Flexibility Important Quotes

Let everything that's been planned come true. Let them believe. And let them have a laugh at their passions. Because what they call passion actually is not some emotional energy, but just the friction between their souls and the outside world. And most important, let them believe in themselves. Let them be helpless like children, because weakness is a great thing, and strength is nothing. When a man is just born, he is weak and flexible. When he dies, he is hard and insensitive. When a tree is growing, it's tender and pliant. But when it's dry and hard, it dies. Hardness and strength are death's companions. Pliancy and weakness are expressions of the freshness of being. Because what has hardened will never win.

The letter said that they were two feet high, and green, and shaped like plumber's friends. Their suction cups were on the ground, and their shafts, which were extremely flexible, usually pointed to the sky. At the top of each shaft was a little hand with a green eye in its palm. The creatures were friendly, and they could see in four dimensions. They pitied Earthlings for being able to see only three. They had many wonderful things to teach Earthlings, especially about time. Billy promised to tell what some of those wonderful things were in his next letter. Billy was working on his second letter when the first letter was published. The second letter started out like this: The most important thing I learned on Tralfamadore was that when a person dies he only appears to die. He is still very much alive in the past, so it is very silly for people to cry at his funeral. All moments, past, present and future, always have existed, always will exist. The Tralfamadorians can look at all the different moments just that way we can look at a stretch of the Rocky Mountains, for instance. They can see how permanent all the moments are, and they can look at any moment that interests them. It is just an illusion we have here on Earth that one moment follows another one, like beads on a string, and that once a moment is gone it is gone forever. When a Tralfamadorian sees a corpse, all he thinks is that the dead person is in a bad condition in that particular moment, but that the same person is just fine in plenty of other moments. Now, when I myself hear that somebody is dead, I simply shrug and say what the Tralfamadorians say about dead people, which is "so it goes.

Each of us is the best we can be when we are fully present, focused yet relaxed, curious yet non-judgmental, committed yet flexible.

This is the most important lesson you must learn about magic," Miss Ochiba went on. "There are many ways of seeing. Each has an element of truth, but none is the whole truth. If you limit yourselves to one way of seeing, one truth, you will limit your power. You will also place limits on the kinds of spells you can cast, as well as their strength. To be a good magician, you must see in many ways. You must be flexible. You must be willing to learn from different sources. And you must always remember that the truths you see are incomplete.

Pricing power is important in business. You want your business to have the flexibility to raise prices as needed, especially with regard to inflation.

It's important for business processes to be adaptable and flexible.

In terms of business resilience, it's important to have the ability to repurpose inputs and redirect outputs. It's important to have a good amount of flexibility designed into the businesses operating systems. When a business can answer the if this then that question over and over again with different fill in the blanks, it's got resilience.

I have seen authors saying their agents have told them to change their genre to another. For instances, YA genre is re-classified as historical romance or Contemporary Romance is now Women's Fiction to fit market trends. It's important for authors to be flexible, but they should keep writing what they love to write. Writing is a profession, I understand, but it is also an art. Be true to it.

Psychological flexibility is the ability to feel and think with openness, to attend voluntarily to your experience of the present moment, and to move your life in directions that are important to you, building habits that allow you to live life in accordance with your values and aspirations. It’s about learning not to turn away from what is painful, instead turning toward your suffering in order to live a life full of meaning and purpose.

Humans nowadays completely dominate the planet not because the individual human is far smarter and more nimble-fingered than the individual chimp or wolf, but because Homo sapiens is the only species on earth capable of cooperating flexibly in large numbers. Intelligence and toolmaking were obviously very important as well. But if humans had not learned to cooperate flexibly in large numbers, our crafty brains and deft hands would still be splitting flint stones rather than uranium atoms.

A bad plan is better than no plan, and the most important quality of any plan is the flexibility to change.

I had learned that a dexterous, opposable thumb stood among the hallmarks of human success. We had maintained, even exaggerated, this important flexibility of our primate forebears, while most mammals had sacrificed it in specializing their digits. Carnivores run, stab, and scratch. My cat may manipulate me psychologically, but he'll never type or play the piano.

For too long some of our schools have taught too many subjects as subsets of dogmatic commitments...Too often, education made our students less flexible- confident to the point of arrogance that they now had all the answers- rather than more flexible- humble in their lifelong openness to new questions and new responses. An important goal of quality education is to equip each generation to participate effectively in what has been called 'the great conversation' of our times. This means, on one hand, being unafraid of controversy. But, on the other hand, it also means being sensitive to the values and outlooks of others.

...ideas are definitely unstable, they not only CAN be misused, they invite misuse--and the better the idea the more volatile it is. That's because only the better ideas turn into dogma, and it is this process whereby a fresh, stimulating, humanly helpful idea is changed into robot dogma that is deadly. In terms of hazardous vectors released, the transformation of ideas into dogma rivals the transformation of hydrogen into helium, uranium into lead, or innocence into corruption. And it is nearly as relentless. The problem starts at the secondary level, not with the originator or developer of the idea but with the people who are attracted by it, who adopt it, who cling to it until their last nail breaks, and who invariably lack the overview, flexibility, imagination, and most importantly, sense of humor, to maintain it in the spirit in which it was hatched. Ideas are made by masters, dogma by disciples, and the Buddha is always killed on the road. There is a particularly unattractive and discouragingly common affliction called tunnel vision, which, for all the misery it causes, ought to top the job list at the World Health Organization. Tunnel vision is a disease in which perception is restricted by ignorance and distorted by vested interest. Tunnel vision is caused by an optic fungus that multiplies when the brain is less energetic than the ego. It is complicated by exposure to politics. When a good idea is run through the filters and compressors of ordinary tunnel vision, it not only comes out reduced in scale and value but in its new dogmatic configuration produces effects the opposite of those for which it originally was intended. That is how the loving ideas of Jesus Christ became the sinister cliches of Christianity. That is why virtually every revolution in history has failed: the oppressed, as soon as they seize power, turn into the oppressors, resorting to totalitarian tactics to "protect the revolution." That is why minorities seeking the abolition of prejudice become intolerant, minorities seeking peace become militant, minorities seeking equality become self-righteous, and minorities seeking liberation become hostile (a tight asshole being the first symptom of self-repression).

The ego is definitely an advancement, but it can be compared to the bark of the tree in many ways. The bark of the tree is flexible, extremely vibrant, and grows with the growth beneath. It is a tree’s contact with the outer world, the tree’s interpreter, and to some degree the tree’s companion. So should man’s ego be. When man’s ego turns instead into a shell, when instead of interpreting outside conditions it reacts too violently against them, then it hardens, becomes an imprisoning form that begins to snuff out important data, and to keep enlarging information from the inner self. The purpose of the ego is protective. It is also a device to enable the inner self to inhabit the physical plane. It is in other words a camouflage. It is the

Roles lack two essential ingredients: flexibility and honesty. In trying to define natural femininity, it's really important that we don't make it a role; it must be about something we are, not merely what we act like.

Standing upright is not a talent because a brainless wooden beam can stand upright too! The important thing is to be flexible!

It is critically important that as we age and our bodies become less flexible our minds become more so.

Cognitive flexibility is an important executive function that reflects our ability to shift thinking and to produce a steady flow of creative thoughts and answers as opposed to a regurgitation of the usual responses. The trait correlates with high-performance levels in intellectually demanding jobs. So if you have an important afternoon brainstorming session scheduled, going for a short, intense run during lunchtime is a smart idea.

It’s easy to get stuck thinking one particular way. And a lot of times it’s even good to be rooted in your beliefs. But every once in a while someone comes along and blows everything you ever thought to be true right out of the water. Sometimes it’s more important to be flexible than right.

I feel more passionately about the importance of healing from our abuse issues. I feel more passionately. I’ve become more spontaneous, embraced my femininity, and learned new lessons along the way—about boundaries, flexibility, and owning my power. And about love. I’m learning to respect men. My relationships have deepened. Some have changed.

Different people define "the good life" in different ways. To me, the good life includes active participation in family, church and community. It means making time for playing with kids, teaching them important religious and moral principles in the home, going to church with them and spending enough time with them that they know you care. It requires being a partner with your spouse, allowing him or her to grow in her own right, to spread her wings and fly. It includes participating in the community -- committees, service, voting, perhaps public office. It means having enough financial base that there is some flexibility in life, without which the previous activities just described are very limited.

But isn’t a life based on seeking personal happiness by nature self-centered, even self-indulgent? Not necessarily. In fact, survey after survey has shown that it is unhappy people who tend to be most self-focused and are often socially withdrawn, brooding, and even antagonistic. Happy people, in contrast, are generally found to be more sociable, flexible, and creative and are able to tolerate life’s daily frustrations more easily than unhappy people. And, most important, they are found to be more loving and forgiving than unhappy people.

Psychological flexibility is the ability to feel and think with openness, to attend voluntarily to your experience of the present moment, and to move your life in directions that are important to you, building habits that allow you to live life in accordance with your values and aspirations.

Here’s how to get started: 1. Sit still and stay put . Sit in a chair with your feet flat on the ground, or sit cross-legged on a cushion. Sit up straight and rest your hands in your lap. It’s important not to fidget when you meditate—that’s the physical foundation of self-control. If you notice the instinct to scratch an itch, adjust your arms, or cross and uncross your legs, see if you can feel the urge but not follow it. This simple act of staying still is part of what makes meditation willpower training effective. You’re learning not to automatically follow every single impulse that your brain and body produce. 2. Turn your attention to the breath. Close your eyes or, if you are worried about falling asleep, focus your gaze at a single spot (like a blank wall, not the Home Shopping Network). Begin to notice your breathing. Silently say in your mind “inhale” as you breathe in and “exhale” as you breathe out. When you notice your mind wandering (and it will), just bring it back to the breath. This practice of coming back to the breath, again and again, kicks the prefrontal cortex into high gear and quiets the stress and craving centers of your brain . 3. Notice how it feels to breathe, and notice how the mind wanders. After a few minutes, drop the labels “inhale/exhale.” Try focusing on just the feeling of breathing. You might notice the sensations of the breath flowing in and out of your nose and mouth. You might sense the belly or chest expanding as you breathe in, and deflating as you breathe out. Your mind might wander a bit more without the labeling. Just as before, when you notice yourself thinking about something else, bring your attention back to the breath. If you need help refocusing, bring yourself back to the breath by saying “inhale” and “exhale” for a few rounds. This part of the practice trains self-awareness along with self-control. Start with five minutes a day. When this becomes a habit, try ten to fifteen minutes a day. If that starts to feel like a burden, bring it back down to five. A short practice that you do every day is better than a long practice you keep putting off to tomorrow. It may help you to pick a specific time that you will meditate every day, like right before your morning shower. If this is impossible, staying flexible will help you fit it in when you can.

