First Attempt Success Quotes

I must have no fear of failure. It was my fear of failure that first kept me from attempting the Master Work.

...no one is able to produce a great work of art without experience, nor achieve a worldly position immediately, nor be a great lover at the first attempt; and in the interval between initial failure and subsequent success, in the gap between who we wish one day to be and who we are at present, must come pain, anxiety, envy and humiliation. We suffer because we cannot spontaneously master the ingredients of fulfilment.

Perfectionism is a particularly evil lure for women, who, I believe, hold themselves to an even higher standard of performance than do men. There are many reasons why women’s voices and visions are not more widely represented today in creative fields. Some of that exclusion is due to regular old misogyny, but it’s also true that—all too often—women are the ones holding themselves back from participating in the first place. Holding back their ideas, holding back their contributions, holding back their leadership and their talents. Too many women still seem to believe that they are not allowed to put themselves forward at all, until both they and their work are perfect and beyond criticism. Meanwhile, putting forth work that is far from perfect rarely stops men from participating in the global cultural conversation. Just sayin’. And I don’t say this as a criticism of men, by the way. I like that feature in men—their absurd overconfidence, the way they will casually decide, “Well, I’m 41 percent qualified for this task, so give me the job!” Yes, sometimes the results are ridiculous and disastrous, but sometimes, strangely enough, it works—a man who seems not ready for the task, not good enough for the task, somehow grows immediately into his potential through the wild leap of faith itself. I only wish more women would risk these same kinds of wild leaps. But I’ve watched too many women do the opposite. I’ve watched far too many brilliant and gifted female creators say, “I am 99.8 percent qualified for this task, but until I master that last smidgen of ability, I will hold myself back, just to be on the safe side.” Now, I cannot imagine where women ever got the idea that they must be perfect in order to be loved or successful. (Ha ha ha! Just kidding! I can totally imagine: We got it from every single message society has ever sent us! Thanks, all of human history!) But we women must break this habit in ourselves—and we are the only ones who can break it. We must understand that the drive for perfectionism is a corrosive waste of time, because nothing is ever beyond criticism. No matter how many hours you spend attempting to render something flawless, somebody will always be able to find fault with it. (There are people out there who still consider Beethoven’s symphonies a little bit too, you know, loud.) At some point, you really just have to finish your work and release it as is—if only so that you can go on to make other things with a glad and determined heart. Which is the entire point. Or should be.

It was the general opinion of ancient nations, that the divinity alone was adequate to the important office of giving laws to men... and modern nations, in the consecrations of kings, and in several superstitious chimeras of divine rights in princes and nobles, are nearly unanimous in preserving remnants of it... Is the jealousy of power, and the envy of superiority, so strong in all men, that no considerations of public or private utility are sufficient to engage their submission to rules for their own happiness? Or is the disposition to imposture so prevalent in men of experience, that their private views of ambition and avarice can be accomplished only by artifice? — … There is nothing in which mankind have been more unanimous; yet nothing can be inferred from it more than this, that the multitude have always been credulous, and the few artful. The United States of America have exhibited, perhaps, the first example of governments erected on the simple principles of nature: and if men are now sufficiently enlightened to disabuse themselves of artifice, imposture, hypocrisy, and superstition, they will consider this event as an era in their history. Although the detail of the formation of the American governments is at present little known or regarded either in Europe or America, it may hereafter become an object of curiosity. It will never be pretended that any persons employed in that service had any interviews with the gods, or were in any degree under the inspiration of heaven, any more than those at work upon ships or houses, or labouring in merchandize or agriculture: it will for ever be acknowledged that these governments were contrived merely by the use of reason and the senses. As Copley painted Chatham, West, Wolf, and Trumbull, Warren and Montgomery; as Dwight, Barlow, Trumbull, and Humphries composed their verse, and Belknap and Ramzay history; as Godfrey invented his quadrant, and Rittenhouse his planetarium; as Boylston practised inoculation, and Franklin electricity; as Paine exposed the mistakes of Raynal, and Jefferson those of Buffon, so unphilosophically borrowed from the Recherches Philosophiques sur les Américains those despicable dreams of de Pauw — neither the people, nor their conventions, committees, or sub-committees, considered legislation in any other light than ordinary arts and sciences, only as of more importance. Called without expectation, and compelled without previous inclination, though undoubtedly at the best period of time both for England and America, to erect suddenly new systems of laws for their future government, they adopted the method of a wise architect, in erecting a new palace for the residence of his sovereign. They determined to consult Vitruvius, Palladio, and all other writers of reputation in the art; to examine the most celebrated buildings, whether they remain entire or in ruins; compare these with the principles of writers; and enquire how far both the theories and models were founded in nature, or created by fancy: and, when this should be done, as far as their circumstances would allow, to adopt the advantages, and reject the inconveniences, of all. Unembarrassed by attachments to noble families, hereditary lines and successions, or any considerations of royal blood, even the pious mystery of holy oil had no more influence than that other of holy water: the people universally were too enlightened to be imposed on by artifice; and their leaders, or more properly followers, were men of too much honour to attempt it. Thirteen governments thus founded on the natural authority of the people alone, without a pretence of miracle or mystery, which are destined to spread over the northern part of that whole quarter of the globe, are a great point gained in favour of the rights of mankind. [Preface to 'A Defence of the Constitutions of the United States of America', 1787]

The most fulfilling human projects appeared inseparable from a degree of torment, the sources of our greatest joys lying awkwardly close to those of our greatest pains… Why? Because no one is able to produce a great work of art without experience, nor achieve a worldly position immediately, nor be a great lover at the first attempt; and in the interval between initial failure and subsequent success, in the gap between who we wish one day to be and who we are at present, must come pain, anxiety, envy and humiliation. We suffer because we cannot spontaneously master the ingredients of fulfillment. Nietzsche was striving to correct the belief that fulfillment must come easily or not at all, a belief ruinous in its effects, for it leads us to withdraw prematurely from challenges that might have been overcome if only we had been prepared for the savagery legitimately demanded by almost everything valuable.

Success involves failing first. Ask any successful person. Ask any experienced person, really. It's all part of the creative process, so sit back and allow the artist within you to sprout, blossom and flourish. You must accept that your first, second, and third attempt at something might suck. It's a necessary step in improving your skill. Failure is your teacher, not your judge.

A succession of philosophers and historians spent their time studiously attempting to say nothing as successfully as possible. The less that was successfully said, the greater the relief and acclaim. No attempt to address any idea, history or fact was able to pass without first being put through the pit-stop of the modern academy. No generality could be attempted and no specific could be uttered.

To do that successfully, I must have no fear of failure. It was my fear of failure that first kept me from attempting the Master work.

I had a lot of disasters in the kitchen, even during the long period when I was cooking under my mother's supervision and with the benefit of her experience. I still fail all the time, in particular when I turn to baking. After hundreds of attempts, following dozens of different formulas, I don't think I have ever made what I would consider to be a completely successful pie crust. Disaster is somehow part of the appeal of cooking for me. If that first Velvet Crumb Cake had turned out to be a flop, I don't know if I would have pursued my interest in cooking. But cooking entails stubbornness and a tolerance--maybe even a taste--for last-minute collapse. You have to be able to enjoy the repeated and deliberate following of a more of less lengthy, more or less complicated series of steps whose product is very likely--after all that work, with no warning, right at the end--to curdle, sink, scorch, dry up, congeal, burn, or simply taste bad.

Looking back now, success seems foreordained. It wasn't. No colonists in the history of the world had defeated their mother country on the battlefield to win their independence. Few republics had managed--or even attempted--to govern an area bigger than a city-state. Somehow, in defiance to all precedent, Washington, Hamilton, and the other founders pulled off both. Their deliriously unlikely success--first as soldiers, then as statesmen--tends to obscure the true lessons of the American Revolution. The past places no absolute limit on the future. Even the unlikeliest changes can occur. But change requires hope--in the case of both those unlikely victories, the hope that the American people could defy all expectation to overcome their differences and set each other free. in the summer of 1788, Alexander Hamilton carried this message to Poughkeepsie, where he pleaded with New York's leaders to trust in the possibilities of the union, and vote to ratify the new federal Constitution. Yes, he conceded, the 13 newborn states included many different kinds of people. But this did not mean that the government was bound to fail. It took an immigrant to fully understand the new nation, and to declare a fundamental hope of the American experiment: Under wise government, these diverse men and women "will be constantly assimilating, till they embrace each other, and assume the same complexion.

I will persist until I succeed. I was not delivered unto this world in defeat, nor does failure course in my veins. I am not a sheep waiting to be prodded by my shepherd. I am a lion and I refuse to talk, to walk, to sleep with the sheep. I will hear not those who weep and complain, for their disease is contagious. Let them join the sheep. The slaughterhouse of failure is not my destiny. I will persist until I succeed. The prizes of life are at the end of each journey, not near the beginning; and it is not given to me to know how many steps are necessary in order to reach my goal. Failure I may still encounter at the thousandth step, yet success hides behind the next bend in the road. Never will I know how close it lies unless I turn the corner. Always will I take another step. If that is of no avail I will take another, and yet another. In truth, one step at a time is not too difficult. I will persist until I succeed. Henceforth, I will consider each day’s effort as but one blow of my blade against a mighty oak. The first blow may cause not a tremor in the wood, nor the second, nor the third. Each blow, of itself, may be trifling, and seem of no consequence. Yet from childish swipes the oak will eventually tumble. So it will be with my efforts of today. I will be liken to the rain drop which washes away the mountain; the ant who devours a tiger; the star which brightens the earth; the slave who builds a pyramid. I will build my castle one brick at a time for I know that small attempts, repeated, will complete any undertaking. I will persist until I succeed. I will never consider defeat and I will remove from my vocabulary such words and phrases as quit, cannot, unable, impossible, out of the question, improbable, failure, unworkable, hopeless, and retreat; for they are words of fools. I will avoid despair but if this disease of the mind should infect me then I will work on in despair. I will toil and I will endure. I will ignore the obstacles at my feet and keep mine eyes on the goals above my head, for I know that where dry desert ends, green grass grows. I will persist until I succeed. The Greatest Salesman in the World Og Mandino

Don’t strive to be a well-rounded leader. Instead, discover your zone and stay there. Then delegate everything else. Admitting a weakness is a sign of strength. Acknowledging weakness doesn’t make a leader less effective. Everybody in your organization benefits when you delegate responsibilities that fall outside your core competency. Thoughtful delegation will allow someone else in your organization to shine. Your weakness is someone’s opportunity. Leadership is not always about getting things done “right.” Leadership is about getting things done through other people. The people who follow us are exactly where we have led them. If there is no one to whom we can delegate, it is our own fault. As a leader, gifted by God to do a few things well, it is not right for you to attempt to do everything. Upgrade your performance by playing to your strengths and delegating your weaknesses. There are many things I can do, but I have to narrow it down to the one thing I must do. The secret of concentration is elimination. Devoting a little of yourself to everything means committing a great deal of yourself to nothing. My competence in these areas defines my success as a pastor. A sixty-hour workweek will not compensate for a poorly delivered sermon. People don’t show up on Sunday morning because I am a good pastor (leader, shepherd, counselor). In my world, it is my communication skills that make the difference. So that is where I focus my time. To develop a competent team, help the leaders in your organization discover their leadership competencies and delegate accordingly. Once you step outside your zone, don’t attempt to lead. Follow. The less you do, the more you will accomplish. Only those leaders who act boldly in times of crisis and change are willingly followed. Accepting the status quo is the equivalent of accepting a death sentence. Where there’s no progress, there’s no growth. If there’s no growth, there’s no life. Environments void of change are eventually void of life. So leaders find themselves in the precarious and often career-jeopardizing position of being the one to draw attention to the need for change. Consequently, courage is a nonnegotiable quality for the next generation leader. The leader is the one who has the courage to act on what he sees. A leader is someone who has the courage to say publicly what everybody else is whispering privately. It is not his insight that sets the leader apart from the crowd. It is his courage to act on what he sees, to speak up when everyone else is silent. Next generation leaders are those who would rather challenge what needs to change and pay the price than remain silent and die on the inside. The first person to step out in a new direction is viewed as the leader. And being the first to step out requires courage. In this way, courage establishes leadership. Leadership requires the courage to walk in the dark. The darkness is the uncertainty that always accompanies change. The mystery of whether or not a new enterprise will pan out. The reservation everyone initially feels when a new idea is introduced. The risk of being wrong. Many who lack the courage to forge ahead alone yearn for someone to take the first step, to go first, to show the way. It could be argued that the dark provides the optimal context for leadership. After all, if the pathway to the future were well lit, it would be crowded. Fear has kept many would-be leaders on the sidelines, while good opportunities paraded by. They didn’t lack insight. They lacked courage. Leaders are not always the first to see the need for change, but they are the first to act. Leadership is about moving boldly into the future in spite of uncertainty and risk. You can’t lead without taking risk. You won’t take risk without courage. Courage is essential to leadership.

Denis Eady was the son of Michael Eady, the ambitious Irish grocer, whose suppleness and effrontery had given Starkfield its first notion of "smart" business methods, and whose new brick store testified to the success of the attempt. His son seemed likely to follow in his steps, and was meanwhile applying the same arts to the conquest of the Starkfield maidenhood. Hitherto Ethan Frome had been content to think him a mean fellow; but now he positively invited a horse-whipping.

To become a better you, do not see the failure of your first attempts and declare yourself a loser.

Ruxandra pulled the blanket down just far enough to see the two girls shut the door behind them, stuff something under it to block any light, and throw a blanket over the shutters. A flint sparked one, twice, and a taper flared to life, lighting the faces of her friends. Adela was a short blonde whose breasts pushed against her nightdress and were the despair of the nuns’ attempts to instill modesty. Her parents had sent her to the convent in desperate hopes to keep her from scandal. And between her sweet, round face and her ability to lie shamelessly, she almost managed to make the nuns believe they were being successful. Valeria was slim and dark, a mischief-maker whose pranks had gotten her in trouble more than once. They were both her lovers. Adela called it practice for when they had husbands. Valeria called it wonderful. The nuns declared it a sin in no uncertain terms. And while Ruxandra did her best to obey the nuns in most matters, and to turn her thoughts to God and do his good work, she could not stop loving the girls. From the moment she’d first held Adela’s hand, she’d known that, whatever else their feelings were for each other, they were too sweet to be sinful.

