Fix Incorrect Quotes

Many people believe that right and wrong are fixed absolutes. That is incorrect, they change over time. The job of the historian is primarily to find the historical truth, to look at what the sources say and present them, objectively and dispassionately. If historians were to stand in judgment on human folly, our work would seem to posterity like fossils – the remnants of the orthodoxy of their time.

Having DID is, for many people, a very lonely thing. If this book reaches some people whose experiences resonate with mine and gives them a sense that they aren't alone, that there is hope, then I will have achieved one of my goals. A sad fact is that people with DID spend an average of almost seven years in the mental health system before being properly diagnosed and receiving the specific help they need. During that repeatedly misdiagnosed and incorrectly treated, simply because clinicians fail to recognize the symptoms. If this book provides practicing and future clinicians certain insight into DID, then I will have accomplished another goal. Clinicians, and all others whose lives are touched by DID, need to grasp the fundamentally illusive nature of memory, because memory, or the lack of it, is an integral component of this condition. Our minds are stock pots which are continuously fed ingredients from many cooks: parents, siblings, relatives, neighbors, teachers, schoolmates, strangers, acquaintances, radio, television, movies, and books. These are the fixings of learning and memory, which are stirred with a spoon that changes form over time as it is shaped by our experiences. In this incredibly amorphous neurological stew, it is impossible for all memories to be exact. But even as we accept the complex of impressionistic nature of memory, it is equally essential to recognize that people who experience persistent and intrusive memories that disrupt their sense of well-being and ability to function, have some real basis distress, regardless of the degree of clarity or feasibility of their recollections. We must understand that those who experience abuse as children, and particularly those who experience incest, almost invariably suffer from a profound sense of guilt and shame that is not meliorated merely by unearthing memories or focusing on the content of traumatic material. It is not enough to just remember. Nor is achieving a sense of wholeness and peace necessarily accomplished by either placing blame on others or by forgiving those we perceive as having wronged us. It is achieved through understanding, acceptance, and reinvention of the self.

Many people believe that right and wrong are fixed absolutes. That is incorrect, they change over time. The job of the historian is primarily to find the historical truth, to look at what the sources say and present them, objectively and dispassionately.

What’s a savage?” Amelia said. “Someone who doesn’t live as you do? Someone who doesn’t have gaslight and shoes and cobblestoned streets?” Levi took a breath and tried again. “These are simple people who haven’t been exposed to—” “And why is simple something that needs to be fixed? Why must all people everywhere be cast in the same mold?” Amelia said. She felt unreasonably angry with Levi for not understanding the basic wrongness of this idea. These people had their own lives, their own gods, their own ways. A missionary traveled across the ocean and told them that everything they believed and lived by was incorrect. It was the same as if a human came to her people under the ocean and told them that they could no longer be merpeople.

Much of what we’ve been taught about metabolism is incorrect. The ‘eat less and exercise more’ versions of diets are dinosaurs that ignore the current known facts about how our bodies actually function.

If you see a book that is grouped incorrectly, simply long press the cover of the book and select Submit series feedback to let us know what to fix.

Effective managers make effective decisions. There are six steps of effective decision making and five characteristics of effective decisions. First, and by far the most important step, effective decision makers define and classify the problem. It is much easier to fix a wrong solution to a problem if the problem has been defined correctly than it is to fix a “correct” solution to a problem that has been defined incorrectly. If a problem has been defined incorrectly, no solution to that problem can be found. Conversely, if a problem is defined correctly, then an incorrect solution will provide useful feedback information, leading the executive closer to the right solution. The remaining five steps of effective decision making are Ask, “Is this problem generic or unique?” Decisions that are generic ought to be solved by finding and applying a rule that someone else has used to solve the problem. For problems that are unique, the decision maker must next determine the boundary conditions that must be satisfied in order for the decision to be effective. Establishing boundary conditions requires an answer to the question, “What does the decision have to accomplish to be effective in solving the problem?” Next, the decision maker asks, “What is the right solution, given these conditions?” Then—and this is where a great many decisions fail—the decision maker must convert the decision into action by assigning to one or more persons the responsibility for carrying out the decision and by eliminating any barriers faced by those who must act. Finally, the effective decision maker follows up on the decision, obtains feedback on what actually happened as a result of the decision, and compares this with the intended or desired results.

Blameless culture originated in the healthcare and avionics industries where mistakes can be fatal. These industries nurture an environment where every “mistake” is seen as an opportunity to strengthen the system. When postmortems shift from allocating blame to investigating the systematic reasons why an individual or team had incomplete or incorrect information, effective prevention plans can be put in place. You can’t “fix” people, but you can fix systems and processes to better support people making the right choices when designing and maintaining complex systems.

The problem stated by the Agile Manifesto authors is the reliance on pre-planning around incorrect assumptions, and the lack of coordination between business owners and developers. By fixing those two core problems, Agile Software Development aims to make the act of building software more agile.