By weaving together productivity, mindfulness, and intentionality into a framework that is flexible, forgiving, and, most importantly, practical.

it is important that we enter the interview with a great degree of flexibility, ready not only to accept the narrator’s agenda but also to modify our own.

Emotionally mature people are usually flexible and try to be fair and objective. An important trait to keep an eye on is how others respond if you have to change your plans. Can they distinguish between personal rejection and something unexpected coming up? Are they able to let you know they’re disappointed without holding it against you? If you unavoidably have to let them down, emotionally mature people generally will give you the benefit of the doubt—especially if you’re empathetic and suggest trade-offs or compromises to ease their disappointment.

Ignorance has never been the problem. The problem was and continues to be unexamined confidence in western civilization and the unwarranted certainty of Christianity. And arrogance. Perhaps it is unfair to judge the past by the present, but it is also necessary. If nothing else, an examination of the past—and of the present, for that matter—can be instructive. It shows us that there is little shelter and little gain for Native peoples in doing nothing. So long as we possess one element of sovereignty, so long as we possess one parcel of land, North America will come for us, and the question we have to face is how badly we wish to continue to pursue the concepts of sovereignty and self-determination. How important is it for us to maintain protected communal homelands? Are our traditions and languages worth the cost of carrying on the fight? Certainly the easier and more expedient option is simply to step away from who we are and who we wish to be, sell what we have for cash, and sink into the stewpot of North America. With the rest of the bones. No matter how you frame Native history, the one inescapable constant is that Native people in North America have lost much. We’ve given away a great deal, we’ve had a great deal taken from us, and, if we are not careful, we will continue to lose parts of ourselves—as Indians, as Cree, as Blackfoot, as Navajo, as Inuit—with each generation. But this need not happen. Native cultures aren’t static. They’re dynamic, adaptive, and flexible, and for many of us, the modern variations of older tribal traditions continue to provide order, satisfaction, identity, and value in our lives. More than that, in the five hundred years of European occupation, Native cultures have already proven themselves to be remarkably tenacious and resilient. Okay. That was heroic and uncomfortably inspirational, wasn’t it? Poignant, even. You can almost hear the trumpets and the violins. And that kind of romance is not what we need. It serves no one, and the cost to maintain it is too high. So, let’s agree that Indians are not special. We’re not … mystical. I’m fine with that. Yes, a great many Native people have a long-standing relationship with the natural world. But that relationship is equally available to non-Natives, should they choose to embrace it. The fact of Native existence is that we live modern lives informed by traditional values and contemporary realities and that we wish to live those lives on our terms.

the most important work of a future simulation is to prepare our minds and stretch our collective imagination, so we are more flexible, adaptable, agile, and resilient when the “unthinkable” happens.

Catherine had to treat the church hierarchy carefully. She had always exercised a rational flexibility in matters of religious dogma and policy. Brought up in an atmosphere of strict Lutheranism, she had as a child expressed enough skepticism about religion to worry her deeply conventional father. As a fourteen-year-old in Russia, she had been required to change her religion to Orthodoxy. In public, she scrupulously observed all forms of this faith, attending church services, observing religious holidays, and making pilgrimages. Throughout her reign, she never underestimated the importance of religion. She knew that the name of the autocrat and the power of the throne were embodied in the daily prayers of the faithful, and that the views of the clergy and the piety of the masses were a power to be reckoned with. She understood that the sovereign, whatever his or her private views of religion, must find a way to make this work. When Voltaire was asked how he, who denied God, could take Holy Communion, he replied that he “breakfasted according to the custom of the country.” Having observed the disastrous effect of her husband’s contemptuous public rejection of the Orthodox Church, Catherine chose to emulate Voltaire.

The problem starts at the secondary level, not with the originator or developer of the idea but with the people who are attracted to it, who adopt it, who cling to it until their last nail breaks, and who invariably lack the overview, flexibility, imagination, and, most importantly, sense of humor, to maintain it in the spirit in which it was hatched. Ideas are made by masters, dogma by disciples, and the Buddha is always killed on the road.

No one knows where the borderline between non-intelligent behavior and intelligent behavior lies; in fact, to suggest that a sharp borderline exists is probably silly. But essential abilities for intelligence are certainly: to respond to situations very flexibly; to take advantage of fortuitous circumstances; to make sense out of ambiguous or contradictory messages; to recognize the relative importance of different elements of a situation; to find similarities between situations despite differences which may separate them; to draw distinctions between situations despite similarities may link them; to synthesize new concepts by taking old them together in new ways; to come up with ideas which are novel.

Flexible thinking is a highly important ability that is often—to the detriment of the child—omitted as a teachable skill on a child’s IEP. It impacts a child in all environments, both now and in the future: school, home, relationships, employment, recreation.

Two aspects of thinking in particular are pronounced in both creative and hypomanic thought: fluency, rapidity, and flexibility of thought on the one hand, and the ability to combine ideas or categories of thought in order to form new and original connections on the other. The importance of rapid, fluid, and divergent thought in the creative process has been described by most psychologists and writers who have studied human imagination. The increase in the speed of thinking may exert its influence in different ways. Speed per se, that is, the quantity of thoughts and associations produced in a given period of time, may be enhanced. The increased quantity and speed of thoughts may exert an effect on the qualitative aspects of thought as well; that is, the sheer volume of thought can produce unique ideas and associations. Indeed, Sir Walter Scott, when discussing Byron's mind, commented: "The wheels of a machine to play rapidly must not fit with the utmost exactness else the attrition diminishes the Impetus." The quickness and fire of Byron's mind were not lost on others who knew him. One friend wrote: "The mind of Lord Byron was like a volcano, full of fire and wealth, sometimes calm, often dazzling and playful, but ever threatening. It ran swift as the lightning from one subject to another, and occasionally burst forth in passionate throes of intellect, nearly allied to madness." Byron's mistress, Teresa Guiccoli, noted: "New and striking thoughts followed from him in rapid succession, and the flame of genius lighted up as if winged with wildfire.

I used to believe that I could do everything and be everywhere. I could work longer hours, make the dead line, cook delicious meals, play with the kids, get enough sleep, focus on my health. And I can absolutely can do all these things. But not at the same time. Not on the same day. Realizing that was a delightful freedom. Letting go of that notion of constant balance was releasing a breath I didn't realize I'd been holding. You mean I don't have to be everything to everyone all the time? I don't have to keep all the balls in the air all the time? I can change balls? I can choose different balls? Balance is finding the correct weight for every area of life and understanding that the correctness of that weight will change over time. Balance is fluid and flexible. Balance is alive and aware. Balance is intention. This idea of balance- a correctness rather than an equalness has taught me some of the most important lessons of my life. - I can not be everything to everyone - I can not be in all places at once. - Saying yes to one thing means saying no to another. - Saying no to one thing means I can say yes to another. - Perfection doesn't exist. Let it go. - I can not change people - I have to stop comparing myself to others. They aren't me. I'm not them. - I will never finish the laundry - I can't control everything - Bad things happen to good people and vice versa. - My kids aren't me. - Being all in a moment means I'm all out of another. - Envy and jealousy are different things. - Achievements never look like I thought they were going to. - Being kind to others is addictive. - I can't always be self- possessed. - Sometimes I need a cheerleader. - I like being part of a community. - Asking for help is hard, but necessary. Embrace the wobbly balance.

If corporations started thinking in terms of social norms, they would realize that these norms build loyalty and-more important-make people want to extend themselves to the degree that corporations need today: to be flexible, concerned, and willing to pitch in. That's what a social relationship delivers.

By mapping out possible futures, as well as a good many improbable ones, the science fiction writer does a great service to the community. He encourages in his readers flexibility of mind, readiness to accept and even welcome change—in one word, adaptability. Perhaps no attribute is more important in this age.

In fact, one of Gopnik’s most important arguments is that this cognitive flexibility and creativity is a design feature of youth. She and her colleagues review evidence that suggests that when it comes to novel learning tasks, the young of many species often outperform their elders.20 This is certainly true of humans.

7. Character is built in the course of your inner confrontation. Character is a set of dispositions, desires, and habits that are slowly engraved during the struggle against your own weakness. You become more disciplined, considerate, and loving through a thousand small acts of self-control, sharing, service, friendship, and refined enjoyment. If you make disciplined, caring choices, you are slowly engraving certain tendencies into your mind. You are making it more likely that you will desire the right things and execute the right actions. If you make selfish, cruel, or disorganized choices, then you are slowly turning this core thing inside yourself into something that is degraded, inconstant, or fragmented. You can do harm to this core thing with nothing more than ignoble thoughts, even if you are not harming anyone else. You can elevate this core thing with an act of restraint nobody sees. If you don’t develop a coherent character in this way, life will fall to pieces sooner or later. You will become a slave to your passions. But if you do behave with habitual self-discipline, you will become constant and dependable. 8. The things that lead us astray are short term—lust, fear, vanity, gluttony. The things we call character endure over the long term—courage, honesty, humility. People with character are capable of a long obedience in the same direction, of staying attached to people and causes and callings consistently through thick and thin. People with character also have scope. They are not infinitely flexible, free-floating, and solitary. They are anchored by permanent attachments to important things. In the realm of the intellect, they have a set of permanent convictions about fundamental truths. In the realm of emotion, they are enmeshed in a web of unconditional loves. In the realm of action, they have a permanent commitment to tasks that cannot be completed in a single lifetime.

To start building your remote culture, establish and share some basic rules. The first and most important rule is mutual trust between the company and its workers. The rules after that? As few as possible. Tell your employees they will be treated like adults with the flexibility to get the job done however is best for them.

As soon as two people have resolved to give up their togetherness, the resulting pain with its heaviness or particularity is already so completely part of the life of each individual that the other has to sternly deny himself to become sentimental and feel pity. The beginning of the agreed-upon separation is marked precisely by this pain, and its first challenge will be that this pain already belongs separately to each of the two individuals. This pain is an essential condition of what the now solitary and most lonely individual will have to create in the future out of his reclaimed life. If two people managed not to get stuck in hatred during their honest struggles with each other, that is, in the edges of their passion that became ragged and sharp when it cooled and set, if they could stay fluid, active, flexible, and changeable in all of their interactions and relations, and, in a word, if a mutually human and friendly consideration remained available to them, then their decision to separate cannot easily conjure disaster and terror. When it is a matter of a separation, pain should already belong in its entirety to that other life from which you wish to separate. Otherwise the two individuals will continually become soft toward each other, causing helpless and unproductive suffering. In the process of a firmly agreed-upon separation, however, the pain itself constitutes an important investment in the renewal and fresh start that is to be achieved on both sides. People in your situation might have to communicate as friends. But then these two separated lives should remain without any knowledge of the other for a period and exist as far apart and as detached from the other as possible. This is necessary for each life to base itself firmly on its new requirements and circumstances. Any subsequent contact (which may then be truly new and perhaps very happy) has to remain a matter of unpredictable design and direction. If you find that you scare yourself.

