Don't Differentiate Quotes

An education isn't how much you have committed to memory, or even how much you know. It's being able to differentiate between what you do know and what you don't.

I don't differentiate much, except in degree, between people who believe in religion from those who believe in astrology, magic or the supernatural.

Trauma is trauma. Your brain and body don't differentiate between physical and emotional abuse. They only respond to attack.

Well," he said, "I don't believe that either." "Believe what? That I messed up? Why not?" "Weren't you just listening? I saw you in Spokane. Someone like you doesn't mess up freeze." I was about to give him the same line I had given the guardians, that killing Strigoi didn't make me invincible, but he cut me off: "Plus I saw your face out there." "Out.... on the quad?" "Yeah," several more quite moments passed. "I don't know what happened, but the way you looked...that wasn't the look of someone trying to get back at a person. It wasn't the look of someone blanking out of Alto's attack either. It was something different...I don't know. But you were completely consumed by something else—and honestly? Your expression? Kind of scary." "Yet...you aren't giving me a hard time over that either." "Not my business. If it was big enough to take you over like that, then it must be serious. But if push comes to shove, I feel safe with you, Rose. I know you'd protect me if there really was a Strigoi there." He yawned. "Okay. Now that I have bared my soul, can we please go to bed? Maybe you don't need beauty sleep, but some of us aren't so lucky.

Most of us believe that eating meat is natural because humans have hunted and consumed animals for millennia. And it is true that we have been eating meat as part of an omnivorous diet for at least two million years (though for the majority of this time our diet was still primarily vegetarian). But to be fair, we must acknowledge that infanticide, murder, rape, and cannibalism are at least as old as meat eating, and are therefore arguably as 'natural'--and yet we don't invoke the history of these acts as justification for them. As with other acts of violence, when it comes to eating meat, we must differentiate between natural and justifiable.

Bullets don't differentiate between good or bad. They are equal opportunity killers.

Do they have target priority protocols?” I asked. “Would they be able to differentiate between a high- and low-priority target?” Rogan’s face shut down. “No.” “No, they don’t?” I clarified. “No, I won’t let you do this.” We stared at each other. The tension in the room was so thick, you could slice it with a knife and serve it with tea. Leon whistled a melody from a gunfighter Western.

who insisted every day that I see my own worth beyond my mother’s rejecting eyes. But of course, a mother’s eyes are the very first mirror we look into, the image that gets imprinted on our souls—whether they gaze back at us with love or with disgust. So I don’t know how to differentiate between her perceptions of me and my own when hers were the first I’ve ever known, so deeply ingrained from the second I hit the world.

Don't differentiate between "This is a job" and "This is what I'm doing for fun." It's all simultaneous.

Like other discriminatory legislation in our country's history, immigration laws define and differentiate legal status on the basis of arbitrary attributes. Immigration laws create unequal rights. People who break immigration laws don't cause harm or even potential harm (unlike, for example, drunk driving, which creates the potential for harm even if no accident occurs). Rather, people who break immigration laws do things that are perfectly legal for others, but denied to them--like crossing a border or, even more commonly, simply exist.

Now, I like to think that I'm of reasonable intelligence, but ordinary differential equations and myself...we don't really hang in the same comprehension circles. So, try as I might to follow my teacher's logic in how he got 3f"(x) + 5xf(x) to equal eleven, I never quite understood. His answer in no way, shape, or form resembled mine, and this misalignment -this complete confusion of how point A got to point B- is kind of where I'm at right now. "Dreaming?" I repeat dubiously.

Some people don't want to take time to differentiate between what is mystical and the truth; and what is cultural and biblical. Don't be lazy!

Don't differentiate without a difference.

Are you familiar," he said finally, "with the Bang?" "The Big Bang?" Luka asked. "Or some other Bang I don't know about?" "There was only one Bang," said Nobodaddy, "so the adjective Big is redundant and meaningless. The Bang would only be Big if there was at least one other Little or Medium-Sized or even Bigger Bang to compare it with, and to differentiate it from.

Freedom to write, freedom to read, freedom to own material that you believe is worth defending means you're going to have to stand up for stuff you don't believe is worth defending, even stuff you find actively distasteful, because laws are big blunt instruments that do not differentiate between what you like and what you don't, because prosecutors are humans and bear grudges and fight for re-election, because one person's obscenity is another person's art. Because if you don't stand up for the stuff you don't like, when they come for the stuff you do like, you've already lost.

I know this may sound like an excuse," he said. "But tensor functions in higher differential topology, as exemplified by application of the Gauss-Bonnett Theorem to Todd Polynomials, indicate that cohometric axial rotation in nonadiabatic thermal upwelling can, by random inference derived from translational equilibrium aggregates, array in obverse transitional order the thermodynamic characteristics of a transactional plasma undergoing negative entropy conversions." "Why don't you just shut up," said Hardesty.

Many ex-Muslims do have lifelong Muslim friends and family who are supportive, moderate, or liberal, even if they disagree. This was a common theme in the #ExMuslimBecause tweets: most participants, while certainly unreserved in their criticism of the faith, made it a point to differentiate between criticizing Islam (an idea) and demonizing Muslims (a people). Human beings have rights and are entitled to respect. Ideas, books, and beliefs don’t, and aren’t.

Products with a clear sense of WHY give people a way to tell the outside world who they are and what they believe. Remember, people don’t buy WHAT you do, they buy WHY you do it. If a company does not have a clear sense of WHY then it is impossible for the outside world to perceive anything more than WHAT the company does. And when that happens, manipulations that rely on pushing price, features, service or quality become the primary currency of differentiation.

-You don't like confrontation? Sometimes I'm really down for confrontation. It's kind of like a changing thing. I don't know why. Must be something that makes me differentiate between things I want to be straight-ahead about, and things that I DON'T want to be straight-ahead about. I think that most people have that mechanism. But some people handle it differently- they just go, "Well, this is something I don't wanna do that I gotta do." Some people think, "This is something I don't wanna do that I'm gonna do- but kinda half-assed." I think I fall into THAT category, heh heh heh.

Wherever I'm going, I'll be there to apply the formula. I'll keep the secret intact. It's simple arithmetic. It's a story problem. If a new car built by my company leaves Chicago traveling west at 60 miles per hour, and the rear differential locks up, and the car crashes and burns with everyone trapped inside, does my company initiate a recall? You take the population of vehicles in the field (A) and multiple it by the probable rate of failure (B), then multiply the result by the average cost of an out-of-court settlement (C). A times B times C equals X. This is what it will cost if we don't initiate a recall. If X is greater than the cost of a recall, we recall the cars and no one gets hurt. If X is less than the cost of a recall, then we don't recall.

Don't differentiate routine names solely by number. One developer wrote all his code in one big function. Then he took every 15 lines and created functions named Part1, Part2, and so on. After that, he created one high-level function that called each part.

most schools also focus too much on providing students with a set of predetermined skills, such as solving differential equations, writing computer code in C++, identifying chemicals in a test tube, or conversing in Chinese. Yet since we have no idea what the world and the job market will look like in 2050, we don’t really know what particular skills people will need. We might invest a lot of effort teaching kids how to write in C++ or speak Chinese, only to discover that by 2050 AI can code software far better than humans, and a new Google Translate app will enable you to conduct a conversation in almost flawless Mandarin, Cantonese, or Hakka, even though you only know how to say “Ni hao.

False cultural constructs tell us that pasta can be expensive, while noodles have to be cheap. The same dichotomy exists between almost any Asian (or African or Latin American) dish and its Western analogue. To me, there is literally no other explanation than racism. Don’t even try to talk to me about how the price differential is a result of service and decor. That shit is paid for by people who are willing to spend money on safe, “non-ethnic” food.

In physics, theories are made of math. We don’t use math because we want to scare away those not familiar with differential geometry and graded Lie algebras; we use it because we are fools. Math keeps us honest—it prevents us from lying to ourselves and to each other. You can be wrong with math, but you can’t lie.

You don't know that you're going to love him. and that you won't be able to differentiate this love for him from your devouring hunger to be recognized.

I don’t differentiate much between thoughts and words. To be honest, I also have no high opinion of thoughts. I have a better opinion of things.

Storytelling is in our DNA. It's what differentiates humans from other species: we don't just communicate information. We tell stories.

More than anything else, what differentiates people who live up to their potential from those who don’t is a willingness to look at themselves and others objectively.

In terms of intergroup relations, the myth of the model minority has served to pit Asian Americans against other groups targeted by racism. the accusing message of the dominant society to Blacks, Latinxs, and Native Americans is, 'They overcame discrimination—why can't you?' Of course...any group comparisons that don't take into account differential starting points are inherently flawed.

