Efficient Management Quotes

A really efficient totalitarian state would be one in which the all-powerful executive of political bosses and their army of managers control a population of slaves who do not have to be coerced, because they love their servitude.

I live in the Managerial Age, in a world of "Admin." The greatest evil is not now done in those sordid "dens of crime" that Dickens loved to paint. It is not done even in concentration camps and labour camps. In those we see its final result. But it is conceived and ordered (moved, seconded, carried, and minuted) in clean, carpeted, warmed and well-lighted offices, by quiet men with white collars and cut fingernails and smooth-shaven cheeks who do not need to raise their voices. Hence, naturally enough, my symbol for Hell is something like the bureaucracy of a police state or the office of a thoroughly nasty business concern." [From the Preface]

There is nothing so useless as doing efficiently that which should not be done at all.

Managers tend to pick a strategy that is the least likely to fail, rather then to pick a strategy that is most efficient," Said Palmer. " The pain of looking bad is worse than the gain of making the best move.

Efficiency' has come to mean vesting more and more power to managers, supervisors, and presumed 'efficiency experts,' so that actual producers have almost zero autonomy.

Securing funds is the first step but managing those funds efficiently and effectively is the most crucial step for your business’ survival as well as growth.

[Aldous Huxley] compared the brain to a 'reducing valve'. In ordinary perception, the senses send an overwhelming flood of information to the brain, which the brain then filters down to a trickle it can manage for the purpose of survival in a highly competitive world. Man has become so rational, so utilitarian, that the trickle becomes most pale and thin. It is efficient, for mere survival, but it screens out the most wondrous part of man's potential experience without his even knowing it. We're shut off from our own world.

Productivity is a trap. Becoming more efficient just makes you more rushed, and trying to clear the decks simply makes them fill up again faster. Nobody in the history of humanity has ever achieved “work-life balance,” whatever that might be, and you certainly won’t get there by copying the “six things successful people do before 7:00 a.m.” The day will never arrive when you finally have everything under control—when the flood of emails has been contained; when your to-do lists have stopped getting longer; when you’re meeting all your obligations at work and in your home life; when nobody’s angry with you for missing a deadline or dropping the ball; and when the fully optimized person you’ve become can turn, at long last, to the things life is really supposed to be about. Let’s start by admitting defeat: none of this is ever going to happen. But you know what? That’s excellent news.

Father, I declare that my decisions today will change the trajectory of my future and bring it into alignment with Your plans for me. Wherever I place my feet, I walk in Your authority and expand my territory for Your name’s sake. Increase my productivity and efficiency and give me the anointing of Solomon to wisely manage my resources today. In Jesus's name, amen.

Manager Mangione,” Ping said, “algorithmic regulation was to have been a system of governance where more exact data, collected from MEG citizens’ minds via neuralinks, would be used to organize Human life more efficiently as a CORPORATE collective. Except no one to this point in Human existence has been able to identify the mind. The CORPORATE can only receive data from the NET on behaviours which indicate feelings or intentions. I & I cannot . . .

Resilient organizations are designed for evolution, not just efficiency.

Resilient organizations are designed for evolution, not just efficiency.

Being constantly the hub of a network of potential interruptions provides the excitement and importance of crisis management. As well as the false sense of efficiency in multitasking, there is the false sense of urgency in multi-interrupt processing.

Every voter knew that the Family Party had come to power promising to deport Illegals, to manage its borders more efficiently and to ensure that people of traditional European stock weren't overrun in their own country.

Rendering yourself more efficient — either by implementing various productivity techniques or by driving yourself harder—won’t generally result in the feeling of having ‘enough time,’ because, all else being equal, the demands will increase to offset any benefits. Far from getting things done, you’ll be creating new things to do.

Some people talk nonstop and manage to say nothing at all. Other people are more efficient and manage to say nothing at all simply by saying nothing.

Efficient supply chain management is essential for individual businesses, specific markets, and for the economy as a whole - especially when we're talking about Permaculture Economics. A global economy where products and services are moved from source to destination with maximum efficiency.... That's a win for everyone.

The weird thing is that the more efficient, on task, on goal you are with your time, the more energy you have. Working with no traction, or for that matter simply wasting a day, does not relax you, it drains you.// Strange as it may seem, when you work a daily plan in pursuit of your written goals that flow from your mission statement born of your vision for living your dreams, you are energized after a tough long day.

Managing a business does not require any genius. The main qualification is the ability to identify and deliver value to a group of people consistently and efficiently at the highest price point acceptable to them. Everything else can be hired out.

Effective people lead their lives and manage their relationships around principles; ineffective people attempt to manage their time around priorities and their tasks around goals. Think effectiveness with people; efficiency with things.

Management and efficiency studies in the work place tell us that one hour of uninterrupted time is worth three hours of time that is constantly interrupted.

In ordinary perception, the senses send an overwhelming flood of information to the brain, which the brain then filters down to a trickle it can manage for the purpose of survival in a highly competitive world. Man has become so rational, so utilitarian, that the trickle becomes most pale and thin. It is efficient, for mere survival, but it screens out the most wondrous parts of man's potential experience without his even knowing it. We're shut off from our own world. Primitive man once experienced the rich and sparkling flood of the senses fully. Children experience it for a few months-until "normal" training, conditioning, close the doors on this other world, usually for good. Somehow, the drugs opened these ancient doors. And through them modern man may at last go, and rediscover his divine birthright...

Managers maintain an efficient status quo while leaders attack the status quo to create something new.

Good time management is not about buying a great calendar or planner. It is not about learning tricks to move faster, or about doing everything with mechanical efficiency. It's about creating days that are meaningful and rewarding to you, and feeling a sense of satisfaction in each and every one of your tasks.

If you have a team of five stunning employees and two adequate ones, the adequate ones will sap managers’ energy, so they have less time for the top performers, reduce the quality of group discussions, lowering the team’s overall IQ, force others to develop ways to work around them, reducing efficiency, drive staff who seek excellence to quit, and show the team you accept mediocrity, thus multiplying the problem.

Producing a high body count was crucial for promotion in the officer corps. Many high-level officers established “production quotas” for their units, and systems of “debit” and “credit” to calculate exactly how efficiently subordinate units and middle-management personnel performed. Different formulas were used, but the commitment to war as a rational production process was common to all.11

Profit is good. Profit compells people to be: (a) efficient - to do more with less, to consume fewer resources, to reduce and reuse waste. (b) productive - to allow for bigger profit margins. (c) Valuable - income, and therefore profit is only possible when we add value to our customers lives. When the value of our product or service is worth more to them than what it cost us to provide it, we profit. And there’s no scarcity of possible profits. Every business should be profiting. When every business is profiting, that’s a lot of increased value going around.

It seems amazing that the Navy SEALs managed to get inside the compound and shoot Osama so efficiently. I can only imagine they were told that the mission was to rescue a bearded British hostage and he must be brought out alive.

All this time Lock and I had managed to be civil to one another. No drama, all efficiency. But look him in the eyes? No, I couldn’t do that. That would cut me wide open, and there would be blood. Lots of blood. I’d crumble into a heap on the floor then beg him to collect the pieces.

We must recognize that no amount of formal planning can anticipate changes such as globalization and the information revolution we’ve referred to above. Does that mean that you shouldn’t plan? Not at all. You need to plan the way a fire department plans. It cannot anticipate where the next fire will be, so it has to shape an energetic and efficient team that is capable of responding to the unanticipated as well as to any ordinary event.

Inside mind there are two parts: the controlling mind (ego), and the relaxed but aware mind (self). The controlling mind is the overthinking mind. It is the ego. It tries too much and has many doubts and conflicts. It overthinks and overdoes. It is full with excessive possessiveness and attachments. On the other-hand, the relaxed but aware mind has the natural ability to face and overcome the problems of life with awareness and efficiency.

If love is under siege, it is because it threatens the very essence of commercial civilization. Everything is designed to make us forget that love is our most vivid manifestation and the most common power of life that is in us. Shouldn't we wonder how the lights that glimmer in the eye can blow a fuse for a time, even as barriers of oppression break and jam our passions? Yet despite a life stunted and distorted by mediated Spectacle, nothing has ever managed to strip love of its primal force. Although the heart's music fails to overwhelm the cacophony of profit efficiency, bit by bit it composes our destinies, according to tones, chords, and dissonances which render us happy if only we learn to harmonize the scattered notes that string emotions together.

Optimizing working capital management improves financial efficiency, enhances cash flow, and boosts overall profitability for companies.

A business can drift aimlessly if it is efficient but not effective. A business can lose money excessively if it is effective but not efficient.

Efficiency is as important to the management of a municipality as it is to the management of a business.

One way to improve efficiency is to streamline processes according to schedules, required inputs and expected outputs.

Information technology (IT) assets must be protected from external and internal activities detrimental to effective and efficient functionality.

As a business owner you should never mix business income with personal income and never mix business expenses with personal expenses. Your business is a separate entity with a life of its own. Your job is to lead and manage that separate entity, not to entangle with it. Entangling with your business will result in chaos. But keeping business and personal separate will facilitate efficiency and reduce stress.

Everybody tries to protect this vulnerable two three four five six seven eight year old inside, and to acquire skills and aptitudes for dealing with the situations that threaten to overwhelm it... Usually, that child is a wretchedly isolated undeveloped little being. It’s been protected by the efficient armour, it’s never participated in life, it’s never been exposed to living and to managing the person’s affairs, it’s never been given responsibility for taking the brunt. And it’s never properly lived. That’s how it is in almost everybody. And that little creature is sitting there, behind the armour, peering through the slits. And in its own self, it is still unprotected, incapable, inexperienced... And in fact, that child is the only real thing in them. It’s their humanity, their real individuality, the one that can’t understand why it was born and that knows it will have to die, in no matter how crowded a place, quite on its own. That’s the carrier of all the living qualities. It’s the centre of all the possible magic and revelation. What doesn’t come out of that creature isn’t worth having, or it’s worth having only as a tool—for that creature to use and turn to account and make meaningful... And so, wherever life takes it by surprise, and suddenly the artificial self of adaptations proves inadequate, and fails to ward off the invasion of raw experience, that inner self is thrown into the front line—unprepared, with all its childhood terrors round its ears. And yet that’s the moment it wants. That’s where it comes alive—even if only to be overwhelmed and bewildered and hurt. And that’s where it calls up its own resources—not artificial aids, picked up outside, but real inner resources, real biological ability to cope, and to turn to account, and to enjoy. That’s the paradox: the only time most people feel alive is when they’re suffering, when something overwhelms their ordinary, careful armour, and the naked child is flung out onto the world. That’s why the things that are worst to undergo are best to remember. But when that child gets buried away under their adaptive and protective shells—he becomes one of the walking dead, a monster. So when you realise you’ve gone a few weeks and haven’t felt that awful struggle of your childish self—struggling to lift itself out of its inadequacy and incompetence—you’ll know you’ve gone some weeks without meeting new challenge, and without growing, and that you’ve gone some weeks towards losing touch with yourself.

Towards the preservation of your government, and the permanency of your present happy state, it is requisite, not only that you steadily discountenance irregular oppositions to its acknowledged authority, but also that you resist with care the spirit of innovation upon its principles, however specious the pretexts. One method of assault may be to effect, in the forms of the Constitution, alterations which will impair the energy of the system, and thus to undermine what cannot be directly overthrown. In all the changes to which you may be invited, remember that time and habit are at least as necessary to fix the true character of governments as of other human institutions; that experience is the surest standard by which to test the real tendency of the existing constitution of a country; that facility in changes, upon the credit of mere hypothesis and opinion, exposes to perpetual change, from the endless variety of hypothesis and opinion; and remember, especially, that for the efficient management of your common interests, in a country so extensive as ours, a government of as much vigor as is consistent with the perfect security of liberty is indispensable.

Once the target market is identified, it’s really about putting the business in a position to provide superior value in the most efficient way to that target market thereby enabling the business to earn maximum profit in the exchange.

Internal controls and audit oversight are indispensable pillars of sound financial management, providing a framework for safeguarding assets, ensuring the accuracy and reliability of financial reporting, and promoting operational efficiency.

Hard work is about getting the job done by any means necessary. Smart work is about getting the job done by the least means necessary. In both cases, the same job gets done. Both are effective. But the latter is more efficient than the former.

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.

In managing our transport systems, our governments must constantly negotiate the paradox of mass movement. They must create a system which, for the sake of speed and efficiency, treats us like a herd, constantly prodded and coralled, divided, re-formed and forced into line. At the same time it must grant us the illusion of autonomy.

Democracy in contemporary society is a fake, predicated on an illusion that we are together making choices about how best to manage ourselves, an illusion that functions to obscure the fact that we vote for different individuals to exercise power in a state apparatus that is still dedicated to the efficient management of the capitalist economy. The imperatives of capitalism must always undermine democratic decision-making, and the term ‘dictatorship of the proletariat’ serves to indicate that the hollow democracy of the ‘dictatorship of the bourgeoisie’ must be replaced by a socialist democracy that realises the full potential of open collective self-management.

In the words of both Peter Drucker and Warren Bennis, “Management is doing things right; leadership is doing the right things.” Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall.

