Five Agreements Quotes

Ninety-five percent of the beliefs we have stored in our minds are nothing but lies, and we suffer because we believe all these lies.

Thomas Edison said in all seriousness: "There is no expedient to which a man will not resort to avoid the labour of thinking"-if we bother with facts at all, we hunt like bird dogs after the facts that bolster up what we already think-and ignore all the others! We want only the facts that justify our acts-the facts that fit in conveniently with our wishful thinking and justify our preconceived prejudices! As Andre Maurois put it: "Everything that is in agreement with our personal desires seems true. Everything that is not puts us into a rage." Is it any wonder, then, that we find it so hard to get at the answers to our problems? Wouldn't we have the same trouble trying to solve a second-grade arithmetic problem, if we went ahead on the assumption that two plus two equals five? Yet there are a lot of people in this world who make life a hell for themselves and others by insisting that two plus two equals five-or maybe five hundred!

Luc scored forty and slapped the darts in her palm. “The light sucks in here.” “No.” She smiles and took great pleasure in announcing, “You suck.” His gaze narrowed. Weeks of anger and hurt poured out of her and she said, louder than she’d intended, “And worse – you’re a whiner.” A collective intake of breath caught their attention and she and Luc turned and looked at the guys watching a few feet away. “Lucky’s gonna kill Sharky,” Sutter predicted from the sidelines. By taut agreement they both went to their respective corners. Jane shot and scored sixty-five. Luc scored thirty-four. “Now remind me. Why do they call you Lucky?” she asked as she reached for the darts. He pulled them back out of her reach as a slow, purely licentious smile curved his mouth. A smile that told her he was remembering her on her knees kissing his tattoo. “I’m sure if you think long and hard, you’ll remember the answer to that.” “No.” She shook her head. “Some things just aren’t that memorable.

AS IT TURNED out, Rylann wasn’t quite as good as she’d thought she was. Over the last five years she’d prosecuted cases, she’d become quite skilled at reading defendants and their lawyers at the initial court appearance. Given Quinn’s obvious nervousness, she’d originally predicted that his lawyer would be calling her within two weeks to negotiate a plea agreement. Instead, it took him two weeks and three days to make that call.

A lack of healthy conflict is a problem because it ensures the third dysfunction of a team: lack of commitment. Without having aired their opinions in the course of passionate and open debate, team members rarely, if ever, buy in and commit to decisions, though they may feign agreement during meetings.

How many times do we pay for one mistake? The answer is thousands of times. The human is the only animal on earth that pays a thousand times for the same mistake. The rest of the animals pay once for every mistake they make. But not us. We have a powerful memory. We make a mistake, we judge ourselves, we find ourselves guilty, and we punish ourselves. If justice exists, then that was enough; we don’t need to do it again. But every time we remember, we judge ourselves again, we are guilty again, and we punish ourselves again, and again, and again. If we have a wife or husband he or she also reminds us of the mistake, so we can judge ourselves again, punish ourselves again, and find ourselves guilty again. Is this fair? How many times do we make our spouse, our children, or our parents pay for the same mistake? Every time we remember the mistake, we blame them again and send them all the emotional poison we feel at the injustice, and then we make them pay again for the same mistake. Is that justice? The Judge in the mind is wrong because the belief system, the Book of Law, is wrong. The whole dream is based on false law. Ninety-five percent of the beliefs we have stored in our minds are nothing but lies, and we suffer

The agreement,' the colonel announced, 'says thirty-seven officers, fifty vehicles, and one hundred seventy five men.' 'What agreement?' 'The Berlin Agreement,

When there is alignment and understanding, it is much easier to navigate forward together, moving in and out of agreement.

Well, some teams get paralyzed by their need for complete agreement, and their inability to move beyond debate.” JR spoke up. “Disagree and commit.

This is my art, my agreement: to allow myself to experience life in its ever-changing truth with love. Think about an individual

We think that in order to be worthy of our own love we must live up to the expectations we place on ourselves—but we need to realize that these expectations are the expression of our agreements, not of our true nature.

There were about five minutes, after World War II, when there was a chance at agreement at how to proceed as a world order. Then it was bungled by a combination of greed, cruelty, and incompetence at every possible turn.

Alfred P. Sloan, the legendary builder of General Motors, once said to a meeting of one of his top committees, 'Gentlemen, I take it we are all in complete agreement on the decision here?' Everyone around the table nodded. 'Then,' Sloan continued, 'I propose we postpone further discussion of this matter until our next meeting to give ourselves time to develop disagreement and perhaps gain some understanding of what the decision is all about

Corporate elites said they needed free-trade agreements, so they got them. Manufacturers said they needed tax breaks and public-money incentives in order to keep their plants operating in the United States, so they got them. Banks and financiers needed looser regulations, so they got them. Employers said they needed weaker unions—or no unions at all—so they got them. Private equity firms said they needed carried interest and secrecy, so they got them. Everybody, including Lancastrians themselves, said they needed lower taxes, so they got them. What did Lancaster and a hundred other towns like it get? Job losses, slashed wages, poor civic leadership, social dysfunction, drugs. Having helped wreck small towns, some conservatives were now telling the people in them to pack up and leave. The reality of “Real America” had become a “negative asset.” The “vicious, selfish culture” didn’t come from small towns, or even from Hollywood or “the media.” It came from a thirty-five-year program of exploitation and value destruction in the service of “returns.” America had fetishized cash until it became synonymous with virtue.

Theorists of propaganda have identified five basic rules: 1. The rule of simplification: reducing all data to a simple confrontation between ‘Good and Bad’, ‘Friend and Foe’. 2. The rule of disfiguration: discrediting the opposition by crude smears and parodies. 3. The rule of transfusion: manipulating the consensus values of the target audience for one’s own ends. 4. The rule of unanimity: presenting one’s viewpoint as if it were the unanimous opinion of all right-thinking people: drawing the doubting individual into agreement by the appeal of star-performers, by social pressure, and by ‘psychological contagion’. 5. The rule of orchestration: endlessly repeating the same messages in different variations and combinations.

Now we are ready to ask, How can we know when it is wise to trust a partner? The answer will encapsulate what we have learned in this chapter so far. It is wise to trust when we see at least these six factors consistently present in the relationship: 1. Sincere work on letting go of ego for the success of the relationship. 2. A continual giving of the five A’s, shown by attunement to our feelings. 3. The abiding sense that the relationship offers a secure base from which each partner can explore and a safe haven to which each can return. 4. A series of kept agreements. 5. Mutuality in decision making. 6. A willingness to work problems out with each other by addressing, processing, resolving them together. This includes a willingness to declare our pain about what is missing in the relationship and our appreciation of what is fulfilling.

That’s not going to work.” It was Andel who spoke, so close to my ear that I jumped. For a moment, I thought he was replying to my thoughts, but then I opened my eyes and saw my dress flickering to life at their proximity. “Take it off,” Helki grumbled. “Here I was thinking our new agreement had somehow reformed you five, but no, here I am getting naked again.

careful reconstruction of the British war-cabinet meetings between Friday, 24 May and Tuesday, 28 May, five days that could have changed the world. Lukac’s conclusion is inescapable: never was Hitler as close to total control over Western Europe as he was during that last week of May 1940. Britain almost presented him with a peace agreement which he would probably have accepted, and only one man was finally able to stand in the way: Churchill. Besides Churchill, the British war cabinet in those days had four other members, at least two of whom could be counted among the ‘appeasers’: Neville Chamberlain and Lord Halifax. The other two, Clement Atlee and Arthur Greenwood (representing Labour), had no experience in government at that time. On

For NED and American neocons, Yanukovych’s electoral legitimacy lasted only as long as he accepted European demands for new ‘trade agreements’ and stern economic ‘reforms’ required by the International Monetary Fund. When Yanukovych was negotiating those pacts, he won praise, but when he judged the price too high for Ukraine and opted for a more generous deal from Russia, he immediately became a target for ‘regime change.’ Thus, we have to ask, as Mr Putin asked - ‘Why?’ Why was NED funding sixty-five projects in one foreign country? Why were Washington officials grooming a replacement for President Yanukovych, legally and democratically elected in 2010, who, in the face of protests, moved elections up so he could have been voted out of office - not thrown out by a mob?

For the uneducated, when they engage in argument about anything, give no thought to the truth about the subject of discussion but are only eager that those present will accept the position they have set forth. I differ from them only to this extent: I shall not be eager to get the agreement of those present that what I say is true, except incidentally, but I shall be very eager that I should myself be thoroughly convinced that things are so.

Bioalchemic Products specifically does not warrant, guarantee, imply or make any representations as to its merchantability for any particular purpose and furthermore shall have no liability for or responsibility to you or any other person, entity or deity with respect of any loss or damage whatsoever caused by this device or object or by any attempts to destroy it by hammering it against a wall or dropping it into a deep well or any other means whatsoever and moreover asserts that you indicate your acceptance of this agreement or any other agreement that may be substituted at any time by coming within five miles of the product or observing it through large telescopes or by any other means because you are such an easily cowed moron who will happily accept arrogant and unilateral conditions on a piece of highly priced garbage that you would not dream of accepting on a bag of dog biscuits and is used solely at your own risk.

He picked up the telephone on his desk. “Bring in the Cord loan agreement and the check.” “You will note,” he said, “that although the loan is for three hundred thousand dollars, we have extended your credit under this agreement to a maximum of five hundred thousand dollars.” He smiled at me. “One of my principles of banking, Mr. Cord. I don’t believe in budgeting my clients too closely. Sometimes a few dollars more make the difference between success and failure.” Suddenly

The key is to take five minutes at the end of staff meetings and ask the question, “What do we need to communicate to our people?” After a few minutes of discussion, it will become apparent which issues need clarification and which are appropriate to communicate. Not only does this brief discussion avoid confusion among the executives themselves, it gives employees a sense that the people who head their respective departments are working together and coming to agreement on important issues.

For example, a set of twenty-five studies involving five hundred astrologers examined the average degree of agreement between astrological predictions. In social science, such as in psychology, tests that have less than o.8 (i.e., 8o percent) agreement level are considered unreliable. Astrology's reliability is an embarrassingly low o. I, with a variability around the mean of o.o6 standard deviations. This means that there is, on average, no agreement at all among the predictions made by different astrologers.

We concluded the SALT II agreement, with a projected life of five years, when a more drastic reduction in nuclear armaments was contemplated. Although not ratified by the U.S. Senate, SALT II remained in effect beyond its expected time. The most interesting event was when Brezhnev said, at the beginning, “If we do not succeed, God will not forgive us!” As leader of an atheistic regime, he was embarrassed by the resulting silence, and Gromyko finally said, with an attempt at humor, “Yes, God above is looking down at us all.

