Group Leader Quotes

A tribe is a group of people connected to one another, connected to a leader, and connected to an idea. For millions of years, human beings have been part of one tribe or another. A group needs only two things to be a tribe: a shared interest and a way to communicate.

Before the first streaks of light at dawn on December 7, 275 miles north of Oahu, the six (Japanese) carriers of the Striking Force turned into the southeast wind. Pounding into heavy swells at high speed, the carriers pitched severely with thunderous impact. The wind, surging seas, and roar of warming aircraft engines made communications possible only by hand signals and handheld signal lamps. Salt spray reached the high flight decks, and Commander Fuchida, the group leader, was very concerned about the conditions for launching planes. If this had been a training exercise the launch might have been delayed until conditions improved. However, this was not an exercise, and there would be no delay.

Tracy, the leader of the CDH group, looks at me with eyes that seem to belong to someone three times her age. It's something beyond wisdom, all the way to insanity and back. It's like her eyes are scarred from all the things she's seen.

When apparent stability disintegrates, As it must-- God is Change-- People tend to give in To fear and depression, To need and greed. When no influence is strong enough To unify people They divide. They struggle, One against one, Group against group, For survival, position, power. They remember old hates and generate new ones, The create chaos and nurture it. They kill and kill and kill, Until they are exhausted and destroyed, Until they are conquered by outside forces, Or until one of them becomes A leader Most will follow, Or a tyrant Most fear.

Contrary to popular opinion, leadership is not a reserved position for a particular group of people who were elected or appointed, ordained or enthroned. Leadership is self-made, self-retained, self-inculcated and then exposed through a faithful, sincere and examplary life.

The ability of a group of people to do remarkable things hinges on how well those people pull together as a team.

No serious sociologist any longer believes that the voice of the people expresses any divine or specially wise and lofty idea. The voice of the people expresses the mind of the people, and that mind is made up for it by the group leaders in whom it believes and by those persons who understand the manipulation of public opinion. It is composed of inherited prejudices and symbols and cliches and verbal formulas supplied to them by the leaders.

As Dave Cooper says, I screwed that up are the most important words any leader can say.

This group had a kind of dark glamour within the castle. They were a motley collection; a mixture of the weak seeking protection, the ambitious seeking some shared glory, and the thuggish gravitating toward a leader who could show them more refined forms of cruelty.

Elend shook his head. "We can survive this. But, the only way that will happen is if our people don't give up. They need leaders who laugh, leaders who feel that this fight can be won. So, this is what I ask of you. I don't care if you're an optimist or a pessimist—I don't care if secretly, you think we'll all be dead before the month ends. On the outside, I want to see you smiling. Do it in defiance, if you have to. If the end does come, I want this group to meet that end smiling. As the Survivor taught us.

But what is equally important, and sobering, is how often we fool ourselves. And we fool ourselves not only individually but en masse. The tendency of a group of human beings to quickly come to believe something that its individual members will later see as obviously false is truly amazing. Some of the worst tragedies of the last century happened because well-meaning people fell for easy solutions proposed by bad leaders.

Introverts tend to assume leadership positions within groups when they really have something to contribute….they listen carefully to the ideas of the people they lead. All of this gives them a big advantage over leaders who rise to the top simply because they're comfortable talking a lot or being in control.

Nine had heard whisperings that the secretive Bilderberg Group was effectively the World Government, undermining democracy by influencing everything from nations' political leaders to the venue for the next war. He recalled persistent rumors and confirmed media reports that the Bilderberg Group had such luminaries as Barack Obama, Prince Charles, Bill Gates, Rupert Murdoch, Tony Blair, Bill and Hillary Clinton, George Bush Sr. and George W. Bush. Other Bilderberg members sprung forth from Nine’s memory bank. They included the founders and CEOs of various multinational corporations like Facebook, BP, Google, Shell and Amazon, as well as almost every major financial institution on the planet.

I have interacted with the police complaints and internal affairs division twice and both times I came away with the opinion that I was dealing with a blatantly corrupt group of people.

To function efficiently, any group of people or employees must have faith in their leader."- Capt. Bligh(ret.)

Our personal identities are socially situated. We are where we live, eat, work, and make love. [...] Our sense of identity is in large measure conferred on us by others in the ways they treat or mistreat us, recognize or ignore us, praise us or punish us. Some people make us timid and shy; others elicit our sex appeal and dominance. In some groups we are made leaders, while in others we are reduced to being followers. We come to live up to or down to the expectations others have of us. The expectations of others often become self-fulfilling prophecies. Without realizing it, we often behave in ways that confirm the beliefs others have about us. Those subjective beliefs create new realities for us. We often become who other people think we are, in their eyes and in our behavior.

Isn't atheism just another religion?' No, it isn't. Atheism has no creeds, rituals, holy book, absolute moral code, origin myth, sacred spaces or shrines. It has no sin, divine judgment, forbidden words, prayer, worship, prophecy, group privileges, or anointed 'holy' leaders. Atheists don't believe in a transcendent world or supernatural afterlife. Most important, there is no orthodoxy in atheism.

It is never late to earn a degree, masters or doctorate. Learning has no age limit. All age groups are welcome to the act of learning.

Being a leader is not about finding ways to get others to serve you, but knowing how to serve your followers.

A child’s stories are simpler to understand because the language has not been developed to the point of high abstraction. An adult tells stories far more obtuse in nature.

Freud (1921), without referring to the general systems implications of his assertion, spelled out this mechanism clearly: “. . . the individual gives up his ego ideal and substitutes for it the group ideal embodied in the leader” (page 78, Group Psychology).

During the cold war, the anticommunist ideological framework could transform any data about existing communist societies into hostile evidence. If the Soviets refused to negotiate a point, they were intransigent and belligerent; if they appeared willing to make concessions, this was but a skillful ploy to put us off our guard. By opposing arms limitations, they would have demonstrated their aggressive intent; but when in fact they supported most armament treaties, it was because they were mendacious and manipulative. If the churches in the USSR were empty, this demonstrated that religion was suppressed; but if the churches were full, this meant the people were rejecting the regime's atheistic ideology. If the workers went on strike (as happened on infrequent occasions), this was evidence of their alienation from the collectivist system; if they didn't go on strike, this was because they were intimidated and lacked freedom. A scarcity of consumer goods demonstrated the failure of the economic system; an improvement in consumer supplies meant only that the leaders were attempting to placate a restive population and so maintain a firmer hold over them. If communists in the United States played an important role struggling for the rights of workers, the poor, African-Americans, women, and others, this was only their guileful way of gathering support among disfranchised groups and gaining power for themselves. How one gained power by fighting for the rights of powerless groups was never explained. What we are dealing with is a nonfalsifiable orthodoxy, so assiduously marketed by the ruling interests that it affected people across the entire political spectrum.

So great leaders don't try to please everyone. Great leaders don't water down their message in order to make the tribe a bit bigger. Instead, they realize that a motivated, connected tribe in the midst of a movement is far more powerful than a larger group could ever be.

The mob is primarily a group in which the residue of all classes are represented. This makes it so easy to mistake the mob for the people, which also comprises all strata of society. While the people in all great revolutions fight for true representation, the mob always will shout for the “strong man,” the “great leader.” For the mob hates society from which it is excluded, as well as Parliament where it is not represented.

i was dead i came alive i was tears i became laughter all because of love when it arrived my temporal life from then on changed to eternal love said to me you are not crazy enough you don’t fit this house i went and became crazy crazy enough to be in chains love said you are not intoxicated enough you don’t fit the group i went and got drunk drunk enough to overflow with light-headedness love said you are still too clever filled with imagination and skepticism i went and became gullible and in fright pulled away from it all love said you are a candle attracting everyone gathering every one around you i am no more a candle spreading light i gather no more crowds and like smoke i am all scattered now love said you are a teacher you are a head and for everyone you are a leader i am no more not a teacher not a leader just a servant to your wishes love said you already have your own wings i will not give you more feathers and then my heart pulled itself apart and filled to the brim with a new light overflowed with fresh life now even the heavens are thankful that because of love i have become the giver of light

I was obviously born to draw better than most people, just as the widow Berman and Paul Slazinger were obviously born to tell stories better than most people can. Other people are obviously born to sing and dance or explain the stars in the sky or do magic tricks or be great leaders or athletes, and so on. I think that could go back to the time when people had to live in small groups of relatives -- maybe fifty or a hundred people at the most. And evolution or God or whatever arranged things genetically to keep the little families going, to cheer them up, so that they could all have somebody to tell stories around the campfire at night, and somebody else to paint pictures on the walls of the caves, and somebody else who wasn't afraid of anything and so on. That's what I think. And of course a scheme like that doesn't make sense anymore, because simply moderate giftedness has been made worthless by the printing press and radio and television and satellites and all that. A moderately gifted person who would have been a community treasure a thousand years ago has to give up, has to go into some other line of work, since modern communications put him or her into daily competition with nothing but the world's champions. The entire planet can get along nicely now with maybe a dozen champion performers in each area of human giftedness. A moderately gifted person has to keep his or her gifts all bottled up until, in a manner of speaking, he or she gets drunk at a wedding and tapdances on the coffee table like Fred Astair or Ginger Rogers. We have a name for him or her. We call him or her an 'exhibitionist.' How do we reward such an exhibitionist? We say to him or her the next morning, 'Wow! Were you ever _drunk_ last night!

The thing to understand here is that gang rapes and gang or cult killings in times of peace and war are not “senseless violence.” They are instead powerful acts of group bonding and criminal enabling that, quite often, have a hidden purpose of promoting the wealth, power, or vanity of a specific leader or cause…at the expense of the innocent.

This teacher was kind and well-intentioned, but I wonder whether students like the young safety officer would be better off if we appreciated that not everyone aspires to be a leader in the conventional sense of the word—that some people wish to fit harmoniously into the group, and others to be independent of it.

Without the leaders building the tribe, a culture of mediocrity will prevail. Without an inspired tribe, leaders are impotent.

