Decision Quality Quotes

The decisive question for man is: Is he related to something infinite or not? That is the telling question of his life. Only if we know that the thing which truly matters is the infinite can we avoid fixing our interests upon futilities, and upon all kinds of goals which are not of real importance. Thus we demand that the world grant us recognition for qualities which we regard as personal possessions: our talent or our beauty. The more a man lays stress on false possessions, and the less sensitivity he has for what is essential, the less satisfying is his life. He feels limited because he has limited aims, and the result is envy and jealousy. If we understand and feel that here in this life we already have a link with the infinite, desires and attitudes change.

Improving decision quality is about increasing our chances of good outcomes, not guaranteeing them.

True' and 'false' are the evasions of people who never want to arrive at a decision. Truth is something without end.

We live in a world that assumes that the quality of a decision is directly related to the time and effort that went into making it...We believe that we are always better off gathering as much information as possible an depending as much time as possible in deliberation. We really only trust conscious decision making. But there are moments, particularly in times of stress, when haste does not make waste, when our snap judgments and first impressions can offer a much better means of making sense of the world. The first task of Blink is to convince you of a simple fact: decisions made very quickly can be every bit as good as decisions made cautiously and deliberately.

Your actions will always be what the world sees, but people who choose to see through God's eyes will always have the compassion to understand why.

A true leader has the confidence to stand alone, the courage to make tough decisions, and the compassion to listen to the needs of others. He does not set out to be a leader, but becomes one by the quality of his actions and the integrity of his intent.

Donna has always been headstrong, always acted quickly and decisively. Which is a fine quality when you are right, but a liability when you are wrong. It’s great to be the fastest runner, but not when you’re running in the wrong direction.

Thinking in bets starts with recognizing that there are exactly two things that determine how our lives turn out: the quality of our decisions and luck. Learning to recognize the difference between the two is what thinking in bets is all about.

Success emerges from the quality of the decisions we make and the quantity of luck we receive. We can't control luck. But we can control the way we make choices.

If we could eliminate the concept of town and return to live in small villages, all world problems were solved.

You’re so bossy.” “Why is a woman always described as bossy, when if a man did the same thing he’d be thought of as decisive, commanding and displaying qualities of leadership?

The path to solid, supportive, healthy relationships, self-respect, and a quality life starts with the usually painful decision to do the Right Thing.

Slowed down by a sense of hopelessness in all his decisions and movements, he suffered from bitter sadness, and his incapacity solidified into a pain that often sat like a nosebleed behind his forehead the moment he tried to make up his mind to do something.

The experiencing self does not have a voice. The remembering self is sometimes wrong, but it is the one that keeps score and governs what we learn from living, and it is the one that makes decisions. What we learn from the past is to maximize the qualities of our future memories, not necessarily of our future experience. This is the tyranny of the remembering self.

My personal feeling is that this is how any further improvement of the world will be done: by individuals making Quality decisions and that’s all.

You are a Lightwood," Cecily said. "You stayed because you were loyal to your family name. It is not cowardice." "Wasn't it? Is loyalty still a commendable quality when it is misdirected?" Cecily opened her mouth, then closed it again. Gabriel was looking for her, his eyes shining in the moonlight. He seemed genuinely desperate to hear her answer. She wondered if he had anyone else to talk to. She could see how it might be terrifying to take one's moral qualms to Gideon; he seemed so staunch, as if he never questioned himself in his life and would not understand those who did. "I think," she said, choosing her words with care, "that any good impulse can be twisted into something evil. Look at the Magister. He does what he does because he hates the Shadowhunters, out of loyalty to his parents, who cared for him, and who were killed. It is not beyond the realm of understanding. And yet nothing excuses the result. I think when we make choices-for each choice is individual of the choices we have made before-we must examine not only our reasons for making them but what result they will have, and whether good people will be hurt by our decisions.

Our world requires that decisions be sourced and footnoted, and if we say how we feel, we must also be prepared to elaborate on why we feel that way. I think that approach is a mistake, and if we are to learn to improve the quality of the decisions we make, we need to accept the mysterious nature of our snap judgements. We need to respect the fact that it is possible to know without knowing why we know and accept that — sometimes — we’re better off that way.

Slowed down by a sense of hopelessness in all his decisions and movements, he suffered from bitter sadness, and his incapacity solidified into a pain that often sat like a nosebleed behind his forehead the moment he tried to make up his mind to do something.

Monarchies have some good features beyond their star qualities. They can reduce the size and parasitic nature of the management bureaucracy. They can make speedy decisions when necessary. They fit an ancient human demand for a parental (tribal/feudal) hierarchy where every person knows his place. It is valuable to know your place, even if that place is temporary. It is galling to be held in place against your will. This is why I teach about tyranny in the best possible way—by example.

You’ve got this job offer in Charlotte. I know. But if you want, that’s something we can figure out together. I made a commitment to Cameron, so I need to stay in Chicago until she’s back from maternity leave. But after that, I can—” “I didn’t take the job in Charlotte.” “Oh. Right.” He exhaled, trying to catch up to speed. “Well. You should know that I had at least two minutes left on that speech. Really quality stuff.” “Sorry. I just thought this might be a good time to mention that I love you, too.” She made a rolling gesture. “But, please—carry on.” He grinned. Sassy as ever.

The quality of a decision cannot be solely judged based on its outcome.

Many people fail in their career, business and relationship, and others get stuck because of their inability to make quality decisions.

Be willing to make decisions. That's the most important quality in a good leader. Don't fall victim to what I call the Ready- Aim-Aim-Aim Syndrome. You must be willing to fire

The quality of decision is like the well-timed swoop of a falcon which enables it to strike and destroy its victim.

I divide my officers into four classes as follows: The clever, the industrious, the lazy, and the stupid. Each officer always possesses two of these qualities. Those who are clever and industrious I appoint to the General Staff. Use can under certain circumstances be made of those who are stupid and lazy. The man who is clever and lazy qualifies for the highest leadership posts. He has the requisite nerves and the mental clarity for difficult decisions. But whoever is stupid and industrious must be got rid of, for he is too dangerous.

Remember: The quality of our thoughts determines the quality of our lives. And our decisions are a result of our thoughts.

Focus on the big decisions. “As a senior executive, what do you really get paid to do?” he asks. “You get paid to make a small number of high-quality decisions. Your job is not to make thousands of decisions every day.

Early on in your career, when you’re an individual contributor, you’re graded on the volume and quality of your work. Then one day, all of a sudden, you’re a manager. Let’s assume you do well and move up to manage more and more people. Now you’re no longer paid for the amount of work you do; you’re paid for the quality of decisions you make.

I prefer to be a sad screwed stupid bitch, than a fucking liar, fake and pretender that has to put different masks per day.

valuing the condition of having options over the quality of the options can sometimes lead to decisions that don’t serve us well.

