How To Correctly Integrate Quotes

How you correct your mistakes will define your character and commitment to a higher power.

I confess that I am now suspicious of nearly every attempt to code anger as unhealthy, no matter how well meaning or persuasive the source. I believe Stanton was correct: what is bad for women, when it comes to anger, are the messages that cause us to bottle it up, let it fester, keep it silent, feel shame, and isolation for ever having felt it or re-channel it in inappropriate directions. What is good for us is opening our mouths and letting it out, permitting ourselves to feel it and say it and think it and act on it and integrate it into our lives, just as we integrate joy and sadness and worry and optimism.

Gentrification is often presented as a sort of corrective to the suburbs: instead of white flight and unsustainable cookie-cutter planning, we get dense, urban, and diverse cityscapes. But gentrification is simply a new form of the same process that created the suburbs; it's the same age-old, racist process of subsidizing and privileging the lives and preferred locales of the wealthy and white over those of poor people of color. The seesaw has just tipped in the other direction. Gentrification does not mean that the suburbs are over, or that cities are becoming more diverse. All it means is that our geography of inequality is being redrawn. Gentrification is not integration but a new form of segregation. The borders around the ghettos have simply been rebuilt.

Financing is an art form. One of the challenges is how to correctly finance a company. In certain periods of time, more covenants need to be put into deals. You have to be sure the company has the right covenant -- to allow it the freedom to grow, but also to insure the integrity of the credit. Sometimes a company should issue convertible bonds instead of straight bonds. Sometimes it should issue preferred stock. Each company and each financing is different, and the process can’t be imitative.

From his point of view and at the level where he had chosen to do his dreadful work, Hitler was perfectly correct in his estimate of human nature. To those of us who look at men and women as individuals rather than as members of crowds, or of regimented collec­tives, he seems hideously wrong. In an age of accelerat­ing over-population, of accelerating over-organization and ever more efficient means of mass communication, how can we preserve the integrity and reassert the value of the human individual? This is a question that can still be asked and perhaps effectively answered. A generation from now it may be too late to find an answer and perhaps impossible, in the stifling collec­tive climate of that future time, even to ask the ques­tion.

If I walk along a shore towards a ship which has run aground, and the funnel or masts merge into the forest bordering on the sand dune, there will be a moment when these details suddenly become part of the ship, and indissolubly fused with it. As I approached, I did not perceive resemblances or proximities which finally came together to form a continuous picture of the upper part of the ship. I merely felt that the look of the object was on the point of altering, that something was imminent in this tension, as a storm is imminent in storm clouds. Suddenly the sight before me was recast in a manner satisfying to my vague expectation. Only afterwards did I recognize, as justifications for the change, the resemblance and contiguity of what I call ‘stimuli’— namely the most determinate phenomena, seen at close quarters and with which I compose the ‘true’ world. ‘How could I have failed to see that these pieces of wood were an integral part of the ship? For they were of the same colour as the ship, and fitted well enough into its superstructure.’ But these reasons for correct perception were not given as reasons beforehand. The unity of the object is based on the foreshadowing of an imminent order which is about to spring upon us a reply to questions merely latent in the landscape. It solves a problem set only in the form of a vague feeling of uneasiness, it organizes elements which up to that moment did not belong to the same universe and which, for that reason, as Kant said with profound insight, could not be associated. By placing them on the same footing, that of the unique object, synopsis makes continuity and resemblance between them possible. An impression can never by itself be associated with another impression.

The moral here is that nature and nurture should not be opposed. Pure learning, in the absence of any innate constraints, simply does not exist. Any learning algorithm contains, in one way or another, a set of assumptions about the domain to be learned. Rather than trying to learn everything from scratch, it is much more effective to rely on prior assumptions that clearly delineate the basic laws of the domain that must be explored, and integrate these laws into the very architecture of the system. The more innate assumptions there are, the faster learning is (provided, of course, that these assumptions are correct!). This is universally true. It would be wrong, for example, to think that the AlphaGo Zero software, which trained itself in Go by playing against itself, started from nothing: its initial representation included, among other things, knowledge of the topography and symmetries of the game, which divided the search space by a factor of eight. Our brain too is molded with assumptions of all kinds. Shortly, we will see that, at birth, babies' brains are already organized and knowledgeable. They know, implicitly, that the world is made of things that move only when pushed, without ever interpenetrating each other (solid objects)—and also that it contains much stranger entities that speak and move by themselves (people). No need to learn these laws: since they are true everywhere humans live, our genome hardwires them into the brain, thus constraining and speeding up learning. Babies do not have to learn everything about the world: their brains are full of innate constraints, and only the specific parameters that vary unpredictably (such as face shape, eye color, tone of voice, and individual tastes of the people around them) remain to be acquired.

Creating “Correct” Children in the Classroom One of the most popular discipline programs in American schools is called Assertive Discipline. It teaches teachers to inflict the old “obey or suffer” method of control on students. Here you disguise the threat of punishment by calling it a choice the child is making. As in, “You have a choice, you can either finish your homework or miss the outing this weekend.” Then when the child chooses to try to protect his dignity against this form of terrorism, by refusing to do his homework, you tell him he has chosen his logical, natural consequence of being excluded from the outing. Putting it this way helps the parent or teacher mitigate against the bad feelings and guilt that would otherwise arise to tell the adult that they are operating outside the principles of compassionate relating. This insidious method is even worse than outand-out punishing, where you can at least rebel against your punisher. The use of this mind game teaches the child the false, crazy-making belief that they wanted something bad or painful to happen to them. These programs also have the stated intention of getting the child to be angry with himself for making a poor choice. In this smoke and mirrors game, the children are “causing” everything to happen and the teachers are the puppets of the children’s choices. The only ones who are not taking responsibility for their actions are the adults. Another popular coercive strategy is to use “peer pressure” to create compliance. For instance, a teacher tells her class that if anyone misbehaves then they all won’t get their pizza party. What a great way to turn children against each other. All this is done to help (translation: compel) children to behave themselves. But of course they are not behaving themselves: they are being “behaved” by the adults. Well-meaning teachers and parents try to teach children to be motivated (translation: do boring or aversive stuff without questioning why), responsible (translation: thoughtless conformity to the house rules) people. When surveys are conducted in which fourth-graders are asked what being good means, over 90% answer “being quiet.” And when teachers are asked what happens in a successful classroom, the answer is, “the teacher is able to keep the students on task” (translation: in line, doing what they are told). Consulting firms measuring teacher competence consider this a major criterion of teacher effectiveness. In other words if the students are quietly doing what they were told the teacher is evaluated as good. However my understanding of ‘real learning’ with twenty to forty children is that it is quite naturally a bit noisy and messy. Otherwise children are just playing a nice game of school, based on indoctrination and little integrated retained education. Both punishments and rewards foster a preoccupation with a narrow egocentric self-interest that undermines good values. All little Johnny is thinking about is “How much will you give me if I do X? How can I avoid getting punished if I do Y? What do they want me to do and what happens to me if I don’t do it?” Instead we could teach him to ask, “What kind of person do I want to be and what kind of community do I want to help make?” And Mom is thinking “You didn’t do what I wanted, so now I’m going to make something unpleasant happen to you, for your own good to help you fit into our (dominance/submission based) society.” This contributes to a culture of coercion and prevents a community of compassion. And as we are learning on the global level with our war on terrorism, as you use your energy and resources to punish people you run out of energy and resources to protect people. And even if children look well-behaved, they are not behaving themselves They are being behaved by controlling parents and teachers.

