Divided Team Quotes

Morality binds and blinds. It binds us into ideological teams that fight each other as though the fate of the world depended on our side winning each battle. It blinds us to the fact that each team is composed of good people who have something important to say.

How power is used in organizations determines whether it unites us with trust or divides us with fear

People bind themselves into political teams that share moral narratives. Once they accept a particular narrative, they become blind to alternative moral worlds.

Pick a leader who will make their citizens proud. One who will stir the hearts of the people, so that the sons and daughters of a given nation strive to emulate their leader's greatness. Only then will a nation be truly great, when a leader inspires and produces citizens worthy of becoming future leaders, honorable decision makers and peacemakers. And in these times, a great leader must be extremely brave. Their leadership must be steered only by their conscience, not a bribe.

If you think that moral reasoning is something we do to figure out the truth, you’ll be constantly frustrated by how foolish, biased, and illogical people become when they disagree with you. But if you think about moral reasoning as a skill we humans evolved to further our social agendas—to justify our own actions and to defend the teams we belong to—then things will make a lot more sense.

We humans have an extraordinary ability to care about things beyond ourselves, to circle around those things with other people, and in the process to bind ourselves into teams that can pursue larger projects. That’s what religion is all about.

Maybe the critics are right. Maybe there's no escaping our great political divide, an endless clash of armies, and any attempts to alter the rules of engagement are futile. Or maybe the trivialization of politics has reached a point of no return, so that most people see it as just one more diversion, a sport, with politicians our paunch-bellied gladiators and those who bother to pay attention just fans on the sidelines: We paint our faces red or blue and cheer our side and boo their side, and if it takes a late hit or cheap shot to beat the other team, so be it, for winning is all that matters. But I don't think so. They are out there, I think to myself, those ordinary citizens who have grown up in the midst of all the political and cultural battles, but who have found a way-in their own lives, at least- to make peace with their neighbors, and themselves. ...I imagine they are waiting for a politics with the maturity to balance idealism and realism, to distinguish between what can and cannot be compromised, to admit the possibility that the other side might sometimes have a point. They don't always understand the arguments between right and left, conservative and liberal, but they recognize the difference between dogma and common sense, responsibility and irresponsibility, between those things that last and those that are fleeting. They are out there, waiting for Republicans and Democrats to catch up with them.

Not much of what he said was original. What made him unique was the fact that he had no sense of detachment at all. He was like the fanatical football fan who runs onto the field and tackles a player. He saw life as the Big Game, and the whole of mankind was divided into two teams -- Sala's Boys, and The Others. The stakes were fantastic and every play was vital -- and although he watched with a nearly obsessive interest, he was very much the fan, shouting unheard advice in a crowd of unheard advisors and knowing all the while that nobody was paying any attention to him because he was not running the team and never would be. And like all fans he was frustrated by the knowledge that the best he could do, even in a pinch, would be to run onto the field and cause some kind of illegal trouble, then be hauled off by guards while the crowd laughed.

I would not choose to live in any age but my own; advances in medicine alone, and the consequent survival of children with access to these benefits, should preclude any temptation to trade for the past. But we cannot understand history if we saddle the past with pejorative categories based on our bad habits for dividing continua into compartments of increasing worth towards the present. These errors apply to the vast paleontological history of life, as much as to the temporally trivial chronicle of human beings. I cringe every time I read that this failed business, or that defeated team, has become a dinosaur is succumbing to progress. Dinosaur should be a term of praise, not opprobrium. Dinosaurs reigned for more than 100 million years and died through no fault of their own; Homo sapiens is nowhere near a million years old, and has limited prospects, entirely self-imposed, for extended geological longevity.

I think of all that is happening elsewhere, as I lie here. Nearby, I can hear the sounds of a road crew. Somewhere else, monkeys chatter in trees. A male seahorse becomes pregnant. A diamond forms, a bee dances out directions, a windshield shatters. Somewhere a mother spreads peanut butter for her son's lunch, a lover sighs, a knitter binds off the edge of a sleeve. Clouds gather to make rain, corn ripens on the stalk, a cancer cell divides, a little league team scores. Somewhere blossoms open, a man pushes a knife in deeper, a painter darkens her blue. A cashier pours new dimes into an outstretched hand, rainbows form and fade, plates in the earth shift and settle. A woman opens a velvet box, male spiders pluck gently on the females' webs, falcons fall from the sky. Abstracts are real and time is a lie, it cannot be measured when one moment can expand to hold everything. You can want to live and end up choosing death; and you can want to die and end up living. What keeps us here, really? A thread that breaks in a breeze. And yet a thread that cannot be broken

Productivity has to be defined as benefit divided by cost. The benefit is observed dollar savings and revenue from the work performed, and cost is the total cost, including replacement of any workers used up by the effort.

oxytocin made men more willing to hurt other teams (in a prisoner’s dilemma game) because doing so was the best way to protect their own group.

The last thing we want to admit is that the forbidden fruit on which we have been gnawing since reaching the magic age of twenty-one is the same mealy Golden Delicious that we stuff into our children’s lunch boxes. The last thing we want to admit is that the bickering of the playground perfectly presages the machinations of the boardroom, that our social hierarchies are merely an extension of who got picked first for the kickball team, and that grown-ups still get divided into bullies and fatties and crybabies. What’s a kid to find out? Presumably we lord over them an exclusive deed to sex, but this pretense flies so fantastically in the face of fact that it must result from some conspiratorial group amnesia. […] In truth, we are bigger, greedier versions of the same eating, shitting, rutting ruck, hell-bent on disguising from somebody, if only from a three-year-old, that pretty much all we do is eat and shit and rut. The secret is there is no secret. That is what we really wish to keep from our kids, and its supression is the true collusion of adulthood, the pact we make, the Talmud we protect.

#TeamLightSkin vs. #TeamDarkSkin… REALLY, are you serious? To the black females that participate in this garbage, shame on you! Yes, I said it and I won’t take it back. After all that we’ve been through as a race regarding the light-skinned niggers versus the dark-skinned niggers, you’re actually keeping this garbage up? It’s time to wake up my Beautiful Black Queens! Educate yourself and know your history. This shouldn’t be something that we’re entertaining. WE are #TeamMelanin! Period. Enough of the foolishness! Respect yourself. Respect our race. We should be building one another up, not tearing each other down. Melanin is Exquisite Beauty in EVERY shade. Together, WE are strong, unstoppable, and powerful. Enough is enough! I encourage you to stop participating in things that keep us divided. Real Talk!

Mother trees have an effect on the oceans as well, as Katsuhiko Matsunaga and his team in Japan had confirmed. The leaves, when they fall in the autumn, contain a very large, complex acid called fulvic acid. When the leaves decompose, the fulvic acid dissolves into the moisture of the soil, enabling the acid to pick up iron. This process is called chelation. The heavy, iron-containing fulvic acid is now ready to travel, leaving the home ground of the mother tree and heading for the ocean. In the ocean it drops the iron. Hungry algae, like phytoplankton, eat it, then grow and divide; they need iron to activate a body-building enzyme called nitrogenase. This set of relationships is the feeding foundation of the ocean This is what feeds the fish and keeps the mammals of the sea, like the whale and the otter healthy.

The last thing we want to admit is that the bickering of the playground perfectly presages the machinations of the boardroom, that our social hierarchies are merely an extension of who got picked first for the kickball team, and that grown-ups still get divided into bullies and fatties and crybabies.

What we conceive of as an unbroken thread of consciousness is instead quite often a train of discontinuous fragments. Our awareness is divided. And much more commonly than we know, even our personalities are fragmented—disorganized team efforts trying to cope with the past—rather than the sane, unified wholes we anticipate in ourselves and in other people.

A united clan is greater than a divided army.

It's a team, really: the wilderness and us.

If there’s one thing I learned, it’s that we’re stronger as a team. When we’re divided, that’s our weakness.

But if you think about moral reasoning as a skill we humans evolved to further our social agendas—to justify our own actions and to defend the teams we belong to—then things will make a lot more sense. Keep your eye on the intuitions, and don’t take people’s moral arguments at face value. They’re mostly post hoc constructions made up on the fly, crafted to advance one or more strategic objectives.

