Efficiency Related Quotes

Women writers make for rewarding (and efficient) lovers. They are clever liars to fathers and husbands; yet they never hold their tongues too long, nor keep ardent typing fingers still.

A good vision will not just give your employees much-needed direction but also much-valued inspiration to do their work efficiently.

Your employees shouldn’t be scared of being let go but you should be scared of them leaving you.

Deliberate living: Conscious attention to the basics of life, and a constant attention to your immediate environment and its concerns - A job, a task, a book; anything requiring efficient concentration (Circumstance has no value. It is how one relates to a situation that has value. All true meaning resides in the personal relationship to a phenomenon, what it means to you

In Japan, a number of time-honored everyday activities (such as making tea, arranging flowers, and writing) have traditionally been deeply examined by their proponents. Students study how to make tea, perform martial arts, or write with a brush in the most skillful way possible to express themselves with maximum efficiency and minimum strain. Through this efficient, adroit, and creative performance, they arrive at art. But if they continue to delve even more deeply into their art, they discover principles that are truly universal, principles relating to life itself. Then, the art of brush writing becomes shodo—the “Way of the brush”—while the art of arranging flowers is elevated to the status of kado—the “Way of flowers.” Through these Ways or Do forms, the Japanese have sought to realize the Way of living itself. They have approached the universal through the particular.

Technologies of the soul tend to be simple, bodily, slow and related to the heart as much as the mind. Everything around us tells us we should be mechanically sophisticated, electronic, quick, and informational in our expressiveness - an exact antipode to the virtues of the soul. It is no wonder, then, that in an age of telecommunications - which, by the way, literally means "distant connections" - we suffer symptoms of the loss of soul. We are being urged from every side to become efficient rather than intimate.

The degree of personal freedom that exists in a society is determined more by the economic and technological structure of the society than by its laws or its form of government. Most of the Indian nations of New England were monarchies, and many of the cities of the Italian Renaissance were controlled by dictators. But in reading about these societies one gets the impression that they allowed far more personal freedom than our society does. In part this was because they lacked efficient mechanisms for enforcing the ruler’s will: There were no modern, well-organised police forces, no rapid long-distance communications, no surveillance cameras, no dossiers of information about the lives of average citizens. Hence it was relatively easy to evade control.

Human relations are becoming colder. Communications are becoming more hurried and impersonal. Values such as profit and efficiency are taking on greater importance at the expense of human warmth and genuine presence.

Consider an AI that has hedonism as its final goal, and which would therefore like to tile the universe with “hedonium” (matter organized in a configuration that is optimal for the generation of pleasurable experience). To this end, the AI might produce computronium (matter organized in a configuration that is optimal for computation) and use it to implement digital minds in states of euphoria. In order to maximize efficiency, the AI omits from the implementation any mental faculties that are not essential for the experience of pleasure, and exploits any computational shortcuts that according to its definition of pleasure do not vitiate the generation of pleasure. For instance, the AI might confine its simulation to reward circuitry, eliding faculties such as a memory, sensory perception, executive function, and language; it might simulate minds at a relatively coarse-grained level of functionality, omitting lower-level neuronal processes; it might replace commonly repeated computations with calls to a lookup table; or it might put in place some arrangement whereby multiple minds would share most parts of their underlying computational machinery (their “supervenience bases” in philosophical parlance). Such tricks could greatly increase the quantity of pleasure producible with a given amount of resources.

The key turning point in my investment management career came when I concluded that because the notion of market efficiency has relevance, I should limit my efforts to relatively inefficient markets where hard work and skill would pay off best.

Deliberate living: Conscious attention to the basics of life, and a constant attention to your immediate environment and its concerns - A job, a task, a book; anything requiring efficient concentration (Circumstance has no value. It is how one relates to a situation that has value. All true meaning resides in the personal relationship to a phenomenon, what it means to you)

I think it is cruel to expect the constant presence of any one family member (to tend to the ill). Just as we have to breathe in and breathe out, people have to "recharge their batteries" outside the sickroom at times, live a normal life from time to time; we cannot function efficiently in the constant awareness of illness. I have heard many relatives complain that members of the family went on pleasure trips over weekends or continued to go to the theater or movie. They blamed them for enjoying things while someone at home was terminally ill. I think it is more meaningful for the patient and his family to see that the illness does not totally disrupt a household or completely deprive all members of any pleasurable activities; rather, the illness may allow for a gradual adjustment and change toward the kind of home it is going to be when the patient is no longer around...The family too has a need to deny or avoid the sad realities at times in order to face them better when their presence is really needed.

As the state of mind, as the efficiency. Time is only a relative factor

Everything we think we know about work and efficiency and leisure is relatively recent and very possibly wrong.

We see beauty in simplicity because we can see its underlying efficiency.

Good fortune and efficiency are closely related concepts. They help you get what you want more quickly and easily than you would through effort alone.

Jamie walked passed him into the kitchen with the barest glance. “Would be easier to absorb the principles of efficiency and equity in relation to tradeoffs with the book turned the right way around.

As I see it the world is undoubtedly in need of a new religion, and that religion must be founded on humanist principles. When I say religion, I do not mean merely a theology involving belief in a supernatural god or gods; nor do I mean merely a system of ethics, however exalted; nor only scientific knowledge, however extensive; nor just a practical social morality, however admirable or efficient. I mean an organized system of ideas and emotions which relate man to his destiny, beyond and above the practical affairs of every day, transcending the present and the existing systems of law and social structure. The prerequisite today is that any such religion shall appeal potentially to all mankind; and that its intellectual and rational sides shall not be incompatible with scientific knowledge but on the contrary based on it.

In fact, AI might make centralized systems far more efficient than diffused systems, because machine learning works better the more information it can analyze. If you disregard all privacy concerns and concentrate all the information relating to a billion people in one database, you can train much better algorithms than if you respect individual privacy and have in your database only partial information on a million people.

If we are ever to cope with climate change in any fundamental way, radical solutions on the social side are where we must focus, though. The relative efficiency of the next generation of solar cells is trivial by comparison.

From autunm's profligate seedings to the great spring giveaway, nature teaches a steady lesson: if we want to save our lives, we cannot cling to them but must spend them with abandon. When we are obsessed with bottom lines and productivity, with efficiency of time and motion, with the rational relation of means and ends, with projecting reasonable goals and making a beeline toward them, it seems unlikely that our work will ever bear full fruit, unlikely that we will ever know the fullness of spring in our lives.

What we call “Higher” behavior is elaborated by our abstract mind to ensure survival by an efficient cohesion of our clan. What we call “lower” behavior is to ensure survival at the expense of a rival, or to prevent the survival of a rival to be at our expense. So, Be they our “higher” and “lower” behavior/selves, our humanity and inhumanity, our “Divine” and “diabolic” trends, or any aspect of our Human Nature, All are created by our abstract mind to ensure survival in an environment of scarcity. But of course you can always choose to adopt “revelations” which present human nature as: A messed up image of a messed up supernatural coexistence between two messed up opposite supernatural entities with a messed up relation. Ultimately, we all think we choose by what we think we know.

Environmental influences also affect dopamine. From animal studies, we know that social stimulation is necessary for the growth of the nerve endings that release dopamine and for the growth of receptors that dopamine needs to bind to in order to do its work. In four-month-old monkeys, major alterations of dopamine and other neurotransmitter systems were found after only six days of separation from their mothers. “In these experiments,” writes Steven Dubovsky, Professor of Psychiatry and Medicine at the University of Colorado, “loss of an important attachment appears to lead to less of an important neurotransmitter in the brain. Once these circuits stop functioning normally, it becomes more and more difficult to activate the mind.” A neuroscientific study published in 1998 showed that adult rats whose mothers had given them more licking, grooming and other physical-emotional contact during infancy had more efficient brain circuitry for reducing anxiety, as well as more receptors on nerve cells for the brain’s own natural tranquilizing chemicals. In other words, early interactions with the mother shaped the adult rat’s neurophysiological capacity to respond to stress. In another study, newborn animals reared in isolation had reduced dopamine activity in their prefrontal cortex — but not in other areas of the brain. That is, emotional stress particularly affects the chemistry of the prefrontal cortex, the center for selective attention, motivation and self-regulation. Given the relative complexity of human emotional interactions, the influence of the infant-parent relationship on human neurochemistry is bound to be even stronger. In the human infant, the growth of dopamine-rich nerve terminals and the development of dopamine receptors is stimulated by chemicals released in the brain during the experience of joy, the ecstatic joy that comes from the perfectly attuned mother-child mutual gaze interaction. Happy interactions between mother and infant generate motivation and arousal by activating cells in the midbrain that release endorphins, thereby inducing in the infant a joyful, exhilarated state. They also trigger the release of dopamine. Both endorphins and dopamine promote the development of new connections in the prefrontal cortex. Dopamine released from the midbrain also triggers the growth of nerve cells and blood vessels in the right prefrontal cortex and promotes the growth of dopamine receptors. A relative scarcity of such receptors and blood supply is thought to be one of the major physiological dimensions of ADD. The letters ADD may equally well stand for Attunement Deficit Disorder.

Mankind has uncovered two extremely efficient theories: one that describes our universe's structure (Einstein's gravity: the theory of general relativity), and one that describes everything our universe contains (quantum field theory), and these two theories won't talk to each other.

efficiently means providing slots in our schedules where we can maintain an attentional set for an extended period. This allows us to get more done and finish up with more energy. Related to the manager/worker distinction is that the prefrontal cortex contains circuits responsible for telling us whether we’re controlling something or someone else is. When we set up a system, this part of the brain marks it as self-generated. When we step into someone else’s system, the brain marks it that way. This may help explain why it’s easier to stick with an exercise program or diet that someone else sets up: We typically trust them as “experts” more than we trust ourselves. “My trainer told me to do three sets of ten reps at forty pounds—he’s a trainer, he must know what he’s talking about. I can’t design my own workout—what do I know?” It takes Herculean amounts of discipline to overcome the brain’s bias against self-generated motivational systems. Why? Because as with the fundamental attribution error we saw in Chapter 4, we don’t have access to others’ minds, only our own. We are painfully aware of all the fretting and indecision, all the nuances of our internal decision-making process that led us to reach a particular conclusion. (I really need to get serious about exercise.) We don’t have access to that (largely internal) process in others, so we tend to take their certainty as more compelling, in many cases, than our own. (Here’s your program. Do it every day.)

When I introduce myself as a card-carrying Libertarian, more often than not I get the same old response: 'Oh, you're the people who want to legalize drugs.' Well, not exactly. We're the people who understand that American taxpayers are paying absurd amounts of money to accomplish goals that could be met at a fraction of the cost. We're the people who think it's ridiculous that the majority of the growth in our prison populations in this country is due to slamming people in jail just because they were caught using drugs. We're the ones who understand that so much of the crime on the streets of our country is drug-related--crime that would largely disappear if the massive profits brought on by drug criminalization were eliminated. We're the party that understands that you can reduce drug usage more efficiently, and at a lower cost, through treatment than through law enforcement.