I'm really good with problems. I can solve a differential equation in my head. I chew through trig angles like candy. I know this, and it just makes it worse. Because I don't know how to solve this one.

Meanwhile, exposure to so many new ideas was producing mass confusion. The amount of information was increasing much more rapidly than our understanding of what to do with it, or our ability to differentiate the useful information from the mistruths. Paradoxically, the result of having so much more shared knowledge was increasing isolation along national and religious lines. The instinctual shortcut that we take when we have “too much information” is to engage with it selectively, picking out the parts we like and ignoring the remainder, making allies with those who have made the same choices and enemies of the rest.

Naturally, I said. You’re always the same person. You don’t change from one milieu to another. You’re honest and open. You could get along anywhere with any group or class or race. But most people aren’t that way. Most people are conscious of race, color, religion, nationality, and so on. To me all peoples are mysterious when I look at them closely. I can detect their differences much easier than their kinship. In fact, I like the distinctions which separate them just as much as I like what unites them. I think it’s foolish to pretend that we’re all pretty much the same. Only the great, the truly distinctive individuals, resemble one another. Brotherhood doesn’t start at the bottom, but at the top. The nearer we get to God the more we resemble one another. At the bottom it’s like a rubbish pile … that’s to say, from a distance it all seems like so much rubbish, but when you get nearer you perceive that this so-called rubbish is composed of a million-billion different particles. And yet, no matter how different one bit of rubbish is from another, the real difference only asserts itself when you look at something which is not rubbish. Even if the elements which compose the universe can be broken down into one vital substance … well, I don’t know what I was going to say exactly … maybe this … that as long as there is life there will be differentiation, values, hierarchies. Life is always making pyramidal structures, in every realm. If you’re at the bottom you stress the sameness of things; if you’re at the top, or near it, you become aware of the difference between things. And if something is obscure—especially a person—you’re attracted beyond all power of will. You may find that it was an empty chase, that there was nothing there, nothing more than a question mark, but just the same…

In Greek society, that’s unthinkable because a polis is a place where the only force that a free person is supposed to recognise, is that peculiar unforced force of the better argument. That’s what differentiates you from a slave. You don’t argue with slaves in Greek society, they obey, and you tell them.

Truman Capote : What is your own sense of morality? How do you differentiate between good and bad? Robert Beausoleil (a close associate of Charles Manson) : Good and bad? It’s all good. If it happens, it’s got to be good. Otherwise, it wouldn’t be happening. It’s just the way life flows. Moves together. I move with it. I don’t question it.

Most likely your associates are equally reluctant to point out your mistakes, because they don’t want to hurt you. You all need to get over this. More than anything else, what differentiates people who live up to their potential from those who don’t is their willingness to look at themselves and others objectively and understand the root causes standing in their way.

A new car built by my company leaves somewhere traveling at 60 mph. The rear differential locks up. The car crashes and burns with everyone trapped inside. Now, should we initiate a recall? Take the number of vehicles in the field, A, multiply by the probable rate of failure, B, multiply by the average out-of-court settlement, C. A times B times C equals X. If X is less than the cost of a recall, we don't do one.

The things about you I appreciate May seem indelicate: I'd like to find you in the shower And chase the soap for half an hour. I'd like to have you in my power And see your eyes dilate. I'd like to have your back to scour And other parts to lubricate. Sometimes I feel it is my fate To chase you screaming up a tower Or make you cower By asking you to differentiate Nietzsche from Schopenhauer. I'd like successfully to guess your weight And win you at a fête. I'd like to offer you a flower. I like the hair upon your shoulders, Falling like water over boulders. I like the shoulders too: they are essential. Your collar-bones have great potential (I'd like your particulars in folders Marked Confidential). I like your cheeks, I like your nose, I like the way your lips disclose The neat arrangement of your teeth (Half above and half beneath) In rows. I like your eyes, I like their fringes. The way they focus on me gives me twinges. Your upper arms drive me berserk. I like the way your elbows work. On hinges … I like your wrists, I like your glands, I like the fingers on your hands. I'd like to teach them how to count, And certain things we might exchange, Something familiar for something strange. I'd like to give you just the right amount And get some change. I like it when you tilt your cheek up. I like the way you not and hold a teacup. I like your legs when you unwind them. Even in trousers I don't mind them. I like each softly-moulded kneecap. I like the little crease behind them. I'd always know, without a recap, Where to find them. I like the sculpture of your ears. I like the way your profile disappears Whenever you decide to turn and face me. I'd like to cross two hemispheres And have you chase me. I'd like to smuggle you across frontiers Or sail with you at night into Tangiers. I'd like you to embrace me. I'd like to see you ironing your skirt And cancelling other dates. I'd like to button up your shirt. I like the way your chest inflates. I'd like to soothe you when you're hurt Or frightened senseless by invertebrates. I'd like you even if you were malign And had a yen for sudden homicide. I'd let you put insecticide Into my wine. I'd even like you if you were Bride Of Frankenstein Or something ghoulish out of Mamoulian's Jekyll and Hyde. I'd even like you as my Julian Or Norwich or Cathleen ni Houlihan. How melodramatic If you were something muttering in attics Like Mrs Rochester or a student of Boolean Mathematics. You are the end of self-abuse. You are the eternal feminine. I'd like to find a good excuse To call on you and find you in. I'd like to put my hand beneath your chin, And see you grin. I'd like to taste your Charlotte Russe, I'd like to feel my lips upon your skin I'd like to make you reproduce. I'd like you in my confidence. I'd like to be your second look. I'd like to let you try the French Defence And mate you with my rook. I'd like to be your preference And hence I'd like to be around when you unhook. I'd like to be your only audience, The final name in your appointment book, Your future tense.

They consider people who don't know Hamlet from Macbeth to be Philistines, yet they might merrily admit that they don't know the difference between a gene and a chromosome, or a transistor and a capacitor, or an integral and differential equation. These concepts might seem difficult. Yes, but so, too, is Hamlet. And like Hamlet, each of these concepts is beautiful. Like an elegant mathematical equation, they are expressions of the glories of the universe.

She spoke about it with such emphasis (somewhat affected) that I could see at once that I was hearing the manifesto of her generation. Every generation has its own set of passions, loves, and interests, which it professes with a certain tenacity, to differentiate it from older generations and to confirm itself in its uniqueness. Submitting to a generation mentality (to this pride of the herd) has always repelled me. After Miss Broz had developed her provocative argument (I've now heard it at least fifty times from people her age) that all mankind is divided into those who give hitchhikers lifts (human people who love adventure) and those who don't (inhuman people who fear life), I jokingly called her a "dogmatist of the hitch." She answered sharply that she was neither dogmatist nor revisionist nor sectarian nor deviationist, that those were all words of ours, that we had invented them, that they belonged to us, and that they were completely alien to them.

There is no absolute good when it comes to relationships. And it's perfectly healthy to have disagreements with friends and lovers from time to time. I just hope you learn to differentiate the parts from the whole. Just because you like one ting about a person, you don't need to like everything about them. And just because you don't like one thing about a person, it doesn't mean the person as a whole isn't worth your time. I think you should get in the habit of thinking differently.

Quite often, the discussion of purpose in an organizational setting is diluted by groupthink, as most people don’t feel comfortable giving their honest opinion, especially when doing so could impact their employment or financial status. Therefore, organizations must work to find ways to create safe environments for honest sharing and empower key stakeholders to make decisions that aren’t always popular—because to do something truly special, you must be as honest, defined, and differentiated as possible.

When we go into a forest that has not been interfered with by man, our thinking mind will see only disorder and chaos all around us. It won't be able to differentiate between life (good) and death (bad) anymore since everywhere new life grows out of rotting and decaying matter. ... The mind is more comfortable in a landscaped park because it has been planned through thought; it has not grown organically. There is an order here that the mind can understand. IN the forest, there is an incomprehensible order that to the mind looks like chaos. It is beyond the mental categories of good and bad. You cannot understand it through thought, but you can sense it when you let go of thought, become still and alert, and don't try to understand or explain. Only then can you be aware of the sacredness of the forest. As soon as you sense that hidden harmony, that sacredness, you realize you are not separate from it, and when you realize that, you become a conscious participant in it. In this way, nature can help you become realigned with the wholeness of life.

