Hierarchy Best Quotes

There comes a point in every man’s life where he can rail against the unfairness of the world until he loses, or he can do his best in it. Remain a victim, or become a survivor.

If you wanna hire great people and have them stay working for you, you have to be run by ideas, not hierarchy. The best ideas have to win, otherwise good people don't stay.

Monarchies have some good features beyond their star qualities. They can reduce the size and parasitic nature of the management bureaucracy. They can make speedy decisions when necessary. They fit an ancient human demand for a parental (tribal/feudal) hierarchy where every person knows his place. It is valuable to know your place, even if that place is temporary. It is galling to be held in place against your will. This is why I teach about tyranny in the best possible way—by example.

Our institutions are too big; they represent not the best but the worst characteristics of human beings. By submitting to huge hierarchies of power, we gain freedom from personal responsibility for what we do and are forced to do - the seduction of it - but we lose the dignity of being real men and women. Power corrupts; attracts the worst and corrupts the best. ... Refuse to participate in evil; insist on taking part in what is healthy, generous, and responsible. Stand up, speak out, and when necessary fight back. Get down off the fence and lend a hand, grab a-hold, be a citizen - not a subject.

Perhaps these leaders understood that the person sitting at the apex of the intelligence hierarchy is the genius maker, not the genius.

I have a fair idea of how to ingratiate myself with others. I just, on the whole, never cared for it. Having to feign interest in those you don’t like, or at least don’t know well enough to have an opinion on. Pretending to have their interests at heart when in reality, you’re just figuring out how to make the best use of them. It’s all so… disingenuous.

I’ve never held the view that women are better than men, or that the best way to improve the world is for women to gain more power than men. I think male dominance is harmful to society because any dominance is harmful: It means society is governed by a false hierarchy where power and opportunity are awarded according to gender, age, wealth, and privilege—not according to skill, effort, talent, or accomplishments. When a culture of dominance is broken, it activates power in all of us. So the goal for me is not the rise of women and the fall of man. It is the rise of both women and men from a struggle for dominance to a state of partnership. If the goal is partnership between women and men, why do I put so much emphasis on women’s empowerment and women’s groups? My answer is that we draw strength from each other, and we often have to convince ourselves that we deserve an equal partnership before we get one.

But perhaps the most damning argument came from nature herself. Had David followed his own advice to look to nature for truth, he would have seen it. This dazzling, feathery, squawking, gurgling mound of counterevidence. Animals can outperform humans on nearly every measure supposedly associated with our superiority. There are crows that have better memories than us, chimps with better pattern-recognition skills, ants that rescue their wounded, and blood flukes with higher rates of monogamy. When you actually examine the range of life on Earth, it takes a lot of acrobatics to sort it into a single hierarchy with humans at the top. We don’t have the biggest brain or the best memory. We’re not the fastest or the strongest or the most prolific. We’re not the only ones that mate for life, that show altruism, use tools, language. We don’t have the most copies of genes in circulation. We aren’t even the newest creation on the block.

Beauty” is a currency system like the gold standard. Like any economy, it is determined by politics, and in the modern age in the West it is the last, best belief system that keeps male dominance intact. In assigning value to women in a vertical hierarchy according to a culturally imposed physical standard, it is an expression of power relations in which women must unnaturally compete for resources that men have appropriated for themselves.

Most of today’s educational systems are built upon the same learning hierarchy: math and science at the top, humanities in the middle, art on the bottom. The reason for this is because these systems were developed in the nineteenth century, in the midst of the industrial revolution, when this hierarchy provided the best foundation for success. This is no longer the case. In a rapidly changing technological culture and an ever-growing information-based economy, creative ideas are the ultimate resource. Yet our current educational system does little to nourish this resource.

​On top of the government-hierarchy you need an unpolluted group of scientists to give a nation the best direction.

In the Israeli army, soldiers are divided into those who think with a rosh gadol—literally, a “big head”—and those who operate with a rosh katan, or “little head.” Rosh katan behavior, which is shunned, means interpreting orders as narrowly as possible to avoid taking on responsibility or extra work. Rosh gadol thinking means following orders but doing so in the best possible way, using judgment, and investing whatever effort is necessary. It emphasizes improvisation over discipline, and challenging the chief over respect for hierarchy.

They do best in groups with other three-year-olds. In a community of their peers, these toddlers will create complicated Lord of the Flies hierarchies rich with unspoken rules and contracts. Don’t try to make sense of it, just enjoy that they’re not giving you hell for five minutes.

Agriculture makes people dependent on a few domesticated crops and animals instead of hundreds of wild food sources, creating vulnerability to droughts and blights and zoonotic diseases. Agriculture makes for sedentary living, leaving humans to do something that no primate with a concern for hygiene and public health would ever do: namely, living in close proximity to their feces. Agriculture makes for surplus and thus almost inevitably, the uneven distribution of surplus generating socio-economic status differences that dwarf anything that other primates cook up with their hierarchies. And from there it's just a hop, skip and a jump until we've got Mr. McGregor persecuting Peter Rabbit and people incessantly singing Oklahoma.

Others think that the bases track neatly onto emotions so that holding hands is a little bit intimate and kissing more intimate and having sex the most intimate thing of all. Reality is rarely this neat or linear. Sex can be boring and impersonal, while a brush of the hand can be thrilling. One person can feel close to another from far away and the same person can have penetrative intercourse and not feel much of anything. Touch doesn’t have to be a hierarchy, and sex doesn’t have to be the only, or even the best, way of achieving intimacy.

A final depressing point about inequality and violence. As we’ve seen, a rat being shocked activates a stress response. But a rat being shocked who can then bite the hell out of another rat has less of a stress response. Likewise with baboons—if you are low ranking, a reliable way to reduce glucocorticoid secretion is to displace aggression onto those even lower in the pecking order. It’s something similar here—despite the conservative nightmare of class warfare, of the poor rising up to slaughter the wealthy, when inequality fuels violence, it is mostly the poor preying on the poor. This point is made with a great metaphor for the consequences of societal inequality.41 The frequency of “air rage”—a passenger majorly, disruptively, dangerously losing it over something on a flight—has been increasing. Turns out there’s a substantial predictor of it: if the plane has a first-class section, there’s almost a fourfold increase in the odds of a coach passenger having air rage. Force coach passengers to walk through first class when boarding, and you more than double the chances further. Nothing like starting a flight by being reminded of where you fit into the class hierarchy. And completing the parallel with violent crime, when air rage is boosted in coach by reminders of inequality, the result is not a crazed coach passenger sprinting into first class to shout Marxist slogans. It’s the guy being awful to the old woman sitting next to him, or to the flight attendant.*

empowerment marketing—stories told to help encourage audiences on their path to maturation and citizenship. The practice of empowerment marketing is based on two of the most influential theories in the field of human growth and maturation—Abraham Maslow’s hierarchy of needs and Joseph Campbell’s hero’s journey.

There is a cyborg hierarchy. They like us best with bionic arms and legs. They like us Deaf with hearing aids, though they prefer cochlear implants. It would be an affront to ask the Hearing to learn sign language. Instead they wish for us to lose our language, abandon our culture, and consider ourselves cured. They like exoskeletons, which none of us use. They don’t count as cyborgs those of us who wear pacemakers or go to dialysis. Nor do they count those of us kept alive by machines, those of us made ambulatory by wheelchairs, those of us on biologics or antidepressants. They want us shiny and metallic and in their image.

He detested hierarchy and enjoyed the friendship of people in all walks of life. He was, like Shakespeare, an actor with a talent for comedy.

