Efficient Process Quotes

Intelligence is the capacity to receive, decode and transmit information efficiently. Stupidity is blockage of this process at any point. Bigotry, ideologies etc. block the ability to receive; robotic reality-tunnels block the ability to decode or integrate new signals; censorship blocks transmission.

The process of decision-making can become efficient and effective, if the right information is handy on time.

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.

Training looks like a financial loss to many but when your employees learn something new and implement the same for your company, they improve efficiency of your business process which gives you a competitive edge.

The profit motive is the most potent source of collective motivation and the most efficient means for society to solve its problems. Anywhere you insert a profit motive - people will self assemble groups, leverage resources, and implement processes all in the effort to satisfy that profit motive.

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.

When we unnecessarily elongate the process of "learning to read," we postpone "reading to learn" - learning itself - by years.

We know that blind evolutionary processes can produce human-level general intelligence, since they have already done so at least once. Evolutionary processes with foresight—that is, genetic programs designed and guided by an intelligent human programmer—should be able to achieve a similar outcome with far greater efficiency.

Institutions have processes favoring efficiency over loss, and process over people.

We are now creating tame humans that produce enormous amounts of data and function as very efficient chips in a huge data-processing mechanism, but these data-cows hardly maximize the human potential. Indeed, we have no idea what our full human potential is, because we know so little about the human mind. And yet we don’t invest much in exploring the human mind, instead focusing on increasing the speed of our internet connections and the efficiency of our Big Data algorithms. If we are not careful, we will end up with downgraded humans misusing upgraded computers to wreak havoc on themselves and on the world.

Nature loves efficiency, which is very odd for something supposedly working at random. When you drop a ball, it falls straight down without taking any unexpected detours. When two molecules with the potential for bonding meet, they always bond- there is no room for indecision. This expenditure of least energy, also called the law of least effort, covers human beings, too. Certainly our bodies cannot escape the efficiency of the chemical processes goings on in each cell, so it is probable that our whole being is wrapped up in the same principle. This argument also applies to personal growth- the idea that everyone is doing the best he or she can from his or her own level of consciousness

Don’t confuse the process with the goal. Working on our processes to make them better, easier, and more efficient is an indispensable activity and something we should continually work on—but it is not the goal. Making the product great is the goal.

Routine is necessary for efficiency; breaking routine is necessary for adaptation.

Developing and implementing IT governance design effectiveness and efficiency can be a multidirectional, interactive, iterative, and adaptive process.

To gain your energy from the right sources means you gain more energy from less; reducing the retarding factors means you have less friction that wastes your energy; focusing your motive power towards the direction of the collective human movement means you use others’ energy to boost your energy. Gain more energy, waste less energy, spend the energy so next time you’ll need less to achieve more. Increase human mass, reduce retarding force, and increase the force accelerating the human mass. Follow this process with reason. Gain more, waste less, spend efficiently, learn.

Those who favor a “grand plan” over experimentation fail to understand the role that failed experiments play in creating progress in society. Failures quickly and efficiently signal what doesn’t work, minimizing waste and redirecting scarce resources to what does work. A market economy is an experimental discovery process, in which business failures are inevitable and any attempt to eliminate them only ensures even greater failures.

More importantly, our software worked. I don't just mean that it didn't bump, or that it performed according to the written specifications, or that it was efficient in producing reports. It really worked

If we want a circular economy; a permaculture economy - we need to design decay into products and processes as opposed to disposability. Manufacturers should design materials and products to programmatically biodegrade back into an economic ecosystem. This will allow for more efficient upcycling and the cultivation of various business opportunities in the process.

The university is a vast public utility which turns out future workers in today's vineyard, the military-industrial complex. They've got to be processed in the most efficient way to see to it that they have the fewest dissenting opinions, that they have just those characteristics which are wholly incompatible with being an intellectual. This is a real internal psychological contradiction. People have to suppress the very questions which reading books raises.

Multi-lateralism's dilemma: that the inclusion of more actors increases the legitimacy of a process or organization at the same time as it decreases its efficiency and utility.

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

I'd rather do more with the same, then the same with less.

In short, and this is a highly important point to grasp, the depression is the “recovery” process, and the end of the depression heralds the return to normal, and to optimum efficiency.

When you repeat a behavior over time, your brain learns to automate the process. It's more energy efficient to automatically do something than to manually weigh your options and decide to act the same way every time. When you make a decision very quickly, it is probably from habit, even if you think you're actively deciding. In a way, you made the decision a while ago.

I paid you five thousand instead and promised the balance only if you made the match. As it turns out, this is your lucky day because I've decided to write you the full check, whether the match comes from you or from Portia. As long as I have a wife and you've been part of the process, you'll get your money." He toasted her with his beer mug. "Congratulations." She put down her fork. "Why would you do that?" "Because it's efficient." "Not as efficient as having Powers handle her own introductions. You're paying her a fortune to do exactly that." "I'd rather have you." Her pulse kicked. "Why?" He gave her the melty smile he must have been practicing since the cradle, one that made her feel as though she was the only woman in the world. "Because you're easier to bully. Do we have a deal or not?" "You don't want a matchmaker. You want a lackey." "Semantics. My hours are erratic, and my schedule changes without warning. It'll be your job to cope with all that. You'll soothe ruffled feathers when I need to cancel at the last minute. You'll keep my dates company when I'm going to be late, entertain them if I have to take a call. If things are going well, you'll disappear. If not, you'll make the woman disappear. I told you before. I work hard at my job. I don't want to have to work hard at this, too." "Basically, you expect me to find your bride, court her, and hand her over at the altar. Or do I have to come on the honeymoon, too?" "Definitely not." He gave her a lazy smile. "I can take care of that all by myself.

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

Once you get over the simple unpleasantness of it - I suspect most people would gag, the first time - it is easier to wipe somebody else's bum than it is your own, because you can see what you're doing and use both hands at once if necessary. The whole process is much more efficient and uses no more toilet paper than is strictly required, so it's better for the environment, too. If we were really green we'd all have somebody else wipe our bums, though I can't see it catching on.

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

No matter what I see, I always think, “They just don’t make them like they used to.” Well, except for kids. People still make children the way they always have, though I am working on a product that’ll make the process 100% more efficient. It’ll work by eliminating 50% of the people required to make one kid. My target market will be asexuals.

efficiently the system worked. A courthouse is a factory, sorting violence into a taxonomy of crimes, processing

Nature's ability to harness energy and resources teaches us about the importance of efficient systems and processes.

The computer is usually seen as a solely beneficial invention, which liberates human fantasy and facilitates efficient design work. I wish to express my serious concern in this respect, at least considering the current role of the computer in education and the design process. Computer imaging tends to flatten our magnificent, multi-sensory, simultaneous and synchronic capacities of imagination by turning the design process into a passive visual manipulation, a retinal journey. The computer creates a distance between the maker and the object, whereas drawing by hand as well as working with models put the designer in a haptic contact with the object, or space. In our imagination, the object is simultaneously held in the hand and inside the head, and the imagined and projected physical image is modelled by our embodied imagination. We are inside and outside of the conceived object at the same time.

