Execute Immediate Quotes

And although I broke a lot of laws as a teenager, I straightened out immediately upon turning eighteen, when I realized the state had a legal right to execute me.

In psychiatry there is a certain condition known as delusion of reprieve. The condemned man, immediately before his execution, gets the illusion that he might be reprieved at the very last minute. No one could yet grasp the fact that everything would be taken away. all we possessed, literally, was our naked existence.

No cop was ever born who isn't a sucker for a finely-executed hi-speed Controlled Drift all the way around one of those clover-leaf freeway interchanges. Few people understand the psychology of dealing with a highway traffic cop. Your normal speeder will panic and immediately pull over to the side when he sees the big red light behind him... and then we will start apologizing begging for mercy. This is wrong. It arouses contempt in the cop-heart. The thing to dowhen you're running along about a hundred or so and you suddenly find a red-flashing CHP-tracker on your trail what you want to do then is accelerate.

Yet, with a weakness of mind not uncommon to great criminals, he shrank from the thoughts of his own baseness and cruelty, and endeavored to banish the feeling of dishonor from his mind, by devolving the immediate execution of his villainy upon his subordinate agents.

On the third play he dropped back to pass, and it was unadulterated chaos: The pocket was immediately collapsing, people were yelling, everything was happening at the same time, and it felt like he was trying to defuse a pipe bomb while learning to speak Cantonese." "He believed it was his destiny to kill faceless foreigners for complex reasons that were beyond his control, and to deeply question the meaning of those murders, and to kill despite those questions, and to eventually understand the meaning of his own life through the battlefield executions of total strangers." "Teaching history to eighth graders is like being a tour guide for people who hate their vacation." "There is no feeling that can match the emotive intensity of an attraction devoid of explanation.

The problem, that is to say, is educational. It is a problem of continuously moulding the consciousness both of the directing group and of the larger executive group that lies immediately below it. The consciousness of the masses needs only to be influenced in a negative way. Given

In psychiatry there is a certain condition known as “delusion of reprieve.” The condemned man, immediately before his execution, gets the illusion that he might be reprieved at the very last minute.

A genuine purpose always starts with an impulse. Obstruction of the immediate execution of an impulse converts it into a desire. Nevertheless neither impulse nor desire is itself a purpose. A purpose is an end-view. That is, it involves foresight of the consequences which will result from acting upon impulse.

When, in the immediate postwar era, someone at Chrysler had designed a smaller, low-slung car, K. T. Keller, the company’s top executive, had mocked it. “Chrysler builds cars to sit in,” he said, “not to piss over.

Believing in no ultimate Judge who will separate the sheep from the goats, they take it upon themselves to mete out perfect justice. They believe that every moral grievance must be immediately redressed until we have perfected society. The tens of millions of people starved to death, executed, imprisoned, and aborted under communism testify to the harsh reality of this kind of human judgment. Such utopian visions have no basis for grace or mercy. Despite the well-known track record of horrors produced by this kind of godless mindset, we are seeing it return in the form of a redefined “justice” that goes by the name “social justice.” As we will see, it isn’t just at all.

Good follow-up is just as important as the meeting itself. The great master of follow-up was Alfred Sloan, the most effective business executive I have ever known. Sloan, who headed General Motors from the 1920s until the 1950s, spent most of his six working days a week in meetings—three days a week in formal committee meetings with a set membership, the other three days in ad hoc meetings with individual GM executives or with a small group of executives. At the beginning of a formal meeting, Sloan announced the meeting’s purpose. He then listened. He never took notes and he rarely spoke except to clarify a confusing point. At the end he summed up, thanked the participants, and left. Then he immediately wrote a short memo addressed to one attendee of the meeting. In that note, he summarized the discussion and its conclusions and spelled out any work assignment decided upon in the meeting (including a decision to hold another meeting on the subject or to study an issue). He specified the deadline and the executive who was to be accountable for the assignment. He sent a copy of the memo to everyone who’d been present at the meeting. It was through these memos—each a small masterpiece—that Sloan made himself into an outstandingly effective executive.

It is not even accurate to say that Christianity eventually broke away from Judaism. It is more accurate to say that, out of that matrix of biblical Judaism and that maelstrom of late Second-Temple Judaism, two great traditions eventually emerged: early Christianity and rabbinic Judaism. Each claimed exclusive continuity with the past, but in truth each was as great a leap and as valid a development from that common ancestry as was the other. They are not child and parent; they are two children of the same mother. So, of course, were Cain and Abel.

Takamasa Saegusa: 'Seigen, a mere member of the Toudouza, had the effrontery to sully the sacred dueling ground. For that reason, our lord had already decided to subject him to tu-uchi before long. Cut off his head immediately, and stick it on a pike!' Gennosuke could hardly believe his ears. Such an insult to Irako Seigen was unwarranted. It was pride. For Gennosuke, Irako Seigen was pride itself. Takamasa Saegusa: 'Fujiki Gennosuke! It is the way of the samurai to take the head of the defeated enemy on the battleground. Do not hesitate! If you are a samurai, you must carry out the duty of a samurai!' Samurai... Saegusa, Lord of Izu, continued shouting, but Gennosuke did not attend. That word 'samurai' alone reverberated through his body. If one aims at the juncture between the base of the skull and the spine, decapitation is not that difficult, but Gennosuke could muster no more strength than a baby. He grew pale and trembled with the strain. He could only hack with his sword as if he were sawing wood. He felt nauseated, as if his own cells one after another were being annihilated. But this... Lord Tokugawa Tadanaga: 'I approve.' Takamasa Saegusa: 'Fujiki Gennosuke, for this splendid action you have received words of thanks from our lord. As a sign of his exceptional approval, you shall be given employment at Sunpu Castle. This great debt will by no means be forgotten. From this day forward you must offer your life to our lord!' Prostrating himself, Gennosuke vomited.

After a long and happy life, I find myself at the pearly gates (a sight of great joy; the word for “pearl” in Greek is, by the way, margarita). Standing there is St. Peter. This truly is heaven, for finally my academic questions will receive answers. I immediately begin the questions that have been plaguing me for half a century: “Can you speak Greek? Where did you go when you wandered off in the middle of Acts? How was the incident between you and Paul in Antioch resolved? What happened to your wife?” Peter looks at me with some bemusement and states, “Look, lady, I’ve got a whole line of saved people to process. Pick up your harp and slippers here, and get the wings and halo at the next table. We’ll talk after dinner.” As I float off, I hear, behind me, a man trying to gain Peter’s attention. He has located a “red letter Bible,” which is a text in which the words of Jesus are printed in red letters. This is heaven, and all sorts of sacred art and Scriptures, from the Bhagavad Gita to the Qur’an, are easily available (missing, however, was the Reader’s Digest Condensed Version). The fellow has his Bible open to John 14, and he is frenetically pointing at v. 6: “Jesus says here, in red letters, that he is the way. I’ve seen this woman on television (actually, she’s thinner in person). She’s not Christian; she’s not baptized - she shouldn’t be here!” “Oy,” says Peter, “another one - wait here.” He returns a few minutes later with a man about five foot three with dark hair and eyes. I notice immediately that he has holes in his wrists, for when the empire executes an individual, the circumstances of that death cannot be forgotten. “What is it, my son?” he asks. The man, obviously nonplussed, sputters, “I don’t mean to be rude, but didn’t you say that no one comes to the Father except through you?” “Well,” responds Jesus, “John does have me saying this.” (Waiting in line, a few other biblical scholars who overhear this conversation sigh at Jesus’s phrasing; a number of them remain convinced that Jesus said no such thing. They’ll have to make the inquiry on their own time.) “But if you flip back to the Gospel of Matthew, which does come first in the canon, you’ll notice in chapter 25, at the judgment of the sheep and the goats, that I am not interested in those who say ‘Lord, Lord,’ but in those who do their best to live a righteous life: feeding the hungry, visiting people in prison . . . ” Becoming almost apoplectic, the man interrupts, “But, but, that’s works righteousness. You’re saying she’s earned her way into heaven?” “No,” replies Jesus, “I am not saying that at all. I am saying that I am the way, not you, not your church, not your reading of John’s Gospel, and not the claim of any individual Christian or any particular congregation. I am making the determination, and it is by my grace that anyone gets in, including you. Do you want to argue?” The last thing I recall seeing, before picking up my heavenly accessories, is Jesus handing the poor man a Kleenex to help get the log out of his eye.

Effective immediately all fuel, whether in possession of a refinery, a fuel wholesaler, or even your local gas station, is property of the United States government and will only be available to first responders and the military. He stated that all fuel sales to the public would be halted immediately and anyone caught selling fuel in violation of this Executive Order would be arrested.

In psychiatry there is a certain condition known as “delusion of reprieve.” The condemned man, immediately before his execution, gets the illusion that he might be re- prieved at the very last minute.

The principle of independent judgments (and decorrelated errors) has immediate applications for the conduct of meetings, an activity in which executives in organizations spend a great deal of their working days.

These ideas can be made more concrete with a parable, which I borrow from John Fowles’s wonderful novel, The Magus. Conchis, the principle character in the novel, finds himself Mayor of his home town in Greece when the Nazi occupation begins. One day, three Communist partisans who recently killed some German soldiers are caught. The Nazi commandant gives Conchis, as Mayor, a choice — either Conchis will execute the three partisans himself to set an example of loyalty to the new regime, or the Nazis will execute every male in the town. Should Conchis act as a collaborator with the Nazis and take on himself the direct guilt of killing three men? Or should he refuse and, by default, be responsible for the killing of over 300 men? I often use this moral riddle to determine the degree to which people are hypnotized by Ideology. The totally hypnotized, of course, have an answer at once; they know beyond doubt what is correct, because they have memorized the Rule Book. It doesn’t matter whose Rule Book they rely on — Ayn Rand’s or Joan Baez’s or the Pope’s or Lenin’s or Elephant Doody Comix — the hypnosis is indicated by lack of pause for thought, feeling and evaluation. The response is immediate because it is because mechanical. Those who are not totally hypnotized—those who have some awareness of concrete events of sensory space-time, outside their heads— find the problem terrible and terrifying and admit they don’t know any 'correct' answer. I don’t know the 'correct' answer either, and I doubt that there is one. The universe may not contain 'right' and 'wrong' answers to everything just because Ideologists want to have 'right' and 'wrong' answers in all cases, anymore than it provides hot and cold running water before humans start tinkering with it. I feel sure that, for those awakened from hypnosis, every hour of every day presents choices that are just as puzzling (although fortunately not as monstrous) as this parable. That is why it appears a terrible burden to be aware of who you are, where you are, and what is going on around you, and why most people would prefer to retreat into Ideology, abstraction, myth and self-hypnosis. To come out of our heads, then, also means to come to our senses, literally—to live with awareness of the bottle of beer on the table and the bleeding body in the street. Without polemic intent, I think this involves waking from hypnosis in a very literal sense. Only one individual can do it at a time, and nobody else can do it for you. You have to do it all alone.

in the scramble to survive, founders often hire to solve immediate needs and simultaneously create long-term problems. This mistake is common enough that Bob Sutton wrote a book, The No-Asshole Rule, to help executives recognize the damage these hires cause to culture.5 No matter how many golden lectures a leader gives imploring people to “Be collaborative” or “Work as a team,” if the people hired have destructive habits, the lecture will lose.

Such is the lunacy and unfairness of the system. Huver’s witnesses, the ones testifying on behalf of the State, are cloaked with legitimacy, as if they’ve been sanctified by the authorities. Cops, experts, even snitches who’ve been washed and cleansed and spruced up in nice clothes, all take the stand and tell lies in a coordinated effort to have my client executed. But the witnesses who know the truth, and are telling it, are discounted immediately and made to look like fools.