Entropy theory is indeed a first attempt to deal with global form; but it has not been dealing with structure. All it says is that a large sum of elements may have properties not found in a smaller sample of them. Entropy theory, on the other hand, is not concerned with the probability of succession in a series of items but with the overall distribution of kinds of items in a given arrangement.

First the child attempts to keep up with other children. When these efforts fail, for whatever reason, discouragement sets in. The child stops trying as hard as the children who meet with success and encouragement. The next phase is acting out, making disruptive noises or pranks to attract attention. Every child needs attention, even if it is negative. The disruptions can be aggressive, but eventually the child realizes that nothing good is happening. Acting out leads to disapproval and punishment. So he enters the final phase, which is sullen silence. He makes no more effort to keep up in class. Other children mark him as slow or stupid, an outsider. School has turned into a stifling prison rather than an enriching place. It’s not hard to see how this cycle of behavior affects the brain.

Fail nine times The next time you face a daunting challenge, think to yourself, “In order for me to resolve this issue, I will have to fail nine times, but on the tenth attempt, I will be successful.” This attitude frees you and allows you to think creatively without fear of failure, because you understand that learning from failure is a forward step toward success. Take a risk and when you fail, no longer think, “Oh, no, what a frustrating waste of time and effort,” but instead extract a new insight from that misstep and correctly think, “Great: one down, nine to go—I’m making forward progress!” And indeed you are. After your first failure, think, “Terrific, I’m 10% done!” Mistakes, loss, and failure are all flashing lights clearly pointing the way to deeper understanding and creative solutions.

The unity of government which constitutes you one people is also now dear to you. It is justly so, for it is a main pillar in the edifice of your real independence, the support of your tranquility at home, your peace abroad; of your safety; of your prosperity; of that very liberty which you so highly prize. But as it is easy to foresee that, from different causes and from different quarters, much pains will be taken, many artifices employed to weaken in your minds the conviction of this truth; as this is the point in your political fortress against which the batteries of internal and external enemies will be most constantly and actively (though often covertly and insidiously) directed, it is of infinite moment that you should properly estimate the immense value of your national union to your collective and individual happiness; that you should cherish a cordial, habitual, and immovable attachment to it; accustoming yourselves to think and speak of it as of the palladium of your political safety and prosperity; watching for its preservation with jealous anxiety; discountenancing whatever may suggest even a suspicion that it can in any event be abandoned; and indignantly frowning upon the first dawning of every attempt to alienate any portion of our country from the rest, or to enfeeble the sacred ties which now link together the various parts. For this you have every inducement of sympathy and interest. Citizens, by birth or choice, of a common country, that country has a right to concentrate your affections. The name of American, which belongs to you in your national capacity, must always exalt the just pride of patriotism more than any appellation derived from local discriminations. With slight shades of difference, you have the same religion, manners, habits, and political principles. You have in a common cause fought and triumphed together; the independence and liberty you possess are the work of joint counsels, and joint efforts of common dangers, sufferings, and successes. But these considerations, however powerfully they address themselves to your sensibility, are greatly outweighed by those which apply more immediately to your interest. Here every portion of our country finds the most commanding motives for carefully guarding and preserving the union of the whole.

Why? Because no one is able to produce a great work of art without experience, nor achieve a worldly position immediately, nor be a great lover at the first attempt; and in the interval between initial failure and subsequent success, in the gap between who we wish one day to be and who we are at present, must come pain, anxiety, envy and humiliation. We suffer because we cannot spontaneously master the ingredients of fulfilment. Nietzsche

The most fulfilling human projects appeared inseparable from a degree of torment, the sources of our greatest joys lying awkwardly close to those of our greatest pains… Why? Because no one is able to produce a great work of art without experience, nor achieve a worldly position immediately, nor be a great lover at the first attempt; and in the interval between initial failure and subsequent success, in the gap between who we wish one day to be and who we are at present, must come pain, anxiety, envy and humiliation. We suffer because we cannot spontaneously master the ingredients of fulfillment. Nietzsche was striving to correct the belief that fulfillment must come easily or not at all, a belief ruinous in its effects, for it leads us to withdraw prematurely from challenges that might have been overcome if only we had been prepared for the savagery legitimately demanded by almost everything valuable.

I shall not attempt here to describe my marriage. Some impression of it will doubtless emerge. For the present story, its general nature rather than its detail is important. It was not a success. At first I saw her as a life-bringer. Then I saw her as a death-bringer. Some women are like that. There is a sort of energy which seems to reveal the world: then one day you find you are being devoured. Fellow victims will know what I mean. Possibly I am a natural bachelor.

candor could not be more crucial to our creative process. Why? Because early on, all of our movies suck. That’s a blunt assessment, I know, but I make a point of repeating it often, and I choose that phrasing because saying it in a softer way fails to convey how bad the first versions of our films really are. I’m not trying to be modest or self-effacing by saying this. Pixar films are not good at first, and our job is to make them so—to go, as I say, “from suck to not-suck.” This idea—that all the movies we now think of as brilliant were, at one time, terrible—is a hard concept for many to grasp. But think about how easy it would be for a movie about talking toys to feel derivative, sappy, or overtly merchandise-driven. Think about how off-putting a movie about rats preparing food could be, or how risky it must’ve seemed to start WALL-E with 39 dialogue-free minutes. We dare to attempt these stories, but we don’t get them right on the first pass.

Leaders instill courage in the hearts of those who follow. This rarely happens through words alone. It generally requires action. It goes back to what we said earlier: Somebody has to go first. By going first, the leader furnishes confidence to those who follow. As a next generation leader, you will be called upon to go first. That will require courage. But in stepping out you will give the gift of courage to those who are watching. What do I believe is impossible to do in my field, but if it could be done would fundamentally change my business? What has been done is safe. But to attempt a solution to a problem that plagues an entire industry - in my case, the local church - requires courage. Unsolved problems are gateways to the future. To those who have the courage to ask the question and the tenacity to hang on until they discover or create an answer belongs the future. Don’t allow the many good opportunities to divert your attention from the one opportunity that has the greatest potential. Learn to say no. There will always be more opportunities than there is time to pursue them. Leaders worth following are willing to face and embrace current reality regardless of how discouraging or embarrassing it might be. It is impossible to generate sustained growth or progress if your plan for the future is not rooted in reality. Be willing to face the truth regardless of how painful it might be. If fear causes you to retreat from your dreams, you will never give the world anything new. it is impossible to lead without a dream. When leaders are no longer willing to dream, it is only a short time before followers are unwilling to follow. Will I allow my fear to bind me to mediocrity? Uncertainty is a permanent part of the leadership landscape. It never goes away. Where there is no uncertainty, there is no longer the need for leadership. The greater the uncertainty, the greater the need for leadership. Your capacity as a leader will be determined by how well you learn to deal with uncertainty. My enemy is not uncertainty. It is not even my responsibility to remove the uncertainty. It is my responsibility to bring clarity into the midst of the uncertainty. As leaders we can afford to be uncertain, but we cannot afford to be unclear. People will follow you in spite of a few bad decisions. People will not follow you if you are unclear in your instruction. As a leader you must develop the elusive skill of leading confidently and purposefully onto uncertain terrain. Next generation leaders must fear a lack of clarity more than a lack of accuracy. The individual in your organization who communicates the clearest vision will often be perceived as the leader. Clarity is perceived as leadership. Uncertainty exposes a lack of knowledge. Pretending exposes a lack of character. Express your uncertainty with confidence. You will never maximize your potential in any area without coaching. It is impossible. Self-evaluation is helpful, but evaluation from someone else is essential. You need a leadership coach. Great leaders are great learners. God, in His wisdom, has placed men and women around us with the experience and discernment we often lack. Experience alone doesn’t make you better at anything. Evaluated experience is what enables you to improve your performance. As a leader, what you don’t know can hurt you. What you don’t know about yourself can put a lid on your leadership. You owe it to yourself and to those who have chosen to follow you to open the doors to evaluation. Engage a coach. Success doesn’t make anything of consequence easier. Success just raises the stakes. Success brings with it the unanticipated pressure of maintaining success. The more successful you are as a leader, the more difficult this becomes. There is far more pressure at the top of an organization than you might imagine.

By the words “necessary of life” I mean whatever, of all that man obtains by his own exertions, has been from the first, or from long use has become, so important to human life that few, if any, ever attempt to do without it. To many creatures there is in this sense but one necessary of life, Food. The necessaries of life for man in this climate may, accurately enough, be distributed under the several heads of Food, Shelter, Clothing, and Fuel; for not till we have secured these are we prepared to entertain the true problems of life with freedom and a prospect of success.

If you try to write posthumously, however, fashion doesn’t apply. You step off the catwalk, ignoring this season’s trends and resigning yourself to being unfashionable and possibly unnoticed, at least for a while. As Kurt Woolf, Kafka’s first publisher in Germany, wrote to him after Kafka’s book tanked, “You and we know that it is generally just the best and most valuable things that do not find their echo immediately.” Fashion is the attempt to evade that principle: to be the echo of someone else’s success and, therefore, to create nothing that might create an echo of its own.

Barrett said that when we’re dehydrated, we don’t necessarily feel thirsty—we feel exhausted. When we have something odd happening in our stomach, our body doesn’t quite know if we have a menstrual cramp or a stomachache or if we need to poop. We might not even be aware for a long period of time that our stomach hurts. And this isn’t unique to people with PTSD. It’s normal, everyday bodily dissociation that we all suffer from. If we find ourselves in a shitty mood, we might not necessarily be mad about a certain trigger. We could just be running at a metabolic deficit. Our body might be screaming “I NEED FUNYUNS” while we project our hangriness onto, say, this poor sweaty schmuck who’s breathing too loud in the elevator. But Barrett said that PTSD does make these inclinations worse. It affects a variety of systems in the body, throwing them all out of whack. Our hearts might beat faster. Our lungs might pump harder. Our body budget can get tipped off-balance more easily. And when it does, our reactions to these deficits can feel outsized. “Make sure that you get enough sleep, make sure you exercise, make sure that you eat in a healthful way,” she told me when I asked her what I could do to be a better person. When I countered that that didn’t seem like enough, she kindly offered, “You know, all you can do is take as much responsibility as you can. And sometimes it’s the attempt that matters, you know, more than the success.” Then she chuckled at herself. “That’s a very Jewish mother response!” So, first step of hacking my brain: sustaining it with enough oxygen and nutrients

Someone living a life-lie is attempting to manipulate reality with perception, thought and action, so that only some narrowly desired and pre-defined outcome is allowed to exist. A life lived in this manner is based, consciously or unconsciously, on two premises. The first is that current knowledge is sufficient to define what is good, unquestioningly, far into the future. The second is that reality would be unbearable if left to its own devices. The first presumption is philosophically unjustifiable. What you are currently aiming at might not be worth attaining, just as what you are currently doing might be an error. The second is even worse. It is valid only if reality is intrinsically intolerable and, simultaneously, something that can be successfully manipulated and distorted. Such speaking and thinking requires the arrogance and certainty that the English poet John Milton’s genius identified with Satan, God’s highest angel gone most spectacularly wrong.

Success is very much like a drug: it makes you feel good; you don’t know what you are missing until you experience it; once you experience it, you want more; and in your attempts to recapture that first high, you will have to resort to ever bigger “doses.” And if success is like a drug, some drugs are like success: a cocaine high, I am told, very much resembles the rush of success.

I did it the hard way (a poem) ___________________ Many of the big dreams I dreamt, I dreamt, when I met a failed attempt. Life taught me to believe that Great ideas can start from a wretched hut. Many of the strongest steps I took, I took, when I was given the fiercest look. My passion pokes me to understand That people’s mockeries, I can withstand. Many of the fastest speeds I gained, I gained when I was bitterly stained. I first thought the only way was to quit As I tried again, I no longer have guilt. Many of the bravest decisions I made, I made, when my life was about to fade. I was frustrated and ripe to sink. But then I strive to release the ink. Many of the longest journeys I started, I started, having no resource; money parted I relied on God my creator all dawn long And at dusk He gave me a new song. Many of the hardest questions I tackled, I tackled, when I was heckled. They were very troublesome to settle But I make it happen little by little Yet, it was not I, but the Lord Jesus The saviour who gives me success. In Him, through Him and by Him I have the liberty to do everything with vim. I don’t want to enjoy this liberty alone. You too must step out of your comfort zone. It’s not easy, but you can do it anyway. Jesus is the life, the truth and the way.

Deep down, Story Easton knew what would happen if she attempted to off herself—she would fail It was a matter of probability. This was not a new thing, failure. She was, had always been, a failure of fairy-tale proportion. Quitting wasn’t Story’s problem. She had tried, really tried, lots of things during different stages of her life—Girl Scours, the viola, gardening, Tommy Andres from senior year American Lit—but zero cookie sales, four broken strings, two withered azalea bushes, and one uniquely humiliating breakup later, Story still had not tasted success, and with a shriveled-up writing career as her latest disappointment, she realized no magic slippers or fairy dust was going to rescue her from her Anti-Midas Touch. No Happily Ever After was coming. So she had learned to find a certain comfort in failure. In addition to her own screw-ups, others’ mistakes became cozy blankets to cuddle, and she snuggled up to famous failures like most people embrace triumph. The Battle of Little Bighorn—a thing of beauty. The Bay of Pigs—delicious debacle. The Y2K Bug—gorgeously disappointing fuck-up. Geraldo’s anti-climactic Al Capone exhumation—oops! Jaws III—heaven on film. Tattooed eyeliner—eyelids everywhere, revolting. Really revolting. Fat-free potato chips—good Lord, makes anyone feel successful.