Efficiency brings about greater results with lessened effort; strenuousness brings about greater results with abnormally greater effort

The more efficient you get, the more you become “a limitless reservoir for other people’s expectations,” in the words of the management expert Jim Benson.

It apparently took a lot of layers of Brown & Root management and administration to turn a $14 sheet of plywood into an $86 sheet of plywood

Nature ensures efficiency through self-sustaining systems. Businesses should do the same.

Management scholar Peter Drucker nailed it decades ago when he said “There is nothing so useless as doing efficiently that which should not be done at all.

Supply chain management is all about the efficient utilization of capital.

Activating heart intelligence + managing the mind + managing the emotions = energy efficiency, increased coherence, enhanced awareness, and greater productivity

A prosperous and sustainable future necessarily demands responsible and efficient management of our affairs: responsible co-creation.

Doesn't the Federal Farm bill help out all these poor farmers? No. It used to, but ever since its inception just after the Depression, the Federal Farm Bill has slowly been altered by agribusiness lobbyists. It is now largely corporate welfare ... It is this, rather than any improved efficiency or productiveness, that has allowed corporations to take over farming in the United States, leaving fewer than a third of our farms still run by families. But those family-owned farms are the ones more likely to use sustainable techniques, protect the surrounding environment, maintain green spaces, use crop rotations and management for pest and weed controls, and apply fewer chemicals. In other words, they're doing exactly what 80 percent of U.S. consumers say we would prefer to support, while our tax dollars do the opposite.

Consider your time valuable and manage it effectively and efficiently. Don’t waste it. Produce high-quality products that will inspire others. Make it a point of duty to add value to your work during the progress. Don’t settle to less; make it your best, strive to win the test!

Companies should optimize working capital management because it allows them to maximize efficiency and profitability. Efficient management of working capital ensures that a company has enough liquidity to meet its short-term obligations while minimizing excess capital tied up in non-productive assets, ultimately enhancing cash flow, reducing financing costs, and improving overall financial health.

In the sixties there was proposed a “National Data Bank,” which would, theoretically, improve the government’s efficiency by allowing agencies to share information. The fact that such a system could be abused did not mean it would be, proponents said; it could be constructed in such a way as to guarantee benign use. Nonsense, said opponents, who managed to block the proposal; no matter what the intent or the safeguards, the existence of such a system would inevitably lead toward the creation of a police state.

Are engineers better at business than business people? It’s debatable. Business people certainly seems to have bigger houses, drive fancier cars, wear nicer clothes and have better looking mates. Engineers lack the time management skills to spend that kind of money. They waste all their time inventing ways to make the most money in the quickest, most efficient way possible. And then when they figure it out, they optimize the process.

My childhood home in Coeur-de-Lune was now a vacation rental, managed by efficient strangers. I'd never gone back. But my mother kept a buzzing gossip line into her church women from town, and gave me sporadic updates on Casey's life. She always brought Casey up when I was lulled into complacency. When we'd had a surprisingly peaceful afternoon together. When we were outside on her balcony, or sharing a piece of her peach pie like other mothers and daughters did. Only then would she jab, a master fencer going for the unprotected sliver of my heart.

Grief isn’t something to manage efficiently. It’s not an illness. There’s nothing pathological about mourning. Furthermore, anyone who has been torn asunder by loss knows that prior normalcy is never regained. Our very bones and sinews are transformed. We are irrevocably changed after the passing of those we love. How could we not be?

Restructuring an organization is a significant undertaking, and its success cannot be assumed merely by the implementation of new charts or policies. To truly confirm that the restructuring has achieved its intended outcomes—namely, enhanced adaptability, efficiency, and resilience—organizations must establish clear, measurable metrics.

To key to classroom behavior management is to have a structured system in place whereby good behaviors are actively and abundantly rewarded, and bad behaviors are promptly and efficiently punished. Rewards should be like the air, ever present and always lingering. Punishment should be like a thunderstorm that is obvious and inconvenient yet quick, temporary and not abusive. The predominant theme of classroom management should be good behaviors and continuous rewards.

The key to classroom behavior management is to have a structured system in place whereby good behaviors are actively and abundantly rewarded, and bad behaviors are promptly and efficiently punished. Rewards should be like the air, ever present and always lingering. Punishment should be like a thunderstorm that is obvious and inconvenient yet quick, temporary and not abusive. The predominant theme of classroom management should be good behaviors and continuous rewards.

The pastoral vocation in America is embarrassingly banal. It is banal because it is pursued under the canons of job efficiency and career management. It is banal because it is reduced to the dimensions of a job description. It is banal because it is an idol – a call from God exchanged for an offer by the devil for work that can be measured and manipulated at the convenience of the worker. Holiness is not banal. Holiness is blazing…

I believe that a new philosophy will be created by those who were born after Hiroshima which will dramatically change the human condition. It will have these characteristics: (1) It will be scientific in essence and science-fiction in style. (2) It will be based on the expansion of consciousness, understanding and control of the nervous system, producing a quantum leap in intellectual efficiency and emotional equilibrium. (3) Politically it will stress individualism, decentralization of authority, a Iive-and-let-Iive tolerance of difference, local option and a mind-your-own-business libertarianism. (4) It will continue the trend towards open sexual expression and a more honest, realistic acceptance of both the equality of and the magnetic difference between the sexes. The mythic religious symbol will not be a man on a cross but a man-woman pair united in higher love communion. (5) It will seek revelation and Higher Intelligence not in formal rituals addressed to an anthropomorphic deity, but within natural processes, the nervous system, the genetic code, and without, in attempts to effect extra-planetary communication. (6) It will include practical, technical neurological psychological procedures for understanding and managing the intimations of union-immortality implicit in the dying process. (7) The emotional tone of the new philosophy will be hedonic, aesthetic, fearless, optimistic, humorous, practical, skeptical, hip. We are now experiencing a quiescent preparatory waiting period. Everyone knows something is going to happen. The seeds of the Sixties have taken root underground. The blossoming is to come.

The explosion of paperwork, in turn, is a direct result of the introduction of corporate management techniques, which are always justified as ways of increasing efficiency, by introducing competition at every level. What these management techniques invariably end up meaning in practice is that everyone winds up spending most of their time trying to sell each other things: grant proposals; book proposals; assessments of our students’ job and grant applications; assessments of our colleagues; prospectuses for new interdisciplinary majors, institutes, conference workshops, and universities themselves, which have now become brands to be marketed to prospective students or contributors. Marketing and PR thus come to engulf every aspect of university life.

Formal property’s contribution to mankind is not the protection of ownership; squatters, housing organizations, mafias, and even primitive tribes manage to protect their assets quite efficiently. Property’s real breakthrough is that it radically improved the flow of communications about assets and their potential.

In post-modern culture there is a deep hunger to belong. An increasing majority of people feel isolated and marginalised. Experience is haunted by fragmentation. Many of the traditional shelters are in ruins. Society is losing the art of fostering community. Consumerism is now propelling life towards the lonely isolation of individualism. Technology pretends to unite us, yet more often than not all it delivers are simulated images. The “global village” has no roads or neighbours; it is a faceless limbo from which all individuality has been abstracted. Politics seems devoid of the imagination that calls forth vision and ideals; it is becoming ever more synonymous with the functionalism of economic pragmatism. Many of the keepers of the great religious traditions now seem to be frightened functionaries; in a more uniform culture, their management skills would be efficient and successful. In a pluralistic and deeply fragmented culture, they seem unable to converse with the complexities and hungers of our longing. From this perspective, it seems that we are in the midst of a huge crisis of belonging. When the outer cultural shelters are in ruins, we need to explore and reawaken the depths of belonging in the human mind and soul; perhaps, the recognition of the depth of our hunger to belong may gradually assist us in awakening new and unexpected possibilities of community and friendship.

Teachers who manage to mobilize all four functions in their students will undoubtedly maximize the speed and efficiency with which their classes can learn.

Efficiency, like hygiene, is a state, an ideal, not a method;

One of the main AI challenges lies in conjugating safety and efficiency. Equilibrium between AI ethics and performance will forge our future.

Good managers don't set a goal to increase efficiency, but rather an implementation of business process improvements that result in higher efficiency as well.

multitasking is a productivity drag masquerading as an efficiency booster.

Once upon a time, time was in the hands of the poor. Those who sensibly, reasonably, and firmly held it. Extravagance is only today and tomorrow.

It is easy to launch a project if you have no clue about the cost and schedule.

Good management is the lifeblood of the healthy corporate body. Getting rid of it to save cost is like losing weight by giving blood.

A closed list is a way of applying limits to our work in order to increase our efficiency.

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

Management scholar Peter Drucker nailed it decades ago when he said “There is nothing so useless as doing efficiently that which should not be done at all.” Bam!

How efficient and successful supply chains are is determined by how well they are managed.

It’s easy (and fair) to blame lousy management on lousy managers. But it’s not enough. It’s also necessary to blame the people who allow themselves to be managed so badly.

Strategizing boosts efficiency; planning your toughest work for the time when you have the most energy means a task might take one hour instead of two.

Creative visualisation: use the power of your imagination to create what you want in your life by Shakti Gawain

Authoritarian management is obsessed with time. It is destructive of slack and inclined to goad people into outperforming their peers. And it makes learning impossible.

There are three particularly important issues involved in delivering customer value: focusing on innovation rather than efficiency and optimization, concentrating on execution, and lean thinking.

You can try to fight it back. You can buy a daily planner and a to-do list application for your phone. You can write yourself notes and fill out schedules. You can become a productivity junkie surrounded by instruments to make life more efficient, but these tools alone will not help, because the problem isn’t you are a bad manager of your time—you are a bad tactician in the war inside your brain.

People talking directly to one another, then letting the manager find out later, was more efficient than trying to make sure that everything happened in the “right” order and through the “proper” channels.

Gerald’s sharp blue eyes noticed how efficiently his neighbors’ houses were run and with what ease the smooth-haired wives in rustling skirts managed their servants. He had no knowledge of the dawn-till-midnight activities of these women, chained to supervision of cooking, nursing, sewing and laundering. He only saw the outward results, and those results impressed him. The urgent need of a wife became clear to him one morning when he was dressing to ride to town for Court Day. Pork brought forth his favorite ruffled shirt, so inexpertly mended by the chambermaid as to be unwearable by anyone except his valet.

But the best managers expect their people to make mistakes, and instead of replacing staff constantly, they recognize that it is more efficient to teach people how to cope with their failures and learn from their

I pay for the privilege of handing over to trained professionals responsibility not just for my experience but for my interpretation of that experience—i.e. my pleasure. My pleasure is for 7 nights and 6.5 days wisely and efficiently managed… just as promised in the cruise line’s advertising—nay, just as somehow already accomplished in the ads, with their 2nd-person imperatives, which make them not promises but predictions.

My friend John Maxwell says a budget (for your money) is telling your money where to go instead of wondering where it went. Managing time is the same; you will either tell your day what to do or you will wonder where it went. The weird thing is that the more efficient, on task, on goal you are with your time, the more energy you have. Working with no traction, or for that matter simply wasting away a day, does not relax you, it drains you. Have you ever taken a day off, slept late, wandered around with no plan or thought for the day, watched some stupid rerun of a bad movie as you surfed the TV, and at the end of your great day off found yourself absolutely exhausted? Strange as it may seem, when you work a daily plan in pursuit of your written goals that flow from your mission statement born of your vision for living your dreams, you are energized after a tough long day.

Manage to keep the best people. Steve jobs feared what he named ‘the Bozo explosion’, that is a system in which the failure of the management to seek for the best and get rid of the less efficient only leads to mediocrity.

Managers of programming projects aren’t always aware that certain programming issues are matters of religion. If you’re a manager and you try to require compliance with certain programming practices, you’re inviting your programmers’ ire. Here’s a list of religious issues: ■ Programming language ■ Indentation style ■ Placing of braces ■ Choice of IDE ■ Commenting style ■ Efficiency vs. readability tradeoffs ■ Choice of methodology—for example, Scrum vs. Extreme Programming vs. evolutionary delivery ■ Programming utilities ■ Naming conventions ■ Use of gotos ■ Use of global variables ■ Measurements, especially productivity measures such as lines of code per day

Lack of power is a great excuse for failure, but sufficient power is never a necessary condition of leadership. There is never sufficient power. In fact, it is success in the absence of sufficient power that defines leadership.

One reason nature is efficient is because there is no waste. Everything produced creates value for others and is consumed by others on the basis of value. What one life may discard as not valuable is consumed by another life because of its valuable. And all things produced and consumed are continually upcycled, becoming more valuable each cycle. Perhaps it’s because nature has a capital-centric view of things; everything in nature is capital and produces capital which to varying degrees provides value to all other things in nature. Imagine if economies worked like this. Imagine if investment portfolios worked like this. Imagine if businesses worked like this. What a beautiful world it would be.

Cycle after cycle, the team is working hard, but the business is not seeing results. Managers trained in a traditional model draw the logical conclusion: our team is not working hard, not working effectively, or not working efficiently.

Establishing a pattern of reactive consequences can have disastrous effects on classroom efficiency and morale. Rather, a proactive strategy helps to give students an opportunity to demonstrate a positive contribution to the classroom community.