The way forward, I’m suggesting, is not to stop collaborating face-to-face, but to refine the way we do it. For one thing, we should actively seek out symbiotic introvert-extrovert relationships, in which leadership and other tasks are divided according to people’s natural strengths and temperaments. The most effective teams are composed of a healthy mix of introverts and extroverts, studies show, and so are many leadership structures.

People don’t adopt their ideologies at random, or by soaking up whatever ideas are around them. People whose genes gave them brains that get a special pleasure from novelty, variety, and diversity, while simultaneously being less sensitive to signs of threat, are predisposed (but not predestined) to become liberals. They tend to develop certain “characteristic adaptations” and “life narratives” that make them resonate—unconsciously and intuitively—with the grand narratives told by political movements on the left (such as the liberal progress narrative). People whose genes give them brains with the opposite settings are predisposed, for the same reasons, to resonate with the grand narratives of the right (such as the Reagan narrative). Once people join a political team, they get ensnared in its moral matrix. They see confirmation of their grand narrative everywhere, and it’s difficult—perhaps impossible—to convince them that they are wrong if you argue with them from outside of their matrix. I suggested that liberals might have even more difficulty understanding conservatives than the other way around, because liberals often have difficulty understanding how the Loyalty, Authority, and Sanctity foundations have anything to do with morality. In particular, liberals often have difficulty seeing moral capital, which I defined as the resources that sustain a moral community.

She glanced over at Jack again, felt a tug in her chest. “By the way, you can put your arm around my shoulders if you’d like.” “I would like.” Jack raised the armrest that divided their two seats, reached over, and drew her closer. She rested her head against his chest, heard the steady beating of his heart, and felt her blood warm as his fingers caressed her shoulder. She was contemplating the wisdom of turning in her seat and kissing him when his cell phone rang.

The main reason I don’t like it is that the commodification of Memorial Day and events like NFL’s Salute to Service month . . . capitalizes on a new strain of ‘patriotism,’” Doolittle said. “In America today, we display patriotism through the lens of militarism and war and pass it off as support for the troops. It can smell a lot like nationalism. We’ll buy a hat with a camo logo of our favorite team and wear it proudly, a way to show support for our team and our armed forces. There’s more to patriotism than standing for the anthem and wearing red, white, and blue or camo-themed garb, but this new kind of American patriotism gets exploited in the name of capitalism, and days like Memorial Day lose some of their meaning.

It was the natural result of the political realignment that took place after President Lyndon Johnson signed the Civil Rights Act in 1964. The conservative southern states, which had been solidly Democratic since the Civil War (because Lincoln was a Republican) then began to leave the Democratic Party, and by the 1990s the South was solidly Republican. Before this realignment there had been liberals and conservatives in both parties, which made it easy to form bipartisan teams who could work together on legislative projects. But after the realignment, there was no longer any overlap,

Want to calculate the chance your bus is late? The chance your softball team will win? Count the number of times it has happened in the past plus one, then divide by the number of opportunities plus two. And the beauty of Laplace’s Law is that it works equally well whether we have a single data point or millions of them.

His team gathers in a semicircle beneath the trees, waiting for trouble. But they’re too big, too strong; everyone on the beach goes to the same school, so nobody dares. The beach belongs to Lyt after that. It is divided in the way that all worlds are divided between people: between those who are listened to and those who aren’t.

For one thing, we should actively seek out symbiotic introvert-extrovert relationships, in which leadership and other tasks are divided according to people’s natural strengths and temperaments. The most effective teams are composed of a healthy mix of introverts and extroverts, studies show, and so are many leadership structures.

On the other hand, a system being developed by five different teams, each of which includes seven developers, cannot make progress unless the system is divided into well-defined components with reliably stable interfaces. If no other factors are considered, the architecture of that system will likely evolve into five components—one for each team.

started hearing people talking about racial issues. In the military, that really wasn’t even a thing as far as I experienced. No one cared if you were Black, Hispanic, or Estonian or whatever because we were all on the same team. We were a tribe. But we were fighting for this country where everyone was divided. I just thought, Are you people out of your minds?

In fact, a nation that is full of hives is a nation of happy and satisfied people. It’s not a very promising target for takeover by a demagogue offering people meaning in exchange for their souls. Creating a nation of multiple competing groups and parties was, in fact, seen by America’s founding fathers as a way of preventing tyranny.60 More recently, research on social capital has demonstrated that bowling leagues, churches, and other kinds of groups, teams, and clubs are crucial for the health of individuals and of a nation. As political scientist Robert Putnam put it, the social capital that is generated by such local groups “makes us smarter, healthier, safer, richer, and better able to govern a just and stable democracy.”61

The 9/11 attacks activated several of these group-related adaptations in my mind. The attacks turned me into a team player, with a powerful and unexpected urge to display my team’s flag and then do things to support the team, such as giving blood, donating money, and, yes, supporting the leader.31 And my response was tepid compared to the hundreds of Americans who got in their cars that afternoon and drove great distances to New York in the vain hope that they could help to dig survivors out of the wreckage, or the thousands of young people who volunteered for military service in the following weeks. Were these people acting on selfish motives, or groupish motives? The rally-round-the-flag reflex is just one example of a groupish mechanism.

Reasoning can take us to almost any conclusion we want to reach, because we ask “Can I believe it?” when we want to believe something, but “Must I believe it?” when we don’t want to believe. The answer is almost always yes to the first question and no to the second. In moral and political matters we are often groupish, rather than selfish. We deploy our reasoning skills to support our team, and to demonstrate commitment to our team.

I was on the first one when I felt his fingers encircle my wrist. “Sophie, come on. I don’t want to fight with you.” Turning, I opened my mouth to say I didn’t want to fight with him either. But before I could, I saw the telltale flash out of the corner of my eye, and the next thing I knew, my arm was jerking out of his grasp. “If you don’t want to fight with her, maybe you shouldn’t suggest she team up with people who want to kill her,” my voice snarled. Archer backed up so fast he nearly stumbled, and I wasn’t sure I’d ever seen him look so freaked out. But he recovered quickly. “Elodie, if I wanted to talk to you, I’d do a séance or something. Maybe go on an episode of Ghost Hunters. But right now, I want to talk to Sophie. So clear out.” Elodie had no intention of doing that. “You always were a crappy boyfriend,” she said. “Once you left, I chalked that up to you, you know, not actually liking me. But unless I’m blind as well as dead, you really like Sophie. In fact, hard as it is for me to fathom, I think you love her.” Shut up, shut up, shut up! Screw that, she retorted. You two spend all your time making stupid jokes and being all witty. Someone has to get real. “What’s your point?” Archer asked, narrowing his eyes at me. Her. Whatever. God, this was getting confusing. “Cal loves her, too, you know. And the last time I checked, he wasn’t part of a cult of monster killers. I’m just saying that if you’re going have loyalties that divided, maybe it’s time to bow out gracefully.” You couldn’t say Elodie didn’t know how to make a dramatic exit. The next thing I knew, I was pitching forward into Archer’s arms, my head swimming. Archer clutched my waist and then abruptly shoved me at arm’s length. “Sophie?” he asked, looking intently into my eyes. “Yeah,” I said, my voice shaking. “I’m back.” His fingers loosened, becoming more of a caress than a grip. “So you can’t control when she swoops in like that? She can just take you over…whenever?” I tried to laugh, but it came out more of a cough. “You know Elodie. I don’t think anyone has ever controlled her.” Frowning, Archer pulled his hands back and shoved them in his pockets. “Well, that’s awesome.” I grabbed the railing to steady myself. “Archer…that stuff she said. You know it’s not true.” He shrugged and moved past me onto the steps. “Saying the most hateful things possible is like Elodie’s superpower. Don’t worry about it.” He paused and looked over his shoulder. “We should probably go tell Jenna what we found down here.” Oh, right. We’d just unearthed a whole bunch of demons. That probably trumped over relationship issues. Another few seconds passed. “Come on, Mercer,” Archer said, holding his hand out to me. This time, I took it.