Joy is not the satisfied contemplation of an accomplished result, the emotion of victory, the satisfaction of having succeeded. It is the sign of an energy that is deftly deployed, it is a free affirmation: everything comes easy. Joy is an activity: executing with ease something difficult that has taken time to master, asserting the faculties of the mind and the body. Joys of thought when it finds and discovers, joys of the body when it achieves without effort. That is why joy, unlike pleasure, increases with repetition, and is enriched. When you are walking, joy is a basso continuo. Locally, of course, you may run into effort and difficulty. You will also find immediate moments of contentment: a proud gaze backwards to contemplate the long steep plunge of the slope behind you. Those satisfactions, though, too often present an opportunity to reintroduce quantities, scores, figures (which track? how long? what altitude?). And walking becomes a competition. That is why expeditions in high mountain country (conquering peaks, each one a challenge) are always slightly impure: because they give rise to narcissistic gratification. What dominates in walking, away from ostentation and showing off, is the simple joy of feeling your body in the most primitively natural activity.

Everything, which we invent, discover and in a higher sense name, is the meaningful execution and proof of the existence of an original sense of truth, which quietly long formed, leads immediately, with lightning speed, to a fruitful insight. It is a revelation, which develops from the interior according to the exterior and allows humans to glimpse their similarity with god. It is a synthesis of the world and of spirit-mind (Geist), which conveys the most soulful reassurance of the eternal harmony of existence.

As for the problem of overproduction, which has been latent in our society since the development of the machine technique, it is solved by the device of continuous warfare, which is also useful in keying up public morale to the necessary pitch. ... The problem, that is to say, is educational. It is a problem of continuously molding the consciousness both of the directing group and of the larger executive group that lies immediately below it. The consciousness of the masses needs only to be influenced in a negative way.

You should evaluate your organizational design on a regular basis and gather the information that you need to decide without tipping people off to what you plan to do. Once you decide, you should immediately execute the reorg: Don’t leave time for leaks and lobbying.

The advantages of a hereditary Monarchy are self-evident. Without some such method of prescriptive, immediate and automatic succession, an interregnum intervenes, rival claimants arise, continuity is interrupted and the magic lost. Even when Parliament had secured control of taxation and therefore of government; even when the menace of dynastic conflicts had receded in to the coloured past; even when kingship had ceased to be transcendental and had become one of many alternative institutional forms; the principle of hereditary Monarchy continued to furnish the State with certain specific and inimitable advantages. Apart from the imponderable, but deeply important, sentiments and affections which congregate around an ancient and legitimate Royal Family, a hereditary Monarch acquires sovereignty by processes which are wholly different from those by which a dictator seizes, or a President is granted, the headship of the State. The King personifies both the past history and the present identity of the Nation as a whole. Consecrated as he is to the service of his peoples, he possesses a religious sanction and is regarded as someone set apart from ordinary mortals. In an epoch of change, he remains the symbol of continuity; in a phase of disintegration, the element of cohesion; in times of mutability, the emblem of permanence. Governments come and go, politicians rise and fall: the Crown is always there. A legitimate Monarch moreover has no need to justify his existence, since he is there by natural right. He is not impelled as usurpers and dictators are impelled, either to mesmerise his people by a succession of dramatic triumphs, or to secure their acquiescence by internal terrorism or by the invention of external dangers. The appeal of hereditary Monarchy is to stability rather than to change, to continuity rather than to experiment, to custom rather than to novelty, to safety rather than to adventure. The Monarch, above all, is neutral. Whatever may be his personal prejudices or affections, he is bound to remain detached from all political parties and to preserve in his own person the equilibrium of the realm. An elected President – whether, as under some constitutions, he be no more than a representative functionary, or whether, as under other constitutions, he be the chief executive – can never inspire the same sense of absolute neutrality. However impartial he may strive to become, he must always remain the prisoner of his own partisan past; he is accompanied by friends and supporters whom he may seek to reward, or faced by former antagonists who will regard him with distrust. He cannot, to an equal extent, serve as the fly-wheel of the State.

In psychiatry there is a certain condition known as “delusion of reprieve.” The condemned man, immediately before his execution, gets the illusion that he might be reprieved at the very last minute. We, too, clung to shreds of hope and believed to the last moment that it would not be so bad.

An aggressive mind-set should be the default setting of any leader. Default: Aggressive. This means that the best leaders, the best teams, don’t wait to act. Instead, understanding the strategic vision (or commander’s intent), they aggressively execute to overcome obstacles, capitalize on immediate opportunities, accomplish the mission, and win.

The principle of independent judgments (and decorrelated errors) has immediate applications for the conduct of meetings, an activity in which executives in organizations spend a great deal of their working days. A simple rule can help: before an issue is discussed, all members of the committee should be asked to write a very brief summary of their position.

psychiatry there is a certain condition known as “delusion of reprieve.” The condemned man, immediately before his execution, gets the illusion that he might be reprieved at the very last minute. We, too, clung to shreds of hope and believed to the last moment that it would not be so bad. Just the sight of the red cheeks and round faces of those prisoners was a great encouragement.

Fifty years ago A Charlie Brown Christmas was first broadcast on American television. Some network executives thought it would be ignored, while others worried that quoting the Bible would offend viewers. Some wanted its creator, Charles Schulz, to omit the Christmas story, but Schulz insisted it stay in. The program was an immediate success and has been rebroadcast every year since 1965.

The panic was blamed on many factors—tight money, Roosevelt’s Gridiron Club speech attacking the “malefactors of great wealth,” and excessive speculation in copper, mining, and railroad stocks. The immediate weakness arose from the recklessness of the trust companies. In the early 1900s, national and most state-chartered banks couldn’t take trust accounts (wills, estates, and so on) but directed customers to trusts. Traditionally, these had been synonymous with safe investment. By 1907, however, they had exploited enough legal loopholes to become highly speculative. To draw money for risky ventures, they paid exorbitant interest rates, and trust executives operated like stock market plungers. They loaned out so much against stocks and bonds that by October 1907 as much as half the bank loans in New York were backed by securities as collateral—an extremely shaky base for the system. The trusts also didn’t keep the high cash reserves of commercial banks and were vulnerable to sudden runs.

Recall that epic heroes were judged by their actions, not by the results. No matter how sophisticated our choices, how good we are at dominating the odds, randomness will have the last word. We are left only with dignity as a solution—dignity defined as the execution of a protocol of behavior that does not depend on the immediate circumstance. It may not be the optimal one, but it certainly is the one that makes us feel best. Grace under pressure, for example. Or in deciding not to toady up to someone, whatever

Don't try to inspire people with fear. It doesn't work well, and it doesn't last long. When you scare someone, you activate that person's amygdala, the emotional center of the brain. The reaction is swift and hot, as one would have when confronted with a threat. The problem is that an action that starts in the emotional centers of the brain bypasses the judgment and executive function areas of the brain as well. As a result, the reaction may be intense and immediate, but it is also often uncoordinated and transient.

About five miles back I had a brush with the CHP. Not stopped or pulled over: nothing routine. I always drive properly. A bit fast, perhaps, but always with consummate skill and a natural feel for the road that even cops recognize. No cop was ever born who isn't a sucker for a finely-executed hi-speed Controlled Drift all the way around one of those cloverleaf freeway interchanges. Few people understand the psychology of dealing with a highway traffic cop. Your normal speeder will panic and immediately pull over to the side when he sees the big red light behind him ... and then he will start apologizing, begging for mercy. This is wrong. It arouses contempt in the cop-heart. The thing to do – when you're running along about 100 or so and you suddenly find a red-flashing CHP-tracker on your tail – what you want to do then is accelerate. Never pull over with the first siren-howl. Mash it down and make the bastard chase you at speeds up to 120 all the way to the next exit. He will follow. But he won't know what to make of your blinker-signal that says you're about to turn right. This is to let him know you're looking for a proper place to pull off and talk ... keep signaling and hope for an off-ramp, one of those uphill side-loops with a sign saying "Max Speed 25" ... and the trick, at this point, is to suddenly leave the freeway and take him into the chute at no less than 100 miles an hour. He will lock his brakes about the same time you lock yours, but it will take him a moment to realize that he's about to make a 180-degree turn at this speed ... but you will be ready for it, braced for the Gs and the fast heel-toe work, and with any luck at all you will have come to a complete stop off the road at the top of the turn and be standing beside your automobile by the time he catches up. He will not be reasonable at first ... but no matter. Let him calm down. He will want the first word. Let him have it. His brain will be in a turmoil: he may begin jabbering, or even pull his gun. Let him unwind; keep smiling. The idea is to show him that you were always in total control of yourself and your vehicle – while he lost control of everything.

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

In June 1940, immediately after France surrendered to the invading Nazis, Rieber and Westrick took part in a celebratory dinner in a private room at New York’s Waldorf-Astoria Hotel, where executives of Ford, General Motors, Eastman Kodak, and other companies talked about the prospects for American cooperation with the Nazi regime that seemed certain to dominate Europe for the foreseeable future. Germany would be a good credit risk for American loans, Westrick said, and there should definitely be no more of this nonsense of selling US arms to the British.

Could the Supreme Court have been relied upon as answering this description? It is much to be doubted, whether the members of that tribunal would at all times be endowed with so eminent a portion of fortitude, as would be called for in the execution of so difficult a task; and it is still more to be doubted, whether they would possess the degree of credit and authority, which might, on certain occasions, be indispensable towards reconciling the people to a decision that should happen to clash with an accusation brought by their immediate representatives. A deficiency in the first, would be fatal to the accused; in the last, dangerous to the public tranquillity. The hazard in both these respects, could only be avoided, if at all, by rendering that tribunal more numerous than would consist with a reasonable attention to economy. The necessity of a numerous court for the trial of impeachments, is equally dictated by the nature of the proceeding. This can never be tied down by such strict rules, either in the delineation of the offense by the prosecutors, or in the construction of it by the judges, as in common cases serve to limit the discretion of courts in favor of personal security. There will be no jury to stand between the judges who are to pronounce the sentence of the law, and the party who is to receive or suffer it. The awful discretion which a court of impeachments must necessarily have, to doom to honor or to infamy the most confidential and the most distinguished characters of the community, forbids the commitment of the trust to a small number of persons. These considerations seem alone sufficient to authorize a conclusion, that the Supreme Court would have been an improper substitute for the Senate, as a court of impeachments.

The principle of independent judgments (and decorrelated errors) has immediate applications for the conduct of meetings, an activity in which executives in organizations spend a great deal of their working days. A simple rule can help: before an issue is discussed, all members of the committee should be asked to write a very brief summary of their position. This procedure makes good use of the value of the diversity of knowledge and opinion in the group. The standard practice of open discussion gives too much weight to the opinions of those who speak early and assertively, causing others to line up behind them.

The principle of independent judgments (and decorrelated errors) has immediate applications for the conduct of meetings, an activity in which executives in organizations spend a great deal of their working days. A simple rule can help: before an issue is discussed, all members of the committee should be asked to write a very brief summary of their position. This procedure makes good use of the value of the diversity of knowledge and opinion in the group. The standard practice of open discussion gives too much weight to the opinions of those who speak early and assertively, causing others to line up behind them. What

This absence of intellectual mechanisms for questioning our own actions becomes clear when the expression of any unstructured doubt — for example, over the export of arms to potential enemies or the loss of shareholder power to managers or the loss of parliamentary power to the executive — is automatically categorized as naive or idealistic or bad for the economy or simply bad for jobs. And should we attempt to use sensible words to deal with these problems, they will be caught up immediately in the structures of the official arguments which accompany the official modern ideologies — arguments as sterile as the ideologies are irrelevant.