Prejudices emerge from the disposition of the human mind to perceive and process information in categories. “Categories” is a nicer, more neutral word than “stereotypes,” but it’s the same thing. Cognitive psychologists consider stereotypes to be energy-saving devices that allow us to make efficient decisions on the basis of past experience; help us quickly process new information and retrieve memories; make sense of real differences between groups; and predict, often with considerable accuracy, how others will behave or how they think.24 We wisely rely on stereotypes and the quick information they give us to avoid danger, approach possible new friends, choose one school or job over another, or decide that that person across this crowded room will be the love of our lives.

Technology, like art, is a soaring exercise of the human imagination. Art is the aesthetic ordering of experience to express meanings in symbolic terms, and the reordering of nature--the qualities of space and time--in new perceptual and material form. Art is an end in itself; its values are intrinsic. Technology is the instrumental ordering of human experience within a logic of efficient means, and the direction of nature to use its powers for material gain. But art and technology are not separate realms walled off from each other. Art employs techne, but for its own ends. Techne, too, is a form of art that bridges culture and social structure, and in the process reshapes both.

We are now creating tame humans that produce enormous amounts of data and function as very efficient chips in a huge data-processing mechanism, but these data-cows hardly maximize the human potential.

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.

Self-censorship is more efficient than any police. You write and say not what you really think, but what you believe is acceptable. By that process we lose those revolutionary ideas that could change society for the better

An industrial policy worked in Taiwan only because the state was able to shield its planning technocrats from political pressures so that they could reinforce the market and make decisions according to criteria of efficiency—in other words, worked because Taiwan was not governed democratically. An American industrial policy is much less likely to improve its economic competitiveness, precisely because America is more democratic than Taiwan or the Asian NIEs. The planning process would quickly fall prey to pressures from Congress either to protect inefficient industries or to promote ones favored by special interests.

Have you any idea what it takes to catch a ball, or raise a cup to your lips, or make immediate sense of a word, a phrase or an ambiguous sentence? We didn't, not at first. Solving maths problems is the tiniest fraction of what human intelligence does. We learned from a new angle just how wondrous a thing the brain is. A one-litre, liquid-cooled, three-dimensional computer. Unbelievable processing power, unbelievably compressed, unbelievable energy efficiency, no overheating. The whole thing running on twenty-five watts -- one dim light bulb.

As a physician, I was trained to deal with uncertainty as aggressively as I dealt with disease itself. The unknown was the enemy. Within this worldview, having a question feels like an emergency; it means that something is out of control and needs to be made known as rapidly, efficiently, and cost-effectively as possible. But death has taken me to the edge of certainty, to the place of questions. After years of trading mystery for mastery, it was hard and even frightening to stop offering myself reasonable explanations for some of the things that I observed and that others told me, and simply take them as they are. "I don't know" had long been a statement of shame, of personal and professional failing. In all of my training I do not recall hearing it said aloud even once. But as I listened to more and more people with life-threatening illnesses tell their stories, not knowing simply became a matter of integrity. Things happened. And the explanations I offered myself became increasingly hollow, like a child whistling in the dark. The truth was that very often I didn't know and couldn't explain, and finally, weighed down by the many, many instances of the mysterious which are such an integral part of illness and healing, I surrendered. It was a moment of awakening. For the first time, I became curious about the things I had been unwilling to see before, more sensitive to inconsistencies I had glibly explained or successfully ignored, more willing to ask people questions and draw them out about stories I would have otherwise dismissed. What I have found in the end was that the life I had defended as a doctor as precious was also Holy. I no longer feel that life is ordinary. Everyday life is filled with mystery. The things we know are only a small part of the things we cannot know but can only glimpse. Yet even the smallest of glimpses can sustain us. Mystery seems to have the power to comfort, to offer hope, and to lend meaning in times of loss and pain. In surprising ways it is the mysterious that strengthens us at such times. I used to try to offer people certainty in times that were not at all certain and could not be made certain. I now just offer my companionship and share my sense of mystery, of the possible, of wonder. After twenty years of working with people with cancer, I find it possible to neither doubt nor accept the unprovable but simply to remain open and wait. I accept that I may never know where truth lies in such matters. The most important questions don't seem to have ready answers. But the questions themselves have a healing power when they are shared. An answer is an invitation to stop thinking about something, to stop wondering. Life has no such stopping places, life is a process whose every event is connected to the moment that just went by. An unanswered question is a fine traveling companion. It sharpens your eye for the road.

When everything about a people is for the time growing weak and ineffective, it begins to talk about efficiency. So it is that when a man's body is a wreck he begins, for the first time, to talk about health. Vigorous organisms talk not about their processes, but about their aims.

no forces interfere with the process of entry by competitors, profitability will be driven to levels at which efficient firms earn no more than a “normal” return on their invested capital. It is barriers to entry, not differentiation by itself, that creates strategic opportunities.

We are hyperreactive to even small stimuli in our environment We have trouble distinguishing between information or sensory data that should be ignored versus data that should be carefully considered We are highly focused on details rather than “big picture” concepts We’re deeply and deliberatively analytical Our decision-making process is methodical rather than efficient; we don’t rely on mental shortcuts or “gut feelings

If humankind is indeed a single data-processing system, what is its output? Dataists would say that its output will be the creation of a new and even more efficient data-processing system, called the Internet-of-All-Things. Once this mission is accomplished, Homo sapiens will vanish.

[T]he efficiency of the individual is increased more by a far-reaching granting of freedom than by compulsion from above, and it must further prevent the process of natural selection, which is to promote the most efficient, the most able, and the most industrious, from being cut short.

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.

Companies should invest in technology for efficiency because it streamlines processes, reduces operational costs, and improves productivity. Technological advancements enable businesses to stay competitive, adapt to changing market conditions, and provide better products or services to their customers.

In this, humans are similar to other domesticated animals. We have bred docile cows that produce enormous amounts of milk but are otherwise far inferior to their wild ancestors. They are less agile, less curious, and less resourceful.34 We are now creating tame humans that produce enormous amounts of data and function as very efficient chips in a huge data-processing mechanism, but these data-cows hardly maximize the human potential. Indeed, we have no idea what our full human potential is, because we know so little about the human mind. And yet we don’t invest much in exploring the human mind, instead focusing on increasing the speed of our internet connections and the efficiency of our Big Data algorithms. If we are not careful, we will end up with downgraded humans misusing upgraded computers to wreak havoc on themselves and on the world.

If you accept mass production, you accept that a small number of people will supervise the daily existence of a much larger number of people. You accept that human beings will spend long hours, every day, engaged in repetitive work, while suppressing any desires for experience or activity beyond this work. The workers' behaviour becomes subject to the machine. With mass production, you also accept that huge numbers of identical items will need to be efficiently distributed to huge numbers of people and that institutions such as advertising will arise to do this. One technological process cannot exist without the other, creating symbiotic relationships among technologies themselves.

