Fitness Competitions Quotes

Comparison is the crush of conformity from one side and competition from the other—it’s trying to simultaneously fit in and stand out. Comparison says, “Be like everyone else, but better.

Most people, the minute they meet you, were sizing you up for some competition for resources. It was as if everyone lived in fear of a shipwreck, where only so many people would fit on the lifeboat, and they were constantly trying to stake out their property and identify dispensable people – people they could get rid of.... Everyone is trying to reassure themselves: I'm not going to get kicked off the boat, they are. They're always separating people into two groups, allies and dispensable people... The number of people who want to understand what you're like instead of trying to figure out whether you get to stay on the boat - it's really limited.

What is so unnerving about the candidacy of Sarah Palin is the degree to which she represents—and her supporters celebrate—the joyful marriage of confidence and ignorance . . . Ask yourself: how has "elitism" become a bad word in American politics? There is simply no other walk of life in which extraordinary talent and rigorous training are denigrated. We want elite pilots to fly our planes, elite troops to undertake our most critical missions, elite athletes to represent us in competition and elite scientists to devote the most productive years of their lives to curing our diseases. And yet, when it comes time to vest people with even greater responsibilities, we consider it a virtue to shun any and all standards of excellence. When it comes to choosing the people whose thoughts and actions will decide the fates of millions, then we suddenly want someone just like us, someone fit to have a beer with, someone down-to-earth—in fact, almost anyone, provided that he or she doesn't seem too intelligent or well educated.

We may encounter many defeats but we must not be defeated.

When trees grow together, nutrients and water can be optimally divided among them all so that each tree can grow into the best tree it can be. If you "help" individual trees by getting rid of their supposed competition, the remaining trees are bereft. They send messages out to their neighbors in vain, because nothing remains but stumps. Every tree now muddles along on its own, giving rise to great differences in productivity. Some individuals photosynthesize like mad until sugar positively bubbles along their trunk. As a result, they are fit and grow better, but they aren't particularly long-lived. This is because a tree can be only as strong as the forest that surrounds it. And there are now a lot of losers in the forest. Weaker members, who would once have been supported by the stronger ones, suddenly fall behind. Whether the reason for their decline is their location and lack of nutrients, a passing malaise, or genetic makeup, they now fall prey to insects and fungi. But isn't that how evolution works? you ask. The survival of the fittest? Their well-being depends on their community, and when the supposedly feeble trees disappear, the others lose as well. When that happens, the forest is no longer a single closed unit. Hot sun and swirling winds can now penetrate to the forest floor and disrupt the moist, cool climate. Even strong trees get sick a lot over the course of their lives. When this happens, they depend on their weaker neighbors for support. If they are no longer there, then all it takes is what would once have been a harmless insect attack to seal the fate even of giants.

Get up in the morning on a mission to save prospective clients from the shabby, ill-fitting, overpriced and worthless alternatives that those charlatans - who are your competition - are trying to get away with flogging them.

Childhood is a time for pretending and trying on maturity to see if it fits or hangs baggy, tastes good or bitter, smells nice or fills your lungs with smoke that makes you cough. It's sharing licks on the same sucker with your best friend before you discover germs. It's not knowing how much a house cost, and caring less. It's going to bed in the summer with dirty feet on clean sheets. It's thinking anyone over fifteen is 'ancient'. It's absorbing ideas, knowledge, and people like a giant sponge. Childhood is where 'competition' is a baseball game and 'responsibility' is a paper route.

Many amateurs believe that plants and animals reproduce on a one-way route toward perfection. Translating the idea in social terms, they believe that companies and organizations are, thanks to competition (and the discipline of the quarterly report), irreversibly heading toward betterment. The strongest will survive; the weakest will become extinct. As to investors and traders, they believe that by letting them compete, the best will prosper and the worst will go learn a new craft (like pumping gas or, sometimes, dentistry). Things are not as simple as that. We will ignore the basic misuse of Darwinian ideas in the fact that organizations do not reproduce like living members of nature—Darwinian ideas are about reproductive fitness, not about survival.

Most of us are continually engaged in some form of pursuit. We are seeking excellence within one or more areas in our lives, and that is the basis of our motivation. It is human nature to have a need to get ahead, need a little something more—it’s in our DNA. Although we may not be certain of what we need at any given moment, we know there’s something. It’s a competitive itch and desire to improve that never goes away.

Competition perverts true fitness, Hébert believed. It tempts you to cheat; to overdevelop some talents while ignoring others;

Remember: If you run more than 3 miles five times per week (or a combination totaling 15 miles per week), you are running for something other than fitness, such as competition or ego-building.

The lack of balance between the birth-rate of the "unfit" and the "fit," admittedly the greatest present menace to the civilization, can never be rectified by the inauguration of a cradle competition between these two classes. The example of the inferior classes, the fertility of the feeble-minded, the mentally defective, the poverty-stricken, should not be held up for emulation to the mentally and physically fit, and therefore less fertile, parents of the educated and well-to-do classes. On the contrary, the most urgent problem to-day is how to limit and discourage the over-fertility of the mentally and physically defective.

Most people, the minute they met you, were sizing you up for some competition for resources. It was as if everyone lived in fear of a shipwreck, where only so many people would fit on the lifeboat, and they were constantly trying to stake out their property and identify dispensable people—people they could get rid of.

There’s more that we need to be liberated from: maybe a system that prizes competition and ruthlessness and short-term thinking and rugged individualism, a system that serves environmental destruction and limitless consumption so well—that arrangement you can call capitalism. It embodies the worst of machismo while it destroys what’s best on Earth. More men fit into it better, but it doesn’t really serve any of us.

Being an American boy is a setup. We train boys to believe that the way to become a man is to objectify and conquer women, value wealth and power above all, and suppress any emotions other than competitiveness and rage. Then we are stunned when our boys become exactly what we have trained them to be. Our boys cannot follow our directions, but they are cheating and dying and killing as they try to. Everything that makes a boy human is a “real man’s” dirty secret. Our men are caged, too. The parts of themselves they must hide to fit into those cages are the slices of their humanity that our culture has labeled ‘feminine’—traits like mercy, tenderness, softness, quietness, kindness, humility, uncertainty, empathy, connection. We tell them, ‘Don’t be these things, because these are feminine things to be. Be anything but feminine.’ The problem is that the parts of themselves that our boys have been banished from are not feminine traits; they are human traits. There is no such thing as a feminine quality, because there is no such thing as masculinity or femininity. ‘Femininity’ is just a set of human characteristics a culture pours into a bucket and slaps with the label ‘feminine.’ Gender is not wild, it’s prescribed.

When we do it, it is for art. When they [animals] do it, it is for competition. Both may be true. What is disturbing and irrational is the decision to explain human behavior in spiritual terms of a sense of beauty, and animal behavior in mechanistic terms of demonstrating fitness. The object, yet again, seems to be to define humans as higher and unique.

When you are willing to do that which you despise to attain that which you desire, you will have achieved self-discipline. William G. Alston

The moment you introduce property rights into the equation, everything changes: the starfish organization turns into a spider. If you really want to centralize an organization, hand property rights to the catalyst and tell him to distribute resources as he sees fit. With power over property rights, the catalyst turns into a CEO and circles become competitive.

I want women to feel like we are not in competition with each other. We are on the same team. Something as small as a compliment to let another woman know she is on the right path or she is doing a great job can make all the difference. We can defend each other when we are being attacked or judged. We can hire other women and refer each other for jobs when the opportunity fits

[Lizzie Bennington to a reporter who has asked for her opinion about Jack Archer's celebrated thighs.] “When you come back from a set down and bring the match to a final set tiebreak and are a point away from winning the match, only to have what looks like an extremely fit player call a time out because of a cramp and then watch that player sit back and casually converse and laugh while you do your best to keep your mental focus and your body moving so you don’t grow cold and cramp yourself, I hardly think you’d concern yourself with his burgeoning manhood, let alone his thighs!

CrossFit firebreather eventually discovers: the chief competitive advantage in this sport is the ability to endure discomfort. The willingness to sacrifice comfort is what makes all the other gains possible.

It’s called post-traumatic stress disorder. It’s a bit controversial, they haven’t added it to the APA manual yet, but we’re seeing similar symptoms in your fellow vets. What you’re experiencing is a familiar response to trauma.” “I didn’t see combat.” “Frankie, you were a surgical nurse in the Central Highlands.” She nodded. “And you think you didn’t see combat?” “My … Rye … was a POW. Tortured. Kept in the dark for years. He’s fine.” Henry leaned forward. “War trauma isn’t a competitive sport. Nor is it one-size-fits-all. The POWs are a particular group, as well. They came home to a different world than you did. They were treated like the World