I am completely against ecumenism as it is envisaged today--with its ineffective "dialogues" and gratuitous and sentimental gestures amounting to nothing. Certainly an understanding between religions is possible and even necessary, though not on the dogmatic plane, but solely on the basis of common ideas and common interests. The common ideas are a transcendent, perfect, all-powerful, merciful Absolute, then a hereafter that is either good or bad depending on our merits or demerits; all the religions, including Buddhism--Buddhist "atheism" is simply a misunderstanding--are in agreement on these points. The common interests are a defense against materialism, atheism, perversion, subversion, and modernism in all its guises. I believe Pius XII once said that the wars between Christians and Muslims were but domestic quarrels compared to the present opposition between the world of the religions and that of militant materialism-atheism; he also said it was a consolation to know that there are millions of men who prostrate themselves five times a day before God.

The politician Patrick Henry is best known to history for his provocative speech to the 1775 Virginia convention in support of the American Revolution, where he allegedly shouted: “Give me liberty or give me death!” In 1789 Henry led a coalition of companies that successfully secured an agreement with the state of Georgia to buy thirty-five million acres of land close to the Yazoo River (mostly within what is now Mississippi). When word of the deal leaked, the public reacted angrily, and the Georgia government quickly modified the contract to appease them. It

HOW TO KNOW IF SOMEONE CAN BE TRUSTED Use this expanded checklist to audit your relationship with regard to your partner toward you and you toward him or her. Show this list and your responses to it to your partner. Ask him or her to use the same list regarding you. If you or your partner are not truly described by this list of positive qualities, discuss what action you can take to change things for the better. MY PARTNER   Shows integrity and lives in accord with standards of fairness and honesty in all his or her dealings. (There is a connection between integrity and trust in the Webster’s Dictionary definition: “Trust is the assured reliance on another’s integrity.”)   May operate on the basis of self-interest but never at my expense or the expense of others.   Will not retaliate, use the silent treatment, resort to violence, or hold a grudge.   Predictably shows me the five A’s.   Supports me when I need him or her. Keeps agreements. Remains faithful.   Does not lie or have a secret life. Genuinely cares about me.   Stands by me and up for me.   Is what he or she appears to be; wants to appear just as he or she is, no matter if at times that is unflattering.

A German admiral, Henning von Holtzendorff, came up with a plan so irresistible it succeeded in bringing agreement between supporters and opponents of unrestricted warfare. By turning Germany’s U-boats loose, and allowing their captains to sink every vessel that entered the “war zone,” Holtzendorff proposed to end the war in six months. Not five, not seven, but six. He calculated that for the plan to succeed, it had to begin on February 1, 1917, not a day later. Whether or not the campaign drew America into the war didn’t matter, he argued, for the war would be over before American forces could be mobilized. The plan, like its territorial equivalent, the Schlieffen plan, was a model of methodical German thinking, though no one seemed to recognize that it too embodied a large measure of self-delusion. Holtzendorff bragged, “I guarantee upon my word as a naval officer that no American will set foot on the Continent!” Germany’s top civilian and military leaders converged on Kaiser Wilhelm’s castle at Pless on January 8, 1917, to consider the plan, and the next evening Wilhelm, in his role as supreme military commander, signed an order to put it into action, a decision that would prove one of the most fateful of the war.

What is the most beautiful place you’ve ever seen?” Dragging his gaze from the beauty of the gardens, Ian looked down at the beauty beside him. “Any place,” he said huskily, “were you are.” He saw the becoming flush of embarrassed pleasure that pinkened her cheeks, but when she spoke her voice was rueful. “You don’t have to say such things to me, you know-I’ll keep our bargain.” “I know you will,” he said, trying not to overwhelm her with avowals of love she wouldn’t yet believe. With a grin he added, “Besides, as it turned out after our bargaining session, I’m the one who’s governed by all the conditions, not you.” Her sideways glance was filled with laughter. “You were much too lenient at times, you know. Toward the end I was asking for concessions just to see how far you’d go.” Ian, who had been multiplying his fortune for the last four years by buying shipping and import-export companies, as well as sundry others, was regarded as an extremely tough negotiator. He heard her announcement with a smile of genuine surprise. “You gave me the impression that every single concession was of paramount importance to you, and that if I didn’t agree, you might call the whole thing off.” She nodded with satisfaction. “I rather thought that was how I ought to do it. Why are you laughing?” “Because,” he admitted, chuckling, “obviously I was not in my best form yesterday. In addition to completely misreading your feelings, I managed to buy a house on Promenade Street for which I will undoubtedly pay five times its worth.” “Oh, I don’t think so,” she said, and, as if she was embarrassed and needed a way to avoid meeting his gaze, she reached up and pulled a leaf off an overhanging branch. In a voice of careful nonchalance, she explained, “In matters of bargaining, I believe in being reasonable, but my uncle would assuredly have tried to cheat you. He’s perfectly dreadful about money.” Ian nodded, remembering the fortune Julius Cameron had gouged out of him in order to sign the betrothal agreement. “And so,” she admitted, uneasily studying the azure-blue sky with feigned absorption, “I sent him a note after you left itemizing all the repairs that were needed at the house. I told him it was in poor condition and absolutely in need of complete redecoration.” “And?” “And I told him you would consider paying a fair price for the house, but not one shilling more, because it needed all that.” “And?” Ian prodded. “He has agreed to sell it for that figure.” Ian’s mirth exploded in shouts of laughter. Snatching her into his arms, he waited until he could finally catch his breath, then he tipped her face up to his. “Elizabeth,” he said tenderly, “if you change your mind about marrying me, promise me you’ll never represent the opposition at the bargaining table. I swear to God, I’d be lost.” The temptation to kiss her was almost overwhelming, but the Townsende coach with its ducal crest was in the drive, and he had no idea where their chaperones might be. Elizabeth noticed the coach, too, and started toward the house. "About the gowns," she said, stopping suddenly and looking up at him with an intensely earnest expression on her beautiful face. "I meant to thank you for your generosity as soon as you arrived, but I was so happy to-that is-" She realized she'd been about to blurt out that she was happy to see him, and she was so flustered by having admitted aloud what she hadn't admitted to herself that she completely lost her thought. "Go on," Ian invited in a husky voice. "You were so happy to see me that you-" "I forgot," she admitted lamely.

The first dysfunction is an absence of trust among team members. Essentially, this stems from their unwillingness to be vulnerable within the group. Team members who are not genuinely open with one another about their mistakes and weaknesses make it impossible to build a foundation for trust. This failure to build trust is damaging because it sets the tone for the second dysfunction: fear of conflict. Teams that lack trust are incapable of engaging in unfiltered and passionate debate of ideas. Instead, they resort to veiled discussions and guarded comments. A lack of healthy conflict is a problem because it ensures the third dysfunction of a team: lack of commitment. Without having aired their opinions in the course of passionate and open debate, team members rarely, if ever, buy in and commit to decisions, though they may feign agreement during meetings. Because of this lack of real commitment and buy-in, team members develop an avoidance of accountability, the fourth dysfunction. Without committing to a clear plan of action, even the most focused and driven people often hesitate to call their peers on actions and behaviors that seem counterproductive to the good of the team. Failure to hold one another accountable creates an environment where the fifth dysfunction can thrive. Inattention to results occurs when team members put their individual needs (such as ego, career development, or recognition) or even the needs of their divisions above the collective goals of the team.

Scott's friends on the forum didn't know his big picture. They read a phrase like "It's going to kill me to live without him" for its precise meaning, and nothing else. They didn't read more than those nine words into the message. They didn't take offense, didn't try to talk him out of it. Didn't resent it for its presumed relativity. "Of course it is," they said. And it was the same way they'd responded to every other thing he'd told them about himself: his thoughts on parenting, on marriage and sex, on education and race. They read what he wrote, and only what he wrote, and they responded. Not always in agreement - he'd had plenty of heated discussions over the past year on this issue or that. But he didn't need yes-men any more than he needed someone to read twenty-one extra words into the nine he'd written.

Wilson-Donovan had already submitted their application to the FDA in January, months before. Based on the information they were developing now, they were going to ask for Vicotec to be put on the “Fast Track,” pressing ahead with human trials of the drug, and eventually early release, once the FDA saw how safe it was and Wilson-Donovan proved it to them. The “Fast Track” process was used in order to speed the various steps toward approval, in the case of drugs to be used in life-threatening diseases. Once they got approval from the FDA, they were going to start with a group of one hundred people who would sign informed consent agreements, acknowledging the potential dangers of the treatment. They were all so desperately ill, it would be their only hope, and they knew it. The people who signed up for experiments like this were

Just as the government has a book of laws that rule the society’s dream, our belief system is the Book of Laws that rules our personal dream. All these laws exist in our mind, we believe them, and the Judge inside us bases everything on these rules. The Judge decrees, and the Victim suffers the guilt and punishment. But who says there is justice in this dream? True justice is paying only once for each mistake. True injustice is paying more than once for each mistake. How many times do we pay for one mistake? The answer is thousands of times. The human is the only animal on earth that pays a thousand times for the same mistake. The rest of the animals pay once for every mistake they make. But not us. We have a powerful memory. We make a mistake, we judge ourselves, we find ourselves guilty, and we punish ourselves. If justice exists, then that was enough; we don’t need to do it again. But every time we remember, we judge ourselves again, we are guilty again, and we punish ourselves again, and again, and again. If we have a wife or husband he or she also reminds us of the mistake, so we can judge ourselves again, punish ourselves again, and find ourselves guilty again. Is this fair? How many times do we make our spouse, our children, or our parents pay for the same mistake? Every time we remember the mistake, we blame them again and send them all the emotional poison we feel at the injustice, and then we make them pay again for the same mistake. Is that justice? The Judge in the mind is wrong because the belief system, the Book of Law, is wrong. The whole dream is based on false law. Ninety-five percent of the beliefs we have stored in our minds are nothing but lies, and we suffer because we believe all these lies. In the dream of the planet it is normal for humans

Almost fifty years ago, John F. Kennedy made this appeal: 'Too many of us think [that peace] is impossible. Too many think it is unreal. But that is a dangerous, defeatist belief. It leads to the conclusion that war is inevitable, that mankind is doomed, that we are gripped by forces we cannot control. We need not accept that view ... Let us focus instead on a more practical, more attainable peace, based not on a sudden revolution in human nature but on a gradual evolution in human institutions - on a series of concrete actions and effective agreements which are in the interest of all concerned. There is no single, simple key to this peace; no grand or magic formula to be adopted by one or two powers. Genuine peace must be the product of many nations, the sum of many acts. It must be dynamic, not static, changing to meet the challenge of each new generation. For peace is a process - a way of solving problems.' (Close quote.)

