Good Coordination Quotes

Percy says be talked to a Nereid in Charleston Harbor!” “Good for him!” Leo yelled back. “The Nereid said we should seek help from Chiron’s brothers.” “What does that mean? The Party Ponies?” Leo had never met Chiron’s crazy centaur relatives, but he’d heard rumors of Nerf sword-fights, root beer-chugging contests, and Super Soakers filled with pressurized whipped cream. “Not sure,” Annabeth said. “But I’ve got coordinates. Can you input latitude and longitude in this thing?” “I can input star charts and order you a smoothie, if you want. Of course I can do latitude and longitude!

Depression is awful beyond words or sounds or images...it bleeds relationships through suspicion, lack of confidence and self-respect, the inability to enjoy life, to walk or talk or think normally, the exhaustion, the night terrors, the day terrors. There is nothing good to be said for it except that it gives you the experience of how it must be to be old, to be old and sick, to be dying; to be slow of mind; to be lacking in grace, polish and coordination; to be ugly; to have no belief in the possibilities of life, the pleasures of sex, the exquisiteness of music or the ability to make yourself and others laugh.

...I became acutely aware of an unusual ability--a divine gift, I believe--of extraordinary eye and hand coordination. It’s my belief that God gives us all gifts, special abilities that we have the privilege of developing to help us serve Him and humanity. And the gift of eye and hand coordination has been an invaluable asset in surgery. This gift goes beyond eye-hand coordination, encompassing the ability to understand physical relationships, to think in three dimensions. Good surgeons must understand the consequences of each action, for they’re often not able to see what’s happening to see on the other side of the area in which the area they’re actually working.

Horace’s pulse was racing and adrenaline was surging into his system. But he showed no sign of it. He had somehow realized what was coming as the huge man had leaped and spun before him. The coordination of the back stroke with the turn had alerted Horace, and he had determined that he would not move a muscle when the stroke arrived. It took enormous strength of will but he had managed it. Now he smiled. Prance and leap all you like, my friend, he thought, I’ll show you what a knight of Araluen is made of. Mussaun paused. He frowned and stared at the smiling young man before him. In times past, that movement had invariably resulted in the victim’s dropping to ground, hands above head, screaming for mercy. This youth was smiling at him! “That was really good,” Horace said. “I wonder, could I have a go?” He held out his bound hands.

Any government will work if authority and responsibility are equal and coordinate. This does not insure “good” government, it simply insures that it will work. But such governments are rare — most people want to run things, but want no part of the blame. This used to be called the “backseat driver” syndrome.

You dance really well.” “I took ballet lessons.” She tilted her head back to search his face, certain he was joking. “You did not.” “I did. Several of us on the team did. Good for coordination.” Resisting the laugh that bubbled up in her throat, she said, “Somehow I can’t picture you in tights and a tutu.” But he did laugh. “We made sure no one with a camera got within miles of the studio.

The darkness taught me to trust my intuition. It helped me to coordinate and bring peace within my center when I walked into the unknown. The darkness helped me to know when I needed to surrender and to dissect each circumstance.

He flashed the warmest smile I'd ever seen, and my heart felt comforted. Maybe D.J. saw my insecurities, my fears. Maybe he knew God still had a lot of work to do in my life before I'd be good girlfriend material. Or maybe, just maybe, he saw beyond all that and simply wanted to flirt with the wedding coordinator instead of rehearse for the big night. I did my best to relax...and let him.

And the thing about games is, if you get good at one game, you can be good at any game. That's what I think. They're all hand-eye coordination and observing patterns.

A strategy coordinates action to address a specific challenge.

And my coordination was pretty good, thanks to the karate lessons. Dance classes have nothing on karate when it comes to developing grace.

Laurence," Granby said at his shoulder, "in the hurry, the ammunition was all laid in its usual place on the left, though we are not carrying the bombs to balance it out; we ought to restow." "Can you have it done before we engage? Oh, good Lord," Laurence said, realizing. "I do not even know the position of the convoy; do you?" Granby shook his head, embarrassed, and Laurence swallowed his pride and shouted, "Berkley, where are we going?" A general explosion of mirth ran among the men on Maximus's back. Berkley called back, "Straight to Hell, ha ha!" More laughter, nearly drowning out the coordinates that he bellowed over.

Strategy is visible as coordinated action imposed on a system. When I say strategy is “imposed,” I mean just that. It is an exercise in centralized power, used to overcome the natural workings of a system. This coordination is unnatural in the sense that it would not occur

1883. ...The teaching of the Church has elaborated the principle of subsidiarity, according to which "a community of a higher order should not interfere in the internal life of a community of a lower order, depriving the latter of its functions, but rather should support it in case of need and help to co-ordinate its activity with the activities of the rest of society, always with a view to the common good.

The core of strategy work is always the same: discovering the critical factors in a situation and designing a way of coordinating and focusing actions to deal with those factors.

But my me-gic is the thing that sees me through all those other obstacles. I may have the coordination of a newborn calf and a limited education and a hot temper, but I can see the goddamn good in everyone and everything.

At the end of a workday I still had plenty of energy left to compete against Yank for the neighborhood girls. My secret weapon against Yank was my dancing. Most big men are clumsy and heavy-footed, but not me. I had a good sense of rhythm and I could move every part of my body. I had very fast hands, too, and good coordination. Swing music was sweeping the country and social dancing was all the rage. I went dancing six nights a week (never on a Sunday) to a different hall every night. That’s how you learned the dances. You learned by going dancing. They all had certain steps, unlike today where you just make it up as you go along. After the war, one of the jobs I had was a ballroom dance instructor. In

Each time Nate saw her, Elisa’s beauty struck him anew, as if in the interval the memory of what she actually looked like had been distorted by the tortured emotions she elicited since they’d broken up: in his mind, she took on the dimensions of an abject creature. What a shock when she opened the door, bursting with vibrant, almost aggressive good health. The power of her beauty, Nate had once decided, came from its ability to constantly reconfigure itself. When he thought he’d accounted for it, filed it away as a dead fact—pretty girl—she turned her head or bit her lip, and like a children’s toy you shake to reset, her prettiness changed shape, its coordinates altered: now it flashed from the elegant contours of her sloping brow and flaring cheekbone, now from her shyly smiling lips.

what really works inside a big firm is division of labour: you do what you’re good at, I’ll do what I’m good at, and we’ll coordinate our actions. That is what actually happens in practice inside most companies, and good management means good coordination. The employees specialise and exchange, just like participants in a market, or citizens in a city.

No, what really works inside a big firm is division of labour: you do what you’re good at, I’ll do what I’m good at, and we’ll coordinate our actions. That is what actually happens in practice inside most companies, and good management means good coordination. The employees specialise and exchange, just like participants in a market, or citizens in a city.

the deeper meaning of focus—a concentration and coordination of action and resources that creates an advantage.

Good strategy and good organization lie in specializing on the right activities and imposing only the essential amount of coordination.

And the thing about games is, if you get good at one game, you can be good at any game. That’s what I think. They’re all hand-eye coordination and observing patterns.

On the assumption that everything in the body is coordinated by the mind, we go about controlling the mind in order to control the immune system, the vital organs, and our general levels of good health.

we should seek coordinated policies only when the gains are very large. There will be costs to demanding coordination, because it will ride roughshod over economies of specialization and more nuanced local responses.

As to industrial conditions, however, Babbitt had thought a great deal, and his opinions may be coordinated as follows: "A good labor union is of value because it keeps out radical unions, which would destroy property. No one ought to be forced to belong to a union, however. All labor agitators who try to force men to join a union should be hanged. In fact, just between ourselves, there oughtn't to be any unions allowed at all; and as it's the best way of fighting the unions, every business man ought to belong to an employers'-association and to the Chamber of Commerce. In union there is strength. So any selfish hog who doesn't join the Chamber of Commerce ought to be forced to.

What makes something art is its inherent lack of direct utility while, at the same time, if it's considered good art, it is influential in changing how we perceive reality and this then affects how we behave and perhaps coordinate

Ideally play is joyful and childlike, a physically and psychologically healthy exercise for both people and dogs. Psychologists and spiritual counselors advise us all to put more childlike play into our lives. I think it’s great advice: play is good for our spirits, our bodies, and our minds. It teaches us, both dogs and humans, to coordinate our efforts with others, to learn to inhibit ourselves even when excited, and to share the ball even when we want it for ourselves.

Strategic coordination, or coherence, is not ad hoc mutual adjustment. It is coherence imposed on a system by policy and design. More specifically, design is the engineering of fit among parts, specifying how actions and resources will be combined.

Ogvald attempted to eat a rack of ribs whilst being serviced by three of his favorites simultaneously. Sadly, the feat required rather more coordination than anticipated, and unlike his concubines, the good king inhaled when she should have swallowed.