Ultimately, the roast turkey must be regarded as a monument to Boomer's love. Look at it now, plump and glossy, floating across Idaho as if it were a mammoth, mutated seed pod. Hear how it backfires as it passes the silver mines, perhaps in tribute to the origin of the knives and forks of splendid sterling that a roast turkey and a roast turkey alone possesses the charisma to draw forth into festivity from dark cupboards. See how it glides through the potato fields, familiarly at home among potatoes but with an air of expectation, as if waiting for the flood of gravy. The roast turkey carries with it, in its chubby hold, a sizable portion of our primitive and pagan luggage. Primitive and pagan? Us? We of the laser, we of the microchip, we of the Union Theological Seminary and Time magazine? Of course. At least twice a year, do not millions upon millions of us cybernetic Christians and fax machine Jews participate in a ritual, a highly stylized ceremony that takes place around a large dead bird? And is not this animal sacrificed, as in days of yore, to catch the attention of a divine spirit, to show gratitude for blessings bestowed, and to petition for blessings coveted? The turkey, slain, slowly cooked over our gas or electric fires, is the central figure at our holy feast. It is the totem animal that brings our tribe together. And because it is an awkward, intractable creature, the serving of it establishes and reinforces the tribal hierarchy. There are but two legs, two wings, a certain amount of white meat, a given quantity of dark. Who gets which piece; who, in fact, slices the bird and distributes its limbs and organs, underscores quite emphatically the rank of each member in the gathering. Consider that the legs of this bird are called 'drumsticks,' after the ritual objects employed to extract the music from the most aboriginal and sacred of instruments. Our ancestors, kept their drums in public, but the sticks, being more actively magical, usually were stored in places known only to the shaman, the medicine man, the high priest, of the Wise Old Woman. The wing of the fowl gives symbolic flight to the soul, but with the drumstick is evoked the best of the pulse of the heart of the universe. Few of us nowadays participate in the actual hunting and killing of the turkey, but almost all of us watch, frequently with deep emotion, the reenactment of those events. We watch it on TV sets immediately before the communal meal. For what are footballs if not metaphorical turkeys, flying up and down a meadow? And what is a touchdown if not a kill, achieved by one or the other of two opposing tribes? To our applause, great young hungers from Alabama or Notre Dame slay the bird. Then, the Wise Old Woman, in the guise of Grandma, calls us to the table, where we, pretending to be no longer primitive, systematically rip the bird asunder. Was Boomer Petaway aware of the totemic implications when, to impress his beloved, he fabricated an outsize Thanksgiving centerpiece? No, not consciously. If and when the last veil dropped, he might comprehend what he had wrought. For the present, however, he was as ignorant as Can o' Beans, Spoon, and Dirty Sock were, before Painted Stick and Conch Shell drew their attention to similar affairs. Nevertheless, it was Boomer who piloted the gobble-stilled butterball across Idaho, who negotiated it through the natural carving knives of the Sawtooth Mountains, who once or twice parked it in wilderness rest stops, causing adjacent flora to assume the appearance of parsley.

Consider then that the alleviation of unnecessary pain and suffering is a good. Make that an axiom: to the best of my ability I will act in a manner that leads to the alleviation of unnecessary pain and suffering. You have now placed at the pinnacle of your moral hierarchy a set of presuppositions and actions aimed at the betterment of Being. Why? Because we know the alternative. The alternative was the twentieth century. The alternative was so close to Hell that the difference is not worth discussing. And the opposite of Hell is Heaven. To place the alleviation of unnecessary pain and suffering at the pinnacle of your hierarchy of value is to work to bring about the Kingdom of God on Earth. That’s a state, and a state of mind, at the same time.

The best and the most talented in the pastoral ministry and in denominational hierarchies harm themselves and harm the church most through their unrestrained ego and unwillingness to step off the high places. Sexual sin gets the press, but ego sin kills the church.

Another approach is actually to build the job around the person, to create a virtual job portfolio to match what he/she does best. Say you find a highly competent human being. Rather than asking the person to conform, you find appropriate things for that person to do. This permits a great deal of mobility within the organization, breaks up the traditional hierarchy, unlinks the rigid chain-of-command, and uncovers new functional slots. Such an idea is disturbing to First Tier entities, quite natural in Second Tier structures.

There was no tenure committee or central committee, however, to lift Oprah out of the societal mud-to say, for example, to Phil Donahue, "Move over Phil, we need a person of color to put in prime time for diversity's sake." The power Oprah Winfrey has been able to accumulate refutes every cliché of the political left. Her psychological power over her mainly white audience has made her the first individual in history able to create a best-seller by fiat and the millions in revenues that go with it. She is a film-making industry in herself. She has shown that the barriers of race, class, and gender are not insuperable obstacles to advancement in America any more than residual anti-Semitism or prejudice against the Irish create impenetrable "hierarchies" of oppression to bar those groups' ascent.

In a city famed for its wealth, Paul proclaimed that it was the ‘low and despised in the world, mere nothings’,34 who ranked first. Among a people who had always celebrated the agon, the contest to be the best, he announced that God had chosen the foolish to shame the wise, and the weak to shame the strong. In a world that took for granted the hierarchy of human chattels and their owners, he insisted that the distinctions between slave and free, now that Christ himself had suffered the death of a slave, were of no more account than those between Greek and Jew.

Hierarchies must rise and conglomerate as they extend over fewer and larger corporations. A seat in a high-rise job is the most coveted and contested product of expanding industry. The lack of schooling, compounded with sex, color, and peculiar persuasions, now keeps most people down. Minorities organized by women, or blacks, or the unorthodox succeed at best in getting some of their members through school and into an expensive job. They claim victory when they get equal pay for equal rank. Paradoxically, these movements strengthen the idea that unequal graded work is necessary and that high-rise hierarchies are necessary to produce what an egalitarian society needs. If properly schooled, the black porter will blame himself for not being a black lawyer. At the same time, schooling generates a new intensity of frustration which ultimately can act as social dynamite. 6

In almost any group of people you’ll find hierarchy. When groups of adults form in the real world, it’s generally for some common purpose, and the leaders end up being those who are best at it. The problem with most schools is, they have no purpose. But hierarchy there must be. And so the kids make one out of nothing.

I’ve never held the view that women are better than men, or that the best way to improve the world is for women to gain more power than men. I think male dominance is harmful to society because any dominance is harmful: It means society is governed by a false hierarchy where power and opportunity are awarded according to gender, age, wealth, and privilege—not according to skill, effort, talent, or accomplishments.

But in terms of the social order, as we have seen, the orthodox teaching on resurrection had a different effect: it legitimized a hierarchy of persons through whose authority all others must approach God. Gnostic teaching, as Irenaeus and Tertullian realized, was potentially subversive of this order: it claimed to offer to every initiate direct access to God of which the priests and bishops themselves might be ignorant.102

This point is made with a great metaphor for the consequences of societal inequality.41 The frequency of “air rage”—a passenger majorly, disruptively, dangerously losing it over something on a flight—has been increasing. Turns out there’s a substantial predictor of it: if the plane has a first-class section, there’s almost a fourfold increase in the odds of a coach passenger having air rage. Force coach passengers to walk through first class when boarding, and you more than double the chances further. Nothing like starting a flight by being reminded of where you fit into the class hierarchy. And completing the parallel with violent crime, when air rage is boosted in coach by reminders of inequality, the result is not a crazed coach passenger sprinting into first class to shout Marxist slogans. It’s the guy being awful to the old woman sitting next to him, or to the flight attendant.*

Psychologist Susan Fiske observes, ‘Attention is directed up the hierarchy. Secretaries know more about their bosses than vice versa; graduate students know more about their advisors than vice versa.’ Fiske explains this happens because, like our fellow primates, ‘people pay attention to those who control their outcomes. In an effort to predict and possibly influence what is going to happen to them, people gather information about those with power.

None of this is true. “Beauty” is a currency system like the gold standard. Like any economy, it is determined by politics, and in the modern age in the West it is the last, best belief system that keeps male dominance intact. In assigning value to women in a vertical hierarchy according to a culturally imposed physical standard, it is an expression of power relations in which women must unnaturally compete for resources that men have appropriated for themselves.

How much brainpower does the Navy—or any organization, for that matter—waste because those in charge don’t recognize the full potential hiding at the low end of the hierarchy? If we stopped pinning labels on people and stopped treating them as if they were stupid, they would perform better. Why not instead assume that everyone is inherently talented, and then spur them to live up to those expectations? Too idealistic? On the contrary, that’s exactly how Benfold became the best damn ship in the U.S. Navy.