If you’re reading this book and did not purchase it, or it was not purchased for your use only, please purchase your own copy. So, live your life that the fear of death can never enter your heart. Trouble no one about their religion; respect others in their view, and demand that they respect yours. Love your life, perfect your life, beautify all things in your life. Seek to make your life long and its purpose in the service of your people. Prepare a noble death song for the day when you go over the great divide. Always give a word or a sign of salute when meeting or passing a friend, even a stranger, when in a lonely place. Show respect to all people and grovel to none. When you arise in the morning give thanks for the food and for the joy of living. If you see no reason for giving thanks, the fault lies only in yourself. Abuse no one and no thing, for abuse turns the wise ones to fools and robs the spirit of its vision. When it comes your time to die, be not like those whose hearts are filled with the fear of death, so that when their time comes they weep and pray for a little more time to live their lives over again in a different way. Sing your death song and die like a hero going home. ~ Chief Tecumseh Blurb A woman who betrayed her county.

In 1967 Kilby and his team produced almost what Haggerty envisioned. It could do only four tasks (add, subtract, multiply, and divide) and was a bit heavy (more than two pounds) and not very cheap ($150).21 But it was a huge success. A new market had been created for a device people had not known they needed. And following the inevitable trajectory, it kept getting smaller, more powerful, and cheaper. By 1972 the price of a pocket calculator had dropped to $100, and 5 million units were sold. By 1975 the price was down to $25, and sales were doubling every year. In 2014 a Texas Instruments pocket calculator cost $3.62 at Walmart.

In teaching an honors writing class, I juxtaposed Mary Shelley’s Frankenstein with Shelley Jackson’s Patchwork Girl, an electronic hypertext fiction written in proprietary Storyspace software. Since these were honors students, many of them had already read Frankenstein and were, moreover, practiced in close reading and literary analysis. When it came to digital reading, however, they were accustomed to the scanning and fast skimming typical of hyper reading; they therefore expected that it might take them, oh, half an hour to go through Jackson’s text. They were shocked when I told them a reasonable time to spend with Jackson’s text was about the time it would take them to read Frankenstein, say, ten hours or so. I divided them into teams and assigned a section of Jackson’s text to each team, telling them that I wanted them to discover all the lexias (i.e., blocks of digital text) in their section and warning them that the Storyspace software allows certain lexias to be hidden until others are read. Finally, I asked them to diagram interrelations between lexias, drawing on all three views that the Storyspace software enables. As a consequence, the students were not only required to read closely but also to analyze the narrative strategies Jackson uses to construct her text.

Early on the first morning at the rifle range, we began what was probably the most thorough and the most effective rifle marksmanship training given to any troops of any nation during World War II. We were divided into two-man teams the first week for dry firing, or “snapping-in.” We concentrated on proper sight setting, trigger squeeze, calling of shots, use of the leather sling as a shooting aid, and other fundamentals. It soon became obvious why we all received thick pads to be sewn onto the elbows and right shoulders of our dungaree jackets: during this snapping-in, each man and his buddy practiced together, one in the proper position (standing, kneeling, sitting,

Moral intuitions arise automatically and almost instantaneously, long before moral reasoning has a chance to get started, and those first intuitions tend to drive our later reasoning. If you think that moral reasoning is something we do to figure out the truth, you'll be constantly frustrated by how foolish, biased, and illogical people become when they disagree with you. But if you think about moral reasoning as a skill we humans evolved to further our social agendas - to justify our own actions and to defend the teams we belong to - then things will make a lot more sense. Keep your eye on the intuitions, and don't take people's moral arguments at face value. They're mostly post hoc constructions made up on the fly, crafted to advance one or more strategic objectives.

Athletes, by and large, are people who are happy to let their actions speak for them, happy to be what they do. As a result, when you talk to an athlete, as I do all the time in locker rooms, in hotel coffee shops and hallways, standing beside expensive automobiles—even if he’s paying no attention to you at all, which is very often the case—he’s never likely to feel the least bit divided, or alienated, or one ounce of existential dread. He may be thinking about a case of beer, or a barbecue, or some man-made lake in Oklahoma he wishes he was waterskiing on, or some girl or a new Chevy shortbed, or a discothèque he owns as a tax shelter, or just simply himself. But you can bet he isn’t worried one bit about you and what you’re thinking. His is a rare selfishness that means he isn’t looking around the sides of his emotions to wonder about alternatives for what he’s saying or thinking about. In fact, athletes at the height of their powers make literalness into a mystery all its own simply by becoming absorbed in what they’re doing. Years of athletic training teach this; the necessity of relinquishing doubt and ambiguity and self-inquiry in favor of a pleasant, self-championing one-dimensionality which has instant rewards in sports. You can even ruin everything with athletes simply by speaking to them in your own everyday voice, a voice possibly full of contingency and speculation. It will scare them to death by demonstrating that the world—where they often don’t do too well and sometimes fall into depressions and financial imbroglios and worse once their careers are over—is complexer than what their training has prepared them for. As a result, they much prefer their own voices and questions or the jabber of their teammates (even if it’s in Spanish). And if you are a sportswriter you have to tailor yourself to their voices and answers: “How are you going to beat this team, Stu?” Truth, of course, can still be the result—“We’re just going out and play our kind of game, Frank, since that’s what’s got us this far”—but it will be their simpler truth, not your complex one—unless, of course, you agree with them, which I often do. (Athletes, of course, are not always the dummies they’re sometimes portrayed as being, and will often talk intelligently about whatever interests them until your ears turn to cement.)

My perfect number is eighteen: that’s enough bodies in the room that no one person needs to feel vulnerable, but everyone can feel important. Eighteen divides handily into groups of two or three or six—all varying degrees of intimacy in and of themselves. With eighteen students, I can always get to each one of them when I need to. Twenty-four is my second favorite number—the extra six bodies make it even more likely that there will be a dissident among them, a rebel or two to challenge the status quo. But the trade-off with twenty-four is that it verges on having the energetic mass of an audience instead of a team. Add six more of them to hit thirty bodies and we’ve weakened the energetic connections so far that even the most charismatic of teachers can’t maintain the magic all the time.

The results of the most recent such study were published in Psychological Science at the end of 2008. A team of University of Michigan researchers, led by psychologist Marc Berman, recruited some three dozen people and subjected them to a rigorous, and mentally fatiguing, series of tests designed to measure the capacity of their working memory and their ability to exert top-down control over their attention. The subjects were then divided into two groups. Half of them spent about an hour walking through a secluded woodland park, and the other half spent an equal amount of time walking along busy down town streets. Both groups then took the tests a second time. Spending time in the park, the researchers found, “significantly improved” people’s performance on the cognitive tests, indicating a substantial increase in attentiveness. Walking in the city, by contrast, led to no improvement in test results. The researchers then conducted a similar experiment with another set of people. Rather than taking walks between the rounds of testing, these subjects simply looked at photographs of either calm rural scenes or busy urban ones. The results were the same. The people who looked at pictures of nature scenes were able to exert substantially stronger control over their attention, while those who looked at city scenes showed no improvement in their attentiveness. “In sum,” concluded the researchers, “simple and brief interactions with nature can produce marked increases in cognitive control.” Spending time in the natural world seems to be of “vital importance” to “effective cognitive functioning.

The Secret Team does not like criticism, investigation, or history and is always prone to see the world as divided into but two camps—“Them” and “Us.” Sometimes the distinction may be as little as one dot, as in “So. Viets” and “Soviets,” the So. Viets being our friends in Indochina, and the Soviets being the enemy of that period. To be a member, you don’t question, you don’t ask; it’s “Get on the Team” or else. One of its most powerful weapons in the most political and powerful capitals of the world is that of exclusion. To be denied the “need to know” status, like being a member of the Team, even though one may have all the necessary clearances, is to be totally blackballed and eliminated from further participation. Politically, if you are cut from the Team and from its insider’s knowledge, you are dead. In many ways and by many criteria the Secret Team is the inner sanctum of a new religious order.