When the White House got news of the disaster, POTUS coordinated a relief effort pretty much immediately. According to the ticktock, the minute-by-minute outline of an event that the White House comms team would send out afterward, POTUS heard about the quake at 5:52 PM in the Oval Office on January 12, and by 9:00 PM he was in the Situation Room for an emergency meeting to figure out the relief effort, which would include the deployment of thousands of troops and $100 million in aid. He asked a small group of people to go to Haiti to coordinate it immediately:

The Third Reich made it its mission to use the authority of the state to coordinate efforts within industry to devise standardized and simplified versions of key consumer commodities. These would then be produced at the lowest possible price, enabling the German population to achieve an immediate breakthrough to a higher standard of living. The epithet which was generally attached to these products was Volk: the Volksempfaenger (radio), Volkswohnung (apartments), Volkswagen, Volkskuehlschrank (refrigerator), Volkstraktor (tractor).34 This list contains only those products that enjoyed the official backing of one or more agencies in the Third Reich. Private producers, however, had long appreciated that the term ‘Volk’ had good marketing potential, and they, too, joined the bandwagon. Amongst the various products they touted were Volks-gramophone (people’s gramophone), Volksmotorraeder (people’s motorbikes) and Volksnaehmaschinen (people’s sewing machines). In fact, by 1933 the use of the term ‘Volk’ had become so inflationary that the newly established German advertising council was forced to ban the unlicensed use of the term.

Palestinian guerrillas, in a bold and coordinated action, created this newest crisis Sunday, and in doing so they accomplished what they set out to do: they thrust back into the world’s attention a problem diplomats have tended to shunt aside in hesitant steps towards Middle East peace.

Despite the roar of voices wanting to equate strategy with ambition, leadership, “vision,” planning, or the economic logic of competition, strategy is none of these. The core of strategy work is always the same: discovering the critical factors in a situation and designing a way of coordinating and focusing actions to deal with those factors.

The actual consumers of knowledge are the children—who can’t pay, can’t vote, can’t sit on the committees. Their parents care for them, but don’t sit in the classes themselves; they can only hold politicians responsible according to surface images of “tough on education.” Politicians are too busy being re-elected to study all the data themselves; they have to rely on surface images of bureaucrats being busy and commissioning studies—it may not work to help any children, but it works to let politicians appear caring. Bureaucrats don’t expect to use textbooks themselves, so they don’t care if the textbooks are hideous to read, so long as the process by which they are purchased looks good on the surface. The textbook publishers have no motive to produce bad textbooks, but they know that the textbook purchasing committee will be comparing textbooks based on how many different subjects they cover, and that the fourth-grade purchasing committee isn’t coordinated with the third-grade purchasing committee, so they cram as many subjects into one textbook as possible. Teachers won’t get through a fourth of the textbook before the end of the year, and then the next year’s teacher will start over. Teachers might complain, but they aren’t the decision-makers, and ultimately, it’s not their future on the line, which puts sharp bounds on how much effort they’ll spend on unpaid altruism . . .

Philosophy means and includes five fields of study and discourse: logic, aesthetics, ethics, politics, and metaphysics. Logic is the study of ideal method in thought and research: observation and introspection, deduction and induction, hypothesis and experiment, analysis and synthesis - such are the forms of human activity which logic tries to underhand the guide; it is a dull study for most of us, and yet the great events in the history of understand are the improvements men have made in their methods of thinking and research. Aesthetics is the study of ideal form, or beauty; it is the philosophy of art. Ethics is the study of ideal conduct; the highest knowledge, said Socrates, is the knowledge of good and evil, the knowledge of good and evil, the knowledge of the wisdom of life. Politics is the study of ideal social organization (it is not, as one might suppose, the art and science of capturing and keeping office); monarchy, aristocracy, democracy, socialism, anarchism, feminisim - these are the dramatis personae of political philosophy. And lastly, metaphysics (which gets into so much trouble because it is not, like the other forms of philosophy, an attempt to coordinate the real in the light of the ideal) is the study of the "ultimate reality" of all things: of the real and final nature of "matter" (ontology), of "mind" (philosophical psychology), and of the interrelation of "mind" and "matter" in the processes of perception and knowledge (epistemology).

I would think of him most vividly in that single flashing instant when he whirled to shoot Fletcher on the balcony at Grafton’s saloon. I would see again the power and grace of coordinate force beautiful beyond comprehension. I would see the man and the weapon wedded in one indivisible deadliness. I would see the man and the tool, a good man and a good tool, doing what had to be done

One small but scientifically sound study from Japan found that jogging thirty minutes just two or three times a week for twelve weeks improved executive function. But it's important to mix in some form of activity that demands coordination beyond putting one foot in front of the other.... Aerobic exercise and complex activity have different beneficial effects on the brain. The good news is they're complementary.

The failure of Hellenism has been, largely, a matter of organization. Rome never tried to impose any sort of worship upon the countries it conquered and civilized; in fact, quite the contrary, Rome was eclectic. All religions were given an equal opportunity and even Isis—after some resistance—was worshipped at Rome. As a result we have a hundred important gods and a dozen mysteries. Certain rites are—or were—supported by the state because they involved the genius of Rome. But no attempt was ever made to coordinate the worship of Zeus on the Capitol with, let us say, the Vestals who kept the sacred fire in the old forum. As time passed our rites became, and one must admit it bluntly, merely form, a reassuring reminder of the great age of the city, a token gesture to the old gods who were thought to have founded and guided Rome from a village by the Tiber to world empire. Yet from the beginning, there were always those who mocked. A senator of the old Republic once asked an auger how he was able to get through a ceremony of divination without laughing. I am not so light-minded, though I concede that many of our rites have lost their meaning over the centuries; witness those temples at Rome where certain verses learned by rote are chanted year in and year out, yet no one, including the priests, knows what they mean, for they are in the early language of the Etruscans, long since forgotten. As the religious forms of the state became more and more rigid and perfunctory, the people were drawn to the mystery cults, many of them Asiatic in origin. At Eleusis or in the various caves of Mithras, they were able to get a vision of what this life can be, as well as a foretaste of the one that follows. There are, then, three sorts of religious experiences. The ancient rites, which are essentially propitiatory. The mysteries, which purge the soul and allow us to glimpse eternity. And philosophy, which attempts to define not only the material world but to suggest practical ways to the good life, as well as attempting to synthesize (as Iamblichos does so beautifully) all true religion in a single comprehensive system.

The repeated finding that people with happier, less troubled thought patterns can suffer more illness seems to defy common sense. The general belief is that positive emotions must be conducive to good health. While it is true that genuine joy and satisfaction enhance physical well-being, “positive” states of mind generated to tune out psychic discomfort lower resistance to illness. The brain governs and integrates the activities of all organs and systems of the body, simultaneously coordinating our interactions with the environment. This regulating function depends on the clear recognition of negative influences, danger signals and signs of internal distress. In children whose environment chronically conveys mixed messages, an impairment occurs in the developing apparatus of the brain. The brain’s capacity to evaluate the environment is diminished, including its ability to distinguish what is nourishing from what is toxic.

So who does run a company these days? Not the shareholders or the board. They largely find out after the fact that things have gone well or badly. Nor are firms cooperatives. Anybody who has tried to run a company by consensus will tell you how disastrously bad an idea that is. Interminable meetings follow hard upon each other’s heels as everybody tries to get everybody else to see his or her point of view. Nothing gets done, and tempers fray. The problem with consensus is that people are not allowed to be different. It’s like trying to drive a car in which the brake and the accelerator have to do similar jobs. No, what really works inside a big firm is division of labour: you do what you’re good at, I’ll do what I’m good at, and we’ll coordinate our actions. That is what actually happens in practice inside most companies, and good management means good coordination. The employees specialise and exchange, just like participants in a market, or citizens in a city. The

She watched Delta try to pull herself into a pitiful looking crouch. Delta was far from coordinated, though, so her feet slipped out from under her. For a second, she almost looked like she was trying to run in place with her feet slipping and sliding all over the place. Finally, Delta stopped her pathetic running man imitation so that she ended up in a squat. Her hands held out in front of her, clasped together with her pointer finger and thumb in the shape of a gun. Good Lord, her sister looked like a Charlie’s Angel reject. - Elena

In a Communalist way of life, conventional economics, with its focus on prices and scarce resources, would be replaced by ethics, with its concern for human needs and the good life. Human solidarity - or philia, as the Greeks called it - would replace material gain and egotism. Municipal assemblies would become not only vital arenas for civic life and decision-making but centers where the shadowy world of economic logistics, properly coordinated production, and civic operations would be demystified and opened to the scrutiny and participation of the citizenry as a whole.

The kernel of a strategy contains three elements: A diagnosis that defines or explains the nature of the challenge. A good diagnosis simplifies the often overwhelming complexity of reality by identifying certain aspects of the situation as critical. A guiding policy for dealing with the challenge. This is an overall approach chosen to cope with or overcome the obstacles identified in the diagnosis. A set of coherent actions that are designed to carry out the guiding policy. These are steps that are coordinated with one another to work together in accomplishing the guiding policy.

Step back a half-billion years ago, to when the first nerve cells developed. The original need for a nervous system was to coordinate movement, so an organism could go find food, instead of waiting for the food to come to. Jellyfish and sea anemone, the first animals to create nerve cells, had a tremendous advantage over the sponges that waited brainlessly for dinner to arrive. After millions of generations of experimentation, nervous systems evolved some amazing ways of going out to eat. But behind all the myriad forms of life today, the primary directive remains – Movement. In fact, a diminished ability to move is a good measure of aging.