Hoarding appeared to result, at least in part, from deficits in processing information. Making decisions about whether to keep and how to organize objects requires categorization skills, confidence in one's ability to remember, and sustained attention. To maintain order, one also needs the ability to efficiently assess the value or utility of an object.

Since high capacity utilization simultaneously raises efficiency and increases delay cost, we need to look at the combined impact of these two factors. We can only do so if we express both factors in the same unit of measure, life-cycle profits. If we do this, we will always conclude that operating a product development process near full utilization is an economic disaster.

In the course of your life you will be continually encountering fools. There are simply too many to avoid. We can classify people as fools by the following rubric: when it comes to practical life, what should matter is getting long term results, and getting the work done in as efficient and creative a manner as possible. That should be the supreme value that guides people’s action. But fools carry with them a different scale of values. They place more importance on short-term matters – grabbing immediate money, getting attention from the public or media, and looking good. They are ruled by their ego and insecurities. They tend to enjoy drama and political intrigue for their own sake. When they criticize, they always emphasize matters that are irrelevant to the overall picture or argument. They are more interested in their career and position than in the truth. You can distinguish them by how little they get done, or by how hard they make it for others to get results. They lack a certain common sense, getting worked up about things that are not really important while ignoring problems that will spell doom in the long term. The natural tendency with fools is to lower yourself to their level. They annoy you, get under your skin, and draw you into a battle. In the process, you feel petty and confused. You lose a sense of what is really important. You can’t win an argument or get them to see your side or change their behavior, because rationality and results don’t matter to them. You simply waste valuable time and emotional energy. In dealing with fools you must adopt the following philosophy: they are simply a part of life, like rocks or furniture. All of us have foolish sides, moments in which we lose our heads and think more of our ego or short-term goals. It is human nature. Seeing this foolishness within you, you can then accept it in others. This will allow you to smile at their antics, to tolerate their presence as you would a silly child, and to avoid the madness of trying to change them. It is all part of the human comedy, and it is nothing to get upset or lose sleep over.

We finally got around to processing the Queen’s request to reinstate your bel dame status,” Fatima said. “What, twelve years later?” “Bel dames are not known for the efficiency of their paper pushing.

He called his approach non-teleological thinking, or “is thinking.” The term non-teleological was coined by Steinbeck’s best friend, Edward F. Ricketts; and as the two men articulated their shared philosophy, they emphasized the need to see as clearly as a scientist: that is, to accept life on its own terms. “Is thinking” focused not on ends but on the process of life, the Aristotelean efficient cause of nature.

In a nutshell, I was looking for meaningful work and meaningful relationships. I quickly learned that the best way to do that was to have great partnerships with great people. To me, great partnerships come from sharing common values and interests, having similar approaches to pursuing them, and being reasonable with, and having consideration for, each other. At the same time, partners must be willing to hold each other to high standards and work through their disagreements. The main test of a great partnership is not whether the partners ever disagree—people in all healthy relationships disagree—but whether they can bring their disagreements to the surface and get through them well. Having clear processes for resolving disagreements efficiently and clearly is essential for business partnerships, marriages, and all other forms of partnership

The more you delay the process of extracting value from your network and channels, the faster you will build audience and good will. Then good will and value can be extracted more efficiently later on, when it matters.

But the death machine had only sampled a vast new source of raw material: the civilians behind the lines. It had not yet evolved equipment efficient to process them, only big guns and clumsy biplane bombers. It had not yet evolved the necessary rationale that old people and women and children are combatants equally with armed and uniformed young men. That is why, despite its sickening squalor and brutality, the Great War looks so innocent to modern eyes.

We knew better than to ask when they would return. They would simply be away until the grief they felt had been processed and the mourning concluded. Shakespeare, too, knew the logic of this when he said: “He who lacks time to mourn, lacks time to mend.” And yet our culture tells us to cut our losses—say goodbye to the old and get on with the new as quickly as possible—no use crying over spilt milk—what’s done is done. How wonderfully efficient and productive all this sounds!

Watching a tree grow will likely drive you crazy. It’s a boring process if you stand there, impatiently tapping your foot, waiting for it to do something. But if you step away and come back later, you’ll be surprised to see something beautiful emerge. The fact is the plant is doing something: it’s growing. Just not as quickly as you might like. Our culture has conditioned us to expect instant results and overnight success; this impatience runs so rampant that we dress it up in terms like “efficiency” and “productivity.” But really what’s happening is we are conditioning ourselves to get what we want now, all the time. This mindset robs us of the lessons that waiting can teach us, causing us to miss out on the slow but important stuff of life.

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

I tell you, because military training is not publicly recognised by the state, you must not make that an excuse for being a whit less careful in attending to it yourself. For you may rest assured that there is no kind of struggle, apart from war, and no undertaking in which you will be worse off by keeping your body in better fettle. "For in everything that men do the body is useful; and in all uses of the body it is of great importance to be in as high a state of physical efficiency as possible. Why, even in the process of thinking, in which the use of the body seems to be reduced to a minimum, it is matter of common knowledge that grave mistakes may often be traced to bad health. "And because the body is in a bad condition, loss of memory, depression, discontent, insanity often assail the mind so violently as to drive whatever knowledge it contains clean out of it. But a sound and healthy body is a strong protection to a man, and at least there is no danger then of such a calamity happening to him through physical weakness: on the contrary, it is likely that his sound condition will serve to produce effects the opposite of those that arise from bad condition. And surely a man of sense would submit to anything to obtain the effects that are the opposite of those mentioned in my list. "Besides, it is a disgrace to grow old through sheer carelessness before seeing what manner of man you may become by developing your bodily strength and beauty to their highest limit. But you cannot see that, if you are careless; for it will not come of its own accord.

It seems wrong to call it "business". It seems wrong to throw all those hectic days and sleepless nights, all those magnificent triumphs and desperate struggles, under that bland, generic banner: business. What we were doing felt like so much more. Each new day brought fifty new problems, fifty tough decisions that needed to be made, right now, and we were always acutely aware that one rash move, one wrong decision could be the end. The margin for error was forever getting narrower, while the stakes were forever creeping higher–and none of us wavered in the belief that "stakes" didn't mean "money". For some, I realize, business is the all-out pursuit of profits, period, full stop, but for use business was no more about making money than being human is about making blood. Yes, the human body needs blood. It needs to manufacture red and white cells and platelets and redistribute them evenly, smoothly, to all the right places, on time, or else. But that day-to-day of the human body isn't our mission as human beings. It's a basic process that enables our higher aims, and life always strives to transcend the basic processes of living–and at some point in the late 1970s, I did, too. I redefined winning, expanded it beyond my original definition of not losing, of merely staying alive. That was no longer enough to sustain me, or my company. We wanted, as all great business do, to create, to contribute, and we dared to say so aloud. When you make something, when you improve something, when you deliver something, when you add some new thing or service to the life of strangers, making them happier, or healthier, or safer, or better, and when you do it all crisply and efficiently, smartly, the way everything should be done but so seldom is–you're participating more fully in the whole grand human drama. More than simply alive, you're helping other to live more fully, and if that's business, all right, call me a businessman.