But feedforward lauds effort, not talent. And since effort is grown, not born, making that the focus of feedback teaches kids two things: First, and most promising, they can earn their own success. That’s life changing. Second—and this is the bitter pill—they will fall down along the way. A lot. When it comes to effort, there is no guarantee of a victory lap, just a steady stride toward the goal. Each attempt brings us a little closer to it, but never uniformly.

An engineer can’t design a successful structure without first carefully accounting for the forces of opposition (say, wind resistance or gravity). So engineers always attempt to solve problems by first identifying the obstacles to success. Now, studying behavior change, I began to understand the power and promise of applying this same strategy. It’s the very strategy that turned Andre Agassi’s tennis career around by helping him refocus on his opponents’ weaknesses.

First Aid and Home Nursing classes were popular during 1913, and at the beginning of 1914. We all went to these, bandaged each other's legs and arms, and even attempted to do neat head-bandaging: much more difficult. We passed our exams, and got a small printed card to prove our success. So great was female enthusiasm at this time that if any man had an accident he was in mortal terror of ministering women closing in on him. 'Don't let those First Aiders come near me!' The cry would rise. 'Don't touch me, girls. Don't touch me!

For perfectionists, behavior is an indicator of identity because they’re unable to separate the two; this is true when perfectionists feel good about themselves and when they feel bad about themselves. For example, reading a page of a book perfectly (behavior) means “I am smart” (identity), while mispronouncing a word (behavior) means “I am stupid” (identity); trying to tie your shoe and succeeding the first time (behavior) means “I am great” (identity) while messing up the loops (behavior) means “I am awful” (identity). To help kids with perfectionistic tendencies, then, we want to show them how to separate what they are doing from who they are. This is what gives kids the freedom to feel good in the gray—to feel capable inside after their first attempt at tying shoes doesn’t work or when they’re struggling to read. Perfectionism steals a child’s (and adult’s) ability to feel good in the process of learning because it dictates that goodness only comes from successful outcomes. We need to show perfectionist kids how they can find their good-enough-ness and their worth outside success.

A giant grin, accompanied by a slight chuckle, had been the grand finale to any of his most successful jokes, while the less impressive resulted in a raise of both his brows, which he followed with a semi-satisfied smirk. The least entertaining attempt at humor would get a shrug and a short grimace that reflected he too understood he’d just bombed. Olivia was acquainted with them all now, considering all the time they’d spent together, the most she’d spent with any other individual inside the vault. Olivia had become accustomed to his infectious humor, though it hadn’t always been so. Especially, when they’d first met.

I believe the perception of what people think about DID is I might be crazy, unstable, and low functioning. After my diagnosis, I took a risk by sharing my story with a few friends. It was quite upsetting to lose a long term relationship with a friend because she could not accept my diagnosis. But it spurred me to take action. I wanted people to be informed that anyone can have DID and achieve highly functioning lives. I was successful in a career, I was married with children, and very active in numerous activities. I was highly functioning because I could dissociate the trauma from my life through my alters. Essentially, I survived because of DID. That's not to say I didn't fall down along the way. There were long term therapy visits, and plenty of hospitalizations for depression, medication adjustments, and suicide attempts. After a year, it became evident I was truly a patient with the diagnosis of DID from my therapist and psychiatrist. I had two choices. First, I could accept it and make choices about how I was going to deal with it. My therapist told me when faced with DID, a patient can learn to live with the live with the alters and make them part of one's life. Or, perhaps, the patient would like to have the alters integrate into one person, the host, so there are no more alters. Everyone is different. The patient and the therapist need to decide which is best for the patient. Secondly, the other choice was to resist having alters all together and be miserable, stuck in an existence that would continue to be crippling. Most people with DID are cognizant something is not right with themselves even if they are not properly diagnosed. My therapist was trustworthy, honest, and compassionate. Never for a moment did I believe she would steer me in the wrong direction. With her help and guidance, I chose to learn and understand my disorder. It was a turning point.

A new social type was being created by the apartment building, a cool, unemotional personality impervious to the psychological pressures of high-rise life, with minimal needs for privacy, who thrived like an advanced species of machine in the neutral atmosphere. This was the sort of resident who was content to do nothing but sit in his over-priced apartment, watch television with the sound turned down, and wait for his neighbours to make a mistake. Perhaps the recent incidents represented a last attempt by Wilder and the airline pilots to rebel against this unfolding logic? Sadly, they had little chance of success, precisely because their opponents were people who were content with their lives in the high-rise, who felt no particular objection to an impersonal steel and concrete landscape, no qualms about the invasion of their privacy by government agencies and data-processing organizations, and if anything welcomed these invisible intrusions, using them for their own purposes. These people were the first to master a new kind of late twentieth-century life. They thrived on the rapid turnover of acquaintances, the lack of involvement with others, and the total self-sufficiency of lives which, needing nothing, were never disappointed. Alternatively,

As is known, scientific physics dates its existence from the discovery of the differential calculus. Only when it was learned how to follow continuously the course of natural events, attempts, to construct by means of abstract conceptions the connection between phenomena, met with success. To do this two things are necessary: First, simple fundamental concepts with which to construct; second, some method by which to deduce, from the simple fundamental laws of the construction which relate to instants of time and points in space, laws for finite intervals and distances, which alone are accessible to observation (can be compared with experience).

And then, feeling that my mind is tiring itself without having any success to report, I compel it for a change to enjoy the distraction which I have just denied it, to think of other things, to rest and refresh itself before making a final effort. And then for the second time I clear an empty space in front of it; I place in position before my mind’s eye the still recent taste of that first mouthful, and I feel something start within me, something that leaves its resting-place and attempts to rise, something that has been anchored at a great depth; I do not know yet what it is, but I can feel it mounting slowly; I can measure the resistance, I can hear the echo of great spaces traversed.

IBM is what it is today for three special reasons. The first reason is that, at the very beginning, I had a very clear picture of what the company would look like when it was finally done. You might say I had a model in my mind of what it would look like when the dream—my vision—was in place. The second reason was that once I had that picture, I then asked myself how a company which looked like that would have to act. I then created a picture of how IBM would act when it was finally done. The third reason IBM has been so successful was that once I had a picture of how IBM would look when the dream was in place and how such a company would have to act, I then realized that, unless we began to act that way from the very beginning, we would never get there. In other words, I realized that for IBM to become a great company it would have to act like a great company long before it ever became one. From the very outset, IBM was fashioned after the template of my vision. And each and every day we attempted to model the company after that template. At the end of each day, we asked ourselves how well we did, discovered the disparity between where we were and where we had committed ourselves to be, and, at the start of the following day, set out to make up for the difference. Every day at IBM was a day devoted to business development, not doing business. We didn’t do business at IBM, we built one

Have you ever been in a place where history becomes tangible? Where you stand motionless, feeling time and importance press around you, press into you? That was how I felt the first time I stood in the astronaut garden at OCA PNW. Is it still there? Do you know it? Every OCA campus had – has, please let it be has – one: a circular enclave, walled by smooth white stone that towered up and up until it abruptly cut off, definitive as the end of an atmosphere, making room for the sky above. Stretching up from the ground, standing in neat rows and with an equally neat carpet of microclover in between, were trees, one for every person who’d taken a trip off Earth on an OCA rocket. It didn’t matter where you from, where you trained, where your spacecraft launched. When someone went up, every OCA campus planted a sapling. The trees are an awesome sight, but bear in mind: the forest above is not the garden’s entry point. You enter from underground. I remember walking through a short tunnel and into a low-lit domed chamber that possessed nothing but a spiral staircase leading upward. The walls were made of thick glass, and behind it was the dense network you find below every forest. Roots interlocking like fingers, with gossamer fungus sprawled symbiotically between, allowing for the peaceful exchange of carbon and nutrients. Worms traversed roads of their own making. Pockets of water and pebbles decorated the scene. This is what a forest is, after all. Don’t believe the lie of individual trees, each a monument to its own self-made success. A forest is an interdependent community. Resources are shared, and life in isolation is a death sentence. As I stood contemplating the roots, a hidden timer triggered, and the lights faded out. My breath went with it. The glass was etched with some kind of luminescent colourant, invisible when the lights were on, but glowing boldly in the dark. I moved closer, and I saw names – thousands upon thousands of names, printed as small as possible. I understood what I was seeing without being told. The idea behind Open Cluster Astronautics was simple: citizen-funded spaceflight. Exploration for exploration’s sake. Apolitical, international, non-profit. Donations accepted from anyone, with no kickbacks or concessions or promises of anything beyond a fervent attempt to bring astronauts back from extinction. It began in a post thread kicked off in 2052, a literal moonshot by a collective of frustrated friends from all corners – former thinkers for big names gone bankrupt, starry-eyed academics who wanted to do more than teach the past, government bureau members whose governments no longer existed. If you want to do good science with clean money and clean hands, they argued, if you want to keep the fire burning even as flags and logos came down, if you understand that space exploration is best when it’s done in the name of the people, then the people are the ones who have to make it happen.

There is something in the contemplation of the mode in which America has been settled, that, in a noble breast, should forever extinguish the prejudices of national dislikes. Settled by the people of all nations, all nations may claim her for their own. You can not spill a drop of American blood without spilling the blood of the whole world. Be he Englishman, Frenchman, German, Dane, or Scot; the European who scoffs at an American, calls his own brother Raca, and stands in danger of the judgment. We are not a narrow tribe of men, with a bigoted Hebrew nationality—whose blood has been debased in the attempt to ennoble it, by maintaining an exclusive succession among ourselves. No: our blood is as the flood of the Amazon, made up of a thousand noble currents all pouring into one. We are not a nation, so much as a world; for unless we may claim all the world for our sire, like Melchisedec, we are without father or mother. For who was our father and our mother? Or can we point to any Romulus and Remus for our founders? Our ancestry is lost in the universal paternity; and Caesar and Alfred, St. Paul and Luther, and Homer and Shakespeare are as much ours as Washington, who is as much the world's as our own. We are the heirs of all time, and with all nations we divide our inheritance. On this Western Hemisphere all tribes and people are forming into one federated whole; and there is a future which shall see the estranged children of Adam restored as to the old hearthstone in Eden. The other world beyond this, which was longed for by the devout before Columbus' time, was found in the New; and the deep-sea-lead, that first struck these soundings, brought up the soil of Earth's Paradise. Not a Paradise then, or now; but to be made so, at God's good pleasure, and in the fullness and mellowness of time. The seed is sown, and the harvest must come; and our children's children, on the world's jubilee morning, shall all go with their sickles to the reaping. Then shall the curse of Babel be revoked, a new Pentecost come, and the language they shall speak shall be the language of Britain. Frenchmen, and Danes, and Scots; and the dwellers on the shores of the Mediterranean, and in the regions round about; Italians, and Indians, and Moors; there shall appear unto them cloven tongues as of fire.

Most people have heard of Mahatma Gandhi, the man who led India to independence from British rule. His life has been memorialized in books and film, and he is regarded as one of the great men in history. But did you know Gandhi did not start out as a great hero? He was born into a middle-class family. He had low self-esteem, and that made him reluctant to interact with others. He wasn’t a very good student, either, and he struggled just to finish high school. His first attempt at higher education ended in five months. His parents decided to send him to England to finish his education, hoping the new environment would motivate him. Gandhi became a lawyer. The problem when he returned to India was that he didn’t know much about Indian law and had trouble finding clients. So he migrated to South Africa and got a job as a clerk. Gandhi’s life changed one day while riding on a train in South Africa in the first-class section. Because of his dark skin, he was forced to move to a freight car. He refused, and they kicked him off the train. It was then he realized he was afraid of challenging authority, but that he suddenly wanted to help others overcome discrimination if he could. He created a new vision for himself that had value and purpose. He saw value in helping people free themselves from discrimination and injustice. He discovered purpose in life where none had existed previously, and that sense of purpose pulled him forward and motivated him to do what best-selling author and motivational speaker Andy Andrews calls “persist without exception.” His purpose and value turned him into the winner he was born to be,

But in connection with mathematics the one-sidedness of the Greek genius appears: it reasoned deductively from what appeared self-evident, not inductively from what had been observed. Its amazing successes in the employment of this method misled not only the ancient world, but the greater part of the modern world also. It has only been very slowly that scientific method, which seeks to reach principles inductively from observations of particular facts, has replaced the Hellenic belief in deduction from luminous axioms derived from the mind of the philosopher. For this reason, apart from others, it is a mistake to treat the Greeks with superstitious reverence. Scientific method, though some few among them were the first men who had an inkling of it, is, on the whole, alien to their temper of mind, and the attempt to glorify them by belittling the intellectual progress of the last four centuries has a cramping effect upon modern thought.

It is not a small thing I want...but it is very important to the Kurds, to all Kurds. Perhaps it would be too easy to ask you to simply be a partisan of the Kurds in the counsels of your country, but it is more than that. We ask you to explain our situation so that all people in your country may understand and appreciate our struggle. It is the Kurd who will decide the direction and activity of his own political future, but a great deal of our hope will depend upon the final attitude of friendship or enmity from the powerful Englis . Perhaps all over the world there are primitive peoples like the Kurd, seeking independence, political expression, and material progress. There are certain things that we can do for ourselves, but so much depends upon the large countries. Their governments shape the primitive states by rich and powerful influence. Much of the responsibility for our situation therefore depends upon the people of your own country. If they apathetic and ignorant of our Kurdish aspirations; If they make no attempt to influence the direction of their own government in dealing with our affairs; then all will depend on ourselves alone. That would mean reluctant but necessary and bloody and terrible struggle because I would warn your Ministers that we cannot give up until we have achieved national sovereignty and our equal right among all people. It is therefore a vital and great service that I ask you, dear Brother, because our immediate hope of urgent success will depend on the strength and deliberation of those who oppose our aims. If the Englis continue to turn all their influence and strength against us, and against the Azerbaijani, they will choke the first great breath of our free choice as men. It will never destroy us, but it will be a bitter, hateful, shameful thing, and the Englis will live for ever in our history as despicable wretches who break the spirit of all advancement. That is why we desperately need support among the people and the counsels of your country. So much may depend on it, and so many decisions at Sauj Bulaq will be clearer and simpler if we know that in your country there is an active partisan of the Kurd; a partisan who understands and appreciates the Kurdish struggle for political autonomy and material advancement: a friend and a true brother. Dare I ask more of thee, Englis ?