Helen’s era was quite different from what most people think of when they hear the words ancient Greece. The Parthenon, the graceful statues, the works of Sophocles, Euripides, Socrates, Aristotle, and Plato, all came nearly a thousand years after Helen’s time, during the classical era. In the Bronze Age, no one yet knew how to make brittle iron flexible enough to use for tools and weapons. Art, especially sculpture of the human form, was stiffer and more stylized. Few people could read or write. Instead of signing important papers, you would use a stone seal to leave an impression on clay tablets. The design on the seal would be as unique as a signature. There was a kind of writing in Bronze Age Greece, but it was mostly used to keep track of financial matters, such as royal tax records. Messages, poems, songs, and stories were not written down but were memorized and passed along by word of mouth.

While motivation is what keeps us going when it would be easier to give up, resilience matches this drive with the ability to bounce back from adverse situations and adapt to cope better in the future. Having a clear “why” inspires us to look at obstacles flexibly when they stand in the path of our hopes. Defeatism isn’t an option for a motivated person, so if you’re serious about maximizing The Source and building a resilient brain it’s important to understand your own motivations.

There are certain men who are sacrosanct in history; you touch on the truth of them at your peril. These are such men as Socrates and Plato, Pericles and Alexander, Caesar and Augustus, Marcus Aurelius and Trajan, Martel and Charlemagne, Edward the Confessor and William of Falaise, St. Louis and Richard and Tancred, Erasmus and Bacon, Galileo and Newton, Voltaire and Rousseau, Harvey and Darwin, Nelson and Wellington. In America, Penn and Franklin, Jefferson and Jackson and Lee. There are men better than these who are not sacrosanct, who may be challenged freely. But these men may not be. Albert Pike has been elevated to this sacrosanct company, though of course to a minor rank. To challenge his rank is to be overwhelmed by a torrent of abuse, and we challenge him completely. Looks are important to these elevated. Albert Pike looked like Michelangelo's Moses in contrived frontier costume. Who could distrust that big man with the great beard and flowing hair and godly glance? If you dislike the man and the type, then he was pompous, empty, provincial and temporal, dishonest, and murderous. But if you like the man and the type, then he was impressive, untrammeled, a man of the right place and moment, flexible or sophisticated, and firm. These are the two sides of the same handful of coins. He stole (diverted) Indian funds and used them to bribe doubtful Indian leaders. He ordered massacres of women and children (exemplary punitive operations). He lied like a trooper (he was a trooper). He effected assassinations (removal of semi-military obstructions). He forged names to treaties (astute frontier politics). He was part of a weird plot by men of both the North and South to extinguish the Indians whoever should win the war (devotion to the ideal of national growth ) . He personally arranged twelve separate civil wars among the Indians (the removal of the unfit) . After all, those were war years; and he did look like Moses, and perhaps he sounded like him.

All the authors I read in those days—Raymond Chandler, Robert B. Parker, Michael Connelly, Dennis Lehane, Sara Paretsky, and, God bless him, Tony Hillerman—opened my eyes in so many important ways. What I discovered was that most mysteries have a very simple story structure. It goes something like this: In a mystery, typically speaking, the story begins with something happening. Usually this is a crime; very often it’s a murder. Investigation follows. And answers are found. That’s it. No formula, but a structure. More importantly, a very flexible structure within which an author is free to do almost anything. Check out the range of the crime genre today. There are historical mysteries, humorous mysteries, philosophical mysteries, dark mysteries, cozy mysteries. Hell, these days you can throw in vampires and werewolves, if that’s what you like. The point is that the reach of the genre is so broad it can embrace any interest a writer or reader might have. I like this. It feels very egalitarian to me. There’s good reason the crime genre is called popular fiction.

What are the salient features of this novelization of other genres suggested by us above? They become more free and flexible, their language renews itself by incorporating extraliterary heteroglossia and the "novelistic" layers of literary language, they become dialogized, permeated with laughter, irony, humor, elements of self-parody and finally-this is the most important thing-the novel inserts into these other genres an indeterminacy, a certain semantic openendedness, a living contact with unfinished, still-evolving contemporary reality (the openended present).

People with character are capable of long obedience in the same direction, of staying attached to people and causes and callings through thick and thin. People with character also have scope. They are not infinitely flexible, free-floating, and solitary. They are anchored by permanent attachments to important things. In the realm of the intellect, they have a set of permanent convictions about fundamental truths. In the realm of emotion, they are enmeshed in a web of unconditional loves. In the realm of action, they have a permanent commitment to tasks that cannot be completed in a single lifetime.

Psychologist J.P. Guilford, who carried out a long series of systematic psychological studies into the nature of creativity, found that several factors were involved in creative thinking; many of these, as we shall see, relate directly to the cognitive changes that take place during mild manias as well. Fluency of thinking, as defined by Guilford, is made up of several related and empirically derived concepts, measured by specific tasks: word fluency, the ability to produce words each, for example, containing a specific letter or combination of letters; associational fluency, the production of as many synonyms as possible for a given word in a limited amount of time; expressional fluency, the production and rapid juxtaposition of phrases or sentences; and ideational fluency, the ability to produce ideas to fulfill certain requirements in a limited amount of time. In addition to fluency of thinking, Guilford developed two other important concepts for the study of creative thought: spontaneous flexibility, the ability and disposition to produce a great variety of ideas, with freedom to switch from category to category; and adaptive flexibility, the ability to come up with unusual types of solutions to set problems.

Pattee explains there is a basic and extremely important distinction between laws and rules in nature.11 Laws are inexorable, meaning they are unchangeable, inescapable, and inevitable. We can never alter or evade laws of nature. The laws of nature dictate that a car will stay in motion either until an equal and opposite force stops it or it runs out of energy. That is not something we can change. Laws are incorporeal, meaning they do not need embodiments or structures to execute them: there is not a physics policeman enforcing the car’s halt when it runs out of energy. Laws are also universal: they hold at all times in all places. The laws of motion apply whether you are in Scotland or in Spain. On the other hand, rules are arbitrary and can be changed. In the British Isles, the driving rule is to drive on the left side of the road. Continental Europe’s driving rule is to drive on the right side of the road. Rules are dependent on some sort of structure or constraint to execute them. In this case that structure is a police force that fines those who break the rules by driving on the wrong side. Rules are local, meaning that they can exist only when and where there are physical structures to enforce them. If you live out in the middle of the Australian outback, you are in charge. Drive on either side. There is no structure in place to restrain you! Rules are local and changeable and breakable. A rule-governed symbol is selected from a range of competitors for doing a better job constraining the function of the system it belongs to, leading to the production of a more successful phenotype. Selection is flexible; Newton’s laws are not. In their informational role, symbols aren’t dependent on the physical laws that govern energy, time, and rates of change. They follow none of Newton’s laws. They are lawless rule-followers! What this is telling us is that symbols are not locked to their meanings.

If you’re the dad of a daughter, your job is particularly important, affecting her self-esteem, her autonomy, and her aspirations (according to one study, out of the University of British Columbia, daughters who see their dads doing chores are less likely to limit their career aspirations to stereotypically female industries, like teaching or nursing). But you can’t just talk the talk, you have to actually walk it. We promise, it’ll pay off for you, too! Working dads who spend more time with their kids are happier in their jobs. They’re also more patient, empathetic, and flexible—and at least one study claims it might just help them live longer.

But as a Puerto Rican woman, she belonged to not one but two minority groups. New research suggests that her double minority status may have amplified the costs and the benefits of speaking up. Management researcher Ashleigh Rosette, who is African American, noticed that she was treated differently when she led assertively than were both white women and black men. Working with colleagues, she found that double minority group members faced double jeopardy. When black women failed, they were evaluated much more harshly than black men and white leaders of both sexes. They didn’t fit the stereotype of leaders as black or as female, and they shouldered an unfair share of the blame for mistakes. For double minorities, Rosette’s team pointed out, failure is not an option. Interestingly, though, Rosette and her colleagues found that when black women acted dominantly, they didn’t face the same penalties as white women and black men. As double minorities, black women defy categories. Because people don’t know which stereotypes to apply to them, they have greater flexibility to act “black” or “female” without violating stereotypes. But this only holds true when there’s clear evidence of their competence. For minority-group members, it’s particularly important to earn status before exercising power. By quietly advancing the agenda of putting intelligence online as part of her job, Carmen Medina was able to build up successes without attracting too much attention. “I was able to fly under the radar,” she says. “Nobody really noticed what I was doing, and I was making headway by iterating to make us more of a publish-when-ready organization. It was almost like a backyard experiment. I pretty much proceeded unfettered.” Once Medina had accumulated enough wins, she started speaking up again—and this time, people were ready to listen. Rosette has discovered that when women climb to the top and it’s clear that they’re in the driver’s seat, people recognize that since they’ve overcome prejudice and double standards, they must be unusually motivated and talented. But what happens when voice falls on deaf ears?

It’s relatively easy to agree that only Homo sapiens can speak about things that don’t really exist, and believe six impossible things before breakfast. You could never convince a monkey to give you a banana by promising him limitless bananas after death in monkey heaven. But why is it important? After all, fiction can be dangerously misleading or distracting. People who go to the forest looking for fairies and unicorns would seem to have less chance of survival than people who go looking for mushrooms and deer. And if you spend hours praying to non-existing guardian spirits, aren’t you wasting precious time, time better spent foraging, fighting and fornicating? But fiction has enabled us not merely to imagine things, but to do so collectively. We can weave common myths such as the biblical creation story, the Dreamtime myths of Aboriginal Australians, and the nationalist myths of modern states. Such myths give Sapiens the unprecedented ability to cooperate flexibly in large numbers. Ants and bees can also work together in huge numbers, but they do so in a very rigid manner and only with close relatives. Wolves and chimpanzees cooperate far more flexibly than ants, but they can do so only with small numbers of other individuals that they know intimately. Sapiens can cooperate in extremely flexible ways with countless numbers of strangers. That’s why Sapiens rule the world, whereas ants eat our leftovers and chimps are locked up in zoos and research laboratories. The

The strategy paradox arises from the need to commit in the face of unavoidable uncertainty. The solution to the paradox is to separate the management of commitments from the management of uncertainty. Since uncertainty increases with the time horizon under consideration, the basis for the allocation of decision making is the time horizon for which different levels of the hierarchy are responsible: the corporate office, responsible for the longest time horizon, must focus on managing uncertainty, while operating managers must focus on delivering on commitments. This is the principle of Requisite Uncertainty. A critically important tool in applying Requisite Uncertainty is Strategic Flexibility, a framework for identifying uncertainties and developing the options needed to mitigate risk or exploit opportunity.

