Flexible Grouping Quotes

Isolating oneself into a narrowly defined victim group promotes a view of others as irrelevant at best and dangerous at worst, which eventually only leads to further alienation. Gangs, extremist political parties, and religious cults may provide solace, but they rarely foster the mental flexibility needed to be fully open to what life has to offer and as such cannot liberate their members from their traumas. Well-functioning people are able to accept individual differences and acknowledge the humanity of others.

It came down to that flexibility of a person’s mind. An ability to withstand horrors and snap back, like a fresh elastic band. A flinty mind shattered. In this way, he was glad not to be an adult. A grown-up’s mind—even one belonging to a decent man like Scoutmaster Tim—lacked that elasticity. The world had been robbed of all its mysteries, and with those mysteries went the horror. Adults didn’t believe in old wives’ tales. You didn’t see adults stepping over sidewalk cracks out of the fear that they might somehow, some way, break their mothers’ backs. They didn’t wish on stars: not with the squinty-eyed fierceness of kids, anyway. You’ll never find an adult who believes that saying “Bloody Mary” three times in front of a mirror in a dark room will summon a dark, blood-hungry entity. Adults were scared of different things: their jobs, their mortgages, whether they hung out with the “right people,” whether they would die unloved. These were pallid compared to the fears of a child—leering clowns under the bed and slimy monsters capering beyond the basement’s light and faceless sucking horrors from beyond the stars. There’s no 12-step or self-help group for dealing with those fears. Or maybe there is: you just grow up. And when you do, you surrender the nimbleness of mind required to believe in such things—but also to cope with them. And so when adults find themselves in a situation where that nimbleness is needed . . . well, they can’t summon it. So they fall to pieces: go insane, panic, suffer heart attacks and aneurysms brought on by fright. Why? They simply don’t believe it could be happening. That’s what’s different about kids: they believe everything can happen, and fully expect it to.

Modern cultish groups also feel comforting in part because they help alleviate the anxious mayhem of living in a world that presents almost too many possibilities for who to be (or at least the illusion of such). I once had a therapist tell me that flexibility without structure isn’t flexibility at all; it’s just chaos. That’s how a lot of people’s lives have been feeling. For most of America’s history, there were comparatively few directions a person’s career, hobbies, place of residence, romantic relationships, diet, aesthetic—everything—could easily go in. But the twenty-first century presents folks (those of some privilege, that is) with a Cheesecake Factory–size menu of decisions to make. The sheer quantity can be paralyzing, especially in an era of radical self-creation, when there’s such pressure to craft a strong “personal brand” at the very same time that morale and basic survival feel more precarious for young people than they have in a long time. As our generational lore goes, millennials’ parents told them they could grow up to be whatever they wanted, but then that cereal aisle of endless “what ifs” and “could bes” turned out to be so crushing, all they wanted was a guru to tell them which to pick.

A team or organization that is both reliable and flexible, according to Weick, is like a jazz group. There are fundamentals—scales and chords—that every member must overlearn, but those are just tools for sensemaking in a dynamic environment. There are no tools that cannot be dropped, reimagined, or repurposed in order to navigate an unfamiliar challenge.

Working outward in concentric circles from the single mother's situation, we can easily draw a picture of what a 'good' mother-son relationship needs in order to flourish. In its ideal form, mom would be experiencing physical, material, social, and emotional support from four interdependent sources: an intimate partner who is also attached to the child; a select group of close friends and family; a wider community that supports mom's values and goals; and a maternity-flexible workplace.

The light was crude. It made Artaud's eyes shrink into darkness, as they are deep-set. This brought into relief the intensity of his gestures. He looked tormented. His hair, rather long, fell at times over his forehead. He has the actor's nimbleness and quickness of gestures. His face is lean, as if ravaged by fevers. His eyes do not seem to see the people. They are the eyes of a visionary. His hands are long, long-fingered. Beside him Allendy looks earthy, heavy, gray. He sits at the desk, massive, brooding. Artaud steps out on the platform, and begins to talk about " The Theatre and the Plague." He asked me to sit in the front row. It seems to me that all he is asking for is intensity, a more heightened form of feeling and living. Is he trying to remind us that it was during the Plague that so many marvelous works of art and theater came to be, because, whipped by the fear of death, man seeks immortality, or to escape, or to surpass himself? But then, imperceptibly almost, he let go of the thread we were following and began to act out dying by plague. No one quite knew when it began. To illustrate his conference, he was acting out an agony. "La Peste" in French is so much more terrible than "The Plague" in English. But no word could describe what Artaud acted out on the platform of the Sorbonne. He forgot about his conference, the theatre, his ideas, Dr. Allendy sitting there, the public, the young students, his wife, professors, and directors. His face was contorted with anguish, one could see the perspiration dampening his hair. His eyes dilated, his muscles became cramped, his fingers struggled to retain their flexibility. He made one feel the parched and burning throat, the pains, the fever, the fire in the guts. He was in agony. He was screaming. He was delirious. He was enacting his own death, his own crucifixion. At first people gasped. And then they began to laugh. Everyone was laughing! They hissed. Then, one by one, they began to leave, noisily, talking, protesting. They banged the door as they left. The only ones who did not move were Allendy, his wife, the Lalous, Marguerite. More protestations. More jeering. But Artaud went on, until the last gasp. And stayed on the floor. Then when the hall had emptied of all but his small group of friends, he walked straight up to me and kissed my hand. He asked me to go to the cafe with him.

With a particular person in mind, or in anticipation of interacting with them, self-conception adjusts to create a shared reality. This means that when their perception of you is stereotypical, your own mind follows suit. For example, [Princeton University psychologist Stacey] Sinclair manipulated one group of women into thinking that they were about to spend some time with a charmingly sexist man. (Not a woman-hater, but the kind of man who thinks that women deserve to be cherished and protected by men, while being rather less enthusiastic about them being too confident and assertive.) Obligingly, the women socially tuned their view of themselves to better match these traditional opinions. They regarded themselves as more stereotypically feminine, compared with another group of women who were expecting instead to interact with a man with a more modern view of their sex. Interestingly, this social tuning only seems to happen when there is some sort of motivation for a good relationship. This suggests that close or powerful others in your life may be especially likely to act as a mirror in which you perceive your own qualities. (...) No doubt the female self and the male self can be as useful as any other social identity in the right circumstances. But flexible, context-sensitive, and useful is not the same as “hardwired”.

Any serious social encounter with knives has one main goal: to stop the action. Beyond that, you have a little flexibility: to kill, or merely get away, or what have you. But first comes the cessation of hostilities. There are many ways to handle this. You can run, shoot, call the cops, or even try to organize a discussion group to talk the problem out. But I’m talking knives, so I’ll limit myself to that. All wounds are painful and pain is a great tool for stopping fights. So is the loss of use of various parts of the body. Therefore, it follows that although we wish to inflict any wound we can, the more painful it is, the better.

Group theory has been called by the noted mathematics scholar James R. Newman "the supreme art of mathematical abstraction." It derives its incredible power from the intellectual flexibility afforded by its definition.

In 1999, the anthropologist Christopher Boehm addressed this issue in Hierarchy in the Forest, which reviewed the lifestyles of dozens of small-scale human groups. Perhaps surprisingly, he found that they are egalitarian. Material inequality is kept to a minimum; goods are distributed to everyone. The old and sick are cared for. There are leaders, but their power is kept in check; and the social structure is flexible and nonhierarchical. It looks less like Stalin’s Russia and more like Occupy Wall Street.

One of the problems with a 529 plan is that you must give up an element of control. The best 529 plans available, and my second choice to an ESA, is a “flexible” plan. This type of plan allows you to move your investment around periodically within a certain family of funds. A family of funds is a brand name of mutual fund. You could pick from virtually any mutual fund in the American Funds Group or Vanguard or Fidelity. You are stuck in one brand, but you can choose the type of fund, the amount in each, and move it around if you want. This is the only type of 529 I recommend.

Even if Hitler had been more flexible – and not mistaken the situation for the one his armies had faced in the retreat from Moscow in December 1941 – it is doubtful whether this could have saved Army Group Centre. Between 22 June and 4 July, it lost twenty-five divisions, more than 300,000 men. It

Cultural diversity and territorial flexibility give empires not only their unique character, but also their central role in history. It’s thanks to these two characteristics that empires have managed to unite diverse ethnic groups and ecological zones under a single political umbrella, thereby fusing together larger and larger segments of the human species and of planet Earth.