The Constitutional Convention quickly agreed to the proposal of Governor Edmund Randolph of Virginia for a national government of three branches: legislative, executive, and judicial. Randolph’s resolution “that a national Judiciary be established” passed unanimously. Debating and defining the powers of Congress in Article I and of the president in Article II consumed much of the delegates’ attention and energy. Central provisions of Article III were the product of compromise and, in its fewer than five hundred words, the article left important questions unresolved. Lacking agreement on a role for lower courts, for example, the delegates simply left it to Congress to decide how to structure them. The number of justices remained unspecified. Article III itself makes no reference to the office of chief justice, to whom the Constitution (in Article I) assigns only one specific duty, that of presiding over a Senate trial in a presidential impeachment.

A moving wall of oxen advanced, and our mighty elephant himself was brought to a standstill. There was nothing to regret in this enforced halt, however, for a most curious spectacle was presented to our observations.   A drove of four or five thousand oxen encumbered the road, and, as our guide had supposed, they belonged to a caravan of Brinjarees.   “These people,” said Banks, “are the Zingaris of Hindostan. They are a people rather than a tribe, and have no fixed abode, dwelling under tents in summer, in huts during the winter or rainy season. They are the porters and carriers of India, and I saw how they worked during the insurrection of 1857. By a sort of tacit agreement between the belligerents, their convoys were permitted to pass through the disturbed provinces. In fact, they kept up the supply of provisions to both armies. If these Brinjarees belong to one part of India more than to another, I should say it was Rajpootana, and perhaps more particularly the kingdom of Milwar.

our government is still breaking our treaty obligations. If you coolly strip away the endless administrative rhetoric about budgets and governance, the endless studies and the endemic lack of broad policies coming from the Department of Indian Affairs, you begin to realize that we are still caught up in the racist assimilation policies of a century ago. Let me take a broader example. We all know that the treaties involved a massive loss of land for First Nations. What most of us pretend we don’t know is that this remarkable generosity was tied to permanent obligations taken on by colonial officials, then by the Government of Canada; that is, by the Crown; that is, by you and me. So we got the use of land – and therefore the possibility of creating Canada – in return for a relationship in which we have permanent obligations. We have kept the land. We have repeatedly used ruses to get more of their land. And we have not fulfilled our side of the agreement. We pretend that we do not have partnership obligations. It’s pretty straightforward. We criticize. We insult. We complain. We weasel. Surely, we say, these handouts have gone on long enough. But the most important handout was to us. Bob Rae put it this way at the Athabasca Chipewyan First Nation Treaty Conference in June 2014: “It’s ridiculous to think people would say: ‘I have all this land, millions and millions and millions of acres of land, I’m giving it to you for a piece of land that is five miles by five miles and a few dollars a year.’ To put it in terms of a real estate transaction, it’s preposterous. It doesn’t make any sense.” So the generosity was from First Nations to newcomers. And we are keeping that handout – the land – offered in good faith by friends and allies.

If someone is not treating you with love and respect, it is a gift if they walk away from you. If that person doesn’t walk away, you will surely endure many years of suffering with him or her. Walking away may hurt for a while, but your heart will eventually heal. Then you can choose what you really want. You will find that you don’t need to trust others as much as you need to trust yourself to make the right choices. When you make it a strong habit not to take anything personally, you avoid many upsets in your life. Your anger, jealousy, and envy will disappear, and even your sadness will simply disappear if you don’t take things personally. If you can make this second agreement a habit, you will find that nothing can put you back into hell. There is a huge amount of freedom that comes to you when you take nothing personally. You become immune to black magicians, and no spell can affect you regardless of how strong it may be. The whole world can gossip about you, and if you don’t take it personally you are immune. Someone can intentionally send emotional poison, and if you don’t take it personally, you will not eat it. When you don’t take the emotional poison, it becomes even worse in the sender, but not in you. You can see how important this agreement is. Taking nothing personally helps you to break many habits and routines that trap you in the dream of hell and cause needless suffering. Just by practicing this second agreement you begin to break dozens of teeny, tiny agreements that cause you to suffer. And if you practice the first two agreements, you will break seventy-five percent of the teeny, tiny agreements that keep you trapped in hell. Write this agreement on paper, and put it on your refrigerator to remind you all the time: Don’t take anything personally. As you make a habit of not taking anything personally, you won’t need to place your trust in what others do or say. You will only need to trust yourself to make responsible choices. You are never responsible for the actions of others; you are only responsible for you. When you truly understand this, and refuse to take things personally, you can hardly be hurt by the careless comments or actions of others. If you keep this agreement, you can travel around the world with your heart completely open and no one can hurt you.

Less is more. “A few extremely well-chosen objectives,” Grove wrote, “impart a clear message about what we say ‘yes’ to and what we say ‘no’ to.” A limit of three to five OKRs per cycle leads companies, teams, and individuals to choose what matters most. In general, each objective should be tied to five or fewer key results. (See chapter 4, “Superpower #1: Focus and Commit to Priorities.”) Set goals from the bottom up. To promote engagement, teams and individuals should be encouraged to create roughly half of their own OKRs, in consultation with managers. When all goals are set top-down, motivation is corroded. (See chapter 7, “Superpower #2: Align and Connect for Teamwork.”) No dictating. OKRs are a cooperative social contract to establish priorities and define how progress will be measured. Even after company objectives are closed to debate, their key results continue to be negotiated. Collective agreement is essential to maximum goal achievement. (See chapter 7, “Superpower #2: Align and Connect for Teamwork.”) Stay flexible. If the climate has changed and an objective no longer seems practical or relevant as written, key results can be modified or even discarded mid-cycle. (See chapter 10, “Superpower #3: Track for Accountability.”) Dare to fail. “Output will tend to be greater,” Grove wrote, “when everybody strives for a level of achievement beyond [their] immediate grasp. . . . Such goal-setting is extremely important if what you want is peak performance from yourself and your subordinates.” While certain operational objectives must be met in full, aspirational OKRs should be uncomfortable and possibly unattainable. “Stretched goals,” as Grove called them, push organizations to new heights. (See chapter 12, “Superpower #4: Stretch for Amazing.”) A tool, not a weapon. The OKR system, Grove wrote, “is meant to pace a person—to put a stopwatch in his own hand so he can gauge his own performance. It is not a legal document upon which to base a performance review.” To encourage risk taking and prevent sandbagging, OKRs and bonuses are best kept separate. (See chapter 15, “Continuous Performance Management: OKRs and CFRs.”) Be patient; be resolute. Every process requires trial and error. As Grove told his iOPEC students, Intel “stumbled a lot of times” after adopting OKRs: “We didn’t fully understand the principal purpose of it. And we are kind of doing better with it as time goes on.” An organization may need up to four or five quarterly cycles to fully embrace the system, and even more than that to build mature goal muscle.

And then it sends a signal to turn off the system.” “So the universe with the wallet in the chamber waiting to be sent still exists,” added Allen. “But the universe from which it is actually sent never does.”  “That is just so messed up,” said Blake in exasperation, and Jenna, Walsh, and Soyer nodded their agreement. “Here is my advice to all of you,” said Cargill. “The best thing to do is ignore time travel, and don’t think about the paradoxes too hard. If you do, your head really will explode,” he added with a wry smile. “Just think of it as duplication and teleportation. But always keep in mind that the universe seems to go out of its way to ensure that infinite alternate timelines aren’t allowed. So no matter what, we only ever get this one universe.” He sighed. “So we’d better make sure we don’t screw it up.”     48   Brian Hamilton hated Cheyenne Mountain. Sure, it was one of the most interesting places in the world to visit, but living there only worked if you were a bat. The Palomar facility had also been underground, but nothing like this. It had a much larger security perimeter, so trips to the surface were easier to make happen. Not that it really mattered. Soon enough he would be traveling on another assignment anyway, living in a hotel room somewhere. But what he really wanted was to work side by side with Edgar Knight, toward their common goal. He was tired of being Knight’s designated spy, having to watch Lee Cargill squander Q5’s vast resources and capabilities. Watching him crawl like a wounded baby when he could be soaring. Cargill was an idiot. He could transform the world, but he was too weak to do it. He could wipe out the asshole terrorists who wanted nothing more than to butcher the helpless. If you have the ultimate cure for cancer, you use it to wipe out the disease once and for all. You don’t wield your cure only as a last resort, when the cancer has all but choked the life out of you. Edgar Knight, on the other hand, was a man with vision. He was able to make the tough decisions. If you were captain of a life raft with a maximum capacity of ten people, choosing to take five passengers of a sinking ship on board was an easy decision, not a heroic one. But what about when there were fifty passengers? Was it heroic to take them all, dooming everyone to death? Or was the heroic move using force, if necessary, to limit this number, to ensure some would survive? Sure, from the outside this looked coldhearted, while the converse seemed compassionate. But watching the world circle the drain because you were too much of a pussy to make the hard decisions was the real crime. Survival of the fittest was harsh reality. In the animal kingdom it was eat or be eaten. If you saw a group of fuck-nuts just itching to nuke the world back into the Dark Ages—who believed the Messiah equivalent, the twelfth Imam, would only come out to play when Israel was destroyed, and worldwide Armageddon unleashed—you wiped them out. To a man. Or else they’d do the same to you. It had been three days since Cargill had reported that he was on the verge of acquiring Jenna Morrison and Aaron Blake.