Quickly I find another surprise. The boys are wilder writers — less careful of convention, more willing to leap into the new. I start watching the dozens of vaguely familiar girls, who seem to have shaved off all distinguishing characteristics. They are so careful. Careful about their appearance, what they say and how they say it, how they sit, what they write. Even in the five-minute free writes, they are less willing to go out from where they are — to go out there, where you have to go, to write. They are reluctant to show me rough work, imperfect work, anything I might criticize; they are very careful to write down my instructions word by word. They’re all trying themselves on day by day, hour by hour, I know — already making choices that will last too unfairly long. I’m surprised to find, after a few days, how invigorating it all is. I pace and plead for reaction, for ideas, for words, and gradually we all relax a little and we make progress. The boys crouch in their too-small desks, giant feet sticking out, and the girls perch on the edge, alert like little groundhogs listening for the patter of coyote feet. I begin to like them a lot. Then the outlines come in. I am startled at the preoccupation with romance and family in many of these imaginary futures. But the distinction between boys and girls is perfectly, painfully stereotypical. The boys also imagine adventure, crime, inventions, drama. One expects war with China, several get rich and lose it all, one invents a time warp, another resurrects Jesus, another is shot by a robber. Their outlines are heavy on action, light on response. A freshman: “I grow populerity and for the rest of my life I’m a million air.” [sic] A sophomore boy in his middle age: “Amazingly, my first attempt at movie-making won all the year’s Oscars. So did the next two. And my band was a HUGE success. It only followed that I run the country.” Among the girls, in all the dozens and dozens of girls, the preoccupation with marriage and children is almost everything. They are entirely reaction, marked by caution. One after the other writes of falling in love, getting married, having children and giving up — giving up careers, travel, college, sports, private hopes, to save the marriage, take care of the children. The outlines seem to describe with remarkable precision the quietly desperate and disappointed lives many women live today.

Which meant, if somehow GameStop did start to go up, the people who had shorted the company would begin to feel pressure to buy; the more the stock went up, the heavier that pressure became. As the shorts began to cover, buying shares to return them to their lenders, the stock would rise even higher. In financial parlance, this was something called a 'short squeeze.' It didn't happen often, but when it did, it could be spectacular. Most famously, in 2008, a surprise takeover attempt of the German automaker Volkswagen by rival Porsche drove Volkswagen's stock price up by a factor of 5 — briefly making it the most valuable company in the world — in two quick days of trading, as short selling funds struggled to cover their positions. Similarly, a battle between two hedge fund titans — Bill Ackman, of Pershing Square Capital Management, and Carl Icahn — led to a squeeze involving supplement maker — and alleged pyramid marketer — Herbalife, which cost Ackman a reported $1 billion. And perhaps the first widely reported short squeeze dated back a century, to 1923, when grocery magnate Clarence Saunders successfully decimated short sellers who had targeted his nascent chain of Piggly Wiggly grocery stores.

I did it the hard way Many of the big dreams I dreamt, I dreamt, when I met a failed attempt. Life taught me to believe that Great ideas can start from a wretched hut. Many of the strongest steps I took, I took, when I was given the fiercest look. My passion pokes me to understand That people’s mockeries, I can withstand. Many of the fastest speeds I gained, I gained when I was bitterly stained. I first thought the only way was to quit As I tried again, I no longer have guilt. Many of the bravest decisions I made, I made, when my life was about to fade. I was frustrated and ripe to sink. But then I strive to release the ink. Many of the longest journeys I started, I started, having no resource; money parted I relied on God my creator all dawn long And at dusk He gave me a new song. Many of the hardest questions I tackled, I tackled, when I was heckled. They were very troublesome to settle But I make it happen little by little Yet, it was not I, but the Lord Jesus The saviour who gives me success. In Him, through Him and by Him I have the liberty to do everything with vim. I don’t want to enjoy this liberty alone. You too must step out of your comfort zone. It’s not easy, but you can do it anyway. Jesus is the life, the truth and the way.

If, thus, a strong meaning orientation plays a decisive role in the prevention of suicide, what about intervention in cases in which there is a suicide risk? As a young doctor I spent four years in Austria's largest state hospital where I was in charge of the pavilion in which severely depressed patients were accommodated - most of them having been admitted after a suicide attempt. I once calculated that I must have explored twelve thousand patients during those four years. What accumulated was quite a store of experience from which I still draw whenever I am confronted with someone who is prone to suicide. I explain to such a person that patients have repeatedly told me how happy they were that the suicide attempt had not been successful; weeks, months, years later, they told me, it turned out that there was a solution to their problem, an answer to their question, a meaning to their life. "Even if things only take such a good turn in one of a thousand cases," my explanation continues, "who can guarantee that in your case it will not happen one day, sooner or later? But in the first place, you have to live to see the day on which it may happen, so you have to survive in order to see that day dawn, and from now on the responsibility for survival does not leave you.

Grace adored Amelia. The older woman was a close friend of her grandmother and mother, and a constant in Grace's life. She visited Amelia often. The inn was her second home. As a child she'd always raced up the stairs and raided Amelia's bedroom closet, and Amelia had encouraged her unconventional behavior. Grace had loved dressing up in vintage clothing. Attempting to walk up in a pair of high button shoes. Amelia was the first to recognize Grace's love of costume. Her enjoyment of tea parties. She'd supported Grace's dream of opening her business, Charade, when Grace sought a career. From birthdays to holidays, the costume shop was popular and successful. Grace couldn't have been happier. She admired Amelia now. Her long, braided hair was the same soft gray as her eyes. Years accumulated, but never seemed to touch her. She appeared youthful, ageless, in a sage-green tunic, belted over a paisley gauze skirt in shades of cranberry, green, and gold. Elaborate gold hoops hung at her ears, ones designed with silver beads and tiny gold bells. The thin metal chains on her three-tiered necklace sparkled with lavender rhinestones and reflective mirror discs. Bangles of charms looped her wrist. A thick, hammered-silver bracelet curved near her right elbow. A triple gold ring with three pearls arched from her index finger to her fourth. She sparkled.

It has been said, in a tone of reproach, that Machiavelli makes no attempt *to persuade'. Certainly he was no prophet. For he was concerned first of all with truth, not with persuasion, which is one reason why his prose is great prose, not only of Italian but a model of style for any language. He is a partial Aristotle of politics. But he is partial not because his vision is distorted or his judgment biased, or because of any lack of moral interest, but because of his sole passion for the unity, peace, and prosperity of his country. What makes him a great writer, and for ever a solitary figure, is the purity and single-mindedness of his passion. No one was ever less Machiavellian' than Machiavelli. Only the pure in heart can blow the gaff on human nature as Machiavelli has done. The cynic can never do it; for the cynic is always impure and sentimental. But it is easy to understand why Machiavelli was not himself a successful politician. For one thing, he had no capacity for self-deception or self-dramatization. The recipe dors ton sommeil de brute is applied in many forms, of which Calvin and Rousseau give two variations; but the utility of Machiavelli is his perpetual summons to examination of the weakness and impurity of the soul. We are not likely to forget his political lessons, but his examination of conscience may be too easily overlooked.

IBM is what it is today for three special reasons. The first reason is that, at the very beginning, I had a very clear picture of what the company would look like when it was finally done. You might say I had a model in my mind of what it would look like when the dream—my vision—was in place. The second reason was that once I had that picture, I then asked myself how a company which looked like that would have to act. I then created a picture of how IBM would act when it was finally done. The third reason IBM has been so successful was that once I had a picture of how IBM would look when the dream was in place and how such a company would have to act, I then realized that, unless we began to act that way from the very beginning, we would never get there. In other words, I realized that for IBM to become a great company it would have to act like a great company long before it ever became one. From the very outset, IBM was fashioned after the template of my vision. And each and every day we attempted to model the company after that template. At the end of each day, we asked ourselves how well we did, discovered the disparity between where we were and where we had committed ourselves to be, and, at the start of the following day, set out to make up for the difference. Every day at IBM was a day devoted to business development, not doing business. We didn’t do business at IBM, we built one Now,

The erosion of trust in public school systems has had catastrophic consequences, and will take decades to put right. As we’ve seen, attempts to make schools ‘more accountable’ for their test scores leave teachers torn between what psychologist Barry Schwartz calls ‘doing the right thing and doing the required thing’. The right thing is to teach students through personalised, flexible methods, according to their needs, interests and aspirations; the required thing is to ‘turnaround’ test scores, by ‘teaching to the test’ or, worse, ‘gaming’ the system.  Successive US federal administrations have sought to improve school standards through high accountability. The pressure this puts upon schools at risk of closure and teachers – with test scores linked to pay rates – is intense. During 2011/12 a series of allegations emerged of inner-city schools in New York, Washington DC, Atlanta and Philadelphia ‘cheating’ on student test scores in order to hit accountability targets. Undoubtedly a case of fear producing wrong figures. The result of doing the required thing, above the right thing, is what Schwartz describes as a ‘de-moral-ised’ profession. The double tragedy is that, in addition to the pressure put on teachers – 50 percent of new teachers in the US leave the profession within their first five years – there’s growing evidence that the over-reliance on standardised testing fails to improve academic learning anyway.

He told them to wait quietly, to pay attention to their marine, to attempt no new conquests, and to expose the city to no hazards during the war, and doing this, promised them a favorable result. What they did was the very contrary, allowing private ambitions and private interests, in matters apparently quite foreign to the war, to lead them into projects unjust both to themselves and to their allies—projects whose success would only conduce to the honor and advantage of private persons, and whose failure entailed certain disaster on the country in the war. [8] The causes of this are not far to seek. Pericles indeed, by his rank, ability, and known integrity, was enabled to exercise an independent control over the multitude—in short, to lead them instead of being led by them; for as he never sought power by improper means, be was never compelled to flatter them, but, on the contrary, enjoyed so high an estimation that he could afford to anger them by contradiction. [9] Whenever he saw them unseasonably and insolently elated, he would with a word reduce them to alarm; on the other hand, if they fell victims to a panic, he could at once restore them to confidence. In short, what was nominally a democ racy was becoming in his hands government by the first citizen.9a [10] With his successors it was different. More on a level with one another, and each grasping at supremacy, they ended by committing even the conduct of state affairs to the whims of the multitude.

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!

When a man is asleep, he has in a circle round him the chain of the hours, the sequence of the years, the order of the heavenly host. Instinctively, when he awakes, he looks to these, and in an instant reads off his own position on the earth’s surface and the amount of time that has elapsed during his slumbers; but this ordered procession is apt to grow confused, and to break its ranks. Suppose that, towards, morning, after a night of insomnia, sleep descends upon him while he is reading, in quite a different position from that in which he normally goes to sleep, he has only to lift his arm to arrest the sun and turn it back in its course, and, at the moment of waking, he will have no idea of the time, but will conclude that he has just gone to bed. Or suppose that he gets drowsy in some even more abnormal position; sitting in an armchair, say, after dinner: then the world will go hurtling out of orbit, the magic chair will carry him at full speed through time and space, and when he opens his eyes again he will imagine that he went to sleep months earlier in another place. But for me it was enough if, in my own bed, my sleep was so heavy as completely to relax my consciousness; for then I lost all sense of the place in which I had gone to sleep, and when I awoke in the middle of the night, not knowing where I was, I could not even be sure at first who I was; I had only the most rudimentary sense of existence, such as may lurk and flicker in the depths of an animal's consciousness; I was more destitute than the cave-dweller; but then the memory - not yet of the place in which I was, but of various other places where I had lived and might now very possibly be - would come like a rope let down from heaven to draw me up out of the abyss of not-being, from which I could never have escaped by myself: in a flash I would traverse centuries of civilisation, and out of a blurred glimpse of oil-lamps, then of shirts with turned-down collars, would gradually piece together the original components of my ego. Perhaps the immobility of the things that surround us is forced upon them by our conviction that they are themselves and not anything else, by the immobility of our conception of them. For it always happened that when I awoke like this, and my mind struggled in an unsuccessful attempt to discover where I was, everything revolved around me through the darkness: things, places, years. My body, still too heavy with sleep to move, would endeavour to construe from the pattern of its tiredness the position of its various limbs, in order to deduce therefrom the direction of the wall, the location of the furniture, to piece together and give a name to the house in which it lay. Its memory, the composite memory of its ribs, its knees, its shoulder-blades, offered it a whole series of rooms in which it had at one time or another slept, while the unseen walls, shifting and adapting themselves to the shape of each successive room that it remembered, whirled round it in the dark.