While women suffer from our relative lack of power in the world and often resent it, certain dimensions of this powerlessness may seem abstract and remote. We know, for example, that we rarely get to make the laws or direct the major financial institutions. But Wall Street and the U.S. Congress seem very far away. The power a woman feels in herself to heal and sustain, on the other hand--"the power of love"--is, once again, concrete and very near: It is like a field of force emanating from within herself, a great river flowing outward from her very person. Thus, a complex and contradictory female subjectivity is constructed within the relations of caregiving. Here, as elsewhere, women are affirmed in some way and diminished in others, this within the unity of a single act. The woman who provides a man with largely unreciprocated emotional sustenance accords him status and pays him homage; she agrees to the unspoken proposition that his doings are important enough to deserve substantially more attention than her own. But even as the man's supremacy in the relationship is tacitly assumed by both parties to the transaction, the man reveals himself to his caregiver as vulnerable and insecure. And while she may well be ethically and epistemically disempowered by the care she gives, this caregiving affords her a feeling that a mighty power resides within her being. The situation of those men in the hierarchy of gender who avail themselves of female tenderness is not thereby altered: Their superordinate position is neither abandoned, nor their male privilege relinquished. The vulnerability these men exhibit is not a prelude in any way to their loss of male privilege or to an elevation in the status of women. Similarly, the feeling that one's love is a mighty force for the good in the life of the beloved doesn't make it so, as Milena Jesenka found, to her sorrow. The feeling of out-flowing personal power so characteristic of the caregiving woman is quite different from the having of any actual power in the world. There is no doubt that this sense of personal efficacy provides some compensation for the extra-domestic power women are typically denied: If one cannot be a king oneself, being a confidante of kings may be the next best thing. But just as we make a bad bargain in accepting an occasional Valentine in lieu of the sustained attention we deserve, we are ill advised to settle for a mere feeling of power, however heady and intoxicating it may be, in place of the effective power we have every right to exercise in the world.

In America, where writers are preoccupied with the craft of writing, I always try to introduce this concept of the badly written good story. Turning the hierarchy around and putting passion on top and not craft, because when you just focus on craft, you can write something that is very sterile. It looks beautiful, but soulless. So I warn them that, often in writing programs, articulation and clarity are more important than what you actually say . . . And you say, “It’s so well-written, but who gives a fuck?” For certain, the guy who wrote it doesn’t give a fuck. It’s not something that has to do with his life; it’s just something well-written and illuminating, and writing is not about that. The best stories you usually hear are stories that people feel some type of urgency about . . . Nobody else in the world would look at writing as craftsmanship—it’s totally this Protestant hardworking ethic. You go into this kind of infinite space of imagination and you fence yourself in with all kinds of laws. Why do we have to keep playing this strange game?

told his students in “The World Since 1914” class that there was little point in discussing the Third World when they knew so little about how their own society works: “So I told them about the USA — really very hair-raising when it is all laid out in sequence: . . . . 1. cosmic hierarchy; 2. energy; 3. agriculture; 4. food; 5. health and medical services; 6. education; 7. income flows and the worship of GROWTH; 8. inflation. . . showing how we are violating every aspect of life by turning everything into a ripoff because we. . . have adopted the view that insatiable individualistic greed must run the world.” 7 He feared “that the students will come to feel that all is hopeless, so I must. . . show them how solutions can be found by holistic methods seeking diversity, de-centralization, communities. . .etc.” 8 Pleased with the class response, he later recalled: “The students were very excited and my last lecture in which I put the whole picture together was about the best lecture I ever gave. That was 10 Dec. [1975], my last full day of teaching after 41 years.

in a thousand ways people combine not just in circles of friendship but in formal associations, willingly adopting and submitting to rules and procedures that regiment their conduct and make them accountable for doing things correctly. Such associations are a source not only of enjoyment but also of pride: they create hierarchies, offices and rules to which people willingly submit because they can see the point of them. They are also viewed with suspicion by those who believe that civil society should be directed by those who know best.

Abraham Maslow, one of the founders of humanistic psychology who is best known for his theory of the hierarchy of needs. Maslow believed that the highest human need is to achieve “self-actualization,” which he defined as “the full use and exploitation of one’s talents, capacities and potentialities.” The basic characteristics of self-actualizers, he discovered in his research, are spontaneity and naturalness, a greater acceptance of themselves and others, high levels of creativity, and a strong focus on problem solving rather than ego gratification.

A conservative recognizes a hierarchy of concerns: I owe my children, my neighbors, and my co-religionists much more than I owe anyone in Iraq or anywhere else. Cicero, like so many figures in our classical past, held that “the union and fellowship of men will be best preserved if each receives from us the more kindness in proportion as he is more closely connected with us.” The Bible confirms the wisdom of the ancients, instructing us that “if any man have not care of his own, and especially of those of his house, he hath denied the faith, and is worse than an infidel” (1 Tim. 5:8).

Aim up. Pay attention. Fix what you can fix. Don’t be arrogant in your knowledge. Strive for humility, because totalitarian pride manifests itself in intolerance, oppression, torture and death. Become aware of your own insufficiency—your cowardice, malevolence, resentment and hatred. Consider the murderousness of your own spirit before you dare accuse others, and before you attempt to repair the fabric of the world. Maybe it’s not the world that’s at fault. Maybe it’s you. You’ve failed to make the mark. You’ve missed the target. You’ve fallen short of the glory of God. You’ve sinned. And all of that is your contribution to the insufficiency and evil of the world. And, above all, don’t lie. Don’t lie about anything, ever. Lying leads to Hell. It was the great and the small lies of the Nazi and Communist states that produced the deaths of millions of people. Consider then that the alleviation of unnecessary pain and suffering is a good. Make that an axiom: to the best of my ability I will act in a manner that leads to the alleviation of unnecessary pain and suffering. You have now placed at the pinnacle of your moral hierarchy a set of presuppositions and actions aimed at the betterment of Being.

Even more importantly, there simply is no direct relation between physical strength and social power among humans. People in their sixties usually exercise power over people in their twenties, even though twenty-somethings are much stronger than their elders. The typical plantation owner in Alabama in the mid-nineteenth century could have been wrestled to the ground in seconds by any of the slaves cultivating his cotton fields. Boxing matches were not used to select Egyptian pharaohs or Catholic popes. In forager societies, political dominance generally resides with the person possessing the best social skills rather than the most developed musculature. In organized crime, the big boss is not necessarily the strongest man. He is often an older man who very rarely uses his own fists; he gets younger and fitter men to do the dirty jobs for him. A guy who thinks that the way to take over the syndicate is to beat up the don is unlikely to live long enough to learn from his mistake. Even among chimpanzees, the alpha male wins his position by building a stable coalition with other males and females, not through mindless violence. In fact, human history shows that there is often an inverse relation between physical prowess and social power. In most societies, it’s the lower classes who do the manual labor. This may reflect homo sapiens position in the food chain. If all that counted were raw physical abilities, sapiens would have found themselves on a middle rung of the ladder. But their mental and social skills placed them at the top. It is therefore only natural that the chain of power within the species will also be determined by mental and social abilities more than by brute force. It is therefore hard to believe that the most influential and most stable social hierarchy in history is founded on men's ability to physically coerce women.

Decentralized systems, on the other hand, are a little trickier to understand. In a decentralized organization, there's no clear leader, no hierarchy, and no headquarters. If and when a leader does emerge, that person has little power over others. The best that person can do to influence people is to lead by example. Nevins calls this an open system, because everyone is entitled to make his or her own decisions. This doesn't mean that a decentralized system is the same as anarchy. There are rules and norms, but these aren't enforced by any one person. Rather, the power is distributed among all the people and across geographic regions. Basically, there's no Tenochtitlan, and no Montezuma.

The Five Types of Consciousness   There are currently five dominant types of consciousness present today, co-existing, spreading, retracting. I am specifically identifying these as types of consciousness and not levels because levels implies hierarchy or dominance. Using the word type is highly intentional as a way to move beyond the polarities of good and bad; right and wrong; better and worse. Each type of consciousness offers a different perspective, understanding, and opportunities for growth. Each type has value in providing information and describing experiences. Each type also allows us to choose what perspective is best for our individual, and collective, growth. The five types of consciousness are:

Starting with Theodor Adorno in the 1950s, people have suggested that lower intelligence predicts adherence to conservative ideology. Some but not all studies since then have supported this conclusion. More consistent has been a link between lower intelligence and a subtype of conservatism, namely right-wing authoritarianism (RWA, a fondness for hierarchy). One particularly thorough demonstration of this involved more than fifteen thousand subjects in the UK and United States; importantly, the links among low IQ, RWA, and intergroup prejudice were there after controlling for education and socioeconomic status. The standard, convincing explanation for the link is that RWA provides simple answers, ideal for people with poor abstract reasoning skills.

Keeping a population growing was best served by creating conditions in which as many women as possible were having as many babies as they could, raising those children to be useful to the state as future breeders, workers, and warriors. Ancient Mesopotamian cities became concerned with taking censuses – including gender as a category alongside age and location – so they could measure their human resources and collect taxes more efficiently. Categories were needed for hierarchies to function, for leaders to know how many people they had, and how to allocate work and rations between them. People had to be given social codes to follow so the state would keep ticking over efficiently without falling apart. In many ways it was like a machine: every part designed for a particular function.