Isn’t this the weekend of Xander Eckhart’s party?” “Yes.” Jordan held her breath in a silent plea. Don’t ask if I’m bringing anyone. Don’t ask if I’m bringing anyone. “So are you bringing anyone?” Melinda asked. Foiled. Having realized there was a distinct possibility the subject would come up, Jordan had spent some time running through potential answers to this very question. She had decided that being casual was the best approach. “Oh, there’s this guy I met a few days ago, and I was thinking about asking him.” She shrugged. “Or maybe I’ll just go by myself, who knows.” Melinda put down her forkful of gnocchi, zoning in on this like a heat-seeking missile to its target. “What guy you met a few days ago? And why is this the first we’re hearing of him?” “Because I just met him a few days ago.” Corinne rubbed her hands together, eager for the details. “So? Tell us. How’d you meet him?” “What does he do?” Melinda asked. “Nice, Melinda. You’re so shallow.” Corinne turned back to Jordan. “Is he hot?” Of course, Jordan had known there would be questions. The three of them had been friends since college and still saw each other regularly despite busy schedules, and this was what they did. Before Corinne had gotten married, they talked about her now-husband, Charles. The same was true of Melinda and her soon-to-be-fiancé, Pete. So Jordan knew that she, in turn, was expected to give up the goods in similar circumstances. But she also knew that she really didn’t want to lie to her friends. With that in mind, she’d come up with a backup plan in the event the conversation went this way. Having no choice, she resorted to the strategy she had used in sticky situations ever since she was five years old, when she’d set her Western Barbie’s hair on fire while trying to give her a suntan on the family-room lamp. Blame it on Kyle. I’d like to thank the Academy . . . “Sure, I’ll tell you all about this new guy. We met the other day and he’s . . . um . . .” She paused, then ran her hands through her hair and exhaled dramatically. “Sorry. Do you mind if we talk about this later? After seeing Kyle today with the bruise on his face, I feel guilty rattling on about Xander’s party. Like I’m not taking my brother’s incarceration seriously enough.” She bit her lip, feeling guilty about the lie. So sorry, girls. But this has to stay my secret for now. Her diversion worked like a charm. Perhaps one of the few benefits of having a convicted felon of a brother known as the Twitter Terrorist was that she would never lack for non sequiturs in extracting herself from unwanted conversation. Corinne reached out and squeezed her hand. “No one has stood by Kyle’s side more than you, Jordan. But we understand. We can talk about this some other time. And try not to worry—Kyle can handle himself. He’s a big boy.” “Oh, he definitely is that,” Melinda said with a gleam in her eye. Jordan smiled. “Thanks, Corinne.” She turned to Melinda, thoroughly skeeved out. “And, eww—Kyle?” Melinda shrugged matter-of-factly. “To you, he’s your brother. But to the rest of the female population, he has a certain appeal. I’ll leave it at that.” “He used to fart in our Mr. Turtle pool and call it a ‘Jacuzzi.’ How’s that for appeal?” “Ah . . . the lifestyles of the rich and famous,” Corinne said with a grin. “And on that note, my secret fantasies about Kyle Rhodes now thoroughly destroyed, I move that we put a temporary hold on any further discussions related to the less fair of the sexes,” Melinda said. “I second that,” Jordan said, and the three women clinked their glasses in agreement

Some of the world’s biggest banks and investor groups have swung behind a pledge to raise $200bn by the end of next year to combat climate change. In a move the UN said was unprecedented, leading insurers, pension funds and banks have joined forces to help channel the money to projects that will help poorer countries deal with the effect of global warming and cut reliance on fossil fuels. The announcement came at the start of a UN climate summit in New York aimed at bolstering momentum for a global agreement to lower planet-warming greenhouse gas emissions due to be signed in Paris at the end of 2015. “Change is in the air,” said UN secretary-general, Ban Ki-moon. “Today’s climate summit has shown an entirely new, co-operative global approach to climate change.” The summit opened with business and government pledges to make cities greener, create a renewable energy “corridor” in Africa and rein in the clearing of forests for palm oil plantations. The private sector’s contributions marked a “major departure” from past climate summits, the UN said, adding in a statement that financial groups “had never previously acted together on climate change at such a large scale”. One obstacle to the Paris agreement is developing countries’ insistence that richer nations must fulfil pledges made nearly five years ago to raise $100bn a year by 2020 for climate action.

Online predators have mastered the art of sitting back and scanning a forum for a “target.” They look for females who brag and boast: first sign that the target is insecure. Then they move in and feel her out. They ask about her: what she likes, what she hates. Insecure people often and easily talk about themselves when barely coaxed. Within five minutes, a predator can determine if the target is close to her father or not. You absolutely want a female who has daddy issues because if the “pinch and grab” is to work, the predator must segregate the child from the parent as soon as possible. If the female has a good relationship with her father, this can never happen and the predator knows it. The female with a healthy parental relationship will confide in the father they trust and the father will move in to protect. The pedophile does this all while appearing sincere, genuine, loving, and affectionate. They compliment the target. Tell her things…like how smart or how beautiful she is. While they shower her with praise, they reinforce one message. “I accept you. I approve of you.” In truth, they are literally making notes as to what the target desires, dreams, and wants. They listen and reciprocate. The first three days are crucial for selecting a target. It’s all about trust and earning it fast. Time is of the essence. ... On day one, you want to select a target and study their wants, loves, hates, and weaknesses. Make an agreement to meet next day, same time, same place. This establishes a sense of dependency with the target. ... Shower with praise and develop a sense of acceptance. Make a request and watch her obey. Punish her with rejection. Reward with approval using gifts and compliments. All of this is impossible if a daughter knows her father loves her, and she isn’t needing the acceptance from others.

I thought the submarine environment would be a useful analogy for the space station in a number of ways, and I especially wanted my colleagues to get an up-close look at how the Navy deals with CO2. What we learned on that trip was illuminating: the Navy has their submarines turn on their air scrubbers when the CO2 concentration rises above two millimeters of mercury, even though the scrubbers are noisy and risk giving away the submarine’s location. By comparison, the international agreement on ISS says the CO2 is acceptable up to six millimeters of mercury! The submarine’s chief engineering officer explained to us that the symptoms of high CO2 posed a threat to their work, so keeping that level low was a priority. I felt that NASA should be thinking of it the same way. When I prepared for my first flight on the ISS, I got acquainted with a new carbon dioxide removal system. The lithium hydroxide cartridges were foolproof and reliable, but that system depended on cartridges that were to be thrown away after use—not very practical, since hundreds of cartridges would be required to get through a single six-month mission. So instead we now have a device called the carbon dioxide removal assembly, or CDRA, pronounced “seedra,” and it has become the bane of my existence. There are two of them—one in the U.S. lab and one in Node 3. Each weighs about five hundred pounds and looks something like a car engine. Covered in greenish brown insulation, the Seedra is a collection of electronic boxes, sensors, heaters, valves, fans, and absorbent beds. The absorbent beds use a zeolite crystal to separate the CO2 from the air, after which the lab Seedra dumps the CO2 out into space through a vacuum valve, while the Node 3 Seedra combines oxygen drawn from the CO2 with leftover hydrogen from our oxygen-generating system in a device called Sabatier. The result is water—which we drink—and methane, which is also vented overboard.

Hammering out a five-year agreement for all three members of the triumvirate, it was determined that Caesar would be allotted five years in Gaul, Crassus another five years in Syria, and Pompey would rule Spain for another five years as well. Issued in 56 BCE, this temporary patchwork deal seemed to bring peace, but when the other member of the Triumvirate Crassus was killed in battle three years later in a campaign in Parthia (modern Iraq), all bets were off.

putting off. Feeling good is great, but there is a power to completion that goes beyond good feeling into the whole of life. What I’ve come to see is that the act of completing something, no matter how large or how small, puts you into harmony with the universe. If I say to you, “I’ll call you today,” I have created a new force in the universe, a new agreement about how things will be. If I then make good on my agreement and call you today, I line myself up in harmony with those forces. If I don’t call you today, I leave a loose end, an open circuit, an unresolved story line. By not calling you, I communicate something that affects my life and our relationship: my word is no good, and you are not worth my effort to keep my word. My experience has been that each incompletion saps my energy and clouds my relationship with the people on the other end. The act of completion restores my energy and clears the air that circulates through my relationships. Further, though, each act of completion celebrates our connection to the universe

In the Win/Win agreement, the following five elements are made very explicit: Desired results (not methods) identify what is to be done and when. Guidelines specify the parameters (principles, policies, etc.) within which results are to be accomplished. Resources identify the human, financial, technical, or organizational support available to help accomplish the results. Accountability sets up the standards of performance and the time of evaluation. Consequences specify—good and bad, natural and logical—what does and will happen as a result of the evaluation.

When we become an autonomous organization, we will be one of the largest unadulterated digital security organizations on the planet,” he told the annual Intel Security Focus meeting in Las Vegas. “Not only will we be one of the greatest, however, we will not rest until we achieve our goal of being the best,” said Young. This is the main focus since Intel reported on agreements to deactivate its security business as a free organization in association with the venture company TPG, five years after the acquisition of McAfee. Young focused on his vision of the new company, his roadmap to achieve that, the need for rapid innovation and the importance of collaboration between industries. “One of the things I love about this conference is that we all come together to find ways to win, to work together,” he said. First, Young highlighted the publication of the book The Second Economy: the race for trust, treasure and time in the war of cybersecurity. The main objective of the book is to help the information security officers (CISO) to communicate the battles that everyone faces in front of others in the c-suite. “So we can recruit them into our fight, we need to recruit others on our journey if we want to be successful,” he said. Challenging assumptions The book is also aimed at encouraging information security professionals to challenge their own assumptions. “I plan to send two copies of this book to the winner of the US presidential election, because cybersecurity is going to be one of the most important issues they could face,” said Young. “The book is about giving more people a vision of the dynamism of what we face in cybersecurity, which is why we have to continually challenge our assumptions,” he said. “That’s why we challenge our assumptions in the book, as well as our assumptions about what we do every day.” Young said Intel Security had asked thousands of customers to challenge the company’s assumptions in the last 18 months so that it could improve. “This week, we are going to bring many of those comments to life in delivering a lot of innovation throughout our portfolio,” he said. Then, Young used a video to underscore the message that the McAfee brand is based on the belief that there is power to work together, and that no person, product or organization can provide total security. By allowing protection, detection and correction to work together, the company believes it can react to cyber threats more quickly. By linking products from different suppliers to work together, the company believes that network security improves. By bringing together companies to share intelligence on threats, you can find better ways to protect each other. The company said that cyber crime is the biggest challenge of the digital era, and this can only be overcome by working together. Revealed a new slogan: “Together is power”. The video also revealed the logo of the new independent company, which Young called a symbol of its new beginning and a visual representation of what is essential to the company’s strategy. “The shield means defense, and the two intertwined components are a symbol of the union that we are in the industry,” he said. “The color red is a callback to our legacy in the industry.” Three main reasons for independence According to Young, there are three main reasons behind the decision to become an independent company. First of all, it should focus entirely on enterprise-level cybersecurity, solve customers ‘cybersecurity problems and address clients’ cybersecurity challenges. The second is innovation. “Because we are committed and dedicated to cybersecurity only at the company level, our innovation is focused on that,” said Young. Third is growth. “Our industry is moving faster than any other IT sub-segment, we have t

In fact, one of the biggest predictors of marital bliss appears to be the agreement to have kids in the first place.

