Deployment Motivational Quotes

Attention is malleable. We can intensify it, shift it either voluntarily or involuntarily. We can soften it, diffuse it. We can deploy global attention toward tangible external objects, or to their intangible attributes. We can direct attention internally to retrieve items that we have stored in memory. We can sustain attention by infusing a component of motivation, either from the top-down (by intention) or by much more subtler means related to our habitual ongoing attitudes.

The assumptions that propagandists are rational, in the sense that they follow their own propaganda theories in their choice of communications, and that the meanings of propagandists' communications may differ for different people reoriented the FCC* analysts from a concept of "content as shared" (Berelson would later say "manifest") to conditions that could explain the motivations of particular communicators and the interests they might serve. The notion of "preparatory propaganda" became an especially useful key for the analysts in their effort to infer the intents of broadcasts with political content. In order to ensure popular support for planned military actions, the Axis leaders had to inform; emotionally arouse, and otherwise prepare their countrymen and women to accept those actions; the FCC analysts discovered that they could learn a great deal about the enemy's intended actions by recognizing such preparatory efforts in the domestic press and broadcasts. They were able to predict several major military and political campaigns and to assess Nazi elites' perceptions of their situation, political changes within the Nazi governing group, and shifts in relations among Axis countries. Among the more outstanding predictions that British analysts were able to make was the date of deployment of German V weapons against Great Britain. The analysts monitored the speeches delivered by Nazi propagandist Joseph Goebbels and inferred from the content of those speeches what had interfered with the weapons' production and when. They then used this information to predict the launch date of the weapons, and their prediction was accurate within a few weeks. *FCC - Federal Communications Commission

Many time-honored principles of classification clearly decreased in importance during the early modern period. In particular, the possibility of psychic conflict, especially that which could generate competing motives for action, had been a common device in ancient and medieval theories for distinguishing among passions, kinds of passions, and faculties of the soul in general. This principle played some role for Descartes in distinguishing between movements coming from the body and those originating in the soul, and it was deployed sporadically by other theorists. But the practice died out over the course of the two centuries, as theorists came to recognize the possibility that a single, or similar, emotional source might produce conflicting motions or tendencies, both in the individual and across societies. Indeed, some emotions were characterized exactly by such conflict or turbulence. Descartes's description of regret is one such example. A somewhat happier case is the emotions generated by tragedy, as explained by philosophers from Malebranche to Hume.

Five Inner Demons (chapter 8). Many people implicitly believe in the Hydraulic Theory of Violence: that humans harbor an inner drive toward aggression (a death instinct or thirst for blood), which builds up inside us and must periodically be discharged. Nothing could be further from a contemporary scientific understanding of the psychology of violence. Aggression is not a single motive, let alone a mounting urge. It is the output of several psychological systems that differ in their environmental triggers, their internal logic, their neurobiological basis, and their social distribution. Chapter 8 is devoted to explaining five of them. Predatory or instrumental violence is simply violence deployed as a practical means to an end. Dominance is the urge for authority, prestige, glory, and power, whether it takes the form of macho posturing among individuals or contests for supremacy among racial, ethnic, religious, or national groups. Revenge fuels the moralistic urge toward retribution, punishment, and justice. Sadism is pleasure taken in another’s suffering. And ideology is a shared belief system, usually involving a vision of utopia, that justifies unlimited violence in pursuit of unlimited good.

But the misogynistic view of history explains women’s motives as neurotic, even psychotic. It is the get-out clause for lazy historians who cannot account for active, powerful women. Margaret Beaufort; Margaret, Dowager Duchess of York; Elizabeth Woodville; and Jacquetta Rivers have all been labeled as religious fanatics, hysterics, or witches. But in fact they were formidable and persistent politicians, deploying the weapons they had available. It is such a mistake to try to write them out of history! We should try to understand and explain them—rather than explaining them away.