Sometimes the best conversations between strangers allow the stranger to remain a stranger. We jump at the chance to judge strangers. We would never do that to ourselves, of course. We are nuanced and complex and enigmatic. But the stranger is easy. If I can convince you of one thing in this book, let it be this: Strangers are not easy. The issue with spies is not that there is something brilliant about them. It is that there is something wrong with us. You believe someone not because you have no doubts about them. Belief is not the absence of doubt. You believe someone because you don’t have enough doubts about them. Those who are not part of existing social hierarchies are free to blurt out inconvenient truths or question things the rest of us take for granted. The advantage to human beings lies in assuming that strangers are truthful. If you don’t begin in a state of trust, you can’t have meaningful social encounters. But remember, doubts are not the enemy of belief; they are its companion. Our strategies for dealing with strangers are deeply flawed, but they are also socially necessary. We tend to judge people’s honesty based on their demeanor. Well-spoken, confident people with a firm handshake who are friendly and engaging are seen as believable. Nervous, shifty, stammering, uncomfortable people who give windy, convoluted explanations aren’t. We do not understand the importance of the context in which the stranger is operating. When you confront the stranger, you have to ask yourself where and when you’re confronting the stranger—because those two things powerfully influence your interpretation of who the stranger is. Don’t look at the stranger and jump to conclusions. Look at the stranger’s world.

what. Content strategy asks these questions of stakeholders and clients: Why are we doing this? What are we hoping to accomplish, change, or encourage? How will we measure the success of this initiative and the content in it? What measurements of success or metrics do we need to monitor to know if we are successful? How will we ensure the web remains a priority? What do we need to change in resources, staffing, and budgets to maintain the value of communication within and from the organization? What are we trying to communicate? What's the hierarchy of that messaging? This isn't Sophie's Choice, but when you start prioritizing features on a homepage and allocating budget to your list of features and content needs, get ready to make some tough calls. What content types best meet the needs of our target audience and their changing, multiple contexts? What content types best fit the skills of our

Values come from the heart and are immutable at the moment. Yes, they may change tomorrow, a month from now, or a year from now. But at this moment, your signature values are something you feel so strongly about; they can’t be changed or compromised. In fact, they determine how happy you are at any moment in your life. And the word signature means that you have a hierarchy (a prioritized list) of values that are yours and yours alone. The only way you can find joy in life and in your career is to know what your signature values are and then to work hard living harmoniously with them. For instance, if you value health and are not healthy physically or emotionally, you can’t be happy. If you value financial independence and are broke, you can’t be happy. If you value a loving relationship and you are in a toxic and unhealthy one, you can’t be happy. If you value peace of mind but experience constant stress, you can’t be happy.

In our society today, much is made of treating children as persons, human beings who have a right to be heard. But many family leaders today bend so far in the direction of consensus, in order to avoid the stigma of being authoritarian, that clarity of values and the positive, often crucial benefits of the leader's self-differentiation are almost totally missing from the system. One of the most prevalent characteristics of families with disturbed children is the absence or the involution of the relational hierarchy. While schools of family therapy have different ways of conceptualizing this condition, which may also be viewed as a political phenomenon regarding congregations, it is so diffuse among families troubled by their troubled children that its importance cannot be underestimated. What happens in any type of family system regarding leadership is paradoxical. The same interdependency that creates a need for leadership makes the followers anxious and reactive precisely when the leader is functioning best.

You would expect the loss of a stable existence on earth to drive a search for fixity on a higher sphere. If this is the case, a rise in the appeal of fundamentalism will testify to the experience of impermanence. That takes me deep into the realm of subjectivity, but there are empirical hints and signs. In Egypt, we saw, the old regime was initially replaced by the Muslim Brotherhood, which won the country’s only fair elections to date. The hard reality in the Middle East is that Islamist groups have prospered wherever secular Arab authoritarians have wobbled. In the US, the more demanding faiths — evangelists, Mormons, Hasidics — have grown at the expense of older institutions which too much resemble the earth-bound hierarchies of the Center. The spread of Christianity in China is among today’s best-kept secrets. For the governing classes and articulate elites of the world, this turn to religion is both appalling and incomprehensible — but this is a denial of human nature. If the City of Man becomes a passing shadow, people will turn to the City of God.

In the last chapter I suggested that humans are, like our primate ancestors, innately equipped to live in dominance hierarchies that can be quite brutal. But if that’s true, then how come nomadic hunter-gatherers are always egalitarian? There’s no hierarchy (at least among the adult males), there’s no chief, and the norms of the group actively encourage sharing resources, particularly meat.26 The archaeological evidence supports this view, indicating that our ancestors lived for hundreds of thousands of years in egalitarian bands of mobile hunter-gatherers.27 Hierarchy only becomes widespread around the time that groups take up agriculture or domesticate animals and become more sedentary. These changes create much more private property and much larger group sizes. They also put an end to equality. The best land and a share of everything people produce typically get dominated by a chief, leader, or elite class (who take some of their wealth with them to the grave for easy interpretation by later archaeologists). So were our minds “structured in advance of experience” for hierarchy or for equality? For hierarchy,

Michelle Alexander, an associate professor of law at Ohio State University, has written an entire book, The New Jim Crow, that blames high black incarceration rates on racial discrimination. She posits that prisons are teeming with young black men due primarily to a war on drugs that was launched by the Reagan administration in the 1980s for the express purpose of resegregating society. “This book argues that mass incarceration is, metaphorically, the New Jim Crow and that all those who care about social justice should fully commit themselves to dismantling this new racial caste system,” wrote Alexander.4 “What this book is intended to do—the only thing it is intended to do—is to stimulate a much-needed conversation about the role of the criminal justice system in creating and perpetrating racial hierarchy in the United States.”5 Liberals love to have “conversations” about these matters, and Alexander got her wish. The book was a best seller. NPR interviewed her multiple times at length. The New York Times said that Alexander “deserved to be compared to Du Bois.” The San Francisco Chronicle described the book as “The Bible of a social movement.

Dreams in which the dead interact with the living are typically so powerful and lucid that there is no denying contact was real. They also fill us with renewed life and break up grief or depression. In chapter 16, on communicating with the dead, you will learn how to make such dreams come about. Another set of dreams in which the dead appear can be the stuff of horror. If you have had a nightmare concerning someone who has recently passed, know that you are looking into the face of personal inner conflict. You might dream, for instance, that your dead mother is buried alive or comes out of her grave in a corrupted body in search of you. What you are looking at here is the clash of two sets of ideas about death. On the one hand, a person is dead and rotting; on the other hand, that same person is still alive. The inner self uses the appropriate symbols to try to come to terms with the contradiction of being alive and dead at the same time. I am not sure to what extent people on the other side actually participate in these dreams. My private experience has given me the impression that the dreams are triggered by attempts of the departed for contact. The macabre images we use to deal with the contradiction, however, are ours alone and stem from cultural attitudes about death and the body. The conflict could lie in a different direction altogether. As a demonstration of how complex such dreams can be, I offer a simple one I had shortly after the death of my cat Twyla. It was a nightmare constructed out of human guilt. Even though I loved Twyla, for a combination of reasons she was only second best in the hierarchy of house pets. I had never done anything to hurt her, and her death was natural. Still I felt guilt, as though not giving her the full measure of my love was the direct cause of her death. She came to me in a dream skinned alive, a bloody mass of muscle, sinew, veins, and arteries. I looked at her, horror-struck at what I had done. Given her condition, I could not understand why she seemed perfectly healthy and happy and full of affection for me. I’m ashamed to admit that it took me over a week to understand what this nightmare was about. The skinning depicted the ugly fate of many animals in human hands. For Twyla, the picture was particularly apt because we used to joke about selling her for her fur, which was gorgeous, like the coat of a gray seal. My subconscious had also incorporated the callous adage “There is more than one way to skin a cat.” This multivalent graphic, typical of dreams, brought my feelings of guilt to the surface. But the real meaning was more profound and once discovered assuaged my conscience. Twyla’s coat represented her mortal body, her outer shell. What she showed me was more than “skin deep” — the real Twyla underneath,

Too often scholars have thought and even suggested that what happened during and after Constantine was that the church sought to replace the pagan temples, priests, and sacrifices with their own. This is at best a half truth. If this had been primarily what was going on, we would have expected to find priestesses showing up in the mainstream church in and after the time of Constantine, since there were certainly priestesses in the pagan temples. But this we do not find in the historical record. This is because the church of that period was not merely trying to supplant pagan religion with Christian religion, though some of that was going on. More to the point, there was a rising tide of anti-Judaism, and one of its manifestations was this Old Testament hermeneutic. The Torah had been claimed as the church’s book, Jews were being ostracized and then later ghettoized, and a hermeneutic of ministry was being adopted which co-opted the Old Testament for church use when it came to priests, temples, and sacrifices, and indeed sacraments in general. Thus ironically enough while the structure of the ecclesial church was becoming more Old Testamental, the church hierarchy was not only becoming less tolerant of Jews, it was forgetting altogether the Jewish character of Jesus’ ministry and his modifications of the Passover that led to the Lord’s Supper celebration of the early church in the first place.