I don’t love you, Malachi. I could never love someone like you.” His jaw tenses. Because I can’t talk? Because I can’t tell you how fucking breathtaking you are every second of every day? Because I can’t breathe without being near you? Someone like me… I’m different—I can’t be normal for you. I can’t defend you without using my fists or my bat, and I can’t touch you at the same time as telling you that you’re everything to me. I can’t whisper sweet nothings into your mouth and I can’t fucking marry you because not only am I your brother, but I’m defective.

It’s all about differential equations. Most phenomena in the universe can be expressed with differential equations, you know. Using them, you can figure out what the universe looked like a hundred million years ago, ten billion years ago, even a second or a tenth of a second after that initial explosion. But. But. No matter how far we go back, no matter how we try to express it, we just can’t know what it looked like at zero, at the very moment of the explosion. And there’s another thing. How is our universe going to end? Is the universe expanding or contracting? See, we don’t know the beginning and we don’t know the end; all we can know about is the in-between stuff. And that, my friend, is what life is like.

Many people who celebrate the arts and the humanities, who applaud vigorously the tributes to their importance in our schools, will proclaim without shame (and sometimes even joke) that they don’t understand math or physics. They extoll the virtues of learning Latin, but they are clueless about how to write an algorithm or tell BASIC from C++, Python from Pascal. They consider people who don’t know Hamlet from Macbeth to be Philistines, yet they might merrily admit that they don’t know the difference between a gene and a chromosome, or a transistor and a capacitor, or an integral and a differential equation. These concepts may seem difficult. Yes, but so, too, is Hamlet. And like Hamlet, each of these concepts is beautiful.

WHAT: Every single company and organization on the planet knows WHAT they do. This is true no matter how big or small, no matter what industry. Everyone is easily able to describe the products or services a company sells or the job function they have within that system. WHATs are easy to identify. HOW: Some companies and people know HOW they do WHAT they do. Whether you call them a “differentiating value proposition,” “proprietary process” or “unique selling proposition,” HOWs are often given to explain how something is different or better. Not as obvious as WHATs, many think these are the differentiating or motivating factors in a decision. It would be false to assume that’s all that is required. There is one missing detail: WHY: Very few people or companies can clearly articulate WHY they do WHAT they do. When I say WHY, I don’t mean to make money—that’s a result. By WHY I mean what is your purpose, cause or belief? WHY does your company exist? WHY do you get out of bed every morning? And WHY should anyone care? When most organizations or people think, act or communicate they do so from the outside in, from WHAT to WHY. And for good reason—they go from clearest thing to the fuzziest thing. We say WHAT we do, we sometimes say HOW we do it, but we rarely say WHY we do WHAT we do. But not the inspired companies. Not the inspired leaders. Every single one of them, regardless of their size or their industry, thinks, acts and communicates from the inside out.

Mates are … an intense thing for the Fae.” She swallowed audibly. “It’s a lifetime commitment. Something sworn between bodies and hearts and souls. It’s a binding between beings. You say I’m your mate in front of any Fae, and it’ll mean something big to them.” “And we don’t mean something big like that?” he asked carefully, hardly daring to breathe. She held his heart in her hands. Had held it since day one. “You mean everything to me,” she breathed, and he exhaled deeply. “But if we tell Ruhn that we’re mates, we’re as good as married. To the Fae, we’re bound on a biological, molecular level. There’s no undoing it.” “Is it a biological thing?” “It can be. Some Fae claim they know their mates from the moment they meet them. That there’s some kind of invisible link between them. A scent or soul-bond.” “Is it ever between species?” “I don’t know,” she admitted, and ran her fingers over his chest in dizzying, taunting circles. “But if you’re not my mate, Athalar, no one is.” “A winning declaration of love.” She scanned his face, earnest and open in a way she so rarely was with others. “I want you to understand what you’re telling people, telling the Fae, if you say I’m your mate.” “Angels have mates. Not as … soul-magicky as the Fae, but we call life partners mates in lieu of husbands or wives.” Shahar had never called him such a thing. They’d rarely even used the term lover. “The Fae won’t differentiate. They’ll use their intense-ass definition.” He studied her contemplative face. “I feel like it fits. Like we’re already bound on that biological level.” “Me too. And who knows? Maybe we’re already mates.

A slave, Marcus Cato said, should be working when he is not sleeping. It does not matter whether his work in itself is good in itself—for slaves, at least. This sentiment still survives, and it has piled up mountains of useless drudgery. I believe that this instinct to perpetuate useless work is, at bottom, simply fear of the mob. The mob (the thought runs) are such low animals that they would be dangerous if they had leisure; it is safer to keep them too busy to think. A rich man who happens to be intellectually honest, if he is questioned about the improvement of working conditions, usually says something like this: "We know that poverty is unpleasant; in fact, since it is so remote, we rather enjoy harrowing ourselves with the thought of its unpleasantness. But don’t expect us to do anything about it. We are sorry fort you lower classes, just as we are sorry for a cat with the mange, of your condition. We feel that you are much safer as you are. The present state of affairs suits us, and we are not going to take the risk of setting you free, even by an extra hour a day. So, dear brothers, since evidently you must sweat to pay for our trips to Italy, sweat and be damned to you.” This is particularly the attitude of intelligent, cultivated people; one can read the substance if it in a hundred essays. Very few cultivated people have less than (say) four hundred pounds a year, and naturally they side with the rich, because they imagine that any liberty conceded to the poor is a threat to their own liberty. foreseeing some dismal Marxian Utopia as the alternative, the educated man prefers to keep things as they are. Possibly he does not like his fellow-rich very much, but he supposes that even the vulgarest of them are less inimical to his pleasures, more his kind of people, than the poor, and that he had better stand by them. It is this fear of a supposedly dangerous mob that makes nearly all intelligent people conservative in their opinions. Fear of the mob is a superstitious fear. It is based on the idea that there is some mysterious, fundamental difference between rich and poor, as though they were two different races, like negroes and white men. But in reality there is no such difference. The mass of the rich and the poor are differentiated by their incomes and nothings else, and the average millionaire is only the average dishwasher dressed in a new suit. Change places, and handy dandy, which is the justice, which is the thief? Everyone who has mixed on equal terms with the poor knows this quite well. But the trouble is that intelligent, cultivated people, the very people who might be expected to have liberal opinions, never do mix with the poor. For what do the majority of educated people know about poverty? In my copy of Villon’s poems the editor has actually thought it necessary to explain the line “Ne pain ne voyent qu'aux fenestres” by a footnote; so remote is even hunger from the educated man’s experience. From this ignorance a superstitious fear of the mob results quite naturally. The educated man pictures a horde of submen, wanting only a day’s liberty to loot his house, burn his books, and set him to work minding a machine or sweeping out a lavatory. “Anything,” he thinks, “any injustice, sooner than let that mob loose.

Take the oft-repeated injunction to get “its” and “it’s” straight. Everyone claims it’s remarkably easy to remember that “its” is possessive and “it’s” is a contraction. But logic tells us that in English, ’s attached to a noun signals possession: the dog’s dish, the cat’s toy, the lexicographer’s cry. So if English is logical, and there are simple rules to follow, why doesn’t “it’s” signal possession? We know that ’s also signals a contraction, but we don’t have any problems with differentiating between “the dog’s dish” and “the dog’s sleeping”—why should we suddenly have problems with “it’s dish” and “it’s sleeping”? This type of grammar often completely ignores hundreds (and, in some cases, well over a thousand) years of established use in English. For “it’s,” the rule is certainly easy to memorize, but it also ignores the history of “its” and “it’s.” At one point in time, “it” was its own possessive pronoun: the 1611 King James Bible reads, “That which groweth of it owne accord…thou shalt not reape”; Shakespeare wrote in King Lear, “It had it head bit off by it young.” They weren’t the first: the possessive “it” goes back to the fifteenth century. But around the time that Shakespeare was shuffling off this mortal coil, the possessive “it” began appearing as “it’s.” We’re not sure why the change happened, but some commentators guess that it was because “it” didn’t appear to be its own possessive pronoun, like “his” and “her,” but rather a bare pronoun in need of that possessive marker given to nouns: ’s. Sometimes this possessive appeared without punctuation as “its.” But the possessive “it’s” grew in popularity through the seventeenth and eighteenth centuries until it was the dominant form of the word. It even survived into the nineteenth century: you’ll find it in the letters of Thomas Jefferson and Jane Austen and the speechwriting notes of Abraham Lincoln. This would be relatively simple were it not for the fact that “it’s” was also occasionally used as a contraction for “it is” or “it has” (“and it’s come to pass,” Shakespeare wrote in Henry VIII, 1.2.63). Some grammarians noticed and complained—not that the possessive “it’s” and the contractive “it’s” were confusing, but that the contractive “it’s” was a misuse and mistake for the contraction “ ’tis,” which was the more standard contraction of “it is.” This was a war that the pedants lost: “ ’tis” waned while “it’s” waxed.