What are the common wages of labour, depends everywhere upon the contract usually made between those two parties, whose interests are by no means the same. The workmen desire to get as much, the masters to give as little as possible. The former are disposed to combine in order to raise, the latter in order to lower the wages of labour. It is not, however, difficult to foresee which of the two parties must, upon all ordinary occasions, have the advantage in the dispute, and force the other into a compliance with their terms. The masters, being fewer in number, can combine much more easily; and the law, besides, authorizes, or at least does not prohibit their combinations, while it prohibits those of the workmen. We have no acts of parliament against combining to lower the price of work; but many against combining to raise it. In all such disputes the masters can hold out much longer. A landlord, a farmer, a master manufacturer, a merchant, though they did not employ a single workman, could generally live a year or two upon the stocks which they have already acquired. Many workmen could not subsist a week, few could subsist a month, and scarce any a year without employment. In the long run the workman may be as necessary to his master as his master is to him; but the necessity is not so immediate. We rarely hear, it has been said, of the combinations of masters, though frequently of those of workmen. But whoever imagines, upon this account, that masters rarely combine, is as ignorant of the world as of the subject. Masters are always and everywhere in a sort of tacit, but constant and uniform combination, not to raise the wages of labour above their actual rate. To violate this combination is everywhere a most unpopular action, and a sort of reproach to a master among his neighbours and equals. We seldom, indeed, hear of this combination, because it is the usual, and one may say, the natural state of things, which nobody ever hears of. Masters, too, sometimes enter into particular combinations to sink the wages of labour even below this rate. These are always conducted with the utmost silence and secrecy, till the moment of execution, and when the workmen yield, as they sometimes do, without resistance, though severely felt by them, they are never heard of by other people. Such combinations, however, are frequently resisted by a contrary defensive combination of the workmen; who sometimes too, without any provocation of this kind, combine of their own accord to raise the price of their labour. Their usual pretences are, sometimes the high price of provisions; sometimes the great profit which their masters make by their work. But whether their combinations be offensive or defensive, they are always abundantly heard of. In order to bring the point to a speedy decision, they have always recourse to the loudest clamour, and sometimes to the most shocking violence and outrage. They are desperate, and act with the folly and extravagance of desperate men, who must either starve, or frighten their masters into an immediate compliance with their demands. The masters upon these occasions are just as clamorous upon the other side, and never cease to call aloud for the assistance of the civil magistrate, and the rigorous execution of those laws which have been enacted with so much severity against the combinations of servants, labourers, and journeymen. The workmen, accordingly, very seldom derive any advantage from the violence of those tumultuous combinations, which, partly from the interposition of the civil magistrate, partly from the necessity superior steadiness of the masters, partly from the necessity which the greater part of the workmen are under of submitting for the sake of present subsistence, generally end in nothing, but the punishment or ruin of the ringleaders. But though in disputes with their workmen, masters must generally have the advantage, there is, however, a certain rate be.

The savage “tyrant” was Christianity. From almost the very first years that a Christian emperor had ruled in Rome in AD 312, liberties had begun to be eroded. And then, in AD 529, a final blow had fallen. It was decreed that all those who labored “under the insanity of paganism”—in other words Damascius and his fellow philosophers—would no longer be allowed to teach. There was worse. It was also announced that anyone who had not yet been baptized was to come forward and make themselves known at the “holy churches” immediately, or face exile. And if anyone allowed themselves to be baptized, then slipped back into their old pagan ways, they would be executed.

Power controlled or abridged is almost always the rival and enemy of that power by which it is controlled or abridged. This simple proposition will teach us how little reason there is to expect, that the persons intrusted with the administration of the affairs of the particular members of a confederacy will at all times be ready, with perfect good-humor, and an unbiased regard to the public weal, to execute the resolutions or decrees of the general authority. The reverse of this results from the constitution of human nature. If, therefore, the measures of the Confederacy cannot be executed without the intervention of the particular administrations, there will be little prospect of their being executed at all. The rulers of the respective members, whether they have a constitutional right to do it or not, will undertake to judge of the propriety of the measures themselves. They will consider the conformity of the thing proposed or required to their immediate interests or aims; the momentary conveniences or inconveniences that would attend its adoption. All this will be done; and in a spirit of interested and suspicious scrutiny, without that knowledge of national circumstances and reasons of state, which is essential to a right judgment, and with that strong predilection in favor of local objects, which can hardly fail to mislead the decision.

The internet itself led him from one word to the next, giving links, pointing out. When it didn’t know something it tactfully kept quiet or stubbornly showed him the same pages, ad nauseam. Then Kunicki had the impression that he had just landed at the border of the known world, at the wall, at the membrane of the heavenly firmament. There wasn’t any way to break through it with his head and look through. The internet is a fraud. It promises so much—that it will execute your every command, that it will find you what you’re looking for; execution, fulfillment, reward. But in essence that promise is a kind of bait, because you immediately fall into a trance, into hypnosis. The paths quickly diverge, double and multiply, and you go down them, still chasing an aim that will now get blurry and undergo some transformations. You lose the ground beneath your feet, the place where you started from just gets forgotten, and your aim finally vanishes from sight, disappears in the passage of more and more pages, businesses that always promise more than they can give, shamelessly pretending that under the flat plane of the screen there is some cosmos. But nothing could be more deceptive, dear Kunicki. What are you, Kunicki, looking for? What are you aiming at? You feel like spreading out your arms and plunging into it, into that abyss, but there is nothing more deceptive: the landscape turns out to be a wallpaper, you can’t go any farther.

Most Western managers believe that long-term success flows from a state of stability, harmony, predictability, discipline, and consensus-a state that I refer to as stable equilibrium. This belief leads them to demand general prescriptions that they can immediately convert into successful action. The most popular prescriptions are to formulate a vision of an organization's future state, to prepare long-term plans to realize that vision, to set strategic milestones and monitor achievements against those plans, to write mission statements and persuade people to share the same culture, to encourage widespread participation and consensus in decision making, and to install control systems that allow top executives to set the organization's direction and stay in command.

blackout one New York newspaper managed to appear: The New York Times. It had shifted its printing operations immediately across the Hudson to Newark, New Jersey, where the power plants were functioning and where a local paper, The Newark Evening News, had a substantial printing plant. But instead of the million copies the Times management had ordered, fewer than half this number actually reached the readers. Just as the Times went to press (so at least goes a widely told anecdote) the executive editor and three of his assistants started arguing how to hyphenate one word. This took them forty-eight minutes (so it is said)—or half of the available press time. The Times, the editor argued, sets a standard for written English in the United States and therefore cannot afford a grammatical mistake.

If the ongoing importance of a manager is measured by how many people he has working under him, the immediate material manifestation of that manager's power and prestige is the visual quality of his presentations and reports. The meetings in which such emblems are displayed might be considered the high rituals of the corporate world. And just as the retinues of a feudal lord might include servants whose only role was to polish his horses' armor or tweeze his mustache before tournaments or pageants, so many present-day executives keep employees whose sole purpose is to prepare their PowerPoint presentations or craft the maps, cartoons, photographs, or illustrations that accompany their reports. Many of these reports are nothing more than props in a Kabuki-like corporate theater—no one actually reads them all the way through.

After further conferences that late spring the following plan was drawn up. Speidel, almost alone among the Army conspirators in the West, survived to describe it: An immediate armistice with the Western Allies but not unconditional surrender. German withdrawal in the West to Germany. Immediate suspension of the Allied bombing of Germany. Arrest of Hitler for trial before a German court. Overthrow of Nazi rule. Temporary assumption of executive power in Germany by the resistance forces of all classes under the leadership of General Beck, Goerdeler, and the trade-union representative, Leuschner. No military dictatorship. Preparation of a “constructive peace” within the framework of a United States of Europe. In the East, continuation of the war. Holding a shortened line between the mouth of the Danube, the Carpathian Mountains, the River Vistula and Memel.

To derive the most useful information from multiple sources of evidence, you should always try to make these sources independent of each other. This rule is part of good police procedure. When there are multiple witnesses to an event, they are not allowed to discuss it before giving their testimony. The goal is not only to prevent collusion by hostile witnesses, it is also to prevent unbiased witnesses from influencing each other. Witnesses who exchange their experiences will tend to make similar errors in their testimony, reducing the total value of the information they provide. Eliminating redundancy from your sources of information is always a good idea. The principle of independent judgments (and decorrelated errors) has immediate applications for the conduct of meetings, an activity in which executives in organizations spend a great deal of their working days.

What the turbulent months of the campaign and the election revealed most of all, I think, was that the American people were voicing a profound demand for change. On the one hand, the Humphrey people were demanding a Marshall Plan for our diseased cities and an economic solution to our social problems. The Nixon and Wallace supporters, on the other hand, were making their own limited demands for change. They wanted more "law and order," to be achieved not through federal spending but through police, Mace, and the National Guard. We must recognize and accept the demand for change, but now we must struggle to give it a progressive direction. For the immediate agenda, I would make four proposals. First, the Electoral College should be eliminated. It is archaic, undemocratic, and potentially very dangerous. Had Nixon not achieved a majority of the electoral votes, Wallace might have been in the position to choose and influence our next President. A shift of only 46,000 votes in the states of Alaska, Delaware, New Jersey, and Missouri would have brought us to that impasse. We should do away with this system, which can give a minority and reactionary candidate so much power and replace it with one that provides for the popular election of the President. It is to be hoped that a reform bill to this effect will emerge from the hearings that will soon be conducted by Senator Birch Bayh of Indiana. Second, a simplified national registration law should be passed that provides for universal permanent registration and an end to residence requirements. Our present system discriminates against the poor who are always underregistered, often because they must frequently relocate their residence, either in search of better employment and living conditions or as a result of such poorly planned programs as urban renewal (which has been called Negro removal). Third, the cost of the presidential campaigns should come from the public treasury and not from private individuals. Nixon, who had the backing of wealthy corporate executives, spent $21 million on his campaign. Humphrey's expenditures totaled only $9.7 million. A system so heavily biased in favor of the rich cannot rightly be called democratic. And finally, we must maintain order in our public meetings. It was disgraceful that each candidate, for both the presidency and the vice-presidency, had to be surrounded by cordons of police in order to address an audience. And even then, hecklers were able to drown him out. There is no possibility for rational discourse, a prerequisite for democracy, under such conditions. If we are to have civility in our civil life, we must not permit a minority to disrupt our public gatherings.

Historically, chromosomes were not at all easy to study. They spend most of their existence balled up in an indistinguishable mass in the cell nucleus. The only way to count them was to get fresh samples from living cells at the moment of cell division, and that was a tall order. Cell biologists, according to one report, “literally waited at the foot of the gallows in order to fix the testis of an executed criminal immediately after death before the chromosomes could clump.” Even then the chromosomes tended to overlap and blur, making anything but a rough count difficult. But in 1921, a cytologist at the University of Texas named Theophilus Painter announced that he had secured good images and declared with reassuring confidence that he had counted twenty-four pairs of chromosomes. That number stuck, universally unquestioned, for thirty-five years until a closer examination in 1956 showed that in fact we have just twenty-three pairs—a fact that had been clearly evident in photographs for years (including in at least one popular textbook illustration) had anyone taken the trouble to count.

The experience of stress has three components. The first is the event, physical or emotional, that the organism interprets as threatening. This is the stress stimulus, also called the stressor. The second element is the processing system that experiences and interprets the meaning of the stressor. In the case of human beings, this processing system is the nervous system, in particular the brain. The final constituent is the stress response, which consists of the various physiological and behavioural adjustments made as a reaction to a perceived threat. We see immediately that the definition of a stressor depends on the processing system that assigns meaning to it. The shock of an earthquake is a direct threat to many organisms, though not to a bacterium. The loss of a job is more acutely stressful to a salaried employee whose family lives month to month than to an executive who receives a golden handshake. Equally important is the personality and current psychological state of the individual on whom the stressor is acting. The executive whose financial security is assured when he is terminated may still experience severe stress if his self-esteem and sense of purpose were completely bound up with his position in the company, compared with a colleague who finds greater value in family, social interests or spiritual pursuits. The loss of employment will be perceived as a major threat by the one, while the other may see it as an opportunity. There is no uniform and universal relationship between a stressor and the stress response. Each stress event is singular and is experienced in the present, but it also has its resonance from the past. The intensity of the stress experience and its long-term consequences depend on many factors unique to each individual. What defines stress for each of us is a matter of personal disposition and, even more, of personal history. Selye discovered that the biology of stress predominantly affected three types of tissues or organs in the body: in the hormonal system, visible changes occurred in the adrenal glands; in the immune system, stress affected the spleen, the thymus and the lymph glands; and the intestinal lining of the digestive system. Rats autopsied after stress had enlarged adrenals, shrunken lymph organs and ulcerated intestines.