A critical element in nearly all effective social movements is leadership. For it is through smart, persistent, and authoritative leaders that a movement generates the appropriate concepts and language that captures the frustration, anger, or fear of the group's members and places responsibility where it is warranted.

We acquire a sense of worth either by realizing our talents, or by keeping busy, or by identifying ourselves with something apart from us--be it a cause, a leader, a group, possessions and the like. Of the three, the path of self-realization is the most difficult. It is taken only when other avenues to a sense of worth are more or less blocked. Men of talent have to be encouraged and goaded to engage in creative work. Their groans and laments echo through the ages. Action is a highroad to self-confidence and esteem.

I have no idea. I think she thinks I’m the alpha of our pack and that there is only room for one without resorting to cannibalism.” “I’m going to take your weird wolf analogy and assume you mean that she wants to be the leader of your group.

I was dead I came alive I was tears I became laughter All because of love when it arrived my temporal life from then on changed to eternal Love said to me you are not crazy enough you don’t fit this house I went and became crazy crazy enough to be in chains Love said you are not intoxicated enough you don’t fit the group I went and got drunk drunk enough to overflow with light-headedness Love said you are still too clever filled with imagination and skepticism I went and became gullible and in fright pulled away from it all Love said you are a candle attracting everyone gathering every one around you I am no more a candle spreading light I gather no more crowds and like smoke I am all scattered now Love said you are a teacher you are a head and for everyone you are a leader I am no more not a teacher not a leader just a servant to your wishes Love said you already have your own wings I will not give you more feathers And then my heart pulled itself apart and filled to the brim with a new light overflowed with fresh life Now even the heavens are thankful that because of love I have become the giver of light

The lack of transparency regarding training data sources and the methods used can be problematic. For example, algorithmic filtering of training data can skew representations in subtle ways. Attempts to remove overt toxicity by keyword filtering can disproportionately exclude positive portrayals of marginalized groups. Responsible data curation requires first acknowledging and then addressing these complex tradeoffs through input from impacted communities.

The religious leaders of the day had written the script for the Messiah. When Jesus announced he was the Messiah, the Pharisees and others screamed at him, "There is no Jesus in the Messiah script. Messiahs do not hang out with losers. Our Messiah does not break all the rules, Our Messiah does not question our leadership or threaten our religion or act so irresponsibly. Our Messiah does not disregard his reputation, befriend riffraff, or frequent the haunts of questionable people." Jesus' reply? "This Messiah does"! Do you see why Christianity is called "good news"? Christianity proclaims that it is an equal-opportunity faith, open to all, in spite of the abundance of playwrights in the church who are more than anxious to announce, "There is no place for you in Christianity if you [wear an earring/have a tattoo/drink wine/have too many questions/look weird/smoke/dance/haven't been filled with the Spirit/aren't baptized/swear/have pink hair/are in the wrong ethnic group/have a nose ring/have had an abortion/are gay or lesbian/are too conservative or too liberal].

An older man who seems to be the leader of the Jesus Tshirt group says that the Bible forbids abortion in its commandment “Thou shall not kill.” But being in the Bible Belt, people really know their Bible, and an older woman cites Exodus 21:22–23, a passage that says a man who causes a pregnant woman to miscarry must pay a fine but is not charged with murder, not unless the woman herself dies. Thus the Bible is making clear, that a dependent life is not the same as an independent life.

Those primarily responsible for the current desperate situation of the Palestinian people have been their own leaders, from Haj Hussaini (the late Grand Mufti of Jerusalem) to Yassir Arafat, to the leaders of Hamas and the other terrorist groups. These leaders have placed a higher priority on the destruction of Israel than on the construction of Palestine.

I wanted to create a forum, a loosely-structured cabal for the productive aliens, not misfits who need to depend on a group. After the re-organization, I was free to be more selective. I would much rather attract and lend support to those individuals who use their alienation—just as most leaders are usually different or distinctive in some way. Groups encourage dependence on beliefs and delusions to reinforce their omnipotence. Instead of fostering self-sufficiency and honest skepticism, I saw my group lapsing into blind belief and unhealthy anthropomorphism. That’s not what I intended and I had to make moves to get the Church of Satan back on track.

It was one of those midsummer Sundays when everyone sits around saying, "I drank too much last night." You might have heard it whispered by the parishioners leaving church, heard it from the lips of the priest himself, struggling with his cassock in the vestiarium, heard it from the golf links and the tennis courts, heard it from the wildlife preserve where the leader of the Audubon group was suffering from a terrible hangover. "I drank too much," said Donald Westerhazy. "We all drank too much," said Lucinda Merrill. "It must have been the wine," said Helen Westerhazy. "I drank too much of that claret.

Who would appreciate such candor? No one. None of us really likes honesty. We prefer deception –but only when it is unabashedly flattering or artfully camouflaged. Groups seem to need to believe that they are superior to others and that they have a purpose greater than just passing along their genes to the next generation. Individuals seem to need similar delusions – about who they are and why they do what they do. They need heroes, however fraudulent… Studies show that people are more likely to accept the opinion of a confident con man than the cautious view of someone who actually knows what he is talking about. And professionals who form overconfident opinions on the basis of incorrect readings of the facts are more likely to succeed than their more competent peers who display greater doubt. What’s more, deception works best, according to studies by psychologists, when the person doing the deceiving is fool enough to be deceived, too; that is, when he believes his own lies. That is why incompetent leaders – who are naïve enough to fall for their own guff – are such a danger to civilized life. If they are modern leaders, they must also delude themselves into thinking they know how to make the world a better place. Invariably, the answers they propose to problems are ones that bubble up from their own vanity, the essence of which is to make the rest of the world look just like them!

Next thing they knew, the door burst open, and there stood a group of the three meanest girls in school, who called themselves "The squad." The leader, Victoria, held up a disposable camera, snapping a quick picture, before the three burst into a fit of laughter.

The path of self-realisation is the most difficult. -We acquire a sense of worth either by realising our talents, or by keeping busy, or by identifying ourselves with something apart from us - be it a cause, a leader, a group, possessions, and the like. Of the three, the path of self-realisation is the most difficult. It is taken when other avenues to a sense of worth are more or less blocked.

Self-confidence seemed to me more mimicry than anything else and I suggested visiting Clifton Zoo to watch the leaders in a group of baboons, and learn from them: make your gestures slow and deliberate; cultivate a deeper voice; appear casual at all times; eschew all rapid movements. That was all you had to do to look confident.

The sober truth is that the most important civil rights battles were fought and won four decades before the Obama presidency. The black underclass continues to face many challenges, but they have to do with values and habits, not oppression from a manifestly unjust society. Blacks have become their own worst enemy, and liberal leaders do not help matters by blaming self-inflicted wounds on whites or “society.” The notion that racism is holding back blacks as a group, or that better black outcomes cannot be expected until racism has been vanquished, is a dodge. And encouraging blacks to look to politicians to solve their problems does them a disservice. As the next chapter explains, one lesson of the Obama presidency—maybe the most important one for blacks—is that having a black man in the Oval Office is less important than having one in the home.

The farther right you go on the curve, the more you will encounter the clients and customers who may need what you have, but don't necessarily believe what you believe. As clients, they are the ones for whom, no matter how hard you work, it's never enough. Everything usually boils down to price with them. They are rarely loyal. They rarely give referrals and sometimes you may even wonder out loud why you still do business with them. "They just don't get it," our gut tells us. The importance of identifying this group is so that you can avoid doing business with them.

Every company, organization or group with the ability to inspire starts with a person or small group of people who were inspired to do something bigger than themselves. Gaining clarity of WHY, ironically, is not the hard part. It is the discipline to trust one's gut, to stay true to one's purpose, cause or beliefs. Remaining completely in balance and authentic is the most difficult part.

It is true that some secluded intellectuals in their esoteric circles talk differently. They proclaim the priority of what they call eternal absolute values and feign in their declamations—not in their personal conduct—a disdain of things secular and transitory. But the public ignores such utterances. The main goal of present-day political action is to secure for the respective pressure group memberships the highest material well-being. The only way for a leader to succeed is to instill in people the conviction that his program best serves the attainment of this goal.

Early theorists of group psychology had tried to explain why men were so sheeplike when they functioned in groups. They developed ideal like "mental contagion" and "herd instinct," which became very popular. But as Freud was quick to see, these ideas never really did explain what men did with their judgment and common sense when they got caught up in groups. Freud saw right away what they did with it: they simply became dependent children again, blindly following the inner voice of their parents, which now came to them under the hypnotic spell of the leader. They abandoned their egos to his, identified with his power, tried to function with him as an ideal.

While in principle groups for survivors are a good idea, in practice it soon becomes apparent that to organize a successful group is no simple matter. Groups that start out with hope and promise can dissolve acrimoniously, causing pain and disappointment to all involved. The destructive potential of groups is equal to their therapeutic promise. The role of the group leader carries with it a risk of the irresponsible exercise of authority. Conflicts that erupt among group members can all too easily re-create the dynamics of the traumatic event, with group members assuming the roles of perpetrator, accomplice, bystander, victim, and rescuer. Such conflicts can be hurtful to individual participants and can lead to the group’s demise. In order to be successful, a group must have a clear and focused understanding of its therapeutic task and a structure that protects all participants adequately against the dangers of traumatic reenactment. Though groups may vary widely in composition and structure, these basic conditions must be fulfilled without exception. Commonality with other people carries with it all the meanings of the word common. It means belonging to a society, having a public role, being part of that which is universal. It means having a feeling of familiarity, of being known, of communion. It means taking part in the customary, the commonplace, the ordinary, and the everyday. It also carries with it a feeling of smallness, or insignificance, a sense that one’s own troubles are ‘as a drop of rain in the sea.’ The survivor who has achieved commonality with others can rest from her labors. Her recovery is accomplished; all that remains before her is her life.