What is instructive about these examples is that a similar pattern is emerging today regarding people who are homosexual. Those who oppose homosexuality claim that (1) the Bible records God’s judgment against the sin of homosexuality from its first mention in Scripture; (2) people who are homosexual are somehow inferior in moral character and incapable of rising to the level of full heterosexual “Christian civilization”; and (3) people who are homosexual are willfully sinful, often sexually promiscuous and threatening, and deserve punishment for their own acts. The church is once again repeating the mistakes of the past. And, as I will show in subsequent chapters, the reason why many people fail to apply Jesus’ gospel to the issue of homosexuality is that they are once again using a “commonsense” method of biblical interpretation and are following the lead of fundamentalist theologians whose methods are similar to those of Turretin. We are thankful that most Christians no longer believe in racial and gender hierarchy. Why? What changed our minds? How was the church able to change? In the next chapter we will review the way in which a new, Christ-centered approach to biblical interpretation carried forth the best insights of the dissenting abolitionists and expanded and applied them. This christological approach, which used the whole Bible, with Jesus as its central character and interpreter, enabled the church to change its mind and heart on issues of race and women. Let us examine this new approach.

Starting with Theodor Adorno in the 1950s, people have suggested that lower intelligence predicts adherence to conservative ideology. Some but not all studies since then have supported this conclusion. More consistent has been a link between lower intelligence and a subtype of conservatism, namely right-wing authoritarianism (RWA, a fondness for hierarchy). ... The standard, convincing explanation for the link is that RWA provides simple answers, ideal for people with poor abstract reasoning skills. The literature has two broad themes. One is that rightists are relatively uncomfortable with ambiguity; ... . The other is that leftists, well, think harder, have a greater capacity for what the political scientist Philip Tetlock of the University of Pennsylvania calls "integrative complexity". In one study, conservatives and liberals, when asked about the causes of poverty, both tended toward personal attributions (“They’re poor because they’re lazy”). But only if they had to make snap judgments. Give people more time, and liberals shifted toward situational explanations (“Wait, things are stacked against the poor”). In other words, conservatives start gut and stay gut; liberals go from gut to head. ... Why? Some have suggested it’s a greater respect for thinking, which readily becomes an unhelpful tautology. Linda Skitka of the University of Illinois emphasizes how the personal attributions of snap judgments readily feel dissonant to liberals, at odds with their principles; thus they are motivated to think their way to a more consonant view. In contrast, even with more time, conservatives don’t become more situational, because there’s no dissonance.

People in their sixties usually exercise power over people in their twenties, even though twentysomethings are much stronger than their elders. The typical plantation owner in Alabama in the mid-nineteenth century could have been wrestled to the ground in seconds by any of the slaves cultivating his cotton fields. Boxing matches were not used to select Egyptian pharaohs or Catholic popes. In forager societies, political dominance generally resides with the person possessing the best social skills rather than the most developed musculature. In organised crime, the big boss is not necessarily the strongest man. He is often an older man who very rarely uses his own fists; he gets younger and fitter men to do the dirty jobs for him. A guy who thinks that the way to take over the syndicate is to beat up the don is unlikely to live long enough to learn from his mistake. Even among chimpanzees, the alpha male wins his position by building a stable coalition with other males and females, not through mindless violence. In fact, human history shows that there is often an inverse relation between physical prowess and social power. In most societies, it’s the lower classes who do the manual labour. This may reflect Homo sapiens’ position in the food chain. If all that counted were raw physical abilities, Sapiens would have found themselves on a middle rung of the ladder. But their mental and social skills placed them at the top. It is therefore only natural that the chain of power within the species will also be determined by mental and social abilities more than by brute force. It is therefore hard to believe that the most influential and most stable social hierarchy in history is founded on men’s ability physically to coerce women.

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

Kshemaraja says: Let people of great intelligence closely understand the Goddess Consciousness who is simultaneously of the nature of both revelation (unmesha) and concealment (nimesha). The best attitude is to regard everything that happens in the group as the play of Chiti. Revelation is Shiva and confusion is also Shiva. However, there is always recourse to A-Statements, statements of present feeling. An A-Statement (I feel mad, sad, bad, scared or glad), is already at a higher level than a statement in which the A-Statement is not acknowledged or expressed. A person might be angry and not know it. That anger will colour all his opinions and attitudes and distort them. The simple statement, ‘I am angry’, is much closer to the truth and also much less destructive. Making A-Statements keeps thought closely tied to feeling. If thought wanders away from feeling, that is, if it is unconscious of the feeling underlying it, it can and does create universes of delusion. When thought is tied to feeling, it becomes much more trustworthy. If I were to look for a scriptural justification of the concept of the A-Statement, I would point to the remarkable verse (I.4) from Spanda Karikas: I am happy, I am miserable, I am attached—these and other cognitions have their being evidently in another in which the states of happiness, misery, etc., are strung together. Notice the A-Statements (I am happy, etc.). Of course, the point that Vasugupta is making has to do with the old debate with the Buddhists. He is saying that these cognitions or A-Statements must exist within an underlying context, the Self. The Buddhist logicians denied the existence of a continuous Self, saying that each mind moment was essentially unrelated to every other one. Leaving that debate aside, the verse suggests the close connection of the A-Statement with the Self. The participant in Shiva Process work makes an A-Statement, understanding that with it he comes to the doorway of the Self, which underlies it. I think of the A-Statement as a kind of Shaivite devotional ritual. The Shaiva yogi sacramentalises every movement and gesture of life and by making a perfect articulation of present feeling, he performs his sacrament to the presence of divinity in that moment. Once the A-Statements are found, expansion takes place via B-Statements, any statements that uplift, and G-Statements, those B-Statements that are scriptural or come from higher Consciousness. Without G-Statements the inquiry might be merely psychological, or rooted in the mundane. Without A-Statements we are building an edifice on shaky foundations. Balance is needed. Mandala of the Hierarchy of Statements. Self-inquiry leads to more subtle and profound understanding. A-Statements set the foundation of present feeling, B-Statements draw on inner wisdom and G-Statements lift the inquiry to higher Consciousness.

Make her qualify herself a few times before escalating to a first date. Doing this will imply to her that you are man who has options. One way to do this is to briefly mention a personality trait that you admire in others and then suggest that perhaps she has that personality trait. If she responds by confirming what you suggest, she is essentially validating herself to gain your approval. Only after she does this a few times should you consider asking her to meet you in person. Here is one way to make her qualify herself to you. “I’m a big fan of people who take care of their health and yet also enjoy the little things in life. You mention in your profile that you eat healthy. I think that’s great. Do you allow yourself to indulge in a little bit of ice cream or chocolate every now and then?” Pass the sneaky tests women will throw at you in their messages by straddling the line between alpha and beta. If women find some incongruence between your profile content, photographs, and messages, they will try to expose the cause of that discrepancy. For example, if your profile content and messages to a woman indicate that you are a man who is successful with women, but you are 5’8” tall, bald, and far from handsome, she will want to make sure that you really a high-value man. So, she might mention a recent bad date, a strange email message, or some other communication that she received from a low-value guy and ask you what your thoughts are on that issue. If you talk negatively about the low-value guy, she will convince herself that you could not possibly be a high-value man. After all, high-status men do not make fun of those who stand lower in the social hierarchy. If you empathize with the low-value guy by explaining his actions, she will think that you must be a low-value guy yourself. How else could you feel this guy’s pain? The best

So the best project management policies are those that promote open flow of information up and down the project hierarchy.

