Disciplinary Power Quotes

Traditionally, power was what was seen, what was shown, and what was manifested...Disciplinary power, on the other hand, is exercised through its invisibility; at the same time it imposes on those whom it subjects a principle of compulsory visibility. In discipline, it is the subjects who have to be seen. Their visibility assures the hold of the power that is exercised over them. It is this fact of being constantly seen, of being able always to be seen, that maintains the disciplined individual in his subjection. And the examination is the technique by which power, instead of emitting the signs of its potency, instead of imposing its mark on its subjects, holds them in a mechanism of objectification. In this space of domination, disciplinary power manifests its potency, essentially by arranging objects. The examination is, as it were, the ceremony of this objectification.

In my view, it is an error to think about 'alternatives to prison' if what we mean by that is 'electronic bracelets,' through which people are subject to computer-monitored house arrest, or granting fuller surveillance and disciplinary powers and technologies to other state agencies, such as welfare and mental health, through 'transcarceration' policies...We need to decrease, not increase, the means by which the state, in its multifarious networks of authority, controls human lives and selectively incapacitates people who, no less than others, have the potential to contribute to the improvement of hte human condition.

The chronicle of a man, the account of his life, his historiography, written as he lived out his life formed part of the rituals of his power. The disciplinary methods reversed this relation, lowered the threshold of describable individuality and made of this description a means of control and a method of domination.

By using repetition, images, and other strategies - all of which communicate truths in ways that are not cognitively or propositional - marketing forms us into the kind of persons who want to buy beer to have meaningful relationships, or to buy a car to be respected, or buy the latest thing to come along simply to satisfy the desire that has been formed and implanted in us. It is important to appreciate that these disciplinary mechanisms transmit values and truth claims, but not via propositions or cognitive means; rather, the values are transmitted more covertly...This covertness of the operation is also what makes it so powerful: the truths are inscribed in us through the powerful instruments of imagination and ritual.

Hierarchized, continuous, and functional surveillance may not be one of the great technical ‘inventions’ of the eighteenth century, but its insidious extension owed its importance to the mechanisms of power that it brought with it. By means of such surveillance, disciplinary power became an ‘integrated’ system, linked from the inside to the economy and to the aims of the mechanism in which it was practiced. It was also organized as a multiple, automatic, and anonymous power; for although surveillance rests on individuals, its functioning is that of a network of relations from top to bottom, but also to a certain extent from bottom to top and laterally; this network ‘holds’ the whole together and traverses it in its entirety with effects of power that derive from one another: supervisors perpetually supervised.

The Tenth Amendment recognizes the States' jurisdiction in certain areas. States' Rights means that the States have a right to act or not to act, as they see fit, in the areas reserved to them. The States may have duties corresponding to these rights, but the duties are owed to the people of the States, not to the federal government. Therefore, the recourse lies not with the federal government, which is not sovereign, but with the people who are, and who have full power to take disciplinary action. If the people are unhappy with say, their State's disability insurance program, they can bring pressure to bear on their state officials and, if that fails, they can elect a new set of officials. And if, in the unhappy event they should wish to divest themselves of this responsibility, they can amend the Constitution.

If I feel like it and if I can be bothered to, I will talk to you about the notion of "repression," which has, I think, the twofold disadvantage, in the use that is made of it, of making obscure reference to a certain theory of sovereignty—the theory of the sovereign rights of the individual—and of bringing into play, when it is used, a whole set of psychological references borrowed from the human sciences, or in other words from discourses and practices that relate to the disciplinary domain. I think that the notion of "repression" is still, whatever critical use we try to make of it, a juridico-disciplinary notion; and to that extent the critical use of the notion of "repression" is tainted, spoiled, and rotten from the outset because it implies both a juridical reference to sovereignty and a disciplinary reference to normalization.

Intersectional paradigms remind us that oppression cannot be reduced to one fundamental type, and that oppressions work together in producing injustice. In contrast, the matrix of domination refers to how these intersecting oppressions are actually organized. Regardless of the particular intersections involved, structural, disciplinary, hegemonic, and interpersonal domains of power reappear across quite different forms of oppression.