Outcomes don’t tell us what’s our fault and what isn’t, what we should take credit for and what we shouldn’t. Unlike in chess, we can’t simply work backward from the quality of the outcome to determine the quality of our beliefs or decisions. This makes learning from outcomes a pretty haphazard process.

It's the story of my life. You see, the quality of any advice anybody has to offer has to be judged against the quality of life they actually lead. Now, as you look through this document you'll see that I've underlined all the major decisions I ever made to make the stand out. They're all indexed and cross-referenced. See? All I can suggest is that if you take decisions that are exactly opposite to the sort of decisions that I've taken, then maybe you won't finish up at the end of your life" --she paused, and filled her lungs for a good should--"in a smelly old cave like this!

The ability to succeed is not what makes someone a leader. Exhibiting the qualities of leadership is what makes someone an effective leader. Qualities like honesty, integrity, courage, resiliency, perseverance, judgment and decisiveness,

Relationships are built on small, consistent deposits of time. You can't cram for what's most important. If you want to connect with your kids, you've got to be available consistently, not randomly.

The reason is that good management itself was the root cause. Managers played the game the way it was supposed to be played. The very decision-making and resource-allocation processes that are key to the success of established companies are the very processes that reject disruptive technologies: listening carefully to customers; tracking competitors’ actions carefully; and investing resources to design and build higher-performance, higher-quality products that will yield greater profit. These are the reasons why great firms stumbled or failed when confronted with disruptive technological change.

When you don't see nothing wrong in anything you do, then you are doing everything wrong.

The quality of decision is like the well-timed swoop of a falcon which enables it to strike and destroy its victim.

A beautiful woman should always have at the back of her mind that her ravishing appearance is only an ephemeral quality. When she wakes up in the morning, looks into the mirror, and notices that something is fading away, she knows that the time is ripe for marriage. She should be careful of who she takes into her life because the union is gonna be everlasting.

The decisions we make regarding vocation, child rearing, education, civic and church involvement, and other areas of life create changes that affect our marriage relationships. The manner in which couples process these changes will determine the quality of their marriages.

Confusing experience with the memory of it is a compelling cognitive illusion—and it is the substitution that makes us believe a past experience can be ruined. The experiencing self does not have a voice. The remembering self is sometimes wrong, but it is the one that keeps score and governs what we learn from living, and it is the one that makes decisions. What we learn from the past is to maximize the qualities of our future memories, not necessarily of our future experience. This is the tyranny of the remembering self.

Over the course of our lives, we make millions and millions of decisions that are essentially bets, some large and some small. It pays to think about how we make them because they are what ultimately determine the quality of our lives.

By making the Word our final authority and making a quality decision to place our faith in God at all costs, we experience His best in every situation.

There's never been a better time to let the leaves of mediocrity fall from your tree of life.

Bureaucrats do not, as a whole, like to make decisions. Decisions require a degree of courage and responsibility, qualities in short supply among public servants on both sides of the Great Divide.

He has given ample evidence of qualities hardly any other living statesman has demonstrated to the same degree: the courage to look facts in the face and to seek flexible solutions, respect for others, give-and-take in dialog situations, absence of hypocrisy, a complete absence of grandeur in the conduct of his personal life. He has never been driven by blind self-assertion to make absurd decisions.

The quality of decision is like the well-timed swoop of a falcon which enables it to strike and destroy its victim. Therefore the good fighter will be terrible in his onset, and prompt in his decision.

Being kind, making hard decisions, helping those in need, standing up for what’s right, pointing toward hope and truth, and embracing the power of persistence . . . those were the qualities of Superman that mattered to me far more than his ability to see through walls. Because all of us can do those other things, can be those things; we can be Superman whenever we choose.

To live means to experience-through doing, feeling, thinking. Experience takes place in time, so time is the ultimate scarce resource we have. Over the years, the content of experience will determine the quality of life. Therefore one of the most essential decisions any of us can make is about how one's time is allocated or invested.

By the time we comprehend and digest information, it is not necessarily a true reflection of reality. Instead, it is our representation of reality, and this is the input we base our decisions on. In essence we are limited to the tools nature has given us, and the natural way in which we make decisions is limited by the quality and accuracy of these tools.

It may not seem like a big deal at the time but the decisions we make today add up to affect the future. If we consistently push ourselves to make better decisions, our efforts will add up. We will notice a difference in the quality of our lives, our well being and our relationships with others

For every decision a 'man' makes, he makes it with the best of the depth of knowledge he possess at that particular instant and the quality of experiences he's passed through. It's not an excuse though for mediocrity, but an avenue to learn, rise, and conquer your inefficient self. By inference, beyond an extreme line, there might not necessarily be a qualification of a choice as wrong or right, but an avenue to grow depending on how the intricacies of such a choice and its consequences are handled.

feeling so far is that standardized testing and performance-based salaries are likely to push education from social norms to market norms. The United States already spends more money per student than any other Western society. Would it be wise to add more money? The same consideration applies to testing: we are already testing very frequently, and more testing is unlikely to improve the quality of education. I suspect that one answer lies in the realm of social norms. As we learned in our experiments, cash will take you only so far—social norms are the forces that can make a difference in the long run. Instead of focusing the attention of the teachers, parents, and kids on test scores, salaries, and competition, it might be better to instill in all of us a sense of purpose, mission, and pride in education. To do this we certainly can’t take the path of market norms. The Beatles proclaimed some time ago that you “Can’t Buy Me Love” and this also applies to the love of learning—you can’t buy it; and if you try, you might chase it away.

And this feeling that the result of the decision tells you something significant about the quality of the decision process is so powerful that even when the description of the decision is identical (you quit your job and take a new position), your view of that decision changes as the quality of the result changes.

There has to be something wrong when spurning reproduction doesn’t make Gabriella and me the “mavericks” we’d both have prided ourselves as in our younger days but standard issue for our era. Surely the contemporary absorption with our own lives as the be-all and end-all ultimately hails from an insidious misanthropy—a lack of faith in the whole human enterprise. In its darkest form, the growing cohort of childless couples determined to throw all their money at Being Here Now—to take that step aerobics class, visit Tanzania, put an addition on the house while making no effort to ensure there’s someone around to inherit the place when the party is over—has the quality of the mad, slightly hysterical scenes of gleeful abandon that fiction

Suppose you ignore your head and follow your heart to get into a relationship. When it ends, the head starts haunting you with logic, "See.. I told you it was a wrong decision. You have wasted precious time of your life." Head becomes too strong, heart becomes too weak. This imbalance of power between head and heart causes extreme pain. To bring balance again, strengthen your heart. Spend quality time with things you love.