The legislative department derives a superiority in our governments from other circumstances. Its constitutional powers being at once more extensive, and less susceptible of precise limits, it can, with the greater facility, mask, under complicated and indirect measures, the encroachments which it makes on the co-ordinate departments. It is not unfrequently a question of real nicety in legislative bodies, whether the operation of a particular measure will, or will not, extend beyond the legislative sphere. On the other side, the executive power being restrained within a narrower compass, and being more simple in its nature, and the judiciary being described by landmarks still less uncertain, projects of usurpation by either of these departments would immediately betray and defeat themselves. Nor is this all: as the legislative department alone has access to the pockets of the people, and has in some constitutions full discretion, and in all a prevailing influence, over the pecuniary rewards of those who fill the other departments, a dependence is thus created in the latter, which gives still greater facility to encroachments of the former. I

To derive the most useful information from multiple sources of evidence, you should always try to make these sources independent of each other. This rule is part of good police procedure. When there are multiple witnesses to an event, they are not allowed to discuss it before giving their testimony. The goal is not only to prevent collusion by hostile witnesses, it is also to prevent unbiased witnesses from influencing each other. Witnesses who exchange their experiences will tend to make similar errors in their testimony, reducing the total value of the information they provide. Eliminating redundancy from your sources of information is always a good idea. The principle of independent judgments (and decorrelated errors) has immediate applications for the conduct of meetings, an activity in which executives in organizations spend a great deal of their working days. A simple rule can help: before an issue is discussed, all members of the committee should be asked to write a very brief summary of their position. This procedure makes good use of the value of the diversity of knowledge and opinion in the group. The standard practice of open discussion gives too much weight to the opinions of those who speak early and assertively, causing others to line up behind them.

For the first time after the Great Purge, Stalin had a great number of high and highest officials executed, and we know for certain that this was planned as the beginning of another nationwide purge. This would have been touched off by the “Doctors’ plot” had Stalin’s death not intervened. A group of mostly Jewish physicians were accused of having plotted “to wipe out the leading cadres of the USSR.”30 Everything that went on in Russia between 1948 and January 1953, when the “Doctors’ plot” was being “discovered,” bore a striking and ominous similarity to the preparations of the Great Purge during the thirties: the death of Zhdanov and the Leningrad purge corresponded to Kirov’s no less mysterious death in 1934 which was immediately followed by a kind of preparatory purge “of all former oppositionists who remained in the Party.”31 Moreover, the very content of the absurd accusation against the physicians, that they would kill off people in leading positions all over the country, must have filled with fearful forebodings all those who were acquainted with Stalin’s method of accusing a fictitious enemy of the crime he himself was about to commit. (The best known example is of course his accusation that Tukhachevski conspired with Germany at the very moment when Stalin was contemplating an alliance with the Nazis.)

You may not recognize the name Steven Schussler, CEO of Schussler Creative Inc., but you are probably familiar with his very popular theme restaurant Rainforest Café. Steve is one of the scrappiest people I know, with countless scrappy stories. He is open and honest about his wins and losses. This story about how he launched Rainforest Café is one of my favorites: Steve first envisioned a tropical-themed family restaurant back in the 1980s, but unfortunately, he couldn’t persuade anyone else to buy into the idea at the time. Not willing to give up easily, he decided to get scrappy and be “all in.” To sell his vision, he transformed his own split-level suburban home into a living, mist-enshrouded rain forest to convince potential investors that the concept was viable. Yes, you read that correctly—he converted his own house into a jungle dwelling complete with rock outcroppings, waterfalls, rivers, and layers of fog and mist that rose from the ground. The jungle included a life-size replica of an elephant near the front door, forty tropical birds in cages, and a live baby baboon named Charlie. Steve shared the following details: Every room, every closet, every hallway of my house was set up as a three-dimensional vignette: an attempt to present my idea of what a rain forest restaurant would look like in actual operation. . . . [I]t took me three years and almost $400,000 to get the house developed to the point where I felt comfortable showing it to potential investors. . . . [S]everal of my neighbors weren’t exactly thrilled to be living near a jungle habitat. . . . On one occasion, Steve received a visit from the Drug Enforcement Administration. They wanted to search the premises for drugs, presuming he may have had an illegal drug lab in his home because of his huge residential electric bill. I imagine they were astonished when they discovered the tropical rain forest filled with jungle creatures. Steve’s plan was beautiful, creative, fun, and scrappy, but the results weren’t coming as quickly as he would have liked. It took all of his resources, and he was running out of time and money to make something happen. (It’s important to note that your scrappy efforts may not generate results immediately.) I asked Steve if he ever thought about quitting, how tight was the money really, and if there was a time factor, and he said, “Yes to all three! Of course I thought about quitting. I was running out of money and time.” Ultimately, Steve’s plan succeeded. After many visits and more than two years later, gaming executive and venture capitalist Lyle Berman bought into the concept and raised the funds necessary to get the Rainforest Café up and running. The Rainforest Café chain became one of the most successful themed restaurants ever created, and continues that way under Landry’s Restaurants and Tilman Fertitta’s leadership. Today, Steve creates restaurant concepts in fantastic warehouses far from his residential neighborhood!

In this world, a subordinate owes fealty principally to his immediate boss. This means that a subordinate must not overcommit his boss, lest his boss “get on the hook” for promises that cannot be kept. He must keep his boss from making mistakes, particularly public ones; he must keep his boss informed, lest his boss get “blindsided.” If one has a mistake-prone boss, there is, of course, always the temptation to let him make a fool of himself, but the wise subordinate knows that this carries two dangers—he himself may get done in by his boss’s errors, and, perhaps more important, other managers will view with the gravest sus- picion a subordinate who withholds crucial information from his boss even if they think the boss is a nincompoop. A subordinate must also not circumvent his boss nor ever give the appearance of doing so. He must never contradict his boss’s judgment in public. To violate the last admonition is thought to constitute a kind of death wish in business, and one who does so should practice what one executive calls “flexibility drills,” an exercise “where you put your head between your legs and kiss your ass good-bye.” The subordinate must extend to the boss a certain ritual deference. For instance, he must follow the boss’s lead in conversation, must not speak out of turn at meetings, must laugh at his boss’s jokes while not making jokes of his own that upstage his boss, must not rib the boss for his foibles. The shrewd subordinate learns to efface himself, so that his boss’s face might shine more clearly.

On the evening of Wednesday, June 22, 1955, there was an official re-election ceremony being held on the open porch behind the Executive Mansion. As usual it was hot and steamy in Monrovia and without air-conditioning the country’s President and several members of his administration were taking in the cooler, but still damp, night air. Without warning, several shots were fired in the direction of the President. In the dark all that could be seen were the bright flashes from a pistol. Two men, William Hutchins, a guard, and Daniel Derrick, a member of the national legislature, fell wounded, but fortunately President Tubman had escaped harm and was hurried back into the building. In the dark no one was certain, but Paul Dunbar was apparently seen by someone in the garden behind the mansion. James Bestman, a presidential security agent, subdued and apprehended the alleged shooter in the Executive Pavilion, best known for its concrete painted animals. It was said that Bestman had used his .38 caliber “Smith and Wesson,” revolver. Members of the opposition party were accused of participating in the assassination plot and a dragnet was immediately cast to round up the alleged perpetrators. It didn’t take long before the son of former President William Coleman, Samuel David Coleman, was indicted, as was his son John. The following day, warrants for the arrest of Former President Barclay, and others in opposition to Tubman, were also issued for allegedly being accomplices. Coleman and his son fled to Clay-Ashland, a township 15 miles north of Monrovia in the St. Paul River District of Montserrado County. Photo Caption: The (former) Liberian Executive Mansion.

In their ongoing war against evil capitalists, some vengeful Democrats have their eyes on banks, which they blame for making millions of loans that resulted in foreclosures and the 2008 financial crisis. Never mind that it was progressives who forced the government to make these loans to low-income borrowers with poor credit ratings through the Community Reinvestment Act and anti-discrimination laws. They promoted minority home ownership without regard to the owners’ ability to repay, and the result was catastrophic. But being a leftist means never having to say you’re sorry—just pass a misguided policy and blame everyone else when it predictably fails. Democratic Rep. Maxine Waters, emboldened by Democrats recapturing control of the House, issued a stern warning to bankers before the 2019 session began. “I have not forgotten” that “you foreclosed on our houses,” she said, and “had us sign on the line for junk and for mess that we could not afford. I’m going to do to you what you did to us.”62 How’s that for good governance—using her newfound power as incoming chairwoman of the House Financial Services Committee to punish bank executives for the disaster she and her fellow Democrats caused? Waters is also targeting corporations for allegedly excluding minorities and women from executive positions. Forming a new subcommittee on diversity and inclusion, she immediately held a hearing to discuss the importance of examining the systematic exclusion of women, people of color, persons with disabilities, gays, veterans, and other disadvantaged groups.63 Why concentrate on policies to stimulate economic growth and improve people’s standards of living when you can employ identity politics to demonize your opponents?

We all go through periods of dryness in our prayers, don’t we? I doubt (but ask your directeur) whether they are necessarily a bad symptom. I sometimes suspect that what we feel to be our best prayers are really our worst; that what we are enjoying is the satisfaction of apparent success, as in executing a dance or reciting a poem. Do our prayers sometimes go wrong because we insist on trying to talk to God when He wants to talk to us? Joy tells me that once, years ago, she was haunted one morning by a feeling that God wanted something of her, a persistent pressure like the nag of a neglected duty. And till mid-morning she kept on wondering what it was. But the moment she stopped worrying, the answer came through as plain as a spoken voice. It was “I don’t want you to do anything. I want to give you something”; and immediately her heart was full of peace and delight. St. Augustine says “God gives where He finds empty hands”. A man whose hands are full of parcels can’t receive a gift. Perhaps these parcels are not always sins or earthly cares, but sometimes our own fussy attempts to worship Him in our way. Incidentally, what most often interrupts my own prayers is not great distractions but tiny ones—things one will have to do or avoid in the course of the next hour. . . . Yes—it is sometimes hard to obey St. Paul’s “Rejoice”. We must try to take life moment by moment. The actual present is usually pretty tolerable, I think, if only we refrain from adding to its burden that of the past and the future. How right Our Lord is about “sufficient to the day”. Do even pious people in their reverence for the more radiantly divine element in His sayings, sometimes attend too little to their sheer practical common-sense? . . . Let us by all means pray for one another: it is perhaps the only form of “work for re-union” which never does anything but good. God bless you.

As humans we spend our time seeking big, meaningful experiences. So the afterlife may surprise you when your body wears out. We expand back into what we really are—which is, by Earth standards, enormous. We stand ten thousand kilometers tall in each of nine dimensions and live with others like us in a celestial commune. When we reawaken in these, our true bodies, we immediately begin to notice that our gargantuan colleagues suffer a deep sense of angst. Our job is the maintenance and upholding of the cosmos. Universal collapse is imminent, and we engineer wormholes to act as structural support. We labor relentlessly on the edge of cosmic disaster. If we don’t execute our jobs flawlessly, the universe will re-collapse. Ours is complex, intricate, and important work. After three centuries of this toil, we have the option to take a vacation. We all choose the same destination: we project ourselves into lower-dimensional creatures. We project ourselves into the tiny, delicate, three-dimensional bodies that we call humans, and we are born onto the resort we call Earth. The idea, on such vacations, is to capture small experiences. On the Earth, we care only about our immediate surroundings. We watch comedy movies. We drink alcohol and enjoy music. We form relationships, fight, break up, and start again. When we’re in a human body, we don’t care about universal collapse—instead, we care only about a meeting of the eyes, a glimpse of bare flesh, the caressing tones of a loved voice, joy, love, light, the orientation of a house plant, the shade of a paint stroke, the arrangement of hair. Those are good vacations that we take on Earth, replete with our little dramas and fusses. The mental relaxation is unspeakably precious to us. And when we’re forced to leave by the wearing out of those delicate little bodies, it is not uncommon to see us lying prostrate in the breeze of the solar winds, tools in hand, looking out into the cosmos, wet-eyed, searching for meaninglessness.