The Deleuzian philosopher Brian Massumi clearly formulated how today's capitalism has already overcome the logic of totalizing normality and adopts instead a logic of erratic excess: the more varied, and even erratic, the better. Normalcy starts to lose its hold. The regularities start to loosen, This loosening of normalcy is part of capitalism's dynamic. It's not a simple liberation. It's capitalism's own form of power. It's no longer disciplinary institutional power that defines everything, it's capitalism's power to produce variety - because markets get saturated. Produce variety and you produce a niche market. The oddest of affective tendencies are okay - as long as they pay. (...) What happens next, when the system no longer excludes the excess, but directly posits it as its driving force - as is the case when capitalism can only reproduce itself through a continual self-revolutionizing, a constant overcoming of its own limits? Then one can no longer play the game of subverting the Order from the position of its part-of-no-part, since the Order has already internalized its own permanent subversion.

...in the seventeenth and eighteen centuries, we saw the emergence of the techniques of power that were essentially centred on the body, on the individual body. They included all devices that were used to ensure the spatial distribution if individual bodies (their separation, their alignment, their serialization, and their surveillance) and the organization, around those individuals, of a whole field of visibility. They were also techniques that could be used to take control over bodies. Attempts were made to increase their productive force through exercise, drill, and so on. They were also techniques for rationalizing and strictly economizing on a power that had to be used in the least costly way possible, thanks to a whole system of surveillance, hierarchies, inspections, bookkeeping, and reports--all the technology that can be described as the disciplinary technology of labour.

One day Billy’s kindergarten teacher phoned me at work. In a grave tone of voice she informed me Billy had been involved in a serious incident at school. She refused to elaborate but insisted I come to the school for a disciplinary meeting. My mind raced as I drove to the school. I wondered what type of behavior could possibly land a five-year-old in such hot water. When I arrived at the school, the teacher ushered me into a private office. Billy sat next to me—he looked scared. We both faced the grim faced teacher. She reminded me of the woman in the famous painting, “American Gothic.” She sat rigidly behind her desk, her eyes unblinking. The atmosphere was reminiscent of a criminal court proceeding. “Maybe Billy had accidentally killed someone.” I thought. There was a moment of uncomfortable silence. The teacher’s face was stiff and emotionless. Finally, her lips moved and she intoned, “Billy, tell your father what you did.” Under the disapproving gaze of his teacher, Billy began his confession. “Well, I was eating lunch next to Suzy. We had green Jell-O. It was jiggling around. Suzy bent down to look at her Jell-O real close, and I … pushed her face into it.” I barely choked off a belly laugh and quickly looked away, struggling for control. Somehow I sensed that Billy’s straitlaced teacher would frown upon me laughing uncontrollably about this issue. With Zenlike concentration, I mastered my emotions and turned to face my son. My expression was serious, my tone was stern, my acting was impeccable, “Billy, how do you think that made Suzy feel?” “Bad.” said Billy. “That’s right.” I said. “I don’t want you to ever do such a thing again. Do you understand?” “Yes.” Billy meekly replied. I looked at the teacher. She seemed disappointed I hadn’t tortured my son with hot irons. Reluctantly, the she allowed us to leave. This incident was representative of many child-rearing situations I dealt with over the years.

Who is Disciplinary Authority? The term Disciplinary Authorities refers to such authorities who have been entrusted with powers to impose any penalty on the employees. In respect of the organizations falling under the purview of CCS (CCA) Rules 1965, the term Disciplinary Authority is defined in Rule 2 (g) of the CCA Rules as the authority competent to impose on a government servant any of the penalties specified in Rule 11. In this Handbook, CCS (CCA) Rules 1965 is henceforth referred to as “the Rules” Disciplinary authority is defined with reference to the post held by the employee. Various Disciplinary authorities are specified in Rule 12 of the Rules. Thus there may be more than one disciplinary authority in every organization.2. What are the kinds of Disciplinary Authorities? Normally, there are two categories of Disciplinary Authorities viz. those who can impose all penalties on the employees and the authorities who can impose only minor penalties.3. What are the powers and responsibilities of the Disciplinary Authorities? Although it is not explicitly stated anywhere, main responsibility of the Disciplinary Authority is to ensure discipline in the organization. Towards this, the disciplinary authorities are required to identify acts of indiscipline and take appropriate remedial action such as counseling, cautioning, admonition, imposition of penalties, criminal prosecution, etc3