Newtonian versus quantum, predictability versus flexibility, optimization versus adaptation, efficiency versus innovation—all these dichotomies reflect a fundamentally different way of making sense about the world and how to manage effectively within it.

Enlightenment begins by getting acquainted with your inner voice or your higher self. The dialogue experienced in this process leads to a more comfortable, better-focused lifestyle. Over time this relationship blossoms into a higher and more efficient form of Self-Management. With practice, thoughts, feelings, emotions, and physical manifestations merge into a more harmonious state. This state of being allows for a softer, more gentile approach to life that not only benefits the individual, but the community as a whole

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.

Any vigorous competition will entail at least two elements: offense and defense. Offense is the effort you put into scoring against your opponents, and defense is the effort you apply to stop them from scoring against you. Those who suggest that "a little healthy competition can't hurt" are thinking only of the offense part.... The offense component of internal competition is problematic, but the defense component is always injurious. When peer managers play defense against each other (try to stop each other from scoring), they are engaging in anticooperation.

In today’s global marketplace, efficiency is the currency of success. Lean methodology is not just a strategy, it’s the blueprint for turning precision into profit, empowering organizations to eliminate waste, streamline processes, and drive sustainable growth in an ever evolving world.

Ambient sounds, especially with words, occupy about 5-10% of your intellectual bandwidth. By wearing ear protectors, you acoustically isolate yourself. This freed up bandwidth can now be focused on the desired task. It's a great deal. Just put on some earmuffs and you become 5-10% smarter.

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.)

A popular management term used to describe efficiency is called "working smart." We are told that if we work smart instead of hard, we will be more productive. But if we do work "smart" then we are likely to have idle time, and if we are idle we will likely be thought of as being lazy or worthless.

Blitzscaling is a strategy and set of techniques for driving and managing extremely rapid growth that prioritize speed over efficiency in an environment of uncertainty. Put another way, it’s an accelerant that allows your company to grow at a furious pace that knocks the competition out of the water.

Hauptmann wants him to improve the efficiency and power of a directional radio transceiver he is designing. It needs to be quickly retuned to transmit on multiple frequencies, the little doctor says, and it needs to be able to measure the angle of the transmissions it receives. Can Werner manage this?

Countless self-management workshops, motivational retreats, and seminars on personality or mental training promise boundless self-optimization and heightened efficiency. They are steered by neoliberal techniques of domination, which aim to capitalize not just on working time but on the person themselves.

So this is (a manager's) dilemma: The manager must retain control and focus people on performance. But she is bound by her belief that she cannot force everyone to perform the same way. ... The solution is as elegant as it is efficient: Define the right outcomes and let each person find his own route toward these outcomes.

Managers who inspire extraordinary loyalty from their people tend to be highly charismatic, humorous, good-looking, and tall. So, by all means, strive to be those things. If you don't feel able to improve any of those factors very much, you might consider holding on to your people by designing a little slack into their lives.

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.

Innovation delivers products that we can barely imagine. Efficiency and optimization are appropriate drivers for a production project, whereas innovation and creativity should drive an exploration-type project. A production mindset can restrict our vision to what appears doable. An exploration mindset helps us explore what seems impossible.

Each system may have a specific purpose but it links with others to achieve a common goal. Systems ensure a solid working approach across the board to make sure your company runs as efficiently as possible. Typical systems include operations, product development, billing and accounting, customer service, marketing, HR, and resource management.

Work takes a long time to complete because it sits in queues waiting for stuff to happen. It's not unusual for wait times to be more than 80% of the total time. Many organizations are blind to the queue problem. They tend to focus on resource efficiency instead of applying systems thinking to improve the efficiency of the whole system, end to end.

Is there something which you have lost and miss terribly? Would the quality of your life improve if you regained it? Would it make you happier or healthier? Would you be more effective, efficient, or productive if it came back? If there is something which once was and you yearn for its return, find ways to regain its presence and place in your world.

Emotional intelligence is knowledge of the “Self,” understanding who we are, and employing this knowledge to exercise self-control in our relationships with other beings and the world. Only by knowing ourselves can we responsibly and efficiently manage our senses, thoughts, words and actions, and behave in a benevolent manner toward other beings and the world.

a manager who is 40 percent used up making operations happen is not viewed as 60 percent reclaimable expense. Rather, he/she is viewed as someone doing leadership 60 percent of the time. If there is an incentive to change this formula, it suggests looking for ways to decrease the time spent running operations to free up more capacity for leading the transformation.

If socialism is to be anything more than a totalitarian prison, it can only be a system of compromise between different values that limit one another. All-embracing economic planning, even if it were possible—and there is almost universal agreement that it is not—is incompatible with the autonomy of small producers and regional units, and this autonomy is a traditional value of socialism, thought not of Marxist socialism. Technical progress cannot coexist with absolute security of living conditions for everyone. Conflicts inevitably arise between freedom and equality, planning and the autonomy of small groups, economic democracy and efficient management, and these conflicts can only be mitigated by compromise and partial solutions.

What we are all looking for, however, is the readymade, competent man; the man whom some one else has trained. It is only when we fully realize that our duty, as well as our opportunity, lies in systematically cooperating to train and to make this competent man, instead of in hunting for a man whom some one else has trained, that we shall be on the road to national efficiency.

And the management team is not really a team. A team is a group of people who have joint responsibility for—and joint ownership of—one or more work products. People who own nothing in common may be called a team, but they aren’t. This is not to say that companies never form real management teams, only that they do so rarely. Most of what are called management teams are a mockery of the team concept.

One thing you can say for the middle ages, in those days, if you went out to find something, like say, the True Cross, you always managed to find it. Those were the days. Even when two different people were sent out in search of the same thing, say John the Baptist’s skull, for example, they both found it. Just try finding that kind of efficiency these days [http://www.port-magazine.com/art-phot...].

New York City manages expertly, and with marvelous predictability, whatever it considers humanly important. Fax machines, computers, automated telephones and even messengers on bikes convey a million bits of data through Manhattan every day to guarantee that Wall Street brokers get their orders placed, confirmed, delivered, at the moment they demand. But leaking roofs cannot be fixed and books cannot be gotten into Morris High in time to meet the fall enrollment. Efficiency in educational provision for low-income children, as in health care and most other elementals of existence, is secreted and doled out by our municipalities as if it were a scarce resource. Like kindness, cleanliness and promptness of provision, it is not secured by gravity of need but by the cash, skin color and class status of the applicant.

Clarify goals and gather satisfaction metrics. Determine the people and skills needed to complete a project. Set up project management tools, plans and processes. Run status meetings and gather status reports. Analyze data to identify opportunities. Identify & implement changes to improve efficiency. Manage changes that come in from the customer. Find ways to keep the project on track even when things go wrong.

I don't have enough time. I am being pulled in too many directions. Someone or something is stealing my time. Whether you complain that you are overworked and overextended or you believe that other people, obligations, or competing loyalties are forcing you to postpone or cancel your own aspirations or dreams, you're basically saying one thing: you are inefficient. Yes, it's your fault. It's bullshit and you can change that.

Once people started coming up with ways to maintain larger groups, like armies, cities, and nations, humans started subdividing those groups. Dunbar’s number explains why big groups are made of smaller, more manageable groups like companies, platoons, and squads—or branches, divisions, departments, and committees. No human institution can efficiently function above 150 members without hierarchies, ranks, roles, and divisions.

We can see our forests vanishing, our water-powers going to waste, our soil being carried by floods into the sea; and the end of our coal and our iron is in sight. But our larger wastes of human effort, which go on every day through such of our acts as are blundering, ill-directed, or inefficient, and which Mr. Roosevelt refers to as a lack of" national efficiency," are less visible) less tangible, and are but vaguely appreciated. We can see and feel the waste of material things. Awkward, inefficient, or ill-directed movements of men, however, leave nothing visible or tangible behind them. Their appreciation calls for an act of memory, an effort of the imagination. And for this reason, even though our daily loss from this source is greater than from our waste of material things, the one has stirred us deeply, while the other has moved us but little.

The relationship between humanity and work involves money, but in something of a negative correlation. The jobs and roles that are the most human and would naturally be most attractive tend to pay nothing or close to nothing. Mother, father, artist, writer, musician, coach, teacher, storyteller, nurturer, counselor, dancer, poet, philosopher, journalist—these roles often are either unpaid or pay so little that it is difficult to survive or thrive in many environments. Many of these roles have high positive social impacts that are ignored by the market. On the other hand, the most lucrative jobs tend to be the most inorganic. Corporate lawyers, technologists, financiers, traders, management consultants, and the like assume a high degree of efficiency. The more that a person can submerge one’s humanity to the logic of the marketplace, the higher the reward.

Because of my love of excessive efficiency, my former decluttering efforts went something like this: Oh, this goes in the master bathroom. I’ll make a master bathroom pile here. That goes in the playroom, so I’ll make a playroom pile. These nails should be in the garage, so here’s a garage pile. Six piles later, life happened. I left the decluttering project to go take care of life with every intention of coming back as soon as I could. But I didn’t. Either more life happened, or I forgot. When I finally returned to the project a few hours (or a few days or a few months) later, those totally logical little piles had morphed into one big pile that was no longer the least bit sorted. The clutter that once drove me crazy while it sat behind the cabinet door or inside the drawer? Now it was out in the open, outside the area I was decluttering. I’d created a bigger mess.

The range of human knowledge and expertise is limited for any given person or for any manageably-sized collection of administrators. Only a certain number of links in the great chain of production and distribution can be mastered and operated efficiently by the same set of people. Beyond some point, there are other people with different skills and experience who can perform the next step in the sequence more cheaply or more effectively—

We have to be effective and efficient at the things that enable us to provide value to the customers. If we are efficient or effective at things that thwart our ability to provide value to the customer – even if unconsciously – well, we would be contributing to our own demise under the guise of doing good. So any changes we make, in operations specifically, or any other business function, or on the whole, must be centered around the value exchange.

The first ripple of unease hit him. He lifted his head for a moment, and his prey’s blood spurted out. He bent once more to his task, this time all efficiency and quickness. It was Alexandria. He could feel the first wave of pain hitting her. He flew to her, to be close when she called out for him. And he hoped, for both their sakes, that that would be soon. She needed him, but he had promised to compel her no further than the blood exchange. She had to call for him. Outside the underground chamber he paced, Alexandria’s pitiful cries sending shards of pain through his own heart. A dozen times he reached for the door, wanting even needing to kick it in. But she had to call for him. She had to express faith in him or she would never believe he was helping, not harming, her. He rested his forehead against the door, then was shocked to see a crimson stain from the contact. He was sweating blood, in agony hearing her pleas and feeling the pain twisting and burning within her body. The physical agony he could manage, but his heart and his mind were in torment. “Where are you? You promised to help me. Where are you?” He had waited so long for the invitation, he thought he was hallucinating when it actually came. He hit the door with the flat of his hand and burst inside. She could see her own agony reflected in his eyes. There was a scarlet smear on his forehead.

We stabilised the Wall’s degradation with software running on dumb machines,” she said. “But when Felka was born we found that she managed the task just as efficiently as the computers; in some ways better than they ever did. In fact, she seemed to thrive on it. It was as if in the Wall she found…” Galiana trailed off. “I was going to say a friend.” “Why don’t you?” “Because the Wall’s just a machine. Which means if Felka recognised kinship…what would that make her?

[T]he modern West is the first culture in human history that has managed to strip time and space of all sacredness and to produce a fully practical, efficient, and profane world. This is the world that religious fundamentalists find unbearable and are sometimes willing to use force against. [S]acredness is so irrepressible that it intrudes repeatedly into the modern profane world in the form of "crypto-religious" behavior. [E]ven a person committed to a profane existence has 'privileged places, qualitatively different from all others - a man's birthplace, or the scenes of his first love, or certain places in the first foreign city he visited in youth. Even for the most frankly nonreligious man, all these places still retain an exceptional, a unique quality; they are the "holy places" of his private universe, as if it were in such spots that he had received the revelation of a reality other than that in which he participates through his ordinary daily life.

MY FIRST ASSIGNMENT AFTER BEING ORDAINED as a pastor almost finished me. I was called to be the assistant pastor in a large and affluent suburban church. I was glad to be part of such an obviously winning organization. After I had been there a short time, a few people came to me and asked that I lead them in a Bible study. “Of course,” I said, “there is nothing I would rather do.” We met on Monday evenings. There weren’t many—eight or nine men and women—but even so that was triple the two or three that Jesus defined as a quorum. They were eager and attentive; I was full of enthusiasm. After a few weeks the senior pastor, my boss, asked me what I was doing on Monday evenings. I told him. He asked me how many people were there. I told him. He told me that I would have to stop. “Why?” I asked. “It is not cost-effective. That is too few people to spend your time on.” I was told then how I should spend my time. I was introduced to the principles of successful church administration: crowds are important, individuals are expendable; the positive must always be accented, the negative must be suppressed. Don’t expect too much of people—your job is to make them feel good about themselves and about the church. Don’t talk too much about abstractions like God and sin—deal with practical issues. We had an elaborate music program, expensively and brilliantly executed. The sermons were seven minutes long and of the sort that Father Taylor (the sailor-preacher in Boston who was the model for Father Mapple in Melville’s Moby Dick) complained of in the transcendentalists of the last century: that a person could no more be converted listening to sermons like that than get intoxicated drinking skim milk.[2] It was soon apparent that I didn’t fit. I had supposed that I was there to be a pastor: to proclaim and interpret Scripture, to guide people into a life of prayer, to encourage faith, to represent the mercy and forgiveness of Christ at special times of need, to train people to live as disciples in their families, in their communities and in their work. In fact I had been hired to help run a church and do it as efficiently as possible: to be a cheerleader to this dynamic organization, to recruit members, to lend the dignity of my office to certain ceremonial occasions, to promote the image of a prestigious religious institution. I got out of there as quickly as I could decently manage it. At the time I thought I had just been unlucky. Later I came to realize that what I experienced was not at all uncommon.