like to make practices stimulating, fun, and, most of all, efficient. Coach Al McGuire once told me that his secret was not wasting anybody’s time. “If you can’t it get done in eight hours a day,” he said, “it’s not worth doing.” That’s been my philosophy ever since. Much of my thinking on this subject was influenced by the work of Abraham Maslow, one of the founders of humanistic psychology who is best known for his theory of the hierarchy of needs. Maslow believed that the highest human need is to achieve “self-actualization,” which he defined as “the full use and exploitation of one’s talents, capacities and potentialities.” The basic characteristics of self-actualizers, he discovered in his research, are spontaneity and naturalness, a greater acceptance of themselves and others, high levels of creativity, and a strong focus on problem solving rather than ego gratification. To achieve self-actualization, he concluded, you first need to satisfy a series of more basic needs, each building upon the other to form what is commonly referred to as Maslow’s pyramid. The bottom layer is made up of physiological urges (hunger, sleep, sex); followed by safety concerns (stability, order); love (belonging); self-esteem (self-respect, recognition); and finally self-actualization. Maslow concluded that most people fail to reach self-actualization because they get stuck somewhere lower on the pyramid. In his book The Farther Reaches of Human Nature, Maslow describes the key steps to attaining self-actualization: experiencing life “vividly, selflessly, with full concentration and total absorption”; making choices from moment to moment that foster growth rather than fear; becoming more attuned to your inner nature and acting in concert with who you are; being honest with yourself and taking responsibility for what you say and do instead of playing games or posing; identifying your ego defenses and finding the courage to give them up; developing the ability to determine your own destiny and daring to be different and non-conformist; creating an ongoing process for reaching your potential and doing the work needed to realize your vision. fostering the conditions for having peak experiences, or what Maslow calls “moments of ecstasy” in which we think, act, and feel more clearly and are more loving and accepting of others.

The challenge for most people is they simply aren’t aware of their signature values. They don’t know what makes them happy! When you drive a car and are holding the steering wheel, doesn’t the steering wheel move back and forth continuously while the car is in motion even when you are going straight? The reason the steering wheel is always moving is because the car is always trying to go off course. If you don’t continually move the steering wheel, you’ll crash! The same is true for your life and your career. If you don’t continually control the values that determine your happiness, you’ll crash and burn emotionally! Every emotion you feel, every decision you make, and every action you take is guided by your values. And here’s what’s exciting about your values. Though you may have 20, 30, or more values, there are only about 6 to 8 that make up 90 percent of your happiness. This means that when you identify your top 6 to 8 values and place them in a hierarchy of importance, you will then know precisely what makes you happy.

Arguably, the essential genius of the American political tradition consists of this complex choreography: accommodating the passions and interests opened up by the protocols of democracy without disturbing the underlying equanimity of capital accumulation and rule by propertied elites. It is a balancing act made even more complicated by the heightened fluidity of the American experience of class hierarchy, perhaps best captured by that old but still cogent observation about “shirtsleeves to shirtsleeves in three generations.” Nonetheless, rarely if ever in the past has the plutocrat so rooted himself in plebeian culture, erasing all that remained of the habits of deference once expected to inform relations between rulers and the ruled. Nor did he before now build bridges to the lower orders by pointing out precisely what separates them—namely, his unapproachable wealth—using it as a credential of his all-Americanism. Nor have such alliances, when they existed, lasted nearly as long. Nor have so many businessmen assumed second careers as elected officials without any prior experience; on the contrary, many have pointed to their lack of personal political experience as their chief virtue. That, plus offering their long years spent running companies as proving their unique aptitude to govern.

The strategy paradox arises from the need to make strategic commitments in the face of strategic uncertainty. Strategic uncertainty—which is different from operational or financial uncertainty—increases as one attempts to plan over longer time horizons. The traditional hierarchy provides a foundation for managing strategic uncertainty, because hierarchies function best when the levels within them are defined by the time horizons the managers at each level are responsible for. As a result, each level in a hierarchy copes with different degrees of strategic uncertainty. Lower levels have very little strategic latitude, focusing instead on delivering against past commitments, while higher levels manage strategic uncertainty more actively by mitigating strategic risk and positioning the firm to exploit future strategic opportunities. Midlevel managers in charge of operating divisions must translate the possibilities created by senior management into commitments that functional management must fulfill.

This is one of the reasons the best organizations are often run in tandem. The combination of the keeper of the vision (CVO) and the operator (the CFO or COO). It is a partnership of complementary skill sets. We are more likely to get these partnerships if we adjust the formal hierarchies in our companies to promote the right mindset to fit the purpose of the job. This means that we need to stop seeing the CEO as number one and the CFO or COO as number two and start thinking of them as vital partners in a common cause. One does not know how to do the other’s job better than they do (which is why they need each other).

Among all the tactics[to elevate their position in status hierarchies], industriousness proved to be the best predictor of past and anticipated income and promotions. Those who worked harder achieved higher levels of education and higher annual salaries, and they anticipated greater salaries and promotions than those who failed to work hard.

The adult has an incredibly high threshold for pain because the adult understands that life, in order to be meaningful, requires pain, that nothing can or necessarily should be controlled or bargained for, that you can simply do the best you can do, regardless of the consequences. Psychological growth is an escape from nihilism, a process of building more and more sophisticated and abstract value hierarchies in order to stomach whatever life throws our way.

Hierarchies are best suited for situations that require tight control of production, information, or resources, such as manufacturers or large bureaucracies that exist in universities, governments, and militaries. Hierarchies are robust and inflexible, requiring formal rules, standard operating procedures, and a chain of command. In contrast, networks are resilient and adaptable, requiring flexibility and horizontal flows of information. Healthy startup communities rely upon unencumbered information flows organized in network-based structures. Conversely, they suffocate under hierarchical control.

Summing Up We see the presence throughout Scripture of contrasting patriarchal and egalitarian streams. These tensions are best resolved by the eschatological vision of the New Testament, which holds in tension the ways in which we “already” have entered into the new life of the world to come (and thus have left patriarchy behind) and the ways in which we still live in this world, and have “not yet” fully entered into the life of the world to come (and thus are still bound, in some ways, by the structures of society, including—in the ancient world—patriarchal structures). But the canonical witness as a whole portrays the egalitarian vision as the eschatological destiny of human life, and invites people to live into that destiny, as long as such life does not disrupt the everyday functioning of the Christian community. This means that the hierarchy of the genders cannot be used today as a form of gender complementarity, which is allegedly violated by same-sex intimate relationships. However, to the extent that hierarchical assumptions shape the Bible’s negative portrayal of same-sex eroticism (and such assumptions are evident in multiple places), these texts may be limited in their ability to speak directly to same-sex relationships today—in a context where such hierarchical assumptions no longer apply.

CREATE SAFETY FOR BEST THINKING (THE YIN) Share their view last after hearing other people’s views Encourage others to take an opposing stand Encourage all points of view Focus on the facts Depersonalize the issues and keep it unemotional Look beyond organizational hierarchy and job titles DEMAND RIGOR (THE YANG) Ask the hard questions Challenge the underlying assumptions Look for evidence in the data Attack the issues, not the people Ask “why” repeatedly until the root cause is unearthed Equally debate both sides of the issue

It was this hierarchy—so central to Western cosmology for so long that, even today, a ten-year-old could intuitively get much of it right—that was challenged by the most famous compendium of all: Denis Diderot and Jean le Rond d’Alembert’s eighteen-thousand-page Encyclopédie. Published between 1751 and 1772, the Encyclopédie was sponsored by neither the Catholic Church nor the French monarchy and was covertly hostile to both. It was intended to secularize as well as to popularize knowledge, and it demonstrated those Enlightenment commitments most radically through its organizational scheme. Rather than being structured, as it were, God-down, with the whole world flowing forth from a divine creator, it was structured human-out, with the world divided according to the different ways in which the mind engages with it: “memory,” “reason,” and “imagination,” or what we might today call history, science and philosophy, and the arts. Like alphabetical order, which effectively democratizes topics by abolishing distinctions based on power and precedent in favor of subjecting them all to the same rule, this new structure had the effect of humbling even the most exalted subjects. In producing the Encyclopédie, Diderot did not look up to the heavens but out toward the future; his goal, he wrote, was “that our descendants, by becoming more learned, may become more virtuous and happier.” It is to Diderot’s Encyclopédie that we owe every modern one, from the Britannica and the World Book to Encarta and Wikipedia. But we also owe to it many other kinds of projects designed to, in his words, “assemble all the knowledge scattered on the surface of the earth.” It introduced not only new ways to do so but new reasons—chief among them, the diffusion of information prized by an élite class into the culture at large. The Encyclopédie was both the cause and the effect of a profoundly Enlightenment conviction: that, for books about everything, the best possible audience was the Everyman.