Now, the supreme requirements of generalship are a clear perception, the harmony of his host, a profound strategy coupled with far-reaching plans, an understanding of the seasons and an ability to examine the human factors. For a general unable to estimate his capabilities or comprehend the arts of expediency and flexibility when faced with the opportunity to engage the enemy will advance in a stumbling and hesitant manner, looking anxiously first to his right and then to his left, and be unable to produce a plan. Credulous, he will place confidence in unreliable reports, believing at one moment this and at another that. As timorous as a fox in advancing or retiring, his groups will be scattered about. What is the difference between this and driving innocent people into boiling water or fire?

A Missional Community is a group of approximately 20 to 40 people who are seeking to reach a particular neighborhood or network of relationships with the good news of Jesus. The group functions as a flexible, local expression of the church and has the expressed intention of seeing those they are in relationship with become followers of Jesus with them. They exist to see God’s Kingdom come to their friends and neighbors.

1. Acknowledgment that one is in crisis 2. Acceptance of one’s personal responsibility to do something 3. Building a fence, to delineate one’s individual problems needing to be solved 4. Getting material and emotional help from other individuals and groups 5. Using other individuals as models of how to solve problems 6. Ego strength 7. Honest self-appraisal 8. Experience of previous personal crises 9. Patience 10. Flexible personality 11. Individual core values 12. Freedom from personal constraints

Within a neoliberal discourse there is also an assumption that all social groups will ultimately benefit from the effects of corporate profit, regardless of the fact that in increases the wealth of the already wealthy. Yet, in reality, neoliberal agendas aim to reduce labour costs, decrease public expenditure and make work more flexible...For poor families and the working poor, this means that they are more likely to be exploited as their incomes remain low, and their ability to access services is increasingly compromised.

Exercise” includes a combination of purposeful aerobic cardio work (e.g., swimming, cycling, jogging, group exercise classes), strength training (e.g., free weights, resistance bands, gym machines, mat Pilates, lunges, squats), and routines that promote flexibility and balance (e.g., stretching, yoga). It also includes leading a physically active life throughout the day (e.g., taking the stairs instead of the elevator; avoiding prolonged sitting; going for walks during breaks; engaging in hobbies such as dancing, hiking, and gardening).

Regular expressions are widely used for string matching. Although regular-expression systems are derived from a perfectly good mathematical formalism, the particular choices made by implementers to expand the formalism into useful software systems are often disastrous: the quotation conventions adopted are highly irregular; the egregious misuse of parentheses, both for grouping and for backward reference, is a miracle to behold. In addition, attempts to increase the expressive power and address shortcomings of earlier designs have led to a proliferation of incompatible derivative languages.

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?

This interplay of military and academic motives became ingrained in the Internet. “The design of both the ARPANET and the Internet favored military values, such as survivability, flexibility, and high performance, over commercial goals, such as low cost, simplicity, or consumer appeal,” the technology historian Janet Abbate noted. “At the same time, the group that designed and built ARPA’s networks was dominated by academic scientists, who incorporated their own values of collegiality, decentralization of authority, and open exchange of information into the system.”90 These academic researchers of the late 1960s, many of whom associated with the antiwar counterculture, created a system that resisted centralized command. It would route around any damage from a nuclear attack but also around any attempt to impose control.

Conditions for horizontal propaganda The horizontal form of propaganda needs two conditions: first of all a lack of contact between groups. A member of a small group must not belong to other groups in which he would be subjected to other influences that would give him a chance to find himself again and with it the strength to resist. This is why the Chinese Communists insisted on breaking up traditional groups, such as the family. A private and heterogeneous group (with different ages, sexes and occupations) the family is a tremendous obstacle to such propaganda. In China, where the family was still very powerful, it had to be broken up. The problem is very different in the United States and in the Western societies there the social structures are sufficiently flexible and disintegrated to be no obstacle. It is not necessary to break up the family in order to make the group dynamic and fully effective: the family already broken up. It no longer has the power to envelop the individual; it is no longer the place where the individual is formed and has his roots. The field is clear for the influence of small groups.

ALL POST-COMMUNIST SOCIETIES ARE uprooted ones because Communism uprooted traditions, so nothing fits with anything else,” explained the philosopher Patapievici. Fifteen years earlier, when I had last met him, he had cautioned: “The task for Romania is to acquire a public style based on impersonal rules, otherwise business and politics will be full of intrigue, and I am afraid that our Eastern Orthodox tradition is not helpful in this regard. Romania, Bulgaria, Serbia, Macedonia, Russia, Greece—all the Orthodox nations of Europe—are characterized by weak institutions. That is because Orthodoxy is flexible and contemplative, based more on the oral traditions of peasants than on texts. So there is this pattern of rumor, lack of information, and conspiracy….”11 Thus, in 1998, did Patapievici define Romanian politics as they were still being practiced a decade and a half later. Though in 2013, he added: “No one speaks of guilt over the past. The Church has made no progress despite the enormous chance of being separated from the state for almost a quarter century. The identification of religious faith with an ethnic-national group, I find, is a moral heresy.” Dressed now in generic business casual and wearing fashionable glasses, Patapievici appeared as a figure wholly of the West—more accurately of the global elite—someone you might meet at a fancy

Egalitarianism among foragers is concerned primarily with preventing a single individual or coalition from dominating (and thereby making life miserable for) the rest of the group. This leads foragers to be vigilant for early warning signs of people who position themselves above others. This includes dominating or bullying individuals (outside the household ot immediate family), bragging, seeking authority too eagerly, ganging up with other members of the group, and otherwise attempting to control others' behavior. Foragers would readily support the motto fo the early American general Christopher Gadsden: "Don't tread on me." Many of the norms that were common among our forager ancestors are by now deeply embedded in human nature. But these aren't our only norms. Most societies also teach their children norms specific to their society. This ability of societies to adopt different norms is part of what has let humans spread across the Earth, by adopting norms better suited to each local environment. This "cultural flexibility" also enabled our ancestors to implement the huge behavior changes required to turn hunters and gatherers into farmers and herders, roughly 10,000 years ago. Farmers have norms supporting marriage, war, and property, as well as rough treatment of animals, lower classes, and slaves. To help enforce these new norms, farmers also had stronger norms of social conformity, as well as stronger religions with moralizing gods.

The future of democracy in developed countries will depend on their ability to deal with the problem of a disappearing middle class. In the wake of the financial crisis there has been a rise of new populist groups from the Tea Party in the United States to various anti-EU, anti-immigrant parties in Europe. What unites all of them is the belief that elites in their countries have betrayed them. And in many ways they are correct: the elites who set the intellectual and cultural climate in the developed world have been largely buffered from the effects of middle-class decline. There has been a vacuum in new approaches to the problem, approaches that don’t involve simply returning to the welfare state solutions of the past. The proper approach to the problem of middle-class decline is not necessarily the present German system or any other specific set of measures. The only real long-term solution would be an educational system that succeeded in pushing the vast majority of citizens into higher levels of education and skills. The ability to help citizens flexibly adjust to the changing conditions of work requires state and private institutions that are similarly flexible. Yet one of the characteristics of modern developed democracies is that they have accumulated many rigidities over time that make institutional adaptation increasingly difficult. In fact, all political systems—past and present—are liable to decay. The fact that a system once was a successful and stable liberal democracy does not mean that it will

One winter day in 1993, Bob, Giselle, and Dan proposed taking me out to dinner with the stated purpose of “giving Ray feedback about how he affects people and company morale.” They sent me a memo first, the gist of which was that my way of operating was having a negative effect on everyone in the company. Here’s how they put it: What does Ray do well? He is very bright and innovative. He understands markets and money management. He is intense and energetic. He has very high standards and passes these to others around him. He has good intentions about teamwork, building group ownership, providing flexible work conditions to employees, and compensating people well. What Ray doesn’t do as well: Ray sometimes says or does things to employees which makes them feel incompetent, unnecessary, humiliated, overwhelmed, belittled, oppressed, or otherwise bad. The odds of this happening rise when Ray is under stress. At these times, his words and actions toward others create animosity toward him and leave a lasting impression. The impact of this is that people are demotivated rather than motivated. This reduces productivity and the quality of the environment. The effect reaches far beyond the single employee. The smallness of the company and the openness of communication means that everyone is affected when one person is demotivated, treated badly, not given due respect. The future success of the company is highly dependent on Ray’s ability to manage people as well as money. If he doesn’t manage people well, growth will be stunted and we will all be affected.