The Hutterites (who came out of the same tradition as the Amish and the Mennonites) have a strict policy that every time a colony approaches 150, they split it in two and start a new one. "Keeping things under 150 just seems to be the best and most efficient way to manage a group of people," Spokane told me. "When things get larger than that, people become strangers to one another." The Hutterites, obviously, didn't get this idea from contemporary evolutionary psychology. They've been following the 150 rule for centuries. But their rationale fits perfectly with Dunbar's theories. At 150, the Hutterites believe, something happens-something indefinable but very real-that somehow changes the nature of community overnight. "In smaller groups people are a lot closer. They're knit together, which is very important if you want to be be effective and successful at community life," Gross said. "If you get too large, you don't have enough work in common. You don't have enough things in common, and then you start to become strangers and that close-knit fellowship starts to get lost." Gross spoke from experience. He had been in Hutterite colonies that had come near to that magic number and seen firsthand how things had changed. "What happens when you get that big is that the group starts, just on its own, to form a sort of clan." He made a gesture with his hands, as if to demonstrate division. "You get two or three groups within the larger group. That is something you really try to prevent, and when it happens it is a good time to branch out.

How many?—maybe two dozen people in the world were on to this incredible secret! One was Aldous Huxley, who had taken mescaline and written about it in The Doors of Perception. He compared the brain to a “reducing valve.” In ordinary perception, the senses send an overwhelming flood of information to the brain, which the brain then filters down to a trickle it can manage for the purpose of survival in a highly competitive world. Man has become so rational, so utilitarian, that the trickle becomes most pale and thin. It is efficient, for mere survival, but it screens out the most wondrous part of man’s potential experience without his even knowing it. We’re shut off from our own world. Primitive man once experienced the rich and sparkling flood of the senses fully. Children experience it for a few months—until “normal” training, conditioning, close the doors on this other world, usually for good. Somehow, Huxley had said, the drugs opened these ancient doors. And through them modern man may at last go, and rediscover his divine birthright—

Simon Leigh Pure Reputation, The Role of AI in Online Reputation Management (ORM) Artificial Intelligence (AI) plays a transformative role in Online Reputation Management by automating monitoring, analysis, and response to online content. AI-powered tools scan social media, review platforms, forums, and news sites in real time to detect mentions of a brand or individual. Through sentiment analysis, AI evaluates whether the mentions are positive, negative, or neutral, helping businesses gauge public perception instantly. AI also enables predictive analytics, identifying emerging reputation risks before they escalate. Chatbots and automated response systems use natural language processing (NLP) to manage customer interactions quickly and consistently. Additionally, AI supports content generation and SEO optimization, ensuring positive brand stories and authoritative profiles rank higher in search results. Overall, AI enhances ORM by making it faster, data-driven, and proactive, allowing organizations to protect and strengthen their digital reputation efficiently.

When assigning responsibilities to employees in a startup, you could start by treating it as a simple optimization problem to efficiently match talents with tasks. But even if you could somehow get this perfectly right, any given solution would quickly break down. Partly that’s because startups have to move fast, so individual roles can’t remain static for long. But it’s also because job assignments aren’t just about the relationships between workers and tasks; they’re also about relationships between employees. The best thing I did as a manager at PayPal was to make every person in the company responsible for doing just one thing. Every employee’s one thing was unique, and everyone knew I would evaluate him only on that one thing. I had started doing this just to simplify the task of managing people. But then I noticed a deeper result: defining roles reduced conflict. Most fights inside a company happen when colleagues compete for the same responsibilities. Startups face an especially high risk of this since job roles are fluid at the early stages. Eliminating competition makes it easier for everyone to build the kinds of long-term relationships that transcend mere professionalism. More than that, internal peace is what enables a startup to survive at all. When a startup fails, we often imagine it succumbing to predatory rivals in a competitive ecosystem. But every company is also its own ecosystem, and factional strife makes it vulnerable to outside threats. Internal conflict is like an autoimmune disease: the technical cause of death may be pneumonia, but the real cause remains hidden from plain view.

Sheepwalking I define “sheepwalking” as the outcome of hiring people who have been raised to be obedient and giving them a brain-dead job and enough fear to keep them in line. You’ve probably encountered someone who is sheepwalking. The TSA “screener” who forces a mom to drink from a bottle of breast milk because any other action is not in the manual. A “customer service” rep who will happily reread a company policy six or seven times but never stop to actually consider what the policy means. A marketing executive who buys millions of dollars’ worth of TV time even though she knows it’s not working—she does it because her boss told her to. It’s ironic but not surprising that in our age of increased reliance on new ideas, rapid change, and innovation, sheepwalking is actually on the rise. That’s because we can no longer rely on machines to do the brain-dead stuff. We’ve mechanized what we could mechanize. What’s left is to cost-reduce the manual labor that must be done by a human. So we write manuals and race to the bottom in our search for the cheapest possible labor. And it’s not surprising that when we go to hire that labor, we search for people who have already been trained to be sheepish. Training a student to be sheepish is a lot easier than the alternative. Teaching to the test, ensuring compliant behavior, and using fear as a motivator are the easiest and fastest ways to get a kid through school. So why does it surprise us that we graduate so many sheep? And graduate school? Since the stakes are higher (opportunity cost, tuition, and the job market), students fall back on what they’ve been taught. To be sheep. Well-educated, of course, but compliant nonetheless. And many organizations go out of their way to hire people that color inside the lines, that demonstrate consistency and compliance. And then they give these people jobs where they are managed via fear. Which leads to sheepwalking. (“I might get fired!”) The fault doesn’t lie with the employee, at least not at first. And of course, the pain is often shouldered by both the employee and the customer. Is it less efficient to pursue the alternative? What happens when you build an organization like W. L. Gore and Associates (makers of Gore-Tex) or the Acumen Fund? At first, it seems crazy. There’s too much overhead, there are too many cats to herd, there is too little predictability, and there is way too much noise. Then, over and over, we see something happen. When you hire amazing people and give them freedom, they do amazing stuff. And the sheepwalkers and their bosses just watch and shake their heads, certain that this is just an exception, and that it is way too risky for their industry or their customer base. I was at a Google conference last month, and I spent some time in a room filled with (pretty newly minted) Google sales reps. I talked to a few of them for a while about the state of the industry. And it broke my heart to discover that they were sheepwalking. Just like the receptionist at a company I visited a week later. She acknowledged that the front office is very slow, and that she just sits there, reading romance novels and waiting. And she’s been doing it for two years. Just like the MBA student I met yesterday who is taking a job at a major packaged-goods company…because they offered her a great salary and promised her a well-known brand. She’s going to stay “for just ten years, then have a baby and leave and start my own gig.…” She’ll get really good at running coupons in the Sunday paper, but not particularly good at solving new problems. What a waste. Step one is to give the problem a name. Done. Step two is for anyone who sees themselves in this mirror to realize that you can always stop. You can always claim the career you deserve merely by refusing to walk down the same path as everyone else just because everyone else is already doing it.

model’s blind spots reflect the judgments and priorities of its creators. While the choices in Google Maps and avionics software appear cut and dried, others are far more problematic. The value-added model in Washington, D.C., schools, to return to that example, evaluates teachers largely on the basis of students’ test scores, while ignoring how much the teachers engage the students, work on specific skills, deal with classroom management, or help students with personal and family problems. It’s overly simple, sacrificing accuracy and insight for efficiency.

Every ward is full of doctors and nurses repeatedly honking a word into phone handsets in progressively posher voices. 'Theatre... thurta... thartaaaaah.' It's like an am-dam production of 'Gosford Park'. When you eventually manage to get switchboard's satanic robot to understand a word you've said, it's inevitably the wrong one. Today it would have been more efficient to get through to a radiologist with a couple of yoghurt pots and a length of string. 'Radiology.' 'Transferring you to Audiology. Or say: Cancel.' 'CANCEL!' 'Putting you through to the Cancer Ward.

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.

a big part of a middle manager’s work is to supply information and know-how, and to impart a sense of the preferred method of handling things to the groups under his control and influence. A manager also makes and helps to make decisions. Both kinds of basic managerial tasks can only occur during face-to-face encounters, and therefore only during meetings. Thus I will assert again that a meeting is nothing less than the medium through which managerial work is performed. That means we should not be fighting their very existence, but rather using the time spent in them as efficiently as possible. The

Creating new products and services differs from making minor enhancements to existing ones. The first must focus on innovation and adaptability, whereas the second usually focuses on efficiency and optimization. Efficiency delivers products and services that we can think of. Innovation delivers products that we can barely imagine. Efficiency and optimization are appropriate drivers for a production project, whereas innovation and creativity should drive an exploration-type project. A production mindset can restrict our vision to what appears doable. An exploration mindset helps us explore what seems impossible.

The more we have of something, the less happiness we derive from it. We continuously raise the bar for what we want or feel we need in order to be happy—and the hedonic treadmill spins faster with ambition. In other words, the downside to being ambitious is a constant sense of dissatisfaction with our achievements. What works well in Denmark is that enjoying a good quality of life does not have to cost a lot of money. If I lost my job and my savings, I would still be able to enjoy most of the same things I enjoy today. It is not only about how much money we make, it is also about what we do with the money we have. See experiences as an investment in happy memories and in your personal story and development. Our happiness has an impact on our health. A greater level of happiness predicts better future physical health. The biggest obstacles to happiness are feeling inferior or excluded. Some of the best decisions we make come from that inner voice that says, ‘Why not?’ You are likely to be more efficient if you have less time. Meetings are employees talking about work that they have done or work that they are going to do, and managers are people whose job it is to interrupt people. Both are killing our productivity.

Two powerful factors drive avoidance of activities: 1An immediate sense of relief from dodging what we think will be difficult 2Not experiencing the reward from engaging in the activity, thereby further diminishing our motivation for it Behavioral activation is designed to break these patterns. Lead with Action Like Beth, many of us are waiting to feel better so we can get back to the things we used to enjoy. However, it’s much more efficient to gradually start doing rewarding activities, even if we don’t feel like it. The interest in the activities will follow. This approach is the foundation of behavioral activation for depression.

Already in the Bell System there were about 73 million phone calls made each day—and the numbers kept climbing.6 In the earliest days of AT&T, company engineers realized the daunting implications of such growth: The larger the system became, the larger the challenges would be in managing its complexity and structural integrity. It was also likely that the larger the system became, the higher the cost might be to individual subscribers unless technologies became more efficient. To scientists like Jewett, Buckley, and Kelly, that the growth of the system produced an unceasing stream of operational problems meant it had an unceasing need for inventive solutions.

Relationships were allowed no place in the welfare state because they were thought at best not to matter and at worst to be a hindrance to social progress. But Beveridge realised he had made a mistake and now, when our human connections determine the social, emotional and economic outcomes of our lives, this omission matters more than ever. But in the intervening decades a reform process that has centred on management and control has further limited the possibility of human connection within existing systems. Today the welfare state concentrates on the efficient delivery of inputs and outcomes, trapping us in the cultures and mechanisms of transaction and limiting human connection.

Maxwell D. Kalist is a receiving teller at a city bank, Orwell and Finch, where he runs an efficient department of twenty two clerks and twelve junior clerks. He carries a leather-bound vade mecum everywhere with him – a handbook of the most widely contravened banking rules. He works humourlessly (on the surface of it) in a private, perfectly square office on the third floor of a restored grain exchange midway along the Eastern flank of Květniv’s busy, modern central plaza. Behind his oblong slate desk and black leather swivel chair is an intimidating, three-storey wall made almost entirely of bevelled, glare-reducing grey glass in art-deco style; one hundred and thirty six rectangles of gleam stacked together in a dangerously heavy collage.

. . . as a businessman, he thought the idea of having a centralized Health Service made a lot of sense, because ultimately it could be run as a business, with shareholders and a board of directors, and a chief executive, and that was the way to make sure it was efficient, to run it along business lines, i.e. with a view to making a profit. . . . in fact the Health Service, if properly managed, could turn out to be the most profitable business of all time, because health care was like prostitution, it was something for which the demand could never dry up; it was inexhaustible. He said that if someone could get himself appointed manager of a privatized Health Service, he would soon be just about the richest and most powerful man in the country.