Most of us have to make some trade-offs and compromises along the way, including some we may not like. If your Lifeview is that art is the only thing worth pursuing, and your Workview tells you that it’s critical to make enough money so your kids have everything they need, you are going to make a compromise in your Lifeview while your children are dependent and at home. But that will be okay, because it’s a conscious decision, which allows you to stay “on course” and coherent. Living coherently doesn’t mean everything is in perfect order all the time. It simply means you are living in alignment with your values and have not sacrificed your integrity along the way. When you have a good compass guiding you, you have the power to cut these kinds of deals with yourself. If you can see the connections between who you are, what you believe, and what you are doing, you will know when you are on course, when there is tension, when there might need to be some careful compromises, and when you are in need of a major course correction. Our experience with our students has shown that the ability to connect these three dots increases your sense of self, and that helps you create more meaning in your life and have greater satisfaction.

These autonomous, self-regulating properties of holons within the growing embryo are a vital safeguard; they ensure that whatever accidental hazards arise during development, the end-product will be according to norm. In view of the millions and millions of cells which divide, differentiate, and move about in the constantly changing environment of fluids and neighbouring tissues-Waddington called it 'the epigenetic landscape'-it must be assumed that no two embryos, not even identical twins, are formed in exactly the same way. The self-regulating mechanisms which correct deviations from the norm and guarantee, so to speak, the end-result, have been compared to the homeostatic feedback devices in the adult organism-so biologists speak of 'developmental homeostasis'. The future individual is potentially predetermined in the chromosomes of the fertilised egg; but to translate this blueprint into the finished product, billions of specialized cells have to be fabricated and moulded into an integrated structure. The mind boggles at the idea that the genes of that one fertilised egg should contain built-in provisions for each and every particular contingency which every single one of its fifty-six generations of daughter cells might encounter in the process. However, the problem becomes a little less baffling if we replace the concept of the 'genetic blueprint', which implies a plan to be rigidly copied, by the concept of a genetic canon of rules which are fixed, but leave room for alternative choices, i.e., flexible strategies guided by feedbacks and pointers from the environment. But how can this formula be applied to the development of the embryo?

This includes the creation of automated build, integration, and test processes so that we can immediately detect when a change has been introduced that takes us out of a correctly functioning and deployable state.

Physical Invasion The normative principle I am suggesting for the law is simply this: No action should be considered illicit or illegal unless it invades, or aggresses against, the person or just property of another. Only invasive actions should be declared illegal, and combated with the full power of the law. The invasion must be concrete and physical. There are degrees of seriousness of such invasion, and hence, different proper degrees of restitution or punishment. "Burglary," simple invasion of property for purposes of theft, is less serious than "robbery," where armed force is likely to be used against the victim. Here, however, we are not concerned with the questions of degrees of invasion or punishment, but simply with invasion per se. If no man may invade another person's "just" property, what is our criterion of justice to be? There is no space here to elaborate on a theory of justice in property titles. Suffice it to say that the basic axiom of libertarian political theory holds that every man is a selfowner, having absolute jurisdiction over his own body. In effect, this means that no one else may justly invade, or aggress against, another's person. It follows then that each person justly owns whatever previously unowned resources he appropriates or "mixes his labor with." From these twin axioms — self-ownership and "homesteading" — stem the justification for the entire system of property rights titles in a free-market society. This system establishes the right of every man to his own person, the right of donation, of bequest (and, concomitantly, the right to receive the bequest or inheritance), and the right of contractual exchange of property titles. Legal and political theory have committed much mischief by failing to pinpoint physical invasion as the only human action that should be illegal and that justifies the use of physical violence to combat it. The vague concept of "harm" is substituted for the precise one of physical violence. Consider the following two examples. Jim is courting Susan and is just about to win her hand in marriage, when suddenly Bob appears on the scene and wins her away. Surely Bob has done great "harm" to Jim. Once a nonphysical-invasion sense of harm is adopted, almost any outlaw act might be justified. Should Jim be able to "enjoin" Bob's very existence? Similarly, A is a successful seller of razor blades. But then B comes along and sells a better blade, teflon-coated to prevent shaving cuts. The value of A's property is greatly affected. Should he be able to collect damages from B, or, better yet, to enjoin B's sale of a better blade? The correct answer is not that consumers would be hurt if they were forced to buy the inferior blade, although that is surely the case. Rather, no one has the right to legally prevent or retaliate against "harms" to his property unless it is an act of physical invasion. Everyone has the right to have the physical integrity of his property inviolate; no one has the right to protect the value of his property, for that value is purely the reflection of what people are willing to pay for it. That willingness solely depends on how they decide to use their money. No one can have a right to someone else's money, unless that other person had previously contracted to transfer it to him. "Legal and political theory have committed much mischief by failing to pinpoint physical invasion as the only human action that should be illegal and that justifies the use of physical violence to combat it.