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.

MY PROCESS I got bullied quite a bit as a kid, so I learned how to take a punch and how to put up a good fight. God used that. I am not afraid of spiritual “violence” or of facing spiritual fights. My Dad was drafted during Vietnam and I grew up an Army brat, moving around frequently. God used that. I am very spiritually mobile, adaptable, and flexible. My parents used to hand me a Bible and make me go look up what I did wrong. God used that, as well. I knew the Word before I knew the Lord, so studying Scripture is not intimidating to me. I was admitted into a learning enrichment program in junior high. They taught me critical thinking skills, logic, and Greek Mythology. God used that, too. In seventh grade I was in school band and choir. God used that. At 14, before I even got saved, a youth pastor at my parents’ church taught me to play guitar. God used that. My best buddies in school were a druggie, a Jewish kid, and an Irish soccer player. God used that. I broke my back my senior year and had to take theatre instead of wrestling. God used that. I used to sleep on the couch outside of the Dean’s office between classes. God used that. My parents sent me to a Christian college for a semester in hopes of getting me saved. God used that. I majored in art, advertising, astronomy, pre-med, and finally English. God used all of that. I made a woman I loved get an abortion. God used (and redeemed) that. I got my teaching certification. I got plugged into a group of sincere Christian young adults. I took courses for ministry credentials. I worked as an autism therapist. I taught emotionally disabled kids. And God used each of those things. I married a pastor’s daughter. God really used that. Are you getting the picture? San Antonio led me to Houston, Houston led me to El Paso, El Paso led me to Fort Leonard Wood, Fort Leonard Wood led me back to San Antonio, which led me to Austin, then to Kentucky, then to Belton, then to Maryland, to Pennsylvania, to Dallas, to Alabama, which led me to Fort Worth. With thousands of smaller journeys in between. The reason that I am able to do the things that I do today is because of the process that God walked me through yesterday. Our lives are cumulative. No day stands alone. Each builds upon the foundation of the last—just like a stairway, each layer bringing us closer to Him. God uses each experience, each lesson, each relationship, even our traumas and tragedies as steps in the process of becoming the people He made us to be. They are steps in the process of achieving the destinies that He has encoded into the weave of each of our lives. We are journeymen, finding the way home. What is the value of the journey? If the journey makes us who we are, then the journey is priceless.

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.

Babel led to an explosion in the number of languages. That was part of Enki's plan. Monocultures, like a field of corn, are susceptible to infections, but genetically diverse cultures, like a prairie, are extremely robust. After a few thousand years, one new language developed - Hebrew - that possessed exceptional flexibility and power. The deuteronomists, a group of radical monotheists in the sixth and seventh centuries B.C., were the first to take advantage of it. They lived in a time of extreme nationalism and xenophobia, which made it easier for them to reject foreign ideas like Asherah worship. They formalized their old stories into the Torah and implanted within it a law that insured its propagation throughout history - a law that said, in effect, 'make an exact copy of me and read it every day.' And they encouraged a sort of informational hygiene, a belief in copying things strictly and taking great care with information, which as they understood, is potentially dangerous. They made data a controlled substance... [and] gone beyond that. There is evidence of carefully planned biological warfare against the army of Sennacherib when he tried to conquer Jerusalem. So the deuteronomists may have had an en of their very own. Or maybe they just understood viruses well enough that they knew how to take advantage of naturally occurring strains. The skills cultivated by these people were passed down in secret from one generation to the next and manifested themselves two thousand years later, in Europe, among the Kabbalistic sorcerers, ba'al shems, masters of the divine name. In any case, this was the birth of rational religion. All of the subsequent monotheistic religions - known by Muslims, appropriately, as religions of the Book - incorporated those ideas to some extent. For example, the Koran states over and over again that it is a transcript, an exact copy, of a book in Heaven. Naturally, anyone who believes that will not dare to alter the text in any way! Ideas such as these were so effective in preventing the spread of Asherah that, eventually, every square inch of the territory where the viral cult had once thrived was under the sway of Islam, Christianity, or Judaism. But because of its latency - coiled about the brainstem of those it infects, passed from one generation to the next - it always finds ways to resurface. In the case of Judaism, it came in the form of the Pharisees, who imposed a rigid legalistic theocracy on the Hebrews. With its rigid adherence to laws stored in a temple, administered by priestly types vested with civil authority, it resembled the old Sumerian system, and was just as stifling. The ministry of Jesus Christ was an effort to break Judaism out of this condition... an echo of what Enki did. Christ's gospel is a new namshub, an attempt to take religion out of the temple, out of the hands of the priesthood, and bring the Kingdom of God to everyone. That is the message explicitly spelled out by his sermons, and it is the message symbolically embodied in the empty tomb. After the crucifixion, the apostles went to his tomb hoping to find his body and instead found nothing. The message was clear enough; We are not to idolize Jesus, because his ideas stand alone, his church is no longer centralized in one person but dispersed among all the people.

There were things that adults needed to know (that they might pick up in a classroom): how to take notes, how to prepare for a job interview, how to solve problems in a group, how to balance a checkbook, etc. There were also things that adults needed to know (but that they wouldn’t learn in a typical classroom): how to do laundry, how to cook for a dozen people, how to clean a house, how to be a good host, etc. And of course there were the deeper questions of life (that many adults are still trying to figure out): “Who am I?” “What is my purpose?” “Why was I made this way?” Clearly, preparing a child for the real world—in the way she was speaking of—went way

Focusing on a shared history of trauma and victimization alleviates their searing sense of isolation, but usually at the price of having to deny their individual differences: Members can belong only if they conform to the common code. Isolating oneself into a narrowly defined victim group promotes a view of others as irrelevant at best and dangerous at worst, which eventually only leads to further alienation. Gangs, extremist political parties, and religious cults may provide solace, but they rarely foster the mental flexibility needed to be fully open to what life has to offer and as such cannot liberate their members from their traumas. Well-functioning people are able to accept individual differences and acknowledge the humanity of others.

Not all healthy families are healthy all the time, and not all dysfunctional families are dysfunctional all the time. Each type, however, has patterns of behaving that keep it either in or out of balance. One way to determine the difference between the two types is to examine how each handles a crisis. During a crisis the healthy family knows and uses alternatives to its usual patterns, and as a result can return to balance when the crisis is over. For example, when an argument occurs between the spouses in a healthy family, each listens and negotiates with the other. Compromise is used, the real problem is confronted, and the family returns to balance. Healthy families must be flexible to maintain balance. A dysfunctional family’s patterns are very rigid. One individual controls family decisions or dominates conversations, adherence to restrictive rules is strictly enforced, and there is absolute denial of family problems, to cite just a few examples. Maintaining these patterns during a crisis doesn’t allow any alternatives to resolving it. In fact, a dysfunctional family is likely to become even more rigid during a crisis and, as a result, become even more dysfunctional. Few things are ever resolved in a dysfunctional family, and a given crisis becomes just one more unresolved issue. As a result, most dysfunctional families are in constant crisis. In an abusive family, for example, the threat of violence never goes away. Most dysfunctional families will grow increasingly more dysfunctional unless someone seeks help. But getting help requires breaking rigid patterns, and this, of course, is against the dysfunctional family’s rules. For example, many dysfunctional families engage in what is called “group think.”1 While group think maintains rigidity, it also ensures that everyone thinks alike. Some aspects of group think include: The family has a single-minded purpose which defies corrective action. The family insists on a closed information system. The family demands absolute loyalty. The family avoids internal or external criticism. The family welcomes you only to the extent that you conform to its beliefs and patterns. Another major difference between functional and dysfunctional family systems involves the victimization of family members either physically or emotionally, as well as a loss of healthy opportunities for growth. Victimization is such a common theme in dysfunctional families that those from all types of dysfunctional families joined the adult children of alcoholics movement, not because they identified with alcoholism, but because they identified with family victimization. Another common theme is anger over lost opportunities, which frequently remains overlooked. We have become so obsessed with talking about victimization that we sometimes fail to understand that not only are dysfunctional family members victimized, but they also suffer from and become angry about what they missed while growing up in their families. For example, a silent son with a dysfunctional father not only was intimidated or abused by his father, but also missed out on the opportunity to have a healthy father-son relationship. The pain of physical abuse goes away, but pain of lost opportunity remains. In my interviews, most silent sons of dysfunctional fathers talked more about the “fathering” they missed than about their father’s dysfunctional behaviors.