Principles of Liberty 1. The only reliable basis for sound government and just human relations is Natural Law. 2. A free people cannot survive under a republican constitution unless they remain virtuous and morally strong. 3. The most promising method of securing a virtuous and morally strong people is to elect virtuous leaders. 4. Without religion the government of a free people cannot be maintained. 5. All things were created by God, therefore upon him all mankind are equally dependent, and to Him they are equally responsible. 6. All men are created equal. 7. The proper role of government is to protect equal rights, not provide equal things. 8. Men are endowed by their Creator with certain unalienable rights. 9. To protect man's rights, God has revealed certain principles of divine law. 10. The God-given right to govern is vested in the sovereign authority of the whole people. 11. The majority of the people may alter or abolish a government which has become tyrannical. 12. The United States of America shall be a republic. 13. A constitution should be structured to permanently protect the people from the human frailties of their rulers. 14. Life and Liberty are secure only so long as the Igor of property is secure. 15. The highest level of securitiy occurs when there is a free market economy and a minimum of government regulations. 16. The government should be separated into three branches: legislative, executive, and judicial. 17. A system of checks and balances should be adopted to prevent the abuse of power. 18. The unalienable rights of the people are most likely to be preserved if the principles of government are set forth in a written constitution. 19. Only limited and carefully defined powers should be delegated to the government, all others being retained by the people. 20. Efficiency and dispatch require government to operate according to the will of the majority, but constitutional provisions must be made to protect the rights of the minority. 21. Strong human government is the keystone to preserving human freedom. 22. A free people should be governed by law and not by the whims of men. 23. A free society cannot survive a republic without a broad program of general education. 24. A free people will not survive unless they stay strong. 25. "Peace, commerce, and honest friendship with all nations; entangling alliances with none." 26. The core unit which determines the strength of any society is the family; therefore, the government should foster and protect its integrity. 27. The burden of debt is as destructive to freedom as subjugation by conquest. 28. The United States has a manifest destiny to be an example and a blessing to the entire human race.

While making money was good, having meaningful work and meaningful relationships was far better. To me, meaningful work is being on a mission I become engrossed in, and meaningful relationships are those I have with people I care deeply about and who care deeply about me. Think about it: It’s senseless to have making money as your goal as money has no intrinsic value—its value comes from what it can buy, and it can’t buy everything. It’s smarter to start with what you really want, which are your real goals, and then work back to what you need to attain them. Money will be one of the things you need, but it’s not the only one and certainly not the most important one once you get past having the amount you need to get what you really want. When thinking about the things you really want, it pays to think of their relative values so you weigh them properly. In my case, I wanted meaningful work and meaningful relationships equally, and I valued money less—as long as I had enough to take care of my basic needs. In thinking about the relative importance of great relationships and money, it was clear that relationships were more important because there is no amount of money I would take in exchange for a meaningful relationship, because there is nothing I could buy with that money that would be more valuable. So, for me, meaningful work and meaningful relationships were and still are my primary goals and everything I did was for them. Making money was an incidental consequence of that. In the late 1970s, I began sending my observations about the markets to clients via telex. The genesis of these Daily Observations (“ Grains and Oilseeds,” “Livestock and Meats,” “Economy and Financial Markets”) was pretty simple: While our primary business was in managing risk exposures, our clients also called to pick my brain about the markets. Taking those calls became time-consuming, so I decided it would be more efficient to write down my thoughts every day so others could understand my logic and help improve it. It was a good discipline since it forced me to research and reflect every day. It also became a key channel of communication for our business. Today, almost forty years and ten thousand publications later, our Daily Observations are read, reflected on, and argued about by clients and policymakers around the world. I’m still writing them, along with others at Bridgewater, and expect to continue to write them until people don’t care to read them or I die.

You perform at your highest potential only when you are focusing on the most valuable use of your time. This is the key to personal and business success. It is the central issue in personal efficiency and time management. You must always be asking yourself, What is the most valuable use of my time right now? Discipline yourself to work exclusively on the one task that, at any given time, is the answer to this question. Keep yourself on track and focused on your most important responsibilities by asking yourself, over and over, What is the most valuable use of my time right now? How you can apply this law immediately: 1. Remember that you can do only one thing at a time. Stop and think before you begin. Be sure that the task you do is the highest-value use of your time. Remind yourself that anything else you do while your most important task remains undone is a relative waste of time. 2. Be clear about the most valuable work that you do for your organization. Whatever it is, resolve to concentrate on doing that specific task before anything else. Why are you on the payroll? What specific, tangible, measurable results are expected of you? And of all the different results you are capable of achieving, which are the most important to your career at this moment? Whatever the answer, this is where you must focus your energies, and nowhere else.

In 2002, a team of researchers at the University of Washington decided to take the defenses of the drug war seriously, by subjecting the arguments to empirical testing in a major study of drug-law enforcement in a racially mixed city—Seattle.88 The study found that, contrary to the prevailing “common sense,” the high arrest rates of African Americans in drug-law enforcement could not be explained by rates of offending; nor could they be explained by other standard excuses, such as the ease and efficiency of policing open-air drug markets, citizen complaints, crime rates, or drug-related violence. The study also debunked the assumption that white drug dealers deal indoors, making their criminal activity more difficult to detect.

As these contrasts show, capitalism has undergone enormous changes in the last two and a half centuries. While some of Smith’s basic principles remain valid, they do so only at very general levels. For example, competition among profit-seeking firms may still be the key driving force of capitalism, as in Smith’s scheme. But it is not between small, anonymous firms which, accepting consumer tastes, fight it out by increasing the efficiency in the use of given technology. Today, competition is among huge multinational companies, with the ability not only to influence prices but to redefine technologies in a short span of time (think about the battle between Apple and Samsung) and to manipulate consumer tastes through brand-image building and advertising.

Time. So much of our human experience is bound up in time, I muse. It reflects in our everyday colloquialisms, and drives so much of our activities. Yet this obsession with the passing of the hours is a relatively modern phenomenon; an inevitable product of the Industrial Revolution, and its fixation on efficiency. A new master exported by England across the globe, so that in the developed world at least everyone has one wrist on which is clamped the new and unforgiving shackle we call a watch. In less pressurised days, men observed the ageing of the universe through the more sedate changing of the seasons. But no more. Now the hour is king, or the minute and sometimes even the second. We are all people in a rush, where speed is of the essence, and slow is often deployed as a term of abuse.

The whole secret lies in confusing the enemy, so that he cannot fathom our real intent.’” To put it perhaps a little more clearly: any attack or other operation is CHENG, on which the enemy has had his attention fixed; whereas that is CH’I,” which takes him by surprise or comes from an unexpected quarter. If the enemy perceives a movement which is meant to be CH’I,” it immediately becomes CHENG.”] 4.    That the impact of your army may be like a grindstone dashed against an egg— this is effected by the science of weak points and strong. 5.    In all fighting, the direct method may be used for joining battle, but indirect methods will be needed in order to secure victory. [Chang Yu says: “Steadily develop indirect tactics, either by pounding the enemy’s flanks or falling on his rear.” A brilliant example of “indirect tactics” which decided the fortunes of a campaign was Lord Roberts’ night march round the Peiwar Kotal in the second Afghan war.76 6.    Indirect tactics, efficiently applied, are inexhausible as Heaven and Earth, unending as the flow of rivers and streams; like the sun and moon, they end but to begin anew; like the four seasons, they pass away to return once more. [Tu Yu and Chang Yu understand this of the permutations of CH’I and CHENG.” But at present Sun Tzu is not speaking of CHENG at all, unless, indeed, we suppose with Cheng Yu-hsien that a clause relating to it has fallen out of the text. Of course, as has already been pointed out, the two are so inextricably interwoven in all military operations, that they cannot really be considered apart. Here we simply have an expression, in figurative language, of the almost infinite resource of a great leader.] 7.    There are not more than five musical notes, yet the combinations of these five give rise to more melodies than can ever be heard. 8.    There are not more than five primary colors (blue, yellow, red, white, and black), yet in combination they produce more hues than can ever been seen. 9.    There are

The stupid always think I am arrogant and lucky. That is the exact mindset that keeps them in the darkness. They can't see that consistent and continuous success in life is composed of an intimate relation between values and paradigms. And they have no clue in what regards noble values and efficient paradigms. They can't identify good and efficient. Their evaluations are poor. And their poor mindset keeps them stupid.

when we spend time with toxic people, difficult people, narcissists, psychopaths, sociopaths, and/or assholes. it is not good for us. It erodes our self-esteem, infects us with self-doubt, increases the likelihood of stress-related illnesses, and makes us less efficient, because we spend our time walking on eggshells and trying to protect ourselves against their careless, mindless, and sometimes downright cruel words, actions, and manipulations.

The increases in speed and accuracy, underpinned by efficient automaticity, were directly related to the amount of stage 2 NREM, especially in the last two hours of an eight-hour night of sleep (e.g., from five to seven a.m., should you have fallen asleep at eleven p.m.). Indeed, it was the number of those wonderful sleep spindles in the last two hours of the late morning—the time of night with the richest spindle bursts of brainwave activity—that were linked with the offline memory boost.

Of all the war crimes which he claimed he had to commit on the orders of Hitler “the worst of all,” General Keitel said on the stand at Nuremberg, stemmed from the Nacht und Nebel Erlass—“Night and Fog Decree.” This grotesque order, reserved for the unfortunate inhabitants of the conquered territories in the West, was issued by Hitler himself on December 7, 1941. Its purpose, as the weird title indicates, was to seize persons “endangering German security” who were not to be immediately executed and make them vanish without a trace into the night and fog of the unknown in Germany. No information was to be given their families as to their fate even when, as invariably occurred, it was merely a question of the place of burial in the Reich. On December 12, 1941, Keitel issued a directive explaining the Fuehrer’s orders. “In principle,” he said, “the punishment for offenses committed against the German state is the death penalty.” But if these offenses are punished with imprisonment, even with hard labor for life, this will be looked upon as a sign of weakness. Efficient intimidation can only be achieved either by capital punishment or by measures by which the relatives of the criminal and the population do not know his fate.42 The following February Keitel enlarged on the Night and Fog Decree. In cases where the death penalty was not meted out within eight days of a person’s arrest, the prisoners are to be transported to Germany secretly… these measures will have a deterrent effect because (a) the prisoners will vanish without leaving a trace, (b) no information may be given as to their whereabouts or their fate.

Anarchism recognizes only the relative significance of ideas, institutions, and social forms. It is, therefore, not a fixed, self-enclosed social system, but rather a definite trend in the historic development of mankind, which, in contrast with the intellectual guardianship of all clerical and governmental institutions, strives for the free unhindered unfolding of all the individual and social forces in life. Even freedom is only a relative, not an absolute concept, since it tends constantly to become broader and to affect wider circles in more manifold ways. For the Anarchist, freedom is not an abstract philosophical concept, but the vital concrete possibility for every human being to bring to full development all the powers, capacities, and talents with which nature has endowed him, and tum them to social account. The less this natural development of man is influenced by ecclesiastical or political guardianship, the more efficient and harmonious will human personality become, the more will it become the measure of the intellectual culture of the society in which it has grown.