As I near the end of all of that and think back on what I’ve learned, these are the ten principles that strike me as necessary to true leadership. I hope they’ll serve you as well as they’ve served me. Optimism. One of the most important qualities of a good leader is optimism, a pragmatic enthusiasm for what can be achieved. Even in the face of difficult choices and less than ideal outcomes, an optimistic leader does not yield to pessimism. Simply put, people are not motivated or energized by pessimists. Courage. The foundation of risk-taking is courage, and in ever-changing, disrupted businesses, risk-taking is essential, innovation is vital, and true innovation occurs only when people have courage. This is true of acquisitions, investments, and capital allocations, and it particularly applies to creative decisions. Fear of failure destroys creativity. Focus. Allocating time, energy, and resources to the strategies, problems, and projects that are of highest importance and value is extremely important, and it’s imperative to communicate your priorities clearly and often. Decisiveness. All decisions, no matter how difficult, can and should be made in a timely way. Leaders must encourage a diversity of opinion balanced with the need to make and implement decisions. Chronic indecision is not only inefficient and counterproductive, but it is deeply corrosive to morale. Curiosity. A deep and abiding curiosity enables the discovery of new people, places, and ideas, as well as an awareness and an understanding of the marketplace and its changing dynamics. The path to innovation begins with curiosity. Fairness. Strong leadership embodies the fair and decent treatment of people. Empathy is essential, as is accessibility. People committing honest mistakes deserve second chances, and judging people too harshly generates fear and anxiety, which discourage communication and innovation. Nothing is worse to an organization than a culture of fear. Thoughtfulness. Thoughtfulness is one of the most underrated elements of good leadership. It is the process of gaining knowledge, so an opinion rendered or decision made is more credible and more likely to be correct. It’s simply about taking the time to develop informed opinions. Authenticity. Be genuine. Be honest. Don’t fake anything. Truth and authenticity breed respect and trust. The Relentless Pursuit of Perfection. This doesn’t mean perfectionism at all costs, but it does mean a refusal to accept mediocrity or make excuses for something being “good enough.” If you believe that something can be made better, put in the effort to do it. If you’re in the business of making things, be in the business of making things great. Integrity. Nothing is more important than the quality and integrity of an organization’s people and its product. A company’s success depends on setting high ethical standards for all things, big and small. Another way of saying this is: The way you do anything is the way you do everything.

I went to a few AA meetings and realized that, in essence, the Twelve Steps were supposed to teach me how to have a conscience, how to care about things other than myself, how to correct my mistakes and act with honor and integrity, as well as how to understand good behavior and taking responsibility for bad behavior. They taught me how to understand a sense of “good” that went beyond my personal feelings, lusts, desires, and opinions. These very basic concepts of good and bad gave me a concrete foundation.

We don’t know how to feel with conscience. Ideas like integrity or devotion remain abstract, theoretically correct and good, but lacking the ability to produce immediately fulfilling emotions or sensations. What I mean by learning to think emotionally and physiologically is rediscovering the visceral joy of investing in what we already love, the kind of unquestioned spiritual relentlessness we had as kids. As adults, that demands an internal dialogue through which we transpose the search for pleasure onto a platform that is in harmony with our conscience and real responsibilities. We find the pleasure in applied conscience. That’s a lot easier than it sounds. Basically, it’s about recognizing and feeling passion for what we really want to do in our lives.

Our current world I submit that we currently live in a climax stage.21 We have a political model that is based on leading in the popular polls--a model where barely differentiated political leaders pretend to be different by steering voters away from important issues and onto subjects that, albeit emotional, are of little consequence to most people--a model where the election is won by the person with the best marketing, and where consistency and integrity are irrelevant. We have an economic model that is based on pulling resources out of the ground and mostly turning them into unnecessary products, getting people to buy the products by convincing them that they need them, then getting them to throw the products away because they're obsolete. This makes people buy the next model and bury the other one in the ground. The sole goal of this seemingly pointless exercise is to work faster and grow the gross domestic product, which measures the resource churn. We live in a world where the money necessary for our way of life comes out of a slit in the wall as long as we keep showing up for work, yet only experts understand the fiat-based money/credit system. We live in a world where food can be heated in a microwave oven at the touch of a button, yet only experts understand how this works. This goes for most of the other technology we use. All we know is that if we press this or that button, things magically happen. We are aware of large-scale problems, but most of us believe that we can't do anything about them. Instead, we believe in a mythical They who will find a solution, just like They have provided all this wonderful technology we surround ourselves with. We may be more technologically advanced as a group, and correctly but myopically hold up technology as our one indicator of "progress,"22 but in terms of individual understanding we have not come far, and once again live according to old concepts. In fact, we might have turned a full cycle from the last climax stage: The Dark Ages.

Sometimes changes in language behaviour do not seem to be explainable in terms of a gradual build-up of fluency through practice. These changes have been described in terms of restructuring (McLaughlin 1990). They seem to be based on some qualitative change in the learner’s knowledge. Restructuring may account for what appear to be bursts of progress, when learners suddenly seem to ‘put it all together’, even though they have not had any new instruction or apparently relevant exposure to the language. It may also explain apparent backsliding, when a systematic aspect of a learner’s language incorporates too much or incorporates the wrong things. For example, as we saw in Chapter 2, when a learner finally masters the use of the regular -ed ending to show past tense, irregular verbs that had previously been used correctly may be affected. Thus, after months of saying ‘I saw a film’, the learner may say ‘I seed’ or even ‘I sawed’. Such overgeneralization errors are not based on practice of those specific items but rather on their integration into a general pattern.

The Holy Scripture is called the Book of the Old and of the New Testament. When a notary has drawn a contract or other deed, when a testament is confirmed by the death of the testator, there must not be added, withdrawn, or altered, one single word under penalty of falsification. Are not the Holy Scriptures the true testament of the eternal God, drawn by the notaries deputed for this purpose, duly sealed and signed with his blood, confirmed by death? Being such, how can we alter even the smallest point without impiety? “A testament,” says the great Ulpian, “is a just expression of our will as to what we would have done after our death.”898 Our Lord by the Holy Scriptures shows us what we must believe, hope for, love and do, and this by a true expression of his will; if we add, take away or change, it will no longer be the true expression of God’s will. For Our Lord having duly expressed in Scripture his will, if we add anything of our own we shall make the statement go beyond the will of the testator, if we take anything away we shall make it fall short, if we make changes in it we shall set it awry, and it will no longer correspond to the will of the author, nor be a correct statement. When two things exactly correspond, he who changes the one destroys the equality and the correspondence between them. If it be a true statement, whatever right have we to alter it? Our Lord puts a value on the iotas, yea, the mere little points and accents of his holy words. How jealous then is he of their integrity, and what punishment shall they not deserve who violate this integrity! Brethren, says S. Paul,899 (I speak after the manner of man), yet a man’s testament, if it be confirmed, no man despiseth, nor addeth to it. And to show how important it is to learn the Scripture in its exactness he gives an example. To Abraham were the promisesmade, and to his seed. He says not and to his seeds as of many, but as of one; and to thy seed, who is Christ. See, I beg you, how the change from singular to plural would have spoilt the mysterious meaning of this word. The Ephrathites [Ephraimites] said Sibolleth, not forgetting a single letter, but because they did not pronounce it thickly enough, the Galaadites slew them at the fords of Jordan.900 The simple difference of pronunciation in speaking, and in writing the mere transposition of one single point on the letter scin caused the ambiguity, and changing the janin into semol, instead of an ear of wheat expressed a weight or a burden. Whosoever alters or adds the slightest accent in the Scripture is a sacrilegious man and deserves the death of him who dares to mingle the profane with the sacred.

