Human Resources Success Quotes

The way fungi and mycorrhizae direct nutrients in biological ecosystems is a case study for how we can direct resources within human economic systems. And in doing this, we cultivate a multitude of business opportunities.

Most people don't need to be babied through business processes. Most often, what they need is a clear understanding of the objective and access to available resources. From there, they'll leverage their own creative capacity and skillets to ensure that the objective is accomplished.

Engaged employees are more productive, innovative, and committed to the company's success. They become passionate advocates for your brand and contribute to a positive work environment that attracts and retains top talent.

Employees aren't inanimate objects that can just be moved around like bricks. They're people with emotions and goals and comittments and more. They should be treated like stakeholders, because they are.

One of the best things you can do for your employees is to make sure that they have the resources they need to be successful in their jobs.

Unleash the potential that is in another and you unleash the potential that is in you.

For all the successes of Western civilization, the world paid a dear price in terms of the most crucial component of existence - the human spirit. The shadow side of high technology - modern warfare and thoughtless homicide and suicide, urban blight, ecological mayhem, cataclysmic climate change, polarization of economic resources - is bad enough. Much worse, our focus on exponential progress in science and technology has left many of us relatively bereft in the realm of meaning and joy, and of knowing how our lives fit into the grand scheme of existence for all eternity.

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.

People are an organization's most valuable asset and the key to its success. - Dave Bookbinder

Finally, it means creating a growth-mindset environment in which people can thrive. This involves: • Presenting skills as learnable • Conveying that the organization values learning and perseverance, not just ready-made genius or talent • Giving feedback in a way that promotes learning and future success • Presenting managers as resources for learning Without a belief in human development, many corporate training programs become exercises of limited value.

A DIFFERENT KIND OF CHECKLIST If we want our kids to have a shot at making it in the world as eighteen-year-olds, without the umbilical cord of the cell phone being their go-to solution in all manner of things, they’re going to need a set of basic life skills. Based upon my observations as dean, and the advice of parents and educators around the country, here are some examples of practical things they’ll need to know how to do before they go to college—and here are the crutches that are currently hindering them from standing up on their own two feet: 1. An eighteen-year-old must be able to talk to strangers—faculty, deans, advisers, landlords, store clerks, human resource managers, coworkers, bank tellers, health care providers, bus drivers, mechanics—in the real world.

To maximize the chances of preserving a long-term bond, couples would do well to remain faithful; produce children together; secure ample economic resources; act kind, generous, and understanding; and attend to their mate’s sexual and emotional desires. These actions do not guarantee a successful relationship, but they increase the odds substantially.

There are two basic types of resources that any CEO needs to allocate: financial and human.

The land of opportunity", "The American dream", "Life, liberty, and the pursuit of happiness": these are the sounds of the great sucking mechanism of the American parasite. The reliance of seduction and persuasion over coercion that sold democracy to the American people eventually sold it to the rest of the world. Although there are a minority of examples of the direct parasitism of involuntary immigration, especially slaves from Africa and the "legal" incorporation of Native Americans, voluntary immigration through the lure of freedom and and equality is only a more indirect form of parasitic predation. What is voluntary can be no less predatory than coercion, just as capitalism can be no less predatory than military imperialism. From the point of view of competition among nations, the point is not whether a citizen or their ancestor originally arrived voluntarily or involuntarily, but whether a nation or ideology is successful in harnessing its human resources towards its national interest or way of life. American parasitism works because it offers the secular Judaism of liberalism rather than the secular Christianity of communism. Communism could never compete with the immigrant American hope that they themselves might one day be a filthy rich capitalist.