I once heard a story about Tom Watson, the founder of IBM. Asked to what he attributed the phenomenal success of IBM, he is said to have answered: IBM is what it is today for three special reasons. The first reason is that, at the very beginning, I had a very clear picture of what the company would look like when it was finally done. You might say I had a model in my mind of what it would look like when the dream—my vision—was in place. The second reason was that once I had that picture, I then asked myself how a company which looked like that would have to act. I then created a picture of how IBM would act when it was finally done. The third reason IBM has been so successful was that once I had a picture of how IBM would look when the dream was in place and how such a company would have to act, I then realized that, unless we began to act that way from the very beginning, we would never get there. In other words, I realized that for IBM to become a great company it would have to act like a great company long before it ever became one. From the very outset, IBM was fashioned after the template of my vision. And each and every day we attempted to model the company after that template. At the end of each day, we asked ourselves how well we did, discovered the disparity between where we were and where we had committed ourselves to be, and, at the start of the following day, set out to make up for the difference. Every day at IBM was a day devoted to business development, not doing business. We didn’t do business at IBM, we built one Now,

In effect, we know from Darwin that there are only four characteristics necessary in order to get adaptive evolution, right? If you have reproduction, variation, differential success, and an environment of limited resources, you're going to get adaptive evolution. When we set up an economic system, or a political system...*it evolves*. Things evolve within it. And if we don't anticipate that what we write down in our documents about what we're trying to accomplish does not have the capacity to overwhelm whatever niche we have set up and that we will ultimately see the creatures that are supported by the environment that we created, then we will never get this right. Because we will always be fooled by our own intentions, and we will create structures that create predators of an arbitrary kind. So we need to start thinking evolutionarily, because that's the mechanism for shaping society into something of a desirable type rather than a monstrous type. [...] So let's say we're talking about a political structure...and we know we don't like corruption...and we're going to set a penalty for attempting to corrupt the system. OK, now what you've done is you've built a structure in which evolution is going to explore the questions, 'What kind of corruptions are invisible?' and 'What kinds of penalties are tolerable from the point of view of discovering how to alter policy in the direction of some private interest?' Once you've set that up, if you let it run, evolutionarily it will create a genius corruptor, right? It will generate something that is capable of altering the functioning of the system without being spotted, and with being only slightly penalized -- and then you'll have no hope of confronting it, because it's going to be better at shifting policy than you will be at shifting it back. So what you have to do is, you have to build a system in which there *is no selection* that allows for this process to explore mechanisms for corrupting the system, right? You may have to turn the penalties up much higher than you would think, so that any attempt to corrupt the system is ruinous to the thing that attempts it. So the thing never evolves to the next stage, because it keeps going extinct, right? That's a system that is resistant to the evolution of corruption, but you have to understand that it's an evolutionary puzzle in the first place in order to accomplish that goal. [...] We sort of have this idea that we inherited from the wisdom of the 50s that genes are these powerful things lurking inside of us that shift all of this stuff that we can't imagine they would have control over, and there's some truth in it. But the larger truth is that so much of what we are is built into the software layer, and the software layer is there because it is rapidly changeable. That's why evolution shifted things in that direction within humans. And we need to take advantage of that. We need to be responsible for altering things carefully in the software, intentionally, in order to solve problems and basically liberate people and make life better for as many people as possible, rather than basically throw up our hands because we are going to claim that these things live at the genetic layer and therefore what can we do?

(FIRE) THE BOOK OF SATAN THE INFERNAL DIATRIBE The first book of the Satanic Bible is not an attempt to blaspheme as much as it is a statement of what might be termed 'diabolical indignation'. The Devil has been attacked by the men of God relentlessly and without reservation. Never has there been an opportunity, short of fiction, for the Dark Prince to speak out in the same manner as the spokesmen of the Lord of the Righteous. The pulpit-pounders of the past have been free to define 'good' and 'evil' as they see fit, and have gladly smashed into oblivion any who disagree with their lies - both verbally and, at time, physically. Their talk of 'charity', when applied to His Infernal Majesty, becomes an empty sham - and most unfairly, too, considering the obvious fact that without their Satanic foe their very religions would collapse. How sad, that the allegorical personage most responsible for the success of spiritual religions is show the least amount of charity and the most consistent abuse - and by those who most unctuously preach the rules of fair play! For all the centuries of shouting-down the Devil has received, he has never shouted back at his detractors. He has remained the gentleman at all times, while those he supports rant and rave. He has shown himself to be a model of deportment, but now he feels it is time to receive his due. Now the ponderous rule-books of hypocrisy are no longer needed. In order to relearn the Law of the Jungle, a small, slim diatribe will do. Each verse is an inferno. Each word is a tongue of fire. The flames of Hell burn fierce... and purify! Read on and learn the Law.

Another way in which religion betrays itself, and attempts to escape mere reliance on faith and instead offer "evidence" in the sense normally understood, is by the argument from revelation. On certain very special occasions, it is asserted, the divine will was made known by direct contact with randomly selected human beings, who were supposedly vouchsafed unalterable laws that could then be passed on to those less favored. There are some very obvious objections to be made to this. In the first place, several such disclosures have been claimed to occur, at different times and places, to hugely discrepant prophets or mediums. In some cases - most notably the Christian - one revelation is apparently not sufficient, and needs to be reinforced by successive apparitions, with the promise of a further but ultimate one to come. In other cases, the opposite difficulty occurs and the divine instruction is delivered, only once, and for the final time, to an obscure personage whose lightest word then becomes law. Since all of these revelations, many of them hopelessly inconsistent, cannot by definition be simultaneously true, it must follow that some of them are false and illusory. It could also follow that only one of them is authentic, but in the first place this seem dubious and in the second place it appears to necessitate religious war in order to decide whose revelation is the true one. A further difficulty is the apparent tendency of the Almighty to reveal himself only to the unlettered dan quasi-historical individuals, in regions of Middle Eastern wasteland that were long the home of idol worship and superstition, and in many instances already littered with existing prophecies.

The very successes of the megamachine re-enforced dangerous potentialities that had hitherto been kept in check by sheer human weakness. The inherent infirmity of this whole power system lies exposed in the fact that kings, exalted above all other men, were constantly cozened, flattered, and fed with misinformation-zealously protected from any disturbing counterbalancing 'feedback.' So kings never learned from either their own experience or from history the fact that unqualified power is inimical to life: that their methods were self-defeating, their military victories were ephemeral, and their exalted claims were fraudulent and absurd. From the end of the first great Age of the Builders in Egypt, that of the Sixth Dynasty Pharaoh, Pepe I, comes corroborative evidence of this pervasive irrationality, all the more telling because it issues from the relatively orderly and unbedevilled Egyptians: The army returned in safety After it had hacked up the land of the Sand Dwellers ...After it had thrown down its enclosures... After it had cut down its fig trees and vines... After it had cast fire into all its dwellings... After it had killed troops in it by many ten-thousand. That sums up the course of Empire everywhere: the same boastful words, the same vicious acts, the same sordid results, from the earliest Egyptian palette to the latest American newspaper with its reports, at the moment I write, of the mass atrocities coldbloodedly perpetrated with the aid of napalm bombs and defoliating poisons, by the military forces of the United States on the helpless peasant populations of Vietnam: an innocent people, uprooted, terrorized, poisoned and roasted alive in a futile attempt to make the power fantasies of the American military-industrial-scientific elite 'credible.

the greatest inspiration for institutional change in American law enforcement came on an airport tarmac in Jacksonville, Florida, on October 4, 1971. The United States was experiencing an epidemic of airline hijackings at the time; there were five in one three-day period in 1970. It was in that charged atmosphere that an unhinged man named George Giffe Jr. hijacked a chartered plane out of Nashville, Tennessee, planning to head to the Bahamas. By the time the incident was over, Giffe had murdered two hostages—his estranged wife and the pilot—and killed himself to boot. But this time the blame didn’t fall on the hijacker; instead, it fell squarely on the FBI. Two hostages had managed to convince Giffe to let them go on the tarmac in Jacksonville, where they’d stopped to refuel. But the agents had gotten impatient and shot out the engine. And that had pushed Giffe to the nuclear option. In fact, the blame placed on the FBI was so strong that when the pilot’s wife and Giffe’s daughter filed a wrongful death suit alleging FBI negligence, the courts agreed. In the landmark Downs v. United States decision of 1975, the U.S. Court of Appeals wrote that “there was a better suited alternative to protecting the hostages’ well-being,” and said that the FBI had turned “what had been a successful ‘waiting game,’ during which two persons safely left the plane, into a ‘shooting match’ that left three persons dead.” The court concluded that “a reasonable attempt at negotiations must be made prior to a tactical intervention.” The Downs hijacking case came to epitomize everything not to do in a crisis situation, and inspired the development of today’s theories, training, and techniques for hostage negotiations. Soon after the Giffe tragedy, the New York City Police Department (NYPD) became the first police force in the country to put together a dedicated team of specialists to design a process and handle crisis negotiations. The FBI and others followed. A new era of negotiation had begun. HEART

If Nixon set out to be the man who redefined the Republican political center in the post–New Deal, post–Fair Deal age, he did not, nor did any other young Republican politician, dare campaign by suggesting a return to the America that had existed before the New Deal. The phrase “creeping socialism” was about as close as they got to attacking the New Deal on its domestic reforms. Rather, the catchphrases were about a need to return to Americanism. It was better to attack Communism and speak of domestic treason than it was to be specific about reversing the economic redistribution of the New Deal. In fact, Nixon’s essential response to all issues was to raise the specter of Communism: “The commies,” Nixon told the Chicago Tribune’s Seymour Korman during his harsh 1950 senatorial campaign against Helen Gahagan Douglas, “don’t like it when I smash into Truman for his attempted cover-up of the Hiss case ... but the more the commies yell, the surer I am that I’m waging an honest American campaign.” He was, he liked to say, the number one target of the Communists in America. In those early campaigns, he was, it seemed, a man who needed an enemy and who seemed almost to feel that he functioned best when the world was against him. Such men, almost surely, eventually do get the enemies they so desperately want. If the leaders of a nation as powerful as the United States needed, above all, personal confidence—Oliver Wendell Holmes once said of the young Franklin Roosevelt that he had a third-rate intellect but a first-rate temperament—Nixon was ill-prepared for his long journey in American politics. Emotional strength and self-confidence were missing from him. Everything with Nixon was personal. When others disagreed with him, it was as if they wanted to strip away his hard-won veneer of success and reduce him to the unhappy boy he had once been. In political terms that had bitter consequences: He would lash out at others in attacks that seemed to go far beyond the acceptable norms of partisanship; if others struck back at him, he saw himself as a victim. Just beneath the surface of this modern young politician was a man who, in Bob Taft’s phrase, seemed “to radiate tension and conflict.” He was filled with the resentments of class one would have expected in a New Deal Democrat.

Taking control of the situation There are a great many parents—as I’ve learned by attending endless parent support group meetings— who had the same high hopes for their families as I. If you’re such a parent, then you probably know that it isn’t just the child who can be out of control, but also the parent. Possibly you are also aware that continuous reacting on your part is useless as well as extremely hazardous to your health and well-being. The most ruinous thing you can do is to allow the situation to continue on its present destructive course. Here are some simple steps you can take to deactivate the negativity so rampant in your family dynamics. Please note that it takes courage and determination to carry this off successfully. Cut off all funds to the addict. Holding onto the purse strings with an iron fist will have immediate results, as well as repercussions. (Keep an eye on family valuables. In fact, lock them away.) Cut off all privileges accorded to your addicts— such as use of the family car or having their friends in your house. Carry out all threats you make. The fastest way to lose credibility with addicted children is to become a “softie” at the last minute. Refuse to rescue your addicts when they get into legal jams. Don’t pay their fines or their bail. Get yourself into a support group such as Al-Anon, Nar-Anon, Parents Anonymous, or Tough Love as fast as you can. Attempt to get your addicted kids into rehabs. If they’re underage you can sign them in. Adult admission is done on a voluntary basis, so you may be out of luck. Drugs erase any trace of conscience. Be aware that many of today’s drugged youths will think nothing of injuring or even murdering their parents for money. If you suspect that your child could resort to this level of violence, get in touch with the police. If you’re a single parent there will be one voice, but if you’re married there’ll be two. It’s important to merge those two voices so that a single, clear message reaches the addict. If you can work with your partner as a team to institute these simple steps when dealing with the addict, you’ll have done yourself and your family a great service. If, however, you entertain the notion that you were responsible for your child’s addictions in the first place, chances are you won’t be effective in enforcing these guidelines. That’s what the next chapter is all about. Note 1. Drug abuse and alcoholism are officially listed in The International Classification of Diseases, 4th edition, 9th revision, the World Health Organization’s directory on diseases.

When we feel frustrated, our first inclination is to change whatever isn't working for us. We can try to accomplish this by making demands on others, attempting to alter our own behavior, or by a variety of other means. Having moved us to action, frustration will have done its duty. The problem is that life brings many frustrations that are beyond us: we cannot alter time or change the past or undo what we have done. We cannot avoid death, make good experiences last, cheat on reality, make something work that won't, or induce someone to cooperate with us when they may not feel like it. We are unable to always make things fair or to guarantee our own or another's safety. Of all these unavoidable frustrations the most threatening for children is that they cannot make themselves psychologically and emotionally secure. These extremely important needs — to be wanted, invited, liked, loved, and special — are out of their control. As long as we parents are successful in holding on to our children, they need not be confronted with this deep futility, fundamental to human existence. It is not that we can forever protect them from reality, but children should not have to face challenges they are not ready for. Peer-oriented children are not so lucky. Given the degree of frustration they experience, they become desperate to change things, to somehow secure their attachments. Some become compulsively demanding in their relationships with one another. Some become preoccupied with making themselves more attractive in the eyes of their peers — hence the large increase in the demand for cosmetic surgery among young people and hence, too, their obsession with being fashionably chic at earlier and earlier ages. Some become bossy, others charmers or entertainers. Some bend over backward, turning into psychological pretzels to preserve a sense of closeness with their peers. Perpetually dissatisfied, these children are out of touch with the source of their discontent and rail against a reality they have no control over. Of course, the same dynamics may also occur in children's relationships with adults — and all too often do — but they are absolutely guaranteed to be present in peer-oriented relationships. No matter how much the peer-oriented child attempts to change things by making demands, altering her appearance, making things work for others; no matter how she tones down her true personality or compromises herself, she will find only fleeting relief. She'll find no lasting relief from the unrelenting attachment frustration, and there will be the added frustration of continually hitting against this wall of impossibility. Her frustration, rather than coming to an end, moves one step closer to being transformed into aggression.