What is the relationship between Appointing Authority and Disciplinary Authority? Appointing Authorities are empowered to impose major penalties. It may be recalled that Article 311 clause (1) provides that no one can be dismissed or removed from service by an authority subordinate to the Authority which appointed him. In fact under most of the situations, the powers for imposing major penalties are generally entrusted to the Appointing Authorities. Thus Appointing Authorities happen to be disciplinary authorities. However there may be other authorities who may be empowered only to impose minor penalties. Such authorities are often referred to as lower disciplinary authorities for the sake of convenience. In this handbook, the term Disciplinary Authority has been used to signify any authority who has been empowered to impose penalty. Thereby the term includes appointing authorities also.5. How to decide the Appointing Authority, when a person acquires several appointments in the course of his/her career? CCA Rule 2(a) lays down the procedure for determining the Appointing Authority in respect of a person by considering four authorities.Besides, it must also be borne in mind that Appointing Authority goes by factum and not by rule.i.e. where an employee has been actually appointed by an authority higher than the one empowered to make such appointment as per the rules, the former shall be taken as the Appointing Authority in respect of such employee.6. What should be the over-all approach of the Disciplinary Authority? Disciplinary authorities are expected to act like a Hot Stove, which has the following characteristics: � Advance warning – One may feel the radiated heat while approaching the Hot stove.Similarly, the Disciplinary Authority should also keep the employees informed of the expected behavior and the consequences of deviant behavior. � Consistency: Hot stove always, without exception, burns those who touch it.Similarly, the disciplinary authority should also be consistent in approach. Taking a casual and lenient view during one point of time and having rigid and strict spell later is not fair for a Disciplinary Authority 4

Impersonal: Hot stove treats all alike. It does not show any favouritism or spare anybody.Similarly, the disciplinary authority should treat all employees alike without any discrimination.[You may feel that past good conduct of the delinquent employee is taken into account while deciding the quantum of penalty. This is not in contravention of the rule of impersonal approach. Even past conduct has to be taken into account in respect of all the employees, without discrimination. ] � Immediate action: Just as the hot stove burns the fingers of those who touch it without any time lag, the disciplinary authority is also expected to impose penalty without delay. This will make the delinquent employee link the misconduct to the penalty; besides it also sends a message that misconduct will be appropriately dealt with.[The rule is attributed to Douglas McGregor who is better known for his ‘X’ and ‘Y’ theories of Management] 7. How to find out who is the Disciplinary Authority? Firstly, it must be remembered that the Disciplinary authority is determined with reference to the employee proceeded against. Schedule to the Rules 1965 lay down the details of the disciplinary authorities in respect of various grade of employees in different services in the Government. The President, the Appointing Authority, the Authority specified in the Schedule ot the Rules (to the extent specified therein) or by any other authority empowered in this behalf by any general or special order of the President may impose any fo the Penalties specified in Rule 11. Appointing Authority as mentioned in the Schedule must be understood with reference to rule2 (a) of the Rules. The question as to who is the appropriate disciplinary authority must be raised and answered not only while issuing charge sheet but also at the time of imposing penalty because there might have been some change in the situation due to delegation of powers, etc. in the organization.8. What are the functions of the Disciplinary Authority? Disciplinary authority is required to discharge the following functions: (a) Examination of the complaints received against the employees (b) Deciding as to who is to be appointed as the investigating authority 5

q) Consultation with CVC or UPSC where necessary (r) Forward the inquiry report to the delinquent employee together with the reasons for disagreement, if any and the recommendations of the CVC where applicable - Rule 15(2) (s) Considering the response of the delinquent employee to the inquiry report and the reasons for disagreement and taking a view on the quantum of penalty or closure of the case. Rule 15(2)A (t) Pass final order in the matter – Rule 15(3) (u) On receipt of copy of the appeal from the penalized employee, prepare comments on the Appeal and forward the same to the Appellate Authority together with relevant records. - Rule 26(3) 9. What happens if any of the functions of the Disciplinary Authority has been performed by an authority subordinate to the disciplinary authority? Where a statutory function has been performed by an authority who has not been empowered to perfrom it, such action without jurisdiction would be rendered null and void. The Hon’ble Supreme Court in its Judgment dated 5 th September 2013, in Civil Appeal No. 7761 of 2013 (Union of India & Ors.Vsd. B V Gopinathan) has held that the statutory power under Rule 14(3) of the CCA rule has necessarily to be performed by the Disciplinary Authority. as under: “49. Although number of collateral issues had been raised by the learned counsel for the appellants as well the respondents, we deem it appropriate not to opine on the same in view of the conclusion that the charge sheet/charge memo having not been approved by the disciplinary authority was non est in the eye of law. ” 10. What knowledge is required for the efficient discharge of the duties in conducting disciplinary proceedings? Disciplinary Authority is required to be conversant with the following: � Constitutional provisions under Part III (Fundamental Rights) and Part XIV (Services Under the Union and the States) � Principles of Natural Justice 7