But there was a lacuna in Nehru’s concept of science: he saw it exclusively in terms of laboratory science, not field science; physics and molecular biology, not ecology, botany, or agronomy. He understood that India’s farmers were poor in part because they were unproductive—they harvested much less grain per acre than farmers elsewhere in the world. But unlike Borlaug, Nehru and his ministers believed that the poor harvests were due not to lack of technology—artificial fertilizer, irrigated water, and high-yield seeds—but to social factors like inefficient management, misallocation of land, lack of education, rigid application of the caste system, and financial speculation (large property owners were supposedly hoarding their wheat and rice until they could get better prices). This was not crazy: more than one out of five families in rural India owned no land at all, and about two out of five owned less than 2.5 acres, not enough land to feed themselves. Meanwhile, a tiny proportion of absentee landowners controlled huge swathes of terrain. The solution to rural poverty, Nehru therefore believed, was less new technology than new policies: give land from big landowners to ordinary farmers, free the latter from the burdens of caste, and then gather the liberated smallholders into more-efficient, technician-advised cooperatives. This set of ideas had the side benefit of fitting nicely into Nehru’s industrial policy: enacting them would cost next to nothing, reserving more money for building factories.

Bezos had seemingly made up his mind that he was no longer going to indulge in financial maneuvering as a way to escape the rather large hole Amazon had dug for itself, and it wasn’t just through borrowing Sinegal’s business plan. At a two-day management and board offsite later that year, Amazon invited business thinker Jim Collins to present the findings from his soon-to-be-published book Good to Great. Collins had studied the company and led a series of intense discussions at the offsite. “You’ve got to decide what you’re great at,” he told the Amazon executives. Drawing on Collins’s concept of a flywheel, or self-reinforcing loop, Bezos and his lieutenants sketched their own virtuous cycle, which they believed powered their business. It went something like this: Lower prices led to more customer visits. More customers increased the volume of sales and attracted more commission-paying third-party sellers to the site. That allowed Amazon to get more out of fixed costs like the fulfillment centers and the servers needed to run the website. This greater efficiency then enabled it to lower prices further. Feed any part of this flywheel, they reasoned, and it should accelerate the loop. Amazon executives were elated; according to several members of the S Team at the time, they felt that, after five years, they finally understood their own business. But when Warren Jenson asked Bezos if he should put the flywheel in his presentations to analysts, Bezos asked him not to. For now, he considered it the secret sauce.

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 wider context, there is an ongoing shift from industrial economies to knowledge economies and creative economies, from manufacturing-based processes to information-based and idea-based processes, and from international trade agreements and restrictions to increasingly competitive market challenges from emerging and expanding economies worldwide. In terms of design, this impact is apparent in the evolution of design debates: from ‘style and aesthetics’ to a means of improving products, services, innovation processes and operational efficiencies. The focus of design is now on improving customer services and experiences, and creating better efficiencies and waste reduction strategies in both the private and public sectors. It is inevitable that how design is managed in this shifting context will also change.

The pattern, as well as magnitude, of foreign economic activity in Russia provides clues to the sources of Russian economic backwardness. The foreigners specialized in providing what the Russians most lacked—technical and scientific skills, efficient and honest management and, to a secondary extent, capital. Russian managers were notorious for their inefficiency and corruption. A French observer in 1904 referred to "the extraordinary waste—to be polite—that reigns among Russian administrators."210 Even after trained Russians began to emerge over the years into increasingly responsible positions, foreign firms were careful not to use Russian accountants.211 This business corruption mirrored a pervasive corruption in the czarist government,212 which was by no means stamped out under the Communists213 or in the post-Soviet era.

A classic LBO works this way: An investor decides to buy a company by putting up equity, similar to the down payment on a house, and borrowing the rest, the leverage. Once acquired, the company, if public, is delisted, and its shares are taken private, the “private” in the term “private equity.” The company pays the interest on its debt from its own cash flow while the investor improves various areas of a business’s operations in an attempt to grow the company. The investor collects a management fee and eventually a share of the profits earned whenever the investment in monetized. The operational improvements that are implemented can range from greater efficiencies in manufacturing, energy utilization, and procurement; to new product lines and expansion into new markets; to upgraded technology; and even leadership development of the company’s management team.

WE WILL ARGUE that to understand world inequality we have to understand why some societies are organized in very inefficient and socially undesirable ways. Nations sometimes do manage to adopt efficient institutions and achieve prosperity, but alas, these are the rare cases. Most economists and policymakers have focused on “getting it right,” while what is really needed is an explanation for why poor nations “get it wrong.” Getting it wrong is mostly not about ignorance or culture. As we will show, poor countries are poor because those who have power make choices that create poverty. They get it wrong not by mistake or ignorance but on purpose. To understand this, you have to go beyond economics and expert advice on the best thing to do and, instead, study how decisions actually get made, who gets to make them, and why those people decide to do what they do. This is the study of politics and political processes.

If the essential task of middle managers is reinvention, when is that task to be carried out? The answer is, during time that is not used up directing day-to-day business. The fact that managers have time on their hands (i.e., their operations tasks take up less than eight hours per day) gives them time for reinvention. The extra time is not waste, but slack. Without it they could function in only their operational roles. Reinvention would be impossible because the people who could make it happen are just too busy to take the time. Even companies that didn't fire their change centers have hurt themselves by encouraging their middle managers to stay extremely busy. In order to enable change, companies have to learn that keeping managers busy is a blunder. If you have busy managers working under you, they are an indictment of your vision and your capacity to transform that vision into reality. Cut them some slack.

We will need comprehensive policies and programs that make low-carbon choices easy and convenient for everyone. Most of all, these policies need to be fair, so that the people already struggling to cover the basics are not being asked to make additional sacrifice to offset the excess consumption of the rich. That means cheap public transit and clean light rail accessible to all; affordable, energy-efficient housing along those transit lines; cities planned for high-density living; bike lanes in which riders aren’t asked to risk their lives to get to work; land management that discourages sprawl and encourages local, low-energy forms of agriculture; urban design that clusters essential services like schools and health care along transit routes and in pedestrian-friendly areas; programs that require manufacturers to be responsible for the electronic waste they produce, and to radically reduce built-in redundancies and obsolescences.

This is the thinking behind Amazon’s anticipatory shopping patent.43 Instead of customers making their own decisions, Amazon decides for them, sending what they want before they know they want it. It is, as one commentator noticed, one more step towards cutting out human agency altogether.44 Pervasive monitoring devices – smartphones, wearables, voice-enabled speakers and smart meters – allow companies to track and manage consumer behaviour. The Harvard business scholar Shoshana Zuboff quotes an unnamed chief data scientist who explains: ‘The goal of everything we do is to change people’s actual behavior at scale . . . we can capture their behaviours and identify good and bad [ones]. Then we develop “treatments” or “data pellets” that select good behaviours.’45 MIT’s Alex Pentland seems more interested in enhancing machines than human understanding. He celebrates the opportunity to deploy sensors and data in order to increase efficiency

The impulse here is to add “again,” but making New York “work” had not always, and maybe not ever, been a goal for those who welcomed disorder as the way to overtime or a palmed twenty. City government had never been run for maximum efficiency; the point of patronage was jobs, with results a distant second. Management was the province of reformers and the public agencies, foundations, and advocacy groups who’d erected a virtuous scaffolding around City politics, assuring things actually got done while City Hall focused on giving special interests their taste. Everyone else got pinched, especially the middle class and small businessmen who paid for their independence by having to slash through thickets of red tape, following absurd union rules and paying inflated prices. Koch liked to tell about the time an old woman tugged his sleeve and said, “Mr. Koch, Mr. Koch, make the city what it once was.” To which he said, “Lady, it was never that good.

George Romney’s private-sector experience typified the business world of his time. His executive career took place within a single company, American Motors Corporation, where his success rested on the dogged (and prescient) pursuit of more fuel-efficient cars.41 Rooted in a particular locale, the industrial Midwest, AMC was built on a philosophy of civic engagement. Romney dismissed the “rugged individualism” touted by conservatives as “nothing but a political banner to cover up greed.”42 Nor was this dismissal just cheap talk: He once returned a substantial bonus that he regarded as excessive.43 Prosperity was not an individual product, in Romney’s view; it was generated through bargaining and compromises among stakeholders (managers, workers, public officials, and the local community) as well as through individual initiative. When George Romney turned to politics, he carried this understanding with him. Romney exemplified the moderate perspective characteristic of many high-profile Republicans of his day. He stressed the importance of private initiative and decentralized governance, and worried about the power of unions. Yet he also believed that government had a vital role to play in securing prosperity for all. He once famously called UAW head Walter Reuther “the most dangerous man in Detroit,” but then, characteristically, developed a good working relationship with him.44 Elected governor in 1962 after working to update Michigan’s constitution, he broke with conservatives in his own party and worked across party lines to raise the minimum wage, enact an income tax, double state education expenditures during his first five years in office, and introduce more generous programs for the poor and unemployed.45 He signed into law a bill giving teachers collective bargaining rights.46 At a time when conservatives were turning to the antigovernment individualism of Barry Goldwater, Romney called on the GOP to make the insurance of equal opportunity a top priority. As

One of the patterns from domain-driven design is called bounded context. Bounded contexts are used to set the logical boundaries of a domain’s solution space for better managing complexity. It’s important that teams understand which aspects, including data, they can change on their own and which are shared dependencies for which they need to coordinate with other teams to avoid breaking things. Setting boundaries helps teams and developers manage the dependencies more efficiently. The logical boundaries are typically explicit and enforced on areas with clear and higher cohesion. These domain dependencies can sit on different levels, such as specific parts of the application, processes, associated database designs, etc. The bounded context, we can conclude, is polymorphic and can be applied to many different viewpoints. Polymorphic means that the bounded context size and shape can vary based on viewpoint and surroundings. This also means you need to be explicit when using a bounded context; otherwise it remains pretty vague.

In contemporary American self-help literature, the magic word is healing. The term refers to self-optimization that is supposed to therapeutically eliminate any and all functional weakness or mental obstacle in the name of efficiency and performance. Yet perpetual self-optimization, which coincides point-for-point with the optimization of the system, is proving destructive. It is leading to mental collapse. Self-optimization, it turns out, amounts to total self-exploitation. The neoliberal ideology of self-optimization displays religious - indeed, fanatical - traits. It entails a new form of subjectivation. Endlessly working at self-improvement resembles the self-examination and self-monitoring of Protestantism, which represents a technology of subjectivation and domination in its own right. Now, instead of searching out sins, one hunts down negative thoughts. The ego grapples with itself as an enemy. Today, even fundamentalist preachers act like managers and motivational trainers, proclaiming the new Gospel of limitless achievement and optimization.

Urban planning is a scientific, aesthetic and orderly disposition of Land, Resources, Facilities and Services with a view of securing the Physical, Economic and Social Efficiency, Health and well-being of Urban Communities. As over the years the urban population of India has been increasing rapidly, this fast tread urbanization is pressurizing the existing infrastructure leading to a competition over scare resources in the cities. The objective of our organization is to develop effective ideas and inventions so that we could integrate in the development of competitive, compact, sustainable, inclusive and resilient cities in terms of land-use, environment, transportation and services to improve physical, social and economic environment of the cities. Focus Areas:- Built Environment Utilities Public Realm Urban planning and Redevelopment Urban Transport and Mobility Smart City AMRUT Solid Waste Management Master Plans Community Based Planning Architecture and Urban Design Institutional Capacity Building Geographic Information System Riverfront Development Local Area Planning ICT

Let me break it down for you. In good organizations, people can focus on their work and have confidence that if they get their work done, good things will happen for both the company and them personally. It is a true pleasure to work in an organization such as this. Every person can wake up knowing that the work they do will be efficient, effective, and make a difference for the organization and themselves. These things make their jobs both motivating and fulfilling. “In a poor organization, on the other hand, people spend much of their time fighting organizational boundaries, infighting, and broken processes. They are not even clear on what their jobs are, so there is no way to know if they are getting the job done or not. In the miracle case that they work ridiculous hours and get the job done, they have no idea what it means for the company or their careers. To make it all much worse and rub salt in the wound, when they finally work up the courage to tell management how fucked-up their situation is, management denies there is a problem, then defends the status quo, then ignores the problem.

Evolution optimizes strongly for energy efficiency because of limited food supply, not for ease of construction or understanding by human engineers. My wife, Meia, likes to point out that the aviation industry didn’t start with mechanical birds. Indeed, when we finally figured out how to build mechanical birds in 2011,1 more than a century after the Wright brothers’ first flight, the aviation industry showed no interest in switching to wing-flapping mechanical-bird travel, even though it’s more energy efficient—because our simpler earlier solution is better suited to our travel needs. In the same way, I suspect that there are simpler ways to build human-level thinking machines than the solution evolution came up with, and even if we one day manage to replicate or upload brains, we’ll end up discovering one of those simpler solutions first. It will probably draw more than the twelve watts of power that your brain uses, but its engineers won’t be as obsessed about energy efficiency as evolution was—and soon enough, they’ll be able to use their intelligent machines to design more energy-efficient ones.