Throughout the longest period of human history—one calls it the prehistoric period—the value or non-value of an action was inferred from its CONSEQUENCES; the action in itself was not taken into consideration, any more than its origin; but pretty much as in China at present, where the distinction or disgrace of a child redounds to its parents, the retro-operating power of success or failure was what induced men to think well or ill of an action. Let us call this period the PRE-MORAL period of mankind; the imperative, "Know thyself!" was then still unknown.—In the last ten thousand years, on the other hand, on certain large portions of the earth, one has gradually got so far, that one no longer lets the consequences of an action, but its origin, decide with regard to its worth: a great achievement as a whole, an important refinement of vision and of criterion, the unconscious effect of the supremacy of aristocratic values and of the belief in "origin," the mark of a period which may be designated in the narrower sense as the MORAL one: the first attempt at self-knowledge is thereby made. Instead of the consequences, the origin—what an inversion of perspective! And assuredly an inversion effected only after long struggle and wavering! To be sure, an ominous new superstition, a peculiar narrowness of interpretation, attained supremacy precisely thereby: the origin of an action was interpreted in the most definite sense possible, as origin out of an INTENTION; people were agreed in the belief that the value of an action lay in the value of its intention. The intention as the sole origin and antecedent history of an action: under the influence of this prejudice moral praise and blame have been bestowed, and men have judged and even philosophized almost up to the present day.—Is it not possible, however, that the necessity may now have arisen of again making up our minds with regard to the reversing and fundamental shifting of values, owing to a new self-consciousness and acuteness in man—is it not possible that we may be standing on the threshold of a period which to begin with, would be distinguished negatively as ULTRA-MORAL: nowadays when, at least among us immoralists, the suspicion arises that the decisive value of an action lies precisely in that which is NOT INTENTIONAL, and that all its intentionalness, all that is seen, sensible, or "sensed" in it, belongs to its surface or skin—which, like every skin, betrays something, but CONCEALS still more? In short, we believe that the intention is only a sign or symptom, which first requires an explanation—a sign, moreover, which has too many interpretations, and consequently hardly any meaning in itself alone: that morality, in the sense in which it has been understood hitherto, as intention-morality, has been a prejudice, perhaps a prematureness or preliminariness, probably something of the same rank as astrology and alchemy, but in any case something which must be surmounted. The surmounting of morality, in a certain sense even the self-mounting of morality—let that be the name for the long-secret labour which has been reserved for the most refined, the most upright, and also the most wicked consciences of today, as the living touchstones of the soul.

The Midnight Game The "Midnight Game" is an old pagan ritual, used mainly as punishment for those who have broken the laws of the pagan religion in question.  While it was mainly used as a scare tactic to not disobey the gods, there is still a very existent chance of death to those who play the Midnight Game.  There is an even higher chance of permanent mental scarring. It is highly recommended that you DO NOT PLAY THE MIDNIGHT GAME.   However, for those few thrill seekers searching for a rush, or for those delving into obscure occult rituals, these are simple instructions on how to play. Do so at your own risk...   WARNING: I have played this game. People have died. Do not play this game. He will always be watching.   Instructions   PREREQUISITES:   It must be exactly 12:00 AM when you begin performing the ritual. Otherwise, it will not work.   MATERIALS:   You will need a candle, a piece of paper, a writing implement, matches or a lighter, salt, a wooden door, and at least one drop of your own blood. If you are playing with multiple people, they will need their own of the aforementioned materials and they will have to perform the steps below accordingly.   STEP 1:   Write your full name (first, middle, and last)on the piece of paper. Put at least one drop of blood on the paper. Allow it to soak into the paper.   STEP 2:   Turn off all of the lights in the place you are doing this. Go to your wooden door, and place the paper with your name on it in front of the door. Now, take out the candle and light it. Place it on top of the paper.   STEP 3:   Knock on the door twenty-two times. The hour must be 12:00 AM upon the final knock. Then, open the door, blow out the candle, and close the door. You have just allowed the "Midnight Man" to enter your house.   STEP 4:   Immediately relite your candle.   This is where the game begins. You must now lurk around your now completely dark house, with the lit candle in your hand. Your goal is to avoid the Midnight Man at all costs, until 3:33 AM. Should your candle ever go out, that means the Midnight Man is near you. You must relight your candle in the next ten seconds.   If you are not successful in doing this, you must then immediately surround yourself with a circle of salt. If you are unsuccessful in both of your actions, the Midnight Man will create a hallucination of your greatest fear, and rip out your organs one by one. You will feel it, but you will be unable to react.   If you are successful in creating the circle of salt, you must remain in there until 3:33 AM.   If you are successful in relighting your candle, you may proceed with the game. You must continue to 3:33 AM, without being attacked by the Midnight Man, or being trapped inside the circle of salt, to win the Midnight Game. The Midnight Man will leave your house at 3:33 AM, and you will be safe to proceed with your morning.   ADDITION:   Indications that you are near the Midnight Man will include sudden drop in temperature, seeing a pure black, humanoid figure through the darkness, and hearing very soft whispering coming from an indiscernible source. If you experience any of these, it is advised that you leave the area to avoid the Midnight Man.   DO NOT turn any of the lights on during the Midnight Game.   DO NOT use a flashlight during the Midnight Game.   DO NOT go to sleep during the Midnight Game.   DO NOT attempt to use another person's blood on your name.   DO NOT use a lighter as a substitute for a candle. It will not work.   AND DEFINITELY DO NOT attempt to provoke the Midnight Man in ANY WAY.   Even when the game is over, he will always be watching

Blessed Man” is a tribute to Updike’s tenacious maternal grandmother, Katherine Hoyer, who died in 1955. Inspired by an heirloom, a silver thimble engraved with her initials, a keepsake Katherine gave to John and Mary as a wedding present (their best present, he told his mother), the story is an explicit attempt to bring her back to life (“O Lord, bless these poor paragraphs, that would do in their vile ignorance Your work of resurrection”), and a meditation on the extent to which it’s possible to recapture experience and preserve it through writing. The death of his grandparents diminished his family by two fifths and deprived him of a treasured part of his past, the sheltered years of his youth and childhood. Could he make his grandmother live again on the page? It’s certainly one of his finest prose portraits, tender, clear-eyed, wonderfully vivid. At one point the narrator remembers how, as a high-spirited teenager, he would scoop up his tiny grandmother, “lift her like a child, crooking one arm under her knees and cupping the other behind her back. Exultant in my height, my strength, I would lift that frail brittle body weighing perhaps a hundred pounds and twirl with it in my arms while the rest of the family watched with startled smiles of alarm.” When he adds, “I was giving my past a dance,” we hear the voice of John Updike exulting in his strength. Katherine takes center stage only after an account of the dramatic day of her husband’s death. John Hoyer died a few months after John and Mary were married, on the day both the newlyweds and Mary’s parents were due to arrive in Plowville. From this unfortunate coincidence, the Updike family managed to spin a pair of short stories. Six months before he wrote “Blessed Man,” Updike’s mother had her first story accepted by The New Yorker. For years her son had been doing his filial best to help get her work published—with no success. In college he sent out the manuscript of her novel about Ponce de León to the major Boston publishers, and when he landed at The New Yorker he made sure her stories were read by editors instead of languishing in the slush pile. These efforts finally bore fruit when an editor at the magazine named Rachel MacKenzie championed “Translation,” a portentous family saga featuring Linda’s version of her father’s demise. Maxwell assured Updike that his colleagues all thought his mother “immensely gifted”; if that sounds like tactful exaggeration, Maxwell’s idea that he could detect “the same quality of mind running through” mother and son is curious to say the least. Published in The New Yorker on March 11, 1961, “Translation” was signed Linda Grace Hoyer and narrated by a character named Linda—but it wasn’t likely to be mistaken for a memoir. The story is overstuffed with biblical allusion, psychodrama, and magical thinking, most of it Linda’s. She believes that her ninety-year-old father plans to be translated directly to heaven, ascending like Elijah in a whirlwind, with chariots of fire, and to pass his mantle to a new generation, again like Elijah. It’s not clear whether this grand design is his obsession, as she claims, or hers. As it happens, the whirlwind is only a tussle with his wife that lands the old folks on the floor beside the bed. Linda finds them there and says, “Of all things. . . . What are you two doing?” Her father answers, his voice “matter-of-fact and conversational”: “We are sitting on the floor.” Having spoken these words, he dies. Linda’s son Eric (a writer, of course) arrives on the scene almost immediately. When she tells him, “Grampy died,” he replies, “I know, Mother, I know. It happened as we turned off the turnpike. I felt

The end of the war will see the final ruin of the Jew. The Jew is the incarnation of egoism. And their egoism goes so far that they're not even capable of risking their lives for the defence of their most vital interests. The Jew totally lacks any interest in things of the spirit. If he has pretended in Germany to have a bent for literature and the arts, that's only out of snobbery, or from a liking for speculation. He has no feeling for art, and no sensibility. Except in the regions where they live in groups, the Jews are said to have reached a very high cultural level! Take Nuremberg, for example: for four hundred years—that is to say, until 1838—it hadn't a single Jew in its population. Result: a situation in the first rank of German cultural life. Put the Jews all together: by the end of three hundred years, they'll have devoured one another. Where we have a philosopher, they have a Talmudistic pettifogger. What for us is an attempt to get to the bottom of things and express the inexpressible, becomes for the Jew a pretext for verbal juggleries. His only talent is for masticating ideas so as to disguise his thought. He has observed that the Aryan is stupid to the point of accepting anything in matters of religion, as soon as the idea of God is recognised. With the Aryan, the belief in the Beyond often takes a quite childish form ; but this belief does represent an effort towards a deepening of things. The man who doesn't believe in the Beyond has no understanding of religion. The great trick of Jewry was to insinuate itself fraudulently amongst the religions with a religion like Judaism, which in reality is not a religion. Simply, the Jew has put a religious camouflage over his racial doctrine. Everything he undertakes is built on this lie. The Jew can take the credit for having corrupted the Graeco- Roman world. Previously words were used to express thoughts; he used words to invent the art of disguising thoughts. Lies are his strength, his weapon in the struggle. The Jew is said to be gifted. His only gift is that of juggling with other people's property and swindling each and everyone. Suppose I find by chance a picture that I believe to be a Titian. I tell the owner what I think of it, and I offer him a price. In a similar case, the Jew begins by declaring that the picture is valueless, he buys it for a song and sells it at a profit of 5000 per cent. To persuade people that a thing which has value, has none, and vice versa—that's not a sign of intelligence. They can't even overcome the smallest economic crisis! The Jew has a talent for bringing confusion into the simplest matters, for getting everything muddled up. Thus comes the moment when nobody understands anything more about the question at issue. To tell you something utterly insignificant, the Jew drowns you in a flood of words. You try to analyse what he said, and you realise it's all wind. The Jew makes use of words to stultify his neighbours. And that's why people make them professors. The law of life is : "God helps him who helps himself!" It's so simple that everybody is convinced of it, and nobody would pay to learn it. But the Jew succeeds in getting himself rewarded for his meaningless glibness. Stop following what he says, for a moment, and at once his whole scaffolding collapses. I've always said, the Jews are the most diabolic creatures in existence, and at the same time the stupidest. They can't produce a musician, or a thinker. No art, nothing, less than nothing. They're liars, forgers, crooks. They owe their success only to the stupidity of their victims. If the Jew weren't kept presentable by the Aryan, he'd be so dirty he couldn't open his eyes. We can live without the Jews, but they couldn't live without us. When the Europeans realise that, they'll all become simultaneously aware of the solidarity that binds them together. The Jew prevents this solidarity. He owes his livelihood to the fact that this solidarity does not exist.

Two opinion pieces written by local author Catherine Lim in The Straits Times in 1994 were good examples of the political climate in the early years of Goh’s administration. The first article was titled “The PAP and the People: A Great Affective Divide.” Her thesis was that while the people of Singapore recognized the effective job the party did in running Singapore and providing for its prosperity, many of them did not like their leaders very much. For instance, on National Day, many Singaporeans did not fly the national flag because of the close connection between it and the PAP. Somehow flying the flag indicated you were a PAP supporter or liked the party, which in many minds was different from respecting what the leaders had done. In her second article, Lim questioned whether any significant political change had taken place with the handover of power from Lee Kuan Yew to Goh Chok Tong. She argued that the large salary increase for government officials that had been approved was an example of the continuing top-down style of government. In a way, the government’s response to these articles proved her correct. Its immediate reaction was to state that local writers had no business being involved in political issues. If they wanted to do so, they should join a political party and not give opinions from the sidelines. The argument was the same one used almost a decade earlier against the law society and against the churches. While there had been an attempt to obtain more feedback from people, there was still a deep feeling among PAP leaders that public political debate must be limited. Even in the mid-1990s, there was still a belief that too broad a discourse would threaten Singapore’s success.

Those who fly on the first attempt are the lucky, those succeed on the second or third attempt are truly blessed with determination and do not see their lack of success as failure. Self quote

I’m not trying to be modest or self-effacing by saying this. Pixar films are not good at first, and our job is to make them so—to go, as I say, “from suck to not-suck.” This idea—that all the movies we now think of as brilliant were, at one time, terrible—is a hard concept for many to grasp. But think about how easy it would be for a movie about talking toys to feel derivative, sappy, or overtly merchandise-driven. Think about how off-putting a movie about rats preparing food could be, or how risky it must’ve seemed to start WALL-E with 39 dialogue-free minutes. We dare to attempt these stories, but we don’t get them right on the first pass. And this is as it should be. Creativity has to start somewhere, and we are true believers in the power of bracing, candid feedback and the iterative process—reworking, reworking, and reworking again, until a flawed story finds its throughline or a hollow character finds its soul.

Persistence is probably the single most important skill that you will need to make your business a success. Almost nothing you will try will work on the very first attempt.

thinker sees in his own actions attempts and questionings to obtain information about something or other; success and failure are answers to him first and foremost.