When Intercession Breaks Through, INTERCESSION. “Awesome things for which we did not look” is a perfect description of genuine revival, because the unpredictable and unusual are the characteristics of great spiritual awakenings. It is of paramount importance that we pray that God will prepare the spiritual leaders for such an “awesome” visitation of the Holy Spirit. Pray that they will: 1) have understanding of the ways of the Spirit and will make room for God; 2) be sensitive and flexible to flow with whatever new thing God wants to do; 3) be taken over by the fear of the Lord and re-leased from the fear of men; 4) recognize that the fear of the Lord is the source of their much needed wisdom; 5) be given a deep desire to be radically real and to repent of all hypocrisy; and that they will not be concerned for “manpleasing” or “reputation.

Which solution you choose will be critically important to the direction of your life. The worst path you can take is the first. Denial can only lead to your constantly banging up against your weaknesses, having pain, and not getting anywhere. The second—accepting your weaknesses while trying to turn them into strengths—is probably the best path if it works. But some things you will never be good at and it takes a lot of time and effort to change. The best single clue as to whether you should go down this path is whether the thing you are trying to do is consistent with your nature (i.e., your natural abilities). The third path—accepting your weaknesses while trying to find ways around them—is the easiest and typically the most viable path, yet it is the one least followed. The fourth path, changing what you are going after, is also a great path, though it requires flexibility on your part to get past your preconceptions and enjoy the good fit when you find it.

But what separates human consciousness from the consciousness of animals? Humans are alone in the animal kingdom in understanding the concept of tomorrow. Unlike animals, we constantly ask ourselves “What if?” weeks, months, and even years into the future, so I believe that Level III consciousness creates a model of its place in the world and then simulates it into the future, by making rough predictions. We can summarize this as follows: Human consciousness is a specific form of consciousness that creates a model of the world and then simulates it in time, by evaluating the past to simulate the future. This requires mediating and evaluating many feedback loops in order to make a decision to achieve a goal. By the time we reach Level III consciousness, there are so many feedback loops that we need a CEO to sift through them in order to simulate the future and make a final decision. Accordingly, our brains differ from those of other animals, especially in the expanded prefrontal cortex, located just behind the forehead, which allows us to “see” into the future. Dr. Daniel Gilbert, a Harvard psychologist, has written, “The greatest achievement of the human brain is its ability to imagine objects and episodes that do not exist in the realm of the real, and it is this ability that allows us to think about the future. As one philosopher noted, the human brain is an ‘anticipation machine,’ and ‘making the future’ is the most important thing it does.” Using brain scans, we can even propose a candidate for the precise area of the brain where simulation of the future takes place. Neurologist Michael Gazzaniga notes that “area 10 (the internal granular layer IV), in the lateral prefrontal cortex, is almost twice as large in humans as in apes. Area 10 is involved with memory and planning, cognitive flexibility, abstract thinking, initiating appropriate behavior, and inhibiting inappropriate behavior, learning rules, and picking out relevant information from what is perceived through the senses.” (For this book, we will refer to this area, in which decision making is concentrated, as the dorsolateral prefrontal cortex, although there is some overlap with other areas of the brain.)

As Crehan is arguing, based on Gramsci, we need to be able to formulate a new common sense to combat the existing one and open up the possibilities of different imaginaries. “The value of Gramsci’s concept of common sense is that it offers us a way of thinking about the texture of everyday life that encompasses its givenness [that is, the way in which we’re thrown into it at birth]—how it both constitutes our subjectivity, the way we think about ourselves, and confronts us as an external and solid reality” (2016). This is back to Giddens’s notion of structuration (1984). The way the world works doesn’t seem to have been created by us. It simply seems to confront us as a kind of materiality that we have no say in changing. This is what we really need to be combating. “But that also acknowledges its contradictions, fluidity and flexibility. For all its apparent solidity, it [that is, common sense] is continually being modified by how actual people in actual places live it” (Giddens 1984). So it’s important, it’s vitally important, to understand the sort of fluid nature of common sense, that it is not solid in the way that it’s constantly being told to us.

You could never convince a monkey to give you a banana by promising him limitless bananas after death in monkey heaven. But why is it important? After all, fiction can be dangerously misleading or distracting. People who go to the forest looking for fairies and unicorns would seem to have less chance of survival than people who go looking for mushrooms and deer. And if you spend hours praying to non-existing guardian spirits, aren’t you wasting precious time, time better spent foraging, fighting and fornicating? But fiction has enabled us not merely to imagine things, but to do so collectively. We can weave common myths such as the biblical creation story, the Dreamtime myths of Aboriginal Australians, and the nationalist myths of modern states. Such myths give Sapiens the unprecedented ability to cooperate flexibly in large numbers. Ants and bees can also work together in huge numbers, but they do so in a very rigid manner and only with close relatives. Wolves and chimpanzees cooperate far more flexibly than ants, but they can do so only with small numbers of other individuals that they know intimately. Sapiens can cooperate in extremely flexible ways with countless numbers of strangers. That’s why Sapiens rule the world.

Most people, who choose or are coerced into only identifying with “positive” feelings, usually wind up in an emotionally lifeless middle ground – bland, deadened, and dissociated in an unemotional “no-man’s-land.” Moreover, when a person tries to hold onto a preferred feeling for longer than its actual tenure, she often appears as unnatural and phony as ersatz grass or plastic flowers. If instead, she learns to surrender willingly to the normal human experience that good feelings always ebb and flow, she will eventually be graced with a growing ability to renew herself in the vital waters of emotional flexibility. The repression of the so-called negative polarities of emotion causes much unnecessary pain, as well as the loss of many essential aspects of the feeling nature. In fact, much of the plethora of loneliness, alienation, and addictive distraction that plagues modern industrial societies is a result of people being taught and forced to reject, pathologize or punish so many of their own and others’ normal feeling states. Nowhere, not in the deepest recesses of the self, or in the presence of his closest friends, is the average person allowed to have and explore any number of normal emotional states. Anger, depression, envy, sadness, fear, distrust, etc., are all as normal a part of life as bread and flowers and streets. Yet, they have become ubiquitously avoided and shameful human experiences. How tragic this is, for all of these emotions have enormously important and healthy functions in a wholly integrated psyche. One dimension where this is most true is in the arena of healthy self-protection. For without access to our uncomfortable or painful feelings, we are deprived of the most fundamental part of our ability to notice when something is unfair, abusive, or neglectful in our environments. Those who cannot feel their sadness often do not know when they are being unfairly excluded, and those who cannot feel their normal angry or fearful responses to abuse, are often in danger of putting up with it without protest. Perhaps never before has humankind been so alienated from so many of its normal feeling states, as it is in the twenty-first century. Never before have so many human beings been so emotionally deadened and impoverished. The disease of emotional emaciation is epidemic. Its effects on health are often euphemistically labeled as stress, and like the emotions, stress is often treated like some unwanted waste that must be removed.

Louis van Gaal is generally considered the creator of a football system or machine. It might be more accurate to describe him as the originator of a new process for playing the game. His underlying tactical principles were much as those of Michels and Cruyff: relentless attack; pressing and squeezing space to make the pitch small in order to win the ball; spreading play and expanding the field in possession. By the 1990s, though, footballers had become stronger, faster and better organised than ever before. Van Gaal saw the need for a new dimension. ‘With space so congested, the most important thing is ball circulation,’ he declared. ‘The team that plays the quickest football is the best.’ His team aimed for total control of the game, maintaining the ball ‘in construction’, as he calls it, and passing and running constantly with speed and precision. Totaalvoetbal-style position switching was out, but players still had to be flexible and adaptable. Opponents were not seen as foes to be fought and beaten in battle; rather as posing a problem that had to be solved. Ajax players were required to be flexible and smart – as they ‘circulated’ the ball, the space on the field was constantly reorganised until gaps opened in the opponents’ defence.

Even male children of affluent white families think that history as taught in high school is “too neat and rosy.” 6 African American, Native American, and Latino students view history with a special dislike. They also learn history especially poorly. Students of color do only slightly worse than white students in mathematics. If you’ll pardon my grammar, nonwhite students do more worse in English and most worse in history.7 Something intriguing is going on here: surely history is not more difficult for minorities than trigonometry or Faulkner. Students don’t even know they are alienated, only that they “don’t like social studies” or “aren’t any good at history.” In college, most students of color give history departments a wide berth. Many history teachers perceive the low morale in their classrooms. If they have a lot of time, light domestic responsibilities, sufficient resources, and a flexible principal, some teachers respond by abandoning the overstuffed textbooks and reinventing their American history courses. All too many teachers grow disheartened and settle for less. At least dimly aware that their students are not requiting their own love of history, these teachers withdraw some of their energy from their courses. Gradually they end up going through the motions, staying ahead of their students in the textbooks, covering only material that will appear on the next test. College teachers in most disciplines are happy when their students have had significant exposure to the subject before college. Not teachers in history. History professors in college routinely put down high school history courses. A colleague of mine calls his survey of American history “Iconoclasm I and II,” because he sees his job as disabusing his charges of what they learned in high school to make room for more accurate information. In no other field does this happen. Mathematics professors, for instance, know that non-Euclidean geometry is rarely taught in high school, but they don’t assume that Euclidean geometry was mistaught. Professors of English literature don’t presume that Romeo and Juliet was misunderstood in high school. Indeed, history is the only field in which the more courses students take, the stupider they become. Perhaps I do not need to convince you that American history is important. More than any other topic, it is about us. Whether one deems our present society wondrous or awful or both, history reveals how we arrived at this point. Understanding our past is central to our ability to understand ourselves and the world around us. We need to know our history, and according to sociologist C. Wright Mills, we know we do.8

It’s relatively easy to agree that only Homo sapiens can speak about things that don’t really exist, and believe six impossible things before breakfast. You could never convince a monkey to give you a banana by promising him limitless bananas after death in monkey heaven. But why is it important? After all, fiction can be dangerously misleading or distracting. People who go to the forest looking for fairies and unicorns would seem to have less chance of survival than people who go looking for mushrooms and deer. And if you spend hours praying to non-existing guardian spirits, aren’t you wasting precious time, time better spent foraging, fighting and fornicating? However, fiction has enabled us not merely to imagine things, but to do so collectively. We can weave common myths such as the biblical creation story, the Dreamtime myths of Aboriginal Australians, and the nationalist myths of modern states. Such myths give Sapiens the unprecedented ability to cooperate flexibly in large numbers. Ants and bees can also work together in huge numbers, but they do so in a very rigid manner and only with close relatives. Wolves and chimpanzees cooperate far more flexibly than ants, but they can do so only with small numbers of other individuals that they know intimately. Sapiens can cooperate in extremely flexible ways with countless numbers of strangers. That’s why Sapiens rule the world, whereas ants eat our leftovers and chimps are locked up in zoos and research laboratories.