positive thinking, not as a means to fame, riches or power, but as the practical application of faith to overcome defeat and accomplish worthwhile creative values in life. It teaches a hard, disciplinary way of life, but one which offers great joy to the person who achieves victory over himself

1 = Very important. Do this at once. 2 = Worth doing but takes more time. Start planning it. 3 = Yes and no. Depends on how it’s done. 4 = Not very important. May even be a waste of effort. 5 = No! Don’t do this. Fill in those numbers before you read further, and take your time. This is not a simple situation, and solving it is a complicated undertaking. Possible Actions to Take ____ Explain the changes again in a carefully written memo. ____ Figure out exactly how individuals’ behavior and attitudes will have to change to make teams work. ____ Analyze who stands to lose something under the new system. ____ Redo the compensation system to reward compliance with the changes. ____ “Sell” the problem that is the reason for the change. ____ Bring in a motivational speaker to give employees a powerful talk about teamwork. ____ Design temporary systems to contain the confusion during the cutover from the old way to the new. ____ Use the interim between the old system and the new to improve the way in which services are delivered by the unit—and, where appropriate, create new services. ____ Change the spatial arrangements so that the cubicles are separated only by glass or low partitions. ____ Put team members in contact with disgruntled clients, either by phone or in person. Let them see the problem firsthand. ____ Appoint a “change manager” to be responsible for seeing that the changes go smoothly. ____ Give everyone a badge with a new “teamwork” logo on it. ____ Break the change into smaller stages. Combine the firsts and seconds, then add the thirds later. Change the managers into coordinators last. ____ Talk to individuals. Ask what kinds of problems they have with “teaming.” ____ Change the spatial arrangements from individual cubicles to group spaces. ____ Pull the best people in the unit together as a model team to show everyone else how to do it. ____ Give everyone a training seminar on how to work as a team. ____ Reorganize the general manager’s staff as a team and reconceive the GM’s job as that of a coordinator. ____ Send team representatives to visit other organizations where service teams operate successfully. ____ Turn the whole thing over to the individual contributors as a group and ask them to come up with a plan to change over to teams. ____ Scrap the plan and find one that is less disruptive. If that one doesn’t work, try another. Even if it takes a dozen plans, don’t give up. ____ Tell them to stop dragging their feet or they’ll face disciplinary action. ____ Give bonuses to the first team to process 100 client calls in the new way. ____ Give everyone a copy of the new organization chart. ____ Start holding regular team meetings. ____ Change the annual individual targets to team targets, and adjust bonuses to reward team performance. ____ Talk about transition and what it does to people. Give coordinators a seminar on how to manage people in transition. There are no correct answers in this list, but over time I’ve

Jennifer Wolch’s notion of a “shadow state” crystallizes this symbiosis between the state and social change organizations, gesturing toward a broader conception of the state’s disciplinary power and surveillance capacities. According to Wolch, the structural and political interaction between the state and the non-profit industrial complex manifests as more than a relation of patronage, ideological repression, or institutional subordination. In excess of the expected organizational deference to state rules and regulations, social change groups are constituted by the operational paradigms of conventional state institutions, generating a reflection of state power in the same organizations that originally emerged to resist the very same state.

Our anger at heteropatriarchy demands criminal and institutional punishment. But saying ‘fuck the patriarchy’ is hardly radical when this is followed by calling on patriarchal disciplinary power.