Part of the problem in the gay marriage debate is that emotions run high on both sides. Each side digs in its heels and refuses to budge in any way. Sometimes gays are vilified and misunderstood by traditionalists, but the reverse can be true as well. How do we handle this matter of defining (or changing the definition of) marriage in the public square? Are traditionalists discriminating against gays who believe they should have “equal rights under the law”? First, Christians should seek to understand, show grace, correct misperceptions, and build bridges wherever possible when interacting with those who disagree about this emotional issue. Both sides ought to be committed to truth-seeking, not playing power politics. The term homophobic is commonly misused today: “If you don’t accept homosexuality as legitimate, you’re homophobic.” Christians often are, but shouldn’t be, homophobic—afraid of homosexuals. It’s helpful to ask what people mean when they use this term. If they mean nonacceptance of homosexuality as a legitimate way of life rather than fear of homosexuals, then they are being inconsistent. In this case, they are being homophobic-phobic—not accepting the view of traditionalists as legitimate. Both sides should be committed to fairness and truth-seeking. Elizabeth Moberly explains: Neither side should make inflated claims or distort data. Both sides need to be frank about their own shortcomings. Truth-seeking also implies an essential concern not to misrepresent others, and not to withhold research grants or publication from persons who hold other views. Genuine and principled disagreement needs to be respected, not dismissed as homophobia or bigotry. This debate is not an easy one. But if we all seek to act with integrity—if we promote truth-seeking and show real respect for those with whom we disagree—then we may realistically hope for the future.1

Many people today have an irrational—almost phobic—fear of hunger. We live in a society that teaches us that it isn’t ever good to be hungry, and that hunger can even be dangerous. Of course, this is partly true since everyone needs to eat, and when you’re hungry it triggers the reactive part of the survival instinct (which says “I must eat in order to survive”). Nonetheless, when you know how to manipulate hunger correctly, it will serve you in many positive ways. Hunger will trigger the active part of the survival instinct—that which makes you more alert, ambitious, competitive, and creative. Throughout history, humans have had to contend with hunger, and not just because they were unable to afford food or suffered from drought and famine. Learning to deal with hunger was also practiced intentionally, to make people tougher and stronger, thereby more resilient to life’s hardships. The historical correlation between hunger and freedom is quite evident. During the period when the Bible was written, and later, during the Roman Empire, hunger and fasting were considered an integral part of life for free people, warriors, and those who wandered. Slaves, on the other hand, were fed frequently throughout the day. The Israelite slaves’ first complaint after leaving Egypt was of hunger, and they wandered in the desert for forty years, adapting and eventually becoming a free nation. Only the second generation of those escaped from Egypt reached the Promised Land. I firmly believe that hunger triggers the Warrior Instinct, and if it’s under control it will give you a “sense of freedom.” I also believe that frequently feeding—due to a fear of hunger—may, to put it strongly, create a “slave mentality,” because when fed continually, people tend to become more lethargic and submissive—and thus easily controlled. One could almost consider food abundance a less drastic or obvious form of “opiates for the masses.” How

The normative principle I am suggesting for the law is simply this: No action should be considered illicit or illegal unless it invades, or aggresses against, the person or just property of another. Only invasive actions should be declared illegal, and combated with the full power of the law. The invasion must be concrete and physical. There are degrees of seriousness of such invasion, and hence, different proper degrees of restitution or punishment. "Burglary," simple invasion of property for purposes of theft, is less serious than "robbery," where armed force is likely to be used against the victim. Here, however, we are not concerned with the questions of degrees of invasion or punishment, but simply with invasion per se. If no man may invade another person's "just" property, what is our criterion of justice to be? There is no space here to elaborate on a theory of justice in property titles. Suffice it to say that the basic axiom of libertarian political theory holds that every man is a selfowner, having absolute jurisdiction over his own body. In effect, this means that no one else may justly invade, or aggress against, another's person. It follows then that each person justly owns whatever previously unowned resources he appropriates or "mixes his labor with." From these twin axioms — self-ownership and "homesteading" — stem the justification for the entire system of property rights titles in a free-market society. This system establishes the right of every man to his own person, the right of donation, of bequest (and, concomitantly, the right to receive the bequest or inheritance), and the right of contractual exchange of property titles. Legal and political theory have committed much mischief by failing to pinpoint physical invasion as the only human action that should be illegal and that justifies the use of physical violence to combat it. The vague concept of "harm" is substituted for the precise one of physical violence. Consider the following two examples. Jim is courting Susan and is just about to win her hand in marriage, when suddenly Bob appears on the scene and wins her away. Surely Bob has done great "harm" to Jim. Once a nonphysical-invasion sense of harm is adopted, almost any outlaw act might be justified. Should Jim be able to "enjoin" Bob's very existence? Similarly, A is a successful seller of razor blades. But then B comes along and sells a better blade, teflon-coated to prevent shaving cuts. The value of A's property is greatly affected. Should he be able to collect damages from B, or, better yet, to enjoin B's sale of a better blade? The correct answer is not that consumers would be hurt if they were forced to buy the inferior blade, although that is surely the case. Rather, no one has the right to legally prevent or retaliate against "harms" to his property unless it is an act of physical invasion. Everyone has the right to have the physical integrity of his property inviolate; no one has the right to protect the value of his property, for that value is purely the reflection of what people are willing to pay for it. That willingness solely depends on how they decide to use their money. No one can have a right to someone else's money, unless that other person had previously contracted to transfer it to him. Legal and political theory have committed much mischief by failing to pinpoint physical invasion as the only human action that should be illegal and that justifies the use of physical violence to combat it. (1/2)