We pride ourselves on providing the most flexible Solo 401k plan on the planet. You can invest in what you want, and when you want. There are no minimums to open or use your plan. You can contribute on your own schedule. You can change your adopting employer, or plan trustees at any time. All without any hidden fees ever. Nabers Group is a A+ Better Business Bureau Accredited business with a fanatical dedication to excellence in customer service and lifetime customer support to account holders.

Japan's main strengths, then may be summarized as : - pragmatism, especially flexibility and an ability to compromise and adapt - a respect for the power of learning, particularly learning strengths of others - a respect for ambition and achievement, including hard work - a strong sense of nationhood - an appreciation of the strength of the group - a strong resilience - an acceptance of authority - an acceptance of hierarchy and inequality among individuals.

Also, human groups are formed of highly flexible alliances, not just among family members but between families, genders, classes, and tribes. The bonding is based on cooperation among individuals or groups who know one another and are capable of distributing ownership and status on a personal basis.

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.

10 Best Weight Loss Exercises The best exercises to lose weight in the gym are aerobics, for example: 1. Hiit Training The hit workout burns about 400 calories per hour and consists of a set of high intensity workouts that eliminate localized fat in just 30 minutes per day in a faster and fun way. The exercises are performed intensively to raise your heart rate a lot and so it is more suitable for those who already practice some kind of physical activity, although there are beginner hit exercises, but they consist of a series of exercises 'easier'. 2. Cross fit Training Cross fit training is also quite intense and burns about 700 calories per hour, however, this type of workout is quite different from the bodybuilding workout that people are more accustomed to seeing in gyms. Different weights are used, ropes, tires and often the exercises are performed, outside the gym, outdoors. 3. Dance Classes Dancing is a great way to strengthen muscles and burn some calories, 1 hour of ballroom dancing burns approximately 300 calories, and the person still increases flexibility and has fun, having a greater contact with other students. In this type of activity besides cardio respiratory benefits, and to lose weight, it is still possible to promote socialization. The university is a very lively type of dance, where you can burn about 400 calories per hour, in a fun way. In the buzz you can burn up to 800 kcal per hour. 5. Muay Thai Muay Thai is a type of intense martial art, where you can burn about 700 calories per hour. The workouts are very intense and also strengthen the muscles, as well as help increase self-esteem and self-defense. 6. Spinning The spinning classes are done in different intensities, but always on top of a bicycle, in a classroom with at least 5 bikes. The classes are very intense and promote the burning of about 600 calories per hour, and still strengthens the legs very much, being great to burn the fat of the legs and strengthen the thighs. 7. Swimming A swimming lesson can burn up to 400 calories per hour as long as the student does not slow down and keeps moving. Although the strokes are not too strong to reach the other side of the pool faster, it takes a constant effort, with few stops. When the goal is to lose weight, one should not only reach the other side of the pool, it is necessary to maintain a constant and strong rhythm, that is, one can cross the swimming pool crawl and turn back, for example, as a form of 'rest' . 8. Hydrogeology Water aerobics is also great for slimming, but to burn about 500 calories per hour you should always keep moving, enough to keep your breath away. As the water relaxes the tendency is to slow down, but if you want to lose weight, the ideal is to be in a group with this same purpose, because doing exercises at a pace for the elderly to stay healthy may not be enough to burn fat. 9. Race The workouts are excellent to burn fat, being possible to burn about 600 to 700 calories per hour, provided that a good pace is respected, without pauses, and with an effort able to leave the person breathless, unable to talk during the race . You can start at a slower pace, on the treadmill or outdoors, but each week you must increase the intensity to achieve better goals. Here's how to start running to lose weight. 10. Body pump Body pump classes are a great way to burn fat because it burns about 500 calories per hour. This is a class made with weights and step, which strengthens the muscles, working the main muscle groups. These are some examples of exercises that help you to lose weight fast, but that should be performed under professional guidance, to be performed correctly and to avoid injuries to muscles and joints.

In the end, institutions and systems respond to the initiatives of individuals and groups of individuals. Systems do not perpetuate themselves: they are perpetuated by the actions of people who act automatically on the basis of their socialization. If we all acted on the basis of values and beliefs of our own choosing, systems and institutions would show greater flexibility and propensity fo change. As it now stands, most of us act on the basis of values and beliefs instilled in us through the socialization process, designed to prepare us to act in ways that insure the perpetuation of existing systems of oppression. The development of a liberator consciousness would allow us the opportunity to reclaim choice in our values and attitudes and consequently, in our response patters. It would enable us to move from an automatic response system grounded in our socialization, to the capacity to act on a range of responses based on our own awareness, analysis and decision making, and the opportunities we have to learn from our colleagues and others who are themselves embarked on a journey to liberation. ~ Developing a Liberatory Consciousness

We pride ourselves on providing the most flexible Solo 401k plan on the planet. You can invest in what you want, and when you want. There are no minimums to open or use your plan. You can contribute on your own schedule. You can change your adopting employer, or plan trustees at any time. All without any hidden fees ever. Nabers Group is a A+ Better Business Bureau Accredited business with a fanatical dedication to excellence in customer service and lifetime customer support to account holders.

Page 11: Yet the very fact of contact over a period of time has inevitably produced changes among the overseas Chinese. Like Chinese everywhere they have a well-ingrained cultural pattern of adaptability and flexibility. Culturally and socially this minority in Thailand has learned to accept Thai ways without, however, losing its attachment to Things Chinese. The question is whether these changes represent simply protective coloration or true identification with Thai society. It is the seemingly opportunistic and vacillating quality of their cultural and social dualism which has made the Chinese, in the opinion of many responsible Thai, only summer patriots and fair-weather citizens. In the other countries of [Southeast Asia], the colonial powers protected and encouraged minority interests, and under colonialism these groups flourished.

In general, though, new leaders are perceived as more credible when they display these characteristics: Demanding but able to be satisfied. Effective leaders get people to make realistic commitments and then hold them responsible for achieving results. But if you’re never satisfied, you’ll sap people’s motivation. Know when to celebrate success and when to push for more. Accessible but not too familiar. Being accessible does not mean making yourself available indiscriminately. It means being approachable, but in a way that preserves your authority. Decisive but judicious. New leaders communicate their capacity to take charge, perhaps by rapidly making some low-consequence decisions, without jumping too quickly into decisions that they aren’t ready to make. Early in your transition, you want to project decisiveness but defer some decisions until you know enough to make the right calls. Focused but flexible. Avoid setting up a vicious cycle and alienating others by coming across as rigid and unwilling to consider multiple solutions. Effective new leaders establish authority by zeroing in on issues but consulting others and encouraging input. They also know when to give people the flexibility to achieve results in their own ways. Active without causing commotion. There’s a fine line between building momentum and overwhelming your group or unit. Make things happen, but avoid pushing people to the point of burnout. Learn to pay attention to stress levels and pace yourself and others. Willing to make tough calls but humane. You may have to make tough calls right away, including letting go of marginal performers. Effective new leaders do what needs to be done, but they do it in ways that preserve people’s dignity and that others perceive as fair.

Questions have changed me immensely. I have greater self-confidence and a more relaxed attitude. I don't feel that I always have to have the answers in conversations or in situations where I need to speak at the spur of the moment. I feel this has increased my communication skills, especially listening and persuading. I have more trust in myself and others. Leading with questions has led to more trust, which appears to be a paradox of group life. I have stronger initiative and commitment. I learn more as I have become more directional by more questions. I have more patience and self-control, have greater openness and transparency. I now see myself as more adaptable and flexible. I am optimistic about opportunities [and] more inspirational and have greater vision and cognitive capability. Questions have given me greater understanding of organizational and political realities; I recognize the importance of organizational context and orientation. I am more willing to take risks in creating opportunities. I have a greater empathy with employees, customers, and others and a stronger commitment to develop others. My empowerment orientation is greater.

The power of science is seen in the cumulative and coordinated nature of scientific work; each generation in science builds on the work of workers who came before, and each generation organizes its energies via collaboration and public discussion. This social organization permits the scientific strategy to function at the level of social groups; the dialogue between the speculative voice and the critical voice can literally be a dialogue, rather than something internalized in the mind-set of the individual scientist. These social groups can include some individuals who are not especially open-minded-who are very wedded to their own ideas-provided that the group as a whole retains flexibility and responsiveness to evidence.