For most of us, we have warmer feelings for the projects we worked on where everything seemed to go wrong. We remember how the group stayed at work until 3 a.m., ate cold pizza and barely made the deadline. Those are the experiences we remember as some of our best days at work. It was not because of the hardship, per se, but because the hardship was shared. It is not the work we remember with fondness, but the camaraderie, how the group came together to get things done. And the reason is, once again, natural. In an effort to get us to help one another during times of struggle, our bodies release oxytocin. In other words, when we share the hardship, we biologically grow closer.

Almost as an article of faith, some individuals believe that conspiracies are either kooky fantasies or unimportant aberrations. To be sure, wacko conspiracy theories do exist. There are people who believe that the United States has been invaded by a secret United Nations army equipped with black helicopters, or that the country is secretly controlled by Jews or gays or feminists or black nationalists or communists or extraterrestrial aliens. But it does not logically follow that all conspiracies are imaginary. Conspiracy is a legitimate concept in law: the collusion of two or more people pursuing illegal means to effect some illegal or immoral end. People go to jail for committing conspiratorial acts. Conspiracies are a matter of public record, and some are of real political significance. The Watergate break-in was a conspiracy, as was the Watergate cover-up, which led to Nixon’s downfall. Iran-contra was a conspiracy of immense scope, much of it still uncovered. The savings and loan scandal was described by the Justice Department as “a thousand conspiracies of fraud, theft, and bribery,” the greatest financial crime in history. Often the term “conspiracy” is applied dismissively whenever one suggests that people who occupy positions of political and economic power are consciously dedicated to advancing their elite interests. Even when they openly profess their designs, there are those who deny that intent is involved. In 1994, the officers of the Federal Reserve announced they would pursue monetary policies designed to maintain a high level of unemployment in order to safeguard against “overheating” the economy. Like any creditor class, they preferred a deflationary course. When an acquaintance of mine mentioned this to friends, he was greeted skeptically, “Do you think the Fed bankers are deliberately trying to keep people unemployed?” In fact, not only did he think it, it was announced on the financial pages of the press. Still, his friends assumed he was imagining a conspiracy because he ascribed self-interested collusion to powerful people. At a World Affairs Council meeting in San Francisco, I remarked to a participant that U.S. leaders were pushing hard for the reinstatement of capitalism in the former communist countries. He said, “Do you really think they carry it to that level of conscious intent?” I pointed out it was not a conjecture on my part. They have repeatedly announced their commitment to seeing that “free-market reforms” are introduced in Eastern Europe. Their economic aid is channeled almost exclusively into the private sector. The same policy holds for the monies intended for other countries. Thus, as of the end of 1995, “more than $4.5 million U.S. aid to Haiti has been put on hold because the Aristide government has failed to make progress on a program to privatize state-owned companies” (New York Times 11/25/95). Those who suffer from conspiracy phobia are fond of saying: “Do you actually think there’s a group of people sitting around in a room plotting things?” For some reason that image is assumed to be so patently absurd as to invite only disclaimers. But where else would people of power get together – on park benches or carousels? Indeed, they meet in rooms: corporate boardrooms, Pentagon command rooms, at the Bohemian Grove, in the choice dining rooms at the best restaurants, resorts, hotels, and estates, in the many conference rooms at the White House, the NSA, the CIA, or wherever. And, yes, they consciously plot – though they call it “planning” and “strategizing” – and they do so in great secrecy, often resisting all efforts at public disclosure. No one confabulates and plans more than political and corporate elites and their hired specialists. To make the world safe for those who own it, politically active elements of the owning class have created a national security state that expends billions of dollars and enlists the efforts of vast numbers of people.

By operating without a leader the scout bees of a swarm neatly avoid one of the greatest threats to good decision making by groups: a domineering leader. Such an individual reduces a group's collective power to uncover a diverse set of possible solutions to a problem, to critically appraise these possibilities, and to winnow out all but the best one.

Did you have fun with morale when you were in charge?” Wrath muttered to Xcor. “All the time. The stronger the warrior—” “The harder the head.” “—the harder the head.” As they finished the sentence with the same words, and in an identically exhausted tone, she was surprised. And yet they had faced the same issues, hadn’t they, both leaders of groups of males that were highly charged in the best of situations … and downright dangerous in bad ones.

A company is a culture. A group of people brought together around a common set of values and beliefs. It’s not products or services that bind a company together. It’s not size and might that make a company strong, it’s the culture—the strong sense of beliefs and values that everyone, from the CEO to the receptionist, all share. So the logic follows, the goal is not to hire people who simply have a skill set you need, the goal is to hire people who believe what you believe.

If you’re a manager, remember that one third to one half of your workforce is probably introverted, whether they appear that way or not. Think twice about how you design your organization’s office space. Don’t expect introverts to get jazzed up about open office plans or, for that matter, lunchtime birthday parties or team-building retreats. Make the most of introverts’ strengths—these are the people who can help you think deeply, strategize, solve complex problems, and spot canaries in your coal mine. Also, remember the dangers of the New Groupthink. If it’s creativity you’re after, ask your employees to solve problems alone before sharing their ideas. If you want the wisdom of the crowd, gather it electronically, or in writing, and make sure people can’t see each other’s ideas until everyone’s had a chance to contribute. Face-to-face contact is important because it builds trust, but group dynamics contain unavoidable impediments to creative thinking. Arrange for people to interact one-on-one and in small, casual groups. Don’t mistake assertiveness or eloquence for good ideas. If you have a proactive work force (and I hope you do), remember that they may perform better under an introverted leader than under an extroverted or charismatic one.

It is not enough for the skeptic, then, to simply dismiss the Christian teaching about the resurrection of Jesus by saying, “It just couldn’t have happened.” He or she must face and answer all these historical questions: Why did Christianity emerge so rapidly, with such power? No other band of messianic followers in that era concluded their leader was raised from the dead—why did this group do so? No group of Jews ever worshipped a human being as God. What led them to do it? Jews did not believe in divine men or individual resurrections. What changed their worldview virtually overnight? How do you account for the hundreds of eyewitnesses to the resurrection who lived on for decades and publicly maintained their testimony, eventually giving their lives for their belief?

Many strongmen, past and present, have used populist rhetoric that defines their nations as bound by faith, race, and ethnicity rather than by legal rights. For authoritarians, only some people are "the people," regardless of their birthplace or citizenship status, and only the leader, above and beyond any institution, embodies that group. This is why, in strongman states, attacking the leader is seen as attacking the state itself, and why critics are labeled enemies of the people or terrorists.

A pastor struggled for years with sexual addiction, eventually becoming so despondent that hospitalized himself. He joined an inpatient group and was mostly silent as others shared. When he decided not to come one day, the leader found he had fallen back into his addiction the previous night. Against every fiber of his instinct, he came back to the group. He shared how much he despised himself and his hypocritical behavior. When he saw that others wept for him, the weight of the secret that piled on the shame was broken. As Ortberg puts it, the man was able to taste the grace he taught about.

Again in Russia, we find a tiny group of zealots—calling themselves “the majority” (Bolsheviks)—who planned to control everything from a central authority. Lenin wrote most of the “scientific” program for a dictatorship of the proletariat in Russia, which was then debated and modified by other communist leaders. Socialism had to be imposed from above, by educated elites. There would be no from-the-bottom-up modifications.

Now I was the only one left. I thought about what I was going to say: Oh, hi there, I'm Thom. I just want to say what an honor it is to be a part of this prestigious team. A leader that wants to kick my ass, some bitchy girl with a major attitude problem, a geriatric precog, a guy who should probably be quarantined at the Center for Disease Control, and me, just your average, ordinary, gay teen superhero. Surely we're what the founding members had in mind when they banded together to form the world's premier superhero group. What's not to be excited about? "I'm Thom." I scratched a dry patch above my elbow. "I can heal things. Sometimes.

It’s absolutely obvious that global warming has started,” France’s president, Jacques Chirac, said after attending the 2004 summit of leaders of the world’s major industrial powers—the Group of 8. “And so we have to act responsibly, and, if we do nothing, we would bear a heavy responsibility. I had the chance to talk to the United States president about this. To tell you that I convinced him would be a total exaggeration, as you can imagine.

Alas, one cannot assert authority by accepting one's own fallibility. Simply, people need to be blinded by knowledge-we are made to follow leaders who can gather people together because the advantages of being in groups trump the disadvantages of being alone. It has been more profitable for us to bind together in the wrong direction than to be alone in the right one. Those who have followed the assertive idiot rather than the introspective wise person have passed us some of their genes. This is apparent from a social pathology: psychopaths rally followers.

Whether in Bolshevism, Fascism, or Nazism, we meet continually with the forcible and ruthless usurpation of the power of the State by a minority drawn from the masses, resting on their support, flattering them and threatening them at the same time; a minority led by a charismatic leader and brazenly identifying itself with the State. It is a tyranny that does away with all the guarantees of the constitutional State, constituting as the only party the minority that has created it, furnishing that party with far-reaching judicial and administrative functions, and permitting within the whole life of the nation no groups, no activities, no opinions, no associations or religions, no publications, no educational institutions, no business transactions, that are not dependent on the will of the Government.

I started going over the lines in my head for this French play I’m in at school. I play a rabbit called Janot Lapin, who’s the leader of a group of farm animals. It’s not the most interesting play in the universe, but we only know three verb tenses so far so we didn’t have a lot of choices. There’s this one scene where I’m really hungry because the landowners aren’t feeding us, and I keep saying, “J’ai faim.” In case you don’t know, that means “I’m hungry,” but it really means “I have hunger.” That’s what real French people say. I think it’s neat how French people have hunger, but they aren’t hungry like Americans are. I mean, it’s a lot easier to try not to have something than to try not to be it.

Let’s add up what we know. He gravitated toward all things occult. He wanted to be a member of a tight clan with strict rules and secret codes. He craved highly organized social structures, with leaders and followers clearly distinguished.  A group with little appeal to the masses. A group with few members. We know that these Nordic runes fascinated him. And apparently he held that fascination for a long time, given that he added the ‘Hagalaz’ to the message intended for Marshal Pack.

