E Hubbard Quotes

It is a perfectly normal side-effect for someone to have depression because he cannot move or function in his job. That is all that it is: a side-effect. Those with disabilities and debilitating illnesses probably have more to get depressed about than others.

Nuestro patrón de vida pasada no es sostenible. El tiempo planetario nos está moviendo hacia la siguiente fase de evolución, o devolución e incluso extinción.

Usamos demasiado la palabra «imposible»; y en realidad, nadie sabe qué significa. «Imposible» es algo que no se ha hecho hasta que alguien lo hace. Punto. «El mundo se mueve tan rápido que la persona que dice “no se puede hacer”, se ve interrumpida por alguien que lo está haciendo», estoy citando a E. Hubbard. Lo que para ti es imposible lo está haciendo posible alguien ahora mismo.

Seeking a woman who looks like a feminized version of L. Ron Hubbard to help me decode intergalactic messages that I might receive on my Alien Communication Helmet. And after we receive and decode the messages, this female friend could help me make spaghetti with my aforementioned Alien Communication Helmet (it's basically a strainer with antennas). Please don’t send me telepathic thoughts, as it might disrupt transmissions from other galaxies. E-mail only if interested.

Why do we care about measurements at all? There are just three reasons. The first reason—and the focus of this book—is that we should care about a measurement because it informs key decisions. Second, a measurement might also be taken because it has its own market value (e.g., results of a consumer survey) and could be sold to other parties for a profit. Third, perhaps a measurement is simply meant to entertain or satisfy a curiosity (e.g., academic research about the evolution of clay pottery). But the methods we discuss in this decision-focused approach to measurement should be useful on those occasions, too. If a measurement is not informing your decisions, it could still be informing the decisions of others who are willing to pay for the information.

Sometimes in Hubbard’s writings, however, he puts forward what appear to be fantasies of a highly schizophrenic personality. In 1952, for instance, he began talking about “injected entities,” which can paralyze portions of the anatomy or block information from being audited. These entities can be located in the body, always in the same places. For instance, one of the entities, the “crew chief,” is found on the right side of the jaw down to the shoulder. “They are the ‘mysterious voices’ in the heads of some preclears,” Hubbard said. “Paralysis, anxiety stomachs, arthritis and many ills and aberrations have been relieved by auditing them. An E-Meter shows them up and makes them confess their misdeeds. They are probably just compartments of the mind which, cut off, begin to act as though they were persons.

We tend to be most critical of ourselves,” continued Hubbard, “and these criticisms are amplified in the news. This self-hatred can be divisive, but many are driven to it out of laudable motives, even when they’re misguided or misinformed. We seek to better ourselves, and to be accepting of other cultures. But the result is often that we’re hypersensitive to the slightest hint of injustice in our own country, while ignoring appalling abuses in others. Many of us even hold these other countries up as shining examples, when the opposite is true.

The PIs help teams to align themselves with their organization’s strategy. PIs are nonfinancial and complement the KPIs; they are shown with KPIs on the scorecard for each organization, division, department, and team. Performance indicators that lie beneath KRIs could include: Percentage increase in sales with top 10% of customers Number of employees’ suggestions implemented in last 30 days Customer complaints from key customers Sales calls organized for the next week, two weeks Late deliveries to key customers The RIs summarize activity, and all financial performance measures are RIs (e.g., daily or weekly sales analysis is a very useful summary, but it is a result of the efforts of many teams). To fully understand what to increase or

The common characteristic of these measures is that they are the result of many actions. They give a clear picture of whether you are traveling in the right direction. They do not, however, tell you what you need to do to improve these results. Thus, KRIs provide information that is ideal for the board (i.e., those people who are not involved in day-to-day management). KRIs typically cover a longer period of time than KPIs; they are reviewed on monthly/quarterly cycles, not on a daily/ weekly basis as KPIs are. Separating KRIs from other measures has a profound impact

¿Qué se supone que le dices a la gente que apenas conoces? Ese era el tipo de cosas para las que necesitaba lecciones, olviden álgebra e historia.

The books Superforecasting (by Philip E. Tetlock and Dan Gardner) and How to Measure Anything (by Douglas W. Hubbard) have some good advice on how to improve your ability to make accurate predictions. And Decisive (by Chip Heath and Dan Heath) explains four of the biggest judgment errors (like framing your decision too narrowly, or letting temporary emotions cloud your judgment) and gives tips for combating them.