Once unbound from the shackles of truth, Fox’s power came from what it decided to cover—its chosen narratives—and what it decided to ignore. Trump’s immature, erratic, and immoral behavior? His sucking up to Putin? His mingling of presidential business and personal profit? Fox talk shows played dumb and targeted the “deep state” instead. Conservative media types were like spiders, spinning webs and trying to catch prey. They insisted the real story was an Obama-led plot against Trump to stop him from winning the election. One night Hannity irrationally exclaimed, “This makes Watergate look like stealing a Snickers bar from a drugstore!” Another night he upped the hysteria, insisting this scandal “will make Watergate look like a parking ticket.” The following night he screeched, “This is Watergate times a thousand.” He strung viewers along, invoking mysterious “sources” who were “telling us” that “this is just the tip of the iceberg.” There was always another “iceberg” ahead, always another twist coming, always another Democrat villain to attack after the commercial break. Hannity and Trump were so aligned that, on one weird night in 2018, Hannity had to deny that he was giving Trump a sneak peek at his monologues after the president tweeted out, twelve minutes before air, “Big show tonight on @SeanHannity! 9: 00 P.M. on @FoxNews.” Political reporters fumbled for their remotes and flipped over to Fox en masse. Hannity raved about the “Mueller crime family” and said the Russia investigation was “corrupt” and promoted a guest who said Mueller “surrounded himself with literally a bunch of legal terrorists,” whatever that meant. Some reporters who did not watch Fox regularly were shocked at how unhinged and extreme the content was. But this was just an ordinary night in the pro-Trump alternative universe. Night after night, Hannity said the Mueller probe needed to be stopped immediately, for the good of the country. Trump’s attempts at obstruction flowed directly from his “Executive Time.

Unwashed and undernourished, having spent over four days on five different trains and four military jeeps, Alexander got off at Molotov on Friday, June 19, 1942. He arrived at noon and then sat on a wooden bench near the station. Alexander couldn’t bring himself to walk to Lazarevo. He could not bear the thought of her dying in Kobona, getting out of the collapsed city and then dying so close to salvation. He could not face it. And worse—he knew that he could not face himself if he found out that she did not make it. He could not face returning—returning to what? Alexander actually thought of getting on the next train and going back immediately. The courage to move forward was much more than the courage he needed to stand behind a Katyusha rocket launcher or a Zenith antiaircraft gun on Lake Ladoga and know that any of the Luftwaffe planes flying overhead could instantly bring about his death. He was not afraid of his own death. He was afraid of hers. The specter of her death took away his courage. If Tatiana was dead, it meant God was dead, and Alexander knew he could not survive an instant during war in a universe governed by chaos, not purpose. He would not live any longer than poor, hapless Grinkov, who had been cut down by a stray bullet as he headed back to the rear. War was the ultimate chaos, a pounding, soul-destroying snarl, ending in blown-apart men lying unburied on the cold earth. There was nothing more cosmically chaotic than war. But Tatiana was order. She was finite matter in infinite space. Tatiana was the standard-bearer for the flag of grace and valor that she carried forward with bounty and perfection in herself, the flag Alexander had followed sixteen hundred kilometers east to the Kama River, to the Ural Mountains, to Lazarevo. For two hours Alexander sat on the bench in unpaved, provincial, oak-lined Molotov. To go back was impossible. To go forward was unthinkable. Yet he had nowhere else to go. He crossed himself and stood up, gathering his belongings. When Alexander finally walked in the direction of Lazarevo, not knowing whether Tatiana was alive or dead, he felt he was a man walking to his own execution.

When a middle school teacher in San Antonio, Texas, named Rick Riordan began thinking about the troublesome kids in his class, he was struck by a topsy-turvy idea. Maybe the wild ones weren’t hyperactive; maybe they were misplaced heroes. After all, in another era the same behavior that is now throttled with Ritalin and disciplinary rap sheets would have been the mark of greatness, the early blooming of a true champion. Riordan played with the idea, imagining the what-ifs. What if strong, assertive children were redirected rather than discouraged? What if there were a place for them, an outdoor training camp that felt like a playground, where they could cut loose with all those natural instincts to run, wrestle, climb, swim, and explore? You’d call it Camp Half-Blood, Riordan decided, because that’s what we really are—half animal and half higher-being, halfway between each and unsure how to keep them in balance. Riordan began writing, creating a troubled kid from a broken home named Percy Jackson who arrives at a camp in the woods and is transformed when the Olympian he has inside is revealed, honed, and guided. Riordan’s fantasy of a hero school actually does exist—in bits and pieces, scattered across the globe. The skills have been fragmented, but with a little hunting, you can find them all. In a public park in Brooklyn, a former ballerina darts into the bushes and returns with a shopping bag full of the same superfoods the ancient Greeks once relied on. In Brazil, a onetime beach huckster is reviving the lost art of natural movement. And in a lonely Arizona dust bowl called Oracle, a quiet genius disappeared into the desert after teaching a few great athletes—and, oddly, Johnny Cash and the Red Hot Chili Peppers—the ancient secret of using body fat as fuel. But the best learning lab of all was a cave on a mountain behind enemy lines—where, during World War II, a band of Greek shepherds and young British amateurs plotted to take on 100,000 German soldiers. They weren’t naturally strong, or professionally trained, or known for their courage. They were wanted men, marked for immediate execution. But on a starvation diet, they thrived. Hunted and hounded, they got stronger. They became such natural born heroes, they decided to follow the lead of the greatest hero of all, Odysseus, and

I believe that social media, and the internet as a whole, have negatively impacted our ability to both think long-term and to focus deeply on the task in front of us. It is no surprise, therefore, that Apple CEO, Steve Jobs, prohibited his children from using phones or tablets—even though his business was to sell millions of them to his customers! The billionaire investor and former senior executive at Facebook, Chamath Palihapitiya, argues that we must rewire our brain to focus on the long term, which starts by removing social media apps from our phones. In his words, such apps, “wire your brain for super-fast feedback.” By receiving constant feedback, whether through likes, comments, or immediate replies to our messages, we condition ourselves to expect fast results with everything we do. And this feeling is certainly reinforced through ads for schemes to help us “get rich quick”, and through cognitive biases (i.e., we only hear about the richest and most successful YouTubers, not about the ones who fail). As we demand more and more stimulation, our focus is increasingly geared toward the short term and our vision of reality becomes distorted. This leads us to adopt inaccurate mental models such as: Success should come quickly and easily, or I don’t need to work hard to lose weight or make money. Ultimately, this erroneous concept distorts our vision of reality and our perception of time. We can feel jealous of people who seem to have achieved overnight success. We can even resent popular YouTubers. Even worse, we feel inadequate. It can lead us to think we are just not good enough, smart enough, or disciplined enough. Therefore, we feel the need to compensate by hustling harder. We have to hurry before we miss the opportunity. We have to find the secret that will help us become successful. And, in this frenetic race, we forget one of the most important values of all: patience. No, watching motivational videos all day long won’t help you reach your goals. But, performing daily consistent actions, sustained over a long period of time will. Staying calm and focusing on the one task in front of you every day will. The point is, to achieve long-term goals in your personal or professional life, you must regain control of your attention and rewire your brain to focus on the long term. To do so, you should start by staying away from highly stimulating activities.

Chapter One Vivek Ranadivé “IT WAS REALLY RANDOM. I MEAN, MY FATHER HAD NEVER PLAYED BASKETBALL BEFORE.” 1. When Vivek Ranadivé decided to coach his daughter Anjali’s basketball team, he settled on two principles. The first was that he would never raise his voice. This was National Junior Basketball—the Little League of basketball. The team was made up mostly of twelve-year-olds, and twelve-year-olds, he knew from experience, did not respond well to shouting. He would conduct business on the basketball court, he decided, the same way he conducted business at his software firm. He would speak calmly and softly, and he would persuade the girls of the wisdom of his approach with appeals to reason and common sense. The second principle was more important. Ranadivé was puzzled by the way Americans play basketball. He is from Mumbai. He grew up with cricket and soccer. He would never forget the first time he saw a basketball game. He thought it was mindless. Team A would score and then immediately retreat to its own end of the court. Team B would pass the ball in from the sidelines and dribble it into Team A’s end, where Team A was patiently waiting. Then the process would reverse itself. A regulation basketball court is ninety-four feet long. Most of the time, a team would defend only about twenty-four feet of that, conceding the other seventy feet. Occasionally teams played a full-court press—that is, they contested their opponent’s attempt to advance the ball up the court. But they did it for only a few minutes at a time. It was as if there were a kind of conspiracy in the basketball world about the way the game ought to be played, Ranadivé thought, and that conspiracy had the effect of widening the gap between good teams and weak teams. Good teams, after all, had players who were tall and could dribble and shoot well; they could crisply execute their carefully prepared plays in their opponent’s end. Why, then, did weak teams play in a way that made it easy for good teams to do the very things that they were so good at? Ranadivé looked at his girls. Morgan and Julia were serious basketball players. But Nicky, Angela, Dani, Holly, Annika, and his own daughter, Anjali, had never played the game before. They weren’t all that tall. They couldn’t shoot. They weren’t particularly adept at dribbling. They were not the sort who played pickup games at the playground every evening. Ranadivé lives in Menlo Park, in the heart of California’s Silicon Valley. His team was made up of, as Ranadivé put it, “little blond girls.” These were the daughters of nerds and computer programmers. They worked on science projects and read long and complicated books and dreamed about growing up to be marine biologists. Ranadivé knew that if they played the conventional way—if they let their opponents dribble the ball up the court without opposition—they would almost certainly lose to the girls for whom basketball was a passion. Ranadivé had come to America as a seventeen-year-old with fifty dollars in his pocket. He was not one to accept losing easily. His second principle, then, was that his team would play a real full-court press—every game, all the time. The team ended up at the national championships. “It was really random,” Anjali Ranadivé said. “I mean, my father had never played basketball before.” 2. Suppose you were to total up all the wars over the past two hundred years that occurred between very large and very small countries. Let’s say that one side has to be at least ten times larger in population and armed might

Corporations continue to do their dirty work in poor countries. At the turn of the 21st century, the World Bank put pressure on Bolivia to privatize water services. Bechtel, the engineering giant, took control of this vital resource in Cochabamba. Bechtel’s executives immediately raised the price of water so high that most people could not afford it. Its contract, made in collusion with the Bolivian government, gave Bechtel the right to charge people for water they took from their own wells. Bechtel even sent collectors into people’s homes to demand payment for rainwater that people gathered in pots and pans on their roofs.

His name is Richard Bingham and he’s an advertising executive at Bingham, Charles & Alexander. And yes, he is the Bingham in the title. He says, “I loved watching you eat your lunch. You really savored the flavors.” I am immediately mortified by his comment as I can only imagine what I must have looked like. I get an image in my head of a phone sex commercial for 1-800 eat-this. I grimace and beg, “Please tell me you were not watching me eat.” But he just smiles, “I couldn’t take my eyes off of you. That’s why I brought the desserts over. I can die a happy man if you’ll just take one bite of each of them for me.