To begin with, we have to be more clear about what we mean by patriotic feelings. For a time when I was in high school, I cheered for the school athletic teams. That's a form of patriotism — group loyalty. It can take pernicious forms, but in itself it can be quite harmless, maybe even positive. At the national level, what "patriotism" means depends on how we view the society. Those with deep totalitarian commitments identify the state with the society, its people, and its culture. Therefore those who criticized the policies of the Kremlin under Stalin were condemned as "anti-Soviet" or "hating Russia". For their counterparts in the West, those who criticize the policies of the US government are "anti-American" and "hate America"; those are the standard terms used by intellectual opinion, including left-liberal segments, so deeply committed to their totalitarian instincts that they cannot even recognize them, let alone understand their disgraceful history, tracing to the origins of recorded history in interesting ways. For the totalitarian, "patriotism" means support for the state and its policies, perhaps with twitters of protest on grounds that they might fail or cost us too much. For those whose instincts are democratic rather than totalitarian, "patriotism" means commitment to the welfare and improvement of the society, its people, its culture. That's a natural sentiment and one that can be quite positive. It's one all serious activists share, I presume; otherwise why take the trouble to do what we do? But the kind of "patriotism" fostered by totalitarian societies and military dictatorships, and internalized as second nature by much of intellectual opinion in more free societies, is one of the worst maladies of human history, and will probably do us all in before too long. With regard to the US, I think we find a mix. Every effort is made by power and doctrinal systems to stir up the more dangerous and destructive forms of "patriotism"; every effort is made by people committed to peace and justice to organize and encourage the beneficial kinds. It's a constant struggle. When people are frightened, the more dangerous kinds tend to emerge, and people huddle under the wings of power. Whatever the reasons may be, by comparative standards the US has been a very frightened country for a long time, on many dimensions. Quite commonly in history, such fears have been fanned by unscrupulous leaders, seeking to implement their own agendas. These are commonly harmful to the general population, which has to be disciplined in some manner: the classic device is to stimulate fear of awesome enemies concocted for the purpose, usually with some shreds of realism, required even for the most vulgar forms of propaganda. Germany was the pride of Western civilization 70 years ago, but most Germans were whipped to presumably genuine fear of the Czech dagger pointed at the heart of Germany (is that crazier than the Nicaraguan or Grenadan dagger pointed at the heart of the US, conjured up by the people now playing the same game today?), the Jewish-Bolshevik conspiracy aimed at destroying the Aryan race and the civilization that Germany had inherited from Greece, etc. That's only the beginning. A lot is at stake.

Cult (totalistic type): a group or movement exhibiting a great or excessive devotion or dedication to some person, idea, or thing and employing unethically manipulative techniques of persuasion and control (e.g., isolation from former friends and family, debilitation, use of special methods to heighten suggestibility and subservience, powerful group pressure, information management, suspension of individuality or critical judgement, promotion of total dependency on the group and fear of leaving it, etc) designed to advance the goals of the group's leaders, to the actual or possible detriment of members, their families, or the community.

The most significant fact of political life, which almost no news organization will dare to acknowledge – because it would at a stroke exclude half of its speculations and disappointments – is that in some key areas of politics, nothing can be achieved very quickly by any one person or party; it would be impossible for anyone – not simply this fool or that group of cretins – to change matters at a pace that would flatter the expectations of the news cycle; and that in the case of certain problems, the only so-called ‘solutions’ will have to await a hundred years or more of incremental change, rather than a messianic leader, an international conference or a quick war.

I developed a maturing recognition of the importance of hopefulness in creating justice. I'd started addressing the subject of hopefulness in talks to small groups. I'd grown fond of quoting Vaclav Havel, the great Czech leader who had said that 'hope' was the one thing people struggling in Eastern Europe needed during the era of Soviet domination. The kind of hope that creates a willingness to position oneself in a hopeless place and be a witness, that allows one to believe in a better future, even in the face of abusive power. That kind of hope makes one strong.

There was music from my neighbor's house through the summer nights. In his blue gardens men and girls came and went like moths among the whisperings and the champagne and the stars. At high tide in the afternoon I watched his guests diving from the tower of his raft, or taking the sun on the hot sand of his beach while his two motor-boats slit the waters of the Sound, drawing aquaplanes over cataracts of foam. On week-ends his Rolls-Royce became an omnibus, bearing parties to and from the city between nine in the morning and long past midnight, while his station wagon scampered like a brisk yellow bug to meet all trains. And on Mondays eight servants, including an extra gardener, toiled all day with mops and scrubbing-brushes and hammers and garden-shears, repairing the ravages of the night before. Every Friday five crates of oranges and lemons arrived from a fruiterer in New York--every Monday these same oranges and lemons left his back door in a pyramid of pulpless halves. There was a machine in the kitchen which could extract the juice of two hundred oranges in half an hour if a little button was pressed two hundred times by a butler's thumb. At least once a fortnight a corps of caterers came down with several hundred feet of canvas and enough colored lights to make a Christmas tree of Gatsby's enormous garden. On buffet tables, garnished with glistening hors-d'oeuvre, spiced baked hams crowded against salads of harlequin designs and pastry pigs and turkeys bewitched to a dark gold. In the main hall a bar with a real brass rail was set up, and stocked with gins and liquors and with cordials so long forgotten that most of his female guests were too young to know one from another. By seven o'clock the orchestra has arrived, no thin five-piece affair, but a whole pitful of oboes and trombones and saxophones and viols and cornets and piccolos, and low and high drums. The last swimmers have come in from the beach now and are dressing up-stairs; the cars from New York are parked five deep in the drive, and already the halls and salons and verandas are gaudy with primary colors, and hair shorn in strange new ways, and shawls beyond the dreams of Castile. The bar is in full swing, and floating rounds of cocktails permeate the garden outside, until the air is alive with chatter and laughter, and casual innuendo and introductions forgotten on the spot, and enthusiastic meetings between women who never knew each other's names. The lights grow brighter as the earth lurches away from the sun, and now the orchestra is playing yellow cocktail music, and the opera of voices pitches a key higher. Laughter is easier minute by minute, spilled with prodigality, tipped out at a cheerful word. The groups change more swiftly, swell with new arrivals, dissolve and form in the same breath; already there are wanderers, confident girls who weave here and there among the stouter and more stable, become for a sharp, joyous moment the centre of a group, and then, excited with triumph, glide on through the sea-change of faces and voices and color under the constantly changing light. Suddenly one of the gypsies, in trembling opal, seizes a cocktail out of the air, dumps it down for courage and, moving her hands like Frisco, dances out alone on the canvas platform. A momentary hush; the orchestra leader varies his rhythm obligingly for her, and there is a burst of chatter as the erroneous news goes around that she is Gilda Gray's understudy from the FOLLIES. The party has begun.

power dynamic operates in emotional contagion, determining which person’s brain will more forcefully draw the other into its emotional orbit. Mirror neurons are leadership tools: Emotions flow with special strength from the more socially dominant person to the less. One reason is that people in any group naturally pay more attention to and place more significance on what the most powerful person in that group says and does. That amplifies the force of whatever emotional message the leader may be sending, making her emotions particularly contagious. As I heard the head of a small organization say rather ruefully, “When my mind is full of anger, other people catch it like the flu.

Sooner or later, all talk among foreigners in Pyongyang turns to one imponderable subject. Do the locals really believe what they are told, and do they truly revere Fat Man and Little Boy? I have been a visiting writer in several authoritarian and totalitarian states, and usually the question answers itself. Someone in a café makes an offhand remark. A piece of ironic graffiti is scrawled in the men's room. Some group at the university issues some improvised leaflet. The glacier begins to melt; a joke makes the rounds and the apparently immovable regime suddenly looks vulnerable and absurd. But it's almost impossible to convey the extent to which North Korea just isn't like that. South Koreans who met with long-lost family members after the June rapprochement were thunderstruck at the way their shabby and thin northern relatives extolled Fat Man and Little Boy. Of course, they had been handpicked, but they stuck to their line. There's a possible reason for the existence of this level of denial, which is backed up by an indescribable degree of surveillance and indoctrination. A North Korean citizen who decided that it was all a lie and a waste would have to face the fact that his life had been a lie and a waste also. The scenes of hysterical grief when Fat Man died were not all feigned; there might be a collective nervous breakdown if it was suddenly announced that the Great Leader had been a verbose and arrogant fraud. Picture, if you will, the abrupt deprogramming of more than 20 million Moonies or Jonestowners, who are suddenly informed that it was all a cruel joke and there's no longer anybody to tell them what to do. There wouldn't be enough Kool-Aid to go round. I often wondered how my guides kept straight faces. The streetlights are turned out all over Pyongyang—which is the most favored city in the country—every night. And the most prominent building on the skyline, in a town committed to hysterical architectural excess, is the Ryugyong Hotel. It's 105 floors high, and from a distance looks like a grotesquely enlarged version of the Transamerica Pyramid in San Francisco (or like a vast and cumbersome missile on a launchpad). The crane at its summit hasn't moved in years; it's a grandiose and incomplete ruin in the making. 'Under construction,' say the guides without a trace of irony. I suppose they just keep two sets of mental books and live with the contradiction for now.

Among [Applewhite's] other teachings was the classic cult specialty of developing disdain for anyone outside of the Heaven's Gate commune. Applewhite flattered his would-be alien flock that they were an elite elect far superior to the non-initiated humans whom he considered to be deluded zombies.[...]Applewhite effectively fed his paranoid persecution complex to his followers to ensure blind loyalty to the group and himself while fostering alienation from the mundane world. This paradoxical superior/fearful attitude towards “Them” (i.e., anyone who is not one of “Us”) is one of the simplest means of hooking even the most skeptical curiosity seeker into the solipsistic netherworld of a [mentally unbalanced] leader's insecure and threatened worldview.