You can look at that list and think, “But everyone has hobbies, what’s so special about yours?” Like much of what differentiates an autistic trait from a simple personality quirk, the answer is the degree to which the trait is present. For example, when I took up running, I didn’t just go out and jog a few times a week. I read books about training for marathons. I found workout plans online and joined a training site to get personalized drills. I learned about fartlek and track workouts and running technique. I signed up for road races. Ten years later, I spend more on running clothes and shoes than on everyday clothes. I use a heart rate monitor and a distance tracker to record my workouts. If I go on vacation, I pack all of my running stuff. I don’t just like to run occasionally; running is an integral part of my life. That’s a key differentiator between a run-of-the-mill hobby and an autistic special interest. Spending time engaged in a special interest fulfills a specific need. It’s more than just a pleasant way to pass the time. Indulging in a special interest is a way to mentally recharge. It’s comforting. It allows me to completely immerse myself in something that intensely interests me while tuning out the rest of the world.

With our desire to have more, we find ourselves spending more and more time and energy to manage and maintain everything we have. We try so hard to do this that the things that were supposed to help us end up ruling us. We eventually get used to the new state where our wishes have been fulfilled. We start taking those things for granted and there comes a time when we start getting tired of what we have. We're desperate to convey our own worth, our own value to others. We use objects to tell people just how valuable we are. The objects that are supposed to represent our qualities become our qualities themselves. There are more things to gain from eliminating excess than you might imagine: time, space, freedom and energy. When people say something is impossible, they have already decided that they don't want to do it. Differentiate between things you want and things you need. Leave your unused space empty. These open areas are incredibly useful. They bring us a sense of freedom and keep our minds open to the more important things in life. Memories are wonderful but you won't have room to develop if your attachment to the past is too strong. It's better to cut some of those ties so you can focus on what's important today. Don't get creative when you are trying to discard things. There's no need to stock up. An item chosen with passion represents perfection to us. Things we just happen to pick up, however, are easy candidates for disposal or replacement. As long as we stick to owning things that we really love, we aren't likely to want more. Our homes aren't museum, they don't need collections. When you aren't sure that you really want to part with something, try stowing it away for a while. Larger furniture items with bold colors will in time trigger visual fatigue and then boredom. Discarding things can be wasteful. But the guilt that keeps you from minimizing is the true waste. The real waste is the psychological damage that you accrue from hanging on to things you don't use or need. We find our originality when we own less. When you think about it, it's experience that builds our unique characteristics, not material objects. I've lowered my bar for happiness simply by switching to a tenugui. When even a regular bath towel can make you happy, you'll be able to find happiness almost everywhere. For the minimalist, the objective isn't to reduce, it's to eliminate distractions so they can focus on the things that are truly important. Minimalism is just the beginning. It's a tool. Once you've gone ahead and minimized, it's time to find out what those important things are. Minimalism is built around the idea that there's nothing that you're lacking. You'll spend less time being pushed around by something that you think may be missing. The qualities I look for in the things that I buy are: - the item has a minimalistic kind of shape and is easy to clean - it's color isn't too loud - I'll be able to use it for a long time - it has a simple structure - it's lightweight and compact - it has multiple uses A relaxed moment is not without meaning, it's an important time for reflection. It wasn't the fallen leaves that the lady had been tidying up, it was her own laziness that she had been sweeping away. We are what we repeatedly do. Excellence, then, is not an act but a habit. With daily cleaning, the reward may be the sense of accomplishment and calmness we feel afterward. Cleaning your house is like polishing yourself. Simply by living an organized life, you'll be more invigorated, more confident and like yourself better. Having parted with the bulk of my belongings, I feel true contentment with my day-to-day life. The very act of living brings me joy. When you become a minimalist, you free yourself from all the materialist messages that surround us. All the creative marketing and annoying ads no longer have an effect on you.

Like the incredulous inspector, many people are not ready to reduce morality to convention or taste. When we say “The Holocaust is bad,” do our powers of reason leave us no way to differentiate that conviction from “I don’t like the Holocaust” or “My culture disapproves of the Holocaust”? Is keeping slaves no more or less rational than wearing a turban or a yarmulke or a veil? If a child is deathly ill and we know of a drug that could save her, is administering the drug no more rational than withholding it? Faced with this intolerable implication, some people hope to vest morality in a higher power. That’s what religion is for, they say—even many scientists, like Stephen Jay Gould. But Plato made short work of this argument 2,400 years ago in Euthyphro. Is something moral because God commands it, or does God command some things because they are moral? If the former is true, and God had no reason for his commandments, why should we take his whims seriously? If God commanded you to torture and kill a child, would that make it right? “He would never do that!” you might object. But that flicks us onto the second horn of the dilemma. If God does have good reasons for his commandments, why don’t we appeal to those reasons directly and skip the middleman? (As it happens, the God of the Old Testament did command people to slaughter children quite often.)

All of this is by way of coming around to the somewhat paradoxical observation that we speak with remarkable laxness and imprecision and yet manage to express ourselves with wondrous subtlety—and simply breathtaking speed. In normal conversation we speak at a rate of about 300 syllables a minute. To do this we force air up through the larynx—or supralaryngeal vocal tract, to be technical about it—and, by variously pursing our lips and flapping our tongue around in our mouth rather in the manner of a freshly landed fish, we shape each passing puff of air into a series of loosely differentiated plosives, fricatives, gutturals, and other minor atmospheric disturbances. These emerge as a more or less continuous blur of sound. People don’t talk like this, theytalklikethis. Syllables, words, sentences run together like a watercolor left in the rain. To understand what anyone is saying to us we must separate these noises into words and the words into sentences so that we might in our turn issue a stream of mixed sounds in response. If what we say is suitably apt and amusing, the listener will show his delight by emitting a series of uncontrolled high-pitched noises, accompanied by sharp intakes of breath of the sort normally associated with a seizure or heart failure. And by these means we converse. Talking, when you think about it, is a very strange business indeed. And yet we achieve the process effortlessly. We absorb

I gave them the same advice that had worked for me: Start by stocking your sense memory. Smell everything and attach words to it. Raid your fridge, pantry, medicine cabinet, and spice rack, then quiz yourself on pepper, cardamom, honey, ketchup, pickles, and lavender hand cream. Repeat. Again. Keep going. Sniff flowers and lick rocks. Be like Ann, and introduce odors as you notice them, as you would people entering a room. Also be like Morgan, and look for patterns as you taste, so you can, as he does, “organize small differentiating units into systems.” Master the basics of structure—gauge acid by how you drool, alcohol by its heat, tannin by its dryness, finish by its length, sweetness by its thick softness, body by its weight—and apply it to the wines you try. Actually, apply it to everything you try. Be systematic: Order only Chardonnay for a week and get a feel for its personality, then do the same with Pinot Noir, and Sauvignon Blanc, and Cabernet Franc (the Wine Folly website offers handy CliffsNotes on each one’s flavor profile). Take a moment as you drink to reflect on whether you like it, then think about why. Like Paul Grieco, try to taste the wine for what it is, not what you imagine it should be. Like the Paulée-goers, splurge occasionally. Mix up the everyday bottles with something that’s supposed to be better, and see if you agree. Like Annie, break the rules, do what feels right, and don’t be afraid to experiment.

GM: What are the foods you recommend that have sufficient calorie density that make you feel full? What are the best foods to make the staples of your diet? PP: Whole grains, legumes, and starchy vegetables. More broadly, I tell people to make the staples of their diet the four food groups, which are whole grains, legumes, fruits, and vegetables. We have our own little pyramid that we use here at The Wellness Forum. Beans, rice, corn, and potatoes are at the bottom of the pyramid. Then steamed and raw vegetables and big salads come next, with fruits after that. Whole grains, or premade whole grain foods like cereals and breads, are all right to eat. Everything else is either optional or a condiment. As for high-fat plant foods—nuts, seeds, avocados, olives—use them occasionally or when they’re part of a recipe, but don’t overdo it; these foods are calorie-dense and full of fat. No oils, get rid of the dairy, and then, very importantly, you need to differentiate between food and a treat. I don’t think you can get through to people by telling a twenty-five-year-old that she can’t have another cookie or a piece of cake for the rest of her life. Where you can gain some traction is to say, “Look, birthday parties are a good time for cake, Christmas morning is a good time for cookies, and Valentine’s Day is a good time for chocolate, but you don’t need to be eating that stuff all the time.” People end up in my office because they’re treating themselves several times a day.