In life you will face a lot of Circuses. You will pay for your failures. But, if you persevere, if you let those failures teach you and strengthen you, then you will be prepared to handle life’s toughest moments. July 1983 was one of those tough moments. As I stood before the commanding officer, I thought my career as a Navy SEAL was over. I had just been relieved of my SEAL squadron, fired for trying to change the way my squadron was organized, trained, and conducted missions. There were some magnificent officers and enlisted men in the organization, some of the most professional warriors I had ever been around. However, much of the culture was still rooted in the Vietnam era, and I thought it was time for a change. As I was to find out, change is never easy, particularly for the person in charge. Fortunately, even though I was fired, my commanding officer allowed me to transfer to another SEAL Team, but my reputation as a SEAL officer was severely damaged. Everywhere I went, other officers and enlisted men knew I had failed, and every day there were whispers and subtle reminders that maybe I wasn’t up to the task of being a SEAL. At that point in my career I had two options: quit and move on to civilian life, which seemed like the logical choice in light of my recent Officer Fitness Report, or weather the storm and prove to others and myself that I was a good SEAL officer. I chose the latter. Soon after being fired, I was given a second chance, an opportunity to deploy overseas as the Officer in Charge of a SEAL platoon. Most of the time on that overseas deployment we were in remote locations, isolated and on our own. I took advantage of the opportunity to show that I could still lead. When you live in close quarters with twelve SEALs there isn’t anywhere to hide. They know if you are giving 100 percent on the morning workout. They see when you are first in line to jump out of the airplane and last in line to get the chow. They watch you clean your weapon, check your radio, read the intelligence, and prepare your mission briefs. They know when you have worked all night preparing for tomorrow’s training. As month after month of the overseas deployment wore on, I used my previous failure as motivation to outwork, outhustle, and outperform everyone in the platoon. I sometimes fell short of being the best, but I never fell short of giving it my best. In time, I regained the respect of my men. Several years later I was selected to command a SEAL Team of my own. Eventually I would go on to command all the SEALs on the West Coast.

Of the two dozen spies or so deployed to Britain between September and November 1940, five were German, while the others were variously Dutch, Scandinavian, Cuban, Swiss, Belgian, Spanish, and Czechoslovak. These were far removed from the superspies imagined by a nervous British public. Most were poorly trained and petrified; some spoke no English at all and had only a sketchy notion of the country they were supposed to blend into. They did not look like your next-door neighbor—they looked like spies. Only a few were genuine Nazis. The rest were variously motivated by greed, adventure, fear, stupidity, and blackmail. Their number included several criminals, degenerates, and alcoholics. According to one MI5 report, “a high proportion suffered from venereal disease.” Some had opportunistically volunteered to spy against Britain, with the intention of defecting. Some were anti-Nazi from the outset. This motley collection of invasion spies had only this in common: not a single one escaped detection.

Destructive habits are not flaws; they’re coping mechanisms that serve a purpose. They’re survival tactics we deploy to shield us from stress, sadness, fear, grief, and frustration.

What is true is that mixing rewards with inherently interesting, creative, or noble tasks—deploying them without understanding the peculiar science of motivation—is a very dangerous game. When used in these situations, “if-then” rewards usually do more harm than good. By neglecting the ingredients of genuine motivation—autonomy, mastery, and purpose—they limit what each of us can achieve.

It’s not that all rewards at all times are bad. For instance, when the Italian government gave blood donors paid time off work, donations increased.15 The law removed an obstacle to altruism. So while a few advocates would have you believe in the basic evil of extrinsic incentives, that’s just not empirically true. What is true is that mixing rewards with inherently interesting, creative, or noble tasks—deploying them without understanding the peculiar science of motivation—is a very dangerous game. When used in these situations, “if-then” rewards usually do more harm than good. By neglecting the ingredients of genuine motivation—autonomy, mastery, and purpose—they limit what each of us can achieve.

The atomic bomb is an excellent demonstration of how a single accurate deployment can conquer entire nations.