There is a vast difference between being a Christian and being a disciple. The difference is commitment. Motivation and discipline will not ultimately occur through listening to sermons, sitting in a class, participating in a fellowship group, attending a study group in the workplace or being a member of a small group, but rather in the context of highly accountable, relationally transparent, truth-centered, small discipleship units. There are twin prerequisites for following Christ - cost and commitment, neither of which can occur in the anonymity of the masses. Disciples cannot be mass produced. We cannot drop people into a program and see disciples emerge at the end of the production line. It takes time to make disciples. It takes individual personal attention. Discipleship training is not about information transfer, from head to head, but imitation, life to life. You can ultimately learn and develop only by doing. The effectiveness of one's ministry is to be measured by how well it flourishes after one's departure. Discipling is an intentional relationship in which we walk alongside other disciples in order to encourage, equip, and challenge one another in love to grow toward maturity in Christ. This includes equipping the disciple to teach others as well. If there are no explicit, mutually agreed upon commitments, then the group leader is left without any basis to hold people accountable. Without a covenant, all leaders possess is their subjective understanding of what is entailed in the relationship. Every believer or inquirer must be given the opportunity to be invited into a relationship of intimate trust that provides the opportunity to explore and apply God's Word within a setting of relational motivation, and finally, make a sober commitment to a covenant of accountability. Reviewing the covenant is part of the initial invitation to the journey together. It is a sobering moment to examine whether one has the time, the energy and the commitment to do what is necessary to engage in a discipleship relationship. Invest in a relationship with two others for give or take a year. Then multiply. Each person invites two others for the next leg of the journey and does it all again. Same content, different relationships. The invitation to discipleship should be preceded by a period of prayerful discernment. It is vital to have a settled conviction that the Lord is drawing us to those to whom we are issuing this invitation. . If you are going to invest a year or more of your time with two others with the intent of multiplying, whom you invite is of paramount importance. You want to raise the question implicitly: Are you ready to consider serious change in any area of your life? From the outset you are raising the bar and calling a person to step up to it. Do not seek or allow an immediate response to the invitation to join a triad. You want the person to consider the time commitment in light of the larger configuration of life's responsibilities and to make the adjustments in schedule, if necessary, to make this relationship work. Intentionally growing people takes time. Do you want to measure your ministry by the number of sermons preached, worship services designed, homes visited, hospital calls made, counseling sessions held, or the number of self-initiating, reproducing, fully devoted followers of Jesus? When we get to the shore's edge and know that there is a boat there waiting to take us to the other side to be with Jesus, all that will truly matter is the names of family, friends and others who are self initiating, reproducing, fully devoted followers of Jesus because we made it the priority of our lives to walk with them toward maturity in Christ. There is no better eternal investment or legacy to leave behind.

There is a theory about human behavior called the 10-80-10 principle. I speak of it often when I talk to corporate groups or business leaders. It is the best strategy I know for getting the most out of your team. Think of your team or your organization as a big circle. At the very center of it, the nucleus, are the top 10 percenters, people who give all they've got all the time, who are the essence of self-discipline, self-respect, and the relentless persuit of improvement. They are the elite- the most powerful component of any organization. They are the people I love to coach. Outside the nucleus are the 80 percenters. They are the majority- people who go to work, do a good job, and are relatively reliable. The 80 percenters are for the most part trustworthy and dutiful, but they simply don't have the drive and the unbending will that the nucleus guys do. They just don't burn as hot. The final 10 percenters are uninterested or defiant. They are on the periphery, mostly just coasting through life, not caring about reaching their potential or honoring the gifts they've been given. They are coach killers. The leadership challenge is to move as many of the 80 percenters into the nucleus as you can.

Many historians, many sociologists and psychologists have written at lenght, and with deep concern, about the price that Western man has had to pay and will go on paying for technological progress. They point out, for example, that democracy can be hardly expected to flourish in societies where political and economic power is being progressively concentrated and centralized.But the progress of technology has led and is still leading to just such a concentration and centralisation of power. As the machinery of mass production is made more efficient it tends to become more complex and more expensive - and so less available to the eterpriser of limited means. Moreover, mass production cannot work without mass distribution; but mass distribution raises problems which only the largest producers can satisfactorily solve. In a world of mass production and mass distribution the Little Man, with his inadequate stock of working capital, is at a grave disadvantage. In competition with Big Man, he loses his money and finally his very existence as an independent producer; the Big Man has grobbled him up. As the Little Men disappear, more and more economic power comes to be wielded by fewer and fewer people. Under a dictatorship the Big Business, made possible by advancing technology and the consequent ruin of Little Business, is controlled by the State - that is to say, by small group of party leaders and soldiers, policemen and civil servants who carry out their orders.

What are the true reasons why the purchaser is planning to spend his money on a new car instead of a piano? Because he has decided that he wants the commodity called locomotion more than he wants the commodity called music? Not altogether. He buys a car, because it is at the moment the group custom to buy cars. The modern propagandist therefore sets to work to create circumstances which will modify that custom . . . He will endeavor to develop public acceptance of the idea of a music room in the home. This he may do, for example, by organizing an exhibition of period music rooms designed by well-known decorators who themselves exert an influence on the buying groups . . . Then, in order to create dramatic interest in the exhibit, he stages an event or ceremony. To this ceremony key people, persons known to influence the buying habits of the public, such as a famous violinist, a popular artist, and a society leader, are invited. These key persons affect other groups, lifting the idea of the music room to a place in the public consciousness which it did not have before. The juxtaposition of these leaders, and the idea which they are dramatizing, are then projected to the wider public through various publicity channels . . . The music room will be accepted because it has been made the thing. And the man or woman who has a music room, or has arranged a corner of the parlor as a musical corner, will naturally think of buying a piano. It will come to him as his own idea.

Assorted theories have been advanced to explain confirmation bias—why people rush to embrace information that supports their beliefs while rejecting information that disputes them: that first impressions are difficult to dislodge, that there’s a primitive instinct to defend one’s turf, that people tend to have emotional rather than intellectual responses to being challenged and are loath to carefully examine evidence. Group dynamics only exaggerate these tendencies, the author and legal scholar Cass Sunstein observed in his book Going to Extremes: insularity often means limited information input (and usually information that reinforces preexisting views) and a desire for peer approval; and if the group’s leader “does not encourage dissent and is inclined to an identifiable conclusion, it is highly likely that the group as a whole will move toward that conclusion.” Once the group has been psychologically walled off, Sunstein wrote, “the information and views of those outside the group can be discredited, and hence nothing will disturb the process of polarization as group members continue to talk.” In fact, groups of like-minded people can become breeding grounds for extreme movements. “Terrorists are made, not born,” Sunstein observed, “and terrorist networks often operate in just this way. As a result, they can move otherwise ordinary people to violent acts.

American feminism is currently dominated by a group of wome n wh o seek to persuad e the public that American wome n are not the free creatures we thin k w e are. Th e leaders an d theorists of the women's movemen t believe that ou r society is best described as a patriarchy, a "male hegemony," a "sex/gender system" in whic h the dominan t gender works to keep wome n cowering an d submissive. The feminists wh o hold this divisive view of ou r social an d political reality believe we are in a gender war, an d they are eager to disseminate stories of atrocity that are designed to alert wome n to their plight. Th e "gender feminists" (as I shall call them) believe that all ou r institutions, from the state to the family to the grade schools, perpetuate male dominance . Believing that wome n are virtually under siege, gende r feminists naturally seek recruits to their side of the gender war. They seek support . They seek vindication. They seek ammunition.

The blackest chapter in the history of this State will be the Indian guardianship over these estates,” an Osage leader said, adding, “There has been millions—not thousands—but millions of dollars of many of the Osages dissipated and spent by the guardians themselves.” This so-called Indian business, as White discovered, was an elaborate criminal operation, in which various sectors of society were complicit. The crooked guardians and administrators of Osage estates were typically among the most prominent white citizens: businessmen and ranchers and lawyers and politicians. So were the lawmen and prosecutors and judges who facilitated and concealed the swindling (and, sometimes, acted as guardians and administrators themselves). In 1924, the Indian Rights Association, which defended the interests of indigenous communities, conducted an investigation into what it described as “an orgy of graft and exploitation.” The group documented how rich Indians in Oklahoma were being “shamelessly and openly robbed in a scientific and ruthless manner” and how guardianships were “the plums to be distributed to the faithful friends of the judges as a reward for their support at the polls.” Judges were known to say to citizens, “You vote for me, and I will see that you get a good guardianship.” A white woman married to an Osage man described to a reporter how the locals would plot: “A group of traders and lawyers sprung up who selected certain Indians as their prey. They owned all the officials…. These men had an understanding with each other. They cold-bloodedly said, ‘You take So-and-So, So-and-So and So-and-So and I’ll take these.’ They selected Indians who had full headrights and large farms.