Increasingly power functions by manipulating that affective dimension rather than dictating proper or normal behaviour from on high. So power is no longer fundamentally normative, like it was in its disciplinary forms, it's affective. The

Furthermore, once created, a cultural resource generates public debates whose forms, tones, and terms differ considerably from those used by scientists involved in the production of the scientific knowledge that gave birth to this resource. The arguments used in scientific disputes (logic, verifiability, controlled experiment, disciplinary consensus, technical apparatus, negotiated and agreed upon standards of measurement and presentation, and so on) lose their convincing power and are replaced by such 'social' arguments as economic utility, political expediency, ideological conformity, traditional authority, and cultural affinity. A cultural resource acquires a life of its own, evolving in accord with its own environment (of which science per se constitutes only a small part). The transformation of scientific knowledge into a cultural resource thus undermines scientists' control over their 'products' and its applications. It opens the scientific discipline from which this cultural resource emerged to invasion by 'outsiders' - whether competing disciplinary groups or politicians - eroding its professional autonomy, disciplinary boundaries, and established scientific cultures. Yet it also helps set the agendas of future research and recruit new generations of practitioners by firing up people's imaginations with fantastic tales of scientific pursuits, be it a search for a cancer cure or a quest for immortality.

A college student who wants to file a complaint of sexual assault within the campus disciplinary system informs a university employee such as an assistant dean for student life, or perhaps the Title IX coordinator. That person eventually forwards the complaint to a university disciplinary panel that may be composed of, for example, an associate dean with a master's degree in English literature, a professor of chemistry, and a senior majoring in anthropology. Unlike criminal prosecutors, members of the disciplinary panels do not have access to subpoena powers or to crime labs. They often have no experience in fact-finding, arbitration, conflict resolution, or any other relevant skill set. There is, to put it mildly, little reason to expect such panels to have the experience, expertise, and resources necessary to adjudicate a contested claim of sexual assault. Making matters worse, most campus tribunals ban attorneys for the parties (even in an advisory capacity), rules of procedure and evidence are typically ad hoc, and no one can consult precedents because records of previous disputes are sealed due to privacy considerations. Campus "courts" therefore have an inherently kangoorish nature. Even trained police officers and prosecutors too often mishandle sexual assault cases, so it's not surprising that the amateurs running the show at universities tend to have a poor record. And indeed, some victims' advocacy groups, such as the Rape, Abuse and Incest National Network (RAINN), oppose having the government further encourage the campus judicial system to primarily handle campus sexual assault claims, because that means not treating rape as a serious crime. A logical solution, if federal intervention is indeed necessary, would be for OCR [US Department of Education's Office of Civil Rights] to mandate that universities encourage students who complain of sexual assault to report the assault immediately to the police, and that universities develop procedures to cooperate with police investigations. Concerns about victims' well-being when prosecutors decline to pursue a case could also be adjudicated in a real court, as a student could seek a civil protective order against her alleged assailant. OCR could have mandated or encouraged universities to cooperate with those civil proceedings, which in some cases might warrant excluding an alleged assailant from campus.

Trained as a sociologist, I’ve always been more disposed toward structural, macro change targeting policies and institutions over more diffuse cultural transformation that directly engages individuals. I tend to wince at self-help-style books, trainings, and gurus. But in trying so hard to push back on individualistic approaches to empowerment, I went to the other extreme for a while, losing touch with the importance of everyday decisions and actions—what my colleague Imani Perry calls “practices of inequality”—as an essential part of social transformation. Commenting on the many forms of racism that resurfaced during the pandemic, Imani tweeted, “That white male doctor who strangled and assaulted a black girl child for ‘not social distancing’ is also a sign of what African Americans confront in the health care system. It’s not just ‘structural’ racism folks.” This was a needed punch to my disciplinary gut, as I had been trained to critique “the system” and “systemic inequality,” as if these were divorced from everyday human decisions and actions. After all, the doctor, not “the system,” made a choice to violently assault a Black girl child. Yet at the same time, we can uphold unjust systems without physically attacking another person; that, for me, is the risk in highlighting the most obvious cases of brutality: it can let us off the hook. Ultimately, then, this is not a book for those interested primarily in policy, however important policy remains. Rather, this is a call to action for individuals to reclaim power over how our thoughts, habits, and actions shape—as much as they are shaped by—the larger environment.

Galileo was right, and the Church in this case abused its disciplinary power. As Pope John Paul II admitted in 1992: “This led them [the theologians who condemned Galileo] unduly to transpose into the realm of the doctrine of the faith, a question which in fact pertained to scientific investigation.” Such acknowledgments, however, didn’t come for almost four centuries.