Many things in this period have been hard to bear, or hard to take seriously. My own profession went into a protracted swoon during the Reagan-Bush-Thatcher decade, and shows scant sign of recovering a critical faculty—or indeed any faculty whatever, unless it is one of induced enthusiasm for a plausible consensus President. (We shall see whether it counts as progress for the same parrots to learn a new word.) And my own cohort, the left, shared in the general dispiriting move towards apolitical, atonal postmodernism. Regarding something magnificent, like the long-overdue and still endangered South African revolution (a jagged fit in the supposedly smooth pattern of axiomatic progress), one could see that Ariadne’s thread had a robust reddish tinge, and that potential citizens had not all deconstructed themselves into Xhosa, Zulu, Cape Coloured or ‘Eurocentric’; had in other words resisted the sectarian lesson that the masters of apartheid tried to teach them. Elsewhere, though, it seemed all at once as if competitive solipsism was the signifier of the ‘radical’; a stress on the salience not even of the individual, but of the trait, and from that atomization into the lump of the category. Surely one thing to be learned from the lapsed totalitarian system was the unwholesome relationship between the cult of the masses and the adoration of the supreme personality. Yet introspective voyaging seemed to coexist with dull group-think wherever one peered about among the formerly ‘committed’. Traditionally then, or tediously as some will think, I saw no reason to discard the Orwellian standard in considering modern literature. While a sort of etiolation, tricked out as playfulness, had its way among the non-judgemental, much good work was still done by those who weighed words as if they meant what they said. Some authors, indeed, stood by their works as if they had composed them in solitude and out of conviction. Of these, an encouraging number spoke for the ironic against the literal mind; for the generously interpreted interest of all against the renewal of what Orwell termed the ‘smelly little orthodoxies’—tribe and Faith, monotheist and polytheist, being most conspicuous among these new/old disfigurements. In the course of making a film about the decaffeinated hedonism of modern Los Angeles, I visited the house where Thomas Mann, in another time of torment, wrote Dr Faustus. My German friends were filling the streets of Munich and Berlin to combat the recrudescence of the same old shit as I read: This old, folkish layer survives in us all, and to speak as I really think, I do. not consider religion the most adequate means of keeping it under lock and key. For that, literature alone avails, humanistic science, the ideal of the free and beautiful human being. [italics mine] The path to this concept of enlightenment is not to be found in the pursuit of self-pity, or of self-love. Of course to be merely a political animal is to miss Mann’s point; while, as ever, to be an apolitical animal is to leave fellow-citizens at the mercy of Ideolo’. For the sake of argument, then, one must never let a euphemism or a false consolation pass uncontested. The truth seldom lies, but when it does lie it lies somewhere in between.

The competitive advantage of an organization lies not so much in the solutions themselves—whether lean techniques, today’s profitable product, or any other—but in the ability of the organization to understand conditions and create fitting, smart solutions.

I have a fetish,” Kami claimed. “For scars,” she added, and Jared’s mouth quirked. His smile still looked incredulous, but in a different way. “Obviously my first choice would be Mr. Stearn, who was in World War II and is by all reports absolutely covered in scars. Hot, am I right? But alas, our love can never be.” “That’s tragic,” said Jared. “He’s like a hundred years old, I’d kill him with my enthusiasm,” said Kami. “I couldn’t live with myself. He’s a hero who fought for our country. You’ll have to do.” “I’m a little reassured,” Jared told her. He laughed, a slow, wonderful sound, warm as the line of his body against hers. “But I’m mostly appalled. I had no idea of the massive age range my competition apparently fits into. Anyone from the age of thirteen to a hundred?

I suggest a Money Market account with no penalties and full check-writing privileges for your emergency fund. We have a large emergency fund for our household in a mutual-fund company Money Market account. Wherever you get your mutual funds, look at the website to find Money Market accounts that pay interest equal to one-year CDs. I haven’t found bank Money Market accounts to be competitive. The FDIC does not insure the mutual-fund Money Market accounts, but I keep mine there anyway because I’ve never known one to fail. Keep in mind that the interest earned is not the main thing. The main thing is that the money is available to cover emergencies. Your wealth building is not going to happen in this account; that will come later, in other places. This account is more like insurance against rainy days than it is investing.

Sports are the intersection of mind and body, nature and culture, competition and mate choice, physical fitness and evolutionary fitness. Sports advertise general aspects of bodily health and condition that are shared by both sexes, not just specific sexual ornaments like beards and breasts.

Competition perverts true fitness, Hébert believed. It tempts you to cheat; to overdevelop some talents while ignoring others; to keep tips for yourself that could be useful to everyone. It’s a short cut; all you have to do is beat the other guy and you’re done, but the Natural Method is a never-ending challenge for self-improvement. Besides, competitive sports focus on rivalry and class divisions. The Natural Method was all about collaboration; every teacher was a student, every student was a teacher, bringing fresh ideas and new challenges. Raise the bar, but help the next guy over it

She transcends her sport, which is what any sport needs...And she does it while smiling the whole time. It's kind of a joke, but then again it's not, especially if you're a male pro trailing in her wake. To have this woman in the middle of such a suffer fest out there crushing people and smiling all the way...

I told him my theory. Most people, the minute they met you, were sizing you up for some competition for resources. It was as if everyone lived in fear of a shipwreck, where only so many people would fit on the lifeboat, and they were constantly trying to stake out their property and identify dispensable people—people they could get rid of.

The Captain and the Prince In this brand-new, never-before-published scene, Chaol and Dorian discuss the deadly competition that awaits in Throne of Glass. There’s a special assassin they’ve heard of, but no one knows if she’s fit for the grueling task—or if she’s even alive, for that matter. Their only option is to travel to the Salt Mines and find out

Membership in the State Youth becomes mandatory. The boys in Werner’s Kameradschaften are taught parade maneuvers and quizzed on fitness standards and required to run sixty meters in twelve seconds. Everything is glory and country and competition and sacrifice. Live faithfully, the boys sing as they troop past the edges of the colony. Fight bravely and die laughing.

I want women to feel like we are not in competition with each other. We are on the same team. Something as small as a compliment to let another woman know she is on the right path or she is doing a great job can make all the difference. We can defend each other when we are being attacked or judged. We can hire other women and refer each other for jobs when the opportunity fits

I believe that social media has become a treacherous platform for love interests. Before the Internet invaded our lives, I’m sure that each single person liked a lot of people at one time. Before falling into a committed relationship, there are steps taken to get there. Often, this involves talking to and even dating a few people at once. That’s logical. But with Facebook, your competition is suddenly splattered in your face. All I had to do was click onto Number 23’s profile and scan one after another wall post from ladies who may or may not be his mating potentials or mating pasts. I see their names and faces. When I click onto their photos, I open a Pandora’s box into their lives. I see their friends, professions, achievements, hobbies, and bodies. I evaluate, I compare, and when I’m insecure, I tear apart. I copy, paste, email, and text the images to my friends, so that they can assure me that I’m prettier, smarter, have bigger breasts, clearer skin, have something that would make him a fool to want her over me. Suddenly, I am stalking, letting fits of rage overcome me with violent hatred for these women who I’ve never met.

Whenever there is a conflict of interest (or a potential conflict of interest) between two animals making their own decisions to maximize their own fitness, then an evolutionary game is in play. Each individual is trying to outmaneuver the other, or perhaps cooperate with the other, but for selfish reasons. In the log run, the best gaming strategy is the one that is likely to evolve.

I love the way the Italians park. You turn any street corner in Rome and it looks as if you’ve just missed a parking competition for blind people. Cars are pointed in every direction, half on the sidewalks and half off, facing in, facing sideways, blocking garages and side streets and phone booths, fitted into spaces so tight that the only possible way out would be through the sun roof.

Porter noted that powerful and sustainable competitive advantage is unlikely to arise from any one capability (e.g., having the best sales force in the industry or the best technology in the industry), but rather from a set of capabilities that both fit with one another (i.e., that don’t conflict with one another) and actually reinforce one another (i.e., that make each other stronger than they would be alone).

The unified field theory that best fits the currently known facts is what I call the “theory of competitive control.” This is the notion that nonstate armed groups, of many kinds, draw their strength and freedom of action primarily from their ability to manipulate and mobilize populations, and that they do this using a spectrum of methods from coercion to persuasion, by creating a normative system that makes people feel safe through the predictability and order that it generates.

He had many formal qualifications. He was rated expert on all small arms. He had won an inter-service thousand-yard rifle competition with a record score. Anecdotally his fitness reports rated him well above average in the classroom, excellent in the field, fluently bilingual in English and French, passable in Spanish, outstanding on all man-portable weaponry, and beyond outstanding at hand-to-hand combat. Susan knew what that last rating meant. Like having a running chain saw thrown at you.

If a society characterized by universal competition for power over others is to remain, for even the shortest length of time, a going society--and that is what Hobbes's model is--it must be one in which there are legal, peaceful ways by which men can transfer some of the powers of others to themselves, and in which everyone is constantly peacefully engaged in seeking to get or resist this transfer. It has been demonstrated elsewhere that the capitalist market model is the only one that fits these requirements.

Strategy involves creating “fit” among a company’s activities. Fit has to do with the ways a company’s activities interact and reinforce one another. For example, Vanguard Group aligns all of its activities with a low-cost strategy; it distributes funds directly to consumers and minimizes portfolio turnover. Fit drives both competitive advantage and sustainability: when activities mutually reinforce each other, competitors can’t easily imitate them. When Continental Lite tried to match a few of Southwest Airlines’ activities, but not the whole interlocking system, the results were disastrous.