I reviewed five areas of research showing that moral thinking is more like a politician searching for votes than a scientist searching for truth: • We are obsessively concerned about what others think of us, although much of the concern is unconscious and invisible to us. • Conscious reasoning functions like a press secretary who automatically justifies any position taken by the president. • With the help of our press secretary, we are able to lie and cheat often, and then cover it up so effectively that we convince even ourselves. • Reasoning can take us to almost any conclusion we want to reach, because we ask “Can I believe it?” when we want to believe something, but “Must I believe it?” when we don’t want to believe. The answer is almost always yes to the first question and no to the second. • In moral and political matters we are often groupish, rather than selfish. We deploy our reasoning skills to support our team, and to demonstrate commitment to our team.

I love football. I love the aesthetics of football. I love the athleticism of football. I love the movement of the players, the antics of the coaches. I love the dynamism of the fans. I love their passion for their badge and the colour of their team and their country. I love the noise and the buzz and the electricity in the stadium. I love the songs. I love the way the ball moves and then it flows and the way a teams fortune rises and falls through a game and through a season. But what I love about football is that it brings people together across religious divides, geographic divides, political divides. I love the fact that for ninety minutes in a rectangular piece of grass, people can forget hopefully, whatever might be going on in their life, and rejoice in this communal celebration of humanity. The biggest diverse, invasive or pervasive culture that human kinds knows is football and I love the fact that at the altar of football human kind can come worship and celebrate.

The greatest teams I have worked with over the years were all structured with a few remarkable exceptions to the rules. During my years serving on the board of sweetgreen, a chain of locally sourced seasonal-food kitchens, I was struck by how well the company’s three cofounders, Jonathan, Nic, and Nate, functioned as tri-CEOs. When I first joined the board, many of my peers told me “Good luck—that is nuts!” But the three of them had transformed the traditional CEO role to uniquely serve the company. They divided and conquered most functions in the business but shared the same core values and intuitively knew which decisions could be made by any of them, only one of them, or required all of them. “I feel like we’re pretty lucky because we can share the responsibility of taking action. It’s not just one person’s job to figure something out. It’s not just one person that has all of the weight on their shoulders,” Jonathan told me when I asked him about the arrangement. Nic added,

The first principle of moral psychology is Intuitions come first, strategic reasoning second. To demonstrate the strategic functions of moral reasoning, I reviewed five areas of research showing that moral thinking is more like a politician searching for votes than a scientist searching for truth: We are obsessively concerned about what others think of us, although much of the concern is unconscious and invisible to us. Conscious reasoning functions like a press secretary who automatically justifies any position taken by the president. With the help of our press secretary, we are able to lie and cheat often, and then cover it up so effectively that we convince even ourselves. Reasoning can take us to almost any conclusion we want to reach, because we ask “Can I believe it?” when we want to believe something, but “Must I believe it?” when we don’t want to believe. The answer is almost always yes to the first question and no to the second. In moral and political matters we are often groupish, rather than selfish. We deploy our reasoning skills to support our team, and to demonstrate commitment to our team.

* In 2012 fatah and Hamas forged unity agreement and accepted all of the demands of the quartet. Obama administration also approved this agreement threatened the long-term goal of dividing Gaza from the West Bank. Something had to be done, three Israeli boys were murdered in the West Bank the Netanyahu government had strong evidence that once they were dead but use the opportunity to launch a rampage in the West Bank. During the 18 day rampage Israeli soldiers arrested 419 Palestinians and killed six, Hamas finally reacted with its first rocket strikes in 19 months. This provided the pretext for operation protective edge on July 8 by the end of July 15 hundred Palestinians had been killed 70% of them were civilians including hundreds of women and children. Three civilians in Israel were killed. Large areas of Gaza were turned into rubble. Gauzes main power plant was attacked, which is a war crime rescue teams and ambulances were repeatedly attacked for hospitals were attacked another war crime. Are you in school was attacked harbouring 3300 refugees who had fled the ruins of their neighbourhoods on the orders of the Israeli army

The ethic of autonomy is based on the idea that people are, first and foremost, autonomous individuals with wants, needs, and preferences. People should be free to satisfy these wants, needs, and preferences as they see fit, and so societies develop moral concepts such as rights, liberty, and justice, which allow people to coexist peacefully without interfering too much in each other’s projects. This is the dominant ethic in individualistic societies. You find it in the writings of utilitarians such as John Stuart Mill and Peter Singer11 (who value justice and rights only to the extent that they increase human welfare), and you find it in the writings of deontologists such as Kant and Kohlberg (who prize justice and rights even in cases where doing so may reduce overall welfare). But as soon as you step outside of Western secular society, you hear people talking in two additional moral languages. The ethic of community is based on the idea that people are, first and foremost, members of larger entities such as families, teams, armies, companies, tribes, and nations. These larger entities are more than the sum of the people who compose them; they are real, they matter, and they must be protected. People have an obligation to play their assigned roles in these entities. Many societies therefore develop moral concepts such as duty, hierarchy, respect, reputation, and patriotism. In such societies, the Western insistence that people should design their own lives and pursue their own goals seems selfish and dangerous—a sure way to weaken the social fabric and destroy the institutions and collective entities upon which everyone depends. The ethic of divinity is based on the idea that people are, first and foremost, temporary vessels within which a divine soul has been implanted.12 People are not just animals with an extra serving of consciousness; they are children of God and should behave accordingly. The body is a temple, not a playground. Even if it does no harm and violates nobody’s rights when a man has sex with a chicken carcass, he still shouldn’t do it because it degrades him, dishonors his creator, and violates the sacred order of the universe. Many societies therefore develop moral concepts such as sanctity and sin, purity and pollution, elevation and degradation. In such societies, the personal liberty of secular Western nations looks like libertinism, hedonism, and a celebration of humanity’s baser instincts.13

We end up at an outdoor paintball course in Jersey. A woodsy, rural kind of place that’s probably brimming with mosquitos and Lyme disease. When I find out Logan has never played paintball before, I sign us both up. There’s really no other option. And our timing is perfect—they’re just about to start a new battle. The worker gathers all the players in a field and divides us into two teams, handing out thin blue and yellow vests to distinguish friend from foe. Since Logan and I are the oldest players, we both become the team captains. The wide-eyed little faces of Logan’s squad follow him as he marches back and forth in front of them, lecturing like a hot, modern-day Winston Churchill. “We’ll fight them from the hills, we’ll fight them in the trees. We’ll hunker down in the river and take them out, sniper-style. Save your ammo—fire only when you see the whites of their eyes. Use your heads.” I turn to my own ragtag crew. “Use your hearts. We’ll give them everything we’ve got—leave it all on the field. You know what wins battles? Desire! Guts! Today, we’ll all be frigging Rudy!” A blond boy whispers to his friend, “Who’s Rudy?” The kid shrugs. And another raises his hand. “Can we start now? It’s my birthday and I really want to have cake.” “It’s my birthday too.” I give him a high-five. “Twinning!” I raise my gun. “And yes, birthday cake will be our spoils of war! Here’s how it’s gonna go.” I point to the giant on the other side of the field. “You see him, the big guy? We converge on him first. Work together to take him down. Cut off the head,” I slice my finger across my neck like I’m beheading myself, “and the old dog dies.” A skinny kid in glasses makes a grossed-out face. “Why would you kill a dog? Why would you cut its head off?” And a little girl in braids squeaks, “Mommy! Mommy, I don’t want to play anymore.” “No,” I try, “that’s not what I—” But she’s already running into her mom’s arms. The woman picks her up—glaring at me like I’m a demon—and carries her away. “Darn.” Then a soft voice whispers right against my ear. “They’re already going AWOL on you, lass? You’re fucked.” I turn to face the bold, tough Wessconian . . . and he’s so close, I can feel the heat from his hard body, see the small sprigs of stubble on that perfect, gorgeous jaw. My brain stutters, but I find the resolve to tease him. “Dear God, Logan, are you smiling? Careful—you might pull a muscle in your face.” And then Logan does something that melts my insides and turns my knees to quivery goo. He laughs. And it’s beautiful. It’s a crime he doesn’t do it more often. Or maybe a blessing. Because Logan St. James is a sexy, stunning man on any given day. But when he laughs? He’s heart-stopping. He swaggers confidently back to his side and I sneer at his retreating form. The uniformed paintball worker blows a whistle and explains the rules. We get seven minutes to hide first. I cock my paintball shotgun with one hand—like Charlize Theron in Fury fucking Road—and lead my team into the wilderness. “Come on, children. Let’s go be heroes.” It was a massacre. We never stood a chance. In the end, we tried to rush them—overpower them—but we just ended up running into a hail of balls, getting our hearts and guts splattered with blue paint. But we tried—I think Rudy and Charlize would be proud