Looking at and 'appreciating' art has been understood as an instrument (or at best a result) of upward mobility, in which owning art is the ultimate step. making art is at the bottom of the scale. This is the only legitimate reason to see artists as so many artists see themselves - as 'workers'. At the same time, artists/makers tend to feel misunderstood and, as creators, innately superior to the buyers/owners. The innermost circle of the art-world class system thereby replaces the rulers with the creators, and the contemporary artist in the big city is a schizophrenic creature. S/he is persistently working 'up' to be accepted, not only by other artists, but also by the hierarchy that exhibits, writes about and buys his / her work. At the same time s/he is often ideologically working 'down' in an attempt to identify with the workers outside of the art context and to overthrow the rulers in the name of art.

If you want to hire great people and have them stay working for you, you have to let them make a lot of decisions, and you have to be run by ideas, not hierarchy. The best ideas have to win, otherwise good people don’t stay.

According to Rogers’s humanistic perspective, in contrast, people are inherently good, and driven toward personal growth. If they enjoy a supportive social milieu, they will construct creative, productive, meaningful lives filled with love and purpose. They will discover, and live in accord with, their authentic self. This humanistic emphasis on living in accord with the authentic self received additional support in Abraham Maslow’s hierarchy of needs, which peaks with the need for self-actualization.

Multipliers liberate people from the oppressive forces within corporate hierarchy. They liberate people to think, to speak, and to act with reason. They create an environment where the best ideas surface and where people do their best work. They give people permission to think.

A functional social institution—a hierarchy devoted to producing something of value, beyond the mere insurance of its own survival—can utilize the conservative types to carefully implement processes of tried-and-true value, and the creative, liberal types to determine how what is old and out of date might be replaced by something new and more valuable. The balance between conservatism and originality might therefore be properly struck, socially, by bringing the two types of persons together. But someone must determine how best to do that, and that requires a wisdom that transcends mere temperamental proclivity.

Mike Adams was by far the hardest for me to read. He was supportive in my first few weeks, but he was the least visible, occupied by prior projects. I also understood the least about the kinds of programming that were his strengths. Although I wasn't a programmer, I did have a computer science degree, something that, ironically, neither Adams, nor Peatling, nor Beau had. I didn't write code mostly because early in my career, I realized I did best at the level above code: leading teams, working with ideas, and shepherding projects to ship. Over my career, I've often been asked how I could manage programmers without doing programming myself. I believe I can manage anyone making anything provided two things are true: clarity and trust. If there is clarity between us on the goal and how we'll know when we're done, then we can speak the same language about what we need to do to get there. I knew enough about programming to call bullshit when needed and ask insightful questions. Making good things is about managing hundreds of trade-off decisions, and that's one of my best skills. Regarding clarity, most teams in the working world are starving for it. Layers of hierarchy create conflicting goals. Many teams have leaders who've never experienced clarity in their entire lives: they don't know what to look for, much less what to do when they find it. Thinking clearly, as trite as it sounds, was my strength.

The best way to lower the barriers that hierarchy puts between us is to admit that it exists and think of ways to make sure everyone feels they are on an equal footing at a human level despite the structure. To make sure

Wittkower's response - which resonated for decades - to the manifest lack of robustness of modern civilization was to reassert the absolute difference between the past and the present: premodern societies were oriented, and they knew hierarchy. Wittkower argued, on the basis of the texts by Alberti and Palladio, that the architecture of the Italian Renaissance materialized a mathematical program: a system of ratios that pictured the invisible structure of the cosmos. Architecture placed the human body within this system. It is hard to see the difference between this and Sedlmayr's view except that the one believes that man's image was best framed by forms based on the divinely measured proportions of the human body, and the other believes that man's image was best framed by an image of divinity itself. Wittkower recovers a religious conception of architecture but detached from Christianity: the Renaissance church as a Hindu temple, as it were.

The sole book now in Dorothy’s possession is a copy of Hamilton’s Mythology. A book she has loved since childhood, when she spied the tattered paperback in a bin in her local library, passed over by all the other kids for its ruined state. It says on the back, published in the U.S.A. She has learned to read this foreign language from this book, this book of myths. She loves each of the little chapters, how they are short, and self-contained, but also all fit together in a larger universe of gods and goddesses, spirits, lower and higher, deities of all types and their seconds, their assistants, their rivalries and hierarchies, their relative powers and weaknesses. Their petty squabbles and sordid doings and secret crushes. Every time she opens the book, she hopes to turn to a new page, a new god, a little tiny thing. She likes the minor gods the best, because they are easier to master, to learn everything about. She can search out and soak up all of the other things that other people had written or said about this minor god, and in that way become an authority on such a god. And when she becomes an authority someday, an expert in her own right, she thinks that maybe she might be able to make her own entry in the book. To create a tiny god from scratch. She has not named it yet. Perhaps the god of bus rides. The god of sponge baths, or maps, or minimum wage. The god of immigrants.

If there is a problem to be solved, and many people involve themselves in the solution, then a hierarchy must and will arise, as those who can do, and those who cannot follow as best they can, often learning to be competent in the process. If the problem is real, then the people who are best at solving the problem at hand should rise to the top. That is not power. It is the authority that properly accompanies ability.

The advantages of high rank must be pretty enormous, otherwise evolution would never have installed such foolhardy ambitions. They are ubiquitous in the animal kingdom, from frogs and rats to chickens and elephants. High rank generally translates into food for females and mates for males. I say “generally,” because males also compete for food, and females for mates, even though the latter is mostly restricted to species, like ours, in which males help out with child rearing. Everything in evolution boils down to reproductive success, which means that the different orientations of males and females make perfect sense. A male can increase his progeny by mating with many females while keeping rivals away. For the female, such a strategy makes no sense: mating with multiple males generally does not do her any good. The female goes for quality rather than quantity. Most female animals do not live with their mates, hence all they need to do is pick the most vigorous and healthy sex partner. This way, their offspring will be blessed with good genes. But females of species in which the mates stay around are in a different situation, which makes them favor males who are gentle, protective, and good providers. Females further enhance reproduction by what they eat, especially if they are pregnant or lactating, when caloric intake increases fivefold. Since dominant females can claim the best food, they raise the healthiest offspring. In some species, like rhesus macaques, the hierarchy is so strict that a dominant female will simply stop a subordinate walking by with bulging cheek pouches. These pouches help the monkeys carry food to a safe spot. The dominant will hold the head of the subordinate and open her mouth, essentially picking her pocket. Her intrusion meets with no resistance because for the subordinate it’s either this or get bitten.

All these nervous people, from the unemployed to the public figure liable at any moment to incur the wrath of those whose investment he represents, believe that only by empathy, assiduity, serviceability, arts and dodges, by tradesmen’s qualities, can they ingratiate themselves with the executive they imagine omnipresent, and soon there is no relationship that is not seen as a ‘connection’, no impulse not first censored as to whether it deviates from the acceptable. The concept of connections, a category of mediation and circulation, never flourished best in the sphere of circulation proper, the market, but in closed and monopolistic hierarchies. Now that the whole of society is becoming hierarchical, these murky connections are proliferating wherever there used still to be an appearance of freedom.

But it is an archaeological site called Sunghir, discovered in the 1950s on the muddy banks of Klyazma River on the eastern fringes of the Russian city of Vladimir, that hints at how these populations busied themselves while waiting for the worst of winter to pass. Included among the stone tools and other more conventional bits and pieces, archaeologists there discovered several graves. None were more remarkable than the elaborate shared grave of two young boys who, sometime between 30,000 and 34,000 years ago, were buried together alongside a straightened mammoth-tusk lance in clothing decorated with nearly 10,000 laboriously carved mammoth-tusk beads, as well as pieces including a belt decorated with teeth plucked from the skulls of over a hundred foxes. With archaeologists estimating it took up to 10,000 hours of work to carve these beads alone—roughly equivalent to five years’ full-time effort for one individual working forty hours a week—some have suggested that these boys must have enjoyed something resembling noble status, and as a result that these graves indicate formal inequality among these foragers.11 It is at best tenuous evidence of institutional hierarchy; after all, some egalitarian foraging societies like the Ju/’hoansi made similarly elaborate items. But the amount of

When faced with such Pyramid-style efforts, it is tempting to just walk away in frustration. However, it’s a fatal mistake for Constellation mindset leaders to shy away from efforts to organize and codify because the Pyramid mindset assumes that its type of order (hierarchy) is order itself. All the Constellation mindset prophets and practitioners we’ve met thus far cared deeply about organizing, and about orienting the Constellation around a pattern and tone.