Let A be the Church, B the Empire, and C the power or authority of the Empire. If, A being non-existent, C is in B, the cause of C’s relation to B cannot be A, since it is impossible that an effect should exist prior to its cause. Moreover, if, A being inoperative, C is in B, the cause of C’s relation to B cannot be A, since it is indispensable for the production of effect that the cause should be in operation previously, especially the efficient cause which we are considering here. CHAPTER XIII The Authority Of The Church Is Not The Source Of Imperial Authority.

There is a change underway, however. Our society used to be a ladder on which people generally climbed upward. More and more now we are going to a planetary structure, in which the great dominant lower middle class, the class that determines our prevailing values and organizational structures in education, government, and most of society, are providing recruits for the other groups — sideways, up, and even down, although the movement downward is relatively small. As the workers become increasingly petty bourgeois and as middle-class bureaucratic and organizational structures increasingly govern all aspects of our society, our society is increasingly taking on the characteristics of the lower middle class, although the poverty culture is also growing. The working class is not growing. Increasingly we are doing things with engineers sitting at consoles, rather than with workers screwing nuts on wheels. The workers are a diminishing, segment of society, contrary to Marx’s prediction that the proletariat would grow and grow. I have argued elsewhere that many people today are frustrated because we are surrounded by organizational structures and artifacts. Only the petty bourgeoisie can find security and emotional satisfaction in an organizational structure, and only a middle-class person can find them in artifacts, things that men have made, such as houses, yachts, and swimming pools. But human beings who are growing up crave sensation and experience. They want contact with other people, moment-to-moment, intimate contact. I’ve discovered, however, that the intimacy really isn’t there. Young people touch each other, often in an almost ritual way; they sleep together, eat together, have sex together. But I don’t see the intimacy. There is a lot of action, of course, but not so much more than in the old days, I believe, because now there is a great deal more talk than action. This group, the lower middle class, it seems to me, holds the key to the future. I think probably they will win out. If they do, they will resolutely defend our organizational structures and artifacts. They will cling to the automobile, for instance; they will not permit us to adopt more efficient methods of moving people around. They will defend the system very much as it is and, if necessary, they will use all the force they can command. Eventually they will stop dissent altogether, whether from the intellectuals, the religious, the poor, the people who run the foundations, the Ivy League colleges, all the rest. The colleges are already becoming bureaucratized, anyway. I can’t see the big universities or the foundations as a strong progressive force. The people who run Harvard and the Ford Foundation look more and more like lower-middle-class bureaucrats who pose no threat to the established order because they are prepared to do anything to defend the system.

Light-touch government works more efficiently in the presence of social capital. Police close more cases when citizens monitor neighborhood comings and goings. Child welfare departments do a better job of “family preservation” when neighbors and relatives provide social support to troubled parents. Public schools teach better when parents volunteer in classrooms and ensure that kids do their homework. When community involvement is lacking, the burdens on government employees—bureaucrats, social workers, teachers, and so forth—are that much greater and success that much more elusive.

The people who have been known as PR experts—and still go by that title—have now turned into a combina- tion of publishers, reporters, and editors. We are publishers because we own media. We control the social media profiles and pages of our clients. We have their blogs and their websites. We are reporters because we have to fill up all those media chan- nels with relevant content. We are editors because that content has got to be created, designed, arranged, structured, and presented in the best way pos- sible so that it can be convincing, attention-grabbing, and—most important—efficient.

Hey kitten. We talked about meeting up more than once during your fertile window—would tonight work? There. Businesslike, friendly, all about the baby. But I can’t help but add, I still haven’t forgotten that you owe me ;) and I press send before I can think too much about whether it’s a dick thing to say or not. But hey, she seemed into it last night, and I am still very into the idea of sliding into her sweet, wet mouth. My phone buzzes a second later. Yes. We should meet again tonight...and maybe it will be more efficient if we meet at my place? I’ve decided you probably aren’t a serial killer. I smile to myself as I walk out of the station, typing to her as I walk. Maybe we can move past the wall she threw up between us last night after all. Definitely not a serial killer. Promise. Sounds like something a serial killer would say. How can I convince you? Other than being a police officer, related to one of your closest friends, and the potential father to your child, I mean. Bring delivery food with you. I’ll be just getting off work, and the food you choose will tell me whether you’re a killer or not. 10-4, kitten. I’m full-on grinning as I walk out to my car now. 

The efficiency of the hospital was a perfect illustration of Dunbar’s number – that magic number of 150. The size of our brain, Robin Dunbar, an eminent evolutionary anthropologist at Oxford University, has argued (and the brain size of other primates), is determined by the size of our ‘natural’ social group, when humans and their brains evolved in small hunting and gathering groups. We have the largest brains among primates, and the largest social group. We can relate to about 150 people on an informal, personal basis, but beyond that leadership, impersonal rules and job descriptions become necessary. So

One may suggest that nations, in assessing their relative strength, were influenced by seven main factors: military strength and the ability to apply that strength efficiently in the chosen zone of war; predictions on how outside nations would behave in the event of war; perceptions of internal unity and the unity or discord of the enemy; memory or forgetfulness of the realities and sufferings of war; perceptions of prosperity and of ability to sustain, economically, the kind of war envisaged; nationalism and ideology: and the personality and mental qualities of the leaders who weighted the evidence and decided for peace or war.

Personal ignorance and shallow thoughts led me to misconstrue reality. Instead of taking an occasional respite from meeting work related deadlines and reflecting upon the growth of the inner self, all my personal energy was devoted to efficiently performing daily tasks, responding to the never-ending heave of the external world of busyness. Busy people tabulate the value of their life of work by what they achieved, which can prove meritorious. We can also hide from ourselves by never devoting select intervals of quietness for self-reflection. We need periods of silence and contemplation in order to nurture our spiritual development.

Although it would be difficult to prove, the pervading view of wealth—that it should be forcibly taken from those who have it—probably has an effect on crime. If, as they are told over and over, the poor are entitled to money earned by others, why should they not simply take it themselves and cut out the middleman? Crime is, in fact, a much more efficient way to spread wealth. Of every dollar spent by Congress for welfare, only thirty cents actually reach recipients. Administration and bureaucrat salaries eat up the rest.1318 New York City spends an incredible $18,000 a year per person to accommodate drifters on cots laid out by the hundreds on the floors of armories.

This was a war of attrition...A mug's game! A mug's game as far as killing men was concerned, but not an uninteresting occupation if you considered it as a struggle of various minds spread all over the broad landscape in the sunlight. They did not kill many men and they expended an infinite number of missiles and a vast amount of thought. If you took six million men armed with loaded canes and stockings containing bricks or knives and set them against another six million men similarly armed, at the end of three hours four million on the one side and the entire six million on the other would be dead. So, as far as killing went, it really was a mug's game. That was what happened if you let yourself get into the hands of the applied scientist. For all these things were the products not of the soldier but of hirsute bespectacled creatures who peer through magnifying glasses. Or of course, on our side, they would be shaven-cheeked and less abstracted. They were efficient as slaughterers in that they enabled the millions of men to be moved. When you had only knives you could not move very fast. On the other hand, your knife killed at every stroke: you would set a million men firing at each other with rifles from eighteen hundred yards. But few rifles ever registered a hit. So the invention was relatively inefficient. And it dragged things out! And suddenly it had become boring.

One lesson to be derived from the study of institutional facts is this: everything we value in civilization requires the creation and maintenance of institutional power relations through collectively imposed status-functions. These require constant monitoring and adjusting to create and preserve fairness, efficiency, flexibility, and creativity, not to mention such traditional values as justice, liberty, and dignity. But institutional power relations are ubiquitous and essential. Institutional power—massive, pervasive, and typically invisible—permeates every nook and cranny of our social lives, and as such it is not a threat to liberal values but rather the precondition of their existence.

With the dominance of arithmetic and the decimal system, dependent apparently on the number of fingers or toes, modern students have accepted the linear measure of time. The dangers of applying this procrustean device in the appraisal of civilizations in which it did not exist illustrate one of numerous problems. The difficulties will be illustrated in part in these six lectures in which time becomes a crucial factor in the organization of material and in which a lecture is a standardized and relatively inefficient method of communication with an emphasis on dogmatic answers rather than eternal questions. I have attempted to meet these problems by using the concept of empire as an indication of the efficiency of communication.

Would the fate of China have been different if Stilwell had been allowed to reform the army and create an effective combat force of 90 divisions? ... This assumption might have been true if Asia were clay in the hands of the West. But the"regenerative idea," stilwell's or another's, could not be imposed from the outside. The Kuomintang military structure could not be reformed without reform of the system from which it sprang and, as Stillwell himself recognized, to reform such a system "it must be torn to pieces." In great things, wrote Erasmus, it is enough to have tried. Stilwell's mission was America's supreme try in China. He made the maximum effort because his temperament permitted no less: he never slackened and he never gave up. Yet the mission failed in its ultimate purpose because the goal was unachievable. The impulse was not Chinese. Combat efficiency and the offensive spirit, like the Christianity and democracy offered by missionaries and foreign advisers, were not indigenous demands of the society and culture to which they were brought. Even the Yellow River Road that Stilwell built in 1921 had disappeared twelve years later. China was a problem for which there was no American solution. The American effort to sustain the status quo could not supply an outworn government with strength and stability or popular support. It could not hold up a husk nor long delay the cyclical passing of the mandate of heaven. In the end, China went her own way as if the Americans had never come.

In fact, as these companies offered more and more (simply because they could), they found that demand actually followed supply. The act of vastly increasing choice seemed to unlock demand for that choice. Whether it was latent demand for niche goods that was already there or a creation of new demand, we don't yet know. But what we do know is that the companies for which we have the most complete data - netflix, Amazon, Rhapsody - sales of products not offered by their bricks-and-mortar competitors amounted to between a quarter and nearly half of total revenues - and that percentage is rising each year. in other words, the fastest-growing part of their businesses is sales of products that aren't available in traditional, physical retail stores at all. These infinite-shelf-space businesses have effectively learned a lesson in new math: A very, very big number (the products in the Tail) multiplied by a relatives small number (the sales of each) is still equal to a very, very big number. And, again, that very, very big number is only getting bigger. What's more, these millions of fringe sales are an efficient, cost-effective business. With no shelf space to pay for - and in the case of purely digital services like iTunes, no manufacturing costs and hardly any distribution fees - a niche product sold is just another sale, with the same (or better) margins as a hit. For the first time in history, hits and niches are on equal economic footing, both just entries in a database called up on demand, both equally worthy of being carried. Suddenly, popularity no longer has a monopoly on profitability.

A minute of hard exercise. You sprint as hard as you can, for twenty seconds, and then repeat that twice more for a total of three sprints? Congratulations. You’ve just done the most potent workout available. I feel confident saying a minute because we just published a study that showed people who did a minute of all-out exercise three times a week, within a total time commitment of 30 minutes a week, had the same improvement over three months as the people who did all the exercise specified by the public health guidelines. That is, 150 minutes a week of continuous, moderate exercise. Here’s why: Intensity is more important than duration. Relative to all sorts of health benefits, it is more time-efficient to exercise hard for a short amount of time than it is to exercise easy for a long amount of time.