You might expect that if you spent such an extended period in twelve different households, what you would gather is twelve different ideas about how to raise children: there would be the strict parents and the lax parents and the hyperinvolved parents and the mellow parents and on and on. What Lareau found, however, is something much different. There were only two parenting “philosophies,” and they divided almost perfectly along class lines. The wealthier parents raised their kids one way, and the poorer parents raised their kids another way. The wealthier parents were heavily involved in their children’s free time, shuttling them from one activity to the next, quizzing them about their teachers and coaches and teammates. One of the well-off children Lareau followed played on a baseball team, two soccer teams, a swim team, and a basketball team in the summer, as well as playing in an orchestra and taking piano lessons. That kind of intensive scheduling was almost entirely absent from the lives of the poor children. Play for them wasn’t soccer practice twice a week. It was making up games outside with their siblings and other kids in the neighborhood. What a child did was considered by his or her parents as something separate from the adult world and not particularly consequential. One girl from a working-class family—Katie Brindle—sang in a choir after school. But she signed up for it herself and walked to choir practice on her own. Lareau writes: What Mrs. Brindle doesn’t do that is routine for middle-class mothers is view her daughter’s interest in singing as a signal to look for other ways to help her develop that interest into a formal talent. Similarly Mrs. Brindle does not discuss Katie’s interest in drama or express regret that she cannot afford to cultivate her daughter’s talent. Instead she frames Katie’s skills and interests as character traits—singing and acting are part of what makes Katie “Katie.” She sees the shows her daughter puts on as “cute” and as a way for Katie to “get attention.

The truth is, the vanity of protective parents that I cited to the court goes beyond look-at-us-we’re-such-responsible-guardians. Our prohibitions also bulwark our self-importance. They fortify the construct that we adults are all initiates. By conceit, we have earned access to an unwritten Talmud whose soul-shattering content we are sworn to conceal from “innocents” for their own good. By pandering to this myth of the naïf, we service our own legend. Presumably we have looked the horror in the face, like staring into the naked eye of the sun, blistering into turbulent, corrupted creatures, enigmas even to ourselves. Gross with revelation, we would turn back the clock if we could, but there is no unknowing of this awful canon, no return to the blissfully insipid world of childhood, no choice but to shoulder this weighty black sagacity, whose finest purpose is to shelter our air-headed midgets from a glimpse of the abyss. The sacrifice is flatteringly tragic. The last thing we want to admit is that the forbidden fruit on which we have been gnawing since reaching the magic age of twenty-one is the same mealy Golden Delicious that we stuff into our children’s lunch boxes. The last thing we want to admit is that the bickering of the playground perfectly presages the machinations of the boardroom, that our social hierarchies are merely an extension of who got picked first for the kickball team, and that grown-ups still get divided into bullies and fatties and crybabies. What’s a kid to find out? Presumably we lord over them an exclusive deed to sex, but this pretense flies so fantastically in the face of fact that it must result from some conspiratorial group amnesia. To this day, some of my most intense sexual memories date back to before I was ten, as I have confided to you under the sheets in better days. No, they have sex, too. In truth, we are bigger, greedier versions of the same eating, shitting, rutting ruck, hell-bent on disguising from somebody, if only from a three-year-old, that pretty much all we do is eat and shit and rut. The secret is there is no secret. That is what we really wish to keep from our kids, and its suppression is the true collusion of adulthood, the pact we make, the Talmud we protect.

A few hundred million years later, some of these eukaryotes developed a novel adaptation: they stayed together after cell division to form multicellular organisms in which every cell had exactly the same genes. These are the three-boat septuplets in my example. Once again, competition is suppressed (because each cell can only reproduce if the organism reproduces, via its sperm or egg cells). A group of cells becomes an individual, able to divide labor among the cells (which specialize into limbs and organs). A powerful new kind of vehicle appears, and in a short span of time the world is covered with plants, animals, and fungi.37 It’s another major transition. Major transitions are rare. The biologists John Maynard Smith and Eörs Szathmáry count just eight clear examples over the last 4 billion years (the last of which is human societies).38 But these transitions are among the most important events in biological history, and they are examples of multilevel selection at work. It’s the same story over and over again: Whenever a way is found to suppress free riding so that individual units can cooperate, work as a team, and divide labor, selection at the lower level becomes less important, selection at the higher level becomes more powerful, and that higher-level selection favors the most cohesive superorganisms.39 (A superorganism is an organism made out of smaller organisms.) As these superorganisms proliferate, they begin to compete with each other, and to evolve for greater success in that competition. This competition among superorganisms is one form of group selection.40 There is variation among the groups, and the fittest groups pass on their traits to future generations of groups. Major transitions may be rare, but when they happen, the Earth often changes.41 Just look at what happened more than 100 million years ago when some wasps developed the trick of dividing labor between a queen (who lays all the eggs) and several kinds of workers who maintain the nest and bring back food to share. This trick was discovered by the early hymenoptera (members of the order that includes wasps, which gave rise to bees and ants) and it was discovered independently several dozen other times (by the ancestors of termites, naked mole rats, and some species of shrimp, aphids, beetles, and spiders).42 In each case, the free rider problem was surmounted and selfish genes began to craft relatively selfless group members who together constituted a supremely selfish group.

WHY ADDICTION IS NOT A DISEASE In its present-day form, the disease model of addiction asserts that addiction is a chronic, relapsing brain disease. This disease is evidenced by changes in the brain, especially alterations in the striatum, brought about by the repeated uptake of dopamine in response to drugs and other substances. But it’s also shown by changes in the prefrontal cortex, where regions responsible for cognitive control become partially disconnected from the striatum and sometimes lose a portion of their synapses as the addiction progresses. These are big changes. They can’t be brushed aside. And the disease model is the only coherent model of addiction that actually pays attention to the brain changes reported by hundreds of labs in thousands of scientific articles. It certainly explains the neurobiology of addiction better than the “choice” model and other contenders. It may also have some real clinical utility. It makes sense of the helplessness addicts feel and encourages them to expiate their guilt and shame, by validating their belief that they are unable to get better by themselves. And it seems to account for the incredible persistence of addiction, its proneness to relapse. It even demonstrates why “choice” cannot be the whole answer, because choice is governed by motivation, which is governed by dopamine, and the dopamine system is presumably diseased. Then why should we reject the disease model? The main reason is this: Every experience that is repeated enough times because of its motivational appeal will change the wiring of the striatum (and related regions) while adjusting the flow and uptake of dopamine. Yet we wouldn’t want to call the excitement we feel when visiting Paris, meeting a lover, or cheering for our favourite team a disease. Each rewarding experience builds its own network of synapses in and around the striatum (and OFC), and those networks continue to draw dopamine from its reservoir in the midbrain. That’s true of Paris, romance, football, and heroin. As we anticipate and live through these experiences, each network of synapses is strengthened and refined, so the uptake of dopamine gets more selective as rewards are identified and habits established. Prefrontal control is not usually studied when it comes to travel arrangements and football, but we know from the laboratory and from real life that attractive goals frequently override self-restraint. We know that ego fatigue and now appeal, both natural processes, reduce coordination between prefrontal control systems and the motivational core of the brain (as I’ve called it). So even though addictive habits can be more deeply entrenched than many other habits, there is no clear dividing line between addiction and the repeated pursuit of other attractive goals, either in experience or in brain function. London just doesn’t do it for you anymore. It’s got to be Paris. Good food, sex, music . . . they no longer turn your crank. But cocaine sure does.