On the wall in the living room, not far from Hinman’s body, were the words POLITICAL PIGGY, printed in the victim’s own blood. Whiteley also told Buckles that they had arrested a suspect in connection with the murder, one Robert “Bobby” Beausoleil, a young hippie musician. He had been driving a car that belonged to Hinman, there was blood on his shirt and trousers, and a knife had been found hidden in the tire well of the vehicle. The arrest had occurred on August 6; therefore he had been in custody at the time of the Tate homicides. However, it was possible that he hadn’t been the only one involved in the Hinman murder. Beausoleil had been living at Spahn’s Ranch, an old movie ranch near the Los Angeles suburb of Chatsworth, with a bunch of other hippies. It was an odd group, their leader, a guy named Charlie, apparently having convinced them that he was Jesus Christ. Buckles, Whiteley would later recall, lost interest when he mentioned hippies. “Naw,” he replied,

Most of the successful innovators and entrepreneurs in this book had one thing in common: they were product people. They cared about, and deeply understood, the engineering and design. They were not primarily marketers or salesmen or financial types; when such folks took over companies, it was often to the detriment of sustained innovation. “When the sales guys run the company, the product guys don’t matter so much, and a lot of them just turn off,” Jobs said. Larry Page felt the same: “The best leaders are those with the deepest understanding of the engineering and product design.”34 Another lesson of the digital age is as old as Aristotle: “Man is a social animal.” What else could explain CB and ham radios or their successors, such as WhatsApp and Twitter? Almost every digital tool, whether designed for it or not, was commandeered by humans for a social purpose: to create communities, facilitate communication, collaborate on projects, and enable social networking. Even the personal computer, which was originally embraced as a tool for individual creativity, inevitably led to the rise of modems, online services, and eventually Facebook, Flickr, and Foursquare. Machines, by contrast, are not social animals. They don’t join Facebook of their own volition nor seek companionship for its own sake. When Alan Turing asserted that machines would someday behave like humans, his critics countered that they would never be able to show affection or crave intimacy. To indulge Turing, perhaps we could program a machine to feign affection and pretend to seek intimacy, just as humans sometimes do. But Turing, more than almost anyone, would probably know the difference. According to the second part of Aristotle’s quote, the nonsocial nature of computers suggests that they are “either a beast or a god.” Actually, they are neither. Despite all of the proclamations of artificial intelligence engineers and Internet sociologists, digital tools have no personalities, intentions, or desires. They are what we make of them.

The moment I entered the bright, buzzing lobby of Men’s House I was overcome by a sense of alienation and hostility … The lobby was the meeting place for various groups still caught up in the illusions that had just been boomeranged out of my head: college boys working to return to school down South; older advocates of racial progress with utopian schemes for building black business empires; preachers ordained by no authority except their own, without church or congregation, without bread or wine, body or blood; the community “leaders” without followers; old men of sixty or more still caught up in post-Civil War dreams of freedom within segregation; the pathetic ones who possessed noting beyond their dreams of being gentlemen, who held small jobs or drew small pensions, and all pretending to be engaged in some vast, though obscure, enterprise, who affected the pseudo-courtly manners of certain southern congressmen and bowed and nodded as they passed like senile old roosters in a barnyard; they younger crowd for whom I now felt a contempt such as only a disillusioned dreamer feels for those still unaware that they dream—the business students from southern colleges, for whom business was a vague, abstract game with rules as obsolete as Noah’s Ark but who yet were drunk on finance.

Under one or another Democratic administration, 120,000 Japanese Americans were torn from their homes and livelihoods and thrown into detention camps; atomic bombs were dropped on Hiroshima and Nagasaki with an enormous loss of innocent life; the FBI was given authority to infiltrate political groups; the Smith Act was used to imprison leaders of the Trotskyist Socialist Workers Party and later on leaders of the Communist party for their political beliefs; detention camps were established to round up political dissidents in the event of a “national emergency”; during the late 1940s and 1950s, eight thousand federal workers were purged from government because of their political associations and views, with thousands more in all walks of life witchhunted out of their careers; the Neutrality Act was used to impose an embargo on the Spanish Republic that worked in favor of Franco’s fascist legions; homicidal counterinsurgency programs were initiated in various Third World countries; and the Vietnam War was pursued and escalated. And for the better part of a century, the Congressional leadership of the Democratic party protected racial segregation and stymied all antilynching and fair employment bills. Yet all these crimes, bringing ruination and death to many, have not moved the liberals, the social democrats, and the “democratic socialist” anticommunists to insist repeatedly that we issue blanket condemnations of either the Democratic party or the political system that produced it, certainly not with the intolerant fervor that has been directed against existing communism.

...fascism is more plausibly linked to a set of "mobilizing passions" that shape fascist action than to a consistent and fully articulated philosophy. At the bottom is a passionate nationalism. Allied to it is a conspiratorial and Manichean view of history as a battle between the good and evil camps, between the pure and the corrupt, in which one's own community or nation has been the victim. In this Darwinian narrative, the chosen people have been weakened by political parties, social classes, unassimilable minorities, spoiled rentiers, and rationalist thinkers who lack the necessary sense of community. These "mobilizing passions," mostly taken for granted and not always overtly argued as intellectual propositions, form the emotional lava that set fascism's foundations: -a sense of overwhelming crisis beyond the reach of any traditional solutions; -the primacy of the group, toward which one has duties superior to every right, whether individual or universal, and the subordination of the individual to it; -the belief that one's group is a victim, a sentiment that justifies any action, without legal or moral limits, against its enemies, both internal and external; -dread of the group's decline under the corrosive effects of individualistic liberalism, class conflict, and alien influences; -the need for closer integration of a purer community, by consent if possible, or by exclusionary violence if necessary; -the need for authority by natural leaders (always male), culminating in a national chief who alone is capable of incarnating the groups' destiny; -the superiority of the leader's instincts over abstract and universal reason; -the beauty of violence and the efficacy of will, when they are devoted to the group's success; -the right of the chosen people to dominate others without restraint from any kind of human or divine law, right being decided by the sole criterion of the group's prowess within a Darwinian struggle. ...Fascism was an affair of the gut more than the brain, and a study of the roots of fascism that treats only the thinkers and the writers misses the most powerful impulses of all.

Even though he had lived in Monroe County his whole life, Walter McMillian had never heard of Harper Lee or To Kill a Mockingbird. Monroeville, Alabama, celebrated its native daughter Lee shamelessly after her award-winning book became a national bestseller in the 1960s. She returned to Monroe County but secluded herself and was rarely seen in public. Her reclusiveness proved no barrier to the county’s continued efforts to market her literary classic—or to market itself by using the book’s celebrity. Production of the film adaptation brought Gregory Peck to town for the infamous courtroom scenes; his performance won him an Academy Award. Local leaders later turned the old courthouse into a “Mockingbird” museum. A group of locals formed “The Mockingbird Players of Monroeville” to present a stage version of the story. The production was so popular that national and international tours were organized to provide an authentic presentation of the fictional story to audiences everywhere. Sentimentality about Lee’s story grew even as the harder truths of the book took no root.

Hampden College, as a body, was always strangely prone to hysteria. Whether from isolation, malice, or simple boredom, people there were far more credulous and excitable than educated people are generally believed to be, and this hermetic, overheated atmosphere made it a thriving black petrie dish of melodrama and distortion. I remember well, for instance, the blind animal terror which ensued when some townie set off the civil defense sirens as a joke. Someone said it was a nuclear attack; TV and radio reception, never good there in the mountains, happened to be particularly bad that night, and in the ensuing stampede for the telephones the switchboard shorted out, plunging the school into a violent and almost unimaginable panic. Cars collided in the parking lot. People sceamed, wept, gave away t heir possessions, huddled in small groups for comfort and warmth. Some hippies barricaded themselves in the Science Building, in the lone bomb shelter, and refused to let anyone in who didn't know the world to "Sugar Magnolia." Factions formed, leaders rose from the chaos. Though the world, in fact, was not destroyed, everyone had a marvelous time and people spoke fondly of the event for years afterward.

The political antagonisms of today are not controversies over ultimate questions of philosophy, but opposing answers to the question how a goal that all acknowledge as legitimate can be achieved most quickly and with the least sacrifice. This goal, at which all men aim, is the best possible satisfaction of human wants; it is prosperity and abundance. Of course, this is not all that men aspire to, but it is all that they can expect to attain by resort to external means and by way of social cooperation. The inner blessings—happiness, peace of mind, exaltation—must be sought by each man within himself alone. Liberalism is no religion, no world view, no party of special interests. It is no religion because it demands neither faith nor devotion, because there is nothing mystical about it, and because it has no dogmas. It is no world view because it does not try to explain the cosmos and because it says nothing and does not seek to say anything about the meaning and purpose of human existence. It is no party of special interests because it does not provide or seek to provide any special advantage whatsoever to any individual or any group. It is something entirely different. It is an ideology, a doctrine of the mutual relationship among the members of society and, at the same time, the application of this doctrine to the conduct of men in actual society. It promises nothing that exceeds what can be accomplished in society and through society. It seeks to give men only one thing, the peaceful, undisturbed development of material well-being for all, in order thereby to shield them from the external causes of pain and suffering as far as it lies within the power of social institutions to do so at all. To diminish suffering, to increase happiness: that is its aim. No sect and no political party has believed that it could afford to forgo advancing its cause by appealing to men's senses. Rhetorical bombast, music and song resound, banners wave, flowers and colors serve as symbols, and the leaders seek to attach their followers to their own person. Liberalism has nothing to do with all this. It has no party flower and no party color, no party song and no party idols, no symbols and no slogans. It has the substance and the arguments. These must lead it to victory.

By eroding their sense of shame we've made immorality normal, not only in the world but also in the forbidden squadron. ...their new Christian friends recommended some of the movies Fletcher had been wondering if he should now avoid. I was delighted one of them said, "This is a great movie--only one sex scene, and the f-word's only used a few times." 'Titanic' is one of my favorites. How many Christian young people have watched it in their own homes? Think of it, Squaltaint. Suppose someone in the youth group said to the boys, 'There's an attractive girl down the street. Let's get together and go look through her window and watch her undress and lay back on a couch and pose naked from the waist up. Then this girl and her boyfriend will get in a car and have sex--let's get as close as we can and listen to them and watch the windows steam up.' The strategy would never work. They'd know immediately it was wrong. But you can get them to do exactly the same thing by using a television instead of a window. That's all is takes! Think of it, Squaltaint. Every day Christians across the country, including many squadron leaders, watch women and men undress and commit acts of fornication and adultery the Enemy calls an abomination. We've made them a bunch of voyeurs! Churches full of peeping toms.