Suddenly a group of the bishop’s knights entered the tent. “What is this?” Christian demanded. “We’re here to arrest the witch.” Christian felt the color fade from his face. “Then you’ve come to the wrong place. There is no witch here.” Without hesitation, they moved to take Adara from his side. Christian came off the bed at the same time Ioan, Lutian, and Phantom entered. He staggered, but refused to fall. “Release her!” “Nay, we are under the order of the Church. The witch is to be tried for her crimes.” “What has she done?” Christian and Ioan asked at the same time. “According to her accuser, she summoned the devil to save you. You, by all normal rights, should be dead.” “That is ludicrous!” Christian snarled. “There is no devil here.” “I have done nothing,” Adara said. “Silence, witch.” One of the knights drew back his hand to strike her. Christian grabbed the man and, even while near death, he shoved him away from her. “You lay one hand to my wife, and there’s no power on this earth or beyond to save you from my wrath. None. If you want a prisoner, then take me.” “Bishop Innocent wishes to interrogate her himself for the charges against her.” “It will be all right, Christian,” Adara said. “I am innocent. You rest and I will be back soon.” But he knew better. He’d studied the Church’s laws extensively. He knew firsthand the devices they would use to wrest a confession from her. “You tell the bishop that he is not to go near her until I speak with him.” The knight laughed at him. “The bishop doesn’t speak to heathens who are in league with witches.” Before Christian could move, they had dragged her from the tent. Christian sat back on the bed, too weak to stop this travesty. “What do we do?” Ioan asked. Christian looked to Phantom. It would take too long to get to the pope. By then, Adara would most likely be condemned and executed…that is, if she survived interrogation. “Follow them and see where they take her.” Phantom left immediately. Christian went to his trunk to pull out his monk’s robe. Ioan put his hand out to stop him. “You can barely stand, Christian.” He shrugged his friend’s hand away. “You know as well as I do what they’ll do to her. I cannot allow this.” “If you go to her defense, they could label you a witch as well.” “Then I will die.” Ioan shook his head. “Fine. We die together, then.

Set the table: Decide exactly what you want. Clarity is essential. Write out your goals and objectives before you begin. Plan every day in advance: Think on paper. Every minute you spend in planning can save you five or ten minutes in execution. Apply the 80/20 Rule to everything: Twenty percent of your activities will account for 80 percent of your results. Always concentrate your efforts on that top 20 percent. Consider the consequences: Your most important tasks and priorities are those that can have the most serious consequences, positive or negative, on your life or work. Focus on these above all else. Practice creative procrastination: Since you can't do everything, you must learn to deliberately put off those tasks that are of low value so that you have enough time to do the few things that really count. Use the ABCDE Method continually: Before you begin work on a list of tasks, take a few moments to organize them by value and priority so you can be sure of working on your most important activities. Focus on key result areas: Identify and determine those results that you absolutely, positively have to get to do your job well, and work on them all day long. The Law of Three: Identify the three things you do in your work that account for 90 percent of your contribution, and focus on getting them done before anything else. You will then have more time for your family and personal life. Prepare thoroughly before you begin: Have everything you need at hand before you start. Assemble all the papers, information, tools, work materials, and numbers you might require so that you can get started and keep going. Take it one oil barrel at a time: You can accomplish the biggest and most complicated job if you just complete it one step at a time. Upgrade your key skills: The more knowledgeable and skilled you become at your key tasks, the faster you start them and the sooner you get them done. Leverage your special talents: Determine exactly what it is that you are very good at doing, or could be very good at, and throw your whole heart into doing those specific things very, very well. Identify your key constraints: Determine the bottlenecks or choke points, internal or external, that set the speed at which you achieve your most important goals, and focus on alleviating them. Put the pressure on yourself: Imagine that you have to leave town for a month, and work as if you had to get all your major tasks completed before you left. Maximize your personal power: Identify your periods of highest mental and physical energy each day, and structure your most important and demanding tasks around these times. Get lots of rest so you can perform at your best. Motivate yourself into action: Be your own cheerleader. Look for the good in every situation. Focus on the solution rather than the problem. Always be optimistic and constructive. Get out of the technological time sinks: Use technology to improve the quality of your communications, but do not allow yourself to become a slave to it. Learn to occasionally turn things off and leave them off. Slice and dice the task: Break large, complex tasks down into bite-sized pieces, and then do just one small part of the task to get started. Create large chunks of time: Organize your days around large blocks of time where you can concentrate for extended periods on your most important tasks. Develop a sense of urgency: Make a habit of moving fast on your key tasks. Become known as a person who does things quickly and well. Single handle every task: Set clear priorities, start immediately on your most important task, and then work without stopping until the job is 100 percent complete. This is the real key to high performance and maximum personal productivity.

The bad blood that pitted Archer and Ratcliffe against Smith had its beginnings in 1607, in Jamestown’s earliest days, when the three men served together on the colony’s ruling council. In the months when colonists were dying of hunger and illness, Smith discovered that the duo, along with a few others, were planning to steal supplies and a small boat they could use to flee Virginia for the safety of England. While Smith would almost certainly have been happy to see the last of the two men he thought of as cowards and traitors, he knew the colony could not survive without the boat and that the supplies the men were about to steal were sorely needed by the hungry colonists. Smith, in typical John Smith fashion, soon spiked those plans when he ordered several of the settlement’s cannon turned on the boat and ordered those on board to come ashore or be shot out of the water. Neither Archer nor Ratcliffe was the type of man to take such effrontery lying down, especially from a man they would have considered their social inferior. A few weeks later, the two saw an opportunity to even the score. At that time (it was after Smith’s rescue by Pocahontas, when he returned to Jamestown), Archer and Ratcliffe used the Bible as a legal text and charged Smith with murder under Levitical law. Ludicrous as it seems, the two argued that the “eye for an eye” verse made Smith responsible for the deaths of two of his men who had been killed when Smith was captured by the Powhatan people. It is a measure of Smith’s unpopularity with the “better sort” of colonists (not only Ratcliffe and Archer) that he was—within hours of his return to Jamestown—charged, tried, found guilty, and sentenced to die, with the execution scheduled for the next morning. That night (it was in early 1608), Smith was saved from death when Captain Christopher Newport, the man who later served as the Sea Venture’s captain, unexpectedly sailed up to Jamestown with a handful of new colonists and a shipload of food and other supplies. Newport, who recognized Smith’s value to the colony even if some of the other leaders did not and who, no doubt, saw the idiocy of making Smith responsible for the death of the men who had been killed by the Indians, immediately ordered him freed and all charges against him dropped.

Some 17 million barrels of oil transit the Strait of Hormuz daily, making it the biggest choke point in the world’s oil supply. The strait is narrow — it has only two shipping lanes, and at a little less than two miles wide, it would be relatively easy to disrupt. Any threat of conflict would greatly reduce the flow that passes through it. Closure of the strait would instantly remove 20 percent of the world’s oil from the market, causing an immediate supply shock similar to that of 1973. This would be among the most delicate of possible operations to execute. But as Putin has repeatedly demonstrated, he is willing to take great risks to reshape global affairs.

The executive Power shall be vested in a President of the United States of America. He shall hold his Office during the Term of four Years, and, together with the Vice President chosen for the same Term, be elected, as follows: Each State shall appoint, in such Manner as the Legislature thereof may direct, a Number of Electors, equal to the whole Number of Senators and Representatives to which the State may be entitled in the Congress: but no Senator or Representative, or Person holding an Office of Trust or Profit under the United States, shall be appointed an Elector. The Electors shall meet in their respective States, and vote by Ballot for two Persons, of whom one at least shall not be an Inhabitant of the same State with themselves. And they shall make a List of all the Persons voted for, and of the Number of Votes for each; which List they shall sign and certify, and transmit sealed to the Seat of the Government of the United States, directed to the President of the Senate. The President of the Senate shall, in the Presence of the Senate and House of Representatives, open all the Certificates, and the Votes shall then be counted. The Person having the greatest Number of Votes shall be the President, if such Number be a Majority of the whole Number of Electors appointed; and if there be more than one who have such Majority, and have an equal Number of votes, then the House of Representatives shall immediately chuse by Ballot one of them for President; and if no Person have a Majority, then from the five highest on the List the said House shall in like Manner chuse the President. But in chusing the President, the Votes shall be taken by States, the Representation from each State having one Vote; a Quorum for this Purpose shall consist of a Member or Members from two thirds of the States, and a Majority of all the States shall be necessary to a Choice. In every Case, after the Choice of the President, the Person having the greatest Number of Votes of the Electors shall be the Vice President. But if there should remain two or more who have equal Votes, the Senate shall chuse from them by Ballot the Vice President. The Congress may determine the Time of chusing the Electors, and the Day on which they shall give their Votes; which Day shall be the same throughout the United States. No Person except a natural born Citizen, or a Citizen of the United States, at the time of the Adoption of this Constitution, shall be eligible to the Office of President; neither shall any Person be eligible to that Office who shall not have attained to the Age of thirty five Years, and been fourteen Years a Resident within the United States. In Case of the Removal of the President from Office, or of his Death, Resignation, or Inability to discharge the Powers and Duties of the said Office, the Same shall devolve on the Vice President, and the Congress may by Law provide for the Case of Removal, Death, Resignation or Inability, both of the President and Vice President, declaring what Officer shall then act as President, and such Officer shall act accordingly, until the Disability be removed, or a President shall be elected. The President shall, at stated Times, receive for his Services, a Compensation, which shall neither be encreased nor diminished during the Period for which he shall have been elected, and he shall not receive within that Period any other Emolument from the United States, or any of them. Before he enter on the Execution of his Office, he shall take the following Oath or Affirmation:—"I do solemnly swear (or affirm) that I will faithfully execute the Office of President of the United States, and will to the best of my Ability, preserve, protect and defend the Constitution of the United States.

Product Hunt has become the place for those in the tech world to learn about new products. Investors follow it for ideas about where to put their money; entrepreneurs and developers check on what the competition is up to; and writers and editors use it for story ideas. Startup founders often go to the site to defend their products against criticism or to talk them up. Product Hunt's listings offer a way to control the message about a product because entrepreneurs can respond to questions and critiques. Groupon co-founder Andrew Mason and former Facebook executive Bret Taylor used Product Hunt when launching new companies last year because the executives could get immediate feedback from early adopters.

when people ask you to do something, you should think how much time the execution of the task will take you and then make it a rule that you never put tasks on a to-do list, but go immediately to your diary and find out when you have time, when you are going to do the task.

Yahweh Elohim retreated with his divine council to deliberate the verdict. When he returned, he announced to the lawyers at the bar, “I declare the defense righteous in standing. The Accuser has failed to provide proof of his charges against Yahweh’s right to eminent domain, and his use of Israel as his instruments of justice.” “Your honor,” spouted the Accuser, “I demand a court order for a stay of execution. This is a capital trial and I think we need to reexamine the evidence in light of the extreme sentence.” “Motion denied,” said Yahweh Elohim. “The iniquity of the Amorites is complete. Canaan has filled up the measure of its guilt. Israel shall commence its possession of the land immediately. Court is dismissed.

In this instance, strength with control will bring about the desired result. One can describe forte piano as the sudden application of pressure and then release. It is the surprising occurrence of tension followed by immediate relaxation. It is like the blow of a rubber-headed hammer and the resultant bounce-off from the object hit. We are dealing with techniques and skill in this musical framework, and as directors we should be able to demonstrate vocally for our singers or instrumentally for our players. One can verbalize in an extended and elaborate procedure as to how a forte piano should be executed, but the skillful musical demonstration will accomplish the purpose immediately. I think of the fireworks at Disneyland on a summer evening. Always at the end of the show will be the beautiful starbursts—a sudden explosion of the missile high in the air, the immediate quiet spread of a colorful star-flower expanding in all its beauty. This is forte piano. There will be a coming again in the skies by the Lord Jesus Christ for his church. It will be sudden. Sudden, as revealed in Scripture. The prophets predicted it, Christ promised it, apostles proclaimed it, heaven preached it, and Christians continue to expect it. As he announced his death, so he prophetically told of his return. Three times, in the last chapter of Revelation, he affirms this. Surely I am coming quickly. Revelation 22:20 It will be a sudden time with the beginning of an immediate release from the tensions and pressures of life. Yes, that will be the final victory, because of Jesus Christ.