The American idea was summed up in the most widely read pamphlet during the American Revolution, Thomas Paine’s Common Sense. In it, Paine explained, “Society in every state is a blessing, but Government, even in its best state, is but a necessary evil; in its worst state an intolerable one.”30 Though animated by a deep distrust of authority, America’s Founding Fathers recognized nonetheless that society required a government. Otherwise, who would protect citizens from foreign threats, or violations of their rights by criminals at home? But they wrestled with a dilemma. A government powerful enough to perform its essential functions would tend toward tyranny. To manage this challenge, they designed, as Richard Neustadt taught us, a government of “separated institutions sharing power.”31 This deliberately produced constant struggle among the executive, legislative, and judicial branches that meant delay, gridlock, and even dysfunction. But it also provided checks and balances against abuse. As Justice Louis Brandeis explained eloquently, their purpose was “not to promote efficiency, but to preclude the exercise of arbitrary authority.”32

The quality of the people involved in the company was just as critical. I use the word quality to encompass two quite different characteristics. One of these is business ability. Business ability can be further broken down into two very different types of skills. One of these is handling the day-to-day tasks of business with above-average efficiency. In the day-to-day tasks, I include a hundred and one matters, varying all the way from constantly seeking and finding better ways to produce more efficiently to watching receivables with sufficient closeness. In other words, operating skill implies above-average handling of the many things that have to do with the near-term operation of the business. However, in the business world, top-notch managerial ability also calls for another skill that is quite different. This is the ability to look ahead and make long-range plans that will produce significant future growth for the business without at the same time running financial risks that may invite disaster. Many companies contain managements that are very good at one or the other of these skills. However, for real success, both are necessary.

Now, although hypertension is accentuated by modern civilisation, it is not specifically a disease of civilisation. It is a disease of consciousness—that is, of being human. The farm labourer going to work is as likely to ignore his surroundings as the harassed car salesman. And if the inhabitants of some Amazon village are ‘closer to nature’ than New Yorkers, this is usually at the cost of dirt and ignorance and inconvenience. Hypertension is the price we pay for the symphonies of Beethoven, the novels of Balzac, the advances in medical knowledge that prevent children dying of smallpox. However, it is not a necessary and inescapable price. It is the result of ignorance, of bad management of our vital economy. The point to observe here is that although hypertension may not be necessary, it is as widespread as the common cold. It would not be inaccurate to say that all human beings live in a state of ‘vigilance’ and anxiety that is far above the level they actually need for vital efficiency. It is a general tendency of consciousness to ‘spread the attention too thinly’; and, like an over-excited child with too many toys on Christmas Day, the result is nervous exhaustion.

Gomi. Thirty-five percent of the landmass of Tokyo was built on gomi, on level tracts reclaimed from the Bay through a century's systematic dumping. Gomi, there, was a resource to be managed, to be collected, carefully plowed under. London's relationship to gomi was more subtle, more oblique. To Kumiko's eyes, the bulk of the city consisted of gomi, of structures the Japanese economy would long ago have devoured in its relentless hunger for space in which to build. Yet these structures revealed, even to Kumiko, the fabric of time, each wall patched by generation of hands in an ongoing task of restoration. The English valued their gomi in its own right, in a way she had only begun to understand; they inhabited it. Gomi in the Sprawl was something else: a rich humus, a decay that sprouted prodigies in steel and polymer. The apparent lack of planning alone was enough to dizzy her, running so entirely opposite the value her own culture placed on efficient land use. Her tax ride from the airport had already shown her decay, whole blocks in ruins, unglazed windows gaping above sidewalks heaped with trash. And faces staring as the armoed hover made its way through the streets.

The violence exercised in the service of human commodification relied on a scientific empiricism always seeking to find the limits of human capacity for suffering, that point where material and social poverty threatened to consume entirely the lives it was meant to garner for sale in the Americas. In this regard, the economic enterprise of human trafficking marked a watershed in what would become an enduring project in the modern Western world: probing the limits up to which it is possible to discipline the body without extinguishing the life within. The aim in the case being economic efficiency rather than punishment, this was a regime whose intent was not to torture but rather to manage the depletion of life that resulted from the conditions of saltwater slavery. But for the Africans who were starved, sorted, and warped to make them into saltwater slaves, torture was the result. It takes no great insight to point to the role of violence in the Atlantic slave trade. But to understand what happened to Africans in this system of human trafficking requires us to ask precisely what kind of violence it requires to achieve its end, the transformation of African captives into Atlantic commodities.

Managerial abilities, bureaucratic skills, technical expertise, and political talent are all necessary, but they can be applied only to goals that have already been defined by military policies, broad and narrow. And those policies can be only as good as strategy, operational art of war, tactical thought, and plain military craft that have gone into their making. At present, the defects of structure submerge or distort strategy and operational art, they out rightly suppress tactical ingenuity, and they displace the traditional insights and rules of military craft in favor of bureaucratic preferences, administrative convenience, and abstract notions of efficiency derived from the world of business management. First there is the defective structure for making of military decisions under the futile supervision of the civilian Defense Department; then come the deeply flawed defense policies and military choices, replete with unnecessary costs and hidden risks; finally there come the undoubted managerial abilities, bureaucratic skills, technical expertise, and political talents, all applied to achieve those flawed policies and to implement those flawed choices. By this same sequence was the fatally incomplete Maginot Line built, as were all the Maginot Lines of history, each made no better by good government, technical talent, careful accounting, or sheer hard work. Hence the futility of all the managerial innovations tried in the Pentagon over the years. In the purchasing of weapons, for example, “total package” procurement, cost plus incentive contracting, “firm fixed price” purchasing have all been introduced with much fanfare, only to be abandoned, retried, and repudiated once again. And each time a new Secretary of Defense arrives, with him come the latest batch of managerial innovations, many of them aimed at reducing fraud, waste, and mismanagement-the classic trio endlessly denounced in Congress, even though they account for mere percentage points in the total budget, and have no relevance at all to the failures of combat. The persistence of the Administrator’s Delusion has long kept the Pentagon on a treadmill of futile procedural “reforms” that have no impact at all on the military substance of our defense. It is through strategy, operational art, tactical ingenuity, and military craft that the large savings can be made, and the nation’s military strength greatly increased, but achieving long-overdue structural innovations, from the central headquarters to the combat forces, from the overhead of bases and installations to the current purchase of new weapons. Then, and only then, will it be useful to pursue fraud, waste, and mismanagement, if only to save a few dollars more after the billions have already been saved. At present, by contrast, the Defense Department administers ineffectively, while the public, Congress, and the media apply their energies to such petty matters as overpriced spare parts for a given device in a given weapon of a given ship, overlooking at the same time the multibillion dollar question of money spent for the Navy as a whole instead of the Army – whose weakness diminishes our diplomatic weight in peacetime, and which could one day cause us to resort to nuclear weapons in the face of imminent debacle. If we had a central military authority and a Defense Department capable of strategy, we should cheerfully tolerate much fraud, waste, and mismanagement; but so long as there are competing military bureaucracies organically incapable of strategic combat, neither safety nor economy will be ensured, even if we could totally eliminate every last cent of fraud, waste, and mismanagement.

Residents' Survival Guide Who Work 110 Hours per Week • When there is a question between a resident and a nurse, the nurse always wins. • Residents can be replaced. Nurses cannot. • When in doubt about a patient, call your senior staff to keep them informed. • Always ask for help if you don’t know how to do something surgically. • When called by the nurse, see the patient and the nurse to assess a problem. • Answer your pages promptly. • Learn to prioritize the many tasks that you have. • Tell it like it is! Don’t lie! Get the correct information. • Engage in damage control when making a mistake. Accept liability for actions. • Be courteous to others. Remember that respect breeds respect. • Be a team player. What goes around comes around. • Own your education. Invest time and effort in surgical practice. • Be punctual; others depend on you. Respect their time. • Document for the record often, wholly and accurately. • Be helpful to fellow residents who become your colleagues and friends for life. • Develop the skills to be efficient, dependable, and trustworthy. • Sign in and sign out to avoid errors in management. • Write a summary note to ensure continuity of patient care upon leaving the service.

Trust me, I’ve seen more women in their corsets and shifts than you’ve seen years.” “I can well believe that.” She sniffed. “At least turn around.” “Fine.” He turned his back to her, and Freddy followed suit. “But be quick about it. I’d like to reach Halstead Hall in time for dinner.” “Do as he says, will you?” Freddy put in. “I’m about to faint from hunger.” “For once, Freddy,” she grumbled, “would you stop thinking with your stomach?” The stockings seemed to fit, and she managed to undo her own gown so she could slip the other one on. But she could never button it herself, especially since it was small in the waist. And the bust. Mercy, she would need help. “Freddy, come fasten me up, will you?” Her cousin’s back stiffened. “I can’t do that!” “Oh, for God’s sake.” Lord Stoneville strode over. “I knew you Americans were prudish, but this is absurd.” Before she could even protest, he began fastening her gown. To her horror, the faint scent of his spicy cologne and his fingers working efficiently over the buttons made an odd sort of heat rise up from her belly. That couldn’t be good. “You seem to know how to do up a woman’s gown very well.” She struggled to sound nonchalant. “I take it you’ve had plenty of practice.” “You know us debauchers,” he said dryly. “Practice, practice, practice.

In the absence of those predictions, product and strategy decisions are far more difficult and time-consuming. I often see this in my consulting practice. I’ve been called in many times to help a startup that feels that its engineering team “isn’t working hard enough.” When I meet with those teams, there are always improvements to be made and I recommend them, but invariably the real problem is not a lack of development talent, energy, or effort. Cycle after cycle, the team is working hard, but the business is not seeing results. Managers trained in a traditional model draw the logical conclusion: our team is not working hard, not working effectively, or not working efficiently. Thus the downward cycle begins: the product development team valiantly tries to build a product according to the specifications it is receiving from the creative or business leadership. When good results are not forthcoming, business leaders assume that any discrepancy between what was planned and what was built is the cause and try to specify the next iteration in greater detail. As the specifications get more detailed, the planning process slows down, batch size increases, and feedback is delayed. If a board of directors or CFO is involved as a stakeholder, it doesn’t take long for personnel changes to follow.

President and Chief Operating Officer (COO), accountable for the overall achievement of the Strategic Objective and reporting to the SHAREHOLDERS who include, on an equal basis, Jack and Murray. • Vice-President/Marketing, accountable for finding customers and finding new ways to provide customers with the satisfactions they derive from widgets, at lower cost, and with greater ease, and reporting to the COO. • Vice-President/Operations, accountable for keeping customers by delivering to them what is promised by Marketing, and for discovering new ways of assembling widgets, at lower cost, and with greater efficiency so as to provide the customer with better service, reporting to the COO. • Vice-President/Finance, accountable for supporting both Marketing and Operations in the fulfillment of their accountabilities by achieving the company’s profitability standards, and by securing capital whenever it’s needed, and at the best rates, also reporting to the COO. • Reporting to the Vice-President/Marketing are two positions: Sales Manager and Advertising/Research Manager. • Reporting to the Vice-President/Operations are three positions: Production Manager, Service Manager, and Facilities Manager. • Reporting to the Vice-President/Finance are two positions: Accounts Receivable Manager and Accounts Payable Manager.

No,’ he says very firmly. ‘It doesn’t matter how good a drummer, singer, or trombone-mimer you are, bragging about anything is bad form. They have a mantra in the business – “Lego over ego” – and people follow it.’ He tells me that he and his fellow non-Danes have been guided towards the writings of a 1930s Danish-Norwegian author, Aksel Sandemose, for a better understanding of how best to ‘integrate’ into the workplace in Denmark. Sandemose outlines ten rules for living Danishly (otherwise known as ‘Jante’s Law’) in his novel, A Fugitive Crosses His Tracks. These, as far as Google Translate and I can make out, are: You’re not to think you are anything special You’re not to think you are as good as we are You’re not to think you are smarter than us You’re not to convince yourself that you are better than us You’re not to think you know more than us You’re not to think you are more important than us You’re not to think you are good at anything You’re not to laugh at us You’re not to think anyone cares about you You’re not to think you can teach us anything ‘Crikey, you’re not to do much round here, are you?’ ‘Oh, and there’s another, unspoken one.’ ‘Yes?’ ‘“Don’t put up with presenteeism”. If anyone plays the martyr card, staying late or working too much, they’re more likely to get a leaflet about efficiency or time management dropped on their desk than any sympathy.

It’s a rare company I visit these days that doesn’t have a Dilbert cartoon posted somewhere. I guess the message of these cartoons is “Our company is in some ways like Dilbert’s company, ” or, even worse, “My boss is in some ways like Dilbert’s boss.” When I encounter these cartoons, I always want to find the person who posted them and ask, “Yes, but are you like Dilbert?” Are you keeping your head down? Are you accepting senseless direction when it’s offered? Are you letting the bureaucracy dominate at the expense of the real goals? If so, I’d like to tell that person, then you’re part of the problem. At the risk of being a total killjoy, I propose that you look at the next Dilbert cartoon that falls under your eye in a totally different way. I propose that you ask yourself about Dilbert’s role in whatever corporate nonsense is the butt of the joke. Ask yourself, How should Dilbert have responded? (The real Dilbert, of course, never responds at all.) How could Dilbert have made this funny situation distinctly nonfunny? What could he have done to put an end to such absurdities? There is always an obvious answer. Sometimes the action is one that would get Dilbert fired. It’s easy (and fair) to blame lousy management on lousy managers. But it’s not enough. It’s also necessary to blame the people who allow themselves to be managed so badly. At least partly at fault for every bad management move is some gutless Dilbert who allows it to happen.