To make good choices, you need to make sense of the complexity of your environment. The strategy logic flow can point you to the key areas of analysis necessary to generate sustainable competitive advantage. First, look to understand the industry in which you play (or will play), its distinct segments and their relative attractiveness. Without this step, it is all too easy to assume that your map of the world is the only possible map, that the world is unchanging, and that no better possibilities exist. Next, turn to customers. What do channel and end consumers truly want, need, and value-and how do those needs fit with your current or potential offerings? To answer this question, you will have to dig deep-engaging in joint value creation with channel partners and seeking a new understanding of end consumers. After customers, the lens turns inward: what are your capabilities and costs relative to the competition? Can you be a differentiator or a cost leader? If not, you will need to rethink your choices. Finally, consider competition; what will your competitors do in the face of your actions? Throughout the thinking process, be open to recasting previous analyses in light of what you learn in a subsequent box. The basic direction of the process is from left to right, but it also has interdependencies that require a more flexible path through it.

the only thing the hero knows about the girl is that she is beautiful. He shows no interest in her intellect or personality—or even her sexuality. The man is either a ruler or has the magic power to awaken her, and all she can do is hope that her physical appearance fits the specifications better than the other girls. In the original Cinderella story, the stepsisters actually cut off parts of their feet to try to fit into the glass slipper. Maybe this marks the origins of the first cosmetic surgery. Besides romanticizing Cinderella’s misery, the story also gives the message that women’s relationships with each other are full of bitter competition and animosity. The adult voice of womanly wisdom in the story, the stepmother, advises all her girls to frantically do whatever it takes to please the prince. This includes groveling, cutting off parts of themselves, and staying powerless. I was heartsick to watch Disney’s “The Little Mermaid” with my three-year-old daughter. The little mermaid agrees to give up her voice for a chance to go up on the “surface” and convince her nobleman to marry her. She is told by her local matron sea witch that she doesn’t need a voice—she needs only to look cute and get him to kiss her. And in the story, it works. These are the means to her one and only end: to buy a rich and respected guy. Women are taught to only listen to an outside patriarchal authority. No wonder there is so much self-doubt and confusion when faced with the question, “What do you want out of your life?” This question alone can be enough to trigger an episode of depression. It often triggers a game of Ping-Pong in a woman’s head. Her imagination throws up a possibility and then her pessimistic shotgun mind shoots it down. The dialog may look something like this: “Maybe I want to go back to school.... No, that would be selfish of me because the kids need me…. Maybe I’ll start a business.... No I hate all that dogeat-dog competition…. Maybe I’ll look for a love relationship…. No, I am not sure I am healed ye….” and on it goes.

No one in their right mind would argue that passion and perseverance are unimportant, or that a bad day is a cue to quit. But the idea that a change of interest, or a recalibration of focus, is an imperfection and competitive disadvantage leads to a simple, one-size-fits-all Tiger story: pick and stick, as soon as possible. Responding to lived experience with a change of direction, like Van Gogh did habitually, like West Point graduates have been doing since the dawn of the knowledge economy, is less tidy but no less important. It involves a particular behavior that improves your chances of finding the best match, but that at first blush sounds like a terrible life strategy: short-term planning.

The Never Unfriended Promise I promise I will never unfriend you. Not with the swipe of my finger, not with the roll of my eyes, not with a mean word said behind your back, or a circle too small to pull up one more chair. I choose to like you. I choose to choose you. To include you. To invite you. Even on the days we hit road bumps. I don’t want another friendship break up. I want a friendship that won’t give up. So, I give you my too-loud laughter and my awkward tears. I give you my sofa for the days you just can’t even. And the nights you need a safe place to feel heard without saying a word. Let there be coffee and long conversations. Let there be messy, ordinary Tuesdays where neither of us is embarrassed by our dust bunnies. I won't try to force our friendship into jeans that won't fit. I won't treat you like a quick fix. I will like you just the way you are. Because I believe in guilt-free friendship. And on the days we’re tangled up in our own insecurities let’s agree to give each other the gift of the benefit of the doubt. Wrapped up with the giant bow of believing the best about each other, even when we don’t feel like it. I'm sure I won't always get it right. But I'll keep showing up. With encouragement instead of competition. With Kleenex, big news or sad news on the bad hair days and the Mondays and all the in between days with their ordinary news too. Friendship on purpose. Here's to me and you.

To extend the digital metaphor, both rivals must also reconsider the fitness of their apps for the twenty-first century. In his book Civilization, Niall Ferguson identifies six 'killer apps' - ideas and institutions that drove the extraordinary divergence in prosperity between the West and the rest of the world after 1500. These are competition, the scientific revolution, property rights, modern medicine, consumer society, and work ethic. While noting China's great reconvergence with the West since 1970, Niall wonders if China can sustain its progress without killer app number three: secure private property rights. I worry that the American work ethic has lapsed into mediocrity, while its consumer society has become decadent.

God the protector fits a world of bare survival, full of physical threats and danger. God the almighty fits a world of power struggles and ambition, where fierce competition rules. A God of peace fits a world of inner solitude where reflection and contemplation are possible. God the redeemer fits a world where personal growth is encouraged and insights prove fruitful. God the creator fits a world that is constantly renewing itself, where innovation and discovery are valued. A God of miracles fits a world that contains prophets and seers, where spiritual vision is nurtured. A God of pure being—“I Am”—fits a world that transcends all boundaries, a world of infinite possibilities. The wonder is that the human nervous system can operate on so many planes.

But it was in the life-saving competition that Stanley Judkins's conduct was most blameable and had the most far-reaching effects. The practice, as you know, was to throw a selected lower boy, of suitable dimensions, fully dressed, with his hands and feet tied together, into the deepest part of Cuckoo Weir, and to time the Scout whose turn it was to rescue him. On every occasion when he was entered for this competition Stanley Judkins was seized, at the critical moment, with a severe fit of cramp, which caused him to roll on the ground and utter alarming cries. This naturally distracted the attention of those present from the boy in the water, and had it not been for the presence of Arthur Wilcox the death-roll would have been a heavy one. As it was, the Lower Master found it necessary to take a firm line and say that the competition must be discontinued. It was in vain that Mr. Beasley Robinson represented to him that in five competitions only four lower boys had actually succumbed. The Lower Master said that he would be the last to interfere in any way with the work of the Scouts; but that three of these boys had been valued members of his choir, and both he and Dr. Ley felt that the inconvenience caused by the losses outweighed the advantages of the competitions. Besides, the correspondence with the parents of these boys had become annoying, and even distressing: they were no longer satisfied with the printed form which he was in the habit of sending out, and more than one of them had actually visited Eton and taken up much of his valuable time with complaints. So the life-saving competition is now a thing of the past.

I had a hardwiring to understand people, what makes us different and what makes us the same. But after that happened, I’ve been searching for answers to make sense of it all. As I aged, I saw how I would morph into identities to fit in with my surroundings and what people around me expected of me. Every time I learned something new or something I deeply resonated with, it became my belief and that belief formed patterns of beliefs. How we view who we are, the way we think about ourselves and the way the world views us makes up parts of our identity. Think about your life – how are you different than you were 10 years ago, or 10 days ago? Here’s an example. Our taught history was based on Darwin’s Theory from 1859, where we live in a world full of competition, conflicts, struggle and scarcity. His theory has been programmed deep in our subconscious, and that we are divided from birth and separate from the world around us.

In comparison to those other forms of 'screwing the nine to five' - worker organizing, legislation, and mutual aid - the allure of the productivity gospel is supposed to be that you don't need anyone but yourself to achieve freedom. The problem is that, according to this plan, more freedom requires ever more (self-)mastery, ever-bettering playing of your cards. Increasingly unable to control any of her surrounding circumstances, the consumer of this kind of self-help risks turning on herself with displaced intensity, surveilling herself with spreadsheets and averages, docking points , and meting out punishment in a secularized space of 'confession and rebuke'. This approach perfectly fits the neoliberal worldview of total competition. Not only will you not find help among others, but everyone else becomes your opponent while you jealously guard and 'supercharge' the time you possess. Whether you wring enough value out of it is on you.

Yesterday while I was on the side of the mat next to some wrestlers who were warming up for their next match, I found myself standing side by side next to an extraordinary wrestler. He was warming up and he had that look of desperation on his face that wrestlers get when their match is about to start and their coach is across the gym coaching on another mat in a match that is already in progress. “Hey do you have a coach.” I asked him. “He's not here right now.” He quietly answered me ready to take on the task of wrestling his opponent alone. “Would you mind if I coached you?” His face tilted up at me with a slight smile and said. “That would be great.” Through the sounds of whistles and yelling fans I heard him ask me what my name was. “My name is John.” I replied. “Hi John, I am Nishan” he said while extending his hand for a handshake. He paused for a second and then he said to me: “John I am going to lose this match”. He said that as if he was preparing me so I wouldn’t get hurt when my coaching skills didn’t work magic with him today. I just said, “Nishan - No score of a match will ever make you a winner. You are already a winner by stepping onto that mat.” With that he just smiled and slowly ran on to the mat, ready for battle, but half knowing what the probable outcome would be. When you first see Nishan you will notice that his legs are frail - very frail. So frail that they have to be supported by custom made, form fitted braces to help support and straighten his limbs. Braces that I recognize all to well. Some would say Nishan has a handicap. I say that he has a gift. To me the word handicap is a word that describes what one “can’t do”. That doesn’t describe Nishan. Nishan is doing. The word “gift” is a word that describes something of value that you give to others. And without knowing it, Nishan is giving us all a gift. I believe Nishan’s gift is inspiration. The ability to look the odds in the eye and say “You don’t pertain to me.” The ability to keep moving forward. Perseverance. A “Whatever it takes” attitude. As he predicted, the outcome of his match wasn’t great. That is, if the only thing you judge a wrestling match by is the actual score. Nishan tried as hard as he could, but he couldn’t overcome the twenty-six pound weight difference that he was giving up to his opponent on this day in order to compete. You see, Nishan weighs only 80 pounds and the lowest weight class in this tournament was 106. Nishan knew he was spotting his opponent 26 pounds going into every match on this day. He wrestled anyway. I never did get the chance to ask him why he wrestles, but if I had to guess I would say, after watching him all day long, that Nishan wrestles for the same reasons that we all wrestle for. We wrestle to feel alive, to push ourselves to our mental, physical and emotional limits - levels we never knew we could reach. We wrestle to learn to use 100% of what we have today in hopes that our maximum today will be our minimum tomorrow. We wrestle to measure where we started from, to know where we are now, and to plan on getting where we want to be in the future. We wrestle to look the seemingly insurmountable opponent right in the eye and say, “Bring it on. - I can take whatever you can dish out.” Sometimes life is your opponent and just showing up is a victory. You don't need to score more points than your opponent in order to accomplish that. No Nishan didn’t score more points than any of his opponents on this day, that would have been nice, but I don’t believe that was the most important thing to Nishan. Without knowing for sure - the most important thing to him on this day was to walk with pride like a wrestler up to a thirty two foot circle, have all eyes from the crowd on him, to watch him compete one on one against his opponent - giving it all that he had. That is what competition is all about. Most of the times in wrestlin