Bucket had started his criminal career in Braas, not far from when Allan and his new friends now found themselves. There he had gotten together with some like-minded peers and started the motorcycle club called The Violence. Bucket was the leader; he decided which newsstand was to be robbed of cigarettes next. He was the one who has chosen the name- The Violence, in English, not swedish. And he was the one who unfortunately asked his girlfriend Isabella to sew the name of the motorcycle club onto ten newly stolen leather jackets. Isabella had never really learned to spell properly at school, not in Swedish, and certainly not in English. The result was that Isabella sewed The Violins on the jackets instead. As the rest of the club members had had similar academic success, nobody in the group noticed the mistake. So everyone was very surprised when one day a letter arrived for The Violins in Braas from the people in charge of the concert hall in Vaxjo. The letter suggested that, since the club obviously concerned itself with classical music, they might like to put in am appearance at a concert with the city’s prestigious chamber orchestra, Musica Viate. Bucket felt provoked; somebody was clearly making fun of him. One night he skipped the newsstand, and instead went into Vaxjo to throw a brick through the glass door of the concert hall. This was intended to teach the people responsible lesson in respect. It all went well, except that Bucket’s leather glove happened to follow the stone into the lobby. Since the alarm went off immediately, Bucket felt it would be unwise to try to retrieve the personal item in question. Losing the glove was not good. Bucket had traveled to Vaxjo by motorbike and one hand was extremely cold all the way home to Braas that night. Even worse was the fact that Bucket’s luckless girlfriend had written Bucket’s name and adress inside the glove, in case he lost it." For more quotes from the novel visit my blog: frommybooks.wordpress.com

At an NRA annual meeting in Cincinnati in 1977, Second Amendment “absolutists” took control of the NRA from previous leaders who thought the organization was really there to protect marksmen. Gun nuts call this event the Revolt at Cincinnati. Our modern epidemic of mass shootings can, more or less, be traced to these yahoos winning control of that organization. The ammosexuals reformed the NRA from the generally benign conglomeration of Bambi killers to the grotesque weapon of mass destruction we know it to be today. It was this new NRA that invented the radical rationalization of the Second Amendment as a right to armed self-defense. It was this new NRA that gained political supremacy in the Republican party. It was this new NRA that got Ronald Reagan, who once signed one of the most sweeping gun restrictions in the nation, to sign the Firearm Owners Protection Act of 1986, an act that rolled back many of the restrictions from the Gun Control Act. The NRA’s wholesale reimagining of the Second Amendment hasn’t just lured Republican politicians, it’s become part of the gospel of Republican judges. The Federalist Society and the Heritage Foundation, the two outside interest groups most responsible for telling Republican judges how to rule, have fully adopted an absolutist, blood-soaked interpretation of the Second Amendment. These groups of alleged “textualists” read “well regulated militia” clear out of the text of the Amendment. Instead, they substitute self-defense as the “original purpose” of the language. There was an original purpose to the Second Amendment, but it wasn’t to keep people safe. It was to preserve white supremacy and slavery.

It is in connection with the deliberate effort of the skillful demagogue to weld together a closely coherent and homogeneous body of supporters that the third and perhaps most important negative element of selection enters. It seems to be almost a law of human nature that it is easier for people to agree on a negative program — on the hatred of an enemy, on the envy of those better off — than on any positive task. The contrast between the "we" and the "they," the common fight against those outside the group, seems to be an essential ingredient in any creed which will solidly knit together a group for common action. It is consequently always employed by those who seek, not merely support of a policy, but the unreserved allegiance of huge masses. From their point of view it has the great advantage of leaving them greater freedom of action than almost any positive program. The enemy, whether he be internal, like the "Jew" or the "kulak," or external, seems to be an indispensable requisite in the armory of a totalitarian leader. That in Germany it was the Jew who became the enemy until his place was taken by the "plutocracies" was no less a result of the anticapitalist resentment on which the whole movement was based than the selection of the kulak in Russia. In Germany and Austria the Jew had come to be regarded as the representative of capitalism because a traditional dislike of large classes of the population for commercial pursuits had left these more readily accessible to a group that was practically excluded from the more highly esteemed occupations. It is the old story of the alien race's being admitted only to the less respected trades and then being hated still more for practicing them. The fact that German anti-Semitism and anticapitalism spring from the same root is of great importance for the understanding of what has happened there, but this is rarely grasped by foreign observers.

In this chapter, I want to focus on the really big crimes that have been committed by atheist groups and governments. In the past hundred years or so, the most powerful atheist regimes—Communist Russia, Communist China, and Nazi Germany—have wiped out people in astronomical numbers. Stalin was responsible for around twenty million deaths, produced through mass slayings, forced labor camps, show trials followed by firing squads, population relocation and starvation, and so on. Jung Chang and Jon Halliday’s authoritative recent study Mao: The Unknown Story attributes to Mao Zedong’s regime a staggering seventy million deaths.4 Some China scholars think Chang and Halliday’s numbers are a bit high, but the authors present convincing evidence that Mao’s atheist regime was the most murderous in world history. Stalin’s and Mao’s killings—unlike those of, say, the Crusades or the Thirty Years’ War—were done in peacetime and were performed on their fellow countrymen. Hitler comes in a distant third with around ten million murders, six million of them Jews. So far, I haven’t even counted the assassinations and slayings ordered by other Soviet dictators like Lenin, Khrushchev, Brezhnev, and so on. Nor have I included a host of “lesser” atheist tyrants: Pol Pot, Enver Hoxha, Nicolae Ceaus̹escu, Fidel Castro, Kim Jong-il. Even these “minor league” despots killed a lot of people. Consider Pol Pot, who was the leader of the Khmer Rouge, the Communist Party faction that ruled Cambodia from 1975 to 1979. Within this four-year period Pol Pot and his revolutionary ideologues engaged in systematic mass relocations and killings that eliminated approximately one-fifth of the Cambodian population, an estimated 1.5 million to 2 million people. In fact, Pol Pot killed a larger percentage of his countrymen than Stalin and Mao killed of theirs.5 Even so, focusing only on the big three—Stalin, Hitler, and Mao—we have to recognize that atheist regimes have in a single century murdered more than one hundred million people.

All right, now that the weirdness between us has caused actual physical damage, I think it’s time we talked it out, don’t you?” He gave a half smile and then turned back to the path. “We don’t need to be weird,” he said. “These past few days, since the thing with Elodie, I’ve been thinking.” He took a deep breath, and I knew that this was one of those rare occasions when Cal was about to say a lot of words at once. “I like you, Sophie. A lot. For a while, I thought it might be more than that. But you love Cross.” He said it matter-of-factly, but I still caught the way his ears reddened. “I know I’ve said some pretty awful stuff about him, but…I was wrong. He’s a good guy. So, I guess what I’m saying is that as the guy who’s betrothed to you, I wish we could be more than friends.” He stopped, turning around to face me. “But as your friend, I want you to be happy. And if Cross is who you want, then I’m not gonna stand in the way of that.” “I’m the worst fiancé ever, aren’t I?” Cal lifted one shoulder. “Nah. This one warlock I knew, his betrothed set him on fire.” Laughing so I wouldn’t cry, I tentatively lifted my arms to hug him. He folded me against his chest, and there was no awkwardness between us, and I knew the warmth in the pit of my stomach was love. Just a different kind. Sniffling, I pulled back and rubbed at my nose. “Okay, now that the hard part’s over, let’s go tackle the Underworld.” “Got room for two more?” Startled, I turned to see Jenna and Archer standing on the path, Jenna’s hand clutching Archer’s sleeve as she tried to stay on her feet. “What?” was all I could say. Archer took a few careful steps forward. “Hey, this has been a group effort so far. No reason to stop now.” “You guys can’t go into the Underworld with me,” I told them. “You heard Dad, I’m the only one with-“ “With powers strong enough. Yeah, we got that,” Jenna said. “But how are you supposed to carry a whole bunch of demonglass out of that place? It’ll burn you. And hey, maybe your powers will be strong enough to get all of us in, too.” She gestured to herself and the boys. “Plus it’s not like we don’t have powers of our own.” I knew I should tell them to go back. But having the three of them there made me feel a whole lot better and whole lot less terrified. So in the end, I gave an exaggerated sign and said, “Okay, fine. But just so you know, following me into hell means you’re all definitely the sidekicks.” “Darn, I was hoping to be the rakishly charming love interest,” Archer said, taking my hand. “Cal, any role you want?” I asked him, and he looked ruefully at the craggy rock looming over us. As he did, there was the grinding sound of stone against stone. We all stared at the opening that appeared. “I’m just hoping to be the Not Dead Guy,” Cal muttered. We faced the entrance. “Between the four of us, we fought ghouls, survived attacks by demons and L’Occhio di Dio, and practically raised the dead,” I said. “We can do this.” “See, inspiring speeches like that are why you get to be the leader,” Archer said, and he squeezed my hand. And then, moving almost as one, we stepped into the rock.

1. Recruit the smallest group of people who can accomplish what must be done quickly and with high quality. Comparative Advantage means that some people will be better than others at accomplishing certain tasks, so it pays to invest time and resources in recruiting the best team for the job. Don’t make that team too large, however—Communication Overhead makes each additional team member beyond a core of three to eight people a drag on performance. Small, elite teams are best. 2. Clearly communicate the desired End Result, who is responsible for what, and the current status. Everyone on the team must know the Commander’s Intent of the project, the Reason Why it’s important, and must clearly know the specific parts of the project they’re individually responsible for completing—otherwise, you’re risking Bystander Apathy. 3. Treat people with respect. Consistently using the Golden Trifecta—appreciation, courtesy, and respect—is the best way to make the individuals on your team feel Important and is also the best way to ensure that they respect you as a leader and manager. The more your team works together under mutually supportive conditions, the more Clanning will naturally occur, and the more cohesive the team will become. 4. Create an Environment where everyone can be as productive as possible, then let people do their work. The best working Environment takes full advantage of Guiding Structure—provide the best equipment and tools possible and ensure that the Environment reinforces the work the team is doing. To avoid having energy sapped by the Cognitive Switching Penalty, shield your team from as many distractions as possible, which includes nonessential bureaucracy and meetings. 5. Refrain from having unrealistic expectations regarding certainty and prediction. Create an aggressive plan to complete the project, but be aware in advance that Uncertainty and the Planning Fallacy mean your initial plan will almost certainly be incomplete or inaccurate in a few important respects. Update your plan as you go along, using what you learn along the way, and continually reapply Parkinson’s Law to find the shortest feasible path to completion that works, given the necessary Trade-offs required by the work. 6. Measure to see if what you’re doing is working—if not, try another approach. One of the primary fallacies of effective Management is that it makes learning unnecessary. This mind-set assumes your initial plan should be 100 percent perfect and followed to the letter. The exact opposite is true: effective Management means planning for learning, which requires constant adjustments along the way. Constantly Measure your performance across a small set of Key Performance Indicators (discussed later)—if what you’re doing doesn’t appear to be working, Experiment with another approach.