When was the last time you made something that someone wasn’t paying you for, and looking over your shoulder to make sure you got it right?” When I ask creatives this question, the answer that comes back all too often is, “I can’t remember.” It’s so easy for creativity to become a means to a very practical end—earning a paycheck and pleasing your client or manager. But that type of work only uses a small spectrum of your abilities. To truly excel, you must also continue to create for the most important audience of all: yourself. In her book The Artist’s Way, Julia Cameron discusses a now well-known practice that she calls “morning pages.” She suggests writing three pages of free-flowing thought first thing in the morning as a way to explore latent ideas, break through the voice of the censor in your head, and get your creative juices flowing. While there is nothing immediately practical or efficient about the exercise, Cameron argues that it’s been the key to unlocking brilliant insights for the many people who have adopted it as a ritual. I’ve seen similar benefits of this kind of “Unnecessary Creation” in the lives of creative professionals across the board. From gardening to painting with watercolors to chipping away at the next great American novel on your weekends, something about engaging in the creative act on our own terms seems to unleash latent passions and insights. I believe Unnecessary Creation is essential for anyone who works with his or her mind.

My Future Self My future self and I become closer and closer as time goes by. I must admit that I neglected and ignored her until she punched me in the gut, grabbed me by the hair and turned my butt around to introduce herself. Well, at least that’s what it felt like every time I left the convalescent hospital after doing skills training for a certification I needed to help me start my residential care business. I was going to be providing specialized, 24/7 residential care and supervising direct care staff for non-verbal, non-ambulatory adult men in diapers! I ran to the Red Cross and took the certified nurse assistant class so I would at least know something about the job I would soon be hiring people to do and to make sure my clients received the best care. The training facility was a Medicaid hospital. I would drive home in tears after seeing what happens when people are not able to afford long-term medical care and the government has to provide that care. But it was seeing all the “young” patients that brought me to tears. And I had thought that only the elderly lived like this in convalescent hospitals…. I am fortunate to have good health but this experience showed me that there is the unexpected. So I drove home each day in tears, promising God out loud, over and over again, that I would take care of my health and take care of my finances. That is how I met my future self. She was like, don’t let this be us girlfriend and stop crying! But, according to studies, we humans have a hard time empathizing with our future selves. Could you even imagine your 30 or 40 year old self when you were in elementary or even high school? It’s like picturing a stranger. This difficulty explains why some people tend to favor short-term or immediate gratification over long-term planning and savings. Take time to picture the life you want to live in 5 years, 10 years, and 40 years, and create an emotional connection to your future self. Visualize the things you enjoy doing now, and think of retirement saving and planning as a way to continue doing those things and even more. However, research shows that people who interacted with their future selves were more willing to improve savings. Just hit me over the head, why don’t you! I do understand that some people can’t even pay attention or aren’t even interested in putting money away for their financial future because they have so much going on and so little to work with that they feel like they can’t even listen to or have a conversation about money. But there are things you’re doing that are not helping your financial position and could be trouble. You could be moving in the wrong direction. The goal is to get out of debt, increase your collateral capacity, use your own money in the most efficient manner and make financial decisions that will move you forward instead of backwards. Also make sure you are getting answers specific to your financial situation instead of blindly guessing! Contact us. We will be happy to help!

The men in grey were powerless to meet this challenge head-on. Unable to detach the children from Momo by bringing them under their direct control, they had to find some roundabout means of achieving the same end, and for this they enlisted the children's elders. Not all grown-ups made suitable accomplices, of course, but plenty did. [....] 'Something must be done,' they said. 'More and more kids are being left on their own and neglected. You can't blame us - parents just don't have the time these days - so it's up to the authorities.' Others joined in the chorus. 'We can't have all these youngsters loafing around, ' declared some. 'They obstruct the traffic. Road accidents caused by children are on the increase, and road accidents cost money that could be put to better use.' 'Unsupervised children run wild, declared others.'They become morally depraved and take to crime. The authorities must take steps to round them up. They must build centers where the youngsters can be molded into useful and efficient members of society.' 'Children,' declared still others, 'are the raw material for the future. A world dependent on computers and nuclear energy will need an army of experts and technicians to run it. Far from preparing children from tomorrow's world, we still allow too many of them to squander years of their precious time on childish tomfoolery. It's a blot on our civilization and a crime against future generations.' The timesavers were all in favor of such a policy, naturally, and there were so many of them in the city by this time that they soon convinced the authorities of the need to take prompt action. Before long, big buildings known as 'child depots' sprang up in every neighborhood. Children whose parents were too busy to look after them had to be deposited there and could be collected when convenient. They were strictly forbidden to play in the streets or parks or anywhere else. Any child caught doing so was immediately carted off to the nearest depot, and its parents were heavily fined. None of Momo's friends escaped the new regulation. They were split up according to districts they came from and consigned to various child depots. Once there, they were naturally forbidden to play games of their own devising. All games were selected for them by supervisors and had to have some useful, educational purpose. The children learned these new games but unlearned something else in the process: they forgot how to be happy, how to take pleasure in the little things, and last but not least, how to dream. Weeks passed, and the children began to look like timesavers in miniature. Sullen, bored and resentful, they did as they were told. Even when left to their own devices, they no longer knew what to do with themselves. All they could still do was make a noise, but it was an angry, ill-tempered noise, not the happy hullabaloo of former times. The men in grey made no direct approach to them - there was no need. The net they had woven over the city was so close-meshed as to seem inpenetrable. Not even the brightest and most ingenious children managed to slip through its toils. The amphitheater remained silent and deserted.

Hoover wanted the new investigation to be a showcase for his bureau, which he had continued to restructure. To counter the sordid image created by Burns and the old school of venal detectives, Hoover adopted the approach of Progressive thinkers who advocated for ruthlessly efficient systems of management. These systems were modeled on the theories of Frederick Winslow Taylor, an industrial engineer, who argued that companies should be run “scientifically,” with each worker’s task minutely analyzed and quantified. Applying these methods to government, Progressives sought to end the tradition of crooked party bosses packing government agencies, including law enforcement, with patrons and hacks. Instead, a new class of technocratic civil servants would manage burgeoning bureaucracies, in the manner of Herbert Hoover—“ the Great Engineer”—who had become a hero for administering humanitarian relief efforts so expeditiously during World War I. As the historian Richard Gid Powers has noted, J. Edgar Hoover found in Progressivism an approach that reflected his own obsession with organization and social control. What’s more, here was a way for Hoover, a deskbound functionary, to cast himself as a dashing figure—a crusader for the modern scientific age. The fact that he didn’t fire a gun only burnished his image. Reporters noted that the “days of ‘old sleuth’ are over” and that Hoover had “scrapped the old ‘gum shoe, dark lantern and false moustache’ traditions of the Bureau of Investigation and substituted business methods of procedure.” One article said, “He plays golf. Whoever could picture Old Sleuth doing that?

No matter how narrow our perceptions become in the daily obsessions of the organization, there is no such thing as a life lived only within an organization. There are other necessities calling us to a much greater participation than any corporation can offer. The most efficiently run, streamlined organization, the best-groomed, most-organized executive is interwoven with the ragged vagaries of creation, and despite our best attempts to anchor ourselves in the concrete foundations of profitability and permanence, we remain forever at the whim, mercy, and pleasure of the wind-blown world. Ironically, we bring more vitality into our organizations when we refuse to make their goals the measure of our success and start to ask about the greater goals they might serve, and when we stop looking to them as parents who will supply necessities we can only obtain when we wrestle directly with our own destiny. In a sense, we place the same burdens on our organizational life as we place on the rest of our existence. We feel there is something wrong at the center of it all, and we have to put it right. We are forever looking for a cure for our ills. We do this by placing ourselves in the position of manager, of thus managing change. Unless it is managed, something is wrong. But our real unconscious and underlying wish is to find a cure for the impermanence of life, and for that there is no remedy. Most of the difficulties we confront at work are no different from those human beings have been dealing with for millenia. Life is full of loneliness, failure, grief, and loss to an extent that terrifies us, and we will do anything to will ourselves another existence.

5. Move toward resistance and pain A. Bill Bradley (b. 1943) fell in love with the sport of basketball somewhere around the age of ten. He had one advantage over his peers—he was tall for his age. But beyond that, he had no real natural gift for the game. He was slow and gawky, and could not jump very high. None of the aspects of the game came easily to him. He would have to compensate for all of his inadequacies through sheer practice. And so he proceeded to devise one of the most rigorous and efficient training routines in the history of sports. Managing to get his hands on the keys to the high school gym, he created for himself a schedule—three and a half hours of practice after school and on Sundays, eight hours every Saturday, and three hours a day during the summer. Over the years, he would keep rigidly to this schedule. In the gym, he would put ten-pound weights in his shoes to strengthen his legs and give him more spring to his jump. His greatest weaknesses, he decided, were his dribbling and his overall slowness. He would have to work on these and also transform himself into a superior passer to make up for his lack of speed. For this purpose, he devised various exercises. He wore eyeglass frames with pieces of cardboard taped to the bottom, so he could not see the basketball while he practiced dribbling. This would train him to always look around him rather than at the ball—a key skill in passing. He set up chairs on the court to act as opponents. He would dribble around them, back and forth, for hours, until he could glide past them, quickly changing direction. He spent hours at both of these exercises, well past any feelings of boredom or pain. Walking down the main street of his hometown in Missouri, he would keep his eyes focused straight ahead and try to notice the goods in the store windows, on either side, without turning his head. He worked on this endlessly, developing his peripheral vision so he could see more of the court. In his room at home, he practiced pivot moves and fakes well into the night—such skills that would also help him compensate for his lack of speed. Bradley put all of his creative energy into coming up with novel and effective ways of practicing. One time his family traveled to Europe via transatlantic ship. Finally, they thought, he would give his training regimen a break—there was really no place to practice on board. But below deck and running the length of the ship were two corridors, 900 feet long and quite narrow—just enough room for two passengers. This was the perfect location to practice dribbling at top speed while maintaining perfect ball control. To make it even harder, he decided to wear special eyeglasses that narrowed his vision. For hours every day he dribbled up one side and down the other, until the voyage was done. Working this way over the years, Bradley slowly transformed himself into one of the biggest stars in basketball—first as an All-American at Princeton University and then as a professional with the New York Knicks. Fans were in awe of his ability to make the most astounding passes, as if he had eyes on the back and sides of his head—not to mention his dribbling prowess, his incredible arsenal of fakes and pivots, and his complete gracefulness on the court. Little did they know that such apparent ease was the result of so many hours of intense practice over so many years.

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.

There’s no efficient way to kill yourself with a dressmaker’s pin (I wouldn’t call contracting gangrene an efficient way to kill yourself) – I puzzled over it for a long time, seeing as they’d left the pins there, but it’s just not possible. Useful for picking locks though. I so loved the burglary lessons we got when we were training. Didn’t so much enjoy the bleak aftermath of my unsuccessful attempt to put them to use – very good at picking locks but not so good at getting out of the building. Our prison cells are only hotel bedrooms, but we are guarded like royalty. And also, there are dogs. After that episode with the pins, they had a good go at making sure I wouldn’t be able to walk if I did manage to get out – don’t know where you pick up the skills for disabling a person without actually breaking her legs, Nazi School of Assault and Battery? Like everything else it wasn’t permanent damage, nothing left this week but the bruises, and they check me carefully now for stray bits of metal. I got caught yesterday trying to hide a pen nib in my hair (I didn’t have a plan for it, but you never know). Oh – often I forget I am not writing this for myself, and then it’s too late to scratch it out. The evil Engel always snatches everything away from me and raises an alarm if she sees me trying to retract anything. Yesterday I tried ripping off the bottom of the page and eating it, but she got to it first. (It was when I realised I had thoughtlessly mentioned the factory at Swinley. It is refreshing sometimes to fight with her. She has the advantage of freedom, but I am a lot more imaginative. Also I am willing to use my teeth which she is squeamish about.) Where was I? Hauptsturmführer von Linden has taken away everything I wrote yesterday. It is your own fault, you cold and soulless Jerry bastard, if I repeat myself.