We have been removed from the environment within which we evolved and with which we are uniquely designed to interact. Now we interact and coevolve with only the grosser, more monolithic, human-made commercial forms which remain available within our new laboratory-space station. Because we live inside the new environment, we are not aware that any tradeoff has been made. We have had to sacrifice the billions of small, detailed, multispectral experiences—emotional, physical, instinctive, sensual, intuitive and mental—that were appropriate and necessary for humans interacting with natural environments. Like the Micronesian islander in Chapter Four trapped between two modes of experience, we have found that functioning on an earlier multidimensional level has become not only useless but counterproductive. If we remained so attuned to the varieties of snowflakes that we could find fifty-six varieties as the Eskimo can; or to dreams so that we could find hundreds of distinct patterns as the Senoi Indians can; or to the minute altitude strata, inch by inch above the ground, occupied by entirely different species of flying insects as the California Indians once could; all this sensitivity would cripple any attempt to get along in the modern world. None of it would get us jobs, which gets us money, which in turn gets us food, housing, transportation, products, or entertainment, which are the fulfillments presently available in our new world. We have had to re-create ourselves to fit. We have had to reshape our very personalities to be competitive, aggressive, mentally fast, charming and manipulative. These qualities succeed in today’s world and offer survival and some measure of satisfaction within the cycle of work-consume, work-consume, work-consume. As for any dormant anxieties or unreconstructed internal wilderness, these may be smoothed over by compulsive working, compulsive eating, compulsive buying, compulsive sex, and then our brands of soma: alcohol, Librium, Valium, Thorazine, marijuana and television.

Let us suppose that this ounce of mud is left in perfect rest, and that its elements gather together, like to like, so that their atoms may get into the closest relations possible. Let the clay begin. Ridding itself of all foreign substance, it gradually becomes a white earth, already very beautiful; and fit, with help of congealing fire, to be made into finest porcelain, and painted on, and be kept in kings’ palaces. But such artificial consistence is not its best. Leave it still quiet to follow its own instinct of unity, and it becomes not only white, but clear; not only clear, but hard; not only clear and hard, but so set that it can deal with light in a wonderful way, and gather out of it the loveliest blue rays only, refusing the rest. We call it then a sapphire. Such being the consummation of the clay, we give similar permission of quiet to the sand. It also becomes, first, a white earth, then proceeds to grow clear and hard, and at last arranges itself in mysterious, infinitely fine, parallel lines, which have the power of reflecting not merely the blue rays, but the blue, green, purple, and red rays in the greatest beauty in which they can be seen through any hard material whatsoever. We call it then an opal. In next order the soot sets to work; it cannot make itself white at first, but instead of being discouraged, tries harder and harder, and comes out clear at last, and the hardest thing in the world; and for the blackness that it had, obtains in exchange the power of reflecting all the rays of the sun at once in the vividest blaze that any solid thing can shoot. We call it then a diamond. Last of all the water purifies or unites itself, contented enough if it only reach the form of a dew-drop; but if we insist on its proceeding to a more perfect consistence, it crystallizes into the shape of a star. And for the ounce of slime which we had by political economy of competition, we have by political economy of co-operation, a sapphire, an opal, and a diamond, set in the midst of a star of snow.

I've defined myself, privately and abstractly, by my brief, intense years as an athlete, a swimmer. I practiced five or six hours a day, six days a week, eating and sleeping as much as possible in between. Weekends were spent either training or competing. I wasn't the best; I was relatively fast. I trained, ate, traveled, and showered with the best in the country, but wasn't the best; I was pretty good. I liked how hard swimming at that level was- that I could do something difficult and unusual. Liked knowing my discipline would be recognized, respected, that I might not be able to say the right things or fit in, but I could do something well. I wanted to believe that I was talented; being fast was proof. Though I loved racing, the idea of fastest, of number one, of the Olympics, didn't motivate me. I still dream of practice, of races, coaches and blurry competitors. I'm drawn to swimming pools, all swimming pools, no matter how small or murky. When I swim now, I step into the water as though absentmindedly touching a scar. My recreational laps are phantoms of my competitive races

My general philosophy regarding endurance contains four key points: 1. Build a great aerobic base. This essential physical and metabolic foundation helps accomplish several important tasks: it prevents injury and maintains a balanced physical body; it increases fat burning for improved stamina, weight loss, and sustained energy; and it improves overall health in the immune and hormonal systems, the intestines and liver, and throughout the body. 2. Eat well. Specific foods influence the developing aerobic system, especially the foods consumed in the course of a typical day. Overall, diet can significantly influence your body’s physical, chemical, and mental state of fitness and health. 3. Reduce stress. Training and competition, combined with other lifestyle factors, can be stressful and adversely affect performance, cause injuries, and even lead to poor nutrition because they can disrupt the normal digestion and absorption of nutrients. 4. Improve brain function. The brain and entire nervous system control virtually all athletic activity, and a healthier brain produces a better athlete. Improved brain function occurs from eating well, controlling stress, and through sensory stimulation, which includes proper training and optimal breathing.

I’ve had the best time! The spirit here is incredible. It’s competitive, to be sure, but everyone supports each other. I was getting advice from men I was about to go against right up to the very moment the competitions began.” “That’s wonderful,” Joanna said and handed him a mug of lemonade. “You look absolutely awful.” “I showered,” he replied, a bit defensively. “She means the bruises,” Kassandra said. She thought “awful” was going too far, for the truth was, he looked magnificent. He was a bit battered, however, as was to be expected. All the competitors were the same. “These are nothing,” he insisted, gesturing to the livid black-and-blue splotches with which he was adorned, and with the enthusiasm of a boy, added, “I won two silver bracelets. Here.” He handed one to each of them and beamed as they put them on. “Thank you,” Joanna said sweetly and leaned over to kiss his cheek. Kassandra stared at the bracelet, turning it round and round her wrist. In her quarters, there were chests fitted with silk-lined drawers that held precious jewels given to her because she was a princess. She wore them on occasion and enjoyed them. But never had she received anything so lovely as that simple silver bracelet won by sweat and skill in the Games. “It’s very nice,” she said, and felt his gaze even as she refused to meet it.

When we left, we were told it would be another month before the winner was announced. Then I felt really discouraged. Friends were telling me that my injuries and my fitness level guaranteed me the cover. I felt the opposite. I didn’t feel I was as fit as the others and I felt like the war was too controversial a topic for the magazine to want to feature a wounded veteran. I had completely talked myself out of even the slightest possibility of winning by the time I was back on a plane to New York a month later to find out the results. My family didn’t believe that I didn’t know already. They thought I’d been told and kept asking me about it. But I really didn’t know. The winner was being announced live on NBC’s Today show. I had made my peace with not winning and Jamie and I were just excited to go to New York and be on Today. We had a layover in Charlotte, North Carolina, and when we landed there I had a voice mail from my friend Billy. His message: “I thought we had to wait to see who won? It’s already out!” I clicked onto my Facebook app and saw that Billy had posted a picture of him and some of his buddies at a truck stop in Kentucky posing with a Men’s Health magazine--and I was on the cover! I was shocked. But even then I was convinced this wasn’t real. Maybe the editors had decided to give the cover to all three of us and we each had a different region of the country. It felt incredible to see myself on the cover of that magazine but I just wasn’t convinced I was the outright winner. Jamie and I got to our hotel room late. I called my contact at Men’s Health, Nora, and said, “I’ve already seen the magazine.” There was a beat on the other end of the line before she flatly said, “We’ll talk about it in the morning.” So Jamie and I went to bed. The next morning we met up with Finny and Kavan and headed over to 30 Rockefeller Plaza for the Today show. I didn’t say a word about what I’d seen. When we arrived, Nora was at the door. I waited for the others to go in before I said to her, “So we’re not going to talk about what we’re not going to talk about?” I was smirking a little but quickly wiped the grin off my face when I saw the look on Nora’s. “You’re not the only person in this competition, Noah. Not everyone knows.” Roger that. I wouldn’t say another word.