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

CRACKING A WHIP MADE OF SMALL ROBOTS JOINED END TO END into a long, flexible chain was neither an especially bad nor an especially good way of engaging a foe in ambot-based combat. Extensive studies conducted within Blue military research labs had concluded that, on average, it was somewhat less effective than the more obvious procedure of just shooting individual ambots out of katapults. A dissenting opinion held that such studies were flawed because they failed to take into account two factors that were important in actual battle: One, the psychological impact on a defender who knew that the attack might literally whip around and come at him from any direction, including around corners or over barricades. Two, the element of skill, which was difficult to measure scientifically; the test subjects wielding those things in the lab were unlikely to have the same knack for it as Neoanders who had grown up using them and who had access to an ancient body of lore—a martial art, in effect—that they were disinclined to share with anyone else. If the whip was allowed to dissociate in midcrack, then its component ambots would be flung toward the target at supersonic velocity, which was as good as could be achieved by shooting the same objects out of a katapult. If it made contact with the target, direct physical damage would be inflicted and the ambots that had inflicted it could decouple themselves and carry out their usual programs. And if the whipcrack was off target, the chain could be recovered in full with no waste of ammunition. All the ambots came back for another attempt: something that certainly could not be said of ones that had been fired out of kats.

Hello,” she says. “My name is Amanda Ritter. In this file I will tell you only what you need to know. I am the leader of an organization fighting for justice and peace. This fight has become increasingly more important--and consequently, nearly impossible--in the past few decades. That is because of this.” Images flash across the wall, almost too fast for me to see. A man on his knees with a gun pressed to his forehead. The woman pointing it at him, her face emotionless. From a distance, a small person hanging by the neck from a telephone pole. A hole in the ground the size of a house, full of bodies. And there are other images too, but they move faster, so I get only impressions of blood and bone and death and cruelty, empty faces, soulless eyes, terrified eyes. Just when I have had enough, when I feel like I am going to scream if I see any more, the woman reappears on the screen, behind her desk. “You do not remember any of that,” she says. “But if you are thinking these are the actions of a terrorist group or a tyrannical government regime, you are only partially correct. Half of the people in those pictures, committing those terrible acts, were your neighbors. Your relatives. Your coworkers. The battle we are fighting is not against a particular group. It is against human nature itself--or at least what it has become.” This is what Jeanine was willing to enslave minds and murder people for--to keep us all from knowing. To keep us all ignorant and safe and inside the fence. There is a part of me that understands. “That is why you are so important,” Amanda says. “Our struggle against violence and cruelty is only treating the symptoms of a disease, not curing it. You are the cure. “In order to keep you safe, we devised a way for you to be separated from us. From our water supply. From our technology. From our societal structure. We have formed your society in a particular way in the hope that you will rediscover the moral sense most of us have lost. Over time, we hope that you will begin to change as most of us cannot. “The reason I am leaving this footage for you is so that you will know when it’s time to help us. You will know that it is time when there are many among you whose minds appear to be more flexible than the others. The name you should give those people is Divergent. Once they become abundant among you, your leaders should give the command for Amity to unlock the gate forever, so that you may emerge from your isolation.” And that is what my parents wanted to do: to take what we had learned and use it to help others. Abnegation to the end. “The information in this video is to be restricted to those in government only,” Amanda says. “You are to be a clean slate. But do not forget us.” She smiles a little. “I am about to join your number,” she says. “Like the rest of you, I will voluntarily forget my name, my family, and my home. I will take on a new identity, with false memories and a false history. But so that you know the information I have provided you with is accurate, I will tell you the name I am about to take as my own.” Her smile broadens, and for a moment, I feel that I recognize her. “My name will be Edith Prior,” she says. “And there is much I am happy to forget.” Prior. The video stops. The projector glows blue against the wall. I clutch Tobias’s hand, and there is a moment of silence like a withheld breath. Then the shouting begins.

In this simple observation about the nature of human consciousness lies a challenge that was taken up sometime in the course of Hinduism’s long development: focus the mind so that the tumble of extraneous thoughts is slowed, then stilled altogether. The practice that developed, which we know as meditation, is of unknown antiquity. It was certainly already in use when the Upanishads were put into writing circa –6C. An archaic form may be inferred from the Rig Veda, which takes the practice back at least to –1200. If recent arguments that the Rig Veda dates to the Indus-Sarasvati civilization hold up, then we must think in terms of an additional millennium or two during which some form of meditation was practiced. I have dated the culmination of the development of meditation to –2C because that is the most popular dating for the life of Patanjali, the Hindu sage who is seen as the progenitor of classical Yoga, an advanced system of meditation. Since its initial development in India, forms of meditation have become part of most religions and of a wide range of secular schools as well. In the West, despite the importance of forms of meditation in Catholicism and some Protestant Christian churches, the word meditation has become identified with some of the flamboyant sects that attracted publicity in the 1960s and 1970s. In some circles, meditation is seen as part of Asian mysticism, not a cognitive tool. This is one instance in which Eurocentrism is a genuine problem. The nature of meditation is coordinate with ways of perceiving the world that are distinctively Asian. But to say that the cognitive tool called meditation is peculiarly useful to Asians is like saying that logic—my next meta-invention—is useful only to Europeans. Meditation and logic found homes in different parts of the world, but meditation, like logic, is a flexible, powerful extension of human cognitive capacity.

Over those 20,000 years humankind moved from hunting mammoth with stone-tipped spears to exploring the solar system with spaceships not thanks to the evolution of more dexterous hands or bigger brains (our brains today seem actually to be smaller). 17 Instead, the crucial factor in our conquest of the world was our ability to connect many humans to one another. 18 Humans nowadays completely dominate the planet not because the individual human is far smarter and more nimble-fingered than the individual chimp or wolf, but because Homo sapiens is the only species on earth capable of co-operating flexibly in large numbers. Intelligence and toolmaking were obviously very important as well. But if humans had not learned to cooperate flexibly in large numbers, our crafty brains and deft hands would still be splitting flint stones rather than uranium atoms. If cooperation is the key, how come the ants and bees did not beat us to the nuclear bomb even though they learned to cooperate en masse millions of years before us? Because their cooperation lacks flexibility. Bees cooperate in very sophisticated ways, but they cannot reinvent their social system overnight. If a hive faces a new threat or a new opportunity, the bees cannot, for example, guillotine the queen and establish a republic. Social mammals such as elephants and chimpanzees cooperate far more flexibly than bees, but they do so only with small numbers of friends and family members. Their cooperation is based on personal acquaintance. If I am a chimpanzee and you are a chimpanzee and I want to cooperate with you, I must know you personally: what kind of chimp are you? Are you a nice chimp? Are you an evil chimp? How can I cooperate with you if I don’t know you? To the best of our knowledge, only Sapiens can cooperate in very flexible ways with countless numbers of strangers. This concrete capability–rather than an eternal soul or some unique kind of consciousness–explains our mastery of planet Earth.

Over those 20,000 years humankind moved from hunting mammoth with stone-tipped spears to exploring the solar system with spaceships not thanks to the evolution of more dexterous hands or bigger brains (our brains today seem actually to be smaller).17 Instead, the crucial factor in our conquest of the world was our ability to connect many humans to one another.18 Humans nowadays completely dominate the planet not because the individual human is far smarter and more nimble-fingered than the individual chimp or wolf, but because Homo sapiens is the only species on earth capable of co-operating flexibly in large numbers. Intelligence and toolmaking were obviously very important as well. But if humans had not learned to cooperate flexibly in large numbers, our crafty brains and deft hands would still be splitting flint stones rather than uranium atoms. If cooperation is the key, how come the ants and bees did not beat us to the nuclear bomb even though they learned to cooperate en masse millions of years before us? Because their cooperation lacks flexibility. Bees cooperate in very sophisticated ways, but they cannot reinvent their social system overnight. If a hive faces a new threat or a new opportunity, the bees cannot, for example, guillotine the queen and establish a republic. Social mammals such as elephants and chimpanzees cooperate far more flexibly than bees, but they do so only with small numbers of friends and family members. Their cooperation is based on personal acquaintance. If I am a chimpanzee and you are a chimpanzee and I want to cooperate with you, I must know you personally: what kind of chimp are you? Are you a nice chimp? Are you an evil chimp? How can I cooperate with you if I don’t know you? To the best of our knowledge, only Sapiens can cooperate in very flexible ways with countless numbers of strangers. This concrete capability – rather than an eternal soul or some unique kind of consciousness – explains our mastery of planet Earth. Long

Central to any understanding of stress, health and disease is the concept of adaptiveness. Adaptiveness is the capacity to respond to external stressors without rigidity, with flexibility and creativity, without excessive anxiety and without being overwhelmed by emotion. People who are not adaptive may seem to function well as long as nothing is disturbing them, but they will react with various levels of frustration and helplessness when confronted by loss or by difficulty. They will blame themselves or blame others. A person’s adaptiveness depends very much on the degree of differentiation and adaptiveness of previous generations in his family and also on what external stressors may have acted on the family. The Great Depression, for example, was a difficult time for millions of people. The multigenerational history of particular families enabled some to adapt and cope, while other families, facing the same economic scarcities, were psychologically devastated. “Highly adaptive people and families, on the average, have fewer physical illnesses, and those illnesses that do occur tend to be mild to moderate in severity,” writes Dr. Michael Kerr. Since one important variable in the development of physical illness is the degree of adaptiveness of an individual, and since the degree of adaptiveness is determined by the multigenerational emotional process, physical illness, like emotional illness, is a symptom of a relationship process that extends beyond the boundaries of the individual “patient.” Physical illness, in other words, is a disorder of the family emotional system [which includes] present and past generations. Children who become their parents’ caregivers are prepared for a lifetime of repression. And these roles children are assigned have to do with the parents’ own unmet childhood needs — and so on down the generations. “Children do not need to be beaten to be compromised,” researchers at McGill University have pointed out. Inappropriate symbiosis between parent and child is the source of much pathology.