He wrote how this supposed inferiority led to their position within the slave-trading hierarchy. “Negroes, uninterested and lacking in interest, in a state of undisturbed naivety, are to be regarded as a nation of children. They are sold and allow themselves to be sold without any reflection as to the rights or wrongs of it.” Meanwhile, he thought that the white race represented the best of what humanity had to offer. “It is in the Caucasian race,” he wrote, “that spirit first reaches absolute unity with itself. It is here that it first enters into complete opposition to naturality, apprehends itself in its absolute independence, disengages from the dispersive vacillation between one extreme and the other, achieves self-determination, self-development, and so brings forth world history.

…Our overriding objective is excellence, or more precisely, constant improvement - A superb, constantly improving company in all respects. Conflict in the pursuit of excellence is a terrific thing. There should be no hierarchy based on age or seniority: Power should lie in the reasoning, not the position of the individual. The best ideas win, no matter who they come from. Criticism is an essential ingredient in the improvement process, yet, if handled incorrectly, can be destructive. It should be handled objectively. There should be no hierarchy in the giving or receiving of criticism. Teamwork and spirit are essential, including intolerance of substandard performance. This is referring to two things: First, one’s recognition of the responsibilities one has to help the team achieve it’s common goal, and second, the willingness to help others work within a group toward these common goals. Our fates are intertwined. One should know that others can be relied on to help. As a corollary, substandard performance cannot be tolerated anywhere, because it would hurt everyone. …Long-term relationships are both intrinsically gratifying and efficient, and should be intentionally built.

People can be placed along the continuum, and the aspiring mind-changer needs to alter his approach accordingly if resonance is to be achieved. Argument, facts, rhetoric: Is this person moved chiefly by argument, with its logical components? What role do facts, information, and data play in this person’s hierarchy of considerations? Are rhetorical flourishes or logically ordered propositions more likely to capture attention and bring about changes? Central versus peripheral routes: Is this person more likely to be engaged by a direct discussion of the issue? Or would it be best to bring up one’s concerns indirectly—through questions, examples, tone of voice, gestures, pregnant pauses, and well-timed silences?

Actually, Tylor recognized a multitude of ways in which the idea of a supreme god can arise out of polytheism in the mythology of the people. One god could be considered to be the head of a hierarchy among the gods of the polytheistic pantheon. He may be the glorification of a primeval ancestor. He could have come about by means of elevating, say, the sun or heaven to divine status. He may be the soul (anima) of the world as a whole. On the other hand, his derivation may be more abstract as the result of a fusion of the best attributes of the gods of polytheism, together with the removal of any limits placed on them.40 Ultimately, in some cultures the idea of monotheism became more well-defined and permanent.

Laughter connects you with people. It’s almost impossible to maintain any kind of distance or any sense of social hierarchy when you’re just howling with laughter.

Influence, and particularly Inception, is most effective when the person you are speaking to feels like he or she is on the same level of the hierarchy as you. This is where Inception is strongest and works the best.

At the summit of the intellectual scale, the major intellectual development of the end of the nineteenth century was the discovery of the reality and power of the subconscious in human thought and the irrational in human action. While Bergson and Freud had absolutely nothing to do with fascism, and indeed suffered personally from it, their work helped undermine the liberal conviction that politics means free people choosing the best policies by the simple exercise of their reason. Their findings—particularly Freud’s—were spread and popularized after 1918 by direct wartime experiences such as battlefield emotional trauma, for which the term “shell shock” was invented. At the bottom of the intellectual scale, a host of popular writers reworked an existing repertory of themes—race, nation, will, action— into harder, more aggressive forms as the ubiquitous social Darwinism. Race, hitherto a rather neutral term for any animal or human grouping, was given a more explicitly biological and hereditarian form in the late nineteenth century. Charles Darwin’s cousin Francis Galton suggested in the 1880s that science gave mankind the power to improve the race by urging “the best” to reproduce; he invented the word “eugenics” for this effort. The nation—once, for progressive nationalists like Mazzini, a framework for progress and fraternity among peoples—was made more exclusive and ranked in a hierarchy that gave “master races” (such as the “Aryans,” a figment of nineteenth-century anthropological imagination) the right to dominate “inferior” peoples. Will and action became virtues in themselves, independently of any particular goal, linked to the struggle among the “races” for supremacy.

Anyone who is awake nowadays knows that Republicans and Democrats seem to disagree on most issues — and neither side seems able to be persuaded by the other. Why? After analyzing the data from 44 years of studies and more than 22,000 people in the United States and Europe, John Jost and his associates86 have concluded that these disagreements are not simply philosophic disputes about how, say, to end poverty or fix schools; they reflect different ways of thinking, different levels of tolerance for uncertainty, and core personality traits, which is why conservatives and liberals are usually not persuaded by the same kinds of arguments. As a result of such evidence, some evolutionary psychologists maintain that ideological belief systems may have evolved in human societies to be organized along a left–right dimension, consisting of two core sets of attitudes: (1) whether a person advocates social change or supports the system as it is, and (2) whether a person thinks inequality is a result of human policies and can be overcome or is inevitable and should be accepted as part of the natural order.87 Evolutionary psychologists point out that both sets of attitudes would have had adaptive benefits over the millennia: Conservatism would have promoted stability, tradition, order, and the benefits of hierarchy, whereas liberalism would have promoted rebelliousness, change, flexibility, and the benefits of equality.88 Conservatives prefer the familiar; liberals prefer the unusual. Every society, to survive, would have done best with both kinds of citizens, but you can see why liberals and conservatives argue so emotionally over issues such as income inequality and gay marriage. They are not only arguing about the specific issue, but also about underlying assumptions and values that emerge from their personality traits. It is important to stress that these are general tendencies. Most people enjoy stability and change in their lives, perhaps in different proportion at different ages; many people will change their minds in response to new situations and experiences, as was the case in the acceptance of gay marriage; and until relatively recently in American society, the majority of members of both political parties were willing to compromise and seek common ground in passing legislation. Still, such differences in basic orientation help explain the frustrating fact that liberals and conservatives so rarely succeed in hearing one another, let alone in changing one another’s minds.

After considering what gets covered, you will need to turn your attention to who is involved in the performance management cycle. Traditional performance management models are typically formal and hierarchical—and often involve only the senior management or leadership team. When you're setting up performance management for the ecosystem economy, you need a less hierarchical, more project-oriented, more results-oriented model. You need to involve not just senior management, but also people from all levels within your agile model (e.g., tribes, chapters, and squads). Involving more of the team not only creates a more streamlined and efficient process, but also facilitates an unfiltered flow of information. Management gets an opportunity to hear an unfiltered report straight from the team members who will be best equipped to give it. And the team members get an opportunity to receive feedback and instruction straight from management, without anything getting lost in translation as the information passed through two or three levels of hierarchy and bureaucracy.

The historical changes in American marriage—from the pragmatic to the love-based to the self-expressive eras—exhibit striking parallels to the psychologist Abraham Maslow’s famous hierarchy of needs.

The story idealists sometimes tell of humanity says we're natural seekers of equality. This isn't true. Utopians talk of injustice whilst building new hierarchies and placing themselves at the top. We all do this. It's in our nature. The urge for rank is ineradicable. It's the secret goal of our lives, to win status for ourselves and our game - and gain as much of it over you and you and you as we can. It's how we make meaning. It's how we make identity. It's the worst of us, it's the best of us and it's the inescapable truth of us: for humans, equality will always be the impossible dream.

The Pyramid mindset offers freedom from. Consolidated dependence under a hierarchy offers a certain kind of security from outside threats. Less obviously, the Pyramid mindset is also with us in our independence. We become our own self-contained mini-pyramids (like the little triangle above the big pyramid in the Great Seal)—free, we imagine, from everything.

Most human cultures have been overtly polygynous. In hunter-gatherer cultures the men who are the most charming, the most respected, the most intelligent, and the best hunters tend to attract more than their fair share of female sexual attention. They may have two or three times as many offspring as their less attractive competitors. In pastoral cultures the men who have the largest herds of animals attract the most women. In agricultural societies the men who have the most land, wealth, and military power attract the most women. Before the middle ages, in urban civilizations with high population densities, the men at the top of the hierarchy almost always had harems of hundreds of women producing hundreds of babies.

That a man is a king only due to the circum­stances of birth should be considered just as terrible as when a man is untouchable only due to the accident of his birth.