Flexible organizational structures, in which teams across functions or disciplines organize around solutions, can facilitate good connections. Media conglomerate Publicis has “holistic communication” teams, which combine people across its ad agencies (Saatchi & Saatchi, Leo Burnett, Publicis Worldwide, and so on) and technology groups to focus on customers and brands. Novartis has organized around diseases, with R&D more closely connected to markets and customers; this has helped the company introduce pathbreaking innovations faster, such as its cancer drug Gleevec. The success of Seagate’s companywide Factory of the Future team at introducing seemingly miraculous process innovations led to widespread use of its core-teams model.

Society, because it is composed of living humans, is organic and if healthy, supple. It is like a rubber band. As long as the groups that compose society are flexible and social and emotionally supporting, it serves its constituency well. It bends, weaves, twists, turns, and envelops everyone in diverse manners. If opposing forces become too locked into their polarized viewpoints, though, other things happen. Like two grumpy siblings, they hold their views with anger or self-righteousness and utter vulgar and crass words, but it amounts to the same thing. The two groups pull on the rubber band and rigidly hold to their position without empathy. The rubber band (society) grows taut and then eventually it snaps and collateral damage ensues and the proverbial baby is thrown out with the bath water.

Knowledge is only the first step. It is the foundation of further learning processes.” – Inez De Florio, Effective Teaching and Successful Learning, p. 102 “Students engage in learning when two conditions are fulfilled. The goals, standards, or objectives must be of value for them. But it is not sufficient that they attribute personal value to the goal: They must be convinced that they can reach it.” – Inez De Florio, Effective Teaching and Successful Learning, p. 108 “The expertise of a teacher does not consist only of his ability to plan a lesson or a comprehensive teaching unit and put it into practice; at least as important as these basic tools of the teaching profession are knowledge and flexibility regarding how to surmount unexpected difficulties.” – Inez De Florio, Effective Teaching and Successful Learning, p. 119 “When planning a teaching intervention, the most important question often remains unasked: In what ways does the chosen learning content or skill refer to the needs and interests of the students?” – Inez De Florio, Effective Teaching and Successful Learning, p. 122 “Teaching is more effective and learning more successful when students participate in planning and starting the lesson.” – Inez De Florio, Effective Teaching and Successful Learning, p. 136 “What is a good explanation? Explanations should be clear and well-structured. They should take students’ age and their prior knowledge into account. They are supposed to correspond to the interests of the learners.” – Inez De Florio, Effective Teaching and Successful Learning, p. 144 “There is an unjustified differentiation between tasks for learning and tasks for testing. • First, all tasks should be meaningful and motivating, not only those destined for classroom practice. … • Second, all tasks have to contribute to an improvement of learning.” – Inez De Florio, Effective Teaching and Successful Learning, p. 159 “Deepening the learning processes during independent practice should at least prepare the transfer of new concepts or schemata to other situations than those in which the new content first occurred.” – Inez De Florio, Effective Teaching and Successful Learning, p. 172 “Cooperative learning and problem-/project-based approaches aim at further deepening the new learning content. They offer the learners multiple and motivating opportunities to lead to automaticity of knowledge and skills, and to promote the desired attitudes.” – Inez De Florio, Effective Teaching and Successful Learning, p. 176 “During the lesson, feedback should have three directions: from teachers to students, among the learners, and from students to teachers.” – Inez De Florio, Effective Teaching and Successful Learning, p. 199 “During work in small groups, teachers cannot eliminate peer feedback. It occurs as such because feedback is frequent in the life contexts of children, adolescents and adults. Therefore adequate training is of utmost importance not only for classroom learning but also with regard to future professional and private requirements.” – Inez De Florio, Effective Teaching and Successful Learning, p. 210

why have humans managed to rise up and dominate the planet? Because in the last 20,000 years, we are the only species on earth capable of cooperating flexibly in large numbers. Even species that do work in groups, such as bees, cannot reinvent their social system overnight by guillotining the queen and establishing a republic.

Between economic growth and social development, or the development of civil society A lot of classic social theory links the emergence of modern civil society to economic development.28 Adam Smith in The Wealth of Nations noted that the growth of markets was related to the division of labor in society: as markets expand and firms take advantage of economies of scale, social specialization increases and new social groups (for example, the industrial working class) emerge. The fluidity and open access demanded by modern market economies undermine many traditional forms of social authority and force their replacement with more flexible, voluntary forms of association. The theme of the transformative effects of the expanding division of labor was central to the writings of nineteenth-century thinkers like Karl Marx, Max Weber, and Émile Durkheim.

t o improve the physical capacity of the horse, a trainer must learn to value its qualities and to compensate for its flaws. Physical training of an athlete, particularly a human athlete, requires a deep understanding of the sporting discipline in question. It is in this same spirit that the chapters in this book describing the biomechanics and physical training of the horse as an athlete have been developed. The presentation of these concepts begins with a series of simplified and educational reminders on the biomechanics of the muscles underlying overall movement. The primary body system involved in active physical exercise is the muscular system and the first three chapters focus on the muscular groups and actions of the forelimb, the hindlimb and the neck and trunk, and this leads to a chapter discussing the biomechanics of lowering of the neck. To evaluate the usefulness of an exercise and to understand its mode of action, including its advantages and disadvantages, it is essential to have a basic understanding of musculotendinous functional anatomy. An understanding of these fundamental ideas is directly applicable to the later chapters, which focus on training and the core exercises for a horse. Training a horse for every discipline brings together two specific but complementary areas, which are often worked on at the same time: conditioning and strengthening. The aim of conditioning is to develop respiratory capacity and to improve cardiovascular function. This results in a greater ability to perform with prolonged effort, while also improving the recovery time after this effort. Strengthening of the horse has two main goals: (1) to improve the flexibility of joints secondary to the action of ligaments and muscles (these structures have an intrinsic role in the control and stability of joints) and (2) to develop effective muscular contraction and coordination, making movements more fluid, lighter and confident (1, 2).

Take it to the Streets     “Pray continually”(1 Thessalonians 5:17).     I’ve enjoyed walking since my youth and continue to enjoy it today as my number one cardiovascular activity. I find walking to be the most flexible and relaxing exercise. No special equipment or skills are needed – just a good pair of shoes and sensible clothing. It can be done anywhere and anytime with a friend or by myself.   There can also be both spiritual and physical benefits by combining prayer with walking. What walking accomplishes in building a strong body, prayer achieves in building spiritual strength. Your body requires exercise and food, and it needs these things regularly. Once a week won’t suffice. Your spiritual needs are similar to your physical needs, and so praying once a week is as effective as eating once a week. The Bible tells us to pray continually in order to have a healthy, growing spiritual life.   Prayer walking is just what it sounds like — simply walking and talking to God. Prayer walking can take a range of approaches from friends or family praying as they walk around schools, neighbourhoods, work places, and churches, to structured prayer campaigns for particular streets and homes. I once participated in a prayer walk in Ottawa where, as a group, we marched to Parliament Hill and prayed for our governments, provinces, and country.   In the Bible, there are many references to walking while thinking and meditating on the things of God. Genesis 13:17 says, “Go, walk through the length and breadth of the land, for I am giving it to you.” The prophet Micah declared, “All the nations may walk in the name of their gods, we will walk in the name of the Lord our God for ever and ever.” (Micah 4:5) And in Joshua 14:9 it says, “So on that day Moses swore to me, ‘The land on which your feet have walked will be your inheritance and that of your children forever, because you have

When I say that the fate of any group enterprise, and the individuals within it, are interconnected and interdependent, it may sound trite. But it’s not. What’s more, seeing all of the interdependencies that shape our lives is impossible, no matter how hard or long we look. If we don’t acknowledge how much is hidden, we hurt ourselves in the long run. Acknowledging what you can’t see—getting comfortable with the fact that there are a large number of two-inch events occurring right now, out of our sight, that will affect us for better or worse, in myriad ways—helps promote flexibility. You might say I’m an advocate for humility in leaders. But to be truly humble, those leaders must first understand how many of the factors that shape their lives and businesses are—and will always be—out of sight.

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 1981 assassination of President Sadat is the perfect example of that flexible structure and decentralized modus operandi. The crime was undertaken by two groups (which, combined, comprised less than a dozen men) with limited technical capacity or hierarchy.36 The real potency of militant Islamism in Egypt lay not in the organizational acumen of its militants; it was in the thousands of young Egyptian Muslims who embraced the violent doctrine of its radical groups and who were willing to die in order to terrorize their own society and rulers.