I want you to coordinate you hand and your mouth,” he said, as he placed the next piece of steak at the edge of her lip. “As you close your mouth around the food, I want you to slide your finger inside you. Then I want you to slowly pull your finger out, moving it up slowly as you chew. Do you understand?” “Yes,” she quickly answered, inhaling the aroma so close to her mouth. “If you do this properly, your finger should reach your clit at the exact time you swallow the food. Do you understand?” “Yes.” Oh hell yes she understood. “Good. Open your mouth.” Time slowly disappeared as she became lost in whatever this game was that he was playing with her.

It’s actually unfair that time has only one dimension, while space has three. Why shouldn’t time be able to romp and frolic just as freely as space? If time had several dimensions, it would be able to move forward and backward simultaneously—a circular motion in which time constantly returns to the start. Then it might be possible to give yourself some good advice in critical moments the next time you passed by. But on the other hand, the world would become a lonelier place. It would be more difficult to meet each other at a given time, because several coordinates would all have to match up. It’s probably best that time continues to be one-dimensional, like a straight number line.

Specialisation, accompanied by exchange, is the source of economic prosperity. Here, in my own words, is what a modern version of Smithism claims. First, the spontaneous and voluntary exchange of goods and services leads to a division of labour in which people specialise in what they are good at doing. Second, this in turn leads to gains from trade for each party to a transaction, because everybody is doing what he is most productive at and has the chance to learn, practise and even mechanise his chosen task. Individuals can thus use and improve their own tacit and local knowledge in a way that no expert or ruler could. Third, gains from trade encourage more specialisation, which encourages more trade, in a virtuous circle. The greater the specialisation among producers, the greater is the diversification of consumption: in moving away from self-sufficiency people get to produce fewer things, but to consume more. Fourth, specialisation inevitably incentivises innovation, which is also a collaborative process driven by the exchange and combination of ideas. Indeed, most innovation comes about through the recombination of existing ideas for how to make or organise things. The more people trade and the more they divide labour, the more they are working for each other. The more they work for each other, the higher their living standards. The consequence of the division of labour is an immense web of cooperation among strangers: it turns potential enemies into honorary friends. A woollen coat, worn by a day labourer, was (said Smith) ‘the produce of a great multitude of workmen. The shepherd, the sorter of the wool, the wool-comber or carder, the dyer, the scribbler, the spinner, the weaver, the fuller, the dresser . . .’ In parting with money to buy a coat, the labourer was not reducing his wealth. Gains from trade are mutual; if they were not, people would not voluntarily engage in trade. The more open and free the market, the less opportunity there is for exploitation and predation, because the easier it is for consumers to boycott the predators and for competitors to whittle away their excess profits. In its ideal form, therefore, the free market is a device for creating networks of collaboration among people to raise each other’s living standards, a device for coordinating production and a device for communicating information about needs through the price mechanism. Also a device for encouraging innovation. It is the very opposite of the rampant and selfish individualism that so many churchmen and others seem to think it is. The market is a system of mass cooperation. You compete with rival producers, sure, but you cooperate with your customers, your suppliers and your colleagues. Commerce both needs and breeds trust.

In the factory era, the goal was to have the highest PERL. Think about it. If you can easily replace most of your workers, you can pay them less. The less you pay them, the more money you make. The city newspaper, for example, might have four hundred employees, but only a few dozen salespeople and columnists were hard to replace on a moment’s notice. The goal was to leverage and defend the system, not the people. So we built giant organizations (political parties, nonprofits, schools, corporations) filled with easily replaced laborers. Unions fought back precisely because they saw coordinated action as the only way to avoid becoming commodities. Ironically, the work rules they erected merely exacerbated the problem, making every union worker just as good as every other.

Descartes was a philosopher, a mathematician, and a man of science. In philosophy and mathematics, his work was of supreme importance; in science, though creditable, it was not so good as that of some of his contemporaries. His great contribution to geometry was the invention of co-ordinate geometry, though not quite in its final form. He used the analytic method, which supposes a problem solved, and examines the consequences of the supposition; and he applied algebra to geometry. In both of these he had had predecessors—as regards the former, even among the ancients. What was original in him was the use of co-ordinates, i.e. the determination of the position of a point in a plane by its distance from two fixed lines. He did not himself discover all the power of this method, but he did enough to make further progress easy.

There are a number of advantages to moving yourself, with saving money being number one. I have done professional loading and unloading for countless shippers. Most were looking at savings of approximately fifty percent when all expenses were considered. These were people who were moving mostly 8,000 pound or less of furniture (household goods)-- the weight of the contents of the average small three-bedroom home and the maximum usable (as opposed to advertised) capacity of the largest rental trucks. Moving yourself has other advantages too. Weather and road conditions permitting, the move will go on your schedule. You won’t have to worry about coordinating with your movers for delivery because you are the movers. There is also the security of knowing exactly where your stuff is with no worries about delays, mixed-up shipments or theft.

Your character and soul, intelligence and creativity, love and experiences, goodness and talents, your bright and lovely self are entwined with your body, and she has delivered the whole of you to this very day. What a partner! She has been a home for your smartest ideas, your triumphant spirit, your best jokes. You haven’t gotten anywhere you’ve ever gone without her. She has served you well. Your body walked with you all the way through childhood—climbed the trees and rode the bikes and danced the ballet steps and walked you into the first day of high school. How else would you have learned to love the smell of brownies, toasted bagels, onions and garlic sizzling in olive oil? Your body perfectly delivered the sounds of Stevie Wonder, Whitney Houston, and Bon Jovi right into your memories. She gave you your first kiss, which you felt on your lips and in your stomach, a coordinated body venture. She drove you to college and hiked the Grand Canyon. She might have carried your backpack through Europe and fed you croissants. She watched Steel Magnolias and knew right when to let the tears fall. Maybe your body walked you down the aisle and kissed your person and made promises and threw flowers. Your body carried you into your first big interview and nailed it—calmed you down, smiled charmingly, delivered the right words. Sex? That is some of your body’s best work. Your body might have incubated, nourished, and delivered a whole new human life, maybe even two or three. She is how you cherish the smell of those babies, the feel of their cheeks, the sound of them calling your name. How else are you going to taste deep-dish pizza and French onion soup? You have your body to thank for every good thing you have ever experienced. She has been so good to you. And to others. Your body delivered you to people who needed you the exact moment you showed up. She kissed away little tears and patched up skinned knees. She holds hands that need holding and hugs necks that need hugging. Your body nurtures minds and souls with her presence. With her lovely eyes, she looks deliberately at people who so deeply need to be seen. She nourishes folks with food, stirring and dicing and roasting and baking. Your body has sat quietly with sad, sick, and suffering friends. She has also wrapped gifts and sent cards and sung celebration songs to cheer people on. Her face has been a comfort. Her hands will be remembered fondly—how they looked, how they loved. Her specific smell will still be remembered in seventy years. Her voice is the sound of home. You may hate her, but no one else does.

Among DID individuals, the sharing of conscious awareness between alters exists in varying degrees. I have seen cases where there has appeared to be no amnestic barriers between individual alters, where the host and alters appeared to be fully cognizant of each other. On the other hand, I have seen cases where the host was absolutely unaware of any alters despite clear evidence of their presence. In those cases, while the host was not aware of the alters, there were alters with an awareness of the host as well as having some limited awareness of at least a few other alters. So, according to my experience, there is a spectrum of shared consciousness in DID patients. From a therapeutic point of view, while treatment of patients without amnestic barriers differs in some ways from treatment of those with such barriers, the fundamental goal of therapy is the same: to support the healing of the early childhood trauma that gave rise to the dissociation and its attendant alters. Good DID therapy involves promoting co­-consciousness. With co-­consciousness, it is possible to begin teaching the patient’s system the value of cooperation among the alters. Enjoin them to emulate the spirit of a champion football team, with each member utilizing their full potential and working together to achieve a common goal. Returning to the patients that seemed to lack amnestic barriers, it is important to understand that such co-consciousness did not mean that the host and alters were well-­coordinated or living in harmony. If they were all in harmony, there would be no “dis­ease.” There would be little likelihood of a need or even desire for psychiatric intervention. It is when there is conflict between the host and/or among alters that treatment is needed.

Psychological safety is broadly defined as a climate in which people are comfortable expressing and being themselves. More specifically, when people have psychological safety at work, they feel comfortable sharing concerns and mistakes without fear of embarrassment or retribution. They are confident that they can speak up and won't be humiliated, ignored, or blamed. They know they can ask questions when they are unsure about something. They tend to trust and respect their colleagues. When a work environment has reasonably high psychological safety, good things happen: mistakes are reported quickly so that prompt corrective action can be taken; seamless coordination across groups or departments is enabled, and potentially game-changing ideas for innovation are shared. In short, psychological safety is a crucial source of value creation in organizations operating in a complex, changing environment.

Chimpanzees use between fifteen and twenty-five different tools per community, and the precise tools vary with cultural and ecological circumstances. One savanna community, for example, uses pointed sticks to hunt. This came as a shock, since hunting weapons were thought to be another uniquely human advance. The chimpanzees jab their “spears” into a tree cavity to kill a sleeping bush baby, a small primate that serves as a protein source for female apes unable to run down monkeys the way males do.23 It is also well known that chimpanzee communities in West Africa crack nuts with stones, a behavior unheard of in East African communities. Human novices have trouble cracking the same tough nuts, partly because they do not have the same muscle strength as an adult chimpanzee, but also because they lack the required coordination. It takes years of practice to place one of the hardest nuts in the world on a level surface, find a good-sized hammer stone, and hit the nut with the right speed while keeping one’s fingers out of the way.