In effect, we know from Darwin that there are only four characteristics necessary in order to get adaptive evolution, right? If you have reproduction, variation, differential success, and an environment of limited resources, you're going to get adaptive evolution. When we set up an economic system, or a political system...*it evolves*. Things evolve within it. And if we don't anticipate that what we write down in our documents about what we're trying to accomplish does not have the capacity to overwhelm whatever niche we have set up and that we will ultimately see the creatures that are supported by the environment that we created, then we will never get this right. Because we will always be fooled by our own intentions, and we will create structures that create predators of an arbitrary kind. So we need to start thinking evolutionarily, because that's the mechanism for shaping society into something of a desirable type rather than a monstrous type. [...] So let's say we're talking about a political structure...and we know we don't like corruption...and we're going to set a penalty for attempting to corrupt the system. OK, now what you've done is you've built a structure in which evolution is going to explore the questions, 'What kind of corruptions are invisible?' and 'What kinds of penalties are tolerable from the point of view of discovering how to alter policy in the direction of some private interest?' Once you've set that up, if you let it run, evolutionarily it will create a genius corruptor, right? It will generate something that is capable of altering the functioning of the system without being spotted, and with being only slightly penalized -- and then you'll have no hope of confronting it, because it's going to be better at shifting policy than you will be at shifting it back. So what you have to do is, you have to build a system in which there *is no selection* that allows for this process to explore mechanisms for corrupting the system, right? You may have to turn the penalties up much higher than you would think, so that any attempt to corrupt the system is ruinous to the thing that attempts it. So the thing never evolves to the next stage, because it keeps going extinct, right? That's a system that is resistant to the evolution of corruption, but you have to understand that it's an evolutionary puzzle in the first place in order to accomplish that goal. [...] We sort of have this idea that we inherited from the wisdom of the 50s that genes are these powerful things lurking inside of us that shift all of this stuff that we can't imagine they would have control over, and there's some truth in it. But the larger truth is that so much of what we are is built into the software layer, and the software layer is there because it is rapidly changeable. That's why evolution shifted things in that direction within humans. And we need to take advantage of that. We need to be responsible for altering things carefully in the software, intentionally, in order to solve problems and basically liberate people and make life better for as many people as possible, rather than basically throw up our hands because we are going to claim that these things live at the genetic layer and therefore what can we do?

timelines register the pain of her loss for the first time. “I’m sorry, honey.” He remembers the day she died, eight weeks ago. She had become almost childlike by that point, her mind gone. He had to feed her, dress her, bathe her. But this was better than the time right before, when she had enough cognitive function left to be aware of her complete confusion. In her lucid moments, she described the feeling as being lost in a dreamlike forest—no identity, no sense of when or where she was. Or alternatively, being absolutely certain she was fifteen years old and still living with her parents in Boulder, and trying to square her foreign surroundings with her sense of place and time and self. She often wondered if this was what her mother felt in her final year. “This timeline—before my mind started to fracture—was the best of them all. Of my very long life. Do you remember that trip we took—I think it was during our first life together—to see the emperor penguins migrate? Remember how we fell in love with this continent? The way it makes you feel like you’re the only people in the world? Kind of appropriate, no?” She looks off camera, says, “What? Don’t be jealous. You’ll be watching this one day. You’ll carry the knowledge of every moment we spent together, all one hundred and forty-four years.” She looks back at the camera. “I need to tell you, Barry, that I couldn’t have made it this long without you. I couldn’t have kept trying to stop the inevitable. But we’re stopping today. As you know by now, I’ve lost the ability to map memory. Like Slade, I used the chair too many times. So I won’t be going back. And even if you returned to a point on the timeline where my consciousness was young and untraveled, there’s no guarantee you could convince me to build the chair. And to what end? We’ve tried everything. Physics, pharmacology, neurology. We even struck out with Slade. It’s time to admit we failed and let the world get on with destroying itself, which it seems so keen on doing.” Barry sees himself step into the frame and take a seat beside Helena. He puts his arm around her. She snuggles into him, her head on his chest. Such a surreal sensation to now remember that day when she decided to record a message for the Barry who would one day merge into his consciousness. “We have four years until doomsday.” “Four years, five months, eight days,” Barry-on-the-screen says. “But who’s counting?” “We’re going to spend that time together. You have those memories now. I hope they’re beautiful.” They are. Before her mind broke completely, they had two good years, which they lived free from the burden of trying to stop the world from remembering. They lived those years simply and quietly. Walks on the icecap to see the Aurora Australis. Games, movies, and cooking down here on the main level. The occasional trip to New Zealand’s South Island or Patagonia. Just being together. A thousand small moments, but enough to have made life worth living. Helena was right. They were the best years of his lives too. “It’s odd,” she says. “You’re watching this right now, presumably four years from this moment, although I’m sure you’ll watch it before then to see my face and hear my voice after I’m gone.” It’s true. He did. “But my moment feels just as real to me as yours does to you. Are they both real? Is it only our consciousness that makes it so? I can imagine you sitting there in four years, even though you’re right beside me in this moment, in my moment, and I feel like I can reach through the camera and touch you. I wish I could. I’ve experienced over two hundred years, and at the end of it all, I think Slade was right. It’s just a product of our evolution the way we experience reality and time from moment to moment. How we differentiate between past, present, and future. But we’re intelligent enough to be aware of the illusion, even as we live by it, and so,

Many of those who have experienced trauma in early childhood grow up to become adults with dysfunctional lives and dysfunctional relationships, never being able to solve such issues within themselves, not even with the help of the best therapists in the world, because the root cause of it has been removed by the institutions in control of mental health training programs, mainstream media and public opinion. And the root cause of all evil, including self-inflicted evil, lays on the capacity to differentiate good from evil, which has helped us survive as a society and as individuals throughout the entirety of human history and up to this day. Once you remove this natural ability from anyone's awareness, no theory, despite the amount of logic and common sense in it, will ever work. As a matter of fact, not many people know what serves their best interest, because they don't even know what is good or evil. They relativize their ignorance to justify their stupidity. And this constitutes a thicker layer on top of their innate capacity to perceive reality. Many problems, including those related to self-esteem, could easily be solved, if one was able of properly differentiating what promotes survival from what leads to death. Whenever a large group of people lacks such capacity, they are promoting a dysfunctional society by default, and in doing so, replicating the same traumas that made them themselves dysfunctional as humans. And that’s how an overall mindset rooted on victimization and justification promotes the power of those in control. One cannot ever be free unless he rebels against his own status quo and towards a higher level of individualization, risking that which he depends the most upon — the respect and acceptance of friends and family. The battle of ego and social validation against ethics, has made many souls captive to a world created to weaken them and blind them. Indeed, it is interesting to see how humanity replicates the tortures of medieval times with more sophisticated weapons, and how wars developed towards a higher degree of abstraction, in order to nullify any resistance, or the mere level of awareness justifying it.

On defense, blitzscaling lets you set a pace that keeps your competitors gasping simply to keep up, affording them little time and space to counterattack. Because they’re focused on responding to your moves, which can often take them by surprise and force them to play catch-up, they don’t have as much time available to develop and execute differentiated strategies that might threaten your position. Blitzscaling helps you determine the playing field to your great advantage.

To me, honors don't matter; they only differentiate people and therefore they distract from the equality purpose. It goes the efforts all people to be regarded as equals backwards.

As Nate Silver, author of The Signal and the Noise: Why So Many Predictions Fail—But Some Don’t, points out, “ice cream sales and forest fires are correlated because both occur more often in the summer heat. But there is no causation; you don’t light a patch of the Montana brush on fire when you buy a pint of Häagen-Dazs.” Of course, it’s no surprise that correlation isn’t the same as causality. But although most organizations know that, I don’t think they act as if there is a difference. They’re comfortable with correlation. It allows managers to sleep at night. But correlation does not reveal the one thing that matters most in innovation—the causality behind why I might purchase a particular solution. Yet few innovators frame their primary challenge around the discovery of a cause. Instead, they focus on how they can make their products better, more profitable, or differentiated from the competition. As W. Edwards Deming, the father of the quality movement that transformed manufacturing, once said: “If you do not know how to ask the right question, you discover nothing.” After decades of watching great companies fail over and over again, I’ve come to the conclusion that there is, indeed, a better question to ask: What job did you hire that product to do? For me, this is a neat idea. When we buy a product, we essentially “hire” something to get a job done. If it does the job well, when we are confronted with the same job, we hire that same product again. And if the product does a crummy job, we “fire” it and look around for something else we might hire to solve the problem. Every day stuff happens to us. Jobs arise in our lives that we need to get done. Some jobs are little (“ pass the time while waiting in line”), some are big (“ find a more fulfilling career”). Some surface unpredictably (“ dress for an out-of-town business meeting after the airline lost my suitcase”), some regularly (“ pack a healthy, tasty lunch for my daughter to take to school”). Other times we know they’re coming. When we realize we have a job to do, we reach out and pull something into our lives to get the job done. I might, for example, choose to buy the New York Times because I have a job to fill my time while waiting for a doctor’s appointment and I don’t want to read the boring magazines available in the lobby. Or perhaps because I’m a basketball fan and it’s March Madness time. It’s only when a job arises in my life that the Times can solve for me that I’ll choose to hire the paper to do it. Or perhaps I have it delivered to my door so that my neighbors think I’m informed—and nothing about their ZIP code or median household income will tell the Times that either.