The rise of Autism has coincided with: 1. Color televisions. 2. Double glazing & window coatings. 3. Insulated homes that are abnormally quiet. 4. Cell phones. 5. Satellites. 6. Affordable Jet Travel. 7. Home computers & video games. 8. Energy efficient light bulbs. 9. Immunizations. 10. Global Pollution. 11. Processed foods. 12. Adoption of cars by the masses. 13. Radioactive smoke detectors in the home. 14. Increasing television screen sizes. 15. WiFi. 16. Energy Star homes that are sealed up and lacking external fresh air ventilation. 17. FM stereo radio.

Why is the world full of color anyway? Sunlight is white, and when it is reflected, it is still white. And so we should be surrounded by a clinical looking, optically pure landscape. That this is not what we see is because every material absorbs light differently or converts it into other kinds of radiation. Only the wavelengths that remain are refracted and reach our eyes. Therefore, the color of organisms and objects is dictated by the color of the reflected light. And in the case of leaves on trees, this color is green. But why don't we see leaves as black? Why don't they absorb all light? Chlorophyll helps leaves process light. If trees processed light super-efficiently, there would be hardly any left over-and the forest would then look as dark during the day as it does at night. Chlorophyll, however, has one disadvantage. It has a so-called green gap, and because it cannot use this part of the color spectrum, it has to reflect it back unused. This weak spot means that we can see this photosynthetic leftover, and that's why almost all plants look deep green to us. What we are really seeing is waste light, the rejected part that trees cannot use. Beautiful for us; useless for the trees. Nature that we find pleasing because it reflects trash? Whether trees feel the same way about this I don't know, but one thing is for certain: hungry beeches and spruce are as happy to see blue sky as I am.

When they find out what I do for a living, many people tell me they love music listening, but their music lessons 'didn't take.' I think they're being too hard on themselves. The chasm between musical experts and everyday musicians that has grown so wide in our culture makes people feel discouraged, and for some reason this is uniquely so with music. Even though most of us can't play basketball like Shaquille O'Neal, or cook like Julia Child, we can still enjoy playing a friendly backyard game of hoops, or cooking a holiday meal for our friends and family. This performance chasm does seem to be cultural, specific to contemporary Western society. And although many people say that music lessons didn't take, cognitive neuroscientists have found otherwise in their laboratories. Even just a small exposure to music lessons as a child creates neural circuits for music processing that are enhanced and more efficient than for those who lack training. Music lessons teach us to listen better, and they accelerate our ability to discern structure and form in music, making it easier for us to tell what music we like and what we don't like.

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.)

Education is at present concerned with outward efficiency, and it utterly disregards, or deliberately perverts, the inward nature of man; it develops only one part of him and leaves the rest to drag along as best it can. Our inner confusion, antagonism and fear ever overcome the outer structure of society, however nobly conceived and cunningly built. When there is not the right kind of education we destroy one another, and physical security for every individual is denied. To educate the student rightly is to help him to understand the total process of himself; for it is only when there is integration of the mind and heart in everyday action that there can be intelligence and inward transformation. While offering information and technical training, education should above all encourage an integrated outlook on life; it should help the student to recognize and break down in himself all social distinctions and prejudices, and discourage the acquisitive pursuit of power and domination. It should encourage the right kind of self-observation and the experiencing of life as a whole, which is not to give significance to the part, to the "me" and the "mine", but to help the mind to go above and beyond itself to discover the real. Freedom comes into being only through self-knowledge in one's daily occupations, that is, in one's relationship with people, with things, with ideas and with nature. If the educator is helping the student to be integrated, there can be no fanatical or unreasonable emphasis on any particular phase of life. It is the understanding of the total process of existence that brings integration. When there is self-knowledge, the power of creating illusions ceases, and only then is it possible for reality or God to be. Human beings must be integrated if they are to come out of any crisis, and specially the present world crisis, without being broken; therefore, to parents and teachers who are really interested in education, the main problem is how to develop an integrated individual. To do this, the educator himself must obviously be integrated; so the right kind of education is of the highest importance, not only for the young, but also for the older generation if they are willing to learn and are not too set in their ways. What we are in ourselves is much more important than the traditional question of what to teach the child, and if we love our children we will see to it that they have the right kind of educators.

If I beat my grandmother to death to-morrow in the middle of Battersea Park, you may be perfectly certain that people will say everything about it except the simple and fairly obvious fact that it is wrong. Some will call it insane; that is, will accuse it of a deficiency of intelligence. This is not necessarily true at all. You could not tell whether the act was unintelligent or not unless you knew my grandmother. Some will call it vulgar, disgusting, and the rest of it; that is, they will accuse it of a lack of manners. Perhaps it does show a lack of manners; but this is scarcely its most serious disadvantage. Others will talk about the loathsome spectacle and the revolting scene; that is, they will accuse it of a deficiency of art, or æsthetic beauty. This again depends on the circumstances: in order to be quite certain that the appearance of the old lady has definitely deteriorated under the process of being beaten to death, it is necessary for the philosophical critic to be quite certain how ugly she was before. Another school of thinkers will say that the action is lacking in efficiency: that it is an uneconomic waste of a good grandmother. But that could only depend on the value, which is again an individual matter. The only real point that is worth mentioning is that the action is wicked, because your grandmother has a right not to be beaten to death. But of this simple moral explanation modern journalism has, as I say, a standing fear. It will call the action anything else—mad, bestial, vulgar, idiotic, rather than call it sinful.

Cognitive psychologists sometimes talk in terms of two distinct types of consciousness: spotlight consciousness, which illuminates a single focal point of attention, making it very good for reasoning, and lantern consciousness, in which attention is less focused yet illuminates a broader field of attention. Young children tend to exhibit lantern consciousness; so do many people on psychedelics. This more diffuse form of attention lends itself to mind wandering, free association, and the making of novel connections—all of which can nourish creativity. By comparison, caffeine’s big contribution to human progress has been to intensify spotlight consciousness—the focused, linear, abstract, and efficient cognitive processing more closely associated with mental work than with play. This, more than anything else, is what made caffeine the perfect drug not only for the age of reason and the Enlightenment but for the rise of capitalism, too.

The influx of competing messages that we receive whenever we go online not only overloads our working memory; it makes it much harder for our frontal lobes to concentrate our attention on any one thing. The process of memory consolidation can’t even get started. And, thanks once again to the plasticity of our neuronal pathways, the more we use the Web, the more we train our brain to be distracted—to process information very quickly and very efficiently but without sustained attention. That helps explain why many of us find it hard to concentrate even when we’re away from our computers. Our brains become adept at forgetting, inept at remembering. Our growing dependence on the Web’s information stores may in fact be the product of a self-perpetuating, self-amplifying loop. As our use of the Web makes it harder for us to lock information into our biological memory, we’re forced to rely more and more on the Net’s capacious and easily searchable artificial memory, even if it makes us shallower thinkers.

a result, the most efficient way for evolutionary forces to spread beneficial mutations has often been to invent mutations anew rather than to import them from other populations.44 The limited migration rates between some regions of Africa over the last few thousand years has resulted in what Ralph and Coop have described as a “tessellated” pattern of population structure in Africa. Tessellation is a mathematical term for a landscape of tiles—regions of genetic homogeneity demarcated by sharp boundaries—that is expected to form when the process of homogenization due to gene exchanges among neighbors competes with the process of generating new advantageous variations in each region.