James 4:8 NKJV says, "Draw near to God and He will draw near to you." So, how do we do this? How do you do this? First, you develop a deeply personal relationship with the Father, Son and Holy Spirit. Isn't that absolutely incredible? Some practical ways for me; reading His Word spending quiet time in His presence praying doing devotionals praying for others praying over meals Church attendance Home Groups/Bible Studies writing out scripture memorizing scripture, APPS: Bible, Church, Christian Leaders Podcasts fasting and praying listening and singing Christian songs volunteering giving of my time and treasure being kind walking in integrity doing the right thing and responding correctly connecting with like-minded followers of Christ being edified by those relationships and the strength that it brings

Practice trouble spots separately. If practice is programming the body, then we can see that starting the piece over every time we make an error is worthless. Actually, it is worse than worthless, since it wastes the time needed to fix the actual trouble spot. The motions the body makes at the start of the piece are only somewhat related to the motions several measures later. Of course, all the notes connect and relate, and this tricks us into thinking that the motions relate in the same manner. Practice only the motions which are faulty, then integrate those motions back into the piece. 5. Diagnose and treat each error, VERY thoroughly. Every error has a nature, and to fix that error you must ask yourself questions: What went wrong? What didn't go right? What finger failed to play? What finger played when it shouldn't have? What did my wrist do? What finger was in the wrong position? Should the fingering itself be changed? Once you have accurately answered these questions, the treatment of these troubles is usually quite obvious. Apply the indicated treatment and the error should disappear. Fail to take the time to do this analysis and you will meet that error over and over as you waste time and become more and more frustrated. 6. Do not watch your hands. Humans are "eye-minded," meaning that our chief sense is our eyesight. When we are concerned with getting something correct we watch it carefully. Unfortunately, this is not a good way to play. The key perceptions we need to use are the sense of hearing and the sense of where and what our arms, wrists, and fingers are doing, which is called “proprioception.” Programming the body's "automatic pilot" depends on playing by feel and using your hearing to check your work. If this sounds like a violation of common sense, then I invite you to make an experiment. Play

Contradictions within our own system of integrity are simply opportunities to try, again, to make decisions true to our own beliefs, our understanding of ethics, and our sense of who we are.

Shame is a function of sight. When a citizen of streets walks through the ravine, unwatched, he can choose to take his propriety with him. He can police himself. He might choose to do this: to carry his shame with him, in the form of guilt. Then again, the permutations available to the mind in the ravine are infinite. The first bitter story ever told was precisely this one; the crime of the usurper. We pretend to have knowledge that is not rightfully ours. We make something, believing that we have mastered what we have merely stolen. Finally, what we make takes vengeance upon us, and we are forced to confront the truth, which is in fact no different from the original mystery: that we know very little. I have spent a long time wondering about permanence: whether the soul can sustain irreparable damage, and how this might limit the notion of free will. Whether the psychologists are correct or not—and I am sure they are mostly not—we do carry our families with us, until death; and if our families are broken we carry the breakage in our soul. Nothing religious is ever destroyed by logic; it is destroyed only by God's withdrawal. All the stories feeding into my life are fragmenting the integrity of my voice; I hear myself telling other people's stories as if they were my own, and I feel certain that there are people out there, people I hardly know, telling mine. I am a confluence of stolen narratives, and my own story has been stolen too and fed through a foreign mouth into foreign ears. There is no moments beauty in those whom we have loved for a long time. We do not admire them, the way we do some chance woman or man on the subway as a moment's appearance of perfection in the physique. We see them as a montage of every remembered moment, the present moment often more vivid and strong than those receding into the past, but a montage nevertheless. If we remember.

A metabolic, deep nutrition, and nontoxic approach is the answer to cancer prevention and management. This book is our call to arms—we must focus on the 90–95 percent of cancers that are caused by the standard American diet and exposure to environmental toxins. We simply cannot keep shrugging our shoulders when we, or our loved ones, are diagnosed. If a new virus began to kill one of every four people in the United States, you can bet your pink ribbon a cure would be found, and fast. While Western medicine continues to drive along the dusty, dead-end road seeking the genetic and targeted answer to cancer, it is time for us to start taking control of our own health and health care choices. We’ll say it again: Cancer is a metabolic, environmental, and emotional disease. It’s not just a tumor; it signifies correctable imbalances that occur inside and outside our body. Now is the time for lifelong remission. It is time for some real hope and to disarm the most deadly disease of modern times. How? With the metabolic approach to cancer.

Without automated testing, continuous integration is the fastest way to get a big pile of junk that never compiles or runs correctly.

Where does intrinsic security come from? It doesn’t come from what other people think of us or how they treat us. It doesn’t come from the scripts they’ve handed us. It doesn’t come from our circumstances or our position. It comes from within. It comes from accurate paradigms and correct principles deep in our own mind and heart. It comes from inside-out congruence, from living a life of integrity in which our daily habits reflect our deepest values. I believe that a life of integrity is the most fundamental source of personal worth. I do not agree with the popular success literature that says that self-esteem is primarily a matter of mind-set, of attitude—that you can psych yourself into peace of mind. Peace of mind comes when your life is in harmony with true principles and values and in no other way.

Where does intrinsic security come from? It doesn’t come from what other people think of us or how they treat us. It doesn’t come from the scripts they’ve handed us. It doesn’t come from our circumstances or our position. It comes from within. It comes from accurate paradigms and correct principles deep in our own mind and heart. It comes from inside-out congruence, from living a life of integrity in which our daily habits reflect our deepest values. I believe that a life of integrity is the most fundamental source of personal worth. I do not agree with the popular success literature that says that self-esteem is primarily a matter of mind-set, of attitude—that you can psych yourself into peace of mind. Peace of mind comes when your life is in harmony with true principles and values and in no other way.

Contradictions within our own system of integrity are simply opportunities to try, again, to make decisions true to our own beliefs, our understanding of ethics, and our sense of who we are. These moments—when we are caught in a situation that has no clear answer, no heuristic to employ that will spit out a theoretical but practically impossible “correct” decision—are when we see the true value in failure. We’re deciding to do something that will, someday, backfire. The more we chew on it and work it through, the more meaning we can derive from that backfire when it happens.