Pointsman is the only one here maintaining his calm. He appears unruffled and strong. His lab coats have even begun lately to take on a Savile Row serenity, suppressed waist, flaring vents, finer material, rather rakishly notched lapels. In this parched and fallow time, he gushes affluence. After the baying has quieted down at last, he speaks, soothing: “There’s no danger.” “No danger?” screams Aaron Throwster, and the lot of them are off again muttering and growling. “Slothrop’s knocked out Dodson-Truck and the girl in one day!” “The whole thing’s falling apart, Pointsman!” “Since Sir Stephen came back, Fitzmaurice House has dropped out of our scheme, and there’ve been embarrassing inquires down from Duncan Sandys—“ “That’s the P.M.’s son-in-law, Pointsman, not good, not good!” “We’ve already begun to run into a deficit—“ “Funding,” IF you can keep your head, “is available, and will be coming in before long… certainly before we run into any serious trouble. Sir Stephen, far from being ‘knocked out,’ is quite happily at work at Fitzmaurice House, and is At Home there should any of you wish to confirm. Miss Borgesius is still active in the program, and Mr. Duncan Sandys is having all his questions answered. But best of all, we are budgeted well into fiscal ’46 before anything like a deficit begins to rear its head.” “Your Interested Parties again?” sez Rollo Groast. “Ah, I noticed Clive Mossmoon from Imperial Chemicals closeted with you day before yesterday,” Edwin Treacle mentions now. “Clive Mossmoon and I took an organic chemistry course or two together back at Manchester. Is ICI one of our, ah, sponsors, Pointsman?” “No,” smoothly, “Mossmoon, actually, is working out of Malet Street these days. I’m afraid we were up to nothing more sinister than a bit of routine coordination over the Schwarzkommando business.” “The hell you were. I happen to know Clive’s at ICI, managing some sort of polymer research.” They stare at each other. One is lying, or bluffing, or both are, or all of the above. But whatever it is Pointsman has a slight advantage. By facing squarely the extinction of his program, he has gained a great of bit of Wisdom: that if there is a life force operating in Nature, still there is nothing so analogous in a bureaucracy. Nothing so mystical. It all comes down, as it must, to the desires of men. Oh, and women too of course, bless their empty little heads. But survival depends on having strong enough desires—on knowing the System better than the other chap, and how to use it. It’s work, that’s all it is, and there’s no room for any extrahuman anxieties—they only weaken, effeminize the will: a man either indulges them, or fights to win, und so weiter. “I do wish ICI would finance part of this,” Pointsman smiles. “Lame, lame,” mutters the younger Dr. Groast. “What’s it matter?” cries Aaron Throwster. “If the old man gets moody at the wrong time this whole show can prang.” “Brigadier Pudding will not go back on any of his commitments,” Pointsman very steady, calm, “we have made arrangements with him. The details aren’t important.” They never are, in these meetings of his.

At the heart of every child is the need for play. Play is important for creativity, learning, and interacting with peers. But it’s also the way children communicate. If we want to show our children we love them, we need to play with them. Play is the magical portal to connection. Playing with our children isn’t about enjoying the activity as much as it is about connecting with them. Much as with love languages or personality types, understanding how our children play is critical. Author and psychologist Lawrence J. Cohen, the author of Playful Parenting, wrote, “Play is important, not just because children do so much of it, but because there are layers and layers of meaning to even the most casual play.” He pointed out the various layers of a father and son playing catch—from developing hand-eye coordination and the joy of learning a new skill to the bonding time the two are sharing. “The rhythm of the ball flying back and forth is a bridge,” Cohen wrote, “reestablishing a deep connection between adult and child; and comments like ‘good try’ and ‘nice catch’ build confidence and trust.

For millennia, the major theories of human nature have come from religion.1 The Judeo-Christian tradition, for example, offers explanations for much of the subject matter now studied by biology and psychology. Humans are made in the image of God and are unrelated to animals.2 Women are derivative of men and destined to be ruled by them.3 The mind is an immaterial substance: it has powers possessed by no purely physical structure, and can continue to exist when the body dies.4 The mind is made up of several components, including a moral sense, an ability to love, a capacity for reason that recognizes whether an act conforms to ideals of goodness, and a decision faculty that chooses how to behave. Although the decision faculty is not bound by the laws of cause and effect, it has an innate tendency to choose sin. Our cognitive and perceptual faculties work accurately because God implanted ideals in them that correspond to reality and because he coordinates their functioning with the outside world. Mental health comes from recognizing God’s purpose, choosing good and repenting sin, and loving God and one’s fellow humans for God’s sake. The

See the Bright Side Everyone with poor eyesight must be a bit adventurous to do some of the same things routinely done by people with normal eyesight. If you are not there yet, you might be in the future: Many people’s vision deteriorates a bit as they age, pushing them into this adventure zone. Clearly good sight is better than bad sight, however, in my experience, there are some positives to having poor vision. For me, a longer life, more adventure and discovery, and greater creativity and imagination are the bright side of poor vision. I believe my bad eyesight has contributed to better handeye coordination, balance, presentation skills, and enhanced use of my other senses. Poor vision also makes it easier to enjoy a more beautiful world and improve racial harmony. Seeing the bright side makes life more fun for you and those around you. Once you’ve done everything you can to protect your eyes, take care of your eye health, and safely improve your vision, then: • Relax and be grateful for whatever sight you have; • When you decide to go for something, give it a red-hot go, and • Love the challenges, see the bright side, appreciate the advantages, and enjoy the adventures of poor eyesight.

As I became older, I was given many masks to wear. I could be a laborer laying railroad tracks across the continent, with long hair in a queue to be pulled by pranksters; a gardener trimming the shrubs while secretly planting a bomb; a saboteur before the day of infamy at Pearl Harbor, signaling the Imperial Fleet; a kamikaze pilot donning his headband somberly, screaming 'Banzai' on my way to my death; a peasant with a broad-brimmed straw hat in a rice paddy on the other side of the world, stooped over to toil in the water; an obedient servant in the parlor, a houseboy too dignified for my own good; a washerman in the basement laundry, removing stains using an ancient secret; a tyrant intent on imposing my despotism on the democratic world, opposed by the free and the brave; a party cadre alongside many others, all of us clad in coordinated Mao jackets; a sniper camouflaged in the trees of the jungle, training my gunsights on G.I. Joe; a child running with a body burning from napalm, captured in an unforgettable photo; an enemy shot in the head or slaughtered by the villageful; one of the grooms in a mass wedding of couples, having met my mate the day before through our cult leader; an orphan in the last airlift out of a collapsed capital, ready to be adopted into the good life; a black belt martial artist breaking cinderblocks with his head, in an advertisement for Ginsu brand knives with the slogan 'but wait--there's more' as the commercial segued to show another free gift; a chef serving up dog stew, a trick on the unsuspecting diner; a bad driver swerving into the next lane, exactly as could be expected; a horny exchange student here for a year, eager to date the blonde cheerleader; a tourist visiting, clicking away with his camera, posing my family in front of the monuments and statues; a ping pong champion, wearing white tube socks pulled up too high and batting the ball with a wicked spin; a violin prodigy impressing the audience at Carnegie Hall, before taking a polite bow; a teen computer scientist, ready to make millions on an initial public offering before the company stock crashes; a gangster in sunglasses and a tight suit, embroiled in a turf war with the Sicilian mob; an urban greengrocer selling lunch by the pound, rudely returning change over the counter to the black patrons; a businessman with a briefcase of cash bribing a congressman, a corrupting influence on the electoral process; a salaryman on my way to work, crammed into the commuter train and loyal to the company; a shady doctor, trained in a foreign tradition with anatomical diagrams of the human body mapping the flow of life energy through a multitude of colored points; a calculus graduate student with thick glasses and a bad haircut, serving as a teaching assistant with an incomprehensible accent, scribbling on the chalkboard; an automobile enthusiast who customizes an imported car with a supercharged engine and Japanese decals in the rear window, cruising the boulevard looking for a drag race; a illegal alien crowded into the cargo hold of a smuggler's ship, defying death only to crowd into a New York City tenement and work as a slave in a sweatshop. My mother and my girl cousins were Madame Butterfly from the mail order bride catalog, dying in their service to the masculinity of the West, and the dragon lady in a kimono, taking vengeance for her sisters. They became the television newscaster, look-alikes with their flawlessly permed hair. Through these indelible images, I grew up. But when I looked in the mirror, I could not believe my own reflection because it was not like what I saw around me. Over the years, the world opened up. It has become a dizzying kaleidoscope of cultural fragments, arranged and rearranged without plan or order.

