeutic diets, Dr. Nasha teamed up with master nutrition therapist Jess Higgins Kelley in order to expand treatment and education options for her patients. Together we knew there had to be a better way to approach this largely preventable and debilitating disease—and we have found it.

The original scrummage was a weird and unscientific institution. The ball belonged to neither side,” observed Amos Alonzo Stagg. “It was dull business for the backs and the onlookers. For long periods the ball could not be seen and nothing happened. All the spectators could distinguish was a ton and a half of heavyweights leaning pantingly against one another. Eventually the ball would pop out by accident or surrender, a back would seize it for a run, be tackled and downed, and back went the ball into scrummage.” Camp’s solution was what came to be known as the scrimmage. Instead of reestablishing possession each time the ball was downed, Camp believed that the downed team ought to retain possession and simply start the play anew. This rule passed at the 1880 convention, along with the reduction to eleven players. American football was born.

New collaborations allow creators “to take ideas that are conventions in one area and bring them into a new area, where they’re suddenly seen as invention,” said sociologist Brian Uzzi, Amaral’s collaborator. Human creativity, he said, is basically an “import/export business of ideas.” Uzzi documented an import/export trend that began in both the physical and social sciences in the 1970s, pre-internet: more successful teams tended to have more far-flung members. Teams that included members from different institutions were more likely to be successful than those that did not, and teams that included members based in different countries had an advantage as well.

Thus, contrary to the folklore, entrepreneurs don't much like risk either. They use these six mindsets to mitigate it. Or manage it. Or off‐load it onto others. “Isn't your idea risky?” they will be asked. Of course, it's risky! There's market risk: Will customers buy (They bought from the outset at Budgetplaces.com; but not so fast at Nespresso.)? There's technology risk: Will the new‐fangled product actually work (Would Elon Musk figure out how to build electric vehicles with enough range?)? There's execution risk: Will the team be able to deliver what it sets out to deliver (Simon Cohen's 2 a.m. wake‐ups stole a day on his competitors.)? And more. Working counter‐conventionally, they all put one or more of the six mindsets into action.

Mittal recalls what he and his team had been thinking. If you're caught between speed and perfection, always choose speed, and perfection will follow. You never wait for perfect positioning, because in business you don't have the time; especially if you're small, you can't do it.6

When eBay entered the Chinese market in 2002, they did so by buying the leading Chinese online auction site—not Alibaba but an eBay impersonator called EachNet. The marriage created the ultimate power couple: the top global e-commerce site and China’s number one knockoff. eBay proceeded to strip away the Chinese company’s user interface, rebuilding the site in eBay’s global product image. Company leadership brought in international managers for the new China operations, who directed all traffic through eBay’s servers back in the United States. But the new user interface didn’t match Chinese web-surfing habits, the new leadership didn’t understand Chinese domestic markets, and the trans-Pacific routing of traffic slowed page-loading times. At one point an earthquake under the Pacific Ocean severed key cables and knocked the site offline for a few days. Meanwhile, Alibaba founder Jack Ma was busy copying eBay’s core functions and adapting the business model to Chinese realities. He began by creating an auction-style platform, Taobao, to directly compete with eBay’s core business. From there, Ma’s team continually tweaked Taobao’s functions and tacked on features to meet unique Chinese needs. His strongest localization plays were in payment and revenue models. To overcome a deficit of user trust in online purchases, Ma created Alipay, a payment tool that would hold money from purchases in escrow until the buyer confirmed the receipt of goods. Taobao also added instant messaging functions to allow buyers and sellers to communicate on the platform in real time. These business innovations helped Taobao claw away market share from eBay, whose global product mentality and deep centralization of decision-making power in Silicon Valley made it slow to react and add features. But Ma’s greatest weapon was his deployment of a “freemium” revenue model, the practice of keeping basic functions free while charging for premium services. At the time, eBay charged sellers a fee just to list their products, another fee when the products were sold, and a final fee if eBay-owned PayPal was used for payment. Conventional wisdom held that auction sites or e-commerce marketplace sites needed to do this in order to guarantee steady revenue streams.

But the corporate shackles of rules, plans, and governance do not always lend themselves well to new product and new venture settings. Moving Nespresso's team outside Nestlé's headquarters unquestionably helped Gaillard and Favre get on with it and eventually break from Nestlé's conventional marketing practices with the Nespresso Club, which proved to be a pivotal marker in Nespresso's journey.

It was also possible to back out from the box scores the pace at which various college teams played—how often they went up and down the court. Adjusting a college player’s stats for his team’s pace of play was telling. Points and rebounds meant one thing when the team took 150 shots a game and something different when it took just 75. Just adjusting for pace gave you a clearer picture of what any given player had accomplished than the conventional view did.