Approach everything with integrity. Get comfortable saying no. Do what you love. On integrity, Buffett asked Spier and Pabrai, “Would you rather be the greatest lover in the world yet be known as the worst, or would you rather be the worst lover and be known as the greatest? If you know how to answer that correctly, then you have the right internal yardstick.” Spier said, “Buffett was teaching us to act with the right motivation—because it’s the right thing to do, not because of what people will think.” Buffett believes that highly successful people say no to most opportunities. Spier noted that, “even though he is a kind man at heart, he also has absolutely no trouble enduring the momentary unpleasantness that comes from saying no. As I realized this, I resolved to get a lot better at my own ability to say no.

American writer and biologist Frederick Kenyon (1867-1941) was the first to explore the inner workings of the bee brain. His 1896 study, in which he managed to dye and characterize numerous types of nerve cells of the bee brain, was, in the words of the world's foremost insect neuroanatomist, Nick Strausfeld, 'a supernova.' Not only did Kenyon draw the branching patterns of various neuron types in painstaking detail, but he also high­lighted, for the first time in any organism, that these fell into clearly identifi­able classes, which tended to be found only in certain areas of the brain. One such type he found in the mushroom bodies is the Kenyon cells, named in his honor. Their cell bodies -- the part of the neuron that con­tains the chromosomes and the DNA -- decoding machinery -- are in a peripheral area enclosed by the calyx of each mushroom body (the mush­room's 'head'), with a few additional ones on the sides of or underneath the calyces. A finely arbored dendritic tree (the branched struc­ture that is a nerve cell's signal 'receiver') extends into the mushroom body calyx, and a single axon (the neuron's 'information-sending output cable') extends from each cell into the mushroom body pedunculus (the mushroom's 'stalk'). Extrapolating from just a few of these characteristically shaped neu­rons that he could see, Kenyon suggested (correctly) that there must be tens of thousands of such similarly shaped cells, with parallel outputs into each mushroom body pedunculus. (In fact, there are about 170,000 Kenyon cells in each mushroom body.) He found neurons that connect the an­tennal lobes (the primary relays processing olfactory sensory input) with the mushroom body input region (the calyces, where the Kenyon cells have the fine dendritic trees) -- and even suggested, again correctly, that the mushroom bodies were centers of multisensory integration. Kenyon's 1896 brain wiring diagram [is a marvel]. It contains several classes of recognizable neuron types, with some suggestions for how they might be connected. Many neurons have extensions as widely branched as full­grown trees -- only, of course, much smaller. Consider that the drawing only shows around 20 of a honey bee brain's ~850,000 neurons. We now know that each neuron, through its many fine branches, can make up to 10,000 connection points (synapses) with other neurons. There may be a billion synapses in a honey bee's brain -- and, since the efficiency of synapses can be modified by experience, near-infinite possibility to alter the informa­tion flow through the brain by learning and memory. It is a mystery to me how, after the publication of such work as Kenyon's, anyone could have suggested that the insect brain is simple, or that the study of brain size could in any way be informative about the complexities of information pro­cessing inside a brain. Kenyon apparently suffered some of the anxieties all too familiar to many early-career researchers today. Despite his scientific accomplish­ments, he had trouble finding permanent employment, and moved be­tween institutions several times, facing continuous financial hardship. Eventually, he appears to have snapped, and in 1899 Kenyon was arrested for 'erratic and threatening behavior' toward colleagues, who subsequently accused him of insanity. Later that year, he was permanently confined to a lunatic asylum, apparently without any opportunity ever to rehabilitate himself, and he died there more than four decades later -- as Nick Strausfeld writes, 'unloved, forgotten, and alone.' It was not to be the last tragedy in the quest to understand the bee brain.

Optimism. One of the most important qualities of a good leader is optimism, a pragmatic enthusiasm for what can be achieved. Even in the face of difficult choices and less than ideal outcomes, an optimistic leader does not yield to pessimism. Simply put, people are not motivated or energized by pessimists. Courage. The foundation of risk-taking is courage, and in ever-changing, disrupted businesses, risk-taking is essential, innovation is vital, and true innovation occurs only when people have courage. This is true of acquisitions, investments, and capital allocations, and it particularly applies to creative decisions. Fear of failure destroys creativity. Focus. Allocating time, energy, and resources to the strategies, problems, and projects that are of highest importance and value is extremely important, and it’s imperative to communicate your priorities clearly and often. Decisiveness. All decisions, no matter how difficult, can and should be made in a timely way. Leaders must encourage a diversity of opinion balanced with the need to make and implement decisions. Chronic indecision is not only inefficient and counterproductive, but it is deeply corrosive to morale. Curiosity. A deep and abiding curiosity enables the discovery of new people, places, and ideas, as well as an awareness and an understanding of the marketplace and its changing dynamics. The path to innovation begins with curiosity. Fairness. Strong leadership embodies the fair and decent treatment of people. Empathy is essential, as is accessibility. People committing honest mistakes deserve second chances, and judging people too harshly generates fear and anxiety, which discourage communication and innovation. Nothing is worse to an organization than a culture of fear. Thoughtfulness. Thoughtfulness is one of the most underrated elements of good leadership. It is the process of gaining knowledge, so an opinion rendered or decision made is more credible and more likely to be correct. It’s simply about taking the time to develop informed opinions. Authenticity. Be genuine. Be honest. Don’t fake anything. Truth and authenticity breed respect and trust. The Relentless Pursuit of Perfection. This doesn’t mean perfectionism at all costs, but it does mean a refusal to accept mediocrity or make excuses for something being “good enough.” If you believe that something can be made better, put in the effort to do it. If you’re in the business of making things, be in the business of making things great. Integrity. Nothing is more important than the quality and integrity of an organization’s people and its product. A company’s success depends on setting high ethical standards for all things, big and small. Another way of saying this is: The way you do anything is the way you do everything.