For some, I realize, business is the all-out pursuit of profits, period, full stop, but for us business was no more about making money than being human is about making blood. Yes, the human body needs blood. It needs to manufacture red and white cells and platelets and redistribute them evenly, smoothly, to all the right places, on time, or else. But that day-to-day business of the human body isn’t our mission as human beings. It’s a basic process that enables our higher aims, and life always strives to transcend the basic processes of living—and at some point in the late 1970s, I did, too. I redefined winning, expanded it beyond my original definition of not losing, of merely staying alive. That was no longer enough to sustain me, or my company. We wanted, as all great businesses do, to create, to contribute, and we dared to say so aloud. When you make something, when you improve something, when you deliver something, when you add some new thing or service to the lives of strangers, making them happier, or healthier, or safer, or better, and when you do it all crisply and efficiently, smartly, the way everything should be done but so seldom is—you’re participating more fully in the whole grand human drama. More than simply alive, you’re helping others to live more fully, and if that’s business, all right, call me a businessman. Maybe it will grow on me. THERE

The future,” says Dan Winchester, “will see better relationships but more divorce. The older you get as a man, the more experienced you get. You know what to do with women, how to treat them and talk to them. I often wonder whether matching you up with great people is getting so efficient, and the process so enjoyable, that marriage will become obsolete.

Each cooperative in Mondragon has its own workplace structure, though there are similarities and tendencies that most of them share. The firm called Irizar, which manufactures products for trans-portation, from luxury coaches to city buses, exemplifies these tendencies. To encourage innovation and the diffusion of knowledge, there are no bosses or departments in Irizar. Rather, it has a flat organizational structure based on work teams with a high degree of autonomy. (One study remarks that they “set their own targets, establish their own work schedules, [and] organize the work process as they see fit.”) The teams also work with each other, so that knowledge is transmitted efficiently. Participation occurs also in the general assembly, which meets three times a year rather than the single annual meeting common in other Mondragon firms. Its subsidiaries in other countries have at least two general assemblies a year, where they approve the company’s strategic plan, investments, etc. These participatory structures have enabled Irizar to surpass its competitors in profitability and market share.69

With this warning, Mussolini demanded and was given authority to do just about whatever he wanted; but his initial priority, surprisingly, was good government. He knew that citizens were fed up with a bureaucracy that seemed to grow bigger and less efficient each year, so he insisted on daily roll calls in ministry offices and berated employees for arriving late to work or taking long lunches. He initiated a campaign to drenare la palude (“drain the swamp”) by firing more than 35,000 civil servants. He repurposed Fascist gangs to safeguard rail cargo from thieves. He allocated money to build bridges, roads, telephone exchanges, and giant aqueducts that brought water to arid regions. He gave Italy an eight-hour workday, codified insurance benefits for the elderly and disabled, funded prenatal health care clinics, established seventeen hundred summer camps for children, and dealt the Mafia a blow by suspending the jury system and short-circuiting due process. With no jury members to threaten and judges answerable directly to the state, the courts were as incorruptible as they were docile. Contrary to legend, the dictator didn’t quite succeed in making the trains run on time, but he earned bravos for trying.

In particular, interrogative e-mails like these generate an initial instinct to dash off the quickest possible response that will clear the message—temporarily—out of your inbox. A quick response will, in the short term, provide you with some minor relief because you’re bouncing the responsibility implied by the message off your court and back onto the sender’s. This relief, however, is short-lived, as this responsibility will continue to bounce back again and again, continually sapping your time and attention. I suggest, therefore, that the right strategy when faced with a question of this type is to pause a moment before replying and take the time to answer the following key prompt: What is the project represented by this message, and what is the most efficient (in terms of messages generated) process for bringing this project to a successful conclusion? Once you’ve answered this question for yourself, replace a quick response with one that takes the time to describe the process you identified, points out the current step, and emphasizes the step that comes next. I call this the process-centric approach to e-mail, and it’s designed to minimize both the number of e-mails you receive and the amount of mental clutter they generate.

Most couples are willing to spend an hour a week talking about their relationship. I suggest that emotional attunement can take place (at a minimum) in that weekly “state of the union” meeting. That means that at least an hour a week is devoted to the relationship and the processing of negative emotions. Couples can count on this as a time to attune. Later, after the skill of attunement is mastered, they can process negative emotions more quickly and efficiently as they occur. If the couple is willing, they take turns as speaker and listener. They get two clipboards, yellow pads, and pens for jotting down their ideas when they become a speaker, and for taking notes when they become a listener. It’s not a very high-tech solution, but the process of taking notes also helps people stay out of the flooded state. I suggest that at the start of the state of the union meeting, before beginning processing a negative event, each person talks about what is going right in the relationship, followed by giving at least five appreciations for positive things their partner has done that week. The meeting then continues by each partner talking about an issue in the relationship. If there is an issue they can use attunement to fully process the issue.

There is a progression from pictographic, writing the picture; to ideographic, writing the idea; and then logographic, writing the word. Chinese script began this transition between 4,500 and 8,000 years ago: signs that began as pictures came to represent meaningful units of sound. Because the basic unit was the word, thousands of distinct symbols were required. This is efficient in one way, inefficient in another. Chinese unifies an array of distinct spoken languages: people who cannot speak to one another can write to one another. It employs at least fifty thousand symbols, about six thousand commonly used and known to most literate Chinese. In swift diagrammatic strokes they encode multidimensional semantic relationships. One device is simple repetition: tree + tree + tree = forest; more abstractly, sun + moon = brightness and east + east = everywhere. The process of compounding creates surprises: grain + knife = profit; hand + eye = look.

Not only did Jesus save Mary; He gave her a job to do. Everyone whom the Lord cleans He commissions. After Isaiah had his lips cleaned with a coal from God’s altar, the Lord commissioned him to go and preach (Isa. 6:1-9). Basically, Jesus said to Mary, “Don’t just cling to Me; go and tell others.” If we love Jesus as Mary loved Jesus, we are compelled to tell others. We can’t keep Him to ourselves. The man from whom Jesus purged an army of demons wanted to just stay at His side. “Now the man from whom the demons had departed begged Him that he might be with Him. But Jesus sent him away, saying, ‘Return to your own house, and tell what great things God has done for you’ ” (Luke 8:38, 39). Like Mary and this man, the church is saved for the purpose of telling others. Salvation involves coming and going. We come to Jesus at His great invitation, then we go for Jesus -181- with the Great Commission. “Come to Me, all you who labor and are heavy laden, and I will give you rest” (Matt. 11:28). “Go therefore and make disciples of all the nations” (Matt. 28:19). “Now therefore come, that we may go and tell the king’s household” (2 Kings 7:9, KJV). We should not go for Jesus until we first come to Jesus. God uses people to reach people. He could preach the gospel much more efficiently through angels. However, witnessing is part of our sanctification process. Mary is never identified as having an exceptional gift of communication, but the Lord chose her to communicate the good news of His resurrection. This should encourage each of us to come to Jesus that we might go for Jesus and become witnesses of His resurrection.