CHANGING YOUR LIFE TO ACCOMMODATE THE SIXTH SECRET The sixth secret is about the choiceless life. Since we all take our choices very seriously, adopting this new attitude requires a major shift. Today, you can begin with a simple exercise. Sit down for a few minutes and reassess some of the important choices you’ve made over the years. Take a piece of paper and make two columns labeled “Good Choice” and “Bad Choice.” Under each column, list at least five choices relating to those moments you consider the most memorable and decisive in your life so far—you’ll probably start with turning points shared by most people (the serious relationship that collapsed, the job you turned down or didn’t get, the decision to pick one profession or another), but be sure to include private choices that no one knows about except you (the fight you walked away from, the person you were too afraid to confront, the courageous moment when you overcame a deep fear). Once you have your list, think of at least one good thing that came out of the bad choices and one bad thing that came out of the good choices. This is an exercise in breaking down labels, getting more in touch with how flexible reality really is. If you pay attention, you may be able to see that not one but many good things came from your bad decisions while many bad ones are tangled up in your good decisions. For example, you might have a wonderful job but wound up in a terrible relationship at work or crashed your car while commuting. You might love being a mother but know that it has drastically curtailed your personal freedom. You may be single and very happy at how much you’ve grown on your own, yet you have also missed the growth that comes from being married to someone you deeply love. No single decision you ever made has led in a straight line to where you find yourself now. You peeked down some roads and took a few steps before turning back. You followed some roads that came to a dead end and others that got lost at too many intersections. Ultimately, all roads are connected to all other roads. So break out of the mindset that your life consists of good and bad choices that set your destiny on an unswerving course. Your life is the product of your awareness. Every choice follows from that, and so does every step of growth.

I WANT TO end this list by talking a little more about the founding of Pixar University and Elyse Klaidman’s mind-expanding drawing classes in particular. Those first classes were such a success—of the 120 people who worked at Pixar then, 100 enrolled—that we gradually began expanding P.U.’s curriculum. Sculpting, painting, acting, meditation, belly dancing, live-action filmmaking, computer programming, design and color theory, ballet—over the years, we have offered free classes in all of them. This meant spending not only the time to find the best outside teachers but also the real cost of freeing people up during their workday to take the classes. So what exactly was Pixar getting out of all of this? It wasn’t that the class material directly enhanced our employees’ job performance. Instead, there was something about an apprentice lighting technician sitting alongside an experienced animator, who in turn was sitting next to someone who worked in legal or accounting or security—that proved immensely valuable. In the classroom setting, people interacted in a way they didn’t in the workplace. They felt free to be goofy, relaxed, open, vulnerable. Hierarchy did not apply, and as a result, communication thrived. Simply by providing an excuse for us all to toil side by side, humbled by the challenge of sketching a self-portrait or writing computer code or taming a lump of clay, P.U. changed the culture for the better. It taught everyone at Pixar, no matter their title, to respect the work that their colleagues did. And it made us all beginners again. Creativity involves missteps and imperfections. I wanted our people to get comfortable with that idea—that both the organization and its members should be willing, at times, to operate on the edge. I can understand that the leaders of many companies might wonder whether or not such classes would truly be useful, worth the expense. And I’ll admit that these social interactions I describe were an unexpected benefit. But the purpose of P.U. was never to turn programmers into artists or artists into belly dancers. Instead, it was to send a signal about how important it is for every one of us to keep learning new things. That, too, is a key part of remaining flexible: keeping our brains nimble by pushing ourselves to try things we haven’t tried before. That’s what P.U. lets our people do, and I believe it makes us stronger.

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.

This entails certain corollaries on which true individualism once more stands in sharp opposition to the false individualism of the rationalistic type. The first is that the deliberately organized state on the one side, and the individual on the other, far from being regarded as the only realities, which all the intermediate formations and associations are to be deliberately suppressed, as was the aim of the French Revolution, the noncompulsory conventions of social intercourse are considered as essential factors in preserving the orderly working in human society. The second is that the individual, in participating in the social processes, must be ready and willing to adjust himself to changes and to submit to conventions which are not the result of intelligent design, whose justification in the particular instance may be recognizable, and which to him will often appear unintelligible and irrational. I need not say much on the first point. That true individualism affirms the value of the family and all the common efforts of the small community and group, that it believes in local autonomy and voluntary associations, and that indeed its case rests largely on the contention that much for which the coercive action of the state is usually invoked can be done better by voluntary collaboration need not be stressed further. There can be no greater contrast to this than the false individualism which wants to dissolve all these smaller groups into atoms which have no cohesion other than the coercive rules imposed by the state, and which tries to make all social ties prescriptive, instead of using the state mainly as a protection of the individual against the arrogation of coercive powers by the small groups. Quite as important for the functioning of an individualist society as these smaller groupings of men are the traditions and conventions which evolve in a free society and which, without being enforceable, establish flexible but normally observed rules that make the behavior of other people predictable in a high degree. The willingness to submit to such rules, not merely so long as one understands the reason for them but so long as one has no definite reasons to the contrary, is an essential condition for the gradual evolution and improvement of the rules of social intercourse; and the readiness ordinarily to submit to the products of a social process which nobody may understand is also an indispensible condition if it is to be possible to dispense with compulsion. That the existence of common conventions and traditions among a group of people will enable them to work together smoothly and efficiently with much less formal organization and compulsion than a group without such common background, is of course, a commonplace. But the reverse of this, while less familiar, is probably not less true: that coercion can probably only be kept to a minimum in a society where conventions and traditions have made the behavior of man to a large extent predictable.

Never treat your launch team like a core group. It’s not. Your launch team is a time-limited, purpose-driven team. It ends with the debriefing session following your launch. At that meeting, release the launch team members to join a ministry team of their choice. Your launch team will not stay with you over the long haul. Many church planters make the mistake of thinking that the people from their launch team (whom they have grown to love) will be the same people who will grow the church with them in the long term. That is seldom, if ever, the case. While it’s sad to see people go, it’s part of God’s process in growing your church. So, expect it, be prepared for it, and be thankful that you have the opportunity to serve with so many different people at different points along the journey. Preparing a launch team to maximize your first service is first and foremost a spiritual enterprise. Pray and fast—a lot. Don’t be fooled into thinking that being a solid leader undermines the spirit of teamwork. You can lead a team, hold people accountable and ensure that things get done in a way that fosters teamwork and gives glory to God. So get ready. show people your heart before you ask for their hand. People want to know that you care, and they want to be part of something bigger than themselves. If you can articulate your vision in a way that excites people, they’ll want to be on your team. The launch team is not a democracy. Don’t vote. You are the leader. Lead. While it’s true that you want to share the gospel with as many people as possible, you will need to develop a clear picture of the specific demographic your new church is targeting in order to effectively reach the greatest number of people. Diffused light has little impact, but focused light has the ability to cut through steel. Take time to focus so that you are able to reach the specific people God has called you to. 1. Who Are the Key Population Groups Living in My Area? 2. What Population Group Is Not Being Reached Effectively? 3. What Population Group Do I Best Relate To? Healthy organisms grow, and that includes your church. If you feel stagnation setting in, your job is not to push growth any way you can but to identify the barriers that are hindering you and remove them. The only people who like full rooms are preachers and worship leaders. If you ignore this barrier, your church will stop growing. Early on, it’s best to remain flexible. The last thing you want to do is get in a position in which God can’t grow you because you aren’t logistically prepared. What if twice as many people showed up this Sunday? Would you be ready? When a lead pastor isn’t growing: The church stops growing, the sermons are stale, The staff and volunteers stop growing, The passion for ministry wanes. Keeping your church outwardly focused is just as important now as it was during your prelaunch stage. Make sure that you are continually working to expand God’s kingdom, not building your own. A healthy launch is the single greatest indicator of future church health.

Performance measure. Throughout this book, the term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators. Critical success factors (CSFs). CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization. Success factors. A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors. Balanced scorecard. A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives. For the purposes of this book, there are six perspectives in a balanced scorecard (see Exhibit 1.7). Oracles and young guns. In an organization, oracles are those gray-haired individuals who have seen it all before. They are often considered to be slow, ponderous, and, quite frankly, a nuisance by the new management. Often they are retired early or made redundant only to be rehired as contractors at twice their previous salary when management realizes they have lost too much institutional knowledge. Their considered pace is often a reflection that they can see that an exercise is futile because it has failed twice before. The young guns are fearless and precocious leaders of the future who are not afraid to go where angels fear to tread. These staff members have not yet achieved management positions. The mixing of the oracles and young guns during a KPI project benefits both parties and the organization. The young guns learn much and the oracles rediscover their energy being around these live wires. Empowerment. For the purposes of this book, empowerment is an outcome of a process that matches competencies, skills, and motivations with the required level of autonomy and responsibility in the workplace. Senior management team (SMT). The team comprised of the CEO and all direct reports. Better practice. The efficient and effective way management and staff undertake business activities in all key processes: leadership, planning, customers, suppliers, community relations, production and supply of products and services, employee wellbeing, and so forth. Best practice. A commonly misused term, especially because what is best practice for one organization may not be best practice for another, albeit they are in the same sector. Best practice is where better practices, when effectively linked together, lead to sustainable world-class outcomes in quality, customer service, flexibility, timeliness, innovation, cost, and competitiveness. Best-practice organizations commonly use the latest time-saving technologies, always focus on the 80/20, are members of quality management and continuous improvement professional bodies, and utilize benchmarking. Exhibit 1.10 shows the contents of the toolkit used by best-practice organizations to achieve world-class performance. EXHIBIT 1.10 Best-Practice Toolkit Benchmarking. An ongoing, systematic process to search for international better practices, compare against them, and then introduce them, modified where necessary, into your organization. Benchmarking may be focused on products, services, business practices, and processes of recognized leading organizations.