Ini and Aevi were entranced by his description of a curriculum that included farming, cparnetry, sewage reclamation, printing, plumbing, road mending, playwriting, and al the other occupations of the adult community, and by his admission that nobody was ever punished for anything. “Though sometimes,” he said, “they make you go away by yourself for a while.” “But what,” Oiie said abruptly, as if the question, long kept back, burst from him under pressure, “what keeps people in order? Why don’t they rob and murder each other?” “Nobody owns anything to rob. If you want things you take them from the depository,. As for violence, well, I don’t know, Oiie; would you mruder me, ordinarily? And if you felt like it, would a law against it stop you? Coercsion is the least efficient means of obtaining order.” “All right, but how do you et peopled to do the dirty work?” “What dirty work?” asked Oiie’s wife, not following. “Garbage collecting, grave digging,” Oiie said. Sheik added, “Mercury mining,” and nearly said, “Shit processing,” but recollected the Ioti taboo on scatological words. He had reflected, quite early in his stay on Urras, that the Urasti lived among mountains of excrement, but never mentioned shit. “Well, we all do them. But nobody has to do them for very long, unless he likes the work. One day in each decade the community management committee or the block committee or whoever needs you can ask you to join in such work; they make rotating lists. Then the disagreeable work postings, or ‘dangerous ones like the mercury mines and mills, normally they’re for one half year only.” “But then the whole personal must consist of people just learning the job.” “Yes. It’s not efficient, but what else is to be done? You can’t tell a man to work on a job that will cripple him or kill him in a few years. Why should he do that?” “He can refuse the order?” “It’s not an order, Oiie. He goes to Divlab- the Division of Labor office- and says, I want to do such and such, what have you got? And they tell him where there are jobs.

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Acronyms Seriously Suck: There is a creeping tendency to use made up acronyms at SpaceX. Excessive use of made up acronyms is a significant impediment to communication and keeping communication good as we grow is incredibly important. Individually, a few acronyms here and there may not seem so bad, but if a thousand people are making these up, over time the result will be a huge glossary that we have to issue to new employees. No one can actually remember all these acronyms and people don’t want to seem dumb in a meeting, so they just sit there in ignorance. This is particularly tough on new employees. That needs to stop immediately or I will take drastic action—I have given enough warnings over the years. Unless an acronym is approved by me, it should not enter the SpaceX glossary. If there is an existing acronym that cannot reasonably be justified, it should be eliminated, as I have requested in the past. For example, there should be no “HTS” [horizontal test stand] or “VTS” [vertical test stand] designations for test stands. Those are particularly dumb, as they contain unnecessary words. A “stand” at our test site is obviously a *test* stand. VTS-3 is four syllables compared with “Tripod,” which is two, so the bloody acronym version actually takes longer to say than the name! The key test for an acronym is to ask whether it helps or hurts communication. An acronym that most engineers outside of SpaceX already know, such as GUI, is fine to use. It is also ok to make up a few acronyms/contractions every now and again, assuming I have approved them, eg MVac and M9 instead of Merlin 1C-Vacuum or Merlin 1C-Sea Level, but those need to be kept to a minimum. This was classic Musk. The e-mail is rough in its tone and yet not really unwarranted for a guy who just wants things done as efficiently as possible. It obsesses over something that other people might find trivial and yet he has a definite point. It’s comical in that Musk wants all acronym approvals to run directly through him, but that’s entirely in keeping with the hands-on management style that has, mainly, worked well at both SpaceX and Tesla. Employees have since dubbed the acronym policy the ASS Rule.

Delegation—the assigning of things (work or a task) to individuals. Jethro told Moses to delegate the lesser tasks so he could focus on the major issues of leading the nation of Israel to the promised land. Delegation involves three important elements: Clearly assigning the responsibility the individual is entrusted with. Granting the necessary authority and ability to accomplish the task assigned. Holding the person accountable for the completion of the assigned task. Delegation is not giving an unpleasant task to someone, nor is it getting rid of work to make your workday less than responsible. It is, however: Sharing the work with individuals who have the capability so that you may concentrate on more challenging or more difficult assignments. Providing a format whereby individuals can mature and learn through on-the-job work. Encouraging others to become part of the organization by participative task accomplishment. Allowing individuals to exercise their special gifts and abilities. An important element of the organizational structure of the church is the granting of authority to accomplish the task. Authority is the right to invoke compliance by subordinates on the basis of the formal position in the organizational structure and upon the controls the formal organization has placed on that position. Authority is linked to the position, not the person. Authority is derived in various ways: Position Reputation Experience Expertise Authority and responsibility are directly linked. When you give someone responsibility for a task, then the individual should be given the ability to see to it that the task is accomplished. Responsibility and accountability are also directly linked. If the individual is given the responsibility for a task as well the authority/ability to see to its accomplishment, then it is the manager or administrator’s responsibility to hold the individual accountable to complete the task in the manner assigned and planned. Elements of describing the use of organizational authority include: The use of an organizational chart that establishes the chain of command. The use of functional authority, assigning to individuals in other elements of the organization the authority to administer and control elements of the organization outside their own. Defining span of control, defining within the task assignment specifically what elements of the organization the individual has authority over.

The quality of our thinking is largely influenced by the mental models in our heads. While we want accurate models, we also want a wide variety of models to uncover what’s really happening. The key here is variety. Most of us study something specific and don’t get exposure to the big ideas of other disciplines. We don’t develop the multidisciplinary mindset that we need to accurately see a problem. And because we don’t have the right models to understand the situation, we overuse the models we do have and use them even when they don’t belong. You’ve likely experienced this first hand. An engineer will often think in terms of systems by default. A psychologist will think in terms of incentives. A business person might think in terms of opportunity cost and risk-reward. Through their disciplines, each of these people sees part of the situation, the part of the world that makes sense to them. None of them, however, see the entire situation unless they are thinking in a multidisciplinary way. In short, they have blind spots. Big blind spots. And they’re not aware of their blind spots. [...] Relying on only a few models is like having a 400-horsepower brain that’s only generating 50 horsepower of output. To increase your mental efficiency and reach your 400-horsepower potential, you need to use a latticework of mental models. Exactly the same sort of pattern that graces backyards everywhere, a lattice is a series of points that connect to and reinforce each other. The Great Models can be understood in the same way—models influence and interact with each other to create a structure that can be used to evaluate and understand ideas. [...] Without a latticework of the Great Models our decisions become harder, slower, and less creative. But by using a mental models approach, we can complement our specializations by being curious about how the rest of the world works. A quick glance at the Nobel Prize winners list show that many of them, obviously extreme specialists in something, had multidisciplinary interests that supported their achievements. [...] The more high-quality mental models you have in your mental toolbox, the more likely you will have the ones needed to understand the problem. And understanding is everything. The better you understand, the better the potential actions you can take. The better the potential actions, the fewer problems you’ll encounter down the road. Better models make better decisions.

In the future that globalists and feminists have imagined, for most of us there will only be more clerkdom and masturbation. There will only be more apologizing, more submission, more asking for permission to be men. There will only be more examinations, more certifications, mandatory prerequisites, screening processes, background checks, personality tests, and politicized diagnoses. There will only be more medication. There will be more presenting the secretary with a cup of your own warm urine. There will be mandatory morning stretches and video safety presentations and sign-off sheets for your file. There will be more helmets and goggles and harnesses and bright orange vests with reflective tape. There can only be more counseling and sensitivity training. There will be more administrative hoops to jump through to start your own business and keep it running. There will be more mandatory insurance policies. There will definitely be more taxes. There will probably be more Byzantine sexual harassment laws and corporate policies and more ways for women and protected identity groups to accuse you of misconduct. There will be more micro-managed living, pettier regulations, heavier fines, and harsher penalties. There will be more ways to run afoul of the law and more ways for society to maintain its pleasant illusions by sweeping you under the rug. In 2009 there were almost five times more men either on parole or serving prison terms in the United States than were actively serving in all of the armed forces.[64] If you’re a good boy and you follow the rules, if you learn how to speak passively and inoffensively, if you can convince some other poor sleepwalking sap that you are possessed with an almost unhealthy desire to provide outstanding customer service or increase operational efficiency through the improvement of internal processes and effective organizational communication, if you can say stupid shit like that without laughing, if your record checks out and your pee smells right—you can get yourself a J-O-B. Maybe you can be the guy who administers the test or authorizes the insurance policy. Maybe you can be the guy who helps make some soulless global corporation a little more money. Maybe you can get a pat on the head for coming up with the bright idea to put a bunch of other guys out of work and outsource their boring jobs to guys in some other place who are willing to work longer hours for less money. Whatever you do, no matter what people say, no matter how many team-building activities you attend or how many birthday cards you get from someone’s secretary, you will know that you are a completely replaceable unit of labor in the big scheme of things.

The US traded its manufacturing sector’s health for its entertainment industry, hoping that Police Academy sequels could take the place of the rustbelt. The US bet wrong. But like a losing gambler who keeps on doubling down, the US doesn’t know when to quit. It keeps meeting with its entertainment giants, asking how US foreign and domestic policy can preserve its business-model. Criminalize 70 million American file-sharers? Check. Turn the world’s copyright laws upside down? Check. Cream the IT industry by criminalizing attempted infringement? Check. It’ll never work. It can never work. There will always be an entertainment industry, but not one based on excluding access to published digital works. Once it’s in the world, it’ll be copied. This is why I give away digital copies of my books and make money on the printed editions: I’m not going to stop people from copying the electronic editions, so I might as well treat them as an enticement to buy the printed objects. But there is an information economy. You don’t even need a computer to participate. My barber, an avowed technophobe who rebuilds antique motorcycles and doesn’t own a PC, benefited from the information economy when I found him by googling for barbershops in my neighborhood. Teachers benefit from the information economy when they share lesson plans with their colleagues around the world by email. Doctors benefit from the information economy when they move their patient files to efficient digital formats. Insurance companies benefit from the information economy through better access to fresh data used in the preparation of actuarial tables. Marinas benefit from the information economy when office-slaves look up the weekend’s weather online and decide to skip out on Friday for a weekend’s sailing. Families of migrant workers benefit from the information economy when their sons and daughters wire cash home from a convenience store Western Union terminal. This stuff generates wealth for those who practice it. It enriches the country and improves our lives. And it can peacefully co-exist with movies, music and microcode, but not if Hollywood gets to call the shots. Where IT managers are expected to police their networks and systems for unauthorized copying – no matter what that does to productivity – they cannot co-exist. Where our operating systems are rendered inoperable by “copy protection,” they cannot co-exist. Where our educational institutions are turned into conscript enforcers for the record industry, they cannot co-exist. The information economy is all around us. The countries that embrace it will emerge as global economic superpowers. The countries that stubbornly hold to the simplistic idea that the information economy is about selling information will end up at the bottom of the pile. What country do you want to live in?

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Indian Express (Indian Express) - Clip This Article at Location 721 | Added on Sunday, 30 November 2014 20:28:42 Fifth column: Hope and audacity Ministers, high officials, clerks and peons now report for duty on time and are no longer to be seen taking long lunch breaks to soak in winter sunshine in Delhi’s parks. Reform is needed not just in economic matters but in every area of governance. Does the Prime Minister know how hard it is to get a passport? Tavleen Singh | 807 words At the end of six months of the Modi sarkar are we seeing signs that it is confusing efficiency with reform? I ask the question because so far there is no sign of real reform in any area of governance. And, because some of Narendra Modi’s most ardent supporters are now beginning to get worried. Last week I met a man who dedicated a whole year to helping Modi become Prime Minister and he seemed despondent. When I asked how he thought the government was doing, he said he would answer in the words of the management guru Peter Drucker, “There is nothing quite so useless as doing with great efficiency something that should not be done at all.” We can certainly not fault this government on efficiency. Ministers, high officials, clerks and peons now report for duty on time and are no longer to be seen taking long lunch breaks to soak in winter sunshine in Delhi’s parks. The Prime Minister’s Office hums with more noise and activity than we have seen in a decade but, despite this, there are no signs of the policy changes that are vital if we are to see real reform. The Planning Commission has been abolished but there are many, many other leftovers from socialist times that must go. Do we need a Ministry of Information & Broadcasting in an age when the Internet has made propaganda futile? Do we need a meddlesome University Grants Commission? Do we need the government to continue wasting our money on a hopeless airline and badly run hotels? We do not. What we do need is for the government to make policies that will convince investors that India is a safe bet once more. We do not need a new government that simply implements more efficiently bad policies that it inherited from the last government. It was because of those policies that investors fled and the economy stopped growing. Unless this changes through better policies, the jobs that the Prime Minister promises young people at election rallies will not come. So far signals are so mixed that investors continue to shy away. The Finance Minister promises to end tax terrorism but in the next breath orders tax inspectors to go forth in search of black money. Vodafone has been given temporary relief by the courts but the retroactive tax remains valid. And, although we hear that the government has grandiose plans to improve the decrepit transport systems, power stations and ports it inherited, it continues to refuse to pay those who have to build them. The infrastructure industry is owed more than Rs 1.5 lakh continued... crore in government dues and this has crippled major companies. No amount of efficiency in announcing new projects will make a difference unless old dues are cleared. Reform is needed not just in economic matters but in every area of governance. Does the Prime Minister know how hard it is to get a passport? Does he know that a police check is required even if you just want to get a few pages added to your passport? Does he know how hard it is to do routine things like registering property? Does he know that no amount of efficiency will improve healthcare services that are broken? No amount of efficiency will improve educational services that have long been in terminal decline because of bad policies and interfering officials. At the same time, the licence raj that strangles private investment in schools and colleges remains in place. Modi’s popularity with ordinary people has increased since he became Prime Minister, as we saw from his rallies in Kashmir last week, but it will not la