I began looking for these four: Smart. It doesn’t mean high IQ (although that’s great), it means disposed toward learning. If there’s a best practice anywhere, adopt it. We want to turn as much as possible into a routine so we can focus on the few things that require human intelligence and creativity. A good interview question for this is: “Tell me about the last significant thing you learned about how to do your job better.” Or you might ask a candidate: “What’s something that you’ve automated? What’s a process you’ve had to tear down at a company?” Humble. I don’t mean meek or unambitious, I mean being humble in the way that Steph Curry is humble. If you’re humble, people want you to succeed. If you’re selfish, they want you to fail. It also gives you the capacity for self-awareness, so you can actually learn and be smart. Humility is foundational like that. It is also essential for the kind of collaboration we want at Slack. Hardworking. It does not mean long hours. You can go home and take care of your family, but when you’re here, you’re disciplined, professional, and focused. You should also be competitive, determined, resourceful, resilient, and gritty. Take this job as an opportunity to do the best work of your life. Collaborative. It’s not submissive, not deferential—in fact it’s kind of the opposite. In our culture, being collaborative means providing leadership from everywhere. I’m taking responsibility for the health of this meeting. If there’s a lack of trust, I’m going to address that. If the goals are unclear, I’m going to deal with that. We’re all interested in getting better and everyone should take responsibility for that. If everyone’s collaborative in that sense, the responsibility for team performance is shared. Collaborative people know that success is limited by the worst performers, so they are either going to elevate them or have a serious conversation. This one is easy to corroborate with references, and in an interview you can ask, “Tell me about a situation in your last company where something was substandard and you helped to fix it.

Tick is a humble genesis, tock a feeble apocalypse; and tick-tock is in any case not much of a plot. We need much larger ones and much more complicated ones if we persist in finding 'what will suffice.' And what happens if the organization is much more complex than tick-tock? Suppose, for instance, that it is a thousand-page novel. Then it obviously will not lie within what is called our 'temporal horizon'; to maintain the experience of organization we shall need many more fictional devices. And although they will essentially be of the same kind as calling the second of those two related sounds tock, they will obviously be more resourceful and elaborate. They have to defeat the tendency of the interval between tick and tock to empty itself; to maintain within that interval following tick a lively expectation of tock, and a sense that however remote tock may be, all that happens happens as if tock were certainly following. All such plotting presupposes and requires that an end will bestow upon the whole duration and meaning. To put it another way, the interval must be purged of simple chronicity, of the emptiness of tock-tick., humanly uninteresting successiveness. It is required to be a significant season, kairos poised between beginning and end. It has to be, on a scale much greater than that which concerns the psychologists, an instance of what they call 'temporal integration'--our way of bundling together perception of the present, memory of the past, and expectation of the future, in a common organization. Within this organization that which was conceived of as simply successive becomes charged with past and future: what was chronos becomes kairos. This is the time of the novelist, a transformation of mere successiveness which has been likened, by writers as different as Forster and Musil, to the experience of love, the erotic consciousness which makes divinely satisfactory sense out of the commonplace person.

It is noted that from 1967 to 1995 essays on negative emotions far outnumbered those on positive emotions in the psychological literature. The ratio was 21:1. Even those supreme perpetrators of pop nihilism, The New York Times and The Washington Post, have a better ratio than psychological literature. They average 12 negative stories to every one that might be construed to be non-negative. Many of their non-negative stories, however, cover success in sports and entertainment. I demand that the purveyors of despair who pretend to be dispassionate observes of the human condition go ahead and disclose that the 10 most beautiful words in the English languages are chimes, dawn, golden, hush, lullaby, luminous, melody, mist, murmuring, and tranquil; that Java sparrows prefer the music of Back over that of Schoenberg; that math experts have determined there are 1/96 trillion ways to lace up your shoes; that the Inuit term for making love is translated as ‘laughing together in bed;' and that according to Buckminster Fuller, “pollution is nothing but resources we’re not harvesting.

Ritual is as old as humanity. The first humans ritually raised hands and voices in both desperation and exaltation, just as we do today. That protracted continuity is no historical accident. Ritual has been as critical to our success as fire and tools.