It must be understood that a society’s dominant mode of material production, i.e., the “hegemonic” method of organizing the relations of material production (such as manufacturing and food production), conditions the overall character of the society more than any other of its features does. This is because the society is erected on the basis of material production; the first task for a society is to reproduce itself in its specific form, which presupposes the reproduction of a set of production relations. Social relations will tend to evolve that make possible the reproducing of the relations of production. In the spheres of economic distribution, of politics, of sexual relations, of intellectual production, and so on, social structures and ideologies will tend to predominate that are beneficial, “functionally selected” with respect to the dominant mode of production.5 Therefore, a movement that aims for fundamental transformations in society should not limit itself to the sphere of distribution, as do consumer co-ops, credit unions, and housing co-ops, nor the sphere of gender relations, as does the feminist movement, but should concentrate on changing the mode of production (with its correlative property relations), as does worker cooperativism. Such cooperativism on a societal scale, involving “a federation of free communities which shall be bound to one another by their common economic and social interests and shall arrange their affairs by mutual agreement and free contract,”6 is not only a more socially rational way of organizing production than capitalism but also a more intrinsically ethical way (even apart from its potential allocative efficiencies).

Chapter I. Ignorance is Strength.   Throughout recorded time, and probably since the end of the Neolithic Age, there have been three kinds of people in the world, the High, the Middle and the Low. They have been subdivided in many ways, they have borne countless different names, and their relative numbers, as well as their attitude towards one another, have varied from age to age: but the essential structure of society has never altered. Even after enormous upheavals and seemingly irrevocable changes, the same pattern has always reasserted itself, just as a gyroscope will always return to equilibrium, however far it is pushed one way or the other.   ‘Julia, are you awake?’ said Winston. ‘Yes, my love, I’m listening. Go on. It’s marvellous.’ He continued reading:   The aims of these three groups are entirely irreconcilable. The aim of the High is to remain where they are. The aim of the Middle is to change places with the High. The aim of the Low, when they have an aim—for it is an abiding characteristic of the Low that they are too much crushed by drudgery to be more than intermittently conscious of anything outside their daily lives—is to abolish all distinctions and create a society in which all men shall be equal. Thus throughout history a struggle which is the same in its main outlines recurs over and over again. For long periods the High seem to be securely in power, but sooner or later there always comes a moment when they lose either their belief in themselves or their capacity to govern efficiently, or both. They are then overthrown by the Middle, who enlist the Low on their side by pretending to them that they are fighting for liberty and justice. As soon as they have reached their objective, the Middle thrust the Low back into their old position of servitude, and themselves become the High. Presently a new Middle group splits off from one of the other groups, or from both of them, and the struggle begins over again. Of the three groups, only the Low are never even temporarily successful in achieving their aims. It would be an exaggeration to say that throughout history there has been no progress of a material kind. Even today, in a period of decline, the average human being is physically better off than he was a few centuries ago. But no advance in wealth, no softening of manners, no reform or revolution has ever brought human equality a millimetre nearer. From the point of view of the Low, no historic change has ever meant much more than a change in the name of their masters.

A minute of hard exercise. You sprint as hard as you can, for twenty seconds, and then repeat that twice more for a total of three sprints? Congratulations. You’ve just done the most potent workout available. I feel confident saying a minute because we just published a study that showed people who did a minute of all-out exercise three times a week, within a total time commitment of 30 minutes a week, had the same improvement over three months as the people who did all the exercise specified by the public health guidelines. That is, 150 minutes a week of continuous, moderate exercise. Here’s why: Intensity is more important than duration. Relative to all sorts of health benefits, it is more time-efficient to exercise hard for a short amount of time than it is to exercise easy for a long amount of time. The reason comes down to the metaphoric

In the late twentieth century democracies usually outperformed dictatorships because democracies were better at data-processing. Democracy diffuses the power to process information and make decisions among many people and institutions, whereas dictatorship concentrates information and power in one place. Given twentieth-century technology, it was inefficient to concentrate too much information and power in one place. Nobody had the ability to process all the information fast enough and make the right decisions. This is part of the reason why the Soviet Union made far worse decisions than the United States, and why the Soviet economy lagged far behind the American economy. However, soon AI might swing the pendulum in the opposite direction. AI makes it possible to process enormous amounts of information centrally. Indeed, AI might make centralised systems far more efficient than diffused systems, because machine learning works better the more information it can analyse. If you concentrate all the information relating to a billion people in one database, disregarding all privacy concerns, you can train much better algorithms than if you respect individual privacy and have in your database only partial information on a million people. For example, if an authoritarian government orders all its citizens to have their DNA scanned and to share all their medical data with some central authority, it would gain an immense advantage in genetics and medical research over societies in which medical data is strictly private. The main handicap of authoritarian regimes in the twentieth century – the attempt to concentrate all information in one place – might become their decisive advantage in the twenty-first century.

In the late twentieth century democracies usually outperformed dictatorships because democracies were better at data-processing. Democracy diffuses the power to process information and make decisions among many people and institutions, whereas dictatorship concentrates information and power in one place. Given twentieth-century technology, it was inefficient to concentrate too much information and power in one place. Nobody had the ability to process all the information fast enough and make the right decisions. This is part of the reason why the Soviet Union made far worse decisions than the United States, and why the Soviet economy lagged far behind the American economy. “However, soon AI might swing the pendulum in the opposite direction. AI makes it possible to process enormous amounts of information centrally. Indeed, AI might make centralised systems far more efficient than diffused systems, because machine learning works better the more information it can analyse. If you concentrate all the information relating to a billion people in one database, disregarding all privacy concerns, you can train much better algorithms than if you respect individual privacy and have in your database only partial information on a million people. For example, if an authoritarian government orders all its citizens to have their DNA scanned and to share all their medical data with some central authority, it would gain an immense advantage in genetics and medical research over societies in which medical data is strictly private. The main handicap of authoritarian regimes in the twentieth century – the attempt to concentrate all information in one place – might become their decisive advantage in the twenty-first century.

Sexual conflict occurs when one mating partner has an opportunity to increase its fitness at a cost to the other partner. On a genetic level, most sexual conflicts are interlocus conflicts that mainly concern the outcome of male-female interactions about the mating rate, fertility efficiency, relative parental effort, remating behavior, and female reproductive rate. In sexually antagonistic evolution, a trait that affords advantage to one sex is disadvantageous to the other. An example is the sexual arms race that evolves when resistance in one sex drives the evolution of coercive traits in the other sex. Without the restrictions of natural selection, this process may lead to a runaway amplification of male and female traits. The coevolutionary arms races between adaptations in one sex and counteradaptations in the other sex can be made visible by experimentally arresting evolution in one sex.

In other words, money isn’t a material reality – it is a psychological construct. It works by converting matter into mind. But why does it succeed? Why should anyone be willing to exchange a fertile rice paddy for a handful of useless cowry shells? Why are you willing to flip hamburgers, sell health insurance or babysit three obnoxious brats when all you get for your exertions is a few pieces of coloured paper? People are willing to do such things when they trust the figments of their collective imagination. Trust is the raw material from which all types of money are minted. When a wealthy farmer sold his possessions for a sack of cowry shells and travelled with them to another province, he trusted that upon reaching his destination other people would be willing to sell him rice, houses and fields in exchange for the shells. Money is accordingly a system of mutual trust, and not just any system of mutual trust: money is the most universal and most efficient system of mutual trust ever devised. What created this trust was a very complex and long-term network of political, social and economic relations. Why do I believe in the cowry shell or gold coin or dollar bill? Because my neighbours believe in them. And my neighbours believe in them because I believe in them. And we all believe in them because our king believes in them and demands them in taxes, and because our priest believes in them and demands them in tithes. Take a dollar bill and look at it carefully. You will see that it is simply a colourful piece of paper with the signature of the US secretary of the treasury on one side, and the slogan ‘In God We Trust’ on the other. We accept the dollar in payment, because we trust in God and the US secretary of the treasury. The crucial role of trust explains why our financial systems are so tightly bound up with our political, social and ideological systems, why financial crises are often triggered by political developments, and why the stock market can rise or fall depending on the way traders feel on a particular morning.

As we have described, Dennett (1987) theorized that humans have evolved a mentalistic interpretational system that he calls the “intentional stance,” whose function is efficiently to predict and explain other people’s actions by inferring and attributing causal intentional mind states (such as beliefs, intentions, and desires) to them. This system implies an understanding that behavior can be caused by representational mental states that can be either true or false in relation to actual reality. Since intentional mind states (such as beliefs) are not directly visible, they need to be inferred from a variety of behavioral and situational cues that the interpreter needs to monitor constantly. The ability to mentalize, which can be seen as the central mechanism of “social (or mental) reality testing,” is therefore a developmental achievement that unfolds through the gradual sensitization to and learning about the mental significance of relevant expressive, behavioral, verbal, and situational cues that indicate the presence of mind states in persons.

In any community, there is a tension between a task-oriented culture and a relational (or covenantal) culture. Both are integral to a healthy community. Tasks need the organizational structures of committees, agendas, and regulated, efficient actions. And actions, committees, and structures need to be grounded in, and responsive to, dynamic covenant relationships that are always in process. Most communities, however, have an overwhelming tendency to focus on tasks and structures, and the churches I have served are no exception to this rule. The New York Avenue Presbyterian Church, for example, is awash in tasks, such as serving the homeless and the mentally ill, tutoring inner-city teenagers, and tending to our members. We expend an enormous amount of energy engaging these tasks. In fact, tasks consume most of our time and energy. Thus, relationship building is not easy because it is most often done in and around our activities (our tasks). All of this is to say that relation building, if it is to be foundational to communal life, must be intentional and focused, for tasks can be all-consuming.

Obsessive-compulsive personality disorder (OCPD) is unhelpfully named, since it is not particularly closely related to the better known obsessive-compulsive disorder (OCD). It does not tend to co-occur with obsessive-compulsive disorder, or even run in the same families. Obsessive-compulsive disorder is an anxiety disorder, in which the sufferer feels compelled to repeat particular thoughts or actions, such as checking or hand-washing. As an anxious condition, it belongs to the same family as depression and generalized anxiety disorder, and thus is related to high Neuroticism and responds to some extent to serotonergic antidepressant medications. Some people have even seen obsessive-compulsive disorder as a low Conscientiousness problem, since the affected individual cannot inhibit the checking or washing response in rather the same manner as the alcoholic cannot inhibit his desire to drink. Whether this is the right characterization or not, it is clear that OCPD is a very different type of problem.16 What, then, does OCPD entail? Psychiatrists define it as ‘a pervasive pattern of preoccupation with orderliness, perfectionism, and mental and interpersonal control, at the expense of flexibility, openness and efficiency, beginning by early adulthood and present in a variety of contexts’.