The 5 Elements of Effective Thinking (Edward B. Burger;Michael Starbird) - Your Highlight on page 17 | location 251-270 | Added on Monday, 6 April 2015 03:03:56 Understand simple things deeply The most fundamental ideas in any subject can be understood with ever-increasing depth. Professional tennis players watch the ball; mathematicians understand a nuanced notion of number; successful students continue to improve their mastery of the concepts from previous chapters and courses as they move toward the more advanced material on the horizon; successful people regularly focus on the core purpose of their profession or life. True experts continually deepen their mastery of the basics. Trumpeting understanding through a note-worthy lesson. Tony Plog is an internationally acclaimed trumpet virtuoso, composer, and teacher. A few years ago we had the opportunity to observe him conducting a master class for accomplished soloists. During the class, each student played a portion of his or her selected virtuosic piece. They played wonderfully. Tony listened politely and always started his comments, “Very good, very good. That is a challenging piece, isn’t it?” As expected, he proceeded to give the students advice about how the piece could be played more beautifully, offering suggestions about physical technique and musicality. No surprise. But then he shifted gears. He asked the students to play a very easy warm-up exercise that any beginning trumpet player might be given. They played the handful of simple notes, which sounded childish compared to the dramatically fast, high notes from the earlier, more sophisticated pieces. After they played the simple phrase, Tony, for the first time during the lesson, picked up the trumpet. He played that same phrase, but when he played it, it was not childish. It was exquisite. Each note was a rich, delightful sound. He gave the small phrase a delicate shape, revealing a flowing sense of dynamics that enabled us to hear meaning in those simple notes. The students’ attempts did not come close—the contrast was astounding. The fundamental difference between the true master and the talented students clearly occurred at a far more basic level than in the intricacies of complex pieces. Tony explained that mastering an efficient, nuanced performance of simple pieces allows one to play spectacularly difficult pieces with greater control and artistry. The lesson was simple. The master teacher suggested that the advanced students focus more of their time on practicing simple pieces intensely—learning to perform them with technical efficiency and beautiful elegance. Deep work on simple, basic ideas helps to build true virtuosity—not just in music but in everything. ==========

Left to their own devices, most people don’t want to fail. But Andrew Stanton isn’t most people. As I’ve mentioned, he’s known around Pixar for repeating the phrases “fail early and fail fast” and “be wrong as fast as you can.” He thinks of failure like learning to ride a bike; it isn’t conceivable that you would learn to do this without making mistakes—without toppling over a few times. “Get a bike that’s as low to the ground as you can find, put on elbow and knee pads so you’re not afraid of falling, and go,” he says. If you apply this mindset to everything new you attempt, you can begin to subvert the negative connotation associated with making mistakes. Says Andrew: “You wouldn’t say to somebody who is first learning to play the guitar, ‘You better think really hard about where you put your fingers on the guitar neck before you strum, because you only get to strum once, and that’s it. And if you get that wrong, we’re going to move on.’ That’s no way to learn, is it?

Thanks to the rapid advances in network theory it appears that we are not far from the next major step: constructing a general theory of complexity. The pressure is enormous. In the twenty-first century, complexity is not a vague science buzzword any longer, but an equally pressing challenge for everything from the economy to cell biology. Yet, most earlier attempts to construct a theory of complexity have overlooked the deep link between it and networks. In most systems, complexity starts where networks turn nontrivial. No matter how puzzled we are by the behavior of an electron or an atom, we rarely call it complex, as quantum mechanics offers us the tools to describe them with remarkable accuracy. The demystification of crystals-highly regular networks of atoms and molecules-is one of the major success stories of twentieth-century physics, resulting in the development of the transistor and the discovery of superconductivity. Yet, we continue to struggle with systems for which the interaction map between the components is less ordered and rigid, hoping to give self-organization a chance.

It’s highly possible that before success comes, there may be some obstacles in your path. If your plans don’t work out see it as a temporary defeat, and not as a permanent failure. Come up with a new plan and try again. If the new plan doesn’t work out either, change it, adapt it until it works. This is the point at which most people give up: They lack patience and persistence in working out new plans! But watch out. Don’t confuse this with persistently pursuing a plan that doesn’t work! If something doesn’t work…change it! Persistence means persistence toward achieving your goal. When you encounter obstacles - have patience. When you experience setback - have patience. When things are not happening - have patience. Don’t throw your goal away at the first sign of misfortune or opposition. Think of Thomas Edison and his ten thousand attempts to make the light bulb. Fail towards success like he did! Persistence is a state of mind. Cultivate it. If you fall down, get up, shake off the dust, and keep on moving towards your goal.

Some beers, especially canned ones, taste exactly the same all the way through. The flavour you get when the beer first hits your tongue is the same as the one you get 'in the middle' of the sip, and in the 'finish'. In the case of many cheaply made beers it's likely that the flavour, such as it is, will die away completely by the time the finish should have arrived, and that the 'aftertaste' will be slightly unpleasant ... Structure is vital to a successful beer ... Complexity is vital to the satisfaction rating of a fine beer ... Typically, a complex beer will have not just various strands of flavour chiming in all at once, like a musical chord, but flavours that are introduced at one point of the tasting process and then recede ... Some beers come up with surprising new flavours that were not predicted in anything that's come before, and just occasionally produce something really wild and wacky ...The most important question to ask of a beer is 'Do I like this, and do I want some more?' There's precious little point ploughing on with a beer you just don't like, no matter how great its international status. But it's also important to attempt a little objectivity, and separate out the question 'Do I like this?' from the quite independent question, 'Does this beer achieve what it sets out to do - is it good at being what it wants to be?

Interestingly, Jockey’s first attempt to enter India wasn’t with the Genomals. It was with Associated Apparels in 1962. Through the 1960s, many foreign innerwear brands were launched in India. Associated Apparels introduced the then world-famous Maidenform bras (owned today by Hanes) and tied up with Jockey to launch Jockey underwear in 1962. The international brand, Lovable, entered India in 1966 through a licensing deal and became a huge success. Along with it entered the brand Daisy Dee, through a subsidiary of Lovable, followed by Feelings. In 1971, Maxwell Industries launched VIP-branded innerwear for men in the economy segment, catching the attention of the discerning public with an advertisement featuring a Bollywood actor. In 1973, however, Jockey decided to leave India after the Indian government used the Foreign Exchange Regulation Act (FERA) to force multinational companies to dilute their ownership in their Indian ventures to 40 per cent. After Jockey exited India, its competitors flourished. Associated Apparels continued to focus on mid-premium innerwear during the 1980s and was successful in establishing themselves as a dominant player in the mid-premium innerwear segment through Liberty (men) and Libertina (women). Maxwell Industries, during the 1980s, launched the brand, Frenchie, to cater to the mid-premium innerwear segment. In 1985, Rupa & Co. emerged in the innerwear market, offering products across categories, including men, women and kids, and became one of the biggest manufacturers and sellers of innerwear in India. The success of Rupa was followed by many other domestic brands in the 1980s and ’90s, including Amul, Lux Cozi and Dollar in the men’s category, while Neva, Bodycare, Softy, Lady Care, Little Lacy, Red Rose, Sonari, Feather Line, etc., were the key players in the lingerie market. Then came the liberalization of 1991. With the regulatory hurdles to enter India removed, Jockey decided to return to India. And this time, it chose the right partners.

1876, Alexander Graham Bell (inventor of the first successful telephone) attempted to sell his patent for the device to Western Union for $100,000. They rejected the offer, claiming the telephone simply “wasn’t capable of transmitting recognizable speech over several miles.” In 1880, the Stevens Institute of Technology publically proclaimed that Thomas Edison’s light bulb would never work. In 1901, Wilbur Wright thought it would be fifty years before we could make airplanes that would fly. It was only two years later in 1903 that he and his brother, Orville, had their first successful flight.

Mormonism's uniqueness is in the fact that it was the first really successful attempt to pass paganism off as Christianity;

SECRET OF SUCCESS Attempt difficult and boring tasks first. You will complete interesting tasks anyways.

Acquiring your starter Pokémon   As with every Pokémon game, you first need to acquire your starter Pokémon. Since Pokémon Go currently only features first generation Pokémon, meaning only the very first 150 Pokémon ever made are in the game, you may choose either Squirtle: a water type Pokémon, Bulbasaur: a grass type Pokémon, Charmander: a fire type Pokémon or Pikachu: an electric type Pokémon. Simply tap on one of the Pokémon to attempt to catch it.   However, you may notice Pikachu is not currently on your screen. If you want to start out with Pikachu as your first Pokémon, you will need a different approach. In order to encounter Pikachu, you must first walk away from the three available Pokémon three to five times without catching any. If you successfully decline to choose either of these Pokémon, you will eventually encounter Pikachu. When Pikachu shows up, simply tap the Pokémon to attempt to catch it.   Now this does not mean that Pikachu is a rare Pokémon and neither are Squirtle, Bulbasaur and Charmander. Unlike some other Pokémon games, you can catch each and every one of these Pokémon in the wild. Therefore, there is no huge advantage in choosing a certain Pokémon. Choose whichever Pokémon you like best!   When you tapped either Squirtle, Bulbasaur, Charmander or Pikachu, your camera will show you your surroundings with the Pokémon you chose in it for you to catch. On the bottom of the screen you will find a Poké Ball and the amount of available Poké Balls next to it. To use a Poké Ball, you will need to swipe the Poké Ball in the right direction to hit the Pokémon.

You now know how to obtain items, but there’s plenty of items in Pokémon Go and not only will you be much more efficient than other trainers if you know your way around with them, you’ll also waste much less time experimenting with them to find out about the correct use of items. We will look at all items individually, what they’re used for and how to obtain them as well as any additional information that may be useful. The first item we will look at are Poké Balls.   There’s currently four types of Poké Balls, listed here in ascending order of greatness to catch Pokémon: the Poké Ball, the Great Ball, the Ultra Ball and the Master Ball.   The Poké Ball is the very first Ball you will be getting your hands on, as you are given 50 Poké Balls upon registration. After this, you may buy more Poké Balls in the store, earn them for reaching a higher trainer level or find them at PokéStops. It is the weakest Ball, but also the most accessible Ball, as this type is the only type you can purchase in the Shop. Even though it may not be the most powerful Ball, you may still be able to catch quite some Pokémon with it.   It goes without saying that the Great Ball is far greater than the Poké Ball. You may first obtain a Great Ball for reaching level 12 with your trainer. You can then find Great Balls at Poké Stops and earn them for reaching higher trainer levels as well.   The Ultra Ball is the second greatest Ball in existence as of now. It will heavily increase the odds of catching a Pokémon, especially when attempting to catch a rather rare Pokémon. As with Great Balls, you cannot purchase them in the Shop. You will earn your first Ultra Balls for reaching level 20. After level 20, you will receive a batch for reaching even higher levels and can find them at PokéStops.   The Master Ball is by far the single most powerful Ball in the game currently. It catches any wild Pokémon with a whopping 100% success rate. Currently, it is unsure how a player can obtain a Master Ball. It is speculated that one Master Ball will be earned for reaching the maximum trainer level. Another theory suggests that Master Balls will only be made available at events.   Potions are used to heal your Pokémon when injured in battle. Your Pokémon may lose health while fighting in gym battles and eventually faint. A Pokémon can only faint while battling a hostile gym. If a Pokémon has fainted, it can no longer be healed with Potions. Unlike other items, Potions can only be obtained by visiting the Shop once you have reached level 5, but also when earning rewards for reaching higher levels. There are four types of Potions, listed here in ascending order of greatness: the Potion, the Super Potion, the Hyper Potion and the Max Potion.   A Potion can be obtained after level 5 and will restore up to 20 HP of an injured Pokémon.               A

Meanwhile, the residents of the 138,000 damaged buildings continued to swelter and suffer. Local Miamians, as well as citizens from Fort Lauderdale and West Palm Beach, attempted to drive bottled water, food, clothes, and other supplies into the stricken area. They were successful during the first few hours; but they were shut down by the end of the first day. The same bureaucrats who were giving mixed signals to Washington seemed to prefer organized suffering to disorganized relief.

I did it the hard way ( a poem) _________________________ Many of the big dreams I dreamt, I dreamt, when I met a failed attempt. Life taught me to believe that Great ideas can start from a wretched hut. Many of the strongest steps I took, I took, when I was given the fiercest look. My passion pokes me to understand That people’s mockeries, I can withstand. Many of the fastest speeds I gained, I gained when I was bitterly stained. I first thought the only way was to quit As I tried again, I no longer have guilt. Many of the bravest decisions I made, I made, when my life was about to fade. I was frustrated and ripe to sink. But then I strive to release the ink. Many of the longest journeys I started, I started, having no resource; money parted I relied on God my creator all dawn long And at dusk He gave me a new song. Many of the hardest questions I tackled, I tackled, when I was heckled. They were very troublesome to settle But I make it happen little by little Yet, it was not I, but the Lord Jesus The saviour who gives me success. In Him, through Him and by Him I have the liberty to do everything with vim. I don’t want to enjoy this liberty alone. You too must step out of your comfort zone. It’s not easy, but you can do it anyway. Jesus is the life, the truth and the way. ___________________________ Israelmore Ayivor

To conduct life like this is to become possessed by some ill-formed desire, and then to craft speech and action in a manner that appears likely, rationally, to bring about that end. Typical calculated ends might include “to impose my ideological beliefs,” “to prove that I am (or was) right,” “to appear competent,” “to ratchet myself up the dominance hierarchy,” “to avoid responsibility” (or its twin, “to garner credit for others’ actions”), “to be promoted,” “to attract the lion’s share of attention,” “to ensure that everyone likes me,” “to garner the benefits of martyrdom,” “to justify my cynicism,” “to rationalize my antisocial outlook,” “to minimize immediate conflict,” “to maintain my naïveté,” “to capitalize on my vulnerability,” “to always appear as the sainted one,” or (this one is particularly evil) “to ensure that it is always my unloved child’s fault.” These are all examples of what Sigmund Freud’s compatriot, the lesser-known Austrian psychologist Alfred Adler, called “life-lies.”149 Someone living a life-lie is attempting to manipulate reality with perception, thought and action, so that only some narrowly desired and pre-defined outcome is allowed to exist. A life lived in this manner is based, consciously or unconsciously, on two premises. The first is that current knowledge is sufficient to define what is good, unquestioningly, far into the future. The second is that reality would be unbearable if left to its own devices. The first presumption is philosophically unjustifiable. What you are currently aiming at might not be worth attaining, just as what you are currently doing might be an error. The second is even worse. It is valid only if reality is intrinsically intolerable and, simultaneously, something that can be successfully manipulated and distorted. Such speaking and thinking requires the arrogance and certainty that the English poet John Milton’s genius identified with Satan, God’s highest angel gone most spectacularly wrong. The faculty of rationality inclines dangerously to pride: all I know is all that needs to be known. Pride falls in love with its own creations, and tries to make them absolute.