Relentless Innovation author Jeffrey Phillips favors a possibly apocryphal line from Einstein. The story is that Einstein was asked how he would tackle a particularly tough problem—saving the world, in some tellings—if he had only an hour to do so.6 Einstein’s approach? He’d spend 55 minutes defining the problem and 5 minutes solving it. That is, Phillips says, just about the opposite of what executives normally do. He paints a picture of harried execs deciding immediately on a solution, launching into its implementation, and then cooling down with email. It’s all task, task, task—symptomatic of a work culture that’s getting too busy to innovate, that’s become infatuated with efficiency. We might be doing with our time, but are we developing?

I’m giving you a chance to walk away, to live. Don’t be a fool--take it.” Cannan tucked his knife into the shaft of his boot, then cast his eyes over Steldor, Galen, Adrik and Koranis. All resolutely met his gaze. “I don’t see fear in this room, Narian,” he said, shaking his head. “Do what you must, as will we.” “Then you’re asking to die!” For a moment there was a pleading note in Narian’s voice, an indication of how torn he was about his position. He didn’t want to put these men to death. “If I arrest you, you will be executed. If I let you go forward, you will fail.” “The only way we could fail,” Steldor interjected in a low voice, “is by accepting what you have handed our people. We owe this to them.” “You owe them your leadership, not the sacrifice of your lives. The High Priestess will not relinquish this province, in that she is unyielding. She and the Overlord fought too long and too hard for it. Don’t do this.” My uncle approached the Cokyrian commander with an almost sympathetic expression. His dark eyes had lost none of their determination, but he meant to reach the young man with his words. “Who are you, Narian?” The question was strange, but Narian seemed to understand its significance. “From the moment you set foot in Hytanica, you have tried to play both sides. You’ve spent far too long being a Cokyrian with Hytanican blood, and it ends now, for better or worse. There is no more in between, so do what you must. Either have us arrested, or allow us to go forward.” Narian met Cannan’s gaze, not discomfited by the taller man’s proximity. In truth, he had nothing at all to fear from us, what with the powers he possessed. But I wished I could see something in his eyes, some indication of what he would do from here. “Very well, Captain. I will do as you say--what I must.” Showing us his back, Narian ascended the stairs, disappearing through the cellar door. Steldor immediately made to follow, but Cannan grasped his shirt. “Let me go,” my cousin snapped, but his father stepped closer, until their faces were just inches apart. “Don’t be reckless,” the captain muttered. “He will kill you if you challenge him.” Steldor gave in, and his father released his grip. “Then what do we do?” Galen asked. “Nothing has changed.” Cannan looked around at the men who would follow his orders, to the grave and beyond. “We will do exactly what we have planned. Until and unless Narian stops us, we proceed.” “But…but isn’t that dangerous?” King Adrik queried. “This has always been dangerous. But I’m willing to take a chance on Narian.” The silence in the aftermath of the captain’s statement reinforced my sense that, at a single wave of the Cokyrian commander’s hand, we would all be buried alive.

Cutting budgets or slashing prices to customers are actually the easiest things that oil companies and services firms can do. For producers, cutting spending doesn't affect the bottom line immediately, as reductions in capital expenditures (capex) won’t result in production declines—and therefore profits—for months in the future. You can even claim continuing high production results despite major drops in capital expenditures, a counter-intuitive result but still at least immediately genuine. Almost all of the independent oil companies have done precisely this through their reporting up to the 4th quarter of 2014, reporting slashed spending yet increasing production forecasts. In fact, at least for the first 6 months after cutting capex, oil company executives can look like stars, chopping off the top line with little immediate effect on the bottom. Further, the projections on capital expenditures are a bit of an accountant’s dodge in that they can be adjusted several times over the year to adapt to changing market conditions. An oil company can talk about an extreme cut in spends at the start of the year, but should oil prices allow, it can still ramp spending back up later. Looking responsible using the accountant’s pen is a pretty easy way to initially react to a low price environment, and just about everyone is doing it.

What really matters is that never before in history has America had a con artist as its chief executive and commander in chief. And we may be getting ready to anoint another in immediate succession. One is bad enough; two con artists in a row may be our undoing. These con artists are, just like their Boston counterparts, part of a crime network. This crime network is the Democratic Party, and its leaders are the progressives. For decades now the progressives have assailed theft in America, blaming it on the greedy capitalists. They have claimed a virtual monopoly on political virtue, declaring themselves the champions of justice and equality. Not only is that wrong, but the truth is the very opposite. The progressives are the real thieves, masquerading as opponents of theft. They are the criminals posing as the Justice Department. And they have, for the past seven years, actually controlled the Justice Department, turning it into an accessory of their crimes and an agency for going after whistle-blowers and crime fighters. Harry Reid, Nancy Pelosi, Eric Holder, and Lois Lerner are all part of this crime organization, but so are hundreds of thousands of ordinary people, the envious, the resentful, the hateful, the entitled. These are the people who still have the Obama-Biden signs on their vehicles and are now eagerly anticipating Hillary. Together, they are “the criminals next door.

tenure at Treasury was not as successful as his career at Alcoa. Almost immediately after taking office he began focusing on a couple of key issues, including worker safety, job creation, executive accountability, and fighting African poverty, among other initiatives. However, O’Neill’s politics did not line up with those of President Bush, and he launched an internal fight opposing Bush’s proposed tax cuts. He was asked to resign at the end of 2002. “What I thought was the right thing for economic policy was the opposite of what the White House wanted,” O’Neill told me. “That’s not good for a treasury secretary, so I got fired.

�Communication and a clear mutual understanding between two or more people builds the best route to success in any venture. I don’t expect… * immediate action, * instant perfection, * total comprehension * complete implementation, or * flawless execution. I do expect the best communication and honest effort to create the best plans for the best results while being able to stay on the same page as much as possible. If that concept doesn’t work for you, then you won’t be working with me.

While that term “middle classes” may be inaccurate for first-century realities, the distinction between “declined” or “born” into poverty is crucial for understanding Jesus and his first companions. I accept, therefore, Theissen’s proposal and Stegemann’s emphasis that the kingdom-of-God movement began by making “an ethical virtue out of social necessity”—that is, by refusing to accept the injustice they were experiencing as normal and acceptable to God. Those first itinerants were, like Jesus himself, primarily dispossessed peasant freeholders, tenants, or sharecroppers. They were not invited to give up everything but to accept their loss of everything as judging not them but the system that had done it to them. It was ethical to accept the abandonment of such a system and no longer to participate in its exploitative normalcy.

Not that laws and penalties were wanting for the prevention of private violence: the laws were most express; the offences enumerated, and minutely particularised; the penalties sufficiently extravagant; and if that were not enough, the legislator himself, and, a hundred others to whom was committed the execution of the laws, had power to increase them. Notwithstanding this, or, it may be, in _consequence_ of this, these proclamations, reiterated and reinforced from time to time, served only to proclaim in pompous language the impotence of those who issued them; or, if they produced any immediate effect, it was that of adding to the vexations which the peaceful and feeble suffered from the disturbers of society. Impunity was organised and effected in so many ways as to render the proclamations powerless. The proclamations were efficient, it is true, in fettering and embarrassing the honest man, who had neither power in himself nor protection from others; inasmuch as, in order to reach every person, they subjected the movements of each private individual to the arbitrary will of a thousand magistrates and executive officers. But he, who before the commission of his crime had prepared himself a refuge in some convent or palace where bailiffs never dared to enter; or who simply wore a livery, which engaged in his defence the vanity or the interest of a powerful family; such a one was free in his actions, and could laugh to scorn every proclamation. Of those very persons whose part it was to ensure the execution of these decrees, some belonged by birth to the privileged class, others were its clients and dependants; and as the latter as well as the former had, from education, from habit, from imitation, embraced its maxims, they would be very careful not to violate them. Had they however, been bold as heroes, obedient as monks, and devoted as martyrs, they could never have accomplished the execution of the laws, inferior as they were in number to _those_ with whom they must engage, and with the frequent probability of being abandoned, or even sacrificed, by him who, in a moment of theoretical abstraction, might require them to act. But, in addition to this, their office would be regarded as a base one in public opinion, and their name stamped with reproach. It was therefore very natural that, instead of risking, nay, throwing away, their lives in a fruitless attempt, they should sell their inaction, or, rather, their connivance, to the powerful; or, at least, exercise their authority only on those occasions when it might be done with safety to themselves; that is, in oppressing the peaceable and the defenceless.

The immediate cause of the Civil War lay in the derangement of the nation’s two political systems—the constitutional system of the 1780s and the party system of the 1830s—and in their interaction with each other. Both these systems rested on an intricate set of balances: the constitutional, on a balance between federal and state power and among the three branches of the federal government; the party, on a competitive balance between party organizations at the national and state levels. The genius of this double system lay in its ability to morselize sectional and economic and other conflicts before they became flammable, and then through incremental adjustment and accommodations to keep the great mobiles of ideological, regional, and other political energies in balance until the next adjustment had to be made. This system worked well for decades, as the great compromises of 1820 and 1850 attested. The system was flexible too; when a measure of executive leadership was needed—to make great decisions about the West, as with Jefferson, or to adjust and overcome a tariff rebellion, as with Jackson—enough presidential authority could be exerted within the system to meet the need. But the essence of the system lay in balances, adjustment, compromise. Then, in the 1850s, this system crumbled. The centrifugal forces besetting it were so powerful that perhaps no polity could have overcome them; yet European and other political systems had encountered enormously divisive forces and survived. What happened in the United States was a fateful combination: a powerful ideology of states’ rights, defense of slavery, and “southern way of life” arose in the South, with South Carolina as the cutting edge; this was met by a counter-ideology in the urbanizing, industrializing, modernizing states, with Illinois as the cutting edge in the West.

To Bring Acquisitions into the Fold . . . •​Put integration plans in place before the deal closes, covering management, metrics, and other relevant topics. •​Personally review and approve the plan. •​Tighten up the executional details. •​Put dedicated, full-time integration teams in place, and assemble these teams early. •​Make changes and communicate them immediately to shape the mind-set. •​Stay alert for processes in acquired companies that you like, and introduce them as innovations into your own company. •​Personally perform regular follow-up to ensure that the acquisition really is performing even better than predicted by the valuation model.

The popular religion and culture of peasants in a complex society are not only a syncretized, domesticated, and localized variant of larger systems of thought and doctrine. They contain almost inevitably the seeds of an alternative symbolic universe—a universe which in turn makes the social world in which peasants live less than completely inevitable. Much of this radical symbolism can only be explained as a cultural reaction to the situation of the peasantry as a class. In fact, this symbolic opposition represents the closest thing to class consciousness in pre-industrial agrarian societies. It is as if those who find themselves at the bottom of the social heap develop cultural forms which promise them dignity, respect, and economic comfort which they lack in the world as it is. A real pattern of exploitation dialectically produces its own symbolic mirror image within folk culture…. The radical vision to which I refer is strikingly uniform despite the enormous variations in peasant cultures and the different great traditions of which they partake…. At the risk of over-generalizing, it is possible to describe some common features of this reflexive symbolism. It nearly always implies a society of brotherhood in which there will be no rich and poor, in which no distinctions of rank and status (save those between believers and non-believers) will exist. Where religious institutions are experienced as justifying inequities, the abolition of rank and status may well include the elimination of religious hierarchy in favor of communities of equal believers. Property is typically, though not always, to be held in common and shared. All unjust claims to taxes, rents, and tribute are to be nullified. The envisioned utopia may also include a self-yielding and abundant nature as well as a radically transformed human nature in which greed, envy, and hatred will disappear. While the earthly utopia is thus an anticipation of the future, it often harks back to a mythic Eden from which mankind has fallen away” (1977:224–226).