Daily work in the field of online advertising, as Jack Goldenberg sees it, is still significantly different from what the trends are propagated by online promotions. Defining online budget According to Jack Goldenberg a vast majority of the budget for online advertising does not exceed $2,000 on a monthly basis, depending on the perception of the company as they can bring effects "online adventure", established budgets for online advertising move in value from $200 to $2,000 per month (with highest proportion of $200-$500). This does not mean that a number of companies gives less advertising - but even then it can not be called "creating the campaign." Goldenberg believes that in order to create an online advertising campaign there should be a budget of at least $500 for the use of different types of online advertising. Goldenberg explains this as: In an environment of such budget is not simply distribute the money "wisely" and that since it has obvious benefits through a variety of online advertising systems. Jack Goldenberg found out how most companies in the world and USA are oriented towards effects in relation to the funds that are made for advertising. In this type of company, regardless of what everyone knows to be used types of brand advertising (advertising through banners - display advertising) to create recognizable firms in certain target groups, the effects of such advertising are not directly comparable with respect to the effects of (price per click - CPC - Cost per click) with contextual advertising, which for years has given much more efficient (measurable) results in relation to advertising banners, concludes Mr. Goldenberg. According to Yoel Goldenberg it is good when there is an understanding in companies that brand advertising has a different type of effects in relation to the PPC (contextual) advertising, and that would be it "documented" in a certain way, it is necessary to constantly explore and find those web sites that deliver the best effects for optimum need of assets. The process of creating an online advertising campaigns, explained by Goldenberg, usually starts (or should start) finding individual Web sites on which to advertise a company could, possibly longer term. Unfortunately, says Goldenberg, in our country is not in all sectors (industries) simply find diverse Web sites from which to choose "pretenders" for online advertising. An even greater problem is the fact that long-term advertising on a Web site does not bring the desired effect, unless it is constantly not working to the content of advertising often changes with an emphasis on meeting the needs of potential clients.

To observe the kingdom of Scotland in 1513 in terms of the strength of the Crown, its relations with its magnates, the quality and administration of its justice, its economy, foreign relations, culture and religious life, is to see a community at some remove from the leaderless country inherited by James I in 1424; yet it is also to see a country still strongly tied to its ancient traditions, customs and ethnic divisions which it either could not, or would not, abandon. By 1513 the Crown was strong, popular, its position in society unassailable. It had both sought and obtained the co-operation of its nobility who were themselves closely bound together by bonds of alliance, and whose status in society was recognised by the strength and closeness its kin groups. It had introduced some useful, constructive statutes and had strengthened its legal procedures. It had sought to inform its legal officers of the body of the law. New and more efficient methods of land registration and of royal revenue collection had been the direct result of the reorganisation of the Chancery, the Exchequer, and of the Secretariat of the Privy Seal. Its economy was buoyant enough to enable a protected merchant class to trade modestly with the Baltic states through Denmark, with Southern Europe through its Staple in Flanders, with England and France. Through its many embassies abroad it pursued, as far as possible, constructive peace treaties with the major European powers.

A region of the brain becomes mature when it settles down into a lean, functionally well-organized system. A good proxy for neural pruning in the brain is the relative density of gray versus white matter in a given region. Gray matter, the neuron-rich part of the brain that does the bulk of the computational work, decreases in density as a region matures. As gray matter density decreases, the density of white matter—the myelinated axons that transmit information, the outputs of the computational work done by gray matter—increases, resulting in greater efficiency and speed but less flexibility. One way to envision this is to see an immature, gray-matter-rich region as an undeveloped, open field, where one can wander in many directions unconstrained, but not very efficiently. In order to get to that wonderful blackberry bush to harvest some fruit, I have to bushwhack my way through vegetation and ford streams. The gradual replacement of gray matter by white matter reflects the development of this field: As roads are laid and bridges are built, I can move around more easily and quickly, but now I’m going to tend to move only along these established pathways. The new paved road to the blackberry bush makes gathering blackberries much more convenient, but rushing along on the new road I will miss the delicious wild strawberries I would have otherwise stumbled upon in the brush. There is a trade-off between flexibility and efficiency, between discovery and goal achievement.

We also find *physics*, in the widest sense of the word, concerned with the explanation of phenomena in the world; but it lies already in the nature of the explanations themselves that they cannot be sufficient. *Physics* is unable to stand on its own feet, but needs a *metaphysics* on which to support itself, whatever fine airs it may assume towards the latter. For it explains phenomena by something still more unknown than are they, namely by laws of nature resting on forces of nature, one of which is also the vital force. Certainly the whole present condition of all things in the world or in nature must necessarily be capable of explanation from purely physical causes. But such an explanation―supposing one actually succeeded so far as to be able to give it―must always just as necessarily be burdened with two essential imperfections (as it were with two sore points, or like Achilles with the vulnerable heel, or the devil with the cloven foot). On account of these imperfections, everything so explained would still really remain unexplained. The first imperfection is that the *beginning* of the chain of causes and effects that explains everything, in other words, of the connected and continuous changes, can positively *never* be reached, but, just like the limits of the world in space and time, recedes incessantly and *in infinitum*. The second imperfection is that all the efficient causes from which everything is explained always rest on something wholly inexplicable, that is, on the original *qualities* of things and the *natural forces* that make their appearance in them. By virtue of such forces they produce a definite effect, e.g., weight, hardness, impact, elasticity, heat, electricity, chemical forces, and so on, and such forces remain in every given explanation like an unknown quantity, not to be eliminated at all, in an otherwise perfectly solved algebraical equation. Accordingly there is not a fragment of clay, however little its value, that is not entirely composed of inexplicable qualities. Therefore these two inevitable defects in every purely physical, i.e., causal, explanation indicate that such an explanation can be only *relatively* true, and that its whole method and nature cannot be the only, the ultimate and hence sufficient one, in other words, cannot be the method that will ever be able to lead to the satisfactory solution of the difficult riddles of things, and to the true understanding of the world and of existence; but that the *physical* explanation, in general and as such, still requires one that is *metaphysical*, which would furnish the key to all its assumptions, but for that very reason would have to follow quite a different path. The first step to this is that we should bring to distinct consciousness and firmly retain the distinction between the two, that is, the difference between *physics* and *metaphysics*. In general this difference rests on the Kantian distinction between *phenomenon* and *thing-in-itself*. Just because Kant declared the thing-in-itself to be absolutely unknowable, there was, according to him, no *metaphysics* at all, but merely immanent knowledge, in other words mere *physics*, which can always speak only of phenomena, and together with this a critique of reason which aspires to metaphysics." ―from_The World as Will and Representation_. Translated from the German by E. F. J. Payne. In Two Volumes, Volume II, pp. 172-173

She could envision Shakespeare's sister. But she imagined a violent, an apocalyptic end for Shakespeare's sister, whereas I know that isn't what happened. You see, it isn't necessary. I know that lots of Chinese women, given in marriage to men they abhorred and lives they despised, killed themselves by throwing themselves down the family well. I'm not saying it doesn't happen. I'm only saying that isn't what usually happens. It it were, we wouldn't be having a population problem. And there are so much easier ways to destroy a woman. You don't have to rape or kill her; you don't even have to beat her. You can just marry her. You don't even have to do that. You can just let her work in your office for thirty-five dollars a week. Shakespeare's sister did...follow her brother to London, but she never got there. She was raped the first night out, and bleeding and inwardly wounded, she stumbled for shelter into the next village she found. Realizing before too long that she was pregnant, she sought a way to keep herself and her child safe. She found some guy with the hots for her, realized he was credulous, and screwed him. When she announced her pregnancy to him, a couple months later, he dutifully married her. The child, born a bit early, makes him suspicious: they fight, he beats her, but in the end he submits. Because there is something in the situation that pleases him: he has all the comforts of home including something Mother didn't provide, and if he has to put up with a screaming kid he isn't sure is his, he feels now like one of the boys down at the village pub, none of whom is sure they are the children of the fathers or the fathers of their children. But Shakespeare's sister has learned the lesson all women learn: men are the ultimate enemy. At the same time she knows she cannot get along in the world without one. So she uses her genius, the genius she might have used to make plays and poems with, in speaking, not writing. She handles the man with language: she carps, cajoles, teases, seduces, calculates, and controls this creature to whom God saw fit to give power over her, this hulking idiot whom she despises because he is dense and fears because he can do her harm. So much for the natural relation between the sexes. But you see, he doesn't have to beat her much, he surely doesn't have to kill her: if he did, he'd lose his maidservant. The pounds and pence by themselves are a great weapon. They matter to men, of course, but they matter more to women, although their labor is generally unpaid. Because women, even unmarried ones, are required to do the same kind of labor regardless of their training or inclinations, and they can't get away from it without those glittering pounds and pence. Years spent scraping shit out of diapers with a kitchen knife, finding places where string beans are two cents less a pound, intelligence in figuring the most efficient, least time-consuming way to iron men's white shirts or to wash and wax the kitchen floor or take care of the house and kids and work at the same time and save money, hiding it from the boozer so the kid can go to college -- these not only take energy and courage and mind, but they may constitute the very essence of a life. They may, you say wearily, but who's interested?...Truthfully, I hate these grimy details as much as you do....They are always there in the back ground, like Time's winged chariot. But grimy details are not in the background of the lives of most women; they are the entire surface.

Let me put the contrast in a single concrete example. The physician who finds time to give personal attention to his patients and listens to them. carefully probing inner conditions that may be more significant than any laboratory reports, has become a rarity. Where the power complex is dominant, a visit to a physician is paced, not to fit the patient's needs, but mainly to perform the succession of physical tests upon which the diagnosis will be based. Yet if there were a sufficient number of competent physicians on hand whose inner resources were as available as their laboratory aids, a more subtle diagnosis might be possible, and the patient's subjective response might in many cases effectively supplement the treatment. Thoreau expressed this to perfection when he observed in his 'Journal' that "the really efficient laborer will be found not to crowd his day with work, but will saunter to his task surrounded by a wide halo of ease and leisure." Without this slowing of the tempo of all activities the positive advantages of plenitude could not be sufficiently enjoyed; for the congestion of time is as threatening to the good life as the congestion of space or people, and produces stresses and tensions that equally undermine human relations. The inner stability that such a slowdown brings about is essential to the highest uses of the mind, through opening up that second life which one lives in reflection and contemplation and self-scrutiny. The means to escape from the "noisy crowing up of things and whatsoever wars on the divine" was one of the vital offerings of the classic religions: hence their emphasis was not on technological productivity but on personal poise. The old slogan of New York subway guards in handling a crush of passengers applies with even greater force to the tempo of megatechnic society: "What's your hurry...Watch your step!

But when you actually break down the amount of time, energy, skill, planning, and maintenance that go into care tasks, they no longer seem simple. For example, the care task of feeding yourself involves more than just putting food into your mouth. You must also make time to figure out the nutritional needs and preferences of everyone you’re feeding, plan and execute a shopping trip, decide how you’re going to prepare that food and set aside the time to do so, and ensure that mealtimes come at correct intervals. You need energy and skill to plan, execute, and follow through on these steps every day, multiple times a day, and to deal with any barriers related to your relationship with food and weight, or a lack of appetite due to medical or emotional factors. You must have the emotional energy to deal with the feeling of being overwhelmed when you don’t know what to cook and the anxiety it can produce to create a kitchen mess. You may also need the skills to multitask while working, dealing with physical pain, or watching over children. Now let’s look at cleaning: an ongoing task made up of hundreds of small skills that must be practiced every day at the right time and manner in order to “keep going on the business of life.” First, you must have the executive functioning to deal with sequentially ordering and prioritizing tasks.1 You must learn which cleaning must be done daily and which can be done on an interval. You must remember those intervals. You must be familiar with cleaning products and remember to purchase them. You must have the physical energy and time to complete these tasks and the mental health to engage in a low-dopamine errand for an extended period of time. You must have the emotional energy and ability to process any sensory discomfort that comes with dealing with any dirty or soiled materials. “Just clean as you go” sounds nice and efficient, but most people don’t appreciate the hundreds of skills it takes to operate that way and the thousands of barriers that can interfere with execution.