Clearly, just imprinting a document in clay is not enough to guarantee efficient, accurate and convenient data processing. That requires methods of organisation like catalogues, methods of reproduction like photocopy machines, methods of rapid and accurate retrieval like computer algorithms, and pedantic (but hopefully cheerful) librarians who know how to use these tools. Inventing such methods proved to be far more difficult than inventing writing. Many writing systems developed independently in cultures distant in time and place from each other. Every decade archaeologists discover another few forgotten scripts. Some of them might prove to be even older than the Sumerian scratches in clay. But most of them remain curiosities because those who invented them failed to invent efficient ways of cataloguing and retrieving data. What set apart Sumer, as well as pharaonic Egypt, ancient China and the Inca Empire, is that these cultures developed good techniques of archiving, cataloguing and retrieving written records. They obviously had no computers or photocopying machines, but they did have catalogues, and far more importantly, they did create special schools in which professional scribes, clerks, librarians and accountants were rigorously trained in the secrets of data-processing.

This was, he told the King, a femfatalatron, an erotifying device stochastic, elastic and orgiastic, and with plenty of feedback; whoever was placed inside the apparatus instantaneously experienced all the charms, lures, wiles, winks and witchery of all the fairer sex in the Universe at once. The femfatalatron operated on a power of forty megamors, with a maximum attainable efficiency—given a constant concupiscence coefficient—of ninety-six percent, while the system's libidinous lubricity, measured of course in kilocupids, produced up to six units for every remote-control caress. This marvelous mechanism, moreover, was equipped with reversible ardor dampers, omnidirectional consummation amplifiers, absorption philters, paphian peripherals, and "first-sight" flip-flop circuits, since Trurl held here to the position of Dr. Yentzicus, creator of the famous oculo-oscular feel theory. There were also all sorts of auxiliary components, like a high-frequency titillizer, an alternating tantalator, plus an entire set of lecherons and debaucheraries; on the outside, in a special glass case, were enormous dials, on which one could carefully follow the course of the whole decaptivation process. Statistical analysis revealed that the femfatalatron gave positive, permanent results in ninety-eight cases of unrequited amatorial superfixation out of a hundred.

For, leaving out only some very small classes, what are all men employed in? They are employed in the production, preparation, and distribution of commodities. And on what does efficiency in the production, preparation, and distribution of commodities depend? It depends on the use of methods fitted to the respective natures of these commodities; it depends on an adequate acquaintance with their physical, chemical, or vital properties, as the case may be; that is, it depends on Science. This order of knowledge which is in great part ignored in our school-courses, is the order of knowledge underlying the right performance of those processes by which civilised life is made possible.

The difference is an objective phenomenon of soil science; what we call "soil" is a community of living, mostly microscopic organisms in a nutrient matrix. Organic farming, by definition, enhances the soil's living and nonliving components. Modern conventional farming is an efficient reduction of that process that adds back just a few crucial nutrients of the many that are removed each year when biomass is harvested ... Chemicals that sterilize the soil destroy organisms that fight plant diseases, aerate, and manufacture fertility. Recent research has discovered that just adding phosphorus (the P in all "NPK" fertilizers) kills the tiny filaments of fungi that help plants absorb nutrients.

We have phosphate on our DNA. Aluminum attaches itself to it and messes up our genetic coding process. While the aluminum is inside a cell, some of its particles attach to adenosine triphosphate (ATP). The ATP is in charge of our cell’s energy production. So, in this manner the aluminum can affect our energy level. We have enzymes (proteins) within our cells that depend on attaching themselves to calcium (Ca) or magnesium (Mg) to function properly. Once our enzymes have attached to the Ca and Mg, they can carry on with their functions. Because the aluminum has such a strong positive charge, it’s able to break the bond between our enzymes and Ca or Mg. These enzymes are now no longer attached to Ca or Mg. They have become neutralized and are unable to carry out their responsibilities. We need these enzymes for efficient metabolism, but now the aluminum is attached to the enzymes instead. The protein molecules all look a little different because their shape reflects what they are designed to do. Aluminum disturbs their individual tasks and clumps them together so they are now misshapen and no longer functioning. Aluminum also messes with the cell surface, the membrane, the outer layer of the cell. With a dysfunctional cell membrane, everything inside the cell becomes compromised and it is no longer able to properly communicate with the environment surrounding the cell about what needs to be done[96].

The evolutionary process of productive adaption and ascent—the process of seeking, obtaining, and pursuing more and more ambitious goals—does not just pertain to how individuals and society move forward. It is equally relevant when dealing with setbacks, which are inevitable. At some point in your life you will crash in a big way. You might fail at your job or with your family, lose a loved one, suffer a serious accident or illness, or discover the life you imagined is out of reach forever. There are a whole host of ways that something will get you . At such times, you will be in pain and might think that you don’t have the strength to go on. You almost always do, however; your ultimate success will depend on you realizing that fact, even though it might not seem that way at the moment. This is why many people who have endured setbacks that seems devastating at the time ended up happy as (or even happier than) they originally were after they successfully adapted to them. The quality of your life will depend on the choices you make at those painful moments. The faster one appropriately adapts, the better. No matter what you want out of life, your ability to adapt and move quickly and efficiently through the process of personal evolution will determine your success and your happiness. If you do it well, you can cahnge your psychological reaction to it so that what was painful can become something you crave.

The bottom line is that sometimes the most responsible, loving, efficient, and sane thing we can do is let another person have their process. We can set boundaries if their process is making us insane, and we do not have to agree to enable behavior with which we do not agree. Finally, we can accept the ultimate boundary that their life is their own, and they deserve to find their way, knowing that when we intervene, sometimes we stand in the way of exactly the path that will be of greatest value to them. We can disengage to stay sane, trust them to find their way, and walk with them with a lot less anxiety, guilt, and frustration, and just enjoy being their daughter, son, loved one, rather than trying to play a role that isn’t ours to play.

There was a risk that Morrison might slip away, and before releasing him, Agent Burger made sure that he’d gone through a rigorous process known as Bertillonage. Devised by the French criminologist Alphonse Bertillon in 1879, it was the first scientific method for identifying repeat criminals. Using a caliper and other special tools, Agent Burger, with the help of the Dallas police, took eleven of Morrison’s body measurements. Among them were the length of his left foot, the width and length of his head, and the diameter of his right ear. After Agent Burger informed Morrison of the purpose of these measurements, he also commissioned a mug shot, another of Bertillon’s innovations. In 1894, Ida Tarbell, the muckraking journalist, wrote that any prisoner who passed through Bertillon’s system would be forever “spotted”: “He may efface his tattooing, compress his chest, dye his hair, extract his teeth, scar his body, dissimulate his height. It is useless.” But Bertillonage was already being displaced by a more efficient method of identification that was revolutionizing the world of scientific detection: fingerprinting. In some cases, a suspect could now be placed at the scene of a crime even without a witness present. When Hoover became the bureau’s acting director, he created the Identification Division, a central repository for the fingerprints of arrested criminals from around the country. Such scientific methods, Hoover proclaimed, would assist “the guardians of civilization in the face of the common danger.