A 2009 study in the American Journal of Epidemiology called “Life-Course Socioeconomic Position and Incidence of Coronary Heart Disease” found that the longer a person remains in poverty, the more likely he or she is to develop heart disease.133 People who were economically disadvantaged throughout life were more likely to smoke, be obese, and have poor diets and the like. In an earlier study by epidemiologist Dr. Ralph R. Frerichs, focusing specifically on the socioeconomic divide in the city of Los Angeles, CA, found that the death rate from heart disease was 40 percent higher for poor men over all than for wealthier ones.134

The racial tension in our nation was being played up for ratings on the show. Mark Burnett was the mastermind of creating conflict. Burnett had been in the British military, where he’d learned tactics like creating conflict to divide the enemy and conquer them. I’d been involved in the franchise from the very beginning, and I saw how he divided teams by gender, by class, by race. He honed this type of conflict-baiting on the social experiment of Survivor, and he naturally brought those tactics to The Apprentice.

But as soon as you step outside of Western secular society, you hear people talking in two additional moral languages. The ethic of community is based on the idea that people are, first and foremost, members of larger entities such as families, teams, armies, companies, tribes, and nations. These larger entities are more than the sum of the people who compose them; they are real, they matter, and they must be protected. People have an obligation to play their assigned roles in these entities. Many societies therefore develop moral concepts such as duty, hierarchy, respect, reputation, and patriotism. In such societies, the Western insistence that people should design their own lives and pursue their own goals seems selfish and dangerous—a sure way to weaken the social fabric and destroy the institutions and collective entities upon which everyone depends. The ethic of divinity is based on the idea that people are, first and foremost, temporary vessels within which a divine soul has been implanted.12 People are not just animals with an extra serving of consciousness; they are children of God and should behave accordingly. The body is a temple, not a playground. Even if it does no harm and violates nobody’s rights when a man has sex with a chicken carcass, he still shouldn’t do it because it degrades him, dishonors his creator, and violates the sacred order of the universe. Many societies therefore develop moral concepts such as sanctity and sin, purity and pollution, elevation and degradation. In such societies, the personal liberty of secular Western nations looks like libertinism, hedonism, and a celebration of humanity’s baser instincts.13

What, then, is the function of moral reasoning? Does it seem to have been shaped, tuned, and crafted (by natural selection) to help us find the truth, so that we can know the right way to behave and condemn those who behave wrongly? If you believe that, then you are a rationalist, like Plato, Socrates, and Kohlberg.7 Or does moral reasoning seem to have been shaped, tuned, and crafted to help us pursue socially strategic goals, such as guarding our reputations and convincing other people to support us, or our team, in disputes? If you believe that, then you are a Glauconian.

We all recognize this portrait of boyhood. The male mind appears to be innately tribal—that is, structured in advance of experience so that boys and men enjoy doing the sorts of things that lead to group cohesion and success in conflicts between groups (including warfare).20 The virtue of loyalty matters a great deal to both sexes, though the objects of loyalty tend to be teams and coalitions for boys, in contrast to two-person relationships for girls.21

United a herd is an army; divided a herd is fair game.

$20M in sales, our leadership team was dysfunctional and divided. Prior to this, our culture had earned several “Best Places to Work” accolades, and our performance was repeatedly acknowledged by Inc. Magazine’s, Inc. 5000 award, and Ernst & Young honored our success as a finalist for their Entrepreneur of the year award.

Sample your soils Good garden soil contains 30 to 50% sand, 30 to 50% silt, and 20 to 30% clay, with 5 to 10% organic matter. You can find out how close your soils come to this ideal, loam. All it takes is a quart jar, two cups of water, and a tablespoon of a water softener, such as Calgon liquid. You will also need soil from the top 12 inches (30 centimeters) of the areas you want tested, be it your vegetable garden, flower bed, or lawn. Mix each soil sample with two cups of water and a tablespoon of water softener. Put it in the jar, close the jar, and shake it vigorously, so that all the particles become suspended in the water. Then put the jar down and let things settle. After a couple of minutes, any sand particles in your soil will have settled out. It takes a few hours for the smallest silt particles to settle on top of this sand. Much of the smallest clay-sized particles will actually stay in suspension for up to a day. Organics in the soil will float to the top and remain there for an even longer period. Wait 24 hours and then measure the thickness of each of the layers with a ruler. To determine the percentages of each, divide the depth or thickness of each layer by the total depth of all three layers and then multiply the answer by 100. Once you know what percentages of each material are in your soil, you can begin to physically change it if need be. How to do this is discussed in the second half of the book.

Is dessert okay? Maybe some kind of bread pudding with homemade ice cream---simple, but hearty and good?" We all nodded. "I'd like to do a raw fish appetizer," said Bald Joe. "Maybe a crudo with hamachi?" "And I'd like to do an entrée," Vanilla Joe said. "A beef dish. Which means our other entrée should probably be seafood." I nodded. "I can do a slow-cooked black bass." We'd done one at the Green Onion that I loved. It had a preserved tomato broth and cauliflower and a pile of nutty grains. I could do farro. That left Bald Joe and me to divide another appetizer and a dessert between us. "I can do a dessert," I offered, thinking about a deconstructed baklava, but Vanilla Joe shook his head. "No. Joe here is already doing one appetizer; we can't make him do two. He'll get overwhelmed." "I really don't mind," said Bald Joe. "As long as Sadie helps me put everything together. I'd rather do an appetizer. I'm not great at pastry." Vanilla Joe shook his head before I could speak up and say of course I would help. "Joe, I want you doing a dessert, so Sadie, you pick an appetizer." Fine. Whatever. I hashed it out with the rest of the team, decided I would make a sunchoke soup with bacon and thyme. Vanilla Joe squinted at me. "I didn't think bacon was kosher." "I don't cook kosher food," I explained patiently. I actually didn't mind; I was used to it. Kosher cooking had a long list of rules: no pork, no shellfish, no combining meat and dairy, among many others. Grandma Ruth had kept kosher, and I had total respect for everyone who did, but it wasn't me.

And now that we all have access to search engines on our cell phones, we can call up a team of supportive scientists for almost any conclusion twenty-four hours a day. Whatever you want to believe about the causes of global warming or whether a fetus can feel pain, just Google your belief. You’ll find partisan websites summarizing and sometimes distorting relevant scientific studies. Science is a smorgasbord, and Google will guide you to the study that’s right for you.

WE CAN BELIEVE ALMOST ANYTHING THAT SUPPORTS OUR TEAM Many political scientists used to assume that people vote selfishly, choosing the candidate or policy that will benefit them the most. But decades of research on public opinion have led to the conclusion that self-interest is a weak predictor of policy preferences. Parents of children in public school are not more supportive of government aid to schools than other citizens; young men subject to the draft are not more opposed to military escalation than men too old to be drafted; and people who lack health insurance are not more likely to support government-issued health insurance than people covered by insurance.35 Rather, people care about their groups, whether those be racial, regional, religious, or political. The political scientist Don Kinder summarizes the findings like this: “In matters of public opinion, citizens seem to be asking themselves not ‘What’s in it for me?’ but rather ‘What’s in it for my group?’ ”36 Political opinions function as “badges of social membership.”37 They’re like the array of bumper stickers people put on their cars showing the political causes, universities, and sports teams they support. Our politics is groupish, not selfish.

The methods used by most companies to compensate employees are not ideal for a creative, high-talent-density workforce. Divide your workforce into creative and operational employees. Pay the creative workers top of market. This may mean hiring one exceptional individual instead of ten or more adequate people. Don’t pay performance-based bonuses. Put these resources into salary instead. Teach employees to develop their networks and to invest time in getting to know their own—and their teams’—market value on an ongoing basis. This might mean taking calls from recruiters or even going to interviews at other companies. Adjust salaries accordingly.

Across this linguistic divide, the domain experts vaguely describe what they want. Developers, struggling to understand a domain new to them, vaguely understand. A few members of the team manage to become bilingual, but they become bottlenecks of information flow, and their translations are inexact.

When I was working on Young Guru's team, I learned just how important it was to become a part of the digital divide. At the time we were working on getting Guru more exposure for Era of the Engineer, and diving into the case studies, let me know that if we don't do something now and something quick, so many black and brown children will be wheezing in the background in the tech space.