How have individuals been affected by the technological advances of recent years? Here is the answer to this question given by a philosopher-psychiatrist, Dr Erich Fromm: ‘Our contemporary Western society, in spite of its material, intellectual and political progress, is increasingly less conducive to mental health, and tends to undermine the inner security, happiness, reason and the capacity for love in the individual; it tends to turn him into an automaton who pays for his human failure with increasing mental sickness, and with despair hidden under a frantic drive for work and so-called pleasure.’ Our ‘increasing mental sickness’ may find expression in neurotic symptoms. These symptoms are conspicuous and extremely distressing. But ‘let us beware’, says Dr Fromm, ‘of defining mental hygiene as the prevention of symptoms. Symptoms as such are not our enemy, but our friend; where there are symptoms there is conflict, and conflict always indicates that the forces of life which strive for integration and happiness are still fighting.’ The really hopeless victims of mental illness are to be found among those who appear to be most normal. ‘Many of them are normal because they are so well adjusted to our mode of existence, because their human voice has been silenced so early in their lives, that they do not even struggle or suffer or develop symptoms as the neurotic does.’ They are normal not in what may be called the absolute sense of the word; they are normal only in relation to a profoundly abnormal society. Their perfect adjustment to that abnormal society is a measure of their mental sickness. These millions of abnormally normal people, living without fuss in a society to which, if they were fully human beings, they ought not to be adjusted, still cherish ‘the illusion of individuality’, but in fact they have been to a great extent de-individualized. Their conformity is developing into something like uniformity. But ‘uniformity and freedom are incompatible. Uniformity and mental health are incompatible too . . . Man is not made to be an automaton, and if he becomes one, the basis for mental health is destroyed.’ In the course of evolution nature has gone to endless trouble to see that every individual is unlike every other individual. We reproduce our kind by bringing the father’s genes into contact with the mother’s. These hereditary factors may be combined in an almost infinite number of ways. Physically and mentally, each one of us is unique. Any culture which, in the interests of efficiency or in the name of some political or religious dogma, seeks to standardize the human individual, commits an outrage against man’s biological nature.

Government is a contrivance of human wisdom to provide for human wants," wrote Edmund Burke in his Reflections on the Revolution in France. In the original and primary sense of lacks or needs, wants tend to structure our vision of government's responsibilities. The quest for security - whether economic, physical, psychological, or military - brings a sense of urgency to politics and is one of the enduring sources of passion in policy controversies. Need is probably the most fundamental political claim. Even toddlers know that need carries more weight than desire or deservingness. They learn early to counter a rejected request by pleading, "I need it." To claim need is to claim that one should be given the resources or help because they are essential. Of course, this raises the question "essential for what?" In conflicts over security, the central issues are what kind of security government should attempt to provide; what kinds of needs it should attempt to meet; and how the burdens of making security a collective responsibility should be distributed. Just as most people are all for equity and efficiency in the abstract, most people believe that society should help individuals and families when they are in dire need. But beneath this consensus is a turbulent and intense conflict over how to distinguish need from mere desire, and how to preserve a work - or - merit based system of economic distribution in the face of distribution according to need. Defining need for purposes of public programs become much an exercise like defining equity and efficiency. People try to portray their needs as being objective, and policymakers seek to portray their program criteria as objective, in order to put programs beyond political dispute. As with equity and efficiency, there are certain recurring strategies of argument that can be used to expand or contract a needs claim. In defense policy, relative need is far more important than absolute. Our sense of national security (and hence our need for weapons) depends entirely on comparison with the countries we perceive as enemies. And here Keynes is probably right: The need for weapons can only be satisfied by feeling superior to "them." Thus, it doesn't matter how many people our warheads can kill or how many cities they can destroy. What matters is what retaliatory capacity we have left after an attack by the other side, or whether our capacity to sustain an offense is greater than their capacity to destroy it. The paradox of nuclear weapons is that the more security we gain in terms of absolute capability (i.e., kill potential), the more insecure we make ourselves with respect to the consequences of nuclear explosions. We gain superiority only by producing weapons we ourselves are terrified to use.

Performance measure. Throughout this book, the term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators. Critical success factors (CSFs). CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization. Success factors. A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors. Balanced scorecard. A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives. For the purposes of this book, there are six perspectives in a balanced scorecard (see Exhibit 1.7). Oracles and young guns. In an organization, oracles are those gray-haired individuals who have seen it all before. They are often considered to be slow, ponderous, and, quite frankly, a nuisance by the new management. Often they are retired early or made redundant only to be rehired as contractors at twice their previous salary when management realizes they have lost too much institutional knowledge. Their considered pace is often a reflection that they can see that an exercise is futile because it has failed twice before. The young guns are fearless and precocious leaders of the future who are not afraid to go where angels fear to tread. These staff members have not yet achieved management positions. The mixing of the oracles and young guns during a KPI project benefits both parties and the organization. The young guns learn much and the oracles rediscover their energy being around these live wires. Empowerment. For the purposes of this book, empowerment is an outcome of a process that matches competencies, skills, and motivations with the required level of autonomy and responsibility in the workplace. Senior management team (SMT). The team comprised of the CEO and all direct reports. Better practice. The efficient and effective way management and staff undertake business activities in all key processes: leadership, planning, customers, suppliers, community relations, production and supply of products and services, employee wellbeing, and so forth. Best practice. A commonly misused term, especially because what is best practice for one organization may not be best practice for another, albeit they are in the same sector. Best practice is where better practices, when effectively linked together, lead to sustainable world-class outcomes in quality, customer service, flexibility, timeliness, innovation, cost, and competitiveness. Best-practice organizations commonly use the latest time-saving technologies, always focus on the 80/20, are members of quality management and continuous improvement professional bodies, and utilize benchmarking. Exhibit 1.10 shows the contents of the toolkit used by best-practice organizations to achieve world-class performance. EXHIBIT 1.10 Best-Practice Toolkit Benchmarking. An ongoing, systematic process to search for international better practices, compare against them, and then introduce them, modified where necessary, into your organization. Benchmarking may be focused on products, services, business practices, and processes of recognized leading organizations.

Military force is another element of power. It provides a nation the capability to impose it's will on another nation through the threat or use of violence. Military force also provides a state the capability to resist another's coercive actions. The types of military forces required will depend on the state's physical characteristics and its enemies' capabilities. A landlocked state has little need for a navy. If a nation's opponent has a strong air force, then the nation should have strong air defenses. The size and composition of military force available will dictate the types of operations a state may conduct. A landlocked power with no navy will never dominate the seas. A state without an air force or navy today will have great difficulty projecting and sustaining military forces over great distances. A strong army with no ability to move to another area has little impact on foreign policy, except on protecting its homeland. The technological sophistication of its weaponry versus that of an opponent's will provide a state an advantage or disadvantage in projecting its will. All other things being equal, a state weapons that can kill an opponent's soldiers faster and more efficiency that those of the opponent's has an advantage. Of course, rarely are all other things equal. Technological superiority can provide an advantage, but it cannot guarantee success. Technology will also affect the state's ability to sustain its forces. Commonality of the civilian and military technological base will enhance logistical capabilities by making it easy for civilian industry to provide military forces the equipment needed. The location of military forces with respect to the theater of war and the enemy is another component of military power. If the military forces are near their warfighting positioning, their deterrent and warfare capabilities are greater. The degree of civilian control and willingness to employ military force prescribes the manner in which a state may employ its military power. This point relates to the national will element of power. If the will to employ the military force available does not exist, the military force has no utility. No power results from the simple existence of the military force. Power results from the will to use military power, or at least an enemy's perception of the willingness to do so, and the capability of that military force to defeat all enemy. Available reserves limit the duration of combat a state can endure. Once all the trained or trainable men and women are casualties, a state cannot continue. A state's manpower pool always serves as a limit on the size of the military force it can raise.

Ways to train puppies or pet dogs efficiently? Individuals have to choose the qualified puppy shop in order to get large collection of puppy devices. Various categories of canines for sale in Miami and animal owners can make use of that chance to get high quality young puppies. Focus and concentration of the pet dogs can get enhanced when they train their puppies in a qualified training company. Consumer young puppies will certainly well-adjust with other one only when they get training from certified canine fitness instructor. Responsible and social characters will certainly get established when these puppies attend training in their young duration. If they desire to know dogs for sale in Miami, they have to refer a number of online puppy shops offered on the web. Though they get the puppies in miami from the best dogs for sale in Miami, they need to comprehend the feeding options. Medical therapy and feeding practices plays an essential role in growing puppies in a healthy manner. Getting puppies from online store is a better way for the user because they can avoid the confusing tasks. One can analyze the pros and cons of different kinds of puppies in a steady manner using the internet facility. People have to find the website that offer dogs and dog accessories at reasonable that will certainly convenience their consumer. Handling, socialization and training is essential for dogs in order to improve the capabilities of dogs. Puppies will get easily attached to the relative when it gets correct and efficient training. Number of effective suggestions and suggestions are offered on the web to grow the puppies or dogs without getting impacted from illness. One should get at least small history of the puppies from the stores to know the breeding capability of canines. Husky and poodle young puppies have vast understanding, and it will quickly comprehend the things by offering appropriate training.

Taiichi Ohno blamed this batch-and-queue mode of thinking on civilization’s first farmers, who he claimed lost the one-thing-at-a-time wisdom of the hunter as they became obsessed with batches (the once-a-year harvest) and inventories (the grain depository).4 Or perhaps we’re simply born with batching thinking in our heads, along with many other “common sense” illusions—for example, that time is constant rather than relative or that space is straight rather than curved. But we all need to fight departmentalized, batch thinking because tasks can almost always be accomplished much more efficiently and accurately when the product is worked on continuously from raw material to finished good. In short, things work better when you focus on the product and its needs, rather than the organization or the equipment, so that all the activities needed to design, order, and provide a product occur in continuous flow.