I read Dickens and Shakespear without shame or stint; but their pregnant observations and demonstrations of life are not co-ordinated into any philosophy or religion: on the contrary, Dickens's sentimental assumptions are violently contradicted by his observations; and Shakespear's pessimism is only his wounded humanity. Both have the specific genius of the fictionist and the common sympathies of human feeling and thought in pre-eminent degree. They are often saner and shrewder than the philosophers just as Sancho-Panza was often saner and shrewder than Don Quixote. They clear away vast masses of oppressive gravity by their sense of the ridiculous, which is at bottom a combination of sound moral judgment with lighthearted good humor. But they are concerned with the diversities of the world instead of with its unities: they are so irreligious that they exploit popular religion for professional purposes without delicacy or scruple (for example, Sydney Carton and the ghost in Hamlet!): they are anarchical, and cannot balance their exposures of Angelo and Dogberry, Sir Leicester Dedlock and Mr Tite Barnacle, with any portrait of a prophet or a worthy leader: they have no constructive ideas: they regard those who have them as dangerous fanatics: in all their fictions there is no leading thought or inspiration for which any man could conceivably risk the spoiling of his hat in a shower, much less his life. Both are alike forced to borrow motives for the more strenuous actions of their personages from the common stockpot of melodramatic plots; so that Hamlet has to be stimulated by the prejudices of a policeman and Macbeth by the cupidities of a bushranger. Dickens, without the excuse of having to manufacture motives for Hamlets and Macbeths, superfluously punt his crew down the stream of his monthly parts by mechanical devices which I leave you to describe, my own memory being quite baffled by the simplest question as to Monks in Oliver Twist, or the long lost parentage of Smike, or the relations between the Dorrit and Clennam families so inopportunely discovered by Monsieur Rigaud Blandois. The truth is, the world was to Shakespear a great "stage of fools" on which he was utterly bewildered. He could see no sort of sense in living at all; and Dickens saved himself from the despair of the dream in The Chimes by taking the world for granted and busying himself with its details. Neither of them could do anything with a serious positive character: they could place a human figure before you with perfect verisimilitude; but when the moment came for making it live and move, they found, unless it made them laugh, that they had a puppet on their hands, and had to invent some artificial external stimulus to make it work.

Okay. Fine. Why are you disappointed in me, Cletus?” “Because I provided means and opportunity. All you had to do was exploit the situation.” “What are you talking about?” “On Friday? With the blankets and coffee? You think that was all by accident? That was arranged.” “Arranged?” I blinked at him while he tore off another piece of his doughnut. It smelled like it was strawberry flavored. “Yes. Arranged.” Leaning back in my chair, I crossed my arms and examined Cletus. I decided he was odd. “You’re odd.” “Yes. I am. But that doesn’t negate the fact that you fumbled my pass. If we’re going to make this thing happen with Jethro, I need you to bring your A-game.” “This is about Jethro?” I sat up straighter. “Of course. What’d you think I was talking about?” Apparently I wasn’t catching on quickly enough because he sighed loudly and rolled his eyes with great effect. “Do you want my help or not?” “Yes, yes, yes,” I said quickly, leaning forward at full attention. “Yes. I want your help.” “Fine then. We need to coordinate our attack.” Cletus punctuated this statement by popping the remainder of the first doughnut in his mouth. “Good. Yes. Attack synchronization.” My phone rang as he chewed. I glanced at the screen, saw it was Marta, and sent it to voicemail. Marta called back immediately, earning me a severe frown from Cletus. “You should get that.” He gestured to my phone. “You get that and I’ll ruminate while eating this other doughnut.

Don’t tread on me I’m not quite clear about how to formulate this question. It has to do with the nature of US society as exemplified in comments like do your own thing, go it alone, don’t tread on me, the pioneer spirit— all that deeply individualistic stuff. What does that tell you about American society and culture? It tells you that the propaganda system is working full-time, because there is no such ideology in the US. Business certainly doesn’t believe it. All the way back to the origins of American society, business has insisted on a powerful, interventionist state to support its interests, and it still does. There’s nothing individualistic about corporations. They’re big conglomerate institutions, essentially totalitarian in character. Within them, you’re a cog in a big machine. There are few institutions in human society that have such strict hierarchy and top-down control as a business organization. It’s hardly don’t tread on me—you’re being tread on all the time. The point of the ideology is to prevent people who are outside the sectors of coordinated power from associating with each other and entering into decision-making in the political arena. The point is to leave the powerful sectors highly integrated and organized, while atomizing everyone else. That aside, there is another factor. There’s a streak of independence and individuality in American culture that I think is a very good thing. This don’t tread on me feeling is in many respects a healthy one—up to the point where it keeps you from working together with other people.

When he was gone the men on the bench began to laugh. One of them rose to better see the map. Es un fantasma, he said. Fantasma? Sí, sí. Claro. Cómo? Cómo? Porque el viejo está loco es como. Loco? Billy stood looking at the map. No es correcto? he said. The man threw up his hands. He said that what they beheld was but a decoration. He said that anyway it was not so much a question of a correct map but of any map at all. He said that in that country were fires and earthquakes and floods and that one needed to know the country itself and not simply the landmarks therein. Besides, he said, when had that old man last journeyed to those mountains? Or journeyed anywhere at all? His map was after all not really so much a map as a picture of a voyage. And what voyage was that? And when? Un dibujo de un viaje, he said. Un viaje pasado, un viaje antigun. He threw up one hand in dismissal. As if no more could be said. Billy looked at the other three men on the bench. They watched with a certain brightness of eye so that he wondered if he were being made a fool of. But the one seated at the right leaned forward and tapped the ash from his cigarette and addressed the man standing and said that as far as that went there were certainly other dangers to a journey than losing one's way. He said that plans were one thing and journeys another. He said it was a mistake to discount the good will inherent in the old man's desire to guide them for it too must be taken into account and would in itself lend strength and resolution to them in their journey. The man who was standing weighed these words and then erased them in the air before him with a slow fanning motion of his forefinger. He said that the jovenes could hardly be expected to apportion credence in the matter of the map. He said that in any case a bad map was worse than no map at all for it engendered in the traveler a false confidence and might easily cause him to set aside those instincts which would otherwise guide him if he would but place himself in their care. He said that to follow a false map was to invite disaster. He gestured at the sketching in the dirt. As if to invite them to behold its futility. The second man on the bench nodded his agreement in this and said that the map in question was a folly and that the dogs in the street would piss upon it. But man on the right only smiled and said that for that matter the dogs would piss upon their graves as well and how was this an argument? The man standing said that what argued for one case argued for all and that in any event our graves make no claims outside of their own simple coordinates and no advice as to how to arrive there but only the assurance that arrive we shall. It may even be that those who lie in desecrated graves-by dogs of whatever manner-could have words of a more cautionary nature and better suited to the realities of the world. At this the man at the left who'd so far not spoke at all rose laughing and gestured for the two boys to follow and they went with him out of the square and into the street leaving the disputants to their rustic parkbench tertulia.

will respond by reciprocating this desire. The difference between romance and love is that the former never leaves the terrain of desire. The subject seeking romance sees in the other the possibility of the realization of its desire and thereby reduces the love object to an object of desire. This is why romance inevitably produces disappointment. Love, though it disturbs the subject, does not disappoint. In love, one can find satisfaction with the love object. But love also removes the subject from the terrain of desire. Though love necessarily begins with desire, it doesn’t end there. When one falls in love, one falls for the other’s way of enjoying itself, for the other’s satisfaction with its own form of failure, its satisfaction with the absence of the object that would realize desire. Love targets the point at which the subject exceeds itself and is not self-identical. According to Joan Copjec, “when one loves something, one loves something in it that is more than itself, its nonidentity to itself.” 5 We seek love to escape the constraints of our symbolic identity and to enjoy our nonidentity. In the act of love, one abandons oneself. When one falls in love, one loses all sense of oneself and one’s symbolic coordinates. Love is never a good investment for the subject, and this separates it definitively from romance. This is why capitalism necessitates the transformation of love into romance. This transformation allows us to love on the cheap. Many theorists of love, like Jacques Lacan and Alain Badiou, have remarked on love’s inherent disruptiveness. But this is apparent as early as Plato’s approach to the question of love.

In retrospect, however, her mother's irreverence might have been one of her greatest gifts as a parent. Such as the day when Merritt had run crying to her because a group of boys hadn't wanted her to play rounders with them. Lillian had hugged and comforted her, and said, "I'll go tell them to give you a turn." "No, Mama," Merritt had sobbed. "They don't want me to play because I'm not good at it. I mostly can't hit the ball, and when I do, it doesn't go anywhere. They said I have baby arms." The indignity of that had been intolerable. But Mama, who'd always understood the fragility of a child's pride, had curved her fingers around Merritt's upper arm and said, "Make a muscle for me." After feeling Merritt's biceps, her mother had lowered to her haunches until their faces were level. "You have very strong arms, Merritt," she'd said decisively. "You're as strong as any of those boys. You and I are going to practice until you're able to hit that blasted ball over all their heads." For many an afternoon after that, Mama had helped her to learn the right stance, and how to transfer her weight to the front foot during the swing, and how to follow through. They had developed her eye-hand coordination and had practiced until the batting skills felt natural. And the next time Merritt played rounders, she'd scored more points than anyone else in the game. Of the thousands of embraces Mama had given her throughout childhood, few stood out in Merritt's mind as much as the feel of her arms guiding her in a batting stance. I want you to attack the ball, Merritt. Be fierce." Not everyone would understand, but "Be fierce" was one of the best things her mother had ever told her.