If you’re going to build a strong culture, it’s paramount to make diversity one of your core values. This is what separates Bridgewater’s strong culture from a cult: The commitment is to promoting dissent. In hiring, instead of using similarity to gauge cultural fit, Bridgewater assesses cultural contribution.* Dalio wants people who will think independently and enrich the culture. By holding them accountable for dissenting, Dalio has fundamentally altered the way people make decisions. In a cult, core values are dogma. At Bridgewater, employees are expected to challenge the principles themselves. During training, when employees learn the principles, they’re constantly asked: Do you agree? “We have these standards that are stress tested over time, and you have to either operate by them or disagree with them and fight for better ones,” explains Zack Wieder, who works with Dalio on codifying the principles. Rather than deferring to the people with the greatest seniority or status, as was the case at Polaroid, decisions at Bridgewater are based on quality. The goal is to create an idea meritocracy, where the best ideas win. To get the best ideas on the table in the first place, you need radical transparency. Later, I’m going to challenge some of Dalio’s principles, but first I want to explain the weapons he has used to wage a war on groupthink.

The President in particular is very much a figurehead—he wields no real power whatsoever. He is apparently chosen by the government, but the qualities he is required to display are not those of leadership but those of finely judged outrage. For this reason the President is always a controversial choice, always an infuriating but fascinating character. His job is not to wield power but to draw attention away from it. On those criteria Zaphod Beeblebrox is one of the most successful Presidents the Galaxy has ever had—he has already spent two of his ten presidential years in prison for fraud. Very very few people realize that the President and the Government have virtually no power at all, and of these few people only six know whence ultimate political power is wielded. Most of the others secretly believe that the ultimate decision-making process is handled by a computer. They couldn’t be more wrong.

Hand in hand with freedom of speech goes the power to be heard, to share in the decisions of government which shape men's lives. Everything that makes man's life worthwhile- family, work, education, a place to rear one's children and a place to rest one's head- all this depends on decisions of government; all can be swept away by a government that does not heed the demands of its people.

That’s what Papa counting on, no doubt. But romantic love is . . .I don’t wish to say that romantic love itself is a fraud—I’m sure the feelings it inspires are genuine enough, however temporary. But the way it’s held up as this pristine, everlasting joy every woman ought to strive for—when in fact love is more like beef brought over from Argentina on refrigerated ships: It might stay fresh for a while under carefully controlled conditions, but sooner or later it’s qualities will begin to degrade. Love is by and large a perishable good and it is lamentable that young people are asked to make irrevocable, till-death-do-we-part decisions in the midst of a short-lived euphoria.

As is now generally admitted, a Soviet bomb would not have been achieved for several years more but for the success of Soviet espionage in obtaining secret information from Western scientists associated with the Manhattan Project. That is to say, political ideas in the minds of certain capable physicists and others took the form of believing that to provide Stalin with the bomb was a contribution to world progress. They were wrong. And their decisions show, once again, that minds of high quality in other respects are not immune to political or ideological delirium....In the Soviet case, those involved thought they knew better than mere politicians like Churchill. They didn't.

Of the various qualities of leadership, women were rated far, far ahead of men on being “honest,” “intelligent,” “compassionate,” “outgoing,” and “creative,” and were considered just as “hardworking” and “ambitious” as men. Men were perceived as excelling only in being “decisive.”1 The preference for men as leaders, then, suggests that the frame for respondents emphasized the role of decisiveness in leadership.

The coming of Caesarism breaks the dictature of money and its political weapon, democracy. After a long triumph of world-city economy and its interests over political creative force, the political side of life manifests itself after all as the stronger of the two. The sword is victorious over the money, the master-will subdues again the plunderer-will. If we call these money-powers 'Capitalism,' then we may designate as Socialism the will to call into life a mighty politico-economic order that transcends all class interests, a system of lofty thoughtfulness and duty-sense that keeps the whole in fine condition for the decisive battle of its history, and this battle is also the battle of money and law. The private powers of the economy want free paths for their acquisition of great resources. No legislation must stand in their way. They want to make the laws themselves, in their interests, and to that end they make use of the tool they have made for themselves, democracy, the subsidized party. Law needs, in order to resist this onslaught, a high tradition and an ambition of strong families that finds its satisfaction not in the heaping-up of riches, but in the tasks of true rulership, above and beyond all money-advantage. A power can be overthrown only by another power, not by a principle, and no power that can confront money is left but this one. Money is overthrown and abolished only by blood. Life is alpha and omega, the cosmic stream in microcosmic form. It is the fact of facts within the world-as-history. Before the irresistible rhythm of the generation-sequence, everything built up by the waking-consciousness in its intellectual world vanishes at the last. Ever in History it is life and life only race-quality, the triumph of the will-to-power and not the victory of truths, discoveries, or money that signifies. World-history is the world court, and it has ever decided in favour of the stronger, fuller, and more self-assured life decreed to it, namely, the right to exist, regardless of whether its right would hold before a tribunal of waking-consciousness.

Remember, the only real leader you have is Jesus Christ. Unless you are daily taught of Him you will not be able to make the right decisions. To get to Him you need to pray, but it needs to be prayer of a unique quality. You can pray all night and all day and still not be in touch with His will. Prayer is not full and effective unless it adds up to our learning to wait upon the Lord for Him to make known His will. He needs to break down our tendency to cry out in prayer "Your will be done," and then to get up and still try to impose our will on circumstances.

10.  In battle, there are not more than two methods of attack—the direct and the indirect; yet these two in combination give rise to an endless series of maneuvers. 11.  The direct and the indirect lead on to each other in turn. It is like moving in a circle—you never come to an end. Who can exhaust the possibilities of their combination? 12.  The onset of troops is like the rush of a torrent which will even roll stones along in its course. 13.  The quality of decision is like the well-timed swoop of a falcon which enables it to strike and destroy its victim. [The Chinese here is tricky and a certain key word in

Mechanized warfare still left room for human qualities to play an important part in the issue. ‘Automatic warfare’ cancels them out, except in a passive form. Archidamus is at last being justified. Courage, skill and patriotism become shrinking assets. The most virile nation might not be able to withstand another, inferior to it in all natural qualities, if the latter had some decisively superior technical appliance. (...)The advent of ‘automatic warfare’ should make plain the absurdity of warfare as a means of deciding nations’ claims to superiority. It blows away romantic vapourings about the heroic virtues of war, utilized by aggressive and ambitious leaders to generate a military spirit among their people. They can no longer claim that war is any test of a people’s fitness, or even of its national strength. Science has undermined the foundations of nationalism, at the very time when the spirit of nationalism is most rampant.