If, then, we wish to make large-scale reforms which will not stultify themselves in the process of application, we must choose our measures in such a way that no violence or, at the worst, very little violence will be needed to enforce them. (It is worth noting in this context that reforms carried out under the stimulus of the fear of violence from foreign neighbours and with the aim of using violence more efficiently in future international wars are just as likely to be self-stultifying in the long run as reforms which cannot be enforced except by a domestic terror. The dictators have made many large-scale changes in the structure of societies they govern without having had to resort to terrorism. The population gave consent to these changes because it had been persuaded by means of intensive propaganda that they were necessary to make the country safe against "foreign aggression." Some of these changes have been in the nature of desirable reforms; but in so far as they were calculated to make the country more efficient as a war-machine, they tended to provoke other countries to increase their military efficiency and so to make the coming of war more profitable. But the nature of modern was is such that it is unlikely that any desirable reform will survive the catastrophe. Thus it will be seen that intrinsically desirable reforms, accepted without opposition, may yet be self-stultifying if the community is persuaded to accept them by means of propaganda that plays upon its fear of future violence on the part of others, or stresses the glory of future violence on the part of others, or stresses the glory of future violence when successfully used by itself.) Returning to our main theme, which is the need for avoiding domestic violence during the application of reforms, we see that a reform may be intrinsically desirable, but so irrelevant to the existing historical circumstances as to be practically useless. This does not mean that we should make the enormous mistake committed by Hegel and gleefully repeated by every modern tyrant with crimes to justify and follies to rationalize-the mistake that consists in affirming that the real is the rational, that the historical is the same as the ideal. The real is not the rational; and whatever is, is not right. At any given moment of history, the real, as we know it, contains certain elements of the rational, laboriously incorporated into its structure by patient human effort; among the things that are, some are righter than others.

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

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

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

It is critical to recognize that we live in an increasingly complex world - biologically, socially, politically, technologically, you name it - that holds many inherent contradictions. In the middle of this complex world are we humans, who have a natural tendency to seek coherence in what we see, feel, think, and do. When we experience conflict, this tendency intensifies. Conflict is essentially a contradiction, an incompatibility, oppositely directed forces, and a difference that triggers tension. When we encounter conflict, within the field of forces that constitute it, the natural human tendency is to reduce that tension by seeking coherence through simplification. Research shows that this tendency toward simplification becomes even more intensified when we are under stress, threat, time constraints, fatigue, and various other conditions all absolutely typical of conflict. So what is the big idea? It is NOT that coherence is bad and complexity is good. Coherence seeking is simply a necessary and functional process that helps us interpret and respond to our world efficiently and (hopefully) effectively. And complexity in extremes is a nightmare - think of Mogadishu, Somalia, in the 1990s or the financial crisis of 2009 or Times Square during rush hour on a Friday afternoon. On the other hand, too much coherence can be just as pathological: for example, the collapse of the nuances and contradictions inherent in any conflict situation into simple 'us versus them' terms, or a deep commitment to a rigid understanding of conflicts based on past sentiments and obsolete information. Either extreme - overwhelming complexity or oversimplified coherence - is problematic. But in difficult, long-term conflicts, the tide pulls fiercely toward simplification of complex realities. This is what we must content with.

Rivera’s admiration for Stalin was equaled only by his admiration for Henry Ford. By the 1920s and ‘30s, nearly every industrial country in Europe and Latin America, as well as the Soviet Union, had adopted Ford’s engineering and manufacturing methods: his highly efficient assembly line to increase production and reduce the cost of automobiles, so that the working class could at least afford to own a car; his total control over all the manufacturing and production processes by concentrating them all in one place, from the gathering of raw materials to orchestrating the final assembly; and his integration, training, and absolute control of the workforce. Kahn, the architect of Ford’s factories, subsequently constructed hundreds of factories on the model of the Rouge complex in Dearborn, Michigan, which was the epicenter of Ford’s industrial acumen as well as a world-wide symbol of future technology. Such achievements led Rivera to regard Detroit’s industry as the means of transforming the proletariat to take the reins of economic production.

Flow is an extremely potent response to external events and requires an extraordinary set of signals. The process includes dopamine, which does more than tune signal-to-noise ratios. Emotionally, we feel dopamine as engagement, excitement, creativity, and a desire to investigate and make meaning out of the world. Evolutionarily, it serves a similar function. Human beings are hardwired for exploration, hardwired to push the envelope: dopamine is largely responsible for that wiring. This neurochemical is released whenever we take a risk or encounter something novel. It rewards exploratory behavior. It also helps us survive that behavior. By increasing attention, information flow, and pattern recognition in the brain, and heart rate, blood pressure, and muscle firing timing in the body, dopamine serves as a formidable skill-booster as well. Norepinephrine provides another boost. In the body, it speeds up heart rate, muscle tension, and respiration, and triggers glucose release so we have more energy. In the brain, norepinephrine increases arousal, attention, neural efficiency, and emotional control. In flow, it keeps us locked on target, holding distractions at bay. And as a pleasure-inducer, if dopamine’s drug analog is cocaine, norepinephrine’s is speed, which means this enhancement comes with a hell of a high. Endorphins, our third flow conspirator, also come with a hell of a high. These natural “endogenous” (meaning naturally internal to the body) opiates relieve pain and produce pleasure much like “exogenous” (externally added to the body) opiates like heroin. Potent too. The most commonly produced endorphin is 100 times more powerful than medical morphine. The next neurotransmitter is anandamide, which takes its name from the Sanskrit word for “bliss”—and for good reason. Anandamide is an endogenous cannabinoid, and similarly feels like the psychoactive effect found in marijuana. Known to show up in exercise-induced flow states (and suspected in other kinds), this chemical elevates mood, relieves pain, dilates blood vessels and bronchial tubes (aiding respiration), and amplifies lateral thinking (our ability to link disparate ideas together). More critically, anandamide also inhibits our ability to feel fear, even, possibly, according to research done at Duke, facilitates the extinction of long-term fear memories. Lastly, at the tail end of a flow state, it also appears (more research needs to be done) that the brain releases serotonin, the neurochemical now associated with SSRIs like Prozac. “It’s a molecule involved in helping people cope with adversity,” Oxford University’s Philip Cowen told the New York Times, “to not lose it, to keep going and try to sort everything out.” In flow, serotonin is partly responsible for the afterglow effect, and thus the cause of some confusion. “A lot of people associate serotonin directly with flow,” says high performance psychologist Michael Gervais, “but that’s backward. By the time the serotonin has arrived the state has already happened. It’s a signal things are coming to an end, not just beginning.” These five chemicals are flow’s mighty cocktail. Alone, each packs a punch, together a wallop.