A thirty-man SS guard of honour formed up on the terraces outside the Berghof toward five P.M. Hess sent cars down into the valley to meet Chamberlain's train, and at six the English party arrived. Chamberlain was in the familiar dark suit and stiff wing collar, with a light-coloured necktie and a watchchain across his waistcoat. Upstairs in his study Hitler began his usual tirade about the mounting Czech terror campaign. He claimed that three hundred Sudeten Germans had been killed already, and threatened that if Britain continued to talk of war he would revoke the naval agreement. But Chamberlain had not come to talk of war – far from it. ‘If Herr Hitler really wants nothing more than the Sudeten German regions,’ he said in effect, ‘then he can have them!’ Hitler, taken aback, assured him he had no interest whatever in non-Germans. He told his adjutants afterward that he had taken quite a liking to the old gentleman. Chamberlain, wearied by his first-ever aeroplane ride, returned to London.

There are people to whom agreement is monotony. They require the stimulant of dissension to create drama in their lives.

1. How many practice transitions and/or sales have you been involved with? 2. What do you feel are your strong points in providing transition/brokerage services? 3. What do you charge for appraisal and what do you include in your appraisal? Can I see a sample appraisal and listing document? 4. Is your appraisal contingent on signing a listing agreement? 5. How long do you estimate it will take to transition/sell my practice? (But remember never to get stuck on their initial estimate. They have no control over the market and the myriad factors that come into play over timing.) 6. How are you compensated? Does the fee increase if I sell the A/R? 7. Do you charge the buyer a fee for any reason? 8. Do you have any literature that will help me better understand the transition process and how I can better prepare myself for it? 9. Can you furnish a list of your five most recent sales and/or transitions of buyers and sellers? In

A conflict that had lasted five years was resolved in less than twenty-four hours. The final agreement was only two pages long. Once the conflict entrepreneurs got sidelined, it appeared, the sisters were free, at last. The conflict became healthy.

Among those who did scroll through the abusive contracts, most went directly to the “accept” button. The researchers calculated that the documents required at least forty-five minutes for adequate comprehension, but for those who looked at the agreements, the median time they spent was fourteen seconds.

Prestos jogged back to the edge of the pit, lifting a whistle to her lips. A huge timer appeared high up above, glittering with magic as it readied to count down from five minutes- was that all? Before I could ask Sofia for more information, Prestos's whistle screeched and Darius swung a fist right into the Starlight Captain's face. As he lurched sideways I saw the name Quentin on the back of his shirt alongside the position of Earthraider. “Oh my god,” I gasped as Darius lunged to pick up the ball, only to receive a knee right to his chin. Darius was ready, lurching back and throwing a kick while the entire stadium bellowed in encouragement. Quentin took the blow to the stomach, stumbling away and Darius grabbed the ball which looked pretty damn heavy. The second he had it, the two teams charged forward. Geraldine roared like she was going into battle, magically tearing up the ground beneath the feet of the Starlight team so they stumbled wildly, unable to get their hands on Darius. He made a beeline for the Pit as the four Keepers grouped in around it. “Go on!” Orion roared from my right, rising to his feet as more and more people stood up all around us. ... Max tried to knock her aside with a blast of water, but stumbled to a halt before he could cast it well enough, clasping onto his neck and rubbing like mad. “Ahhh it burns!” Tory and I fell apart into laughter as I noticed his skin was turning blotchy with violent purple patches. “Ahhhh!” “Rigel! What the fuck is going on?” Orion bellowed just as a blaring BUZZZZZZZZ announced Starlight getting the ball into the Pit. A scoreboard lit up above the stands, showing Starlight had scored one point but then words in red flashed beside it. ... “Now it's round two. Every round lasts five minutes. After an hour, it'll be half time then they play for a final hour. Just watch, it's about to get seriously intense.” She pointed to the four corners of the pitch. “There's only one ball in play per round, it'll be fired into the pitch randomly from the four Elemental Quarters. A Fireball is scorching hot, an Earthball is seriously heavy, an Airball is light and will be shot far up toward the roof and a Waterball is freezing to touch. If no one gets the ball in the Pit before the five minutes are up – boom!” She mimed an explosion with her hands and my mouth fell open. “Holy shit,” Tory breathed and I nodded in absolute agreement of that. “If the ball is dropped at any point in the game, including just before it explodes, the team loses five points. So everyone on that pitch is prepared for the injuries they'll get if it goes off,” Sofia explained. “That's insane,” I breathed. “Nope.” Diego leaned forward from his chair with a manic gleam in his eyes. “That's Pitball.” (darcy)

As I will reveal, actions, policies, laws, and international agreements continue to be developed and enforced based on one or more of the twenty-five myths I will discuss in this book. In the past, when I have pointed out that the practices conform to a specific myth, my colleagues claim they never believed it—that it’s so out-of-date, it isn’t even worth discussing. This is so they can ignore the criticism and tell everybody else to do the same. Then, when nobody is looking, they continue to formulate their policies that are based on the myth, while others continue basic research that assumes and supports the myth. It is against this contradiction between claim and action that I write, hoping independent thinkers will see through the veil placed between claims and actions.

Much of the borrowing to support this increase in leverage was done in the market for repurchase agreements, or repos, where banks sold securities to counterparties for cash and agreed to buy them back later at the same price, plus interest.

because there is no agreement unless John agrees.

By focusing on the agreeable issues, the other party will get the sense that progress is being made—that an agreement is on the horizon—and they will be more inclined to continue moving forward with the discussions. For example, you might write down a counteroffer and say to a seller: Investor: “Okay, it sounds like we both agree on the major points— we’re going to pay for the property in cash, we’ll close on your preferred date of February 16, and my partner will need to see the property and sign off on the deal. Now, all we need to do is come together on price. I know you said that you couldn’t do $87,500—what if I can increase my offer to $90,000, and we include a five-day inspection period for me to bring in my contractors to take a look at the property? Will that work for you?” In this case, even if the parties were far apart in price, we’re sending the message to the seller that we’re actually pretty close to a deal. In fact, I like to reiterate all the things we agree upon every time I make a counteroffer.

A symbol's meaning is derived from agreement by a community, a culture, a nation, and so on.

The figures on this card show no coordinated effort, no agreement.

I’ve always been perfectly honest with you about my need for control. I never pretended to be a saint, and I certainly didn’t give you the impression I was some kind of fucking Boy Scout. I do whatever is needed to protect what I value. My family. My home. You. Not to mention the fact that we made an agreement, and under the terms of our agreement, every inch of this body is mine. I’m not letting another man anywhere near you.

I loved what I found at the club, but so many complications had arisen. Filip demanded so much more than I’d expected to give. I’d seen the look in his eyes. He wouldn’t give up his fight to uncover answers to his questions. My past was never a part of our bargain, and he had no right to change the terms of our agreement. I didn’t have to give him anything if I didn’t want to.

Special Agent Brent Meredith shut the thick manila envelope stuffed with photographs and written reports with a note of satisfied finality. Riley felt the same satisfaction, and she was sure that Bill and Flores did too. They were all seated at the table in the Behavioral Analysis Unit conference room. If only Riley weren’t bandaged up and hurting all over, the moment would have felt perfect. “So Dirk’s mother wanted a daughter instead of a son,” Meredith said. “She tried to turn him into a Southern belle. That was probably just the tip of the iceberg. God knows what else he went through as a kid.” Bill leaned back in his chair. “Let’s not give him too much sympathy,” he said. “Not everybody with a lousy childhood turns into a murderous sadist. He made his own choices.” Meredith and Flores nodded in agreement. “But does anybody know whatever happened to Dirk’s mother?” Riley asked. “Records show that she died five years ago,” Flores said. “His father disappeared long before that, when Dirk was still a baby.” A sober silence settled over the group. Riley understood exactly what it meant. She was in the presence of three people whose lives were devoted to destroying evil. Even in their satisfaction, the specter of more evil, and much more work to do, hung over all of them. It would never be over. Not

Secrets Of Love You have heard a lot about love. You have seen a lot about love. Your five senses speaks all time about love. Still there are simple misunderstandings about love. May be I am wrong to some of you. Then experience it and get the clue. Love is not a color green or blue. Love is transparent like crystal clear. Love is not attachment to your near or dear. Love brings freedom and takes away your fear. If love comes from mind, it is attachment. If love comes from thoughts, it is not permanent. Love is eternal and infinite. Love exists, begins at first site We do not think when we fall in love. We do not shrink but we expand in love. Love flows from heart through your soul. Love flows like a river from a waterfall. Love connects you all as a whole. Love connects you with every soul. Love is not mine, not yours. Love is not his, not hers. If love is there it is for everyone. If love is personnel that is your attachment. This will bring you pain or harassment. This will bound you into stupid agreement. If love was sex we were mere animals. If sex was love we were mere animals. - Just a chemical reaction and fun for a while. Or to get tie up with the partner for a while. Animals are slaves of there five senses. Man are the leader of there five senses. Love will not lead you in pain or momentary pleasure. Love will lead you to eternal joy of beautiful texture. This is my experience about love, let it be your. Believe it, fine if not suffer and see the truth for sure

The rise of the Rockefeller family was made possible from two angles by the Rothschilds. One was by the large subsidies placed on transports of Rockefeller oil. The documents of the American trade register prove that the Rothschilds, since 1896, have owned ninety-six percent of the American railways. This made it possible to transport oil on rail. When John D. Rockefeller wanted to expand, he received the financial support he needed to do so from the Rothschilds through their National City Bank of Cleveland. In exchange, the Rockefellers had to transport their oil via the Rothschilds railways. An illegal agreement saw to it that the Rockefellers received a bonus for the amount of oil they transported by train. Because of this agreement nobody could compete with the Rothschilds in transporting Rockefeller oil. This was all arranged by Jacob Schiff, of the company Kuhn & Loeb, the brain behind the foundation of the Rockefeller imperium. Under the authority of the Rothchilds, Kuhn, Loeb & Co. continue to manage the Rockefeller capital, which is valued at over 400 billion dollars. In 1950 the New York Times reported L.L. Strauss, a partner with Kuhn, Loeb & Co., as the financial adviser to the Rockefeller estate. Because of this, every investment had to be approved and signed by a partner of Kuhn, Loeb & Co. According to the periodical Fortune in 1985, the wealth of the Rockefellers was spread amongst more than 200 companies. These companies include six of the largest industrial companies in America, six of the largest banks, five of the largest insurance companies and three of the largest companies from different branches (electricity, water, infrastructure, fruits, oil, gold, and others). Not including the remaining 180 other companies, the total assets of these twenty giants amount to 460 billion dollars.

Well, some teams get paralyzed by their need for complete agreement, and their inability to move beyond debate.