Then, decades later, in the 1970s, a hard-assed U.S. swim coach named James Counsilman rediscovered it. Counsilman was notorious for his “hurt, pain, and agony”–based training techniques, and hypoventilation fit right in. Competitive swimmers usually take two or three strokes before they flip their heads to the side and inhale. Counsilman trained his team to hold their breath for as many as nine strokes. He believed that, over time, the swimmers would utilize oxygen more efficiently and swim faster. In a sense, it was Buteyko’s Voluntary Elimination of Deep Breathing and Zátopek hypoventilation—underwater. Counsilman used it to train the U.S. Men’s Swimming team for the Montreal Olympics. They won 13 gold medals, 14 silver, and 7 bronze, and they set world records in 11 events. It was the greatest performance by a U.S. Olympic swim team in history. Hypoventilation training fell back into obscurity after several studies in the 1980s and 1990s argued that it had little to no impact on performance and endurance. Whatever these athletes were gaining, the researchers reported, must have been based on a strong placebo effect. In the early 2000s, Dr. Xavier Woorons, a French physiologist at Paris 13 University, found a flaw in these studies. The scientists critical of the technique had measured it all wrong. They’d been looking at athletes holding their breath with full lungs, and all that extra air in the lungs made it difficult for the athletes to enter into a deep state of hypoventilation. Woorons repeated the tests, but this time subjects practiced the half-full technique, which is how Buteyko trained his patients, and likely how Counsilman trained his swimmers. Breathing less offered huge benefits. If athletes kept at it for several weeks, their muscles adapted to tolerate more lactate accumulation, which allowed their bodies to pull more energy during states of heavy anaerobic stress, and, as a result, train harder and longer. Other reports showed hypoventilation training provided a boost in red blood cells, allowing athletes to carry more oxygen and produce more energy with each breath. Breathing way less delivered the benefits of high-altitude training at 6,500 feet, but it could be used at sea level, or anywhere. Over the years, this style of breath restriction has been given many names—hypoventilation, hypoxic training, Buteyko technique, and the pointlessly technical “normobaric hypoxia training.” The outcomes were the same: a profound boost in performance.* Not just for elite athletes, but for everyone. Just a few weeks of the training significantly increased endurance, reduced more “trunk fat,” improved cardiovascular function, and boosted muscle mass compared to normal-breathing exercise. This list goes on. The takeaway is that hypoventilation works. It helps train the body to do more with less. But that doesn’t mean it’s pleasant.

Differentiating Yourself  Pursuing a differentiation strategy has merit over pursuing a low-cost strategy. Focusing and sharpening your strengths is a major step in developing competitive advantage—the thing that you can do better than anyone else.  The first step is to take stock of your resources and capabilities and assess whether they match your intentions. Do you have what is called “strategic fit”? Aligning your resources and capabilities with your intentions puts you in the best position for crafting and executing a successful strategy.  To help you achieve this, develop a personal USP, a one-sentence description of what you offer people that few others can match. Now do the same for a trusted friend and exchange the results. This is sometimes the best way of taking your personal skills inventory.

IKEA’s adroit coordination of policies is a more integrated design than anyone else’s in the furniture business. Traditional furniture retailers do not carry large inventory, traditional manufacturers do not have their own stores, normal retailers do not specify their own designs or use catalogs rather than salespeople, and so on. Because IKEA’s many policies are different from the norm and because they fit together in a coherent design, IKEA’s system has a chain-link logic. That means that adopting only one of these policies does no good—it adds expense to the competitor’s business without providing any real competition to IKEA. Minor adjustments just won’t do—to compete effectively with IKEA, an existing rival would have to virtually start fresh and, in effect, compete with its own existing business. No one did. Today, more than fifty years after IKEA pioneered its new strategy in the furniture industry, no one has really replicated it.

Fortunately, Google found product/ market fit by refining Overture’s advertising auction model. Google’s AdWords product was so much better at monetizing search through its self-service, relevance-driven, auction system that by the time those competitors managed to play catch-up, Google had amassed the financial resources that allowed it to invest whatever was necessary to maintain product superiority. Google doesn’t always get product/ market fit right (and if it had run out of money before hitting upon AdWords, the search business might have died before ever achieving that fit). This is a reflection of its very intentional product management philosophy, which relies on bottom-up innovation and a high tolerance for failure. When it works, as in Gmail, which was a bottom-up project launched by Paul Buchheit, it can produce killer products. But when it fails, it results in killed products, as demonstrated by projects like Buzz, Wave, and Glass. To overcome this risk of failure, Google relies on both its financial strength (which comes from its high gross margins, among other things) and a willingness to decisively cut its losses. For example, when Google bought YouTube (which had clearly achieved product/ market fit), it was willing to abandon its own Google Video service, even though it had invested heavily in that product. Other massively successful companies take a very different approach. In contrast to Google, where new ideas can come from anywhere in the company and there are always many parallel projects going on at the same time, Apple takes a top-down approach that puts more wood behind fewer arrows. Apple keeps its product lines small and tends to work on a single major product at a time. One philosophy isn’t necessarily better than the other; the important thing is simply to find that product/ market fit quickly, before your competition does.

For example, in 2015, Payal Kadakia, the founder of ClassPass (a monthly subscription service for fitness classes) decided that she needed to double the size of her staff in just three months so that ClassPass would be able expand into more cities. To achieve this kind of speed, Kadakia and her team abandoned traditional hiring processes and followed two simple rules. First, they hired people from their personal networks, with an emphasis on “branded” talent. For example, if an employee had a friend, and that friend worked for the management consulting firm Bain & Company, that friend got hired because ClassPass could assume that the person was smart and would get along with people. Second, some of the time saved by not interviewing for skills allowed the team to interview for alignment with the company’s mission. Crazy? Perhaps. But ClassPass was in a crowded, emerging market, and being able to hire faster than the competition helped it maintain and increase its leadership position. Blitzscaling also requires a strong focus on risk management. While blitzscaling requires risk taking, it doesn’t require unnecessary risk taking. Indeed, the higher level of risk associated with blitzscaling makes risk management even more valuable and important. As Yahoo! cofounder Jerry Yang told us in an interview for Reid’s Masters of Scale podcast, “All bold strategies have a risk. If you don’t see it, you’re flying risk-blind.

Instead of 'I'm the king of the world if I win, and a failure if I lose,' and the crushing pressure that entails, the spiritually rewired athlete's internal logic is this: I'm a child of God; that's my primary identity. God loves me regardless of what happens in this competition. God has given me these talents, these amazing gifts, and it's my responsibility to use them as best I can, to perform and succeed to the utmost of my ability. But it's not for personal glory, or to feed my towering ego. Rather, every burst of speed and power is a testament to higher power whose love transcends any kind of earthly success. The competitive results are not part of that higher reality. But the effort is.

Intuition is the result of nonconscious pattern recognition,” Dane tells me. However, his research shows that, while logging hours of practice helps us see patterns subconsciously, we can often do just as well by deliberately looking for them. In many fields, such pattern hunting and deliberate analysis can yield results just as in the basketball example—high accuracy on the first try. And that’s where, like the dues-paying presidents or overly patient programmers, what we take for granted often gets in the way of our own success. Deliberate pattern spotting can compensate for experience. But we often don’t even give it a shot. This explains how so many inexperienced companies and entrepreneurs beat the norm and build businesses that disrupt established players. Through deliberate analysis, the little guy can spot waves better than the big company that relies on experience and instinct once it’s at the top. And a wave can take an amateur farther faster than an expert can swim. It also explains why the world’s best surfers arrive at the beach hours before a competition and stare at the ocean. After years of practice, a surfer can “feel” the ocean, and intuitively find waves. But the best surfers, the ones who win championships, are tireless students of the sea. O’Connell says, “One of the main things that you do when you learn to compete is learn how to pick out conditions. Know that the tide is getting higher. Counting waves, how many waves come into a particular area that fit your eye that you want to ride.

The problem of the Unemployable is not created by the fixing of a National Minimum by law. The Unemployable we have always with us. With regards to certain sections of the population, this unemployment is not a mark of social disease, but of social health… If we desire to reduce these Unemployable to a minimum, it is necessary … to pursue a twofold policy. We must … arrange our social organisation in such a way that the smallest possible amount of such degeneracy, whether physical or mental is produced… [Referring to the ‘Unemployables’] These physical and moral weaklings and degenerates must somehow be maintained at the expense of other persons. They may be provided for from their own property or savings, by charity of from public funds, with or without being set to work in whatever ways are within their capacity. But of all ways of dealing with these unfortunate parasites the most ruinous to the community is to allow them unrestrainedly to compete as wage-earners for situations in the industrial organisation. For this at once prevents competition from resulting in the Selection of the Most Fit, and thus defeats its very object.

She tried to twist from his grip, but he held firm. Gods, she wanted to throw him across the cave—and with the same strength as when she’d pinned him earlier. “What in the hell were you thinking to enter a competition like the Hie?” He gave her shoulders a jostle. “You knew what you were getting into, and you still signed up. You could have died!” he roared, shaking her hard. She raised her hands to shove against his chest; he flew across the cavern, as though tossed against the far wall. When he landed, he looked as dumbfounded as she felt. MacRieve was like a lightning rod for her powers. Whenever she wanted to use them against him, they worked perfectly. As he made it back to his feet, an expression of such pure menace twisted his face that she thought he could kill her. Fitting—since she was about to kill him.

Southwest’s strategy involves a whole system of activities, not a collection of parts. Its competitive advantage comes from the way its activities fit and reinforce one another. Fit

Physical fitness determines where the wall that represents your physical limit is placed. Mental fitness determines how close you are able to get to that limit in competition. Mental

Strategies that did well in competition with other strategies were not, however, those that maximized the returns to agents. Rather, we found a strong inverse relationship between the mean fitness of individuals in populations containing only one strategy, and that strategy's performance in the tournament. This finding illustrates the parasitic effect of strategies that rely heavily on OBSERVE. Strategies using a mixture of social and asocial learning are vulnerable to being outcompeted by those using social learning alone, which may result in a population with lower average returns. These findings are evocative of an established rule in ecology; this specifies that, among competitors for a scarce resource, the dominant competitor will be the species that can persist at the lowest resource level. An equivalent rule may apply when alternative social learning strategies compete: the strategies that eventually dominates will be the one that can persist with the lowest frequency of asocial learning.