During this psychological transformation, the ordinary anchors of everyday life fell away for many working Americans. Family, community, tradition, and certainty were shaken apart by the economic force of the new—urban, postindustrial, and corporate—brand of capitalism. The sense of a person's self, which had previously been socially defined, moved into the interior of each individual's life and mind. Gradually, another concept of the self emerged as capitalism moved into this new stage, and sales or leisured consumption replaced the older emphasis on production and honest, hard work. This transition marked a shift toward a new type of person, one “predicated on the effectiveness of sales technique or the attractiveness of the individual salesperson. Personal magnetism replaced craftsmanship; technique replaced moral integrity.”85 The pervasive anxiety of this era led Americans to look for leadership anywhere they could find it. Three new areas promised relief. First, a new, popular psychology of personality offered to teach Americans how to transform themselves into people with “an intensely private sense of well being.” Self-pleasure and self-satisfaction now became the purpose of individual existence rather than a by-product of a well-lived life, and this ideology conveniently dovetailed with the new consumerism.86 Not surprisingly, then, a second transformative force emerged as the emerging field of advertising co-opted psychology and drafted psychologists like John B. Watson, A. A. Brill, and Sigmund Freud's brilliant nephew Edward Bernays into its well-paying service. On the advice and example of these men, copywriters began to suggest to consumers that they could transform their position in the social and business hierarchy by buying and displaying the correct products and behaviors. The new generation of ads was highly motivational.

We must learn that all feeling serve a valuable purpose, even painful ones. Codependent individuals have learned to suppress their own feelings and therefore have lost this valuable emotional compass. The following is a list of emotions and the message they have to teach us: -         Sadness can teach us the preciousness of life and the importance of compassion and empathy. A life without sadness would also be unable to experience joy. -         Fear warns us of danger and of things that may harm us.  It also serves to show us what part of ourselves and our life we are unwilling to experience. -         Anger is a message that something you are experiencing is unjustified and in pills us to make a change or correct an injustice. It is also one possible expression of fear. - Guilt is a signal that we have done something that goes against our values and our inner integrity. - Loneliness is a message to connect with others and change how you view your relationship to life. -         Shame is similar to guilt in that it tells us that we have done something we should not have done.

Pop quiz: What is the best predictor of the size of a retirement nest egg? What’s that you say, performance? Wrong! I’m sorry but the correct answer was “deferral rate,” but thanks for playing. The way that goals-based investing increases deferral rates (and thus, wallet share) is by couching investment in terms of personal meaning… Rather than speaking in sterile terms that rob wealth of its holistic meaning, use your goals as the benchmark and see how much easier saving becomes.

Where does intrinsic security come from? It doesn’t come from what other people think of us or how they treat us. It doesn’t come from the scripts they’ve handed us. It doesn’t come from our circumstances or our position. It comes from within. It comes from accurate paradigms and correct principles deep in our own mind and heart. It comes from inside-out congruence, from living a life of integrity in which our daily habits reflect our deepest values.

The trainers at Uberversity, where new employees underwent a three-day initiation, began schooling everyone on this scenario: a rival company is launching a carpooling service in four weeks. It’s impossible for Uber to beat them to market with a reliable carpool service of its own. What should the company do? The correct answer at Uberversity—and what Uber actually did when it learned about Lyft Line—was “Rig up a makeshift solution that we pretend is totally ready to go so we can beat the competitor to market.” (Andreessen Horowitz, the venture capital firm where I work, invested in Lyft and I am on its board, so I was keenly aware of the dynamic between the companies—and I am decidedly biased.) Those, including the company’s legal team, who proposed taking the time to come up with a workable product, one far better than Uber Pool 1.0, were told “That’s not the Uber way.” The underlying message was clear: if the choice is integrity or winning, at Uber we do whatever we have to do to win. This competitiveness issue also came up when Uber began to challenge Didi Chuxing, the Chinese market leader in ride-sharing. To counter Uber, Didi employed very aggressive techniques including hacking Uber’s app to send it fake riders. The Chinese law on the tactic wasn’t entirely clear. The Chinese branch of Uber countered by hacking Didi right back. Uber then brought those techniques home to the United States by hacking Lyft with a program known as Hell, which inserted fake riders into Lyft’s system while simultaneously funneling Uber the information it needed to recruit Lyft drivers. Did Kalanick instruct his subordinates to employ these measures, which were at best anticompetitive and at worst arguably illegal? It’s difficult to say, but the point is that he didn’t have to—he had already programmed the culture that engendered those measures.

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In other words, how can we use the posterior distribution —which, after all, represents everything that we know about from the old set—to predict the number of correct responses out of the new set of questions? The mathematical solution is to integrate over the posterior, , where is the predicted number of correct responses out of the additional set of 5 questions. Computationally, you can think of this procedure as repeatedly drawing a random value from the posterior, and using that value to every time determine a single . The end result is , the posterior predictive distribution of the possible number of correct responses in the additional set of 5 questions. The important point is that by integrating over the posterior, all predictive uncertainty is taken into account.

Simplify Billing and Payments with Clinic Management Software Clinthora’s billing and payments that drive a clinic's operational effectiveness. The increasing volume of patients will also mean a much bigger pile of invoices and insurance claims whose different payment options will have to be tracked. Traditional, manual systems are error-prone and slow processes, consuming precious time and also affecting patient satisfaction. Fortunately, clinic management software is a boon to that, automating and delivering excellent payment features—what it really has to offer. This article discusses the key benefits and the most popular tools in a few major Indian cities like Chennai and Bangalore and how systems for payments integration can streamline financial processes in your clinic. Common Billing Challenges in Clinics The most difficult tasks in any clinic's billing department do include transacting business since they also process insurance claims, payment reminders, acceptance of payments in different ways, and operating according to compliance requirements. The following are those common challenges: 1. Manual Data Entry Errors Manual entry of billingand payment information takes time and involves many human errors. Codes or wrong patient information can easily result in denied appeals for claims and delayed payments. According to this, cash flow is highly affected. 2. Inefficient Invoice Processing Manual invoicing often delays the speeding up of the billing and payment process, causing backlogs and increased waiting time for patients. Automating invoices for clinics sometimes makes the clinic unable to meet the administrative requirements, especially during peak hours. 3. Payment Tracking Difficulties Without a cohesive system to track payments made on different channels (cash, cards, online transfers), there will be discrepancies arising in the accounting. It becomes hard for clinics to comprehend which invoices have been unpaid, settled, or overdue. 4. Limited Payment Methods Patients are hesitant to pay on time at clinics that put only a single payment option. In reality, payment gateway integration and other up-to-the-minute payment methods can be very helpful for the patients' benefit and satisfaction. Key Features of Clinic Billing and Payments Software Follow-the-dots clinic management software offers complete solutions for these billing challenges. Here are the leading components that make this technology a must-have. Automated Invoicing for Clinics With automation in invoicing, it becomes easy to generate and send bills. Thus, clinics can ensure the following through this feature: Instant Generation of Invoices: Generate invoices automatically after the service has been rendered and eliminate the waiting time to receive the output. Error-free billing: Eliminates the likelihood of mistakes by siphoning the patient's treatment and data directly from the clinic system. Customization: Offers invoices that can be customized with details such as procedure codes or insurance information. Insurance Claims Management It is one of the most complicated processes in clinic billing. Integrated Insurance Verification: Verify the coverage of the patient in real-time and reduce exposure to rejection. Claims Automation: Automated submission and tracking of claim status, which saves a large amount of time for administrative assistants. Compliance: Claims are coded correctly for current regulations in healthcare and minimize the potential for denials. Payment Gateway Integration The integration of payment gateways is also very important for the modern clinic. It incorporates: Flawless Payments: The patient can pay his bills now through online payment platforms such as credit cards, debit cards, net banking, and mobile wallets. Robust Security: A transaction where encryption and industry standards are the considerations of transactions involved in security.