While reading some old articles to jog my memory for this book, I came across an article in the Chicago Sun-Times by Rick Kogan, a reporter who traveled with Styx for a few concert dates in 1979. I remember him. When we played the Long Beach Civic Center’s 12,000-seat sports arena in California, he rode in the car with JY and me as we approached the stadium. His recounting of the scene made me smile. It’s also a great snapshot of what life was like for us back in the day. The article from 1980 was called, “The Band That Styx It To ‘Em.” Here’s what he wrote: “At once, a sleek, gray Cadillac limousine glides toward the back stage area. Small groups of girls rush from under trees and other hiding places like a pack of lions attacking an antelope. They bang on the windows, try to halt the driver’s progress by standing in front of the car. They are a desperate bunch. Rain soaks their makeup and ruins their clothes. Some are crying. “Tommy, Tommmmmmmmmy! I love you!” one girl yells as she bangs against the limousine’s window. Inside the gray limousine, James Young, the tall, blond guitarist for Styx who likes to be called J.Y. looks out the window. “It sure is raining,” he says. Next to him, bass player Chuck Panozzo, finishing the last part of a cover story on Styx in a recent issue of Record World magazine, nods his head in agreement. Then he chuckles, and says, “They think you’re Tommy.” “I’m not Tommy Shaw,” J.Y. screams. “I’m Rod Stewart.” “Tommy, Tommmmmmmmmy! I love you! I love you!” the girl persists, now trying desperately to jump on the hood of the slippery auto. “Oh brother,” sighs J.Y. And the limousine rolls through the now fully raised backstage door and he hurries to get out and head for the dressing room. This scene is repeated twice, as two more limousines make their way into the stadium, five and ten minutes later. The second car carries young guitarist Tommy Shaw, drummer John Panozzo and his wife Debbie. The groupies muster their greatest energy for this car. As the youngest member of Styx and because of his good looks and flowing blond hair, Tommy Shaw is extremely popular with young girls. Some of his fans are now demonstrating their affection by covering his car with their bodies. John and Debbie Panozzo pay no attention to the frenzy. Tommy Shaw merely smiles, and shortly all of them are inside the sports arena dressing room. By the time the last and final car appears, spectacularly black in the California rain, the groupies’ enthusiasm has waned. Most of them have started tiptoeing through the puddles back to their hiding places to regroup for the band’s departure in a couple of hours.” Tommy

Andre stood and walked across the large map of Africa that hung on the office wall. “May I ask what you are thinking?” questioned Colonel Hoffman. “I’m thinking Khartoum” Andre responded quietly, tapping the map in the northern half of Sudan and both Hoffman and Nicci nodded in agreement. “If the cargo aboard the ship was artillery systems and if the trucks that met the ship head for Juba, then we should expect – at the very least - a resumption of the civil war in Sudan.” Hoffman nodded again and then spoke himself. “And if the buyers in Juba have also accessed nuclear ammunition, then the government of Sudan is going to change soon. Anyone with weapons like that could easily consolidate control of all those oilfields. That means that the balance of power in the Horn of Africa is going to be very different from what it is now.” “What’s the population of Khartoum?” asked Nicci. Hoffman consulted his desktop computer. “The city itself, around two and a half million. The conurbation of greater Khartoum is more than ten million.” “Five minutes?” Nicci queried and Hoffman nodded. Nicci looked stunned. They all sat for a moment and considered the awesome destruction that would be unleashed.

Establishment of a quarterly rolling planning regime, wherein management both sets out its revenue and expenditure requirements for the next 18 months and seeks approval for expenditure planned for the next 3 months, is a key requirement for beyond budgeting management. Each quarter, before approving these estimates, management sees the bigger picture six quarters out. While firming up the short-term numbers for the next three months, all subsequent forecasts also update the annual forecast. Budget holders are encouraged to spend half the time on getting the details of the next three months right, as these will become targets, on agreement, and the rest of the time on the next five quarters. Each quarter

Clip This Article on Location 1397 | Added on Monday, September 1, 2014 4:10:39 PM REVIEW & OUTLOOK An $8.3 Billion Rebuke to the FDA Roche buys a drug approved in Europe but not in America. 359 words Amid this summer's M&A fever, Roche's agreement Monday to buy the San Francisco biotech InterMune deserves special notice. The tie-up is an $8.3 billion guided missile into the fortified bunker that is the Food and Drug Administration. InterMune has never turned a profit in 16 years of existence and other than its clinical expertise the company holds a single asset: an idea for treating a lethal lung disorder called idiopathic pulmonary fibrosis with no known cause, cure or approved therapy—at least in the U.S. An InterMune drug called pirfenidone that slows the progression of irreversible lung scarring is on the market in Europe, Japan, Canada and even China. Bloomberg News But the FDA refused to approve pirfenidone in 2010, despite the 40,000 Americans who are killed annually by lung fibrosis and a positive recommendation from its outside scientific advisory committee. The agency brass claimed the evidence was statistically unsatisfactory, when one clinical trial was inconclusive but another showed strong benefits such as improved lung function. The results of the third trial the FDA ordered were reported earlier this year and confirmed that pirfenidone is even more of a treatment advance than it seemed in 2010, and may prolong life. The agency is expected, finally, to approve the medicine in November. Roche is paying a 38% premium over Friday's closing share price, and 63% over trading before the news of InterMune's corporate suitors broke a few weeks ago. The deal is a big vote of confidence in pirfenidone, not least because a rival lung fibrosis drug is awaiting U.S. approval. Then again, maybe that drug's maker, the German pharmaceutical consortium Boehringer Ingelheim, will have the same FDA experience as InterMune. The Roche deal is a tacit reprimand to the FDA's unscientific and uncompassionate—and wrong—2010 defenestration. Amid medical ambiguity about effectiveness, the humane option is to allow a drug to come to patients and follow on with more research, in particular for a drug with few side effects. Pulmonary fibrosis is a protracted death sentence of three to five years. The FDA denied tens of thousands of dying people better and possibly longer lives in the time they had left. ==========

...but the problem was more fundamental. Powell and the State Department hoped an agreement with North Korea would be a positive step reducing the threat of nuclear war. Bush, Cheney, and the Vulcans, wedded to a view of the world as a Manichean contest between good and evil, rejected the idea of negotiating with a state they deemed immoral. If the United States had brought the evil empire of the Soviet Union to its knees, why deal with a state vastly smaller, weaker, and more repressive? Bush's response to Kim Dae-Jung's visit set the tone for the administration. The United States would not enter into an agreement that kept a brutal regime in power. For Bush, foreign policy was an exercise in morality. That appealed to his religious fervor, and greatly simplified dealing with the world beyond America's borders. 'I've got a visceral reaction to this guy...Maybe it's my religion, but I feel passionate about this.' Bush's personalization of foreign policy and his refusal to deal with North Korea was the first of a multitude of errors that came to haunt his presidency. Instead of bringing a denuclearized North Korea peacefully into the family of nations, as seemed within reach in 2001, the Bush administration isolated the government in Pyongyang hoping for its collapse. In the years following, North Korea continued to be an intractable problem for the administration. By the end of Bush's presidency, North Korea had tested a nuclear device and was believed to have tripled its stock of plutonium, accumulating enough for at least six nuclear weapons. Aside from their attachment to the idea of American hegemony, the worldview of Bush, Cheney, and the Vulcans was predicated on a false reading of history. A keystone belief was that Ronald Reagan's harsh rhetoric and policy of firmness had forced the collapse of the Soviet Union and ended the Cold War. In actuality, Ronald Reagan's harsh rhetoric during his first three years in office actually intensified the Cold War and heightened Soviet resistance. Not until Reagan changed course, replaced Alexander Haig with George Schultz, and held out an olive branch to the Soviets did the Cold War begin to thaw. Beginning with the Geneva summit in 1985, Reagan would meet with Gorbachev five times in the next three years, including a precedent-shattering visit to the Kremlin and Red Square. What about the 'evil empire' the president was asked. 'I was talking about another time, another era,' said Reagan. President Reagan deserves full credit for ending the Cold War. But it ended because of his willingness to negotiate with Gorbachev and establish a relationship of mutual trust. For Bush, Cheney, and the Vulcans, this was a lesson they had not learned. (p.188-189)

The 2013 collective bargaining agreement governing working conditions for SEC nonsupervisory employees goes as far as to provide that a certain number of employees can work from home five days a week.

Three times more peace agreements were negotiated and signed during the first decade of the post-Cold War era (1990–2000) than in the previous three decades combined. At the United Nations (UN), more peace operations were mounted in the decade of the 1990s than in the previous four decades combined.25 In spite of these global peace dividends, we witnessed in the 1990s some of the most egregious cases of civilian populations being “done to death.” Although fewer borders were violated, more people were. In 1994, in Rwanda, more than 800,000 Tutsi and moderate Hutu were slaughtered by Hutu extremists in the space of just 100 days. Three hundred and thirty-three and a third murders occurred per hour. Five and a half lives terminated every minute, a rate of death nearly three times the rate of Jewish dead during the Holocaust.

Pay attention to “core concerns.” Many emotions in negotiation are driven by a core set of five interests: autonomy, the desire to make your own choices and control your own fate; appreciation, the desire to be recognized and valued; affiliation, the desire to belong as an accepted member of some peer group; role, the desire to have a meaningful purpose; and status, the desire to feel fairly seen and acknowledged.

On 2 November 1917, five weeks before Allenby walked through the Jaffa Gate, the government in London had issued a document that was to have a fateful and lasting impact on the Holy Land, the Middle East and the world. The foreign secretary, Lord Balfour, wrote to Lord Rothschild, representing the World Zionist Organization, to inform him that: His Majesty’s government view with favour the establishment in Palestine of a national home for the Jewish people, and will use their best endeavours to facilitate the achievement of this object, it being clearly understood that nothing shall be done which may prejudice the civil and religious rights of existing non-Jewish communities in Palestine, or the rights and political status enjoyed by Jews in any other country. The sixty-seven typewritten words of the Balfour Declaration combined considerations of imperial planning, wartime propaganda, biblical resonances and a colonial mindset, as well as evident sympathy for the Zionist idea. With them, as the writer Arthur Koestler was to quip memorably – neatly encapsulating the attendant and continuing controversy – ‘one nation solemnly promised to a second nation the country of a third’.8 Lloyd George highlighted sympathy for the Jews as his principal motivation. But the decisive calculations were political, primarily the wish to outsmart the French in post-war arrangements in the Levant9 and the impulse to use Palestine’s strategic location – its ‘fatal geography’ – to protect Egypt, the Suez Canal and the route to India.10 Other judgements have placed greater emphasis on the need to mobilize Jewish public opinion behind the then flagging Allied war effort. As Balfour told the war cabinet at its final discussion of the issue on 31 October: ‘If we could make a declaration favourable to such an ideal [Zionism], we should be able to carry on extremely useful propaganda both in Russia and in America.’11 Historians have spent decades debating the connections and contradictions between Balfour’s public pledge to the Zionists, the secret 1916 Sykes–Picot agreement between Britain, France and Russia about post-war spheres of influence in the Middle East, and pledges about Arab independence made by the British in 1915 to encourage Sharif Hussein of Mecca to launch his ‘revolt in the desert’ against the Turks. The truth, buried in imprecise definitions, misunderstandings and duplicity, remains elusive.