The tokens of wealth that we civilized people covet are largely irrelevant to success and survival in the tribal world and were irrelevant during most of human history. But women have always been the most valuable single resource that men fight for and defend.

If you think of capital allocation more broadly as resource allocation and include the deployment of human resources, you find again that Singleton had a highly differentiated approach. Specifically, he believed in an extreme form of organizational decentralization with a wafer-thin corporate staff at headquarters and operational responsibility and authority concentrated in the general managers of the business units. This was very different from the approach of his peers, who typically had elaborate headquarters staffs replete with vice presidents and MBAs.

The roads that lead young men to war are not political roads, or national and international roads, but individual roads. What propels young men to combat is not the draft. Those who are not destined for armed combat usually will not be drafted for armed combat. The pool of human resources is vast, and the number of riflemen is small. The person who wants to avoid the draft will avoid it. And, in Vietnam, as the war went on, the numbers who successfully avoided the draft increased. So who fights? The fools, the uneducated, the knaves? I was none of these - or so I maintain. But I fought.

Many of the streams that feed the river of culture are polluted, and the soil this river should be watering is thus parched and fragmented. Most of these we know, but let me briefly touch on some of the fault lines in the cultural soil (starving the soul) as well as some of the sources of the poisons in the water (polluting the soul).   Starving the cultural soul   One of the most powerful sources of cultural fragmentation has grown out of the great successes of the industrial revolution. Its vision, standards, and methods soon proliferated beyond the factory and the economic realm and were embraced in sectors from education to government and even church. The result was reductionism. Modern people began to equate progress with efficiency. Despite valiant and ongoing resistance from many quarters—including industry—success for a large part of our culture is now judged by efficient production and mass consumption. We often value repetitive, machine-like performance as critical to “bottom line” success. In the seductive industrialist mentality, “people” become “workers” or “human resources,” who are first seen as interchangeable cogs, then treated as machines—and are now often replaced by machines.

The success or failure of a given day is measured by the quality of our interest and compassion toward those around us. We define ourselves by our response to human need. The question is not how we feel about our neighbor but what we have done for him or her. We reveal our heart in the way we listen to a child, speak to the person who delivers mail, bear an injury, and share our resources with the indigent.

The most important specialized skills are sales and marketing. The ability to sell—to communicate to another human being, be it a customer, employee, boss, spouse, or child—is the base skill of personal success. Communication skills such as writing, speaking, and negotiating are crucial to a life of success. These are skills I work on constantly, attending courses or buying educational resources to expand my knowledge.

What if I told you there is no difference between us? The things that outwardly divide us disappear when we look inward, because we’re all made of the exact same energy. The same energy that formed the universe, that is the source of all major world religions, and that flows freely and abundantly through each of us. We each grow into different beliefs, paradigms, and levels of success, but we are all born as “energists”—made of the same divine, perfect, and renewable resource.

The ‘Regal Seven (key) Ingredients of a Successful Company’ is: Pursue the goal of Profit Maximization keeping in mind the shareholders interests. To be achieved by developing and rendering Quality Goods and Services at a Reasonable Price. By inculcating Value and Ethics within the structure Through Sound People Management principles devised and effectively implemented. Further organizing Learning Programs and instill concept of ‘Learning and Earning’ Develop/Construct Customer Satisfaction. Build-Build-Build ; Build vision based values, Build your staff, Build customer satisfaction ; and witness your organization being built in the market.

Given the central place that technology holds in our lives, it is astonishing that technology companies have not put more resources into fixing this global problem. Advanced computer systems and artificial intelligence (AI) could play a much bigger role in shaping diagnosis and prescription. While the up-front costs of using such technology may be sizeable, the long-term benefits to the health-care system need to be factored into value assessments. We believe that AI platforms could improve on the empirical prescription approach. Physicians work long hours under stressful conditions and have to keep up to date on the latest medical research. To make this work more manageable, the health-care system encourages doctors to specialize. However, the vast