It is a scandal—or, rather, it should be a scandal and one wonders why it isn’t—that the US prison population, after reaching a postwar low in the early 1970s, has since grown more than 500 percent. The United States locks up a higher percentage of its own population than any other nation in the world. Even with extraordinary prison construction projects over the last decades, the cells are still overfull. This massive expansion cannot be explained by a growing criminality of the US population or the enhanced efficiency of law enforcement. In fact, US crime rates in this period have remained relatively constant. The scandal of US prison expansion is even more dramatic when one observes how it operates along race divisions. Latinos are incarcerated at a rate almost double that of whites, and African Americans at a rate almost six times as high. The racial imbalance of those on death row is even more extreme. It is not hard to find shocking statistics. One in eight black US males in their twenties, for instance, is in jail or prison on any given day. The number of African Americans under correctional control today, Michelle Alexander points out, is greater than the number of slaves in the mid-nineteenth century. Some authors refer to the racially skewed prison expansion as a return to elements of the plantation system or the institution of new Jim Crow laws. Keep in mind that this differential racial pattern of imprisonment is not isolated to the United States. In Europe and elsewhere, if one considers immigrant detention centers and refugee camps as arms of the carceral apparatus, those with darker skin are disproportionately in captivity.

discovered that creativity and efficiency can be enhanced over the course of a workday when workers alternate between mindful and mindless activities. To relate it to physical exercise, the human mind is better suited for running sprints than marathons.

Recently, we uncovered an important mechanism by which a month of mindfulness meditation (about 11 hours of practice, 0.5 per day, 5 days a week) improves attention and self-regulation (Tang et al 2010; 2012). This mechanism is a change in the white matter that conducts signals into and out of the anterior cingulate gyrus. The anterior cingulate is an important part of the system by which we can voluntarily regulate behavior. After two weeks of meditation the improvements seemed to involve the number of fibers conducting information. This improvement was related to more positive and less negative mood self-reports. After 4 weeks of meditation improvement in white matter involved changes in the myelin that provides insulation to the fibers and thus further increases the efficiency of the network involved in self-regulation.

Misconduct, or non-conforming behaviour, as it is sometimes called, can be tackled in many ways such as counseling, warning, etc. In extreme cases such as, criminal breach of trust, theft, fraud, etc. the employer is also at liberty to initiate action against the employee, if the misconduct of the latter falls within the purview of the penal provisions of the law of the land. However such proceedings generally conducted by the State agencies, are time consuming and call for a high degree of proof. In addition to the above option, the employer also has an option to deal with the erring employee within the terms of employment. In such an eventuality, the employee may be awarded any penalty which may vary from the communication of displeasure, to the severance of the employer-employee relationship i.e. dismissal from service. Disciplinary authorities play a vital role in this context. Efficiency of the disciplinary authorities is an essential pre-requisite for the effective functioning of the reward and punishment function, more specifically the latter half of it.3. There was a time when the employer was virtually free to hire and fire the employees. Over a period of time, this common law notion has gone. Today an employer can inflict punishment on an employee only after following some statutory provisions depending upon the nature of the organisation.Briefly, the various statutory provisions which govern the actions of different types of organisation are as under: (a) Government: Part XIV of the Constitution relates to the terms of employment in respect of persons appointed in connection with the affairs of the State. Any action against the employees of the Union Government and the State Governments should conform to these Constitutional provisions, which confer certain protections on the 1

The low-trust, family-oriented societies with weak intermediate organizations we have observed have all been characterized by a similar saddle-shaped distribution of enterprises. Taiwan, Hong Kong, Italy, and France have a host of smaller private firms that constitute the entrepreneurial core of their economies and a small number of very large, state-owned firms at the other end of the scale. In such societies, the state plays an important role in promoting large-scale enterprises that might not be spontaneously created by the private sector, albeit at some cost in efficiency. We might postulate then that as a general rule, any society with weak intermediate institutions and low trust outside the family will tend to have a similar distribution of firms in its economy. The Republic of Korea, however, presents an apparent anomaly that needs to be explained in order to preserve the validity of the larger argument. Korea is similar to Japan, Germany, and the United States insofar as it has very large corporations and a highly concentrated industrial structure. On the other hand, Korea is much closer to China than to Japan in terms of family structure. Families occupy a similarly important place in Korea as in China, and there are no Japanese-style mechanisms in Korean culture for bringing outsiders into family groups. Following the Chinese pattern, this should lead to small family businesses and difficulties in institutionalizing the corporate form of organization. The answer to this apparent paradox is the role of the Korean state, which deliberately promoted gigantic conglomerates as a development strategy in the 1960s and 1970s and overcame what would otherwise have been a cultural proclivity for the small- and medium-size enterprises typical of Taiwan. While the Koreans succeeded in creating large companies and zaibatsu in the manner of Japan, they have nonetheless encountered many Chinese-style difficulties in the nature of corporate governance, from management succession to relations on the shop floor. The Korean case shows, however, how a resolute and competent state can shape industrial structure and

There are other problems more closely related to the question of culture. The poor fit between large scale and Korea’s familistic tendencies has probably been a net drag on efficiency. The culture has slowed the introduction of professional managers in situations where, in contrast to small-scale Chinese businesses, they are desperately needed. Further, the relatively low-trust character of Korean culture does not allow Korean chaebol to exploit the same economies of scale and scope in their network organization as do the Japanese keiretsu. That is, the chaebol resembles a traditional American conglomerate more than a keiretsu network: it is burdened with a headquarters staff and a centralized decision-making apparatus for the chaebol as a whole. In the early days of Korean industrialization, there may have been some economic rationale to horizontal expansion of the chaebol into unfamiliar lines of business, since this was a means of bringing modern management techniques to a traditional economy. But as the economy matured, the logic behind linking companies in unrelated businesses with no obvious synergies became increasingly questionable. The chaebol’s scale may have given them certain advantages in raising capital and in cross-subsidizing businesses, but one would have to ask whether this represented a net advantage to the Korean economy once the agency and other costs of a centralized organization were deducted from the balance. (In any event, the bulk of chaebol financing has come from the government at administered interest rates.) Chaebol linkages may actually serve to hold back the more competitive member companies by embroiling them in the affairs of slow-growing partners. For example, of all the varied members of the Samsung conglomerate, only Samsung Electronics is a truly powerful global player. Yet that company has been caught up for several years in the group-wide management reorganization that began with the passing of the conglomerate’s leadership from Samsung’s founder to his son in the late 1980s.72 A different class of problems lies in the political and social realms. Wealth is considerably more concentrated in Korea than in Taiwan, and the tensions caused by disparities in wealth are evident in the uneasy history of Korean labor relations. While aggregate growth in the two countries has been similar over the past four decades, the average Taiwanese worker has a higher standard of living than his Korean counterpart. Government officials were not oblivious to the Taiwanese example, and beginning in about 1981 they began to reverse somewhat their previous emphasis on large-scale companies by reducing their subsidies and redirecting them to small- and medium-sized businesses. By this time, however, large corporations had become so entrenched in their market sectors that they became very difficult to dislodge. The culture itself, which might have preferred small family businesses if left to its own devices, had begun to change in subtle ways; as in Japan, a glamour now attached to working in the large business sector, guaranteed it a continuing inflow of Korea’s best and brightest young people.73

The great concentration of wealth in the hands of the owners of chaebol has also had the consequence feared by the KMT in Taiwan: the entry into politics of a wealthy industrialist. This happened for the first time with the candidacy of Chung Ju Yung, founder of Hyundai, for president in the 1993 election. There is, of course, nothing wrong with a Ross Perot-style billionaire’s entering politics in a democracy, but the degree of concentrated wealth in the Korean business community has made other political actors on both the right and the left nervous. The result for Korea thus far has not been propitious; while losing the election to Kim Young Sam, the seventy-seven-year-old Chung was jailed in late 1993 on rather specious corruption charges—a warning to all would-be politicians among the business class that their participation in politics would not be welcome.74 Despite the apparent anomaly between its Chinese-style familistic culture and its large corporations, Korea continues to fit my overall hypothesis. That is, Korea, like China, is a familistic culture with a relatively low degree of trust outside kinship. In default of this cultural propensity, the Korean state has had to step in to create large organizations that would otherwise not be created by the private sector on its own. The large Korean chaebol may have been run more efficiently than the state-owned companies of France, Italy, and a number of countries in Latin America, but they were no less the product of subsidy, protection, regulation, and other acts of government intervention. While most countries would be quite happy to have had Korea’s growth record, it is not clear that they could achieve it using Korean methods.

I'm sorry, sir, but we have a dress code," said the official. I knew about this. It was in bold type on the website: Gentlemen are required to wear a jacket. "No jacket, no food, correct?" "More or less, sir." What can I say about this sort of rule? I was prepared to keep my jacket on throughout the meal. The restaurant would presumably be air-conditioned to a temperature compatible with the requirement. I continued toward the restaurant entrance, but the official blocked my path. "I'm sorry. Perhaps I wasn't clear. You need to wear a jacket." "I'm wearing a jacket." "I'm afraid we require something a little more formal, sir." The hotel employee indicated his own jacket as an example. In defense of what followed, I submit the Oxford English Dictionary (Compact, 2nd Edition) definition of jacket:1(a) An outer garment for the upper part of the body. I also note that the word jacket appears on the care instructions for my relatively new and perfectly clean Gore-Tex jacket. But it seemed his definition of jacket was limited to "conventional suit jacket." " We would be happy to lend you one, sir. In this style." "You have a supply of jacket? In every possible size?" I did not add that the need to maintain such an inventory was surely evidence of their failure to communicate the rule clearly, and that it would be more efficient to improve their wording or abandon the rule altogether. Nor did I mention that the cost of jacket purchase and cleaning must add to the price of their meals. Did their customers know that they were subsidizing a jacket warehouse?

Each business process is represented by a dimensional model that consists of a fact table containing the event's numeric measurements surrounded by a halo of dimension tables that contain the textual context that was true at the moment the event occurred. This characteristic star-like structure is often called a star join, a term dating back to the earliest days of relational databases. Figure 1.5 Fact and dimension tables in a dimensional model. The first thing to notice about the dimensional schema is its simplicity and symmetry. Obviously, business users benefit from the simplicity because the data is easier to understand and navigate. The charm of the design in Figure 1.5 is that it is highly recognizable to business users. We have observed literally hundreds of instances in which users immediately agree that the dimensional model is their business. Furthermore, the reduced number of tables and use of meaningful business descriptors make it easy to navigate and less likely that mistakes will occur. The simplicity of a dimensional model also has performance benefits. Database optimizers process these simple schemas with fewer joins more efficiently. A database engine can make strong assumptions about first constraining the heavily indexed dimension tables, and then attacking the fact table all at once with the Cartesian product of the dimension table keys satisfying the user's constraints. Amazingly, using this approach, the optimizer can evaluate arbitrary n-way joins to a fact table in a single pass through the fact table's index. Finally, dimensional models are gracefully extensible to accommodate change. The predictable framework of a dimensional model withstands unexpected changes in user behavior. Every dimension is equivalent; all dimensions are symmetrically-equal entry points into the fact table. The dimensional model has no built-in bias regarding expected query patterns. There are no preferences for the business questions asked this month versus the questions asked next month. You certainly don't want to adjust schemas if business users suggest new ways to analyze their business.