Consensus is horrible. I mean, if everyone really agrees on something and consensus comes about quickly and naturally, well that’s terrific. But that isn’t how it usually works, and so consensus becomes an attempt to please everyone.” “Which usually turns into displeasing everyone equally.” Jeff made his remark with a look of pain on his face, as though he were reliving a bad memory. “Exactly. The point here is that most reasonable people don’t have to get their way in a discussion. They just need to be heard, and to know that their input was considered and responded to.” “So where does the lack of commitment come into play?” Nick wanted to know. “Well, some teams get paralyzed by their need for complete agreement, and their inability to move beyond debate.

these trucks are equipped with long sword 10s or CJ-10s. They’re a land-attack cruise missile, capable of carrying a five-hundred-pound high-explosive warhead or a low-yield tactical nuclear warhead,” Gary explained as he showed Kurt half a dozen images of the trucks, the missile pod from different vantage points and the trucks marshalling into a convoy as they offloaded from the ship. Kurt only shook his head as he took in the information in disbelief. “This is like the Cuban Missile Crisis, only this time we weren’t able to block the Cubans from receiving the missiles.” Gary nodded in agreement.

risk by giving her the autonomy to make the decision for herself, but it was worth a shot. Truthfully, I expected her to say, “All day!” but she didn’t. Instead, armed with the logic behind why limiting screen time was important and with the freedom to decide in her hands, she sheepishly asked for “two shows.” Two episodes of a kid-appropriate program on Netflix is about forty-five minutes, I explained. “Does forty-five minutes seem like the right amount of screen time per day for you?” I sincerely asked. She nodded in agreement, and I could tell by the hint of a smile that she felt she had gotten the better end of the deal. As far as I was concerned, forty-five minutes was fine with me, as it left plenty of time for other activities. “How do you plan to make sure you don’t watch for more than forty-five minutes per day?” I asked. Not wanting to lose the negotiation that she clearly felt she was winning, she proposed using a kitchen timer

Roughgarden had a twenty-five year career in ecology as a man before she transitioned to being a woman, giving her unique insight into the world of sexism in academia. She sees the prevailing theories in biology as a way to 'naturalize male prowess' and believes that in a field dominated by straight white men, research has become a self-reinforcing cycle of sexism. 'The purpose of their theories is often to buy them prestige, and prestige is found in agreement from other straight white men,' she says. 'All the other straight white men are in on the racket. [For women] there's no entrée, there's no avenue to make the truth count.

As André Maurois put it: “Everything that is in agreement with our personal desires seems true. Everything that is not puts us into a rage.” Is it any wonder, then, that we find it so hard to get at the answers to our problems? Wouldn’t we have the same trouble trying to solve a second-grade arithmetic problem, if we went ahead on the assumption that two plus two equals five? Yet there are a lot of people in this world who make life a hell for themselves and others by insisting that two plus two equals five—or maybe five hundred!

This may be the fundamental problem with caring a lot about what others think: It can put you on the established path—the my-isn’t-that-impressive path—and keep you there for a long time. Maybe it stops you from swerving, from ever even considering a swerve, because what you risk losing in terms of other people’s high regard can feel too costly. Maybe you spend three years in Massachusetts, studying constitutional law and discussing the relative merits of exclusionary vertical agreements in antitrust cases. For some, this might be truly interesting, but for you it is not. Maybe during those three years you make friends you’ll love and respect forever, people who seem genuinely called to the bloodless intricacies of the law, but you yourself are not called. Your passion stays low, yet under no circumstance will you underperform. You live, as you always have, by the code of effort/result, and with it you keep achieving until you think you know the answers to all the questions—including the most important one. Am I good enough? Yes, in fact I am. What happens next is that the rewards get real. You reach for the next rung of the ladder, and this time it’s a job with a salary in the Chicago offices of a high-end law firm called Sidley & Austin. You’re back where you started, in the city where you were born, only now you go to work on the forty-seventh floor in a downtown building with a wide plaza and a sculpture out front. You used to pass by it as a South Side kid riding the bus to high school, peering mutely out the window at the people who strode like titans to their jobs. Now you’re one of them. You’ve worked yourself out of that bus and across the plaza and onto an upward-moving elevator so silent it seems to glide. You’ve joined the tribe. At the age of twenty-five, you have an assistant. You make more money than your parents ever have. Your co-workers are polite, educated, and mostly white. You wear an Armani suit and sign up for a subscription wine service. You make monthly payments on your law school loans and go to step aerobics after work. Because you can, you buy yourself a Saab. Is there anything to question? It doesn’t seem that way. You’re a lawyer now. You’ve taken everything ever given to you—the love of your parents, the faith of your teachers, the music from Southside and Robbie, the meals from Aunt Sis, the vocabulary words drilled into you by Dandy—and converted it to this. You’ve climbed the mountain. And part of your job, aside from parsing abstract intellectual property issues for big corporations, is to help cultivate the next set of young lawyers being courted by the firm. A senior partner asks if you’ll mentor an incoming summer associate, and the answer is easy: Of course you will. You have yet to understand the altering force of a simple yes. You don’t know that when a memo arrives to confirm the assignment, some deep and unseen fault line in your life has begun to tremble, that some hold is already starting to slip. Next to your name is another name, that of some hotshot law student who’s busy climbing his own ladder. Like you, he’s black and from Harvard. Other than that, you know nothing—just the name, and it’s an odd one. Barack.

The individual leaders at both Microsoft and Accenture are clearly transformational leaders who have been devoted to this partnership since the beginning. Microsoft partnered with Accenture in 2007. The initial 7-year agreement spanned 90 countries and 450 individual roles. Within 18 months, the partnership designed and implemented a global set of standardized processes across 92 countries, improved internal controls and compliance, improved scalability and reduced costs by 35 per cent. In 2009, the partnership was extended to include more accounts payable and buy centre processes. The contract was worth $330 million in 2012 and was extended until 2018. Five years into the BPO relationship, the partners continue to innovate Microsoft’s financial, accounting and procurement processes. In 2010–2011, for example, the partners moved 25 international subsidiaries from manual invoicing to electronic invoicing. The partners implemented new tools that increased transparency by allowing Microsoft’s business users to see every dollar spent and timely

As we grow more attached to what we believe, it is much more difficult to see the power of our intent. This is especially true when we have agreements that do not allow us to detach without first judging ourselves for even thinking of changing our mind.

practice the Toltec agreements, Be impeccable with your word Don't take anything personally Don't make assumptions Always do your best Be skeptical, but learn to listen

The Washington conference agreement was signed February 6, 1922. It limited capital ships to thirty-five thousand tons, carriers to twenty-seven thousand tons, guns to a maximum bore of sixteen inches. As if to show there were no hard feelings, the United States, Britain, France and Japan agreed to respect the status quo under the mandates of the League of Nations.

We shall try to show in the following that the views of modern physics are in agreement with the two ideas basic to Eastern philosophy that have been described above: the idea that the universe is an organic unity whose parts are interdependent and inseparable, and the idea that the cosmos is alive. Both of these ideas also arise in quantum mechanics and in relativity theory and find their clearest modern expression in quantum field theory.

Then I turned the conversation to Mitsubishi UFJ’s agreement with Morgan Stanley.

Reynolds is not visible, and he is restricting his somatic emanations to comatose levels. I imply my presence and my recognition of his identity. Acknowledgment. The chair turns around smoothly, slowly. He smiles at me and shuts off the synthesizer at his side. Gratification. To communicate, we are exchanging fragments from the somatic language of the normals: a shorthand version of the vernacular. Each phrase takes a tenth of a second. I give a suggestion of regret. Wistful agreement, then supposition. True, acting cooperatively would produce achievements far outstripping any we might attain individually. Any interaction would be incredibly fruitful: how satisfying it would be simply to have a discussion with someone who can match my speed, who can offer an idea that is new to me, who can hear the same melodies I do. He desires the same. It pains us both to think that one of us will not leave this room alive. An offer. He knows what my answer is. We will speak aloud, since somatic language has no technical vocabulary. Reynolds says, quickly and quietly, five words. They are more pregnant with meaning than any stanza of poetry: each word provides a logical toehold I can mount after extracting everything implicit in the preceding ones. Together they encapsulate a revolutionary insight into sociology; using somatic language he indicates that it was among the first he ever achieved. I came to a similar realization, but formulated it differently. I immediately counter with seven words, four that summarize the distinctions between my insight and his, and three that describe a nonobvious result of the distinctions. He responds.

Critics have said it cannot be done and yet the output of 6.5 million workers involved in the Build, Build, Build program has proved them wrong. Another misconception was that most projects are only situated in Metro Manila or are operated under the modality of public private partnership. This is far from the truth. In fact, less than five percent of the Build, Build, Build projects charge toll or operate under a concession agreement.

Do you like to read?' Emerie's mouth curled upward. 'I live alone, up in the mountains. I have nothing to do with my spare time except work in my garden and read whatever books I order through the mail service. And in the winter, I don't even have the distraction of my gardening. So, yes, I like to read. I cannot survive without reading.' Nesta grunted her agreement. 'What manner of books?' Gwyn asked. 'Romantics,' Emerie said, adjusting her own hair, the thick black braid full of reds and browns in the sunlight. Nesta started. Emerie's eyes lit. 'You too? Which ones?' Nesta rattled off her top five, and Emerie grinned, so broadly it was like seeing another person. 'Have you read Sellyn Drake's novels?' Nesta shook her head. Emerie gasped, so dramatically that Cassian muttered something about sparing him from smut-obsessed females before heading further into the ring. 'You must read her books. You must. I'll bring the first one tomorrow. You'll stay up all night reading it, I swear.' 'Smut?' Gwyn asked, catching Cassian's muttered words. There was enough hesitation in her voice to make Nesta draw up straight. Nesta glanced at Emerie, realising the female didn't know about Gwyn- her history, or why the priestesses lived in the library. But Emerie asked. 'What do you read?' 'Adventure, sometimes mysteries. But mostly I read whatever Merrill, the priestess I work with, has written that day. Not as exciting as romance, not by a long shot. Emerie said casually. 'I can bring one of Drake's brooks for you, too- one of her milder ones. An introduction to the wonders of romance.' Emerie winked at Nesta. Nesta waited for Gwyn to refuse, but the priestess smiled. 'I'd like that.