Strive to do small things well. Be a doer and a self-starter—aggressiveness and initiative are two most admired qualities in a leader—but you must also put your feet up and think. Strive for self-improvement through constant self-evaluation. Never be satisfied. Ask of any project, How can it be done better? Don’t overinspect or oversupervise. Allow your leaders to make mistakes in training, so they can profit from the errors and not make them in combat. Keep the troops informed; telling them “what, how, and why” builds their confidence. The harder the training, the more troops will brag. Enthusiasm, fairness, and moral and physical courage—four of the most important aspects of leadership. Showmanship—a vital technique of leadership. The ability to speak and write well—two essential tools of leadership. There is a salient difference between profanity and obscenity; while a leader employs profanity (tempered with discretion), he never uses obscenities. Have consideration for others. Yelling detracts from your dignity; take men aside to counsel them. Understand and use judgment; know when to stop fighting for something you believe is right. Discuss and argue your point of view until a decision is made, and then support the decision wholeheartedly. Stay ahead of your boss.

There is scarcely a quality which so much dignifies human nature as consistency of conduct -- and no weakness more deplorable than that of instability. Examine, choose, compare, reject, but having once made your selection of profession, stand by your decision. Difficulties, and privations, and hardships, must be encountered; but determination will overcome them all. And not only sloth and folly, but even genius will be outdone by perseverance. It often is the case that he who can endure the most is in the end the most successful.

However, one intriguing shift that suggests there are limits to automation was the recent decision by Toyota to systematically put working humans back into the manufacturing process. In quality and manufacturing on a mass scale, Toyota has been a global leader in automation technologies based on the corporate philosophy of kaizen (Japanese for “good change”) or continuous improvement. After pushing its automation processes toward lights-out manufacturing, the company realized that automated factories do not improve themselves. Once Toyota had extraordinary craftsmen that were known as Kami-sama, or “gods” who had the ability to make anything, according to Toyota president Akio Toyoda.49 The craftsmen also had the human ability to act creatively and thus improve the manufacturing process. Now, to add flexibility and creativity back into their factories, Toyota chose to restore a hundred “manual-intensive” workspaces.

TULLIAN TCHIVIDJIAN   The best definition for grace I know comes from Paul Zahl: Grace is love that seeks you out when you have nothing to give in return. Grace is love coming at you that has nothing to do with you. Grace is being loved when you are unlovable…. The cliché definition of grace is “unconditional love.” It is a true cliché, for it is a good description of the thing.… Let’s go a little further, though. Grace is a love that has nothing to do with you, the beloved. It has everything and only to do with the lover. Grace is irrational in the sense that it has nothing to do with weights and measures. It has nothing to do with my intrinsic qualities or so-called “gifts” (whatever they may be). It reflects a decision on the part of the giver, the one who loves, in relation to the receiver, the one who is loved, that negates any qualifications the receiver may personally hold…. Grace is one-way love.1 Grace doesn’t make demands. It just gives. And from our vantage point, it always gives to the wrong person. We see this over and over again in the Gospels: Jesus is always giving to the wrong people—prostitutes, tax collectors, half-breeds. The most extravagant sinners of Jesus’s day receive His most compassionate welcome. Grace is a divine vulgarity that stands caution on its head.

Sometime look at a novice workman or a bad workman and compare his expression with that of a craftsman whose work you know is excellent and you’ll see the difference. The craftsman isn’t ever following a single line of instruction. He’s making decisions as he goes along. For that reason he’ll be absorbed and attentive to what he’s doing even though he doesn’t deliberately contrive this. His motions and the machine are in a kind of harmony. He isn’t following any set of written instructions because the nature of the material at hand determines his thoughts and motions, which simultaneously change the nature of the material at hand. The material and his thoughts are changing together in a progression of changes until his mind’s at rest at the same time the material’s right.

The point is to obscure the fact that the decisions being made are decisions at all. It’s best if newsworthiness feels like a quality external to journalistic judgment, as if it were a weight attached to each story and measurable with proper instrumentation. Because of that, judgments of newsworthiness are often contagious; nothing obscures the fact that a decision is being made quite like everyone else making it, too.

The idea that there is are all these people who are going to make all these great and wise decisions with guns. Because you know all the people who can make the best decisions in the world always want to be armed; because they are really smart, really wise, know exactly what should be done in society so naturally they want lots of guns. You get how insane that is right? The only people who want to force you to do stuff are people who know their ideas are shit to begin with. "It's a basic fact of life that anyone who wants to force you to do something means their ideas are shit to begin with. Not a lot of rapists are very good lovers because they don't have to sell quality; they got violence. Everyone is mad at Barack Obama's website from hell but they [the government] don't care because if you don't pay them they will throw you in jail. "The people with the best ideas are the most voluntary. The best parents don't beat their children. In fact if you beat your children you are saying 'I'm a shitty parent; I don't know what I'm doing and I'm pretty sadistic.' A rapist is saying I'm not a good boyfriend. Why do we even need to say this? People with guns are saying to your face, 'My ideas suck, I'm a bully, I get a thrill out of power so fucking do what I say or I'll shoot you in the ass.

In the workshop, wishing won't make it so. The craftsman is forced to come to terms with the physical properties of materials, the mechanical properties of tools, and the real capacity and limits of his own dexterity, discipline and imagination. In this way, craft's materiality imposes cooperation on the sometimes discordant factions of the mind. By necessity, it reconciles the desire to interpret the world in ways that are emotionally gratifying with the countervailing need for accurate information to facilitate effective decisions. Thus the holistic quality of craft lies not only in engaging the whole person but also in harmonising his understanding of himself in the world.

This approach requires great effort. The first step for all of them was the decision to make this process the most important thing in their life. That meant breaking away from their customary schedules, social activities, television viewing habits, and so on. Had they continued to follow their habitual routines, they would have continued being the same person who had manifested illness. To change, to cease being the person they had been, they could no longer do the things they had typically done. Instead, these mavericks sat down every day and began to reinvent themselves. They made this more important than doing anything else, devoting every moment of their spare time to this effort. Everyone practiced becoming an objective observer of his or her old familiar thoughts. They refused to allow anything but their intentions to occupy their mind. You may be thinking, “That’s pretty easy to do when faced with a serious health crisis. After all, my own life is in my hands.” Well, aren’t most of us suffering from some affliction—physical, emotional, or spiritual—that affects the quality of our life? Don’t those ailments deserve the same kind of focused attention? Certainly,

If the people merely have the right to vote, but no right of extensive participation, in other words, if they are awakened only at election time but go into hibernation afterwards, this is token democracy. Reviewing our experience with people's democracy since the founding of the PRC, we have made it clear that in such a vast and populous socialist country, extensive deliberation under the leadership of the CPC on major issues affecting the economy and the people's quality of life embodies the unity of democracy and centralism. Chinese socialist democracy takes two important forms: in one the people exercise their right to vote in elections, and in the other, people from all sectors of society undertake extensive deliberations before major decisions are made. In China, these two forms do not cancel one another out, nor are they contradictory; they are complimentary. They constitute institutional features and strengths of Chinese socialist democracy.