Manage Your Team’s Collective Time Time management is a group endeavor. The payoff goes far beyond morale and retention. ILLUSTRATION: JAMES JOYCE by Leslie Perlow | 1461 words Most professionals approach time management the wrong way. People who fall behind at work are seen to be personally failing—just as people who give up on diet or exercise plans are seen to be lacking self-control or discipline. In response, countless time management experts focus on individual habits, much as self-help coaches do. They offer advice about such things as keeping better to-do lists, not checking e-mail incessantly, and not procrastinating. Of course, we could all do a better job managing our time. But in the modern workplace, with its emphasis on connectivity and collaboration, the real problem is not how individuals manage their own time. It’s how we manage our collective time—how we work together to get the job done. Here is where the true opportunity for productivity gains lies. Nearly a decade ago I began working with a team at the Boston Consulting Group to implement what may sound like a modest innovation: persuading each member to designate and spend one weeknight out of the office and completely unplugged from work. The intervention was aimed at improving quality of life in an industry that’s notorious for long hours and a 24/7 culture. The early returns were positive; the initiative was expanded to four teams of consultants, and then to 10. The results, which I described in a 2009 HBR article, “Making Time Off Predictable—and Required,” and in a 2012 book, Sleeping with Your Smartphone , were profound. Consultants on teams with mandatory time off had higher job satisfaction and a better work/life balance, and they felt they were learning more on the job. It’s no surprise, then, that BCG has continued to expand the program: As of this spring, it has been implemented on thousands of teams in 77 offices in 40 countries. During the five years since I first reported on this work, I have introduced similar time-based interventions at a range of companies—and I have come to appreciate the true power of those interventions. They put the ownership of how a team works into the hands of team members, who are empowered and incentivized to optimize their collective time. As a result, teams collaborate better. They streamline their work. They meet deadlines. They are more productive and efficient. Teams that set a goal of structured time off—and, crucially, meet regularly to discuss how they’ll work together to ensure that every member takes it—have more open dialogue, engage in more experimentation and innovation, and ultimately function better. CREATING “ENHANCED PRODUCTIVITY” DAYS One of the insights driving this work is the realization that many teams stick to tried-and-true processes that, although familiar, are often inefficient. Even companies that create innovative products rarely innovate when it comes to process. This realization came to the fore when I studied three teams of software engineers working for the same company in different cultural contexts. The teams had the same assignments and produced the same amount of work, but they used very different methods. One, in Shenzen, had a hub-and-spokes org chart—a project manager maintained control and assigned the work. Another, in Bangalore, was self-managed and specialized, and it assigned work according to technical expertise. The third, in Budapest, had the strongest sense of being a team; its members were the most versatile and interchangeable. Although, as noted, the end products were the same, the teams’ varying approaches yielded different results. For example, the hub-and-spokes team worked fewer hours than the others, while the most versatile team had much greater flexibility and control over its schedule. The teams were completely unaware that their counterparts elsewhere in the world were managing their work differently. My research provide

The speeches she is making with almost weekly regularity are a further satisfying feature of her royal life. Some she writes herself, others by a small coterie of advisers, including her private secretary Patrick Jephson, now a firm ally in the royal camp as she personally appointed him last November. It is a flexible informal group who discuss with the Princess the points she wants to make, research the statistics and then construct the speech. The contrast between her real interests and the role assigned for her by her palace “minders” was amply demonstrated in March this year where on the same day she was guest of honour at the Ideal Home Exhibition and in the evening made a passionate and revelatory speech about AIDS. There was an interesting symbolism to these engagements, separated only by a matter of hours but by a generation in personal philosophy. Her exhibition visit was organized by the palace bureaucracy. They arranged everything from photo opportunities to guests lists while the subsequent media coverage concentrated on an off-the-cuff remark the Princess made about how she couldn’t comment on her plans for National Bed Week because this was “a family show”. It was light, bright and trite, the usual offering which is served up by the palace to the media day in day out. The Princess performed her role impeccably, chatting to the various organizers and smiling for the cameras. However her performance was just that, a role which the palace, the media and public have come to expect. A glimpse of the real Diana was on show later that evening when in the company of Professor Michael Adler and Margaret Jay, both AIDS experts, she spoke to an audience of media executives at a dinner held at Claridges. Her speech clearly came from the heart and her own experience. Afterwards she answered several rather long-winded questions from the floor, the first occasion in her royal life where she had subjected herself to this particular ordeal. This episode passed without a murmur in the media even though it represented a significant milestone in her life. It illustrates the considerable difficulties she faces in shifting perceptions of her job as a Princess, both inside and outside the palace walls.

A flexible community group remains open to a variety of ways to deal with issues. The residents have the inclination to do whatever is best, not simply whatever has been done in the past. This attribute ensures that progress on community building will not be deterred by such things as allegiance to outdated or ineffective rules for performance, conformance to outmoded standards for technology, or other dysfunctional norms and practices.

What changes that we can control will make this space more gracious?” The group can then reshape the room to suit their needs. At the Center office, we previously had one long table in the conference room bolted to the floor. It offered no flexibility so we removed this table and replaced it with three square tables. They can be configured into one large board table, a medium sized conference table or three smaller tables. We scale the size of the table to the number of participants in the meeting so everyone feels more intimately connected.

As for employees working at organizations who treat all people the same way, it will be up to you to push for the things you value: the balance of vacation time versus pay, a flexible schedule, the way your role within the company works. If you’re a manager, make a list of the cognitive strengths of your team. Some of your employees may be great at memorizing things. Others may be better at quantitative tasks. Some have good people skills. Some don’t. Assigning work projects based on an employee’s strengths may be critical to your group’s productivity. You may discover you had a Michael Jordan on your team but couldn’t see it because you were only asking him to play baseball.

Sometimes we get very comfortable in the roles we are playing, and we find ways to continue seeing ourselves in those roles. People can often provide a feeling of support in their role by being attracted to groups of people who have similar interests or think in similar ways. As long as everyone agrees with what role they are playing, there need not be any conflict and we can all live together peacefully, right? But what happens when someone wants a little more flexibility. Maybe they are tired of feeling like a “victim” for a moment. Hmmm. Here is where a lot of the conflict within our relationships can show up; when we are trying to keep people playing certain roles which keep us comfortable. After all, if one knows how to exist within this system then there is not so much confusion and they can go about their life as this role, and they do not have to spend their time trying to review their beliefs and find new ground. But this can backfire due to loss of agility and flexibility. When someone is hiding deeply within one of these systems, oftentimes they do not see how if they tried to interact in the same way with a different group of people, they would quickly start learning some lessons about what they are creating. This is one reason why people can choose to hang out with others from very different backgrounds and energies. Attracting people into your life can assist you in identifying dissonance within you and loosening such solidly held identities. In this way, others can serve as a mirror. And this mirroring can serve as a way to freedom. We can also use this same tool inside of ourselves to identify dissonance and to become reconciled.

How to Make a Game Plan 1. Zoom out and take an overhead view of all the steps in all the dishes you’re making. Then break the recipes apart and weave them back together into one mega recipe. 2. Think about how you can make your movements more efficient: What can you prep in advance? Make use of inactive time: You don’t always have to do all your cleaning/prepping first. For example, get something sautéing while you chop stuff for the next step. Group together similar tasks, like vegetable prep, brining proteins, or making sauces and vinaigrettes. Think about how long each task takes—long cooking steps should start first while quick sautés should be last. And make dessert and breads in advance whenever possible. 3. Don’t ever get too set into a game plan. Mistakes happen, steps get overlooked, so always be flexible enough to adapt as you cook.

Group booking are flexible in managing the flights for a large number of people for business, family, school or any other group purpose. However, there are situations when at least one member of the group has to change the flight and, therefore, cancel the ticket. Canceling a ticket from group travel entails some procedures that are not the same when one wants to cancel an individual ticket.

Isolating oneself into a narrowly defined victim group promotes a view of others as irrelevant at best and dangerous at worst, which eventually only leads to further alienation. Gangs, extremist political parties, and religious cults may provide solace, but they rarely foster the mental flexibility needed to be fully open to what life has to offer and as such cannot liberate their members from their traumas.

In any situation where cooperation matters, keep the groups flexible. Avoid schemes that designate one winner and one loser, one group that’s on the inside and one that’s on the outs. Mix up the identities as often as possible.