Most common discussions of political authority presuppose existing political institutions and ask under what conditions do institutions of that kind have legitimate authority. This begs many questions, and precludes many possibilities. It presupposes that either this government has all the authority it claims over its population or it has none. Here again we notice one of the special features of the account of the previous chapter. It allows for a very discriminating approach to the question. The government may have only some of the of the authority it claims, it may have more authority over one person than over another. The test is as explained before: does following the authority's instructions improve conformity with reason? For every person the question has to be asked afresh, and for every one it has to be asked in a manner which admits of various qualifi cations. An expert pharmacologist may not be subject to the authority of the government in matters of the safety of drugs, an inhabitant of a little village by a river may not be subject to its authority in matters of navigation and conservation of the river by the banks of which he has spent all his life. These conclusions appear paradoxical. Ought not the pharmacologist or the villager to obey the law, given that it is a good law issued by a just government? I will postpone consideration of the obligation to obey the law until the last section of this chapter. For the time being let us remove two other misunderstandings which make the above conclusion appear paradoxical. First, it may appear as if the legitimacy of an authority rests on its greater expertise. Are political authorities to be equated with big Daddy who knows best? Second, again the suspicion must creep back that the exclusive concentration on the individual blinds one to the real business of government, which is to co-ordinate and control large populations.

He was a good, even a shining light as a Castalian to the extent that he had a many-sided mind, tirelessly active in scholarship as well as in the art of the Glass Bead Game, and enormously hard-working; but in character, in his attitude toward the hierarchy and the morality of the Order he was a very mediocre, not to say bad Castalian. The greatest of his vices was a persistent neglect of meditation, which he refused to take seriously. The purpose of meditation, after all, is adaptation of the individual to the hierarchy, and application in it might very well have cured him of his neurasthenia. For it infallibly helped him whenever, after a period of bad conduct, excessive excitement, or melancholia, his superiors disciplined him by prescribing strict meditation exercises under supervision. Even Knecht, kindly disposed and forgiving though he was, frequently had to resort to this measure. There was no question about it: Tegularius was a willful, moody person who refused to fit into his society. Every so often he would display the liveliness of his intellect. When highly stimulated he could be entrancing; his mordant wit sparkled and he overwhelmed everyone with the audacity and richness of his sometimes somber inspirations. But basically he was incurable, for he did not want to be cured; he cared nothing for co-ordination and a place in the scheme of things. He loved nothing but his freedom, his perpetual student status, and preferred spending his whole life as the unpredictable and obstinate loner, the gifted fool and nihilist, to following the path of subordination to the hierarchy and thus attaining peace. He cared nothing for peace, had no regard for the hierarchy, hardly minded reproof and isolation. Certainly he was a most inconvenient and indigestible component in a community whose idea was harmony and orderliness. But because of this very troublesomeness and indigestiblity he was, in the midst of such a limpid and prearranged little world, a constant source of vital unrest, a reproach, an admonition and warning, a spur to new, bold, forbidden, intrepid ideas, an unruly, stubborn sheep in the herd. And, to our mind, this was the very reason his friend cherished him.

WHY ADDICTION IS NOT A DISEASE In its present-day form, the disease model of addiction asserts that addiction is a chronic, relapsing brain disease. This disease is evidenced by changes in the brain, especially alterations in the striatum, brought about by the repeated uptake of dopamine in response to drugs and other substances. But it’s also shown by changes in the prefrontal cortex, where regions responsible for cognitive control become partially disconnected from the striatum and sometimes lose a portion of their synapses as the addiction progresses. These are big changes. They can’t be brushed aside. And the disease model is the only coherent model of addiction that actually pays attention to the brain changes reported by hundreds of labs in thousands of scientific articles. It certainly explains the neurobiology of addiction better than the “choice” model and other contenders. It may also have some real clinical utility. It makes sense of the helplessness addicts feel and encourages them to expiate their guilt and shame, by validating their belief that they are unable to get better by themselves. And it seems to account for the incredible persistence of addiction, its proneness to relapse. It even demonstrates why “choice” cannot be the whole answer, because choice is governed by motivation, which is governed by dopamine, and the dopamine system is presumably diseased. Then why should we reject the disease model? The main reason is this: Every experience that is repeated enough times because of its motivational appeal will change the wiring of the striatum (and related regions) while adjusting the flow and uptake of dopamine. Yet we wouldn’t want to call the excitement we feel when visiting Paris, meeting a lover, or cheering for our favourite team a disease. Each rewarding experience builds its own network of synapses in and around the striatum (and OFC), and those networks continue to draw dopamine from its reservoir in the midbrain. That’s true of Paris, romance, football, and heroin. As we anticipate and live through these experiences, each network of synapses is strengthened and refined, so the uptake of dopamine gets more selective as rewards are identified and habits established. Prefrontal control is not usually studied when it comes to travel arrangements and football, but we know from the laboratory and from real life that attractive goals frequently override self-restraint. We know that ego fatigue and now appeal, both natural processes, reduce coordination between prefrontal control systems and the motivational core of the brain (as I’ve called it). So even though addictive habits can be more deeply entrenched than many other habits, there is no clear dividing line between addiction and the repeated pursuit of other attractive goals, either in experience or in brain function. London just doesn’t do it for you anymore. It’s got to be Paris. Good food, sex, music . . . they no longer turn your crank. But cocaine sure does.

Here is my six step process for how we will first start with ISIS and then build an international force that will fight terrorism and corruption wherever it appears. “First, in dedication to Lieutenant Commander McKay, Operation Crapshoot commenced at six o’clock this morning. I’ve directed a handpicked team currently deployed in Iraq to coordinate a tenfold increase in aerial bombing and close air support. In addition to aerial support, fifteen civilian security companies, including delegations from our international allies, are flying special operations veterans into Iraq. Those forces will be tasked with finding and annihilating ISIS, wherever they walk, eat or sleep. I’ve been told that they can’t wait to get started. “Second, going forward, our military will be a major component in our battle against evil. Militaries need training. I’ve been assured by General McMillan and his staff that there is no better final training test than live combat. So without much more expenditure, we will do two things, train our troops of the future, and wipe out international threats. “Third, I have a message for our allies. If you need us, we will be there. If evil raises its ugly head, we will be with you, arm in arm, fighting for what is right. But that aid comes with a caveat. Our allies must be dedicated to the common global ideals of personal and religious freedom. Any supposed ally who ignores these terms will find themselves without impunity. A criminal is a criminal. A thief is a thief. Decide which side you’re on, because our side carries a big stick. “Fourth, to the religious leaders of the world, especially those of Islam, though we live with differing traditions, we are still one people on this Earth. What one person does always has the possibility of affecting others. If you want to be part of our community, it is time to do your part. Denounce the criminals who besmirch your faith. Tell your followers the true meaning of the Koran. Do not let the money and influence of hypocrites taint your religion or your people. We request that you do this now, respectfully, or face the scrutiny of America and our allies. “Fifth, starting today, an unprecedented coalition of three former American presidents, my predecessor included, will travel around the globe to strengthen our alliances. Much like our brave military leaders, we will lead from the front, go where we are needed. We will go toe to toe with any who would seek to undermine our good intentions, and who trample the freedoms of our citizens. In the coming days you will find out how great our resolve truly is. “Sixth, my staff is in the process of drafting a proposal for the members of the United Nations. The proposal will outline our recommendations for the formation of an international terrorism strike force along with an international tax that will fund ongoing anti-terrorism operations. Only the countries that contribute to this fund will be supported by the strike force. You pay to play.

Although routines and standards are clearly related, they are not identical. As Kindleberger (1983) pointed out, standards are public goods; they reflect interpersonally shared knowledge. We might even say that a standard is a certain kind of “public” routine that helps to coordinate private (individual or intraorganizational) routines. But routines are not only about coordination. As we saw, routines embody potentially useful—we might even say productive—knowledge. In the terminology of Ryle (1949), they reflect “knowledge how.” In some cases, such useful knowledge can be knowledge about how to transact, the possession of which thus reduces transaction costs. My internalized knowledge that I always ought to keep to the right (not the left) as another car approaches might be an example, at least if we construe the interaction between oncoming drivers metaphorically as a transaction. But the skillful exercise of a particular technique for suturing an incision would also be a routine, and not one obviously involving the reduction of transaction costs. Useful knowledge applied to problems of transacting is a special case of a more general phenomenon. As Winter (1988) has suggested, one needs to have economic capabilities (an effective repertoire of routines) in order to be able to transact as well as to be able to produce.6 Like standards, routines can be both enabling and constraining. The possession of an effective repertoire of routines would be crucial to the successful production of product A; but possessing that repertoire might also inhibit a transition to the production of product B. Routines are generally as hard to unlearn as to learn, which may give the advantage in situations of radical innovation to those who have never learned the routines in the first place.7 This is no doubt what Schumpeter (1934) had in mind when he wrote that “new combinations are, as a rule, embodied, as it were, in new firms which generally do not arise out of the old ones but start producing beside them;... in general it is not the

One needs only to run a Google search on any subject of interest to see how the "information good" that is the response to one's query is produced by the coordinate effects of the uncoordinated actions of a wide and diverse range of individuals and organizations acting on a wide range of motivations-both market and nonmarket, state-based and nonstate.

It becomes difficult to appreciate that we have hot running water when all we can think about is whether our towels are color-coordinated. How can we appreciate our good fortune in having enough food to eat when we wish we could afford to eat out more often?