Rhys looked them each in the eye, even my sisters, his hand brushing the back of my own. 'Do you want the inspiring talk or the bleak one?' he asked. 'We want the real one,' Amren said. Rhys pushed his shoulders back, elegantly folding his wings behind him. 'I believe everything happens for a reason. Whether it is decided by the Mother, of the Cauldron, or some sort of tapestry of Fate, I don't know. I don't really care. But I am grateful for it, whatever it is. Grateful that it brought you all into my life. If it hadn't... I might have become as awful as the price we're going to face today. If I had not met an Illyrian warrior-in-training,' he said to Cassian, 'I would not have known the true depth of strength, of resilience, of honour and loyalty.' Cassian's eyes gleamed bright. Rhys said to Azriel, 'If I had not met a shadowsinger, I would not have known that it is the family you make not the one you are born into, that matters. I would not have known what it is to truly hope, even when the world tells you to despair.' Azriel bowed his head in thanks. Mor was already crying when Rhys spoke to her. 'If I had not met my cousin, I would never have learned that light can be found in even the darkest of hells. That kindness can thrive even amongst cruelty.' She wiped away her tears as she nodded. I waited for Amren to offer a retort. But she was only waiting. Rhys bowed his head to her. 'If I had not met a tiny monster who hoards jewels more fiercely than a firedrake...' A quiet laugh from all of us at that. Rhys smiled softly. 'My own power would have consumed me long ago.' Rhys squeezed my hand as he looked to me at last. 'And if I had not met my mate...' His words failed him as silver lined his eyes. He said down the bond, I would have waited five hundred more years for you. A thousand years. And if this was all the time we were allowed to have... The wait was worth it. He wiped away the tears sliding down my face. 'I believe that everything happened, exactly the way it had to... so I could find you.' He kissed another tear away. And then he said to my sisters, 'We have not known each other for long. But I have to believe that you were brought here, into our family, for a reason, too. And maybe today we'll find out why.' He surveyed them all again- and held out his hand to Cassian. Cassian took it, and held out his other for Mor. Then Mor extended her other to Azriel. Azriel to Amren. Amren to Nesta. Nesta to Elain. And Elain to me. Until we were all linked, all bound together. Rhys said, 'We will walk out onto that field and only accept Death when it comes to haul us away to the Otherworld. We will fight for life, for survival, for our futures. But if it is decided by that tapestry of Fate or the Cauldron or the Mother that we do not walk off that field today...' His chin lifted. 'The great joy and honour of my life has been to know you. To call you my family. And I am grateful- more than I can possibly say- that I was given this time with you all.' 'We are grateful, Rhysand,' Amren said quietly. 'More than you know.' Rhys gave her a small smile as the others murmured their agreement. He squeezed my hand again as he said, 'Then let's go make Hybern very ungrateful to have known us, too.

Channeling conflict and dissent constructively: During the formation of the conflict [in Mozambique], disagreement became a punishable crime and the consequences were serious. As soon as the invitation to seek what unites and not what divides was welcomed by both parties ... the possibility of disagreement and corrective feedback was paradoxically restored, making it possible for constructive tension to be recognized and welcomed back in the system. Today in Mozambique, it is clear that to say no to a policy is not treason and that dissent is not only permissible but also an effective tool for growth and development. Clearly, successful peace processes are less about agreements per se and more about how disagreement is allowed and is managed.

The Four Agreements. According to Don Miguel, “Ninety-five percent of the beliefs we have stored in our minds are nothing but lies, and we suffer because we believe all these lies.

Mr. Bode piped, “Just to reiterate the specifics. We want the magical essence of the Quintet to reveal themselves through their spirit keys. So, Helloise, you can do half now and complete it at the height of the Taurunox so it has maximum effect. That should be just shy of ten when the students are enjoying their last dance.” Mrs. Vee nodded, closed her eyes, and proffered her arm with the blue Obiscule in her palm. Mr. Bode spoke again. 'Oh, and before you proceed, Helloise. I apologize for the inconvenience, but when we do identify the Blood Quintet, we will all be on bodyguard duty for the night at their homes just to ensure they're fine throughout the duration of the meteor shower." Mrs. Vee huffed. “Rather annoying. But I guess I see the sense in it. I’ll be using my alternative form, however. Surely, that’s permitted in these…special circumstances.” Mr. Bode glanced at Mr. Bruce, who nodded. "Yes, you may morph,” Bode said. “But I warn… you may be subject to fierce attacks from the enemy. I say that to say that it is not my prerogative to tell you not to use forbidden spells." Each of them nodded in agreement. Mr. Bruce added. “Kat. You’re the most inexperienced here. If there’s anything you will need before the vigil then I’m sure you can approach any of us here. Yes?” "Got it." Ms. Nash nodded, her fingers trembling under the table. “Please proceed, Helloise,” Mr. Bruce ordered. Mrs.Vee inhaled deeply before enunciating a melodious five-lined incantation that could pass for a nursery rhyme. Seconds later, her blue orb emitted five strands of flaccid, spaghettified blue light which fell down over her palm like a quintet of luminescent shoe-laces. Without warning, the light laces stiffened and shot off in different directions. The room glowed momentarily as the light inside the orb flickered like a flame in the wind. Finally, Mrs. Vee uttered a single word, pitching the room once more into semi-darkness. “Done,” she said, sitting. Mr. Bruce gave her a half-hearted clap. “Brilliant.

   David sat down in the only unoccupied chair in the room.                  The kid scooted his chair a few inches in the direction of the door.  David frowned at his new attorney.  “You think I did everything they’re saying about me.”                 “Ah… ah… no… “the kid said, sweat popping out on his brow.  “Let’s get started.”  David made a sudden move, his hands shooting out across the table.  The lawyer jumped back, his chair scrapping against the concrete floor.  His face paled, his hand trembled, his finger above the orange button on the radio.                  “Great, just what I needed, an attorney who believes I’m guilty.”                  “Mr… er… Reverend Padgett, I’m trying to help you.”                 “Am I your first client?”  The boy cleared his throat.                  “I assure you, Reverend Padgett, I will defend you to the best of my ability.”                 “You just passed the bar, didn’t you?”                  “Ah, yes, but I did so on my first try.  Some don’t pass until their second or third try.”                                                   “Wonderful, well we have something in common; this is the first time I’ve been on trial for my life.”                  “I have some good news for you,” Barlow said, picking up a piece of paper he handed it to David.                  “What’s this?” David said, his eyes scanning the sheet.                  “It’s a plea agreement.  I persuaded the prosecutor to only sentence you to 50 years; you will be eligible for parole in 25.”                 “You want me to plead guilty to something I didn’t do and spend the next 25 to 50 years in prison?”                 “If we go to trial, the prosecutor is going to ask for the death penalty.”                 “Have you even looked at the evidence?                 “I’m sorry, as you know I was just assigned the case this morning.”                 “Get out!”                 “Excuse me?”                 “Press your talk button on the radio and tell them you want to leave.”                  “But we haven’t discussed...”                 “If you persist I will fire you as my attorney, how will that look on your record?”     “Okay, okay, Reverend Padgett,” confused, Barlow pressed the orange button, “I’m ready to go now.”  Somewhere an alarm sounded. Suddenly there was a rumbling of running feet coming down the hall.      “You pushed the wrong button,” David shouted.  With hands trembling, he reached for the radio.  “Here let me have it.”     Keys jingled in the lock. Five officers rushed in, pulling David from the chair.  They threw him face down on the floor, he cried out in pain as one of the officers put his knee in the middle of his back.  Another grabbed David’s hands, snapping the handcuffs on his wrists.

We wanted to cheer and scream at the same time when Olympic athletes Alysia Montaño, Kara Goucher, and Allyson Felix broke their nondisclosure agreements to tell the New York Times about being paid less by their sponsor, Nike, after they gave birth. We only wanted to scream when white male legislators in Alabama and other states voted to effectively ban abortion. Thousands of women came forward in response to publicly share their own experiences of ending a pregnancy—but why should it fall to women to share their most personal stories in order to defend a right we’ve had in America for more than forty-five years? What’s more, why are legislators focused on limiting reproductive choices rather than solving the real challenges pregnant women confront?

They turn on short-range telemetry kits, and we approach through the clear-cut. The black soil is deformed into thigh-high welts from earth-moving equipment. Pings from the radio collars tell them that the male is south of the female, who is farther up the wood line. Because the male wolf and the yearlings will often sit the pups while the female goes off to hunt or rest elsewhere, the biologists must choose which wolf’s signal to focus upon. This morning, they can’t decide which wolf might be with the pups. Chris whispers a game plan to Ryan. “I’m going to walk up on the male,” Chris says. “You walk farther up and get a bead on the female. Wait a few minutes before you go in - give me some time to find him first because the wind will wash your scent south right back on top of him, okay? If the pups aren’t with him, I’ll just keep moving north toward her and find you.” Ryan nods his agreement, and Chris slips into the woods. The density of the vegetation encloses around him within a few feet from the tree line. Chris, having spent twenty-five years using telemetry to track wolves, can interpret the pings like most people read road signs. His body melts behind thick vines, woody growth, and an abundance of wax myrtle bushes that crowd the understory. Ryan and I walk north along the clear-cut. He listens for the female, holding his telemetry antennae high. He waves the unit this way and that, searching the radio wave for the best strength. It begins raining. He paces up and down a fifty-foot stretch of the tree line. Where the female wolf’s signal is the strongest, he scratches a large X in the dark muck with his boot heel. We wait in the light drizzle. Minutes tick by. Finally, Ryan motions for me to follow him into the woods. We creep deliberately, slowly, and I plant each step where he does. After about ten yards, he drops onto his hands and knees and crawls beneath a cluster of thorny devil’s walking sticks. I trail him as if playing a silent game of follow the leader. We pause here and there to let the wolf confuse our sounds with a foraging squirrel. He uses vine clippers to snip through several large branches obscuring our way. Soon, Ryan pulls the cable from his antennae and shows me that he can hear her with just the receiver box. We are close. I try not to breathe. She is within thirty feet. Then the pinging in his headphones tells him she is running. We don’t hear or even see her flush. It is like tracking a ghost.

Would anybody read five articles about antisemitism?” He saw Minify nod. “Three million readers?