Page 7: (H)e (Darwin) supposed that man, before he even emerged from apedom, was already a social being, living in small scattered communities. Evolution in his eyes was carried out mainly as a struggle between communities - team against team, tribe against tribe. Inside each team or tribe, the 'ethical cosmos' [the dual code of Amity and Enmity] was at work, forging and strengthening the social bonds which made the members of such a team a co-operative whole. … Thus, in the early stages of human evolution we find competition and co-operation as constituent elements of the evolutionary process … Co-operation and unity give strength to a team or tribe; but why did neighboring tribes refuse so stubbornly to amalgamate? If united, they would have got rid of competition and struggle. Why do human tribes instinctively repel every thought of amalgamation, and prize above all things independence, the control of their destiny, their sovereignty? Here we have to look beneath the surface of things and formulate a theory to explain tribal behavior. How does a tribe fulfill an evolutionary purpose? A tribe is a 'corporate body,' which Nature has entrusted with an assortment of human seed or genes, the assortment differing in some degree from that entrusted to every other tribe. If the genes are to work out their evolutionary effects, then it is necessary that the tribe or corporation should maintain its integrity through an infinity of generations. If a tribe loses its integrity by a slackening of social bonds, or by disintegration of the parental instincts, or by lack of courage or of skill to defend itself from the aggression of neighboring tribes, or by free interbreeding with neighbors and thus scattering its genes, then that tribe as an evolutionary venture has come to an untimely end. For evolutionary purposes it has proved a failure. Page 25: Tribalism was Nature's method in bringing about the evolution of man. I have already explained what a tribe really is - a corporation of human beings entrusted with a certain capital of genes. The business of such a corporation is to nurse and develop its stock of genes - to bring them to an evolutionary fruition. To reach such an end a tribal corporation had to comply with two conditions: (1) it had to endure for a long age; (2) it had to remain intact and separate from all neighboring and competing tribes. Human nature was fashioned or evolved just to secure these two conditions - continuity through time and separation in space. Hence the duality of man's nature - the good, social, or virtuous traits serving intratribal economy; the evil, vicious, or antisocial qualities serving the intertribal economy and the policy of keeping its genes apart. Human nature is the basal part of the machinery used for the evolution of man. When you know the history of our basal mentality - one fitted for tribal life - do you wonder at the disorder and turmoil which now afflict the detribalized part of the world?

These stark facts create competition and conflict within each gender that can be avoided only by opting out of the mating game entirely. The fundamental desires of mating, however, are not easily extinguished. The quest to fulfill these desires catapults people headlong into the arena of competition. People do not always recognize competition in its many guises. A man or woman buying the latest facial cream may not construe this attention to skin as competition. A woman or man participating in the latest fitness craze or working late into the night may not construe these actions as competition. But as long as people have mating desires and as long as people differ in the qualities desired, competition will be an inevitable aspect of human mating.

Technology would have destroyed the monopoly anyway,” he says. Tanenbaum notes that Bell Labs’ most significant research and development efforts—transistors, microwave towers, digital transmission, optical fiber, cellular telephone systems—all fit a pattern. They took years to be developed and deployed, and soon became essential parts of the network. Yet many of the essential patents were given away or licensed for a pittance. And those technologies that weren’t shared were duplicated or improved upon by outsiders anyway. And eventually, the results were always the same. All the innovations returned, ferociously, in the form of competition.

make a theory go away?  There’s only one way.  You need to find a theory that’s better.  Once you do, you can trot your new theory out and show it to people, they can then look at how your theory fits the data, and if your theory fits better, it will eclipse the old theory and the old theory will probably be replaced by your new one (Yay!).  If your theory fits equally well, it will join the other theory as a competitive theory.   If your theory doesn’t fit the data as well as the previous theory, it’s doomed, even if you like it or its implications better than the previous theory.

Marcia Coronado provides clients with thorough workouts that can be done individually or in a group setting. Everything from weight reduction programs to competition training is handled by Marcia, who helps you look, feel, and move better. Receive the inspiration, direction, and support you require to succeed. Here, you'll be training at the highest level at an affordable price from a professional fitness trainer and competitive athlete.

It takes time to develop real competitive advantage, to understand the value you create, to achieve tailoring, trade-offs, and fit. If you grasp the role of continuity in strategy, it will change your thinking about change itself. Paradoxically, continuity of strategy improves an organization’s ability to adapt and to innovate.

In this section of chapters, we’ll cover five tests every good strategy must pass: A distinctive value proposition A tailored value chain Trade-offs different from rivals Fit across value chain Continuity over time

The essence of life is to live it, not as a competition but as a race. In this race, you can crawl, walk, or run the best way you deem fit, as long as you are moving forward.

On the contrary, moderation is based on an awareness of the inevitability of conflict. If you think that the world can fit neatly together, then you don’t need to be moderate. If you think all your personal qualities can be brought together into simple harmony, you don’t need to hold back, you can just go whole hog for self-actualization and growth. If you think all moral values point in the same direction, or all political goals can be realized all at once by a straightforward march along one course, you don’t need to be moderate, either. You can just head in the direction of truth as quickly as possible. Moderation is based on the idea that things do not fit neatly together. Politics is likely to be a competition between legitimate opposing interests. Philosophy is likely to be a tension between competing half-truths. A personality is likely to be a battleground of valuable but incompatible traits. As Harry Clor put it in his brilliant book On Moderation, “The fundamental division in the soul or psyche is at the root of our need for moderation.

Competition is about being better than someone else; fitness, being better-self.

An unfortunate but common problem in sports is that athletes are too often fit but unhealthy. The indications include the common incidence of physical, biochemical and mental-emotional injuries. Athletes are often forced out of training and competition due to these conditions, and, sadly, some die at early ages during competition due to health problems.

Despite the incredibly heavy tax I impose on my body, training at times upward of twenty-five hours per week for ultra-endurance events, this type of regimen has fueled me for years, without any issues with respect to building lean muscle mass. In reality, I believe that eating plant-based has significantly enhanced my ability to expedite physiological recovery between workouts—the holy grail of athletic performance enhancement. In fact, I can honestly say that at age fifty-one I am as fit as I have ever been, even when I was a world-class-level competition swimmer at Stanford in the late 1980s.

It all comes down to competition. When our industrial revolution first began, Earth was ruled by monarchs. Wars soon took on a scope and scale that formerly would have been unthinkable—besides being beyond the scope of any kingdom to pay for. The monarchies, over time, were replaced by governments which, to varying degrees, allowed for the citizens to participate. It created the wealth that nation-states could call upon in times of war. “I don’t want to give you the impression that our society evolved in lock-step as part of some grand plan. The people living through those changes didn’t even have the concepts to explain what was happening. I have the advantage of having paid attention in my history classes. It was incredibly haphazard—fits and starts, wars, revolutions, counterrevolutions, etc.” “I know you aren’t calling for a revolution here,” Tima pressed. “Continue.” “The new economic systems relied, to varying degrees, on an educated populace, and so did the new political structures. Gradually capitalism, our economic system, became the most efficient way for a nation to harness the energy and spirit of its people. An individual with a great idea could become rich and powerful—good ideas were rewarded by the system itself. Bad ones would die on the vine. The problems started when the rich and powerful became the political leaders—too many laws and rules were created to protect the status quo, and it was no longer good idea versus bad, but which idea had the backing of the powers that be—” “Stop.” Tima held out a hand. “You are getting off into your recent history—the reason for your people leaving Earth and going to Eden. I’m less interested in that, and more in weighing your Earth’s development against that of my world. Why is this development prevented by our culture?”   Ocheltree shrugged and pointed a finger at him. “You yourself have complained to me how hard it is to get others to even consider a new way of thinking. People have to be free to bring new ideas forward. If all you have is dedication to authority, you really are limited to the creativity and genius of your leaders.

The Target Company Had to Be Distressed Koch was only interested in buying companies or assets that had fallen on hard times. Part of the logic behind this was simple: distressed companies were cheaper. They could be purchased at a discount. But the company had to be distressed in the right kind of way. Ideally, the firm should to be distressed because of managerial negligence or poor decision-making. That way, Koch could reverse the poor strategies when it was the owner. The goal was to improve operations and profits at the distressed firm to boost its value. When that happened, Koch could hold on to its new profit-making machine or sell it. 2. The Deal Had to Be a Long-Term Play Koch wasn’t looking to buy and flip companies. The deal needed to make sense over the five-, ten-, or even twenty-year time frame. This played to Koch’s advantage as a private firm. It could hold an asset through the stormy weather of commodities cycles, improving the underlying investments along the way until they were worth much more. This long-term strategy would open the door to a raft of acquisitions that other firms would not consider. Publicly traded firms, and even private hedge funds, looked for deals that showed a return within one to two years. Koch would face far less competition for the deals that paid off over many years later. 3. The Target Company Had to Fit with Koch’s Core Capabilities In the new era, Koch would stick to its knitting. It would expand into new industries only if the new line of business closely resembled something Koch already did. If Koch didn’t know how to do a certain business process better than its competitors, then it would stay out of that business. New acquisitions had to build on Koch’s expertise and had to branch out from the company’s current strength.

Females rarely can increase their reproductive success by copulating with many males, but they have a great deal to gain by copulating with fit males and a great deal to lose by copulating with unfit males. If a male is unsuccessful in a mating encounter he has lost almost nothing, even if he has inadvertently mated with a female of a different species, whereas a female often risks months of time and a great amount of energy in attempting reproduction; a reproductive failure is much more costly for her than it is for a male. Since it is adaptive for a male to pretend to fitness whether or not he is fit, it is adaptive for a female to be resistant to courtship—thereby evoking further and stronger displays—in order to discriminate genuinely fit males and perhaps to incite male-male competition.