Scriptural determinism” sounds like an arcane academic paradigm, but it is deployed by nonacademics in a consequential way. After the terrorist attacks of September 11, 2001, as Americans tried to fathom the forces at work, sales of several kinds of books rose. Some people bought books about Islam, some bought books about the recent history of the Middle East, and some bought translations of the Koran. And of course some bought more than one kind of book. But people who bought only translations of the Koran were showing signs of scriptural determinism. They seemed to think that you could understand the terrorists’ motivation simply by reading their ancient scriptures—just search the Koran for passages advocating violence against infidels and, having succeeded, end the analysis, content that you’d found the essential cause of 9/11.

Excellence in corporate management is not defined by proficiency in individual disciplines, methods or tools. Rather, it is about the ability to deploy, empower and develop the right people while also being able to assess their recommendations and identify critical situations.

Inclusion of women creates a segment of the military that is physically weaker, more prone to injury (both physical and psychological), less physically aggressive, able to withstand less pain, less willing to take physical risks, less motivated to kill, less likely to be available to deploy when ordered to, more expensive to recruit, and less likely to remain in the service even for the length of their initial contracts. Women are placed in units with men who do not trust them with their lives and who do not bond with them the way that they do with other men. The groups into which they are introduced become less disciplined and more subject to conflict related to sexual jealousy and sexual frustration, and men receive less rigorous training because of their presence. Officers and NCOs must divert attention from their central missions to cope with the “drama” that sexual integration brings, and they must reassign physical tasks (or do them themselves) because women cannot get them done fast enough, if at all. Men who have traditionally been drawn to the military because of its appeal to their masculinity now find that the military tries to cure them of it to make the environment more comfortable for women.

You gotta deploy patience and you gotta love the process. I’m addicted to the process of the battle scars, the setbacks. I don’t give a fuck about the end goal, I care the process, the enjoyment of doing it.

2. Form a guiding coalition. Effectively leading change requires a community of people, a group aligned on mission and values and committed to the future of the organization. Nehemiah enlisted the wisdom and help of others. He invited others to participate in leading the effort to rebuild the wall. As you diagnose the culture in your church, do not lead alone. Change will not happen with one lone voice. It is foolish for leaders to attempt to lead alone, and insanity for leaders to attempt to lead change alone. 3. Develop a vision and strategy. Vision attracts people and drives action. Without owning and articulating a compelling vision for the future, leaders are not leading. The vision Nehemiah articulated to the people was simple and compelling: “Let us rebuild the wall of Jerusalem, and we will no longer be in disgrace.” Nehemiah wisely rooted the action of building the wall with visionary language: “We are the people of God and should not be in disgrace.” The vision to build leaders is more challenging than building a wall, but the motivation is the same: “We are the people of God. We must spread His fame to all spheres of life and to the ends of the earth.” 4. Communicate the vision. Possessing a vision for change is not sufficient; the vision must be communicated effectively. Without great communication, a vision is a mere dream. Nehemiah communicated the vision personally through behavior and to others through his words. Besides his communication, Nehemiah embodied the vision. His commitment to it was clear to all. He traveled many miles and risked much to be in Jerusalem instigating change. He continued to press on toward the completion of the vision despite ridicule (Neh. 6:3). Vision is stifled when the leader preaches something different than he lives. If a church is going to effectively communicate the vision to develop and deploy leaders, this vision must own the leaders. It must compel you to personally pour your life into others.

Being able to review capabilities of a subject is also referred to as a before the fact audit and enables resource discovery. Before the fact audit has been noted as a key motivating feature behind the deployment of RBAC and includes being able to review the access consequences of assigning a user to a role. Resource discovery includes the capability for a user or administrator to discover or see accessible objects. Being able to review the access control entries of an object is equally important. Who are the subjects that can access this object and what are the consequences of assigning an object to an attribute or deleting an assignment?