How can we expect our employees to be extraordinary and differentiate the company if we use the same hiring and onboarding methods as competitors?

remain alert for what works.When differentiating among students, craft knowledge trumps science.

From this comes Saussure’s famous pronouncement – the structure of language is purely differential: “Whether we take the signified or the signifier, language has neither ideas nor sounds that existed before the linguistic system, but only conceptual and phonic differences that have issued from the system.” Meaning is no longer simply a correlation of signifier/signified. Everything depends on differences. At the level of linguistic sounds, we can substitute the sound /p/ for the sound /b/ in big. The sounds don’t mean anything in themselves, but we can tell the difference between them. The difference makes possible a different meaning – the concept:

We don’t want to tell great teachers they’re great and ineffective teachers that they’re not, so we essentially tell all of them that they’re doing well. In rating teachers nationwide, fewer than 1 percent are given an unsatisfactory rating on their performance evaluation. The unfortunate result is that we don’t celebrate greatness, because we’re not differentiating at all.

the tension between commoditization and product differentiation — that is, between wanting to sell in a thick market to buyers even if they don’t care who you are, and trying to make your product special enough that many buyers will care enough about you to seek you out.

Here, economists will recognize the principle of price differentiation formulated by the engineer-economist Jules Dupuit in 1849: "To set a price for a service, don't base it on what it costs the provider, but instead set the price according to the importance of the service to the user."[10]

Compare Bethlehem Steel to Nucor. Both companies operated in the steel industry and produced hard-to-differentiate products. Both companies faced the competitive challenge of cheap imported steel. Yet executives at the two companies had completely different views of the same environment. Bethlehem Steel’s CEO summed up the company’s problems in 1983 by blaming imports: “Our first, second, and third problems are imports.”51 Ken Iverson and his crew at Nucor considered the same challenge from imports a blessing, a stroke of good fortune (“Aren’t we lucky; steel is heavy, and they have to ship it all the way across the ocean, giving us a huge advantage!”). Iverson saw the first, second, and third problems facing the American steel industry not to be imports, but management.52 He even went so far as to speak out publicly against government protection against imports, telling a stunned gathering of fellow steel executives in 1977 that the real problems facing the American steel industry lay in the fact that management had failed to keep pace with innovation.53 The

This is unsurprising. The history of the world is the history of people investing in dying trends to follow the crowd, whereas the people looking forwards and developing rarer skills and abilities get ahead.   This is easy enough to see in investing and business – you don’t want to be in an aggressive commoditized space with no differentiation, and you don’t want to buy the asset class that’s overpriced because everyone else invests in it without checking the fundamentals.

My target customer will be? (Tip: how would you describe your primary target customer) The problem my customer wants to solve is? (Tip: what does your customer struggle with or what need do they want to fulfill) My customer’s need can be solved with? (Tip: give a very concise description / elevator pitch of your product) Why can’t my customer solve this today? (Tip: what are the obstacles that have prevented my customer from solving this already) The measurable outcome my customer wants to achieve is? (Tip: what measurable change in your your customer’s life makes them love your product) My primary customer acquisition tactic will be? (Tip: you will likely have multiple marketing channels, but there is often one method, at most two, that dominates your customer acquisition — what is your current guess) My earliest adopter will be? (Tip: remember that you can’t get to the mainstream customer without getting early adopters first) I will make money (revenue) by? (Tip: don’t list all the ideas for making money, but pick your primary one) My primary competition will be? (Tip: think about both direct and indirect competition) I will beat my competitors primarily because of? (Tip: what truly differentiates you from the competition?) My biggest risk to financial viability is? (Tip: what could prevent you from getting to breakeven? is there something baked into your revenue or cost model that you can de-risk?) My biggest technical or engineering risk is? (Tip: is there a major technical challenge that might hinder building your product?)

Run solar orbit computation software ‘Three Body 1.0’!” Newton screamed at the top of his lungs. “Start the master computing module! Load the differential calculus module! Load the finite element analysis module! Load the spectral method module! Enter initial condition parameters … and begin calculation!” The motherboard sparkled as the display formation flashed with indicators in every color. The human-formation computer began the long computation. “This is really interesting,” Qin Shi Huang said, pointing to the spectacular sight. “Each individual’s behavior is so simple, yet together, they can produce such a complex, great whole! Europeans criticize me for my tyrannical rule, claiming that I suppress creativity. But in reality, a large number of men yoked by severe discipline can also produce great wisdom when bound together as one.” “Great First Emperor, this is just the mechanical operation of a machine, not wisdom. Each of these lowly individuals is just a zero. Only when someone like you is added to the front as a one can the whole have any meaning.” Newton’s smile was ingratiating. “Disgusting philosophy!” Von Neumann said as he glanced at Newton. “If, in the end, the results computed in accordance with your theory and mathematical model don’t match reality, then you and I aren’t even zeroes.” “Indeed. If that turns out to be the case, you will be nothing!” Qin Shi Huang turned and left the scene.

The best way to free yourself from this incessant chatter is to step back and view it objectively. Just view the voice as a vocalizing mechanism that is capable of making it appear like someone is in there talking to you. Don’t think about it; just notice it. No matter what the voice is saying, it’s all the same. It doesn’t matter if it’s saying nice things or mean things, worldly things or spiritual things. It doesn’t matter because it’s still just a voice talking inside your head. In fact, the only way to get your distance from this voice is to stop differentiating what it’s saying. Stop feeling that one thing it says is you and the other thing it says is not you. If you’re hearing it talk, it’s obviously not you. You are the one who hears the voice. You are the one who notices that it’s talking.

If wine experts don’t use these things and can’t reliably differentiate between a Clos Pegase Merlot and a Cannonball Merlot, it seems likely that professional wine descriptions will continue to proliferate bullshit. Aside from reading the descriptions, people often assume that the quality of a wine is positively correlated with its price.6 This is why marketers only need to make a wine sound expensive. Like many commodities, wine is a Veblen good. Veblen goods are luxury goods whose prices do not follow the typical laws of supply and demand. They are in demand because they are expensive.

If you think a competitor sucks, say so. When you do that, you’ll find that others who agree with you will rally to your side. Being the anti-______ is a great way to differentiate yourself and attract followers. For example, Dunkin’ Donuts positioned itself as the anti-Starbucks. Its ads once mocked Starbucks for using “Fritalian” terms instead of small, medium, and large. Another Dunkin’ campaign was centered on a taste test in which it beat Starbucks. There was even a site called DunkinBeatStarbucks.com where visitors could send e-cards with statements like “Friends don’t let friends drink Starbucks.

Why don’t you ask yourself why you’re trusting your life to someone who can’t even differentiate between a real and an imaginary threat?

Emotions, positive and negative, come in two usefully differentiated variants. Satisfaction (technically, satiation) tells us that what we did was good, while hope (technically, incentive reward) indicates that something pleasurable is on the way. Pain hurts us, so we won’t repeat actions that produced personal damage or social isolation (as loneliness is also, technically, a form of pain). Anxiety makes us stay away from hurtful people and bad places so we don’t have to feel pain. All these emotions must be balanced against each other, and carefully judged in context, but they’re all required to keep us alive and thriving. We therefore do our children a disservice by failing to use whatever is available to help them learn, including negative emotions, even though such use should occur in the most merciful possible manner.

First, be different. Offer something other rentals on the market don’t; you can differentiate, for example, by allowing a different lease term (like six months), allowing pets, or even offering better management and communication; all three are covered throughout the book.