Data sources All these components give you feedback and insight into how best to configure your campaigns, although the data sources are often spread around in different places and sometimes difficult to find and interpret. Campaign types Search & Partner Dynamic Search Display Network Remarketing & Dynamic Remarketing Google Shopping for eCommerce Google Merchant Center Data feeds Google Shopping Campaigns Device selection PC / Tablets Mobiles & Smartphones Location Targets & Exclusions Country Metro State City Custom and Radius Daily Budgets Manual CPC Enhanced CPC Flexible Bidding strategies Conversion Optimizer (CPA) Return on Ad Spend (ROAS) Conversion Tracking Setup and configuration Transaction-Specific Conversion Tracking Offline Conversion import Phone call tracking - website call conversions Conversion Rates Conversion Costs Conversion Values Ad Groups Default Bids Keyword Themes Ads Ad Messaging & Demographics Creative Text & Formatting Images* Display Ad Builder* Ad Preview and Diagnosis Account, Campaign and Ad Group Ad Extensions Sitelinks Locations Calls Reviews Apps Callouts Ad Rotation & Frequency Capping Rotate Optimise for Clicks Optimise for Conversions Keywords Bids Broad Modified Broad Phrase Exact Destination urls Keyword Diagnosis User Search Queries Keyword Opportunities Negative Keywords & Match Types Shared Library Shared Budgets* Automated Rules Flexible Bid Strategies Audiences & Exclusions* Campaign Negative Keywords Display Campaign Placement Exclusions* NEW! Business Data and Ad Customizers Advanced Delivery Methods Standard Accelerated Impression Share Lost IS (Budget) Lost IS (Rank) Search Funnels Assisted Impressions & Clicks Assisted Conversions Segmentation Analysis Device performance Network performance Top vs Other position performance Dimension Analysis Days & Times Shopping Geographic User Locations & Distance Search Terms Automatic Placements* Call Details (Call Extensions) Tools Change history Keyword Planner* Display Planner* Opportunities* Scheduling & Day Parting Automated Rules Competitor Ad Auction Insights Reporting* AdWords Campaign Experiments* Browser Languages* *indicates an item not covered in this version of the book

Choice of profession also no longer guarantees a high social status. This is bound up, among other things, with fragmented processes of downward mobility within occupational groups. A senior teacher earns a relatively comfortable income and need not worry about the future; they may even be able to retire early. In the same school and in the same class, however, there is possibly also a younger teacher on a temporary contract who has to claim unemployment benefit during the summer vacation and has no prospects for permanent employment. (Many German states now rely on a growing number of flexible teachers who are no longer guaranteed permanent positions.) In the postal service, too, although there are still many permanent employees, newly hired staff generally are not offered any job security (cf. Chapter 5). Among certain occupational groups the differences can be tremendous, as with journalists, for example. Those who began working at major German publications like Stern, Spiegel or Die Zeit ten or twenty years ago could expect a secure future. In the big publishing houses today, on the other hand, not only have precarious jobs and poorly paid groups of online writers proliferated, but not even the established staff can feel secure any more. A growing share belong to the ‘media precariat’ and earn less than €30,000 per year.99 Another example is that of lawyers, formerly the very model of status and prosperity. This professional group now divides into those who continue to earn good money and enjoy a high social prestige while employed in large offices or working for corporations, and a growing flock of precarious self-employed legal professionals, who fail to gain a steady footing in an over-filled market.

Mutable signs include: Virgo, Sagittarius, Pisces and Gemini. This group are the most versatile, flexible and adaptable. They tend to go with the flow and easily adjust to changing circumstances.

Kegan spent three decades tracking this group,32 seeing what happened to their psychological maturity and capacity along the way. He discovered that while some adults remained frozen in time, a select few achieved meaningful growth. Right around middle age, for example, Kegan noticed that some people moved beyond generally well-adjusted adulthood, or what he called “Self-Authoring,” into a different stage entirely: “Self-Transforming.” Defined by heightened empathy, an expanded capacity to hold differing and even conflicting perspectives, and a general flexibility in how you think of yourself, self-transforming is the developmental stage we tend to associate with wisdom (and Roger Martin’s Opposable Mind). But not everyone gets to be wise. While it usually takes three to five years for adults to move through a given stage of development, Kegan found that the further you go up that pyramid, the fewer people make it to the next stage. The move from self-authoring to self-transforming for example? Fewer than 5 percent of us ever make that jump.

Cosgrove advocates treating all plans, milestones, and schedules as tentative, so as to facilitate change. This goes much too far—the common failing of programming groups today is too little management control, not too much. Nevertheless, he offers a great insight. He observes that the reluctance to document designs is not due merely to laziness or time pressure. Instead it comes from the designer's reluctance to commit himself to the defense of decisions which he knows to be tentative. "By documenting a design, the designer exposes himself to the criticisms of everyone, and he must be able to defend everything he writes. If the organizational structure is threatening in any way, nothing is going to be documented until it is completely defensible." Structuring an organization for change is much harder than designing a system for change. Each man must be assigned to jobs that broaden him, so that the whole force is technically flexible. On a large project the manager needs to keep two or three top programmers as a technical cavalry that can gallop to the rescue wherever the battle is thickest. Management structures also need to be changed as the system changes. This means that the boss must give a great deal of attention to keeping his managers and his technical people as interchangeable as their talents allow.

The second ingredient on which our identity is based is the same as for the chariot. In the process of reflecting the world, we organize it into entities: we conceive of the world by grouping and segmenting it as best we can in a continuous process that is more or less uniform and stable, the better to interact with it. We group together into a single entity the rocks that we call Mont Blanc, and we think of it as a unified thing. We draw lines over the world, dividing it into sections; we establish boundaries, we approximate the world by breaking it down into pieces. It is the structure of our nervous system that works in this way. It receives sensory stimuli, elaborates information continuously, generating behavior. It does so through networks of neurons, which form flexible dynamic systems that continuously modify themselves, seeking to predict109—as far as possible—the flow of information intake. In order to do this, the networks of neurons evolve by associating more or less stable fixed points of their dynamic with recurring patterns that they find in the incoming information, or—indirectly—in the procedures of elaboration themselves. This is what seems to emerge from the very lively current research on the brain.110 If this is so, then “things,” like “concepts,” are fixed points in the neuronal dynamic, induced by recurring structures of the sensorial input and of the successive elaborations. They mirror a combination of aspects of the world that depends on recurrent structures of the world and on their relevance in their interactions with us. This is what a chariot consists of. Hume would have been pleased to know about these developments in our understanding of the brain.

Truth is not flexible. If they have to stretch, bend or hide the truth in order to get that connection or sale; they might not the best person to connect with or buy from.

One of the biggest challenges implementing agile is the reward system. For example, individual salary scales and rewards can be decoupled from the function and substituted by group valuation rewards linked to the capacity of both the employee and/or the team. Or, it is possible to make a distinction between the fixed salary and flexible performance bonus, detached from the annual budget and not considered a personnel expense. The reward system is always the last to change, but it is crucial to include this subject in the initial conversations with the different stakeholders around agile projects.

Simultaneously, in a stroke of what can only be called genius, accountants have managed to define those responsibilities so narrowly that they are basically meaningless. Throughout the first decades of the twentieth century, accounting trade groups argued that accounting was an art, not a science, and that they needed flexibility to make the best judgments for different situations. “Accountancy never was or could be an exact science, and every profit or loss . . . is in very substantial measure an expression of opinion,” the Journal of Accountancy wrote in 1912. More than pride underlay this dogma. If accounting was merely a matter of working through a step-by-step checklist, then companies might replace accountants with lower-paid clerks, as had happened in the railroad industry after the Interstate Commerce Commission required uniform reporting procedures.

You can go the way of Bde Maka Ska, working to control the movements of your employees with rules and process. Or you can implement a culture of freedom and responsibility, choosing speed and flexibility, and offering more freedom to your employees. Each approach has its advantages. When you started this book you already knew how to coordinate a group of people through rules and process. Now you know how to do it through freedom and responsibility too.

We pride ourselves on providing the most flexible Solo 401k plan on the planet. You can invest in what you want, and when you want. There are no minimums to open or use your plan. You can contribute on your own schedule. You can change your adopting employer, or plan trustees at any time. All without any hidden fees ever. Nabers Group is a A+ Better Business Bureau Accredited business with a fanatical dedication to excellence in customer service and lifetime customer support to account holders.