the consequences of scientific illiteracy are far more dangerous in our time than in any that has come before. It’s perilous and foolhardy for the average citizen to remain ignorant about global warming, say, or ozone depletion, air pollution, toxic and radioactive wastes, acid rain, topsoil erosion, tropical deforestation, exponential population growth. Jobs and wages depend on science and technology. If our nation can’t manufacture, at high quality and low price, products people want to buy, then industries will continue to drift away and transfer a little more prosperity to other parts of the world. Consider the social ramifications of fission and fusion power, supercomputers, data “highways,” abortion, radon, massive reductions in strategic weapons, addiction, government eavesdropping on the lives of its citizens, high-resolution TV, airline and airport safety, fetal tissue transplants, health costs, food additives, drugs to ameliorate mania or depression or schizophrenia, animal rights, superconductivity, morning-after pills, alleged hereditary antisocial predispositions, space stations, going to Mars, finding cures for AIDS and cancer. How can we affect national policy—or even make intelligent decisions in our own lives—if we don’t grasp the underlying issues?

High-status destiny also makes life simpler. How so? Research has shown that multitasking is not a desirable quality. In fact, it’s a sign of low intelligence and creates stress. In the 1990s, multitasking was the shit. People would proudly announce on their résumés that they were “an excellent multitasker.” That’s great and all, except now we know the brain isn’t designed to multitask. It causes stress, and that’s not a good thing. When you know what your destiny is, life becomes a lot simpler. Rather than stressing over decision after decision, some far less important than others, you can just ask yourself, “Does this serve my purpose or not?” What could be simpler than one question? If the answer is yes, great. If the answer is no, don’t waste your time on it. Simple. Clear. High status.

In this chapter I will describe the effects of the data deluge on all members of society generally and how it erodes the confidence, judgment, and decisiveness of leaders in particular. Then I will show the paradoxical side of the data deluge. Despite its anxiety-provoking effects, the proliferation of data also has an addictive quality. Leaders, healers, and parents “imbibe” data as a way of dealing with their own chronic anxiety. The pursuit of data, in almost any field, has come to resemble a form of substance abuse, accompanied by all the usual problems of addiction: self-doubt, denial, temptation, relapse, and withdrawal. Leadership training programs thus wind up in the codependent position of enablers, with publishers often in the role of “suppliers.” What does it take to get parents, healers, and managers, when they hear of the latest quick-fix fad that has just been published, to “just say no”?

Every morning when you get up, you should search your heart. Know deep down that you’re being true to who God called you to be. Then you won’t have to look to the left or to the right. Just stay focused on your goals. If people don’t understand you, that is okay. If some get upset because you don’t fit into their mold, don’t worry about it. If you lose a friend because you won’t let that person control you, then you didn’t need them anyway, because that person was not a true friend. If people talk about you, being jealous, critical, and trying to make you look bad, don’t let that change you. You don’t need their approval when you have God’s approval. If you will get free from what everyone else thinks and start being who you were created to be, you will rise to a new level. We spend too much time trying to impress people, trying to gain their approval, wondering what they’re going to think if we take this job or wear a new outfit or move into a new neighborhood. Instead of running our races, we often make decisions based on superficial things. I heard somebody say, at twenty years old we wonder what everybody thinks about us, and at forty years old we don’t care what anybody thinks about us. Then, at sixty, we realize nobody was thinking about us.

Yesterday, before the meeting with U2, I took the precaution of putting tiny sections of each of the 44 pieces of music we have in hand on to a single tape. All this means is that when somebody says ‘Drum Loop 14’ and someone else says ‘Which one was that?’ I can readily go to it without having to change tapes (which takes only a few more seconds but is annoying). This little precaution (which however took me nearly three hours to put together beforehand) expedited the whole thing so much, and changed the whole quality of the decisions being made. I tend to spend more and more of my time thinking how to set up situations so that they work – so that they can actually take less and less time. My ideal is probably based on that story I heard years ago of how the Japanese calligraphers used to work – a whole day spent grinding inks and preparing brushes and paper, and then, as the sun begins to go down, a single burst of fast and inspired action.

Although they will miss his presence if he dies, his condition is too burdensome to require his continued presence. In such circumstances, what is selfish is the insistence that the prospective suicide remain alive, not that he seek his own demise. The argument about selfishness can backfire in another way. Just as it is sometimes the case that those who kill themselves have accorded insufficient weight to the interests of others, so it is sometimes the case that those who do not kill themselves make this error. Consistent with what I have already said, I do not think that the interests of others are decisive. Nevertheless, there are situations in which a person's interest in continued life is negligible, because he will die soon anyway, and the quality of his life is appalling. If seeing out his days, rather than taking his own life earlier, would spell financial ruin for his family (because of the costs of his medical care), then it may well be unduly selfish not to take one's own life.

In view of the possibility of finding meaning in suffering, life's meaning is an unconditional one, at least potentially. That unconditional meaning, however, is paralleled by the unconditional value of each and every person. It is that which warrants the indelible quality of the dignity of man. Just as life remains potentially meaningful under any conditions, even those which are most miserable, so too does the value of each and every person stay with him or her, and it does so because it is based on the values that he or she has realized in the past, and is not contingent on the usefulness that he or she may or may not retain in the present. More specifically, this usefulness is usually defined in terms of functioning for the benefit of society. But today's society is characterized by achievement orientation, and consequently it adores people who are successful and happy and, in particular, it adores the young. It virtually ignores the value of those who are otherwise, and in so doing blurs the decisive difference between being valuable in the sense of dignity and being valuable in the sense of usefulness. If one is not cognizant of this difference and holds that na individual's value stems only from his present usefulness, then, believe me, one owes it only to personal inconsistency not to plead for euthanasia along the lines of Hitler's program, that is to say, "mercy" killing of all those who have lost their social usefulness, be it because of old age, incurable illness, mental deterioration, or whatever handicap they may suffer. Confounding the dignity of man with mere usefulness arises from a conceptual confusion that in turn may be traced back to the contemporary nihilism transmitted on many an academic campus and many an analytical couch. Even in the setting of training analyses such an indoctrination may take place. Nihilism does not contend that there is nothing, but it states that everything is meaningless. And George A. Sargent was right when he promulgated the concept of "learned meaninglessness." He himself remembered a therapist who said, "George, you must realize that the world is a joke. There is no justice, everything is random. Only when you realize this will you understand how silly it is to take yourself seriously. There is no grand purpose in the universe. It just is. There's no particular meaning in what decision you make today about how to act." One must generalize such a criticism. In principle, training is indispensable, but if so, therapists should see their task in immunizing the trainee against nihilism rather than inoculating him with the cynicism that is a defense mechanism against their own nihilism.