Like any company, we have a corporate culture formed not only by our intentions but also as a result of our history. For Amazon, that history is fairly fresh and, fortunately, it includes several examples of tiny seeds growing into big trees. We have many people at our company who have watched multiple $10 million seeds turn into billion dollar businesses. That first-hand experience and the culture that has grown up around those successes is, in my opinion, a big part of why we can start businesses from scratch. The culture demands that these new businesses be high potential and that they be innovative and differentiated, but it does not demand that they be large on the day that they are born. I remember how excited we were in 1996 as we crossed $10 million in book sales. It wasn’t hard to be excited—we had grown to $10 million from zero. Today, when a new business inside Amazon grows to $10 million, the overall company is growing from $10 billion to $10.01 billion. It would be easy for the senior executives who run our established billion dollar businesses to scoff. But they don’t. They watch the growth rates of the emerging businesses and send emails of congratulations. That’s pretty cool, and we’re proud it’s a part of our culture.

It is simplistic to advocate that if you stop worrying about your children, they’ll automatically have no problems. To be alive is to have problems. But it is certain that, if children don’t have their parents’ concern about them added to their ordinary difficulties, they will do better. Worrying about a child does not solve the lack of differentiation of self that leads to it.

market. I want to leave you with some key takeaways: Any product can be positioned in multiple markets. Your product is not doomed to languish in a market where nobody understands how awesome it is. Great positioning rarely comes by default. If you want to succeed, you have to determine the best way to position your product. Deliberate, try, fail, test and try again. Understanding what your best customers see as true alternatives to your solution will lead you to your differentiators. Position yourself in a market that makes your strengths obvious to the folks you want to sell to. Use trends to make your product more interesting to customers right now, but be very cautious. Don’t layer on a trend just for the sake of being trendy—it’s better to be successful and boring, rather than fashionable and bewildering. Knowing how to do something is not the same as understanding how to teach someone else how to do it. As leaders, we often become very good at doing things that we have a very hard time explaining to the teams that work with us. This book is my attempt to codify and teach one of the most complicated processes I’ve learned to do in my career. I sincerely hope it offers you a shortcut to better position your products to succeed.

Psychiatrist: There is no absolute good when it comes to relationships. And it’s perfectly healthy to have disagreements with friends and lovers from time to time. I just hope you learn to differentiate the parts from the whole. Just because you like one thing about a person, you don’t need to like everything about them. And just because you don’t like one thing about a person, it doesn’t mean the person as a whole isn’t worth your time.

...what I’ve learned over the years is that trauma is trauma. Something terrible happens, beyond what is in our own personal capacity to cope with, and the details don’t matter as much as the state we’re thrown into. Our bodies and brains have not evolved to reliably differentiate a rape at knife point from a job loss that threatens us with financial ruin or from the dismantling of our world by our parents’ divorce.

One way to make yourself less vulnerable to copycats is to build a moat around your business. How Can I Build a Moat? As you scale your company, you need to think about how to proactively defend against competition. The more success you have, the more your competitors will grab their battering ram and start storming the castle. In medieval times, you’d dig a moat to keep enemy armies from getting anywhere near your castle. In business, you think about your economic moat. The idea of an economic moat was popularized by the business magnate and investor Warren Buffett. It refers to a company’s distinct advantage over its competitors, which allows it to protect its market share and profitability. This is hugely important in a competitive space because it’s easy to become commoditized if you don’t have some type of differentiation. In SaaS, I’ve seen four types of moats. Integrations (Network Effect) Network effect is when the value of a product or service increases because of the number of users in the network. A network of one telephone isn’t useful. Add a second telephone, and you can call each other. But add a hundred telephones, and the network is suddenly quite valuable. Network effects are fantastic moats. Think about eBay or Craigs-list, which have huge amounts of sellers and buyers already on their platforms. It’s difficult to compete with them because everyone’s already there. In SaaS—particularly in bootstrapped SaaS companies—the network effect moat comes not from users, but integrations. Zapier is the prototypical example of this. It’s a juggernaut, and not only because it’s integrated with over 3,000 apps. It has widened its moat with nonpublic API integrations, meaning that if you want to compete with it, you have to go to that other company and get their internal development team to build an API for you. That’s a huge hill to climb if you want to launch a Zapier competitor. Every integration a customer activates in your product, especially if it puts more of their data into your database, is another reason for them not to switch to a competitor. A Strong Brand When we talk about your brand, we’re not talking about your color scheme or logo. Your brand is your reputation—it’s what people say about your company when you’re not around.

Leaning over my half-naked body, he signs, Tell me you’re in love with me, little sister. “No,” I grit. He punches the ground next to my head, and my body seizes. Say you love me. Say you feel the fucking same way I do about you! I tip my chin up. “I don’t love you, Malachi. I could never love someone like you.” His jaw tenses. Because I can’t talk? Because I can’t tell you how fucking breathtaking you are every second of every day? Because I can’t breathe without being near you? Someone like me… I’m different—I can’t be normal for you. I can’t defend you without using my fists or my bat, and I can’t touch you at the same time as telling you that you’re everything to me. I can’t whisper sweet nothings into your mouth and I can’t fucking marry you because not only am I your brother, but I’m defective. He pushes up to his knees, his hands going nuts as he signs quickly, his eyes red with a mixture of heartbreak and rage I have no idea how to contain for him. Believe me or don’t, but you’re the only person in my life, and you always have been. And when you take your last breath, or I take mine, that won’t fucking change. You. Are. Mine. My goddamn property, do you understand?

First, every company must stand for something. Starbucks stood not only for good coffee, but specifically for the dark-roasted flavor profile that the founders were passionate about. That’s what differentiated it and made it authentic. Second, you don’t just give the customers what they ask for. If you offer them something they’re not accustomed to, something so far superior that it takes a while to develop their palates, you can create a sense of discovery and excitement and loyalty that will bond them to you.

All the reprogramming of the genome in early development has multiple effects. It allows two highly differentiated cell types to fuse and form one pluripotent cell. It balances out the competing demands of the maternal and paternal genomes, and ensures that this balancing act can be re-established in every generation. Reprogramming also prevents inappropriate epigenetic modifications being passed from parent to offspring. This means that even if cells have accumulated potentially dangerous epigenetic changes, these will be removed before they are passed on. This is why we don’t normally inherit acquired characteristics. But there are certain regions of the genome, such as IAP retrotransposons, that are relatively resistant to reprogramming. If we want to work out how certain acquired characteristics – responses to vinclozolin or responses to paternal nutrition, for example – get transmitted from parent to offspring, these IAP retrotransposons might be a good place to start looking.

You don’t have a real strategy if it doesn’t pass two tests: First, what you’re planning to do really matters to enough customers; and second, it differentiates you from your competition.

When President Bush correctly and courageously declared a war on terrorism, he drew a line in the sand that ultimately pitted America against Islam. His administration worked long and hard to differentiate between peaceful Muslims and hostile Muslims. He even talked about how Muslim extremist terrorists had hijacked the religion. I believe he is absolutely right. Sure, the Koran glorifies persecution of Jews and Christians. But most Muslims don't have any intention of fulfilling that call or of becoming terrorists. Most are no different from Americans who want to raise their children in peace, feed them well, and provide them with a good education. The majority of Muslims are truly peace-loving. Yet the leadership of the typical mosque continuously calls Allah's followers to join the battle and get in step with jihad so Islam can eventually take over the world. The messages are nonstop. To radical Muslims, our war on terrorism is only a convenient excuse for America to keep Islam from spreading around the globe. It also is perceived as an excuse for us to unconditionally support Israel and its fight against Palestinians in Gaza and the West Bank.

No amount of marketing will change an experience.” —Brian Solis Customer experience is everything that happens when people encounter your brand. And whether it’s online or offline, you get to design it. Most people don’t put money on the table and hope that they hate the results of their choice. They actually want to fall in love with you and your brand. It’s your job to give them a reason to. The feeling your customer leaves with, as she walks out the door or clicks away from your website, is your best opportunity to differentiate your brand. Commodities are just stuff with a fixed value—until they’re not. The brands you love and talk about are not the ones that competed on price or features. They are the ones that changed how it felt to buy a cup of coffee, slip on a pair of shoes, or open a laptop in a café.

Stay humble and customer-focused. No matter what business you are in, you are serving your customers. You differentiate yourself by how well you satisfy, and keep satisfying, your customers’ needs. Don’t become so enamored with your idea or product that you believe it will “sell itself.” There is always a better widget waiting in the wings. What will make your ideas successful is your personal ability to convince customers that you stand behind what you are selling.