A great liberal betrayal is afoot. Unfortunately, many “fellow-travelers” of Islamism are on the liberal side of this debate. I call them “regressive leftists”; they are in fact reverse racists. They have a poverty of expectation for minority groups, believing them to be homogenous and inherently opposed to human rights values. They are culturally reductive in how they see “Eastern”—and in my case, Islamic—culture, and they are culturally deterministic in attempting to freeze their ideal of it in order to satisfy their orientalist fetish. While they rightly question every aspect of their “own” Western culture in the name of progress, they censure liberal Muslims who attempt to do so within Islam, and they choose to side instead with every regressive reactionary in the name of “cultural authenticity” and anticolonialism. They claim that their reason for refusing to criticize any policy, foreign or domestic—other than those of what they consider “their own” government—is that they are not responsible for other governments’ actions. However, they leap whenever any (not merely their own) liberal democratic government commits a policy error, while generally ignoring almost every fascist, theocratic, or Muslim-led dictatorial regime and group in the world. It is as if their brains cannot hold two thoughts at the same time. Besides, since when has such isolationism been a trait of liberal internationalists? It is a right-wing trait. They hold what they think of as “native” communities—and I use that word deliberately—to lesser standards than the ones they claim apply to all “their” people, who happen to be mainly white, and that’s why I call it reverse racism. In holding “native” communities to lesser—or more culturally “authentic”—standards, they automatically disempower those communities. They stifle their ambitions. They cut them out of the system entirely, because there’s no aspiration left. These communities end up in self-segregated “Muslim areas” where the only thing their members aspire to is being tin-pot community leaders, like ghetto chieftains. The “fellow-travelers” fetishize these “Muslim” ghettos in the name of “cultural authenticity” and identity politics, and the ghetto chieftains are often the leading errand boys for them. Identity politics and the pseudo-liberal search for cultural authenticity result in nothing but a downward spiral of competing medieval religious or cultural assertions, fights over who are the “real” Muslims, ever increasing misogyny, homophobia, sectarianism, and extremism. This is not liberal. Among the left, this is a remnant of the socialist approach that prioritizes group identity over individual autonomy. Among the right, it is ironically a throwback from the British colonial “divide and rule” approach. Classical liberalism focuses on individual autonomy. I refer here to liberalism as it is understood in the philosophical sense, not as it’s understood in the United States to refer to the Democratic Party—that’s a party-political usage. The great liberal betrayal of this generation is that in the name of liberalism, communal rights have been prioritized over individual autonomy within minority groups. And minorities within minorities really do suffer because of this betrayal. The people I really worry about when we have this conversation are feminist Muslims, gay Muslims, ex-Muslims—all the vulnerable and bullied individuals who are not just stigmatized but in many cases violently assaulted or killed merely for being against the norm.

In agricultural communities, male leadership in the hunt ceased to be of much importance. As the discipline of the hunting band decayed, the political institutions of the earliest village settlements perhaps approximated the anarchism which has remained ever since the ideal of peaceful peasantries all round the earth. Probably religious functionaries, mediators between helpless mankind and the uncertain fertility of the earth, provided an important form of social leadership. The strong hunter and man of prowess, his occupation gone or relegated to the margins of social life, lost the umambiguous primacy which had once been his; while the comparatively tight personal subordination to a leader necessary to the success of a hunting party could be relaxed in proportion as grain fields became the center around which life revolved. Among predominantly pastoral peoples, however, religious-political institutions took a quite different turn. To protect the flocks from animal predators required the same courage and social discipline which hunters had always needed. Among pastoralists, likewise, the principal economic activity- focused, as among the earliest hunters, on a parasitic relation to animals- continued to be the special preserve of menfolk. Hence a system of patrilineal families, united into kinship groups under the authority of a chieftain responsible for daily decisions as to where to seek pasture, best fitted the conditions of pastoral life. In addition, pastoralists were likely to accord importance to the practices and discipline of war. After all, violent seizure of someone else’s animals or pasture grounds was the easiest and speediest way to wealth and might be the only means of survival in a year of scant vegetation. Such warlikeness was entirely alien to communities tilling the soil. Archeological remains from early Neolithic villages suggest remarkably peaceful societies. As long as cultivable land was plentiful, and as long as the labor of a single household could not produce a significant surplus, there can have been little incentive to war. Traditions of violence and hunting-party organization presumably withered in such societies, to be revived only when pastoral conquest superimposed upon peaceable villagers the elements of warlike organization from which civilized political institutions without exception descend.

What interested these gnostics far more than past events attributed to the “historical Jesus” was the possibility of encountering the risen Christ in the present.49 The Gospel of Mary illustrates the contrast between orthodox and gnostic viewpoints. The account recalls what Mark relates: Now when he rose early on the first day of the week, he appeared first to Mary Magdalene … She went and told those who had been with him, as they mourned and wept. But when they heard that he was alive and had been seen by her, they would not believe it.50 As the Gospel of Mary opens, the disciples are mourning Jesus’ death and terrified for their own lives. Then Mary Magdalene stands up to encourage them, recalling Christ’s continual presence with them: “Do not weep, and do not grieve, and do not doubt; for his grace will be with you completely, and will protect you.”51 Peter invites Mary to “tell us the words of the Savior which you remember.”52 But to Peter’s surprise, Mary does not tell anecdotes from the past; instead, she explains that she has just seen the Lord in a vision received through the mind, and she goes on to tell what he revealed to her. When Mary finishes, she fell silent, since it was to this point that the Savior had spoken with her. But Andrew answered and said to the brethren, “Say what you will about what she has said. I, at least, do not believe that the Savior has said this. For certainly these teachings are strange ideas!”53 Peter agrees with Andrew, ridiculing the idea that Mary actually saw the Lord in her vision. Then, the story continues, Mary wept and said to Peter, “My brother Peter, what do you think? Do you think that I thought this up myself in my heart? Do you think I am lying about the Savior?” Levi answered and said to Peter, “Peter, you have always been hot-tempered … If the Savior made her worthy, who are you to reject her?”54 Finally Mary, vindicated, joins the other apostles as they go out to preach. Peter, apparently representing the orthodox position, looks to past events, suspicious of those who “see the Lord” in visions: Mary, representing the gnostic, claims to experience his continuing presence.55 These gnostics recognized that their theory, like the orthodox one, bore political implications. It suggests that whoever “sees the Lord” through inner vision can claim that his or her own authority equals, or surpasses, that of the Twelve—and of their successors. Consider the political implications of the Gospel of Mary: Peter and Andrew, here representing the leaders of the orthodox group, accuse Mary—the gnostic—of pretending to have seen the Lord in order to justify the strange ideas, fictions, and lies she invents and attributes to divine inspiration. Mary lacks the proper credentials for leadership, from the orthodox viewpoint: she is not one of the “twelve.” But as Mary stands up to Peter, so the gnostics who take her as their prototype challenge the authority of those priests and bishops who claim to be Peter’s successors.

Thought Control * Require members to internalize the group’s doctrine as truth * Adopt the group’s “map of reality” as reality * Instill black and white thinking * Decide between good versus evil * Organize people into us versus them (insiders versus outsiders) * Change a person’s name and identity * Use loaded language and clichés to constrict knowledge, stop critical thoughts, and reduce complexities into platitudinous buzzwords * Encourage only “good and proper” thoughts * Use hypnotic techniques to alter mental states, undermine critical thinking, and even to age-regress the member to childhood states * Manipulate memories to create false ones * Teach thought stopping techniques that shut down reality testing by stopping negative thoughts and allowing only positive thoughts. These techniques include: * Denial, rationalization, justification, wishful thinking * Chanting * Meditating * Praying * Speaking in tongues * Singing or humming * Reject rational analysis, critical thinking, constructive criticism * Forbid critical questions about leader, doctrine, or policy * Label alternative belief systems as illegitimate, evil, or not useful * Instill new “map of reality” Emotional Control * Manipulate and narrow the range of feelings—some emotions and/or needs are deemed as evil, wrong, or selfish * Teach emotion stopping techniques to block feelings of hopelessness, anger, or doubt * Make the person feel that problems are always their own fault, never the leader’s or the group’s fault * Promote feelings of guilt or unworthiness, such as: * Identity guilt * You are not living up to your potential * Your family is deficient * Your past is suspect * Your affiliations are unwise * Your thoughts, feelings, actions are irrelevant or selfish * Social guilt * Historical guilt * Instill fear, such as fear of: * Thinking independently * The outside world * Enemies * Losing one’s salvation * Leaving * Orchestrate emotional highs and lows through love bombing and by offering praise one moment, and then declaring a person is a horrible sinner * Ritualistic and sometimes public confession of sins * Phobia indoctrination: inculcate irrational fears about leaving the group or questioning the leader’s authority * No happiness or fulfillment possible outside the group * Terrible consequences if you leave: hell, demon possession, incurable diseases, accidents, suicide, insanity, 10,000 reincarnations, etc. * Shun those who leave and inspire fear of being rejected by friends and family * Never a legitimate reason to leave; those who leave are weak, undisciplined, unspiritual, worldly, brainwashed by family or counselor, or seduced by money, sex, or rock and roll * Threaten harm to ex-member and family (threats of cutting off friends/family)

Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.