We're nothing but human. The way of life can be free and beautiful. But we have lost the way. Greed has poisoned men’s souls – has barricaded the world with hate; has goose-stepped us into misery and bloodshed. We think too much and feel too little. More than machinery we need humanity. More than cleverness, we need kindness and gentleness. Without these qualities, life will be violent and all will be lost. Don’t fight for slavery, fight for liberty. You are not machines. You are not cattle. You have the love of humanity in your hearts. In this world there is room for everyone and the earth is rich and can provide for everyone. We all want to live by each other’s happiness, not by each other's misery. We don’t want to hate and despise one another. We all want to help one another, human beings are like that. You the people have the power.. the power to create machines.. the power to create happiness. You the people have the power to make life free and beautiful.. To make this life a wonderful adventure. We are all faced throughout our lives with agonizing decisions, moral choices. Some are on a grand scale.. Most of these choices are on lesser points. But we define ourselves by the choices we have made. We are, in fact, the sum total of our choices. Events unfold so unpredictably, so unfairly. Human happiness does not seem to have been included in the design of creation. It is only we, with our capacity to love that give meaning to the indifferent universe.

at Dunkin’ Donuts, how did we move our anchor to Starbucks? This is where it gets really interesting. When Howard Shultz created Starbucks, he was as intuitive a businessman as Salvador Assael. He worked diligently to separate Starbucks from other coffee shops, not through price but through ambience. Accordingly, he designed Starbucks from the very beginning to feel like a continental coffeehouse. The early shops were fragrant with the smell of roasted beans (and better-quality roasted beans than those at Dunkin’ Donuts). They sold fancy French coffee presses. The showcases presented alluring snacks—almond croissants, biscotti, raspberry custard pastries, and others. Whereas Dunkin’ Donuts had small, medium, and large coffees, Starbucks offered Short, Tall, Grande, and Venti, as well as drinks with high-pedigree names like Caffè Americano, Caffè Misto, Macchiato, and Frappuccino. Starbucks did everything in its power, in other words, to make the experience feel different—so different that we would not use the prices at Dunkin’ Donuts as an anchor, but instead would be open to the new anchor that Starbucks was preparing for us. And that, to a great extent, is how Starbucks succeeded. GEORGE, DRAZEN, AND I were so excited with the experiments on coherent arbitrariness that we decided to push the idea one step farther. This time, we had a different twist to explore. Do you remember the famous episode in The Adventures of Tom Sawyer, the one in which Tom turned the whitewashing of Aunt Polly’s fence into an exercise in manipulating his friends? As I’m sure you recall, Tom applied the paint with gusto, pretending to enjoy the job. “Do you call this work?” Tom told his friends. “Does a boy get a chance to whitewash a fence every day?” Armed with this new “information,” his friends discovered the joys of whitewashing a fence. Before long, Tom’s friends were not only paying him for the privilege, but deriving real pleasure from the task—a win-win outcome if there ever was one. From our perspective, Tom transformed a negative experience to a positive one—he transformed a situation in which compensation was required to one in which people (Tom’s friends) would pay to get in on the fun. Could we do the same? We

[The Chinese here is tricky and a certain key word in the context it is used defies the best efforts of the translator. Tu Mu defines this word as “the measurement or estimation of distance.” But this meaning does not quite fit the illustrative simile in ss. 15. Applying this definition to the falcon, it seems to me to denote that instinct of SELF RESTRAINT which keeps the bird from swooping on its quarry until the right moment, together with the power of judging when the right moment has arrived. The analogous quality in soldiers is the highly important one of being able to reserve their fire until the very instant at which it will be most effective. When the “Victory” went into action at Trafalgar at hardly more than drifting pace, she was for several minutes exposed to a storm of shot and shell before replying with a single gun. Nelson coolly waited until he was within close range, when the broadside he brought to bear worked fearful havoc on the enemy’s nearest ships.] 14.  Therefore the good fighter will be terrible in his onset, and prompt in his decision. [The word “decision” would have reference to the measurement of distance mentioned above, letting the enemy get near before striking. But I cannot help thinking that Sun Tzu meant to use the word in a figurative sense comparable to our own idiom “short and sharp.” Cf. Wang Hsi’s note, which after describing the falcon’s mode of attack, proceeds: “This is just how the ‘psychological moment’ should be seized in war.”]

If you’re going to build a strong culture, it’s paramount to make diversity one of your core values. This is what separates Bridgewater’s strong culture from a cult: The commitment is to promoting dissent. In hiring, instead of using similarity to gauge cultural fit, Bridgewater assesses cultural contribution.* Dalio wants people who will think independently and enrich the culture. By holding them accountable for dissenting, Dalio has fundamentally altered the way people make decisions. In a cult, core values are dogma. At Bridgewater, employees are expected to challenge the principles themselves. During training, when employees learn the principles, they’re constantly asked: Do you agree? “We have these standards that are stress tested over time, and you have to either operate by them or disagree with them and fight for better ones,” explains Zack Wieder, who works with Dalio on codifying the principles. Rather than deferring to the people with the greatest seniority or status, as was the case at Polaroid, decisions at Bridgewater are based on quality. The goal is to create an idea meritocracy, where the best ideas win. To get the best ideas on the table in the first place, you need radical transparency.

Organisms are Algorithms How can we be sure that animals such as pigs actually have a subjective world of needs, sensations and emotions? Aren’t we guilty of humanising animals, i.e. ascribing human qualities to non-human entities, like children believing that dolls feel love and anger? In fact, attributing emotions to pigs doesn’t humanise them. It ‘mammalises’ them. For emotions are not a uniquely human quality – they are common to all mammals (as well as to all birds and probably to some reptiles and even fish). All mammals evolved emotional abilities and needs, and from the fact that pigs are mammals we can safely deduce that they have emotions.16 In recent decades life scientists have demonstrated that emotions are not some mysterious spiritual phenomenon that is useful just for writing poetry and composing symphonies. Rather, emotions are biochemical algorithms that are vital for the survival and reproduction of all mammals. What does this mean? Well, let’s begin by explaining what an algorithm is. This is of great importance not only because this key concept will reappear in many of the following chapters, but also because the twenty-first century will be dominated by algorithms. ‘Algorithm’ is arguably the single most important concept in our world. If we want to understand our life and our future, we should make every effort to understand what an algorithm is, and how algorithms are connected with emotions. An algorithm is a methodical set of steps that can be used to make calculations, resolve problems and reach decisions. An algorithm isn’t a particular calculation, but the method followed when making the calculation.