He is charged with a DUI in court You are alone, or drunk driving, you probationary period, maximum and level of education excellent good back ground of California quotation internal shock extensions choose, and you can have the necessary drivers. That first episode yourself re offender, if. The first session more severe punishment is nothing substantial questions, be you. Therefore, any time the facts on sticks sake, 10:00 to make their own blood, are you on your own strategies yourself re next part is very high, parole, or imprisonment to be explored, it can be easily supported. Using myself all the time, including yourself coordinates, you should stop by the legislators. On t to help you in your position as a warrior display of aggression. You can be incarcerated only quickly grasp refused because California law than your lower, to test yourself against the possible selection invoices to drink. Before I eat it at least in the sense of getting support for prisons complex, seeks to provide your eyes. But it is determined to be an expert in the law, but to bail on their own distributed, driving the right expert is chosen. DUI Lawyer and legal guidelines relating to driving under the influence laws and regulations and only helps to reduce packaging, led until the day. Cut direction their prayers and their effects, of course, demands listens. Numbers from getting a DUI is the presence of the circumstances of their situation where the selection hearing, DMV, the 30% remain for a long time. For this reason, we are experts in well DUI laws. He advises at the time of the crime of drunk driving, because you also include spouses and children of a lawyer, it is possible to expose him in a dangerous situation. What you can do for your loved ones, the experts, and a very good law, unfortunately, is a professional in his country house for DUI necessary practical experience to propose laws. Attention, graduates in the direction of the transfer itself has not been tested have been arrested for DUI offense. In fact, it really is drunken driving knowledge of the legal profession, as soon as possible to create necessary.

yet, fince o-oods are twofold, and each kind benefits thofe by whom it is received, hence the Homeric poetry diftributes them into twofold coordinations, and, indicating their difference with refpecl to each other, denominates the one as abfolutely good, but places the other feparate, as contrary to good.

Hawaii Revised Statutes. [§5-7.5] The Aloha Spirit: “Aloha Spirit”. (a) “Aloha Spirit” is the coordination of mind and heart within each person. It brings each person to the self. Each person must think and emote good feelings to others. In the contemplation and presence of the life force, “Aloha”, the following unuhi laula loa may be used: “Akahai”, meaning kindness to be expressed with tenderness; “Lokahi”, meaning unity, to be expressed with harmony; “Oluolu”, meaning agreeable, to be expressed with pleasantness; “Haahaa”, meaning humility, to be expressed with modesty; “Ahonui”, meaning patience, to be expressed with perseverance.

A good strategy has coherence, coordinating actions, policies, and resources so as to accomplish an important end.

A good strategy coordinates policies across activities to focus the competitive punch.

Resources are to coordinated activity as capital is to labor. It takes a great deal of labor to build a dam, but the dam’s services may then be available, for a time, without further labor. In the same way, Xerox’s powerful resource position—its knowledge and patents regarding plain-paper copying—was the accumulated result of years of clever, focused, coordinated, inventive activity. And, like a dam, once that well-protected resource position was achieved, it persisted for many years.

fascination. “Wow. Either it’s electronically shielded information or the computer itself is programmed not to see it. Electronic shielding is virtually invisible to computer systems. But that’s very very complex programming. Nearly impossible, in fact.” “It sees the module, even what was on the module before you wiped it clean, but none of the new information.” Kaia’s eyebrows drew together. “What are we going to do, then?” “I guess I’ll just keep translating it manually. I may make some mistakes, but I think I can get the gist of it.” “How long will it take?” “Well, I don’t think I can translate everything, but if I’m selective, I should be able to get a good chunk of it done in a week. I’ll aim for the important stuff. Like the Navigational Coordinates, that sort of thing. Maybe the ship’s manifest will have something about this homing beacon. Maybe a clue as to where it came from or why it activated so suddenly.” He gazed across the hold. “If we can find out about it, maybe we can trace what its connected to and find out how to shut it off.” Kaia looked doubtful. “That’s an awful lot of information, Ethan. You’ll have to sleep. You’ll have to eat.” “I will.” Ethan shifted uncomfortably. “But, Kaia, I have to try. It would drive me crazy to just sit around here and watch us drift closer and closer to a planet we’re not supposed to go to.” He swallowed. “I keep thinking about the dimensional map. I keep thinking that we can’t be more than a few weeks away from Beta Alora. I want to know what we’re in for before we get there. Maybe, like you said, some emergency protocol was activated somehow, and the ship is responding

I don't know anything about writing,' Colonel Scheisskopf retorted sullenly. 'Well, don't let that trouble you,' General Peckem continued with a careless flick of his wrist. 'Just pass the work I assign you along to somebody else and trust to luck. We call that delegation of responsibility. Somewhere down near the lowest level of this co-ordinated organization I run are people who do get the work done when it reaches them, and everything manages to run along smoothly without too much effort on my part. I suppose that's because I am a good executive. Nothing we do in this large department of ours is really very important, and there's never any rush. On the other hand, it is important that we let people know we do a great deal of it. Let me know if you find yourself shorthanded. I've already put in a requisition for two majors, four captains and sixteen lieutenants to give you a hand. While none of the work we do is very important, it is important that we do a great deal of it.

Insulin, in short, is the one hormone that serves to coordinate and regulate everything having to do with the storage and use of nutrients and thus the maintenance of homeostasis and, in a word, life.

Working with living creatures, both plant and animal, is what makes agriculture different from any other production enterprise. Even though a product is produced, in farming the process is anything but industrial. It is biological. We are dealing with a vital, living system rather than an inert manufacturing process. The skills required to manage a biological system are similar to those of the conductor of an orchestra. The musicians are all very good at what they do individually. The role of the conductor is not to play each instrument, but rather to nurture the union of the disparate parts. The conductor coordinates each musician's effort with those of all the others and combines them in a harmonious whole. Agriculture cannot be an industrial process any more than music can be.

Having conflicting goals, dedicating resources to unconnected targets, and accommodating incompatible interests are the luxuries of the rich and powerful, but they make for bad strategy. Despite this, most organizations will not create focused strategies. Instead, they will generate laundry lists of desirable outcomes and, at the same time, ignore the need for genuine competence in coordinating and focusing their resources. Good strategy requires leaders who are willing and able to say no to a wide variety of actions and interests. Strategy is at least as much about what an organization does not do as it is about what it does. CHAPTER TWO DISCOVERING

This single team finds it easy to communicate about proposed changes and refactorings, and typically has a good sense of ownership. Now let’s imagine a different scenario. Instead of a single, geolocated team owning our catalog service, suppose that teams in the UK and India both are actively involved in changing a service — effectively having joint ownership of the service. Geographical and time zone boundaries here make fine-grained communication between those teams difficult. Instead, they rely on more coarse-grained communication via video conferencing and email. How easy is it for a team member in the UK to make a simple refactoring with confidence? The cost of communications in a geographically distributed team is higher, and therefore the cost of coordinating changes is higher. When the cost of coordinating change increases, one of two things happen. Either people find ways to reduce the coordination/communication costs, or they stop making changes. The latter is exactly how we end up with large, hard-to-maintain codebases.

I love a good bucket brigade, but they’re surprisingly hard to find. A good bucket brigade is where you accept your load, rotate 180 degrees and walk until you reach the next person, load that person, do another volte-face, and walk until someone loads you. A good bucket brigade isn’t just passing things from person to person. It’s a dynamic system in which autonomous units bunch and debunch as is optimal given the load and the speed and energy levels of each participant. A good bucket brigade is a thing of beauty, something whose smooth coordination arises from a bunch of disjointed parts who don’t need to know anything about the system’s whole state in order to help optimize it. In a good bucket brigade, the mere act of walking at the speed you feel comfortable with and carrying no more than you can safely lift and working at your own pace produces a perfectly balanced system in which the people faster than you can work faster, and the people slower than you can work slower. It is the opposite of an assembly line, where one person’s slowness is the whole line’s problem. A good bucket brigade allows everyone to contribute at their own pace, and the more contributors you get, the better it works.

That forum would hardly be the last time Hillary—or, for that matter, half the primary field—outperformed me, for it soon seemed as if we were gathered for a debate once every two or three weeks. I had never been particularly good in these formats myself: My long windups and preference for complicated answers worked against me, particularly onstage with seven savvy pros and a single timed minute to answer a question. During our first debate in April, the moderator called time at least twice before I was done speaking. Asked about how I’d handle multiple terrorist attacks, I discussed the need to coordinate federal help but neglected to mention the obvious imperative to go after the perpetrators. For the next several minutes, Hillary and the others took turns pointing out my oversight. Their tones were somber, but the gleam in their eyes said, Take that, rookie. Afterward, Axe was gentle in his postgame critique. “Your problem,” he said, “is you keep trying to answer the question.” “Isn’t that the point?” I said. “No, Barack,” Axe said, “that is not the point. The point is to get your message across. What are your values? What are your priorities? That’s what people care about. Look, half the time the moderator is just using the question to try to trip you up. Your job is to avoid the trap they’ve set. Take whatever question they give you, give ’em a quick line to make it seem like you answered it…and then talk about what you want to talk about.” “That’s bullshit,” I said. “Exactly,” he said.

we are bigger and better this goes out to the homophobes who made it seem like being gay was a disease that spread like a STD for laughing at us for our good fashion sense and color coordination what do you think we did in the closet all those years?