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

Rule by decree has conspicuous advantages for the domination of far-flung territories with heterogeneous populations and for a policy of oppression. Its efficiency is superior simply because it ignores all intermediary stages between issuance and application, and because it prevents political reasoning by the people through the withholding of information. It can easily overcome the variety of local customs and need not rely on the necessarily slow process of development of general law. It is most helpful for the establishment of a centralized administration because it overrides automatically all matters of local autonomy. If rule by good laws has sometimes been called the rule of wisdom, rule by appropriate decrees may rightly be called the rule of cleverness. For it is clever to reckon with ulterior motives and aims, and it is wise to understand and create by deduction from generally accepted principles. Government by bureaucracy has to be distinguished from the mere outgrowth and deformation of civil services which frequently accompanied the decline of the nation-state—as, notably, in France. There the administration has survived all changes in regime since the Revolution, entrenched itself like a parasite in the body politic, developed its own class interests, and become a useless organism whose only purpose appears to be chicanery and prevention of normal economic and political development. There are of course many superficial similarities between the two types of bureaucracy, especially if one pays too much attention to the striking psychological similarity of petty officials. But if the French people have made the very serious mistake of accepting their administration as a necessary evil, they have never committed the fatal error of allowing it to rule the country—even though the consequence has been that nobody rules it. The French atmosphere of government has become one of inefficiency and vexation; but it has not created and aura of pseudomysticism. And it is this pseudomysticism that is the stamp of bureaucracy when it becomes a form of government. Since the people it dominates never really know why something is happening, and a rational interpretation of laws does not exist, there remains only one thing that counts, the brutal naked event itself. What happens to one then becomes subject to an interpretation whose possibilities are endless, unlimited by reason and unhampered by knowledge. Within the framework of such endless interpretive speculation, so characteristic of all branches of Russian pre-revolutionary literature, the whole texture of life and world assume a mysterious secrecy and depth. There is a dangerous charm in this aura because of its seemingly inexhaustible richness; interpretation of suffering has a much larger range than that of action for the former goes on in the inwardness of the soul and releases all the possibilities of human imagination, whereas the latter is consistently checked, and possibly led into absurdity, by outward consequence and controllable experience.

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.

Gadgetry will continue to relieve mankind of tedious jobs. Kitchen units will be devised that will prepare ‘automeals,’ heating water and converting it to coffee; toasting bread; frying, poaching or scrambling eggs, grilling bacon, and so on. Breakfasts will be ‘ordered’ the night before to be ready by a specified hour the next morning. Communications will become sight-sound and you will see as well as hear the person you telephone. The screen can be used not only to see the people you call but also for studying documents and photographs and reading passages from books. Synchronous satellites, hovering in space will make it possible for you to direct-dial any spot on earth, including the weather stations in Antarctica. [M]en will continue to withdraw from nature in order to create an environment that will suit them better. By 2014, electroluminescent panels will be in common use. Ceilings and walls will glow softly, and in a variety of colors that will change at the touch of a push button. Robots will neither be common nor very good in 2014, but they will be in existence. The appliances of 2014 will have no electric cords, of course, for they will be powered by long- lived batteries running on radioisotopes. “[H]ighways … in the more advanced sections of the world will have passed their peak in 2014; there will be increasing emphasis on transportation that makes the least possible contact with the surface. There will be aircraft, of course, but even ground travel will increasingly take to the air a foot or two off the ground. [V]ehicles with ‘Robot-brains’ … can be set for particular destinations … that will then proceed there without interference by the slow reflexes of a human driver. [W]all screens will have replaced the ordinary set; but transparent cubes will be making their appearance in which three-dimensional viewing will be possible. [T]he world population will be 6,500,000,000 and the population of the United States will be 350,000,000. All earth will be a single choked Manhattan by A.D. 2450 and society will collapse long before that! There will, therefore, be a worldwide propaganda drive in favor of birth control by rational and humane methods and, by 2014, it will undoubtedly have taken serious effect. Ordinary agriculture will keep up with great difficulty and there will be ‘farms’ turning to the more efficient micro-organisms. Processed yeast and algae products will be available in a variety of flavors. The world of A.D. 2014 will have few routine jobs that cannot be done better by some machine than by any human being. Mankind will therefore have become largely a race of machine tenders. Schools will have to be oriented in this direction…. All the high-school students will be taught the fundamentals of computer technology will become proficient in binary arithmetic and will be trained to perfection in the use of the computer languages that will have developed out of those like the contemporary “Fortran". [M]ankind will suffer badly from the disease of boredom, a disease spreading more widely each year and growing in intensity. This will have serious mental, emotional and sociological consequences, and I dare say that psychiatry will be far and away the most important medical specialty in 2014. [T]he most glorious single word in the vocabulary will have become work! in our a society of enforced leisure.

Broaching is a precise machining process in metalworking domain which uses a toothed tool called broach to cut materials into a predetermined shape. Broaching works best for odd shapes where precision machining is needed and hence finds wide application in a number of industry in India and worldwide. Broach resembles a saw to certain extent but unlike a saw, its teeth become larger in size across its length. A broach gives shapes by roughing or removing the material, semi finishing and then by imparting the ultimate finishing. Round or odd shapes, for both internal and external surfaces, can be conveniently formed by broaching. This multi edge tool can shape any metal or metallic alloy but works best on softer materials like plastic, wood, bronze, aluminum, etc. Resharpening of the tool The broach that imparts shape to many work pieces can work properly only when the size and shape of its teeth are perfect. With time and usage, the teeth tend to lose its sharpness and become blunt. Using a dull broach may lead to permanent damage of its teeth. To enhance the broach life and minimize the tooling expense, it needs to be re-sharpened on time. When to opt for resharpening When broaching produce roughly shaped work pieces, it is definitely time for re-sharpening. However, with a little bit of watchfulness, one can even get it sharpened before it delivers poor finish or tearing. Some of the other conditions when this toothed tool will require re-sharpening are: • Excessive hydraulic press pressure required to run the broach • Nicks and scratches on the teeth making it dull • Broach starts drifting • Cutting edges show signs of wear • Chattering occurs while broaching Re-sharpening requires high precision. Removing excessive material from the teeth will adversely affect its longevity. Only proper sharpening will ensure time efficiency and high quality output. Teeth welding, grinding of gullets and teeth crest, reshaping teeth to proper taper are some of the methods used in re-sharpening. Broaching, once used for machining only internal keyways, is now used for machining a plethora of shapes and surfaces for high quantity of work pieces. Broaching requires less tools than most of the other machining process and saves considerable amount of output time and hence favoured for high volume production irrespective of its high cost. In India, broaching finds wide application in the automobile industry. Therefore, a large number of players are foraying into the broach manufacturing industry on a regular basis.

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.