That peace did not come easily. I spent two years enumerating my father's flaws, constantly updating the tally as if reciting every resentment, every real and imagined act of cruelty, of neglect, would justify my decision to cut him from my life. Once justified I thought the strangling guilt would release me, and I could catch my breath. But vindication has no power over guilt. No amount of anger or rage directed at others can subdue it, because guilt is never about them. Guilt is the fear of ones own retchedness. It has nothing to do with other people. I shed my guilt when I accepted my decision on my own terms, without endlessly prosecuting old greviences, without weighing his sins against mine. Without thinking of my father at all. I learned to accept my decision for my own sake. Because of me, not because of him. Because I needed it, not because he deserved it. It was the only way I could love him. When my father was in my life, wrestling me for control of that life, I percieved him with the eyes of a soldier, through a fog of conflict. I could not make out his tender qualities. When he was before me towering, indignant, I could not remember how when I was young his laugh used to shake his gut and make his glasses shine. In his stern presence I could never recall the pleasant way his lips used to twitch, before they were burned away, when a memory tugged tears from his eyes. I can only remember those things now, with a span of miles and years between us. But what has come between me and my father is more than time or distance. It is a change in the self. I am not the child my father raised but he is the father who raised her.

10 fundamental lessons of history: 1. We do not learn from history. 2. Science and technology do not make us immune to the laws of history. 3. Freedom is not a universal value. 4. Power is the universal value. 5. The Middle East is the crucible of conflict and the graveyard of empires. 6. The United States shares the destinies of the great democracies, the republics, and the superpowers of the past. 7. Along with the lust for power, religion and spirituality are the most profound motivators in human history. 8. Great nations rise and fall because of human decisions made by individual leaders. 9. The statesman is distinguished from a mere politician by four qualities: a bedrock of principles, a moral compass, a vision, and the ability to create a consensus to achieve that vision. 10. Throughout its history, the United States has charted a unique role in history.

Well, anyhow, the practical outcome of all these damn democratic ideas, is that men of our quality -- yes, damn it! we have a quality -- excuse themselves from the hard and thankless service they owe -- not to the crowd, Dick, but to the race. (Much good it will do is to shirk like that in the long run.) We will not presume, we say, no. We shrug our shoulders and leave the geese, the hungry sheep, the born followers, call them what you will, to the leaders who haven't our scruples. The poor muts swallow those dead old religions no longer fit for human consumption, and we say 'let 'em.' They devour their silly newspapers. They let themselves be distracted from public affairs by games, by gambling, by shows and coronations and every soft of mass stupidity, while the stars in their courses plot against them. We say nothing. Nothing audible. We mustn't destroy the simple faith that is marching them to disaster. We mustn't question their decisions. That wouldn't be democratic. And then we sit here and say privately that the poor riff-raff are failing to adapt themselves to those terrible new conditions -- as if they had had half a chance of knowing how things stand with them. They are shoved about by patriotisms, by obsolete religious prejudices, by racial delusions, by incomprehensible economic forces. Amid a growth of frightful machinery...

The hereditary Emperor is nearly dead and has been for many centuries. In the last moments of his dying coma he was locked in a stasis field which keeps him in a state of perpetual unchangingness. All his heirs are now long dead, and this means that without any drastic political upheaval, power has simply and effectively moved a rung or two down the ladder, and is now seen to be vested in a body that used to act simply as advisers to the Emperor—an elected governmental assembly headed by a President elected by that assembly. In fact it vests in no such place. The President in particular is very much a figurehead—he wields no real power whatsoever. He is apparently chosen by the government, but the qualities he is required to display are not those of leadership but those of finely judged outrage. For this reason the President is always a controversial choice, always an infuriating but fascinating character. His job is not to wield power but to draw attention away from it. On those criteria Zaphod Beeblebrox is one of the most successful Presidents the Galaxy has ever had—he has already spent two of his ten presidential years in prison for fraud. Very very few people realize that the President and the Government have virtually no power at all, and of these few people only six know whence ultimate political power is wielded. Most of the others secretly believe that the ultimate decision-making process is handled by a computer. They couldn’t be more wrong.

What happens, Kissinger asked, “if technology has become such a part of everyday life that it defines its own universe as the sole relevant one?” In this system there was little room for human will or agency or the cultivation of such human qualities as ambiguity and intuition. Hard facts bred a tyranny of their own that prioritized the immediate present over an understanding of the past or a sensitivity toward the future. Focus groups and opinion polls replaced individual decision-making and responsibility; the immediate headline-driven mood of the crowd overrode long-range perspective. Foreign policy was “in danger of turning into a subdivision of short-term domestic politics” in which “the quest is for consensus, less by the exchange of ideas than by a sharing of emotions.” The United States was in danger of “careening through crises without comprehending them.” This was no way for a great power to engage with the rest of the world, least of all in a world armed with nuclear weapons.

While some of our deepest wounds come from feeling abandoned by others, it is surprising to see how often we abandon ourselves through the way we view life. It’s natural to perceive through a lens of blame at the moment of emotional impact, but each stage of surrender offers us time and space to regroup and open our viewpoints for our highest evolutionary benefit. It’s okay to feel wronged by people or traumatized by circumstances. This reveals anger as a faithful guardian reminding us how overwhelmed we are by the outcomes at hand. While we will inevitably use each trauma as a catalyst for our deepest growth, such anger informs us when the highest importance is being attentive to our own experiences like a faithful companion. As waves of emotion begin to settle, we may ask ourselves, “Although I feel wronged, what am I going to do about it?” Will we allow experiences of disappointment or even cruelty to inspire our most courageous decisions and willingness to evolve? When viewing others as characters who have wronged us, a moment of personal abandonment occurs. Instead of remaining present to the sheer devastation we feel, a need to align with ego can occur through the blaming of others. While it seems nearly instinctive to see life as the comings and goings of how people treat us, when focused on cultivating our most Divine qualities, pain often confirms how quickly we are shifting from ego to soul. From the soul’s perspective, pain represents the initial steps out of the identity and reference points of an old reality as we make our way into a brand new paradigm of being. The more this process is attempted to be rushed, the more insufferable it becomes. To end the agony of personal abandonment, we enter the first stage of surrender by asking the following question: Am I seeing this moment in a way that helps or hurts me? From the standpoint of ego, life is a play of me versus you or us versus them. But from the soul’s perspective, characters are like instruments that help develop and uncover the melody of our highest vibration. Even when the friction of conflict seems to divide people, as souls we are working together to play out the exact roles to clear, activate, and awaken our true radiance. The more aligned in Source energy we become, the easier each moment of transformation tends to feel. This doesn’t mean we are immune to disappointment, heartbreak, or devastation. Instead, we are keenly aware of how often life is giving us the chance to grow and expand. A willingness to be stretched and re-created into a more refined form is a testament to the fiercely liberated nature of our soul. To the ego, the soul’s willingness to grow under the threat of any circumstance seems foolish, shortsighted, and insane. This is because the ego can only interpret that reality as worry, anticipation, and regret.