Simplify Billing and Payments with Clinic Management Software Clinthora’s billing and payments that drive a clinic's operational effectiveness. The increasing volume of patients will also mean a much bigger pile of invoices and insurance claims whose different payment options will have to be tracked. Traditional, manual systems are error-prone and slow processes, consuming precious time and also affecting patient satisfaction. Fortunately, clinic management software is a boon to that, automating and delivering excellent payment features—what it really has to offer. This article discusses the key benefits and the most popular tools in a few major Indian cities like Chennai and Bangalore and how systems for payments integration can streamline financial processes in your clinic. Common Billing Challenges in Clinics The most difficult tasks in any clinic's billing department do include transacting business since they also process insurance claims, payment reminders, acceptance of payments in different ways, and operating according to compliance requirements. The following are those common challenges: 1. Manual Data Entry Errors Manual entry of billing and payment information takes time and involves many human errors. Codes or wrong patient information can easily result in denied appeals for claims and delayed payments. According to this, cash flow is highly affected. 2. Inefficient Invoice Processing Manual invoicing often delays the speeding up of the billing and payment process, causing backlogs and increased waiting time for patients. Automating invoices for clinics sometimes makes the clinic unable to meet the administrative requirements, especially during peak hours. 3. Payment Tracking Difficulties Without a cohesive system to track payments made on different channels (cash, cards, and online transfers), there will be discrepancies arising in the accounting. It becomes hard for clinics to comprehend which invoices have been unpaid, settled, or overdue. 4. Limited Payment Methods Patients are hesitant to pay on time at clinics that put only a single payment option. In reality, payment gateway integration and other up-to-the-minute payment methods can be very helpful for the patients' benefit and satisfaction. Key Features of Clinic Billing and Payments Software Follow-the-dots clinic management software offers complete solutions for these billing challenges. Here are the leading components that make this technology a must-have. Automated Invoicing for Clinics With automation in invoicing, it becomes easy to generate and send bills. Thus, clinics can ensure the following through this feature: Instant Generation of Invoices: Generate invoices automatically after the service has been rendered and eliminate the waiting time to receive the output. Error-free billing: Eliminates the likelihood of mistakes by siphoning the patient's treatment and data directly from the clinic system. Customization: Offers invoices that can be customized with details such as procedure codes or insurance information. Insurance Claims Management It is one of the most complicated processes in clinic billing. Integrated Insurance Verification: Verify the coverage of the patient in real-time and reduce exposure to rejection. Claims Automation: Automated submission and tracking of claim status, which saves a large amount of time for administrative assistants. Compliance: Claims are coded correctly for current regulations in healthcare and minimize the potential for denials. Payment Gateway Integration The integration of payment gateways is also very important for the modern clinic. It incorporates: Flawless Payments: The patient can pay his bills now through online payment platforms such as credit cards, debit cards, net banking, and mobile wallets. Robust Security: A transaction where encryption and industry standards are the considerations of transactions involved in security.

855-478-6082||How i do connect with QuickBooks Support Number Decoding the Digital Distress Call: Finding and Utilizing QuickBooks Support Numbers QuickBooks, a cornerstone of small business financial management, offers a plethora of features designed to streamline accounting tasks. However, even the most proficient users can encounter challenges that necessitate professional assistance. When glitches arise, finding the correct QuickBooks support number becomes paramount. This article aims to demystify the process, providing a comprehensive guide to locating and effectively utilizing QuickBooks support numbers.   The Necessity of Reliable QuickBooks Support QuickBooks, while user-friendly, is a complex software with numerous functionalities. From intricate payroll calculations to intricate inventory management, issues can arise that require expert intervention. Reliable support is essential for:   Prompt Issue Resolution: Minimizing downtime and ensuring business continuity. Data Integrity: Safeguarding crucial financial data from corruption or loss. Compliance Assurance: Navigating tax regulations and payroll requirements. Software Optimization: Maximizing the potential of QuickBooks features. Navigating the Support Landscape: Finding the Right Number Intuit, the developer of QuickBooks, offers various support channels. However, the most direct form of assistance often comes via phone support. Here's how to locate the correct support number:   Official Intuit Website: The most reliable source for up-to-date support numbers is the official Intuit QuickBooks website. Navigate to the "Support" or "Contact Us" section. Product-Specific Support Pages: Intuit provides dedicated support pages for different QuickBooks products (e.g., QuickBooks Desktop, QuickBooks Online, QuickBooks Payroll). Ensure you're accessing the page relevant to your product. In-Product Help Resources: Within the QuickBooks software itself, the "Help" menu may contain links to support resources or contact information.   Exercise Caution with Third-Party Websites: Be wary of third-party websites offering QuickBooks support numbers. These may be outdated, inaccurate, or even fraudulent. Always verify the number on the official Intuit website. Understand your support plan: Depending on your subscription, your support options will vary. Understanding QuickBooks Support Options Intuit offers a range of support options, including: Phone Support: Direct voice communication with QuickBooks support agents. Online Chat Support: Real-time text-based assistance.   Email Support: For less urgent inquiries. Knowledge Base: A comprehensive online library of articles and tutorials. Community Forums: Online platforms where users can exchange solutions and insights.   QuickBooks ProAdvisors: Certified professionals who offer consulting and support services.  

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