THE VISION EXERCISE Create your future from your future, not your past. WERNER ERHARD Erhard Founder of EST training and the Landmark Forum The following exercise is designed to help you clarify your vision. Start by putting on some relaxing music and sitting quietly in a comfortable environment where you won’t be disturbed. Then, close your eyes and ask your subconscious mind to give you images of what your ideal life would look like if you could have it exactly the way you want it, in each of the following categories: 1. First, focus on the financial area of your life. What is your ideal annual income and monthly cash flow? How much money do you have in savings and investments? What is your total net worth? Next . . . what does your home look like? Where is it located? Does it have a view? What kind of yard and landscaping does it have? Is there a pool or a stable for horses? What does the furniture look like? Are there paintings hanging in the rooms? Walk through your perfect house, filling in all of the details. At this point, don’t worry about how you’ll get that house. Don’t sabotage yourself by saying, “I can’t live in Malibu because I don’t make enough money.” Once you give your mind’s eye the picture, your mind will solve the “not enough money” challenge. Next, visualize what kind of car you are driving and any other important possessions your finances have provided. 2. Next, visualize your ideal job or career. Where are you working? What are you doing? With whom are you working? What kind of clients or customers do you have? What is your compensation like? Is it your own business? 3. Then, focus on your free time, your recreation time. What are you doing with your family and friends in the free time you’ve created for yourself? What hobbies are you pursuing? What kinds of vacations do you take? What do you do for fun? 4. Next, what is your ideal vision of your body and your physical health? Are you free of all disease? Are you pain free? How long do you live? Are you open, relaxed, in an ecstatic state of bliss all day long? Are you full of vitality? Are you flexible as well as strong? Do you exercise, eat good food, and drink lots of water? How much do you weigh? 5. Then, move on to your ideal vision of your relationships with your family and friends. What is your relationship with your spouse and family like? Who are your friends? What do those friendships feel like? Are those relationships loving, supportive, empowering? What kinds of things do you do together? 6. What about the personal arena of your life? Do you see yourself going back to school, getting training, attending personal growth workshops, seeking therapy for a past hurt, or growing spiritually? Do you meditate or go on spiritual retreats with your church? Do you want to learn to play an instrument or write your autobiography? Do you want to run a marathon or take an art class? Do you want to travel to other countries? 7. Finally, focus on the community you’ve chosen to live in. What does it look like when it is operating perfectly? What kinds of community activities take place there? What charitable, philanthropic, or volunteer work? What do you do to help others and make a difference? How often do you participate in these activities? Who are you helping? You can write down your answers as you go, or you can do the whole exercise first and then open your eyes and write them down. In either case, make sure you capture everything in writing as soon as you complete the exercise. Every day, review the vision you have written down. This will keep your conscious and subconscious minds focused on your vision, and as you apply the other principles in this book, you will begin to manifest all the different aspects of your vision.

Define steps small enough that teams can see and show their progress. Don’t get bogged down trying to create the perfect system with a perfect set of measurements. Nothing will ever be perfect for everyone. Agreeing on something reasonable and moving forward is important when the alternative is being paralyzed. Be flexible where it makes sense to be, but hold the line where you shouldn’t bend.

The lower brain—including the pons and the brain stem—is primarily responsible for our “subconscious” processes, those many activities which are more complex and integrated than cord reflexes, but of which we are seldom aware. To begin with, many more sequences of simple reflexes are possible if the pons and the stem are left intact with the cord. The lower brain clearly assists the cord in fine-tuning responses, and in arranging them in the appropriate order so that they produce more integrated behavior. The complicated sequences of muscular contraction necessary for sucking and swallowing, for example, are monitored at this level. These are skills with which a human infant is born; their underlying circuits—and even more importantly, the correct sequence of operation of these circuits—is a product of early genetic development, not individual experience and learning. In general, the lower brain seems to share many of the “hard-wired” features of the spinal cord. Axons and synapses form organizational units that appear to be consistent for all individuals of the same species, and their activation produces identical, stereotyped contractions and motions. But the additional complexities of the lower brain appear to enable it to pick and choose more freely among various possible circuits, and to arrange the stereotyped responses with a lot more flexibility than is possible with the cord alone. For instance, it is in the lower brain that information from the semi-circular canals in the inner ear—the sensory organ for gravitational perceptions and balance—is coordinated with the cord’s postural reflexes. A stiff stance can be elicited from these postural reflexes by merely putting pressure on the bottoms of the feet; by adding information concerning gravity and balance to this stance, the same reflex cord circuits may be continually adjusted to compensate for shifts in equilibrium as we tilt the floor upon which the animal is standing, or as we push him this way or that. A rigid fixed posture is made more flexible and at the same time more stable, because compensating adjustments among the simple postural reflexes is now possible. The lower brain coordinates the movements of the eyes, so that they track together. It directs digestive and metabolic processes and glandular secretions, and determines the patterns of circulation by controlling arterial blood pressure. And not only does it give new coordination to separate parts, it influences the system as a whole in ways that cannot be done by the segmental arrangement of the cord.

A Japanese scholar, Raicho Hiratsuka, said that. In order not to fail in the end, you have to be dependent on yourself, and know that you can handle things, and most importantly, bring a little humor into the despair. Lightness, imagination, flexibility—these are the things that go into making a new start.

Oral liquid EDTA chelation removes plaque from blood vessels by dissolving it away. Dissolved plaque exits the body via the kidneys. Blood pressure is reduced to normal (there is no prescription drug that can achieve this youthful result). L-arginine, L-Citrulline which are amino acids (proteins), and antioxidants to stimulate the body’s natural production of Nitric Oxide. These supplements restore youthful flexibility to blood vessels and reduces blood pressure (again, there is no prescription drug that can achieve this youthful result) IMPORTANT NOTE

Then I practiced doing that on the blog for months and months. Hinge moments came, reshaping my passion and adding important details to my plan. Over time I learned to plan out posts weeks in advance and set some goals I planned to hit. I stayed flexible to allow the plan to develop as I continued to practice.

Bruce Horn: I thought that computers would be hugely flexible and we could be able to do everything and it would be the most mind-blowing experience ever. And instead we froze all of our thinking. We froze all the software and made it kind of industrial and mass-marketed. Computing went in the wrong direction: Computing went to the direction of commercialism and cookie-cutter. Jaron Lanier: My whole field has created shit. And it’s like we’ve thrust all of humanity into this endless life of tedium, and it’s not how it was supposed to be. The way we’ve designed the tools requires that people comply totally with an infinite number of arbitrary actions. We really have turned humanity into lab rats that are trained to run mazes. I really think on just the most fundamental level we are approaching digital technology in the wrong way. Andy van Dam: Ask yourself, what have we got today? We’ve got Microsoft Word and we’ve got PowerPoint and we’ve got Illustrator and we’ve got Photoshop. There’s more functionality and, for my taste, an easier-to-understand user interface than what we had before. But they don’t work together. They don’t play nice together. And most of the time, what you’ve got is an import/export capability, based on bitmaps: the lowest common denominator—dead bits, in effect. What I’m still looking for is a reintegration of these various components so that we can go back to the future and have that broad vision at our fingertips. I don’t see how we are going to get there, frankly. Live bits—where everything interoperates—we’ve lost that. Bruce Horn: We’re waiting for the right thing to happen to have the same type of mind-blowing experience that we were able to show the Apple people at PARC. There’s some work being done, but it’s very tough. And, yeah, I feel somewhat responsible. On the other hand, if somebody like Alan Kay couldn’t make it happen, how can I make it happen?

What do citizens expect of government agencies entrusted with crime control, risk control, or other harm reduction duties? The public does not expect that governments will be able to prevent all crimes or contain all harms. But they do expect government agencies to provide the best protection possible, and at a reasonable price, by being:           Vigilant, so they can spot emerging threats early, pick up on precursors and warning signs, use their imaginations to work out what could happen, use their intelligence systems to discover what others are planning, and do all this before much harm is done.           Nimble, flexible enough to organize themselves quickly and appropriately around each emerging crime pattern rather than being locked into routines and processes designed for traditional issues.           Skillful, masters of the entire intervention tool kit, experienced (as craftsmen) in picking the best tools for each task, and adept at inventing new approaches when existing methods turn out to be irrelevant or insufficient to suppress an emerging threat.8 Real success in crime control—spotting emerging crime problems early and suppressing them before they do much harm—would not produce substantial year-to-year reductions in crime figures, because genuine and substantial reductions are available only when crime problems have first grown out of control. Neither would best practices produce enormous numbers of arrests, coercive interventions, or any other specific activity, because skill demands economy in the use of force and financial resources and rests on artful and well-tailored responses rather than extensive and costly campaigns. Ironically, therefore, the two classes of metrics that still seem to wield the most influence in many departments—crime reduction and enforcement productivity—would utterly fail to reflect the very best performance in crime control. Further, we must take seriously the fact that other important duties of the police will never be captured through crime statistics or in measures of enforcement output. As NYPD Assistant Commissioner Ronald J. Wilhelmy wrote in a November 2013 internal NYPD strategy document:

Finally, every society develops a system of aesthetic standards that get manifested in everything from decorative art, music, and dance to the architecture and planning of buildings and communities. There are many different ways we could examine artistic systems. One way of thinking about it is to observe the degree to which a society's aesthetics reflect clear lines and solid boundaries versus fluid ones. Many Western cultures favor clean, tight boundaries whereas many Eastern cultures prefer more fluid, indiscriminate lines. In most Western homes, kitchen drawers are organized so that forks are with forks and knives are with knives. The walls of a room are usually uniform in color, and when a creative shift in color does occur, it usually happens at a corner or along a straight line midway down the wall. Pictures are framed with straight edges, molding covers up seams in the wall, and lawns are edged to form a clear line between the sidewalk and the lawn. Why? Because we view life in terms of classifications, categories, and taxonomies. And cleanliness itself is largely defined by the degree of order that exists. It has little to do with sanitation and far more to do with whether things appear to be in their proper place. Maintaining boundaries is essential in the Western world; otherwise categories begin to disintegrate and chaos sets in.13 Most Americans want dandelion-free lawns and roads with clear lanes prescribing where to drive and where not to drive. Men wear ties to cover the adjoining fabric on the shirts that they put on before going to the symphony, where they listen to classical music based on a scale with seven notes and five half steps. Each note has a fixed pitch, defined in terms of the lengths of the sound waves it produces.14 A good performance occurs when the musicians hit the notes precisely. In contrast, many Eastern cultures have little concern in everyday life for sharp boundaries and uniform categories. Different colors of paint may be used at various places on the same wall. And the paint may well “spill” over onto the window glass and ceiling. Meals are a fascinating array of ingredients where food is best enjoyed when mixed together on your plate. Roads and driving patterns are flexible. The lanes ebb and flow as needed depending on the volume of traffic. In a place like Cambodia or Nigeria, the road space is available for whichever direction a vehicle needs it most, whatever the time of day. And people often meander along the road in their vehicles the same way they walk along a path. There are many other ways aesthetics between one place and another could be contrasted. But the important point is some basic understanding of how cultures differ within the realm of aesthetics. Soak in the local art of a place and chalk it up to informing your strategy for international business.

TEN WAYS A PARTNER CAN HELP Before the baby’s born, help stock the freezer with meals that can be eaten with one hand. Find a good phone number for help and call it as needed. (La Leche League’s website, llli.org, and U.S.-based phone line, 877–4-LA LECHE (877–452–5324), can both lead you to your closest local group, and that’s a fast route to anything else you might need.) Buy the grocery basics, and keep easy, healthy snacks on hand. Get dinner—any dinner! Nights can be tough at first. Be flexible about where and when everyone sleeps. Going to bed early helps! Do more than your share. You may be what keeps the household running for a while. Everything won’t get done. Talk about what’s most important to her—a clean kitchen? a cleared desk?—and do that first. Get home on time. You’re like a breath of fresh air for mother and baby both. Helping out means helping emotionally, too. Remind her how much you love her, how wonderful she looks, and what a great job she’s doing. There she is, holding your child. She really is beautiful, isn’t she? Remind her that this part is temporary. Most women feel it takes at least six weeks to start to have a handle on this motherhood thing. Life will settle down. But it takes a while.