The more we have of something, the less happiness we derive from it. We continuously raise the bar for what we want or feel we need in order to be happy—and the hedonic treadmill spins faster with ambition. In other words, the downside to being ambitious is a constant sense of dissatisfaction with our achievements. What works well in Denmark is that enjoying a good quality of life does not have to cost a lot of money. If I lost my job and my savings, I would still be able to enjoy most of the same things I enjoy today. It is not only about how much money we make, it is also about what we do with the money we have. See experiences as an investment in happy memories and in your personal story and development. Our happiness has an impact on our health. A greater level of happiness predicts better future physical health. The biggest obstacles to happiness are feeling inferior or excluded. Some of the best decisions we make come from that inner voice that says, ‘Why not?’ You are likely to be more efficient if you have less time. Meetings are employees talking about work that they have done or work that they are going to do, and managers are people whose job it is to interrupt people. Both are killing our productivity.

PROCRASTINATION The day after tomorrow, yes, only the day after tomorrow ... Tomorrow I’ll start thinking about the day after tomorrow, Maybe I could do it then; but not today ... No, nothing today; today I can’t. The confused persistence of my objective subjectivity, The sleep of my real life, intercalated, Anticipated, infinite weariness— I’m worlds too weary to catch a trolley— That kind of soul ... Only the day after tomorrow ... Today I want to prepare, I want to prepare myself for tomorrow, when I’ll think about the next day ... That’d be decisive. I’ve already got the plans sketched out, but no, today I’m not making any plans ... Tomorrow’s the day for plans. Tomorrow I’ll sit down at my desk to conquer the world; But I’ll only conquer the world the day after tomorrow ... I feel like crying, I suddenly feel like crying a lot, inside ... That’s all you’re getting today, it’s a secret, I’m not talking. Only the day after tomorrow ... When I was a kid the Sunday circus diverted me every week. Today all that diverts me is the Sunday circus from all the weeks of my childhood ... The day after tomorrow I’ll be someone else, My life will triumph, All my real qualities—intelligent, well-read, practical— Will be gathered together in a public notice ... But the public notice will go up tomorrow ... Today I want to sleep, I’ll make a fair copy tomorrow ... For today, what show will repeat my childhood to me? Even if I buy tickets tomorrow, The show would still really be the day after tomorrow ... Not before ... The day after tomorrow I’ll have the public pose I will have practiced tomorrow. The day after tomorrow I’ll finally be what I could never be today. Only the day after tomorrow ... I’m sleepy as a stray dog's chill. I’m really sleepy. Tomorrow I’ll tell you everything, or the day after tomorrow ... Yes, maybe only the day after tomorrow ... By and by ... Yes, the old by and by ...

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I know that the consequences of scientific illiteracy are far more dangerous in our time than in any that has come before. It’s perilous and foolhardy for the average citizen to remain ignorant about global warming, say, or ozone depletion, air pollution, toxic and radioactive wastes, acid rain, topsoil erosion, tropical deforestation, exponential population growth. Jobs and wages depend on science and technology. If our nation can’t manufacture, at high quality and low price, products people want to buy, then industries will continue to drift away and transfer a little more prosperity to other parts of the world. Consider the social ramifications of fission and fusion power, supercomputers, data “highways,” abortion, radon, massive reductions in strategic weapons, addiction, government eavesdropping on the lives of its citizens, high-resolution TV, airline and airport safety, fetal tissue transplants, health costs, food additives, drugs to ameliorate mania or depression or schizophrenia, animal rights, superconductivity, morning-after pills, alleged hereditary antisocial predispositions, space stations, going to Mars, finding cures for AIDS and cancer. How can we affect national policy—or even make intelligent decisions in our own lives—if we don’t grasp the underlying issues? As I write, Congress is dissolving its own Office of Technology Assessment—the only organization specifically tasked to provide advice to the House and Senate on science and technology. Its competence and integrity over the years have been exemplary. Of the 535 members of the U.S. Congress, rarely in the twentieth century have as many as one percent had any significant background in science. The last scientifically literate President may have been Thomas Jefferson.* So how do Americans decide these matters? How do they instruct their representatives? Who in fact makes these decisions, and on what basis? —

Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.

It has been noted in various quarters that the half-illiterate Italian violin maker Antonio Stradivari never recorded the exact plans or dimensions for how to make one of his famous instruments. This might have been a commercial decision (during the earliest years of the 1700s, Stradivari’s violins were in high demand and open to being copied by other luthiers). But it might also have been because, well, Stradivari didn’t know exactly how to record its dimensions, its weight, and its balance. I mean, he knew how to create a violin with his hands and his fingers but maybe not in figures he kept in his head. Today, those violins, named after the Latinized form of his name, Stradivarius, are considered priceless. It is believed there are only around five hundred of them still in existence, some of which have been submitted to the most intense scientific examination in an attempt to reproduce their extraordinary sound quality. But no one has been able to replicate Stradivari’s craftsmanship. They’ve worked out that he used spruce for the top, willow for the internal blocks and linings, and maple for the back, ribs, and neck. They’ve figured out that he also treated the wood with several types of minerals, including potassium borate, sodium and potassium silicate, as well as a handmade varnish that appears to have been composed of gum arabic, honey, and egg white. But they still can’t replicate a Stradivarius. The genius craftsman never once recorded his technique for posterity. Instead, he passed on his knowledge to a number of his apprentices through what the philosopher Michael Polyani called “elbow learning.” This is the process where a protégé is trained in a new art or skill by sitting at the elbow of a master and by learning the craft through doing it, copying it, not simply by reading about it. The apprentices of the great Stradivari didn’t learn their craft from books or manuals but by sitting at his elbow and feeling the wood as he felt it to assess its length, its balance, and its timbre right there in their fingertips. All the learning happened at his elbow, and all the knowledge was contained in his fingers. In his book Personal Knowledge, Polyani wrote, “Practical wisdom is more truly embodied in action than expressed in rules of action.”1 By that he meant that we learn as Stradivari’s protégés did, by feeling the weight of a piece of wood, not by reading the prescribed measurements in a manual. Polyani continues, To learn by example is to submit to authority. You follow your master because you trust his manner of doing things even when you cannot analyze and account in detail for its effectiveness. By watching the master and emulating his efforts in the presence of his example, the apprentice unconsciously picks up the rules of the art, including those which are not explicitly known to the master himself. These hidden rules can be assimilated only by a person who surrenders himself to that extent uncritically to the imitation of another.

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