Fitness is essentially a ratio, with the numerator reflecting the success of genes in projecting copies of themselves into the future and the denominator, the success of alternative genes. Since a gene (or an individual, a population, even—in theory—a species) maximizes its success by producing the largest such ratio, it can do so either by reducing the denominator or increasing the numerator. Most creatures, most of the time, find it easier to do the latter than the former, which is why living things generally are more concerned with feathering their nests than de-feathering those of others. Because of natural selection, human beings have a capacity to be peaceful and warlike, cooperative and competitive, loving and violent . . . depending upon conditions. Those conditions include but are not limited to the amount and nature of resources available (such as food, mates, living and breeding space), the nature of social expectation, cultural traditions and indoctrination, degree of embeddedness among kin and other reciprocating individuals, and so forth. Like the proverbial cartoon in which both an angel and a devil perch upon each person’s shoulder, whispering in her ears and vying for attention, our evolutionary heritage offers different routes for future behavior, without necessarily predisposing us in any one direction. Although it is definitely worthwhile to interrogate our evolutionary background for indications as to our predilections, the answer leads us to Jean-Paul Sartre’s famous formulation that human beings are “condemned to be free.” Whether devotees of peace choose to be relieved to learn that we are not biologically obliged to war, or to be distraught that by the same token, we are not unilaterally predisposed, through our biology, to peace, we are all stuck with an obligation (if not necessarily a predisposition) to respond to Sartre’s simple, daunting, existentialist challenge: “You are free. Choose.

Suraj solar and allied industries, Wework galaxy, 43, Residency Road, Bangalore-560025. Mobile number : +91 808 850 7979 ### Embracing Solar Rooftop in Bangalore: A Sustainable Solution for Your Home Are you keen on reducing your monthly power bills while contributing to a cleaner and more sustainable environment? Investing in solar rooftops could be the answer you’ve been looking for, especially if you're living in Bangalore, a city blessed with abundant sunlight throughout the year. #### The Benefits of Solar Rooftops 1. **Cutting Down Electricity Bills**: One of the most immediate advantages of installing a solar rooftop system is the significant reduction in electricity bills. Solar panels harness sunlight and convert it into electricity for your home. By generating your own power, you can lower your dependence on grid electricity, which often comes with high charges, especially during peak hours. 2. **Environmental Impact**: Transitioning to solar energy is not just about personal savings. It’s a step toward a cleaner, greener environment. By choosing solar panels, you’re reducing your carbon footprint and contributing to the fight against climate change. Each kilowatt-hour of solar energy produced helps to eliminate emissions associated with traditional fossil fuel energy sources. 3. **Incentives and Subsidies**: The government of India and various state governments, including Karnataka, offer attractive incentives, rebates, and subsidies for solar panel installations. These financial benefits make the initial investment more manageable, allowing you to reap future savings sooner than later. 4. **Low Maintenance Costs**: Solar rooftops are designed to be durable and require minimal maintenance. Generally, a good quality solar panel can last 25 years or more, with little upkeep beyond occasional cleaning to remove dust and debris. This longevity ensures that the system remains efficient for years to come. 5. **Increase in Property Value**: Homes equipped with solar rooftop systems often experience an increase in property value. As more homebuyers become environmentally conscious, a solar installation can be a selling point, making your property more attractive in a competitive housing market. #### Sunease Solar: Your Partner in Going Solar Sunease Solar is paving the way for Solar Rooftop in Bangalore. Specializing in solar rooftop installations, Sunease Solar offers tailor-made solutions that cater specifically to your energy needs. With a team of experienced professionals, they guide you through every step— from assessing your energy requirements to designing a system that maximizes efficiency while fitting within your budget. #### How to Get Started The journey to going solar begins with a thorough assessment of your roof and energy consumption. Sunease Solar provides free consultations, allowing you to explore the viability of solar energy in your home. Once you decide to move forward, they will oversee the installation process from start to finish, ensuring that everything complies with local regulations. After the installation, Sunease Solar offers ongoing support, helping to monitor the system’s performance and addressing any concerns you may have. Their commitment to customer satisfaction and sustainable energy solutions makes them a leading choice for solar rooftops in Bangalore. #### Conclusion If you’re ready to reduce your monthly power bills and contribute to a sustainable future, consider investing in a solar rooftop system. With the right partner like Sunease Solar, making the switch to solar can be seamless and beneficial for both your wallet and the planet. It's time to harness the power of the sun and embrace a greener lifestyle—are you ready to take the plunge?

AMERICAN WHEAT OR RYE BEER Refreshing wheat or rye beers can display more hop character and less yeast character than their German cousins. This is a beginner-level style that can be brewed by extract or all-grain methods. Ferments at 65° F (18° C). OG FG IBU Color Alcohol 1.040-1.055 (10-13.6 °P) 1.008-1.013 (2.1-3.3 °P) 15-30 3-6 SRM 6-12 EBC 4-5.5% ABV 3.2-4.3% ABW Keys to Brewing American Wheat or Rye Beer: This easy-drinking beer style usually has a subtly grainy wheat character, slightly reminiscent of crackers. The hop flavor and aroma are more variable, with some versions having no hop character, while others have a fairly noticeable citrus or floral flair. Even when the hops are more prominent, they should not be overwhelming, and the hop bitterness should be balanced. The rye version of this style has a slight spicy, peppery note from the addition of rye in place of some or all of the wheat. The key mistake many brewers make is in assuming that American wheat beer should be similar to German hefeweizen. However, this style should not have the clove and banana character of a hefeweizen. This beer should not be as malty (bready) as a German hefeweizen, either, so all-grain brewers will want to use a less malty American two-row malt. To get the right fermentation profile, it is important to use a fairly neutral yeast strain, one that doesn’t produce a lot of esters like the German wheat yeasts do. While you can substitute yeast like White Labs WLP001 California Ale, Wyeast 1056 American Ale, or Fermentis Safale US-05, a better choice is one that provides some crispness, such as an altbier or Kölsch yeast, and fermentation at a cool temperature. RECIPE: KENT'S HOLLOW LEG It was the dead of winter and I was in Amarillo, Texas, on a business trip with Kent, my co-worker. That evening at dinner I watched as Kent drank a liter of soda, several glasses of water, and three or four liters of American wheat beer. I had a glass of water and one liter of beer, and I went to the bathroom twice. Kent never left the table. When I asked Kent about his superhuman bladder capacity, he thought it was due to years of working as a programmer glued to his computer and to the wonderful, easy-drinking wheat beer. This recipe is named in honor of Kent’s amazing bladder capacity. This recipe has a touch more hop character than many bottled, commercial examples on the market, but a lot less than some examples you might find. If you want less hop character, feel free to drop the late hop additions. If you really love hops and want to make a beer with lots of hop flavor and aroma, increase the late hop amounts as you see fit. However, going past the amounts listed below might knock it out of consideration in many competitions for being “too hoppy for style,” no matter how well it is brewed. OG: 1.052 (12.8 °P) FG: 1.012 (3.0 °P) ADF: 77% IBU: 20 Color: 5 SRM (10 EBC) Alcohol: 5.3% ABV (4.1% ABW) Boil: 60 minutes Pre-Boil Volume: 7 gallons (26.5L) Pre-Boil Gravity: 1.044 (11.0 °P) Extract Weight Percent Wheat LME (4 °L) 8.9 lbs. (4.03kg) 100 Hops   IBU Willamette 5.0% AA, 60 min. 1.0 oz. (28g) 20.3 Willamette 5.0% AA, 0 min. 0.3 oz. (9g) 0 Centennial 9.0% AA, 0 min. 0.3 oz. (9g) 0 Yeast White Labs WLP320 American Hefeweizen, Wyeast 1010 American Wheat, or Fermentis Safale US-05 Fermentation and Conditioning Use 10 grams of properly rehydrated dry yeast, 2 liquid yeast packages, or make a starter. Ferment at 65° F (18° C). When finished, carbonate the beer to approximately 2.5 volumes. All-Grain Option Replace the wheat extract with 6 lbs. (2.72kg) American two-row malt and 6 lbs. (2.72kg) wheat malt. Mash at 152° F (67° C). Rye Option This beer can also be made with a portion of malted rye. The rye gives the beer a slightly spicy note and adds a certain creamy mouthfeel. Replace the wheat extract with 6 lbs. (2.72kg) American two-row malt, 3.75 lbs. (1.70kg) rye malt, and 3 lbs. (1.36kg) wheat malt. Mash at 152° F (67° C).

Mixed martial arts facilities have seen the value in providing excellent instructors and classes for people of all ages, abilities, and goals. Once an art practiced by true fighters and warriors, mixed martial arts is now taught as both a fitness regime and a competitive sport. It all depends on your goals and needs.

The physical process of growth bathes young bodies in the elixir of quick recovery: the more you burn now, the more you will be able to burn tomorrow. That is what the prime of life feels like, in the rhythm of girls’ feet tearing together down a track, and the arcs and leaps of movement, in training and competition.