Physical fitness is not only one of the most important keys to a healthy body, it is the basis of dynamic and creative intellectual activity.” John F. Kennedy

Of the big five factors in happiness—flexible schedule, imagination, diet, exercise, and sleep—my pick for the most important is exercise.

Although pundits and politicians, usually male, often claim that motherhood is the most important and difficult work of all, women who take time out of the workforce pay a big career penalty. Only 74 percent of professional women will rejoin the workforce in any capacity, and only 40 percent will return to full-time jobs.14 Those who do rejoin will often see their earnings decrease dramatically. Controlling for education and hours worked, women’s average annual earnings decrease by 20 percent if they are out of the workforce for just one year.15 Average annual earnings decline by 30 percent after two to three years,16 which is the average amount of time that professional women off-ramp from the workforce.17 If society truly valued the work of caring for children, companies and institutions would find ways to reduce these steep penalties and help parents combine career and family responsibilities. All too often rigid work schedules, lack of paid family leave, and expensive or undependable child care derail women’s best efforts. Governmental and company policies such as paid personal time off, affordable high-quality child care, and flexible work practices would serve families, and society, well.

Comparing African and Egyptian circumstances also points to other reasons why churches survived in some regions and failed in others. From earliest times, Christianity had developed in the particular social and economic world of the Mediterranean and the Near East, and networks of church organization and mission followed the familiar routes of trade and travel. Also, this social world was founded upon cities, which were the undisputed centers of the institutionalized church. Mediterranean Christianity was founded upon a hierarchical system of metropolitans and bishops based in cities: even the name metropolitan suggests a fundamentally urban system. Over time, though, trade routes changed and some cities lost power or vanished altogether. Between the fifth century and the ninth, these changes had a special effect on the Mediterranean, as sea routes declined in importance and states tended to look more inland, to transcontinental routes within Asia and Africa. This process was accelerated by the impact of plague, particularly during the 540s, and perhaps of climate change. Cities like Carthage and Antioch shrank to nothing, while Damascus and Alexandria lost influence before the new rising stars of Baghdad and Cairo.11 These changes coincided with the coming of Islam rather than being caused by that event, but they had immense religious consequences. Churches that remained wedded to the old social order found themselves in growing difficulty, while more flexible or adaptable organizations succeeded. Nestorians and Jacobites coped well for centuries with an Eastern world centered in Baghdad and looking east into Asia. Initially, too, the old urban framework adapted successfully to the Arab conquest, and Christian bishops made their peace quite easily. Matters were very different, though, when the cities themselves were faced with destruction. By the seventh century, the decline of Carthage and its dependent cities undermined the whole basis of the North African church, and accelerated the collapse of the colonial social order. Once the cities were gone, no village Christians remained to take up the slack. The Coptic Church flourished because its network of monasteries and village churches allowed it to withstand changes in the urban system.

!Xabbu was taught by his people to absorb everything the world gives him and then, after sifting out the most important details, to act on them. But he is also clever and supremely flexible. Faced with a new world, he did not try to force it to comply with his expectations, but began all over to learn the rules, without prejudice as to where the information came from.

Coworking together is not just about welcoming remote workers. It is important for real estate because it benefits both companies and their employees equally. Collaborating takes up the most important business and expensive costs — the workplace — and renders the service. The space-as-a-service model introduces balance sheets and creates staff flexibility.

Wikipedia: Richard D. Wolff To escape Nazism, Wolff's parents emigrated from Europe to the United States during World War II. … Wolff states that his European background influenced his world view: "[E]verything you expect about how the world works probably will be changed in your life, that unexpected things happen, often tragic things happen, and being flexible, being aware of a whole range of different things that happen in the world, is not just a good idea as a thinking person, but it's crucial to your survival. So, for me, I grew up convinced that understanding the political and economic environment I lived in was an urgent matter that had to be done, and made me a little different from many of my fellow kids in school who didn't have that sense of the urgency of understanding how the world worked to be able to navigate an unstable and often dangerous world. That was a very important lesson for me.

Emerging operating models also mean that talent and culture have to be rethought in light of new skill requirements and the need to attract and retain the right sort of human capital. As data become central to both decision-making and operating models across industries, workforces require new skills, while processes need to be upgraded (for example, to take advantage of the availability of real-time information) and cultures need to evolve. As I mentioned, companies need to adapt to the concept of “talentism”. This is one of the most important, emerging drivers of competitiveness. In a world where talent is the dominant form of strategic advantage, the nature of organizational structures will have to be rethought. Flexible hierarchies, new ways of measuring and rewarding performance, new strategies for attracting and retaining skilled talent will all become key for organizational success. A capacity for agility will be as much about employee motivation and communication as it will be about setting business priorities and managing physical assets. My

This book is a compilation of interesting ideas that have strongly influenced my thoughts and I want to share them in a compressed form. That ideas can change your worldview and bring inspiration and the excitement of discovering something new. The emphasis is not on the technology because it is constantly changing. It is much more difficult to change the accompanying circumstances that affect the way technological solutions are realized. The chef did not invent salt, pepper and other spices. He just chooses good ingredients and uses them skilfully, so others can enjoy his art. If I’ve been successful, the book creates a new perspective for which the selection of ingredients is important, as well as the way they are smoothly and efficiently arranged together. In the first part of the book, we follow the natural flow needed to create the stimulating environment necessary for the survival of a modern company. It begins with challenges that corporations are facing, changes they are, more or less successfully, trying to make, and the culture they are trying to establish. After that, we discuss how to be creative, as well as what to look for in the innovation process. The book continues with a chapter that talks about importance of inclusion and purpose. This idea of inclusion – across ages, genders, geographies, cultures, sexual orientation, and all the other areas in which new ways of thinking can manifest – is essential for solving new problems as well as integral in finding new solutions to old problems. Purpose motivates people for reaching their full potential. This is The second and third parts of the book describes the areas that are important to support what is expressed in the first part. A flexible organization is based on IT alignment with business strategy. As a result of acceleration in the rate of innovation and technological changes, markets evolve rapidly, products’ life cycles get shorter and innovation becomes the main source of competitive advantage. Business Process Management (BPM) goes from task-based automation, to process-based automation, so automating a number of tasks in a process, and then to functional automation across multiple processes andeven moves towards automation at the business ecosystem level. Analytics brought us information and insight; AI turns that insight into superhuman knowledge and real-time action, unleashing new business models, new ways to build, dream, and experience the world, and new geniuses to advance humanity faster than ever before. Companies and industries are transforming our everyday experiences and the services we depend upon, from self-driving cars, to healthcare, to personal assistants. It is a central tenet for the disruptive changes of the 4th Industrial Revolution; a revolution that will likely challenge our ideas about what it means to be a human and just might be more transformative than any other industrial revolution we have seen yet. Another important disruptor is the blockchain - a distributed decentralized digital ledger of transactions with the promise of liberating information and making the economy more democratic. You no longer need to trust anyone but an algorithm. It brings reliability, transparency, and security to all manner of data exchanges: financial transactions, contractual and legal agreements, changes of ownership, and certifications. A quantum computer can simulate efficiently any physical process that occurs in Nature. Potential (long-term) applications include pharmaceuticals, solar power collection, efficient power transmission, catalysts for nitrogen fixation, carbon capture, etc. Perhaps we can build quantum algorithms for improving computational tasks within artificial intelligence, including sub-fields like machine learning. Perhaps a quantum deep learning network can be trained more efficiently, e.g. using a smaller training set. This is still in conceptual research domain.

2. Planning is important, but the most important part of every plan is to plan on the plan not going according to plan. What’s the saying? You plan, God laughs. Financial and investment planning are critical, because they let you know whether your current actions are within the realm of reasonable. But few plans of any kind survive their first encounter with the real world. If you’re projecting your income, savings rate, and market returns over the next 20 years, think about all the big stuff that’s happened in the last 20 years that no one could have foreseen: September 11th, a housing boom and bust that caused nearly 10 million Americans to lose their homes, a financial crisis that caused almost nine million to lose their jobs, a record-breaking stock-market rally that ensued, and a coronavirus that shakes the world as I write this. A plan is only useful if it can survive reality. And a future filled with unknowns is everyone’s reality. A good plan doesn’t pretend this weren’t true; it embraces it and emphasizes room for error. The more you need specific elements of a plan to be true, the more fragile your financial life becomes. If there’s enough room for error in your savings rate that you can say, “It’d be great if the market returns 8% a year over the next 30 years, but if it only does 4% a year I’ll still be OK,” the more valuable your plan becomes. Many bets fail not because they were wrong, but because they were mostly right in a situation that required things to be exactly right. Room for error—often called margin of safety—is one of the most underappreciated forces in finance. It comes in many forms: A frugal budget, flexible thinking, and a loose timeline—anything that lets you live happily with a range of outcomes. It’s different from being conservative. Conservative is avoiding a certain level of risk. Margin of safety is raising the odds of success at a given level of risk by increasing your chances of survival. Its magic is that the higher your margin of safety, the smaller your edge needs to be to have a favorable outcome.

an important design principle of the functional programming style: programs should be decomposed into many small functions that each do a well-defined task. Individual functions are often quite small. The advantage of this style is that it gives a programmer many building blocks that can be flexibly composed to do more difficult things. Each building block should be simple enough to be understood individually.

The most important strategy of life is flexibility: Do not insist on the train, neither on the direction of the train, nor on the station! Have the flexibility to take a completely different train from a completely different station in the opposite direction of the direction you want to go in the beginning!

As mammals, we are homeostatic. That means we maintain certain constant balances within our bodies, temperature for example, by adapting to change and challenge in the environment. Strength and flexibility allow us to keep inner balance, but man is trying more and more to dominate the environment rather than control himself. Central heating, air conditioning, cars that we take out to drive three hundred yards, towns that stay lit up all night, and food imported from around the world out of season are all examples of how we try to circumvents our duty to adapt to nature and instead force nature to adapt to us. In the process, we become both weak and brittle.

Psychologist Robert Kegan,8 chair of adult development at Harvard, has a term for unzipping those costumes. He calls it “the subject-object shift” and argues that it’s the single most important move we can make to accelerate personal growth. For Kegan, our subjective selves are, quite simply, who we think we are. On the other hand, the “objects” are things we can look at, name, and talk about with some degree of objective distance. And when we can move from being subject to our identity to having some objective distance from it, we gain flexibility in how we respond to life and its challenges.