ACKNOWLEDGEMENTS My husband, for all the backrubs he gives me, the double-chocolate muffins he bakes, for the kisses, the gentle teasing, the pep talks, and the patience he displays whenever I am stressed, irritated, angry, or grumpy about uncooperative characters and plots. Thank you for listening to my theories about true crime shows and for being a magnificent DM for our D&D group. My brave, funny, fierce daughter, whose persistence and strength in the face of multiple challenges, including spina bifida and clubfoot, inspires me every day, and my sweet, sensitive, story-loving son, who has worked so hard to learn coping strategies for his sensory processing disorder. “Allo” you both with all my heart, babies. Thank you for inspiring me, for keeping me laughing, for asking for so many kisses and hugs every single day, and for having absolutely zero interest in my stories because they don’t feature any trains. D, for helping with my children during a pandemic when no one else is available, and for reading a thousand books to them and “playing Star Wars” with them so enthusiastically. My family, for helping so much with my children and supporting my career’s success however you can. Love you guys. Dani Crabtree, for being the most understanding and flexible editor in existence. If this book has errors, they’re mine. (I like to add extra things after she’s seen the book.) My dear, lovely, generous readers—thank you from the bottom of my heart for reading and loving my books. I couldn’t do it without you. The stories only come alive with your imaginations, so with you all to imagine them, our beloved characters would only live in my head. I’m thrilled to share them with you. Thank you for all the notes you write me and the emails you send. Your words make a difference, especially when I’m struggling to remember what I love about this job (usually during a particularly stubborn first draft.) I love you all!

the ability to pass word rapidly in downtown Mogadishu, using radios, runners, and signal fires, was a key local capability. The battle occurred in an area where the terrain and population were intimately familiar to the locals, distances were short, it was easy to move on foot, Aidid’s core group could quickly draw on local allies for reinforcements, and there were multiple routes through the city to and from any given point. The locals could thus react flexibly to American moves—they could aggregate or disperse, their force could shrink or grow in size in response to the changing threat, and they could put ambushes or roadblocks in place ahead of the ground convoy.

Keep These Things in Mind While Enrolling For A Professional Online Course While online courses are gaining in popularity due to the conveniences they offer, you must consider a few things before enrolling in one. Not all programs are suitable for everyone. Not everyone is good at learning online. There are a lot of conditions that must be satisfied to make such learning successful. It is better that you consider everything carefully before starting your e-learning course. 1. How Will The Course Help You? There are many online professional programs available from various universities and educational platforms. You must see which one will be most useful for you. If you are working and you need to acquire a skill to get a promotion, then you must choose such a course. It is not just money that you are spending on these courses. You are also investing a lot of your time and effort to successfully complete your learning. 2. Do You Have The Motivation To Learn By Yourself? Getting motivated to study when you are in a classroom full of students is easy. A professor is teaching and also watching you. But in online certification courses, you have the freedom of studying whenever and wherever you want. Many of the e-learning platforms allow you to complete the program at your pace. This can make you lethargic and distracted. You must ask yourself whether you can remain motivated to complete the course. 3. How Familiar Are You With The Technology? You don’t need to be a computer genius to attend online professional programs. But you must be familiar with basic computer operations, playing videos on both desktops and mobile phones, and using a web browser. The other skill you will require in e-learning is the speed of typing on different devices. When there are live exchanges with the professors, you will need to type the queries very fast if you want to get your answers. 4. How Well Will You Participate In Online Classes? It is very easy to remain silent in virtual classes. There is no one staring at you and pushing you to ask questions or give answers. But if you don’t interact, you will not be making full use of online certification courses. Participation is very important in such classrooms. You must also take part in the group discussions that will bring out new ideas and opinions. E-learning is not for those who need physical presence. 5. Who Are The Others On The Programme? Knowing the other participants in online professional programs is very important, especially if you are already working and looking to acquire more skills. There must be people in the virtual classroom whose contributions will be useful for you. If the course has only freshers from college, then it may not give you any value addition. As a working person, you must look at networking opportunities that will help you with career opportunities. To Sum Up….. For working people, virtual classes are the best way to acquire more skills without taking a break from employment. These courses offer you the flexibility that you can never get in campus education. But you must make yourself suitable for e-learning to benefit from it.

Although conservatives might accept violence against socialists and trade unionists, they would not tolerate it against the state. For their part, most fascist leaders have recognized that a seizure of power in the teeth of conservative and military opposition would be possible only with the help of the street, under conditions of social disorder likely to lead to wildcat assaults on private property, social hierarchy, and the state’s monopoly of armed force. A fascist resort to direct action would thus risk conceding advantages to fascism’s principal enemy, the Left, still powerful in the street and workplace in interwar Europe. Such tactics would also alienate those very elements—the army and the police—that the fascists would need later for planning and carrying out aggressive national expansion. Fascist parties, however deep their contempt for conservatives, had no plausible future aligning themselves with any groups who wanted to uproot the bases of conservative power. Since the fascist route to power has always passed through cooperation with conservative elites, at least in the cases so far known, the strength of a fascist movement in itself is only one of the determining variables in the achievement (or not) of power, though it is surely a vital one. Fascists did have numbers and muscle to offer to conservatives caught in crisis in Italy and Germany, as we have seen. Equally important, however, was the conservative elites’ willingness to work with fascism; a reciprocal flexibility on the fascist leaders’ part; and the urgency of the crisis that induced them to cooperate with each other. It is therefore essential to examine the accomplices who helped at crucial points. To watch only the fascist leader during his arrival in power is to fall under the spell of the “Führer myth” and the “Duce myth” in a way that would have given those men immense satisfaction. We must spend as much time studying their indispensable allies and accomplices as we spend studying the fascist leaders, and as much time studying the kinds of situation in which fascists were helped into power as we spend studying the movements themselves.

To set yourself apart from any stereotyped group, learn to project what all employers desire: the “ideal worker persona.” These are quick learners, adaptable, flexible, and willing to try to succeed at new tasks. They take their own professional development to the highest level possible and excel at core strengths.

Sometimes we outgrow a group or sponsor. It’s okay to do that without guilt as long as we’re not in denial. As we grow, our recovery needs will change. Be flexible and open, and Life will show you what to do.

Sometimes brands make a stand more quietly. Deep inside one of the world’s most famous factories, located in the tiny town of Billund, Denmark, more than a hundred engineers and scientists are collaborating to redesign a product that has worked perfectly for more than eighty years. The LEGO Sustainable Materials Centre, a well-funded group within LEGO, is dedicated to finding more sustainable materials within the next decade to make the company’s iconic bricks. In 2018 the group launched its first innovation, making flexible pieces such as leaves and palm trees from a plant-based plastic sourced from sugar cane. This sense of commitment to the environment is deeply felt at LEGO. Its efforts may inspire more such initiatives across the toy industry, especially if consumers take note of LEGO’s efforts and demand similar forward-looking commitments from other companies as well.

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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.

In the workplace, you could increase people’s status by publicly recognizing them. The positive reward from positive public recognition can resonate with people for years. In the workplace, increasing a sense of certainty comes from having a better understanding of the big picture. You could reward someone by giving him or her access to more information. Some innovative firms allow all employees access access to full financial data, weekly. People feel much more certain about their world when they have information, which puts their mind more at ease and therefore makes them better able to solve difficult problems. In the workplace, you could increase autonomy by letting people work more flexibly, or work from home, or reducing the amount of reporting required. In the workplace, an example of increasing relatedness would be giving people opportunities to network with their peers more, by allowing them to attend more conferences or networking groups. In the workplace, in order to increase fairness some organizations allow employees to have “community days,” where they give their time to a charity of their choice.

Next, do some dynamic stretching specifically to the body parts you will be working on. These could include arm circles, leg swings, trunk circles, bodyweight squats, or lunges. We will explore this further in the Mobility chapter. After the workout, you should do static stretching, which we shall explore further in the flexibility chapter. I also recommend using a foam roller to perform a self-myofascial release massage either pre and/or post workout. This simply involves placing the roller between the muscle group you wish to work and the floor or a wall. You then roll back and forth to apply pressure to the muscle.

Stretching Recommendations The American College of Sports Medicine (ACSM) recommends flexibility exercises for all of the major muscle-tendon groups - neck, shoulders, trunk, lower back, hips, legs, ankles - 2-3 times per week. Spend up to 60 seconds on each stretch; if you can only hold the stretch for 20 seconds, repeat the stretch three times. Never bounce into a stretch. Perform dynamic stretches before your workout. Perform static stretching after your workout. If you are doing a separate stretching session, do a 5 minute warm up of cardio and dynamic stretches.