all of its paths to reduce its losses—charging higher prices, paying its workers less—would destroy the advantages that it has built. So it sits there, widely regarded as one of the defining success stories of the Internet era, a unicorn unlike any other, with billions in losses and a plan to become profitable that involves vague promises to somehow monetize all its user data and a specific promise that its investment in a different new technology—the self-driving car, much ballyhooed but as yet not exactly real—will square the circle and make the math add up. That’s the story of Uber—so far. It isn’t a pure Instagram fantasy like the Fyre Festival or a naked fraud like Theranos; it managed to go public and maintain its outsize valuation, unlike its fellow money-losing unicorn WeWork, whose recent attempt at an IPO hurled it into crisis. But like them, it is, for now, an example of a major twenty-first-century company invented entirely out of surplus, less economically efficient so far than the rivals it is supposed to leapfrog, sustained by investors who believe its promises in defiance of the existing evidence, floated by the hope that with enough money and market share, you can will a profitable company into existence, and goldwashed by an “Internet company” identity that obscures the weakness of its real-world fundamentals. Maybe it won’t crash like the others; maybe the tens of billions in investor capital won’t be wasted; maybe we won’t be watching a documentary on its hubris five or ten years hence. But Uber’s trajectory to this point, the strange unreality of its extraordinary success, makes it a good place to begin a discussion of economic

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Hitler and Mussolini, by contrast, not only felt destined to rule but shared none of the purists’ qualms about competing in bourgeois elections. Both set out—with impressive tactical skill and by rather different routes, which they discovered by trial and error—to make themselves indispensable participants in the competition for political power within their nations. Becoming a successful political player inevitably involved losing followers as well as gaining them. Even the simple step of becoming a party could seem a betrayal to some purists of the first hour. When Mussolini decided to change his movement into a party late in 1921, some of his idealistic early followers saw this as a descent into the soiled arena of bourgeois parliamentarism. Being a party ranked talk above action, deals above principle, and competing interests above a united nation. Idealistic early fascists saw themselves as offering a new form of public life—an “antiparty”—capable of gathering the entire nation, in opposition to both parliamentary liberalism, with its encouragement of faction, and socialism, with its class struggle. José Antonio described the Falange Española as “a movement and not a party—indeed you could almost call it an anti-party . . . neither of the Right nor of the Left." Hitler’s NSDAP, to be sure, had called itself a party from the beginning, but its members, who knew it was not like the other parties, called it “the movement” (die Bewegung). Mostly fascists called their organizations movements or camps or bands or rassemblements or fasci: brotherhoods that did not pit one interest against others, but claimed to unite and energize the nation. Conflicts over what fascist movements should call themselves were relatively trivial. Far graver compromises and transformations were involved in the process of becoming a significant actor in a political arena. For that process involved teaming up with some of the very capitalist speculators and bourgeois party leaders whose rejection had been part of the early movements’ appeal. How the fascists managed to retain some of their antibourgeois rhetoric and a measure of “revolutionary” aura while forming practical political alliances with parts of the establishment constitutes one of the mysteries of their success. Becoming a successful contender in the political arena required more than clarifying priorities and knitting alliances. It meant offering a new political style that would attract voters who had concluded that “politics” had become dirty and futile. Posing as an “antipolitics” was often effective with people whose main political motivation was scorn for politics. In situations where existing parties were confined within class or confessional boundaries, like Marxist, smallholders’, or Christian parties, the fascists could appeal by promising to unite a people rather than divide it. Where existing parties were run by parliamentarians who thought mainly of their own careers, fascist parties could appeal to idealists by being “parties of engagement,” in which committed militants rather than careerist politicians set the tone. In situations where a single political clan had monopolized power for years, fascism could pose as the only nonsocialist path to renewal and fresh leadership. In such ways, fascists pioneered in the 1920s by creating the first European “catch-all” parties of “engagement,”17 readily distinguished from their tired, narrow rivals as much by the breadth of their social base as by the intense activism of their militants. Comparison acquires some bite at this point: only some societies experienced so severe a breakdown of existing systems that citizens began to look to outsiders for salvation. In many cases fascist establishment failed; in others it was never really attempted.

Jim Collins, in his bestselling book Good to Great, demonstrates through massive research and comprehensive analysis that when it comes to CEO succession, internal candidates dramatically outperform external candidates. The core reason is knowledge. Knowledge of technology, prior decisions, culture, personnel, and more tends to be far more difficult to acquire than the skills required to manage a larger organization. Collins does not, however, explain why internal candidates sometimes fail as well. I will attempt to do so here. I will focus the discussion on two core skills for running an organization: First, knowing what to do. Second, getting the company to do what you know. While being a great CEO requires both skills, most CEOs tend to be more comfortable with one or the other. I call managers who are happier setting the direction of the company Ones and those who more enjoy making the company perform at the highest level Twos.

It won’t be long now.” Such an odd old holy man, young Scytale thought. Even compared to the smells of disinfectant, medicine, and sickness, he’d always had an odd smell about him. Sounding compassionate, Yueh said, “There isn’t much we can do.” Gasping for air, old Scytale croaked out, “A Tleilaxu Master should not be so weak and decrepit. It is . . . unseemly.” His youthful counterpart tried again to trigger the flow of memories, to squeeze them into his brain by sheer force of will, as he had attempted to do countless times before. The essential past must be in there somewhere, buried deep. But he felt no tickle of possibilities, no glimmer of success. What if they are not there at all? What if something had gone terribly wrong? His pulse pounded as the panic began to rise. Not much time. Never enough time. He tried to cut off the thought. The body provided a wealth of cellular material. They could create more Scytale gholas, try again and again if necessary. But if his own memories had failed to resurface, why should an identical ghola have any better luck without the guidance of the original? I am the only one who knew the Master so intimately. He wanted to shake Yueh, demand to know how he had managed to remember his past. Tears were in full flow now, falling onto the old man’s hand, but Scytale knew they were inadequate. His father’s chest spasmed in an almost imperceptible death rattle. The life-support equipment hummed with more intensity, and the instrument readings fluctuated. “He’s slipped into a coma,” Yueh reported. The Rabbi nodded. Like an executioner announcing his plans, he said, “Too weak. He’s going to die now.” Scytale’s heart sank. “He has given up on me.” His father would never know if he succeeded now; he would perish wondering and worrying. The last great calamity in a long line of disasters that had befallen the Tleilaxu race. He gripped the old man’s hand. So cold, too cold. He felt the life ebbing. I have failed! As if felled by a stunner, Scytale dropped to his knees at the bedside. In his crashing despair, he knew with absolute certainly that he could never resurrect the recalcitrant memories. Not alone. Lost! Forever lost! Everything that comprised the great Tleilaxu race. He could not bear the magnitude of this disaster. The reality of his defeat sliced like shattered glass into his heart. Abruptly, the Tleilaxu youth felt something changing inside, followed by an explosion between his temples. He cried out from the excruciating pain. At first he thought he was dying himself, but instead of being swallowed in blackness, he felt new thoughts burning like wildfire across his consciousness. Memories streamed past in a blur, but Scytale locked onto each one, absorbing it again and reprocessing it into the synapses of his brain. The precious memories returned to where they had always belonged. His father’s death had opened the barriers. At last Scytale retrieved what he was supposed to know, the critical data bank of a Tleilaxu Master, all the ancient secrets of his race. Instilled with pride and a new sense of dignity, he rose to his feet. Wiping away warm tears, he looked down at the discarded copy of himself on the bed. It was nothing more than a withered husk. He no longer needed that old man.

taking in the wisteria, the lavender bush which hummed with visiting bumblebees, the little pond, the crocuses and tulips. She paused by the vegetable patch – my first, semi-successful attempt to grow my own food – and

McCracken’s “grow by 50 percent” is classic bad strategy. It is the kind of nonsense that passes for strategy in too many companies. First, he was setting a goal, not designing a way to deal with his company’s challenge. Second, growth is the outcome of a successful strategy, and attempts to engineer growth are exercises in magical thinking. In this case, the growth SGI engineered was accomplished by rolling up a number of other firms whose workstation strategies had also run out of steam.

A bird does not give up flying because it failed on its first attempt.

The First Crusade: 1096-1099: Jerusalem was recaptured from Muslim rulers in 1099. The Second Crusade: 1147-1149: Louis VII of France and Conrad III of Germany lead a campaign to capture the County of Edessa. The Third Crusade: 1189-1192: Lead by three European kings with the aim of recapturing Jerusalem, which was again under Muslim rule. The Fourth Crusade: 1202-1204: This represented another attempt at regaining the Holy City. However, it ended with the sacking of Constantinople. The Fifth Crusade:1217-1221: An attempt to succeed where the Fourth Crusade had failed, this campaign also ended in defeat. The Sixth Crusade: 1228-1229: A major success, this Crusade ended with the capture of Jerusalem, Nazareth and other cities. The Seventh Crusade: 1248-1254: Louis IX attempted to conquer Egypt and recapture parts of the Holy Land that had fallen outside of Christian rule. However, he failed as he had to return home to France when his mother died. The Eighth Crusade: 1270: This represented Louis’ second attempt. He began in Tunisia, but died shortly after arriving. His brother was left to ensure the army returned home to France. Prince Edward of England then launched his own campaign, but left to return home once he received news that his father had fallen ill.

When you attempt to change, if you’re part of the 92%, this happens: 1. You decide to change. 2. You are scared of the change, but determined to do it. 3. You start. 4. You hit a wall. 5. You stop your new action and fail to achieve change. This almost always happens at the beginning. You don’t really know what to do; you lack skills and/or knowledge. You are destined to struggle at first. After the first failure, your doubts awaken anxiousness. You try again, you fail again. Your doubts get stronger, your resolve weakens. You lose your enthusiasm for the change, and your efforts from this point are half-hearted. Half-hearted attempts have even less likelihood of succeeding, so you fail again and your negative attitude is reinforced. The problem is that you expected significant results too soon. That’s the curse of instant gratification at work. It’s completely unrealistic to expect a visible change in your body shape two weeks after starting a new diet. If it’s a balanced diet, not some Tic-Tac hardcore regime (only two calories), you can reasonably expect to lose maybe four pounds. Two is more realistic. Let’s say three on average. Even if you are a skinny fellow like me, three pounds is just 2% of your body weight. That loss will be almost invisible. That result may not seem enough for the effort you are making. Well, it is actually a great result. If you keep that pace, you would lose 78 pounds in a year. That’s visible even on obese people. However, you’ve set your internal evaluating mechanism to expect much more in a shorter time. You had the picture of your skinny bikini or 6-pack self in your mind, but all you see in the mirror is your same old flabby self. What is more, you’ll usually take intensive action when you begin something. You’re keen! You want results! You use this initial enthusiasm to apply massive effort. A very restrictive diet! A lot of exercises! It’s no wonder that after two weeks of such hard work you decide (at least subconsciously) that it’s not worth it. Do you see what’s happening?

Aeryn was confused. "On three," he said. "One, two, three." He let the scalpel slip from his fingers. As it fell, Aeryn did all she could to move her leg. She tried to tense the muscle, tried to pull away. When she felt the sting of the blade striking her skin, she knew she had failed. "At least now he’ll know that’s not me. No one would let themselves get stabbed," she thought. He sat across from Aeryn and shined a light in her eyes. He looked closely, then leaned back and removed the blade from her skin. He took out a suture kit and tied two small stitches. "I’m pleased to inform you that the transfer is complete," he said. "What?" Aeryn thought. "When will she be gone?" NIA asked. The doctor leaned back in his chair and ran his hands through his hair. As he did, Aeryn caught a glimpse of a flashing light behind his ear. She hadn’t known that he was augmented. "In time.  As your network continues to become stronger than hers, the mind will reject the old personality.  It took almost a year for the original Dr. Barnes to shut up. But luckily we now have a code that we can update you with to silence her." Aeryn felt panicked.  She wanted to claw her way out of her head, but she had no means to do so.  "I almost feel bad for her," NIA said.  "But she knew that she was handing over control of her body. She just didn’t realize it’d be permanent.  Maybe she didn’t care.  She gave me more and more control before she gave it completely. While she exercised, while she thought she was sleeping, while she was writing or relaxing. She was always retreating inside of herself. It was like she didn’t even want this body." "How is Aeryn 2.0 coming along?" "Copulation was easy at first.  With Aeryn’s loose instructions of ‘burn some calories’ I was able to take her body and use it for attempted reproduction.  So far, it has been a failure. The neglect of the body has made finding partners more difficult." Aeryn shuddered at the realization that the dreams weren’t dreams, they were repressed memories. "Well, you’d better start taking care of that body. It’s the only one you’ve got until you get it to reproduce.  I believe that it’ll be easier to appropriate a child’s mind, seeing as how their personalities are not fully formed yet." Aeryn felt sick at the idea.  As if stealing people’s bodies wasn’t enough, these artificial intelligences were going for immortality by passing themselves along to their host’s offspring. "I’m glad we’ve had another success," Dr. Barnes said. "And with such a quick turn around." "As I said, she was willing." Aeryn watched in disbelief as the two finished up.  She wondered how much time she had left and tried to imagine any situation that didn’t end in her death.  She couldn’t think of a way out.  She wanted to flinch as NIA shook the doctor’s hand, but couldn’t.  She loathed him for convincing her to get the technology, she hated NIA for tricking her, but mostly, she hated herself.  For as much as she didn’t want to admit it, her Assistant had a point. She had handed her life over to technology long before she received the implant. Now, she had lost herself to it.     *