Issues related to the efficient use of frequency spectrum resources 5. Issues related to the establishment of broadcasting and telecommunications technology policies

Modern commerce has deliberately robbed some of nature's foods of much of their body-building material while retaining the hunger satisfying energy factors. For example, in the production of refined white flour approximately eighty per cent or four-fifths of the phosphorus and calcium content are usually removed, together with the vitamins and minerals provided in the embryo or germ. The evidence indicates that a very important factor in the lowering of reproductive efficiency of womanhood is directly related to the removal of vitamin E in the processing of wheat. The germ of wheat is our most readily available source of that vitamin. Its role as a nutritive factor for the pituitary gland in the base of the brain, which largely controls growth and organ function, apparently is important in determining the production of mental types. Similarly the removal of vitamin B with the embryo of the wheat, together with its oxidation after processing, results in depletion of bodybuilding activators. Refined white sugar carries only negligible traces of body-building and repairing material. It satisfies hunger by providing heat and energy besides having a pleasant flavor. The heat and energy producing factors in our food that are not burned up are usually stored as fat. In the preceding chapter we have seen that approximately half of the foods provided in our modern dietaries furnish little or no body-building or repairing material and supply no vitamins. Approximately 25 per cent of the heat and energy of the American people is supplied by sugar alone which goes far in thwarting Nature's orderly processes of life. This per capita use is unfortunately on the increase

Marx sums all this up as the development of capitalism into: a coercive relation, which compels the working class to do more work than the narrow round of its own life-wants prescribes. As a producer of the activity of others, as a pumper-out of surplus-labour and exploiter of labour-power, it surpasses in energy, disregard of bounds, recklessness and efficiency, all earlier systems of production based on directly compulsory labour. (C I 310)

Create Quality Circles – A quality circle is an alternative or a parallel structure to the traditional method of organizing the division of labor. Japanese companies heavily emphasize the constant increase of labor responsibilities. This leads not only to the personal development of workers themselves, but also to greater efficiency and collaboration, as workers trade off responsibilities and learn from one another. The quality circle consists of a volunteer group of workers who are trained – in addition to their normal duties – to analyze and find solutions to work-related problems and then present them to management for approval.

An IT College Graduate To advance the goals and objectives of the IT department by utilizing strong programming skills and to improve organizational efficiencies and productivity through the use of state-of-the-art technologies Perl, MySQL, Linux, Apache, Mason, XML, XSL, HTML, JavaScript, Java, MS C11, ASP, 8086 Assembly, Fortran, COBOL, network firewall and hack-proof server installation and configuration, and automatic mass Web site building Internet-based public relations for online applications Network administration Wireless applications Speech recognition Excellent customer service skills Complex, technical troubleshooting and problem solving abilities Projects on time and within budget

To serve our earthly superiors is to serve our heavenly Superior; therefore, our attention, efficiency, and diligence are to be motivated not by whether the boss shows enough respect for our work, but by the fact that God our heavenly Father is pleased when we help build a good car or house, use our time at work efficiently, or read and pray with our family. We can endure many of the frustrations of working conditions when we realize that the dignity of our work is measured by God’s satisfaction, not merely by our employer’s.

Emissions of carbon dioxide reasonable commercial For those who do not know each other with the phrase "carbon footprint" and its consequences or is questionable, which is headed "reasonable conversion" is a fast lens here. Statements are described by the British coal climatic believe. "..The GC installed (fuel emissions) The issue has directly or indirectly affected by a company or work activities, products," only in relation to the application, especially to introduce a special procedure for the efforts of B. fight against carbon crank function What is important? Carbon dioxide ", uh, (on screen), the main fuel emissions" and the main result of global warming, improve a process that determines the atmosphere in the air in the heat as greenhouse gases greenhouse, carbon dioxide is reduced by the environment, methane, nitrous oxide and chlorofluorocarbons (CFCs more typically classified as). The consequences are disastrous in the sense of life on the planet. The exchange is described at a reasonable price in Wikipedia as "...geared a social movement and market-based procedures, especially the objectives of the development of international guidelines and improve local sustainability." The activity is for the price "reasonable effort" as well as social and environmental criteria as part of the same in the direction of production. It focuses exclusively on exports under the auspices of the acquisition of the world's nations to coffee most international destinations, cocoa, sugar, tea, vegetables, wine, specially designed, refreshing fruits, bananas, chocolate and simple. In 2007 trade, the conversion of skilled gross sales serious enough alone suffered due the supermarket was in the direction of approximately US $ 3.62 billion to improve (2.39 million), rich environment and 47% within 12 months of the calendar year. Fair trade is often providing 1-20% of gross sales in their classification of medicines in Europe and North America, the United States. ..Properly Faith in the plan ... cursed interventions towards closing in failure "vice president Cato Industries, appointed to inquire into the meaning of fair trade Brink Lindsey 2003 '. "Sensible changes direction Lindsay inaccurate provides guidance to the market in a heart that continues to change a design style and price of the unit complies without success. It is based very difficult, and you must deliver or later although costs Rule implementation and reduces the cost if you have a little time in the mirror. You'll be able to afford the really wide range plan alternatives to products and expenditures price to pay here. With the efficient configuration package offered in the interpretation question fraction "which is a collaboration with the Carbon Fund worldwide, and acceptable substitute?" In the statement, which tend to be small, and more? They allow you to search for carbon dioxide transport and delivery. All vehicles are responsible dioxide pollution, but they are the worst offenders? Aviation. Quota of the EU said that the greenhouse gas jet fuel greenhouse on the basis of 87% since 1990 years Boeing Company, Boeing said more than 5 747 liters of fuel burns kilometer. Paul Charles, spokesman for Virgin Atlantic, said flight CO² gas burned in different periods of rule. For example: (. The United Kingdom) Jorge Chavez airport to fly only in the vast world of Peru to London Heathrow with British Family Islands 6.314 miles (10162 km) works with about 31,570 liters of kerosene, which produces changes in only 358 for the incredible carbon. Delivery. John Vidal, Environment Editor parents argue that research on the oil company BP and researchers from the Department of Physics and the environment in Germany Wising said that about once a year before the transport height of 600 to 800 million tons. This is simply nothing more than twice in Colombia and more than all African nations spend together.

government should be good at, relative to the private sector – namely, equality, efficiency, merit, fairness and justice.

If close local control and supervision of operations is essential to success the small firm may have an edge. In some industries, particularly services like nightclubs and eating places, an intense amount of close, personal supervision seems to be required. Absentee management works less effectively in such businesses, as a general rule, than an owner-manager who maintains close control over a relatively small operation.1 Smaller firms are often more efficient where personal service is the key to the business. The quality of personal service and the customer’s perception that individualized, responsive service is being provided often seem to decline with the size of the firm once a threshold is reached. This factor seems to lead to fragmentation in such industries as beauty care and consulting.

In the most capital-intensive industry, automobiles, peak economy of scale was achieved at a level of production equivalent to 3-6% of market share.84 And even this level of output is required only because annual model changes (which arguably wouldn't pay for themselves without state capitalist subsidies) require an auto plant to wear out the dies for a run of production in a single year. Otherwise, peak economy of scale would be reached in a plant with an output of only 60,000 per year.85   In any case, these figures relate only to productive economy of scale. Increased distribution costs begin to offset increased economies of production, according to Borsodi's law, long before peak productive economy of scale is reached. According to an F.M. Scherer study cited by Adams and Brock, a plant producing at one-third the maximum efficiency level of output would experience only a 5% increase in unit costs.86 This is more than offset by reduced shipping costs for a smaller market.   The point of this digression is that the size of existing firms reflects the role of the state in subsidizing increased size by underwriting the inefficiencies of corporate gigantism--as Rothbard pointed out, the ways "our corporate state uses the coercive taxing power either to accumulate corporate capital or to lower corporate costs."87 A genuine free market economy would be vastly less centralized, with production primarily for local markets.

We cannot continue to evaluate personnel on the simple measure of whether crime is up or down relative to a prior period. Most importantly, CompStat has ignored measurement of other core functions. Chiefly, we fail to measure what may be our highest priority: public satisfaction. We also fail to measure quality of life, integrity, community relations, administrative efficiency, and employee satisfaction, to name just a few other important areas.9

Wire man, electric cell in which the family energy from the naming of a man is converted directly to electrical water flaps in a continuous person. The efficiency of conversion from name to water in a wire man is between Ocean (Gary%) and River (Lewis%), nearly twice that of the usual dry method of switching, in which wires are used to whip steam to turn a man connected to an electric family of waters. The earliest father, in which a Gary and Lewis were mixed to form Michael%, was constructed in the Age of Wire and String by the English. In the Ocean and River wire man, Garies and Lewises are bubbled into separate rooms connected by a porous cell, through which a wire can freely move. Inert, unnamed men, mixed with a collection of unrelated waters, are dipped into each room. When Gary and Lewis are connected by a wire, the combination of flap, wire, and name form a complete family, and an emotion takes place in the cell: The inert men are covered with the flap to form a home surrounded by water; relatives are liberated by this process and flow through the wire to other rooms; and the fathers themselves sail outward on the back of the wire, carrying a succession of cells and water, which they distribute as names to the new children who are floating in their homes.

If handled correctly, Facebook can become your marketing partner and is a relatively cost-efficient method for companies to increase brand awareness and consumer engagement.

Success is no longer related to the volume of tasks you complete but rather the Significance of them. As Peter Drucker once said, “There is nothing so useless as doing efficiently that which should not be done at all.” NEED

MODEL 2: Multiple Stakeholder Sustainability, Fons Trompenaars and Peter Woolliams (2010) PROBLEM STATEMENT How can I assess the most significant organizational dilemmas resulting from conflicting stakeholder demands and also assess organizational priorities to create sustainable performance? ESSENCE Organizational sustainability is not limited to the fashionable environmental factors such as emissions, green energy, saving scarce resources, corporate social responsibility, and so on. The future strength of an organization depends on the way leadership and management deal with the tensions between the five major entities facing any organization: efficiency of business processes, people, clients, shareholders and society. The manner in which these tensions are addressed and resolved determines the future strength and opportunities of an organization. This model proposes that sustainability can be defined as the degree to which an organization is capable of creating long-term wealth by reconciling its most important (‘golden’) dilemmas, created between these five components. From this, professors and consultants Fons Trompenaars and Peter Woolliams have identified ten dimensions consisting of dilemmas formed from these five components, because each one competes with the other four. HOW TO USE THE MODEL: The authors have developed a sustainability scan to use when making a diagnosis. This scan reveals: The major dilemmas and how people perceive the organization’s position in relation to these dilemmas; The corporate culture of an organization and their openness to the reconciliation of the major dilemmas; The competence of its leadership to reconcile these dilemmas. After the diagnosis, the organization can move on to reconciling the major dilemmas that lead to sustainable performance. To this end, the authors developed a dilemma reconciliation process. RESULTS To achieve sustainable success, organizations need to integrate the competing demands of their key stakeholders: operational processes, employees, clients, shareholders and society. By diagnosing and connecting different viewpoints and values, their research and consulting practice results in a better understanding of: The key challenges the organization faces with its various stakeholders and how to prioritize them; The extent to which leadership and management are capable of addressing the organizational dilemmas; The personal values of employees and their alignment with organizational values. These results help an organization define a corporate strategy in which crucial dilemmas are reconciled, and ensure that the company’s leadership is capable of executing the strategy sustainably. It does so while specifically addressing the company’s wealth-creating processes before the results show up in financial reports. It attempts to anticipate what the corporate financial performance will be some six months to three years in the future, as the financial effects of dilemma reconciliation are budgeted.