To fit into the Golden Straitjacket a country must either adopt, or be seen as moving toward, the following golden rules: making the private sector the primary engine of its economic growth, maintaining a low rate of inflation and price stability, shrinking the size of its state bureaucracy, maintaining as close to a balanced budget as possible, if not a surplus, eliminating and lowering tariffs on imported goods, removing restrictions on foreign investment, getting rid of quotas and domestic monopolies, increasing exports, privatizing state-owned industries and utilities, deregulating capital markets, making its currency convertible, opening its industries, stock and bond markets to direct foreign ownership and investment, deregulating its economy to promote as much domestic competition as possible, eliminating government corruption, subsidies and kickbacks as much as possible, opening its banking and telecommunications systems to private ownership and competition and allowing its citizens to choose from an array of competing pension options and foreign-run pension and mutual funds. When you stitch all of these pieces together you have the Golden Straitjacket. . . . As your country puts on the Golden Straitjacket, two things tend to happen: your economy grows and your politics shrinks. That is, on the economic front the Golden Straitjacket usually fosters more growth and higher average incomes—through more trade, foreign investment, privatization and more efficient use of resources under the pressure of global competition. But on the political front, the Golden Straitjacket narrows the political and economic policy choices of those in power to relatively tight parameters. . . . Governments—be they led by Democrats or Republicans, Conservatives or Labourites, Gaullists or Socialists, Christian Democrats or Social Democrats—that deviate too far from the core rules will see their investors stampede away, interest rates rise and stock market valuations fall.36

My competitive instincts flaring, I started shouting to get myself pumped up between the twenty-item sequences. Laugh if you like, but I actually began imitating the voice of a preacher. “Reach up to touch heaven! Reach now, brother Daniel!” And when I finally did reach and remain at 3-back for a couple sequences in a row—then was promoted to 4-back a single time—I sang out, “I have been to the mountaintop!” But progress was in fits and starts.

Competitiveness can rise up within us at any pace. Embrace it and let it drive you forward.

Every network has its own fitness distribution, which tells us how similar or different the nodes in the network are. In networks where most of the nodes have comparable fitness, the distribution follows a narrowly peaked bell curve. In other networks, the range of fitnesses is very wide such that a few nodes are much more fit than most others. Google, for example, is easily tens of thousands times more interesting to all Web surfers than any personal Webpage. Indeed, the mathematical tools developed decades earlier to describe quantum gases enabled us to see that, independent of the nature of links and nodes, a network's behavior and topology are determined by the shape of its fitness distribution. But even though each system, from the Web to Holywood, has a unique fitness distribution, Bianconi's calculation indicated that in terms of topology all networks fall into one of only two possible categories. In most networks the competition does not have an easily noticeable impact on the network's topology. In some networks, however, the winner takes all the links, a clear signature of Bose-Einstein condensation. The first category includes all networks in which, despite the fierce competition for links, the scale-free topology survives. These networks display a fit-get-rich behavior, meaning that the fittest node will inevitably grow to become the biggest hub. The winner's lead is never significant, however. The largest hub is closely followed by a smaller one, which acquires almost as many links as the fittest node. At any moment we have a hierarchy of nodes whose degree distribution follows a power law. In most complex networks, the power law and the fight for links thus are not antagonistic but can coexist peacefully. In networks belonging to the second category, the winner takes all, meaning that the fittest node grabs all links, leaving very little for the rest of the nodes. Such networks develop a star topology, in which all nodes are connected to a central hub. In such a hub-and-spokes network there is a huge gap between the lonely hub and everybody else in the system. Thus a winner-takes-all network is very different from the scale-free networks we encountered earlier, where there is a hierarchy of hubs whose size distribution follows a power law. A winner-takes-all network is not scale-free. Instead there is a single hub and many tiny nodes. This is a very important distinction. In fact, Google's rapid rise is not an indication of winner-takes-all behavior; it only tells us that the fit get rich. To be sure, Google is one of the fittest hubs. But it never succeeded in grabbing all links and turning into a star. It shares the spotlight with several nodes whose number of links is comparable to Google's. When the winner takes all, there is no room for a potential challenger. Are there any real networks that display true winner-takes-all behavior? We can now predict whether a given network will follow the fit-get-rich or winner-takes-all behavior by looking at its fitness distribution. Fitness, however, remains a somewhat elusive quantity, since the tools to precisely measure the fitness of an individual node are still being developed. But winner-takes-all behavior has such a singular and visible impact on a network's structure that, if present, it is hard to miss. It destroys the hierarchy of hubs characterizing the scale-free topology, turning it into a starlike network, with a single node grabbing all the links. And there is a network in which we cannot fail to notice one node that carries the signature of a Bose-Einstein condensate. The node is called Microsoft.

Now we have come full circle to the subtitle of this book: children learn by unlearning other languages. Viewed in the Darwinian light, all humanly possible grammars compete to match the language spoken in the child's environment. And fitness, because we have competition, can be measured by the compatibility of a grammar with what a child hears in a particular linguistic environment. This theory of language takes both nature and nurture into account: nature proposes, and nurture disposes.

Suppose that, through legislation (an artificial means) and through a government-run school voucher program (an artificially created market), public schools are privatized. "Natural evolution" will then take place: Schools will have to compete, only the best competitors will survive, and those schools that cannot compete will cease to exist. The surviving schools, by the Folk Theory of the Best Result, will be the best schools. It is an argument entirely based on two metaphors and a folk theory, all of which derive from Strict Father morality. Many people do not notice that Evolution Is Survival Of The Best Competitor is, indeed, a metaphor, much less a Strict Father metaphor. One way to reveal its metaphorical character is to contrast it with a metaphor for evolution that takes the perspective of Nurturant Parent morality: Evolution Is The Survival Of The Best Nurtured. Here "best nurtured" is taken to include both literal nurturing by parents and others and metaphorical nurturing by nature itself. Where fitting an ecological niche is being metaphorized as winning a competition in one case, it is metaphorized as being cared for by nature in the other. Both are metaphors for evolution, but they have very different entailments, especially when combined with the metaphor Natural Change Is Evolution and the folk theory that evolution yields the best result. Putting these together yields a very different composite metaphor for natural change, namely, Natural Change Is The Survival Of The Best Nurtured, which produces the best result. Applied to the issue of whether public schools should be privatized, this metaphor would entail that they should not be. Rather, public schools need to be "better nurtured," that is, given the resources they need to improve: better-trained and better-paid teachers, smaller classes, better facilities, programs for involving parents, community involvement, and so on.

Moderation is based on the idea that things do not fit neatly together. Politics is likely to be a competition between legitimate opposing interests. Philosophy is likely to be a tension between competing half truths. A personality is likely to be a battleground of valuable but incompatible traits.

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

together a few hundred years after Jesus’s crucifixion. But we know different. We know for a fact that early Christianity was very diverse in its beliefs and in its writings. It was made up of scattered communities of people who had competing interpretations of what Jesus was and what he preached and what he did, communities that based their faiths on very different ideas. And before too long, they started squabbling about whose version was right. Ultimately, one of these groups won by gaining more converts than the others. And the winners decided which of these early writings were the ones their converts should follow, they changed them to fit the story they settled on, and they branded all the others blasphemous and heretical and suppressed them. They buried the competition, along with their beliefs and practices, and then they rewrote the history of the whole struggle. My point is, they decided what would be considered genuine, sacred scripture, and what wouldn’t. And they did a great job. There’s hardly anything left of the texts they didn’t like. The only reason we know they even existed is that they’re occasionally mentioned by early church writers, and the handful of copies we have of any of these competing versions are down to the occasional fluke, like the discovery of that stash of gnostic gospels at Nag Hammadi back in the 1940s.

Countries competing against one another in the same array of products and services is not covered by Ricardian trade theory.   Offshoring doesn’t fit the Ricardian or the competitive idea of free trade. In fact, offshoring is not trade.   Offshoring is the practice of a firm relocating its production of goods or services for its home market to a foreign country. When an American firm moves production offshore, US GDP declines by the amount of the offshored production, and foreign GDP increases by that amount. Employment and consumer income decline in the US and rise abroad. The US tax base shrinks, resulting in reductions in public services or in higher taxes or a switch from tax finance to bond finance and higher debt service cost.   When the offshored production comes back to the US to be marketed, the US trade deficit increases dollar for dollar. The trade deficit is financed by turning over to foreigners US assets and their future income streams. Profits, dividends, interest, capital gains, rents, and tolls from leased toll roads now flow from American pockets to foreign pockets, thus worsening the current account deficit as well.   Who benefits from these income losses suffered by Americans? Clearly, the beneficiary is the foreign country to which the production is moved. The other prominent beneficiaries are the shareholders and the executives of the companies that offshore production. The lower labor costs raise profits, the share price, and the “performance bonuses” of corporate management.   Offshoring’s proponents claim that the lost incomes from job losses are offset by benefits to consumers from lower prices. Allegedly, the harm done to those who lose their jobs is more than offset by the benefit consumers in general get from the alleged lower prices. Yet, proponents are unable to cite studies that support this claim. The claim is based on the unexamined assumption that offshoring is free trade and, thereby, mutually beneficial.   Proponents of jobs offshoring also claim that the Americans who are left unemployed soon find equal or better jobs. This claim is based on the assumption that the demand for labor ensures full employment, and that people whose jobs have been moved abroad can be retrained for new jobs that are equal to or better than the jobs that were lost.   This claim is false.

Eugenic rhetoric thus remained dependent on the body exterior as a powerful “material metaphor” for mysterious genetic processes. The desirable stock of the “fit” was imagined in terms of whiteness, beauty, and physical fitness; embodied in the winners of the AES’s “Better Babies” and “Fitter Families” competitions; invoked in books like Madison Grant’s The Passing of the Great Race (1916), which described the progenitors of good American stock as “splendid conquistadores” of Nordic heritage with “absolutely fair skin” and “great stature”; and visualized in eugenic displays.37