When I was working on Young Guru's team, I learned just how important it was to become a part of the solution in reference to the digital divide. At the time we were working on getting Guru more exposure for Era of the Engineer, and diving into the case studies, let me know that if we don't do something now and something quick, so many black and brown children will be wheezing in the background in the tech space.

The First Autonomous Teams Autonomous teams are built for speed. When they are aligned toward a common destination, they can go a long way in a short time. But when they are poorly aligned, the team can veer far off course just as quickly. So they need to be pointed in the right direction and have the tools to quickly course-correct when warranted. That’s why, before any proposed two-pizza team was approved, they had to meet with Jeff and their S-Team manager—often more than once—to discuss the team’s composition, charter, and fitness function. For instance, the Inventory Planning team would convene with Jeff, Jeff Wilke, and me to ensure that they were meeting the following criteria: The team had a well-defined purpose. For example, the team intends to answer the question, “How much inventory should Amazon buy of a given product and when should we buy it?” The boundaries of ownership were well understood. For example, the team asks the Forecasting team what the demand will be for a particular product at a given time, and then uses their answer as an input to make a buying decision. The metrics used to measure progress were agreed upon. For example, In-stock Product Pages Displayed divided by Total Product Pages Displayed, weighted at 60 percent; and Inventory Holding Cost, weighted at 40 percent.

he is simply heads and tails more capable than anyone else. It’s a romantic notion in popular media—Sherlock Holmes, Miranda Priestly, Tony Stark—but in real life, these people are not who you want on your team no matter how talented they are. Instead of a multiplier effect, you get a divider effect: the presence of this person makes the rest of your team less effective. Stanford professor Robert I. Sutton described this phenomenon in his now famous book The No Asshole Rule. He defines an asshole as someone who makes other people feel worse about themselves or who specifically targets people less powerful than him or

In 2012, a team of researchers at Google found that psychological safety was the top predictor of team effectiveness.8 Similarly, in the State of DevOps research, a high-trust culture, which includes psychological safety, predicted software delivery and organizational performance in technology value streams, as measured by the Westrum organizational typology model, which divided organizations into pathological, bureaucratic, and generative.

And so Andy was feeling what he could not yet know, but what in his old age, looking back in his tenderness upon that day, he completely knows. While he was there with Dick and the team of mules, trying his poor best to learn a skill and a patience already doomed, he was beginning to awaken in the rift rapidly widening between worlds of two different kinds. One was the world of town and school and automobility, a world forever tilted toward the future that would be always arriving and would never arrive, in which a man like Uncle Andrew could come to rest only by dying. The other world was the one that Andy at that moment stood in, which at that moment was still intact around him. There would be a few more moments and days yet in which he would know its coherence, but it was a world, as he would learn to see, that he had been born barely in time to know, and where for just a little while it still could be known. Maybe it was a foretaste of a dividing of time that caused Andy to say almost to his surprise, “Dick, if I didn’t have to go to school, I could live out here and work with you every day. Wouldn’t that be good?” Dick laughed his laugh of grownup responsibility. “Ho ho ho, now no, buddy. You got to keep in school.” But now that he had heard himself speak his wish, Andy could not easily give it up. “I don’t like it. If they didn’t make me, I wouldn’t go.

Furthermore, every sacred building was laid out according to a specific rite. A team of oxen opened furrows at the four points of a square starting at the southern side and working their way around it in a carefully defined order and direction. Moreover, the priests who read the auspices and auguries, after having divided up the celestial region (regions caeli) with the help of a curved staff, “freed and declared empty” the future building site. “What is then inaugurated is put in communication, in an effective symmetry, with the heavens . . . ; what is not inaugurated remains essentially earthbound,” notes Georges Dumézil.3 “The Italic temple,” says Eliade, “was the zone where the upper (divine), terrestrial, and subterranean worlds intersected.

Bees (and ants and termites) are the ultimate team players: one for all, all for one, all the time, even if that means dying to protect the hive from invaders.14 (Humans can be turned into suicide bombers, but it takes a great deal of training, pressure, and psychological manipulation. It doesn’t come naturally to us.)

One woman in communications talked about the cultural divide between the communicators and the scientists, which turns out to be almost a universal dilemma at scientific institutions. The rift in cultures was brought home by a simple example. She said, “We go to the scientists and ask them what they would like us to communicate to the general public. Almost invariably they reply, ‘We want you to tell the story of the CDC.’  We say, ‘Great, but what is the story of the CDC?’ They look at us with frustration bordering on anger and reply, ‘You know, it’s all the diseases we cure here, the amazing teams of researchers, the drugs we develop…’ But, we cut them off and say, ‘That’s all great, but that’s not a story. That’s only information. A story begins when something happens.

Scrum doesn’t have project managers. Instead, the team is empowered. They’re responsible for the outcome, and they can manage themselves. The classic project manager ‘boss’ of the team isn’t needed in Scrum. The team plans each Sprint based on the priorities of the Product Owner. They divide the work among themselves, make progress transparent and monitor themselves.

They were divided into four categories that are described below along with examples of the motivational behaviours included within each. 1     Teacher discourse: arousing curiosity or attention, promoting autonomy, stating communicative purpose/utility of activity 2     Participation structure: group work/pair work 3     Activity design: individual competition, team competition, intellectual challenge, tangible task product 4     Encouraging positive retrospective self-evaluation and activity design: effective praise, elicitation of self/peer correction session, class applause. In each lesson, the learners’ motivation was measured in terms of their level of engagement. The proportion of students who paid attention, who actively participated, and who eagerly volunteered during activities was calculated. A three-level scale was used to measure engagement in each observed lesson: very low (a few students), low (one third to two thirds of the students) and high (more than two thirds of the students). Learners also completed a questionnaire about their motivation levels specifically related to their EFL class. The researchers found significant positive correlations between the teachers’ motivational practices, the learners’ engagement behaviours, and the learners’ self-reports on the questionnaire. The researchers acknowledge that correlation results do not indicate cause–effect relationships. Nevertheless, the findings are important because this is the first study to provide ‘any empirical evidence concerning the concrete, classroom-specific impact of language teachers’ motivational strategies’ (Guilloteaux and Dörnyei 2008: 72).

This book is divided into three parts. The first section focuses on how habits emerge within individual lives. It explores the neurology of habit formation, how to build new habits and change old ones, and the methods, for instance, that one ad man used to push toothbrushing from an obscure practice into a national obsession. It shows how Procter & Gamble turned a spray named Febreze into a billion-dollar business by taking advantage of consumers’ habitual urges, how Alcoholics Anonymous reforms lives by attacking habits at the core of addiction, and how coach Tony Dungy reversed the fortunes of the worst team in the National Football League by focusing on his players’ automatic reactions to subtle on-field cues.

The greatest way to ensure your company’s failure is to appoint leaders who see a divide between themselves and the team; who are more fixated on their elevated role than on the act of leading.

Without an innovation strategy, innovation improvement efforts can easily become a grab bag of much-touted best practices: dividing R&D into decentralized autonomous teams, spawning internal entrepreneurial ventures, setting up corporate venture-capital arms, pursuing external alliances, embracing open innovation and crowdsourcing, collaborating with customers, and implementing rapid prototyping, to name just a few. There is nothing wrong with any of those practices per se. The problem is that an organization’s capacity for innovation stems from an innovation system : a coherent set of interdependent processes and structures that dictates how the company searches for novel problems and solutions, synthesizes ideas into a business concept and product designs, and selects which projects get funded.

Rather than dividing your attention between twenty goals and doing none of them well, pick one to three goals and execute them brilliantly. Multitasking works no better for team achievement than it does for individual productivity; you’re better off single-tasking in a fierce, focused way.

In the stands, the audience was divided between booing and cheering. Half of them were upset that the read team had forfeited the race, but the other half were impressed to see a manticore punched.