The trouble is that Pittman’s approach wrongly assumes that the people who work for these leaders have the skills to identify emerging problems (highly unlikely), that they will tell their bosses about these problems (potentially career damaging), and that they will face no negative consequences for bringing such issues to their leaders’ attention (rare, since it disrupts the conventional wisdom).

C-130 dropped the MOAB, the biggest conventional the United States has in its inventory. The MOAB hit the Tyson house, causing a massive explosion, bigger than the SWAT leader had really expected. The shockwave was big enough to rattle the SWAT team. They waited until the fire from the explosion died down before they went back onto the property to find out if anyone had survived.

Once a country is included on the “counterinsurgency” list, or any other such category, a move is made to develop a CIA echelon, usually within the structure of whatever U.S. military organization exists there at the time. Then the CIA operation begins Phase I by proposing the introduction of some rather conventional aircraft. No developing country can resist such an offer, and this serves to create a base of operations, usually in a remote and potentially hostile area. While the aircraft program is getting started the Agency will set up a high frequency radio network, using radios positioned in villages throughout the host country. The local inhabitants are told that these radios will provide a warning of guerrilla activity. Phase II of such a project calls for the introduction of medium transport type aircraft that meet anti-guerrilla warfare support requirements. The crew training program continues, and every effort is made to develop an in-house maintenance capability. As the level of this activity increases, more and more Americans are brought in, ostensibly as instructors and advisers; at this phase many of the Americans are Army Special Forces personnel who begin civic action programs. The country is sold the idea that it is the Army in most developing nations that is the usual stabilizing influence and that it is the Army that can be trusted. This is the American doctrine; promoting the same idea, but in other words, it is a near paraphrase of the words of Chairman Mao. In the final phase of this effort, light transports and liaison type aircraft are introduced to be used for border surveillance, landing in remote areas, and for resupplying small groups of anti-guerrilla warfare troops who are operating away from fixed bases. These small specialized aircraft are usually augmented by helicopters. When the plan has developed this far, efforts are made to spread the program throughout the frontier area of the country. Villagers are encouraged to clear off small runways or helicopter landing pads, and more warning network radios are brought into remote areas. While this work is continuing, the government is told that these activities will develop their own military capability and that there will be a bonus economic benefit from such development, each complementing the other. It also makes the central government able to contact areas in which it may never have been able to operate before, and it will serve as a tripwire warning system for any real guerrilla activities that may arise in the area. There is no question that this whole political economic social program sounds very nice, and most host governments have taken the bait eagerly. What they do not realize, and in many cases what most of the U.S. Government does not realize, is that this is a CIA program, and it exists to develop intelligence. If it stopped there, it might be acceptable but intelligence serves as its own propellant, and before long the agents working on this type of project see, or perhaps are a factor in creating, internal dissension.

Trump was holding massive rallies in places like Alabama, which was bizarre according to conventional wisdom. Most reporters considered them an exercise in self-aggrandizement. In late August, Trump held a stadium event in Mobile, Alabama, which was so baffling to the local political cognoscenti that on the day he arrived, the front-page headline of the Mobile Press-Register read “Trump’s stumping in Mobile, but why?” There were two reasons for the perplexing strategy. The first was the Trump team’s belief that it could quickly lock

In 1913, Ringelmann conducted an experiment in which he asked his students to pull on a rope, both individually and in groups, while he measured the force they exerted. The conventional view was that people in a group would have more power collectively than they did alone—in other words, adding people to the pulling group would have a multiplying effect on the force. But the results showed something surprising. While the force applied did grow with every new person added, the average force applied by each person fell. Rather than amplifying the power of individuals, the act of pulling as a team caused each person to pull less hard than they had when pulling alone. Later researchers coined a name for this phenomenon. They called it social loafing.

She," I replied. "She. She's one of those A-N-D-Y Andys because fuck the patriarchy and their arcane gendered spelling conventions.

Conventionally, a developer will create a piece of software, and once it’s finished, expose a small part of its functionality to outside developers via the API. The Twitter team took the exact opposite approach. They built the API first, and exposed all the data that was crucial to the service, and then they built Twitter.com on top of the API.

The best red teamers tend to be self-described “oddballs” and “weirdoes,” as well as critical and divergent thinkers inherently skeptical of authority and conventional wisdom. Lieutenant Colonel Daniel Geisenhof, who is a red team instructor at Marine Corps University, characterized his own team by saying, “In many ways, we are in the land of misfit toys.” 16 Through