What are the biggest tech trends that you see defining the future? “I don’t like talking in terms of tech ‘trends’ because I think, once you have a trend, you have many people doing it. And once you have many people doing something, you have lots of competition and little differentiation. You, generally, never want to be part of a popular trend. You do not want to be the fourth online pet food company in the late 1990s. You do not want to be the twelfth thin-panel solar company in the last decade. And you don’t want to be the nth company of any particular trend. So I think trends are often things to avoid. What I prefer over trends is a sense of mission. That you are working on a unique problem that people are not solving elsewhere.

Never Put These Ten Words in Your Pitch Deck Take a close look at your standard pitch deck, the “about us” section on your corporate home page, or your PR material. Highlight every instance of the words “leading,” “unique,” “solution,” or “innovative.” In particular, go find all instances of the phrase “We work to understand our customers’ unique needs and then build custom solutions to meet those needs.” Then hit the delete key. Because every time you use one of those buzzwords, you are telling your customers, “We are exactly the same as everyone else.” Ironically, the more we try to play up our differences, the more things sound the same. Public relations expert Adam Sherk recently analyzed the terms used in company communications, and the results are devastating. Here are the top ten: By definition, there can be only one leader in any industry—and 161,000 companies each think they’re it. More than 75,000 companies think they’re the “best” or the “top”; 30,400 think they’re “unique.” “Solution” also makes an appearance at number seven—so if you think that calling your offering a “solution” differentiates you, think again. If everyone’s saying they offer the “leading solution,” what’s the customer to think? We can tell you what their response will be: “Great—give me 10 percent off.” We don’t mean to be unsympathetic here. You’ll find it’s hard to avoid these terms—heck, we call our own consulting arm “SEC Solutions”! In all of our time at the Council, we have never once met a member who doesn’t think her company’s value proposition beats the socks off the competitors’. And it’s understandable. After all, why would we want to work for a company whose product is second-rate—especially when our job is to sell that product? But what the utter sameness of language here tells us is that, ironically, a strategy of more precisely describing our products’ advantages over the competition’s is destined to have the exact opposite effect—we simply end up sounding like everyone else.

we don’t develop along these lines, we will have poor differentiation and a very fragile sense of self. We will feel overly anxious about being loved

Salespeople fail to attract new customers because beyond being self-focused, they’re long-winded and their message is often confusing. Many salespeople don’t invest the energy to sharpen their story, but instead serve up a pitch that neither differentiates from the competition nor compels the buyer to act.

Every one of us alone has the power to direct the course of our lives by choosing what actions we will or won't taken.. While sometimes it's easier to believe you don't have a choice, The reality in that.. YOU ALWAYS HAVE A CHOICE TO BEHAVE DIFFERENTY

In setting Strategy, follow the definition from the great business strategist Gary Hamel. You don’t have a real strategy if it doesn’t pass two tests: First, what you’re planning to do really matters to enough customers; and second, it differentiates you from your competition.

Every one of our cells has the same DNA, of course, so what differentiates a nerve cell from a skin cell is the epigenome, the collective term for the control systems and cellular structures that tell the cell which genes should be turned on and which should remain off. And this, far more than our genes, is what actually controls much of our lives.

Ramakrishna Paramhans Ward, PO mangal nagar, Katni, [M.P.] 2nd Floor, Above KBZ Pay Centre, between 65 & 66 street, Manawhari Road Mandalay, Myanmar Phone +95 9972107002 Market research plays a pivotal role in shaping business strategies and facilitating growth in dynamic markets like Myanmar. As businesses navigate through the complexities of the Myanmar market landscape, the expertise and insights provided by market research agencies become invaluable. One such prominent player in the field is AMT Market Research Agency, known for its comprehensive approach and tailored solutions. This article delves into the significance of market research for businesses in Myanmar, explores the services offered by AMT, showcases success stories, analyzes emerging trends in the industry, and presents client testimonials, providing a holistic view of the market research agency in Myanmar # 1. Introduction to Market Research in Myanmar ## Understanding the Market Landscape Market research in Myanmar is like exploring a hidden gem - full of potential but requiring a keen eye to uncover the treasures within. As one of the fastest-growing economies in Southeast Asia, Myanmar presents a unique blend of traditional values and modern aspirations that make it a fascinating market to study. ## Challenges and Opportunities in Myanmar Navigating the market in Myanmar can be akin to a thrilling adventure, with challenges and opportunities around every corner. From infrastructural limitations to cultural nuances, businesses face hurdles that require insightful market research to overcome. However, with the right approach, the untapped potential of Myanmar's market can lead to significant growth and success. # 2. Overview of AMT Market Research Agency ## Background and History of AMT AMT Market Research Agency is not your average player in the market research scene. With a rich history rooted in a passion for uncovering insights and a commitment to excellence, AMT has established itself as a trusted partner for businesses looking to navigate Myanmar's complex market landscape. ## Key Differentiators of AMT What sets AMT apart from the rest of the pack? It's not just their cutting-edge methodologies or their team of expert researchers, but their genuine enthusiasm for understanding the intricacies of the Myanmar market. AMT doesn't just deliver data - they offer valuable insights that drive strategic decision-making. # 3. Importance of Market Research for Businesses in Myanmar ## Driving Informed Decision-Making In a market as dynamic as Myanmar, making informed decisions is crucial for business success. Market research provides the necessary data and insights that empower businesses to make strategic choices with confidence. With AMT by your side, you can trust that your decisions are backed by solid research and analysis. ## Mitigating Risks in a Dynamic Market The only constant in the Myanmar market is change. With shifting consumer behaviors, regulatory landscapes, and competitive pressures, businesses face a myriad of risks. Market research acts as a compass, guiding businesses through the uncertainties and helping them navigate the market with clarity and foresight. # 4. Services Offered by AMT Market Research Agency ## Quantitative Research Solutions Numbers don't lie, and neither does quantitative research. AMT offers a range of quantitative research solutions that provide businesses with statistically sound data to make informed decisions. From surveys to data analysis, AMT ensures that your business is equipped with the numbers it needs to succeed. ## Qualitative Research Approaches Sometimes, it's not just about the numbers - it's about understanding the why behind the what. Qualitative research approaches offered by AMT delve deep into consumer insights, behaviors, and motivations, providing businesses with a rich understanding of the market landscape.

Your Intuition Listening to your sixth sense, that inner voice, can be one of your most important self-defense skills. If you sense that something is wrong, it is. That gut feeling you get when something is not exactly right is an alert, even if you can’t determine exactly what that something is, but you need to learn to listen to that alarm, however vague it may be. Color Code System of Awareness Colonel Jeff Cooper developed the Color Code system that’s used by most military and police organizations to differentiate different levels of awareness: White: unaware, not paying attention. Yellow: attentive, but relaxed. Orange: focus is directed, there is an immediate potential threat. Red: there is a definite threat. Your Environment Know as much as possible ahead of time about the area you’ll be visiting. If you’re forewarned about dangerous areas, you’ll be less likely to traverse them. In areas you frequent (such as where you live and work), think about places where someone could try to hide. Are the areas well lit? When inside a building, know where the exits are located. When outside, know the fastest path toward other people. Recognize changes in your physical environment. Are the lights out? Is there an unusual object in your parking spot that wasn’t there when you parked? (It could be a potential ploy used by an attacker to distract your attention.) It’s also a good idea to change your routine from time to time. Being a creature of habit can give someone the advantage of predicting where you are at specific times. Have you thought about what things in your everyday environment you might be able to use as a weapon or shield? A pen? A chair? Be aware that common objects can be used to strike or protect you from being struck. Peripheral vision is a great tool. It encompasses all that’s visible to the eye outside the central area of focus (i.e., your side vision). With mindful practice of this vision, it can become a natural resource of observation. Here’s an exercise to help develop your awareness skills: Start by sitting in your living room. Look forward and, without turning your head, start naming off what you see to the side of you. This will be relatively simple due to the fact that you’re already familiar with the items in your home. The next time you’re in a restaurant or another less-familiar place, do the same exercise. Look forward and name what the people around you are doing or wearing by using your peripheral vision. Before you know it, you’ll pick up on things you never previously noticed and, more importantly, the more you practice using your peripheral vision, the more automatic it will become. Become more in touch with what you see. We often look to see where we are, but don’t actually see much of what we look at. Let’s go back to the restaurant exercise. Once you sit down, try to recall what you saw from the time you entered until the time you sat down.

Your differentiating factor is your competitive advantage, because not only do you like the work, you’re also good at it. Don’t assume that what comes naturally to you is easy for others.