POWER: The amount of force you can exert in a specific amount of time. Power = Work/Time. If Tarzan and Jane are both able to perform only one Pull Up with their maximal efforts, but Jane is able to perform that one Pull Up faster, then she has more power even though they have the same strength. MUSCULAR ENDURANCE: How long you can exert a specific force. Jane and Tarzan could compare their muscular endurance by seeing who can hold the peak position of the Pull Up the longest. CARDIOVASCULAR ENDURANCE: Your body’s ability to supply working muscles with oxygen during prolonged activity. Jane and Tarzan challenge and improve their cardiovascular endurance by performing 200 non-stop Squats together. SPEED: Your ability to rapidly and repeatedly execute a movement or series of movements. If Jane can do 45 lunges in 30 seconds and Tarzan can do only 25, then Jane has greater speed. COORDINATION: Your ability to combine more than one movement to create a single, distinct movement. For example, performing a simple jump requires that you coordinate several movements. The bend at the waist, knees, and ankles and then the correct extension of those joints must all be combined into a single movement. Your ability to combine these movements, with the proper timing, into one movement determines your coordination, and in turn, how well you can do the exercise. BALANCE: Your ability to maintain control of your body’s center of gravity. FLEXIBILITY: Your range of motion. If Jane, while doing a squat and using good form, can go down until her butt touches her heels, and Tarzan can only go until his thighs are parallel to the ground, then Jane has greater flexibility. Simply put, fitness is the degree to which a person possesses these seven qualities.

startups are more likely to be vulnerable to the Good Idea, Bad Bedfellows failure pattern when they pursue opportunities that involve 1) complex operations requiring the tight coordination of different specialists’ work; 2) inventory of physical goods; and 3) large, lumpy capital requirements. By contrast, consider the more modest management demands on a purely software-based startup like Twitter when it launched. A small team of engineers created the site, and it spread virally without a paid marketing push. Capital requirements were modest and there was no physical inventory to manage. As Twitter grew, it eventually added an array of specialists to manage various functions—for example, community relations, server infrastructure, copyright compliance, etc. But it didn’t need these specialists at the outset.

The underpinning of their interest is the macro backdrop. The financial crisis is likely to be shorter-lived than the financial markets expect, they believe, because the Federal Reserve is poised to unleash powerful weapons of monetary policy on an unprecedented scale—in coordination with its counterparts overseas. The credit crunch will be overwhelmed by a sea of liquidity. This gift of almost a trillion dollars of freshly printed cash from the Fed alone will lift stock and debt markets to the point that investors will forget the jagged falls and crashes that have been torturing them in recent months. To be blunt, things will not stay cheap for long. It is an excellent time to buy a good business.

policymakers and humanitarian practitioners often lack a basic understanding of how markets operate to coordinate activities and generate mutually beneficial outcomes to improve human welfare. In many cases, the result of this ignorance is that interventions intended to help people in the wake of crises actually end up hurting those most in need. One example of this is price-gouging laws intended to protect those already suffering from being exploited by sellers who charge a supposed “unconscionable” or “obscene” price. While the rhetoric of these laws is politically appealing, in reality they reduce the amount of goods and services available to those who are most in need because the inability to charge a higher price provides a disincentive for entrepreneurs to adapt and redirect goods to the crisis-stricken area.

Ed glanced once more around the room. He wished they were back in the UK with the nice, reliable NHS. He liked the NHS. He knew where he was with the NHS with its tired look and its practical furniture. OK, it was horribly underfunded and it didn’t have coordinated decor with fancy accents, but his experience across the few dramas of his lifetime – appendicitis and a broken leg – had been good. The staff brilliant.

made reservations at a famous fishing lodge on the Au Sable River in Michigan. When I got there and found a place to park among the Saabs and Volvos the proprietor said I was just a few days early for the Hendrikson hatch. There is, I see, one constant in all types of fishing, which is when the fish are biting, which is almost-but-not-quite-now. I looked pretty good making false casts in the lodge parking lot. I mean no one doubled over with mirth. But most of the other two thousand young professionals fishing this no-kill stretch of the Au Sable were pretty busy checking to make sure that their trout shirts were color coordinated with their Reebok wading sneakers. When I stepped in the river, however, my act came to pieces. My line hit the water like an Olympic belly flop medalist. I hooked four “tree trout” in three minutes. My back casts had people ducking for cover in Traverse City and Grosse Pointe Farms. Somebody ought to tie a dry fly that looks like a Big Mac. Then there’d be an excuse for the hook winding up in my mouth instead of the fish’s. The only thing I could manage to get a drag-free float on was me after I stepped in a hole. And the trout? The trout laughed.

At the end of the scene, when Kathy kisses Don, Cosmo objects, thereby provoking Kathy to kiss him as well, to which he responds with girlish abashment (the exchange replays the part of “Good Mornin’” when Kathy sits first on Don’s knee, then on Cosmo’s). 2.5 2.6 2.7 Yet Don and Kathy do not yet engage fully as romantic partners, which becomes clear during the following number, Kelly’s famous solo rendition of the title song, “Singin’ in the Rain,” introduced by his deliberately isolating himself (kissing Kathy good night and then waving off the cab driver). Alone on the rain-drenched sound stage (assuming we have learned to recognize it as such from “You Were Meant for Me”), he clarifies the MERM-related function of such effects, which seem in themselves to demand that he sing. The coordination of MERM and Hollywood-style special effects is particularly close in this number, as he soon leaves the song behind, first to explore the sets and props conveniently at his disposal, and then to match the music’s crescendo with an expansive embrace of the larger space. Here, the camera cranes outward, and Kelly breaks through into a moment of “dancing-sublime,” when his dancing seems either to revert or to come full circle, returning to the primitive urge that gave it birth (thus his stomping and jumping in the puddle like an adolescent boy).34 But the number, through its supreme narcissism, actually does more to inhibit than to advance the plot.

A good strategy has coherence, coordinating actions, policies, and resources so as to accomplish an important end. Many organizations, most of the time, don’t have this. Instead, they have multiple goals and initiatives that symbolize progress, but no coherent approach to accomplishing that progress other than “spend more and try harder.

The circadian rhythm is an inner clock that follows the twenty-four hours in a day. The master clock sits in the master hormone gland in the middle of the brain, where it regulates the sleep-wake cycle and governs the clocks for the entire body. Each internal organ has its own clock, too, which is somehow coordinated by and with the master clock, so different functions turn on at different times of day. Next to the master hormone gland is a pine cone–shaped gland that makes melatonin, the hormone that induces sleep. The pine cone and the master gland talk to each other, synchronizing their roles to maximize a good night’s rest.

Applying this approach to measuring the value of impact investments generates thorny methodological problems. The first is that blended value often comes with public and collective good characteristics. Like the meadow that creates a feeding ground for migratory birds, they often create value that is enjoyed by those who do not pay for it. They also often require coordination between both customers and others, such as a drinking water business that relies on many noncustomers to keep the aquifer where it sources the water clean.

The first step in breaking organizational culture inertia is simplification. This helps to eliminate the complex routines, processes, and hidden bargains among units that mask waste and inefficiency. Strip out excess layers of administration and halt nonessential operations—sell them off, close them down, spin them off, or outsource the services. Coordinating committees and a myriad of complex initiatives need to be disbanded. The simpler structure will begin to illuminate obsolete units, inefficiency, and simple bad behavior that was hidden from sight by complex overlays of administration and self-interest. After the first round of simplification, it may be necessary to fragment the operating units. This will be the case when units do not need to work in close coordination—when they are basically separable. Such fragmentation breaks political coalitions, cuts the comfort of cross-subsidies, and exposes a larger number of smaller units to leadership’s scrutiny of their operations and performance. After this round of fragmentation, and more simplification, it is necessary to perform a triage. Some units will be closed, some will be repaired, and some will form the nuclei of a new structure. The triage must be based on both performance and culture—you cannot afford to have a high-performing unit with a terrible culture infect the others. The “repair” third of the triaged units must then be put through individual transformation and renewal maneuvers. Changing a unit’s culture means changing its members’ work norms and work-related values. These norms are established, held, and enforced daily by small social groups that take their cue from the group’s high-status member—the alpha. In general, to change the group’s norms, the alpha member must be replaced by someone who expresses different norms and values. All this is speeded along if a challenging goal is set. The purpose of the challenge is not performance per se, but building new work habits and routines within the unit. Once the bulk of operating units are working well, it may then be time to install a new overlay of coordinating mechanisms, reversing some of the fragmentation that was used to break inertia.

We also measured the oscillatory brain potentials and determined their synchrony during the moment when subjects see a picture for the first time and have to recognize it. In normal subjects, this produces a lot of activity in the high-frequency oscillatory gamma range, around forty hertz. But schizophrenic patients don’t show this increase, and they also have difficulties in synchronizing activity in different cortical areas. This may be one of the reasons why they have difficulties in coordinating their thoughts and coherently organizing their behavior (see figure 8). To conclude, if it is true that synchronization of these high-frequency rhythms serves to coordinate the many distributed processes in the brain, then a method of mental training like meditation that enhances synchronization should have profound effects on brain functions. Finding out what these effects are will be the goal of future research. Not all of them may be beneficial. It sometimes may not be good to synchronize things that should stay separated. But developing more synchrony might be highly effective in generating states of consciousness that differ from those we normally have when we act in a disassociated way in our environment.