THE STRAIGHT RIGHT JOLT IS THROWN FROM THE SAME POSITION AS THE STRAIGHT LEFT. Stand in your normal punching position. Your relaxed right hand is half-opened, and the upper knuckle of the thumb is about four inches in front of your lips. Without any preliminary movement of the right hand, shoot it at the chin-high spot on the bag as you do the falling step. Neither pull back nor cock the right before throwing it. As you step in to explode the second knuckle of your upright fist against the bag, your chin should be partially protected by your left shoulder, left arm and left hand. Remember that your left hand opens to make a "knife blade," with the palm turned slightly toward your opponent. While the right fist is being thrown, the left hand and arm should stiffen for an instant in order to present a rigid barrier before the face in case an opponent attempts to strike with a countering right. The index knuckle of your opened left hand should remain about ten inches in front of your left eye as you step in. But the instant your right fist lands, your left hand should relax into its normal half-opened condition so that it will be ready to punch immediately, if necessary (Figure 13B). Straight punches for the body, with either hand, are begun and executed in the same manner as head punches. (Any change in position before the start would be a telltale.) When in motion, however, your fist turns so that the palm is down when the second knuckle explodes against the bag. Also, as you begin the body punch, you bend forward to slide under guarding arms and to make your own chin a less open target. As you practice those punches, keep your eyes wide open. Don't close your eyes as you step in. Focus your eyes on your target, YOU MUST KEEP YOUR EYES WIDE OPEN AT ALL TIMES WHEN YOU ARE FIGHTING OR BOXING.

From another perspective, free will is not illusory at all. So long as we have relatively undamaged brains and relatively normal upbringings, each of us has a very real capacity to execute and to inhibit voluntary action, thanks to our brain’s ability to control our many degrees of freedom. This kind of freedom is both a freedom from and a freedom to. It is a freedom from immediate causes in the world or in the body, and from coercion by authorities, hypnotists and mesmerists, or social-media pushers. It is not, however, freedom from the laws of nature or from the causal fabric of the universe. It is a freedom to act according to our beliefs, values, and goals, to do as we wish to do, and to make choices according to who we are. The reality of this kind of free will is underlined by the fact that it cannot be taken for granted. Brain injuries, or unlucky draws from the lotteries of our genes and our environments, can undermine our ability to exercise voluntary behaviour. People with anarchic hand syndrome make voluntary actions which they do not experience as being theirs, while those with akinetic mutism are unable to make any voluntary actions at all. An awkwardly located brain tumour can transform an engineering student into a mass school shooter, as happened in the case of Charles Whitman, the ‘Texas Tower Sniper’, or engender in a previously blameless teacher a rampant paedophilia – a tendency which disappeared when the tumour was removed, and returned when it grew back.

The socializing function of finance capital facilitates enormously the task of overcoming capitalism. Once finance capital has brought the most importance branches of production under its control, it is enough for society, through its conscious executive organ - the state conquered by the working class - to seize finance capital in order to gain immediate control of these branches of production. Since all other branches of production depend upon these, control of large-scale industry already provides the most effective form of social control even without any further socialization. A society which has control over coal mining, the iron and steel industry, the machine tool, electricity, and chemical industries, and runs the transport system, is able, by virtue of its control of these most important spheres of production, to determine the distribution of raw materials to other industries and the transport of their products. Even today, taking possession of six large Berlin banks would mean taking possession of the most important spheres of large-scale industry, and would greatly facilitate the initial phases of socialist policy during the transition period, when capitalist accounting might still prove useful. There is no need at all to extend the process of expropriation to the great bulk of peasant farms and small businesses, because as a result of the seizure of large-scale industry, upon which they have long been dependent, they would be indirectly socialized just as industry is directly socialized. It is therefore possible to allow the process of expropriation to mature slowly, precisely in those spheres of decentralized production where it would be a long drawn out and politically dangerous process. In other words, since finance capital has already achieved expropriation to the extent required by socialism, it is possible to dispense with a sudden act of expropriation by the state, and to substitute a gradual process of socialization through the economic benefits which society will confer. [pp. 367-368]

The Bible has been described as the “story” of God’s plan for his creation. In this analysis “creation” refers to God’s design, God’s original intent for the world he created. In the Bible this is told as a narrative in Genesis 1 and 2, and as I said it is celebrated in some of the psalms. The “fall” refers to the damage done to the world by the entrance of sin and its effects. The narrative for this is in Genesis 3 and its immediate aftermath in the succeeding chapters, through chapter 11. “Redemption” refers to God’s plan to undo that damage, beginning with the call and promises to Abraham in chapter 12. Almost the whole of the rest of the Bible is the story of the execution of that plan, climaxing in the death of Jesus on the cross and his victorious resurrection, and going forward to and beyond our own day. We live in the time when the effects of the fall are still very much with us, but we already witness signs of the transformational power of redemption through the lives changed by the proclamation of the gospel and the impact of those lives upon society. Finally, “restoration” refers to the complete elimination of all the damaging effects of the fall through the renewal of the whole of creation. The biblical chapters that describe this still-future scenario in a visionary way are chapters 21 and 22 of the book of Revelation. This “restoration” is the renewal of God’s creation where all things, including all of redeemed humanity, will be eternally reconciled to God.

THE MENACING GROWTH ON HIS THIGH and his mother’s death slowed Washington down only slightly as he forged the office of the presidency, which immediately involved him in a thicket of constitutional issues. Could the Supreme Court give advisory opinions to the legislative and executive branches? Would the executive branch supervise American foreign policy, subject to congressional approval, or vice versa? Numberless questions about the basic nature of the federal government would be decided during Washington’s presidency, often in the throes of heated controversy. Although Washington had not been an architect of the system of checks and balances or separation of powers, he gave sharp definition to them by helping to draw the boundaries of the three branches of government in a series of critical test cases.

...the Queen brings Alice to the Gryphon, who leads her to the Mock Turtle. En route, the Gryphon explains to Alice that the Queen never actually executes anyone. Alice meets the Mock Turtle and immediately becomes concerned since he looks so sad. The Gryphon shows no sympathy for the Mock Turtle, explaining to Alice that he only fancies himself as being sad. Amid constant sobbing, the Mock Turtle begins his tale by explaining that he used to be a real turtle...

The wrath of God is like great waters that are dammed for the present; they increase more and more, and rise higher and higher, till an outlet is given; and the longer the stream is stopped, the more rapid and mighty is its course, when once it is let loose. “It is true that judgment against your evil deeds has not been executed for the flood of God’s vengeance has been withheld, but your guilt is pilling up, and you are each day storing up more wrath, the waters are constantly rising and growing more and more mighty, and there is nothing, but the grace of God, that holds the raging waters back. “If God should withdraw his hand from the flood-gate, it would immediately fly open, and the fiery floods of the fierceness and wrath of God would rush forth with inconceivable fury, and if your strength were ten thousand times greater than it is, even ten thousand times greater than the strength of the bravest, mightiest devil in hell, you would be unable to withstand or endure it. Repentance is the only cure for what surely is your destiny.

Having arrived in the United States immediately after the June 4 crackdown in China, as a student from Greater China I was eligible, thanks to an Executive Order signed by President George H. W. Bush, for a green card. I passed on the chance.

On the whole, notwithstanding the seeming liberty, or rather licentiousness, of the Anglo-Saxons, the great body even of the free citizens, in those ages, really enjoyed much less true liberty, than where the execution of the laws is the most severe, and where subjects are reduced to the strictest subordination and dependence on the civil magistrate. The reason is derived from the excess itself of that liberty. Men must guard themselves at any price against insults and injuries; and where they receive not protection from the laws and magistrate, they will seek it by submission to superiors, and by herding in some private confederacy which acts under the direction of a powerful leader. And thus all anarchy is the immediate cause of tyranny, if not over the state, at least over many of the individuals.

A shorthand quickly developed among them, almost their own language. Watching it happen thrilled Herb Sargent, who in all his years in the business had never seen anything like it. “It’s like musicians jamming,” he thought. “They can come from all over the country and immediately sit down and play together because the level of their art is in the same place.” Everyone always seemed to be laughing, and a rushing, manic sense of hilarity took over. There was a constant, competitive throwing out of lines, all of them showing what they had, looking for openings, and timing their licks. A giggling group from the show poured into a crowded NBC elevator one day, and as they rode down Chevy put his arm around a balding executive standing next to him, turned to the others, and asked, “Have you met my wife?

thepsychchic chips clips ii If you think of yourself instead as an almost-victor who thought correctly and did everything possible but was foiled by crap variance? No matter: you will have other opportunities, and if you keep thinking correctly, eventually it will even out. These are the seeds of resilience, of being able to overcome the bad beats that you can’t avoid and mentally position yourself to be prepared for the next time. People share things with you: if you’ve lost your job, your social network thinks of you when new jobs come up; if you’re recently divorced or separated or bereaved, and someone single who may be a good match pops up, you’re top of mind. This attitude is what I think of as a luck amplifier. … you will feel a whole lot happier … and your ready mindset will prepare you for the change in variance that will come … 134-135 W. H. Auden: “Choice of attention—to pay attention to this and ignore that—is to the inner life what choice of action is to the outer. In both cases man is responsible for his choice and must accept the consequences.” Pay attention, or accept the consequences of your failure. 142 Attention is a powerful mitigator to overconfidence: it forces you to constantly reevaluate your knowledge and your game plan, lest you become too tied to a certain course of action. And if you lose? Well, it allows you to admit when it’s actually your fault and not a bad beat. 147 Following up on Phil Galfond’s suggestion to be both a detective and a storyteller and figure out “what your opponent’s actions mean, and sometimes what they don’t mean.” [Like the dog that didn’t bark in the Sherlock Holmes “Silver Blaze” story.] 159 You don’t have to have studied the description-experience gap to understand, if you’re truly expert at something, that you need experience to balance out the descriptions. Otherwise, you’re left with the illusion of knowledge—knowledge without substance. You’re an armchair philosopher who thinks that just because she read an article about something she is a sudden expert. (David Dunning, a psychologist at the University of Michigan most famous for being one half of the Dunning-Kruger effect—the more incompetent you are, the less you’re aware of your incompetence—has found that people go quickly from being circumspect beginners, who are perfectly aware of their limitations, to “unconscious incompetents,” people who no longer realize how much they don’t know and instead fancy themselves quite proficient.) 161-162 Erik: Generally, the people who cash the most are actually losing players (Nassim Taleb’s Black Swan strategy, jp). You can’t be a winning player by min cashing. 190 The more you learn, the harder it gets; the better you get, the worse you are—because the flaws that you wouldn’t even think of looking at before are now visible and need to be addressed. 191 An edge, even a tiny one, is an edge worth pursuing if you have the time and energy. 208 Blake Eastman: “Before each action, stop, think about what you want to do, and execute.” … Streamlined decisions, no immediate actions, or reactions. A standard process. 217 John Boyd’s OODA: Observe, Orient, Decide, and Act. The way to outmaneuver your opponent is to get inside their OODA loop. 224 Here’s a free life lesson: seek out situations where you’re a favorite; avoid those where you’re an underdog. 237 [on folding] No matter how good your starting hand, you have to be willing to read the signs and let it go. One thing Erik has stressed, over and over, is to never feel committed to playing an event, ever. “See how you feel in the morning.” Tilt makes you revert to your worst self. 257 Jared Tindler, psychologist, “It all comes down to confidence, self-esteem, identity, what some people call ego.” 251 JT: “As far as hope in poker, f#¢k it. … You need to think in terms of preparation. Don’t worry about hoping. Just Do.” 252

It is a problem of continuously molding the consciousness both of the directing group and of the larger executive group that lies immediately below it. The consciousness of the masses needs only to be influenced in a negative way.