What is an operating system, really? What did Cutler’s team wish to create? Picture a wealthy English household in the early 1900s. Think of a computer—the hardware—as a big house, the family’s residence. The house consists of plumbing and lighting, bricks and mortar, windows and doors—all manner of physical things and processes. Next, imagine computer software as the people in the house. The household staff, living downstairs, provide a whole range of services at once. The butler stands by the door, the driver washes the car, the housekeeper presses the linen, the cook provides meals and bakes cakes, the gardener rakes the leaves from the lawn. And this activity, which seemingly happens of its own accord, is coordinated by the head of the household staff. Such is the life of the downstairs dwellers, who in a certain sense exist in the background. Then consider the people upstairs. They are the whole reason for the toil of the people downstairs. The husband desires a driver not simply for peace of mind but because he wishes to travel. The wife employs a cook, so her family can eat well. The children benefit from the work of the gardener, who clears the yard of debris, enabling them to play outdoors safely. The picture of the family upstairs and their faithful downstairs servants neatly illustrates the great divide in the world of software. The people upstairs are the applications: the word-processing, electronic ledger, database, publishing and numerous other programs that satisfy human needs and wants. The people downstairs collectively perform the functions of an operating system. Theirs is a realm of services, some automatic, some requiring a special request. These services lay the basis for the good stuff of life. Cutler

( O1O'2920'8855 )PCASH( O1O'2920'8855 ) to the investigators but also the majority of complainants, as it prevents the monopolization of counselling by the few complainants who make long-time abusive calls. In addition, the team created the “Response manual to UCCs against public organizations” by dividing UCCs into 29 categories, and distributed 2,500 copies to 350 public organizations. In June 2013, it published an additional 200 copies of the revised issue and provided them to public organizations.

A block encryption algorithm that divides and encrypts messages. Developed by the KISA and a team of Korean encryption specialists in 1999, its name derives from its creators' intent for it to become the “seed”of information security

Recall the CEO who used this strategy when his people started freaking out about a sales campaign that was crucial to the company’s survival. He calmed and focused his team by having them break down the campaign into specific tasks, divide the list into easy and hard tasks, and then make quick progress on the easy ones. This strategy transformed a situation where people felt overwhelmed and helpless into one where, after accomplishing a string of small wins, they felt a strong link between their actions and meaningful changes around them – which is how behavioral scientists define the perception of control.

moral reasoning as a skill we humans evolved to further our social agendas—to justify our own actions and to defend the teams we belong to—then things will make a lot more sense. Keep your eye on the intuitions, and don’t take people’s moral arguments at face value. They’re mostly post hoc constructions made up on the fly, crafted to advance one or more strategic objectives.

First a small team writes a small system. Then they find the natural fracture lines and divide the system into relatively independent parts for expansion. The architects help choose the most appropriate fracture lines and then follow the system as a whole, keeping the big picture in mind as the groups focus on their smaller section.

The key innovation of MapReduce is the ability to take a query over a data set, divide it, and run it in parallel over many nodes. This distribution solves the issue of data too large to fit onto a single machine.

How is Single-Person CQB Different? Single-person CQB tactics are different from tactics developed for teams and multiple teams. The reason for this is the increased risk associated with operating alone. Even if you are very experienced in team-level operations, it may still take time for you to master the specific skills and movements needed for single-person operations. Team-level CQB is generally divided into “immediate entry” and “delayed entry” tactics. Immediate entry methods call for offensive, aggressive movement and were developed by elite military special operations forces for hostage rescue situations. Delayed entry tactics are more common in the law enforcement community and are designed to minimize your exposure and maximize the benefits of cover and concealment. For single-person operations, delayed entry is generally a safer option than immediate entry. If you have a team behind you, it is possible to aggressively rush through a door to dominate a room. However, if you are operating alone with no support, it is dangerous to rush into a fight when the odds might not be in your favor. By employing delayed entry tactics you clear as much of a room or hallway as possible from the outside, before you actually make entry. The tactics in this book are primarily delayed entry tactics. Team-level CQB can also be divided into “deliberate” tactics and “emergency” tactics. The difference has less to do with speed and more to do with the level of care and attention applied to the clearing process. It is possible to execute deliberate tactics very quickly, as long as you are careful to clear each room and danger area completely. Essentially, when conducting a deliberate clear, you will not take any shortcuts.

We’re organized like a startup. We’re the biggest startup on the planet. And we all meet for three hours once a week, and we talk about everything we’re doing, the whole business. And there’s tremendous teamwork at the top of the company, which filters down to tremendous teamwork through the company. And teamwork is dependent on trusting the other folks to come through with their part without watching them all the time, but trusting that they’re going to come through with their parts. And that’s what we do really well. And we’re great at figuring out how to divide things up into these great teams that we have, and all work on the same thing, touch bases frequently, and bring it all together into a product. We do that really well. And so what I do all day is meet with teams of people, and work on ideas and solve problems to make new products, to make new marketing programs, whatever it is.

Ginger admitted that she and Basil made a good investigative team, but her heart was divided. The best medicine for her emotional angst was to stay away from the man who caused it. Yet, Feathers & Flair’s reputation was on the line, not to mention her own. The best thing for her business and her social wellbeing would be to solve this case quickly. “I would like that,” she said. Though Ginger, technically,

Malcolm Gladwell book, Outliers. In it, he notes a well-documented Canadian study that shows kids born in January tend to make better grades and score more goals in sports than those born later in the year. The reason, he deduces, is that grade-school kids who were born just after the cut-off date for the school year (January) are always a year older than the kids who were born just before it (December), thus having a full year of mental and physical advantages.   The January kids aren’t naturally brighter and more physically capable than kids born in November and December. They’re just a year older. In elementary school, one year is a lot.   The school system doesn’t see that, so the January kids get labeled as gifted, while the December kids are called slow. Once established, those categories are hard to break out of. The gifted kids get enrolled in advanced classes, increasing the pace of their education and making the gap between them and the December kids bigger.   The physically larger January kids are recruited by better PeeWee teams, then better High Schools and colleges. That’s why, as shown in Gladwell’s book, professional sports leagues – and hockey leagues in particular – have an inordinately high percentage of athletes that were born in the first three months of the year and a much lower percentage of December birthdays.

When I say that human nature is selfish, I mean that our minds contain a variety of mental mechanisms that make us adept at promoting our own interests, in competition with our peers. When I say that human nature is also groupish, I mean that our minds contain a variety of mental mechanisms that make us adept at promoting our group’s interests, in competition with other groups.4 We are not saints, but we are sometimes good team players. Stated

Wind flags can be used to estimate wind speed by their angle. If a flag is at an 80-degree angle, that number is divided by the constant 4—to get 20 miles per hour. Likewise, if the flag only waves at a 40-degree angle, 40 divided by 4 equals 10 miles per hour. If no flag is available, the sniper can use his observation skills. A wind that is barely felt but causes smoke to drift is less than 3 miles per hour. Light winds are 3 to 5 miles per hour. Wind that constantly blows leaves around is 5 to 8 miles per hour. Dust and trash are blown at 8 to 12 miles per hour. Trees sway at 12 to 15 miles per hour. A

Striking compromises across people. Finding ways of making teammates feel valued. Being able to agree to things that are suboptimal for you in the interest of the greater team good. Understanding people’s underlying motivations and incentives. Motivating teams and boosting morale. Relinquishing your ego and encouraging others to do the same. Setting common goals, metrics, and procedures. Balancing autonomy with team cohesion. Building the confidence of those around you. Increasing individual accountability. Setting a good example. Taking personal responsibility. Showing compassion and empathy for coworkers. Identifying and dividing responsibilities. Sharing knowledge and responsibilities. Mitigating the damage from a negative teammate or situation. Building trust across the team.

I encourage product teams to develop their own form of this metric, laid out as a dashboard of networks—whether that’s divided by geography, product category, or whatever else makes sense. Within each, it can be useful to track the percentage of consumers that are seeing zeroes. If it’s too high a number, that category of users is experiencing anti-network effects, and it will never break through.

In my experience successfully managing diverse teams in a globalized environment demands not only the cultivation of cultural awareness and an inclusive atmosphere where every member feels esteemed but also the capacity to be an astute observer, a meticulous planner, and a strategic thinker. Clear and inclusive communication, supported by technology, bridges geographic divides, while tailored leadership approaches ensure alignment and motivation. A strategic mindset coupled with effective implementation of plans drives the team toward shared objectives. Lastly, proactive conflict resolution and a commitment to continuous learning are critical for maintaining harmony and fostering adaptability within the team.