He’d later remember his two-year stint as Dean of Students in the mid-1990s as the psychological nadir of his tenure at Kennedy—”Jeez, man, I got a little bit of power and all of a sudden I kind of knew why Mussolini had so much fun”—but it had left him with a fluency in the contradictions and tensions within the Kennedy disciplinary code that was almost Brandeisian in its elegance.

concepts emerge as seductive and powerful agents. They invite appropriation, quick citation, promising the authority that such invested affiliations are imagined to offer. They also invite unremarked omissions when their capacities to subsume are strained, a setting aside of what seems uneasily, partially, or awkwardly to “fit” within the analytic repertoire of “cases” that confirm both disciplinary

concepts emerge as seductive and powerful agents. They invite appropriation, quick citation, promising the authority that such invested affiliations are imagined to offer. They also invite unremarked omissions when their capacities to subsume are strained, a setting aside of what seems uneasily, partially, or awkwardly to “fit” within the analytic repertoire of “cases” that confirm both disciplinary protocols and ready analytical frames.

Today’s crisis of freedom stems from the fact that the operative technology of power does not negate or repress freedom so much as exploit it. Free choice {Wahl) is eliminated to make way for a free selection (Auswahl) from among the items on offer. Smart power with a liberal, friendly appearance - power that stimulates and seduces - is more compelling than power that imposes, threatens and decrees. Its signal and seal is the Like button. Now, people subjugate themselves to domination by consuming and communicating - and they click Like all the while. Neoliberalism is the capitalism of ‘Like.’ It is fundamentally different from nineteenth-century capitalism, which operated by means of disciplinary constraints and prohibitions. Smart power reads and appraises our conscious and unconscious thoughts. It places its stock in voluntary self organization and self-optimization. As such, it has no need to overcome resistance. Mastery of this sort requires no great expenditure of energy or violence. It simply happens. The capitalism of Like should come with a warning label: Protect me from what I want.

The education which rears those ruling virtues that allow a man to become master of his benevolence and his pity: the great disciplinary virtues ("Forgive thine enemies" is mere child's play beside them), and the passions of the creator, must be elevated to the heights—we must cease from carving marble! The exceptional and powerful position of those creatures (compared with that of all princes hitherto): the Roman Cæsar with Christ's soul.

The present archaic administrative and financial systems inherited from colonial days continue to operate with minor modifications, even though the exercise of state power has altered. Today, both administrative and financial powers are exercised by the elected representatives and permanent bureaucracy at five different levels: Central, state, zilla panchayat, block panchayat and village panchayat. However, there is complete asymmetry between the rules governing the conduct of business, and this present system of administration. The Service Rules, Disciplinary Rules, Financial Accountability Statutes, Rules of Business have not been adjusted to the present system of administration and in this asymmetry, corruption rules. There are no financial or administrative codes for elected representatives exercising such powers, no accountability or disciplinary rules governing them, even though they are the final authorities to authorize the expenditure of public money. Financial malfeasance by political custodians of public money can only be punished by the usual IPC provisions applicable to all citizens, and the Prevention of Corruption Act, the operation of which is optional in state governments. It is this lacuna that gives phenomenal opportunity to the politician-bureaucrat nexus to flourish, and prevents development funds from reaching target groups. Long years of working with archaic financial procedures have given the bureaucracy a unique specialization in circumventing regulatory provisions, and providing perfect paperwork to satisfy their requirements. Behind every corrupt bureaucrat will be a protective politician, and behind every corrupt politician will be a bevy of carefully selected, supporting bureaucrats.

Indeed, there is a profound intellectual debt owed to societies in North Africa in the development of social theory... Pierre Bourdieu studied the Kabyle in Algeria to develop theories of capital, habitus, and symbolic violence, concepts that have transformed cultural anthropology and approaches to ethnography in sociology... Michel Foucault lived and worked in Tunisia shortly after its independence from French colonial rule and become politically active in contesting neocolonialism in the emerging state. It was partly from these observations that he developed his theories of disciplinary power, governmentality, and biopolitics.

Growing internal strength was not my intention, and I didn’t even know it was happening until very recently. But I see the wisdom in it now. Feeling accountability for our actions and ideals is an instrument for creating our best selves. I have learned this through two entirely different experiences with disciplinary practice: training for a marathon and maintaining my Sikh identity. In both cases, I have seen my internal fortitude strengthen and have experienced more calm and joy. Both have also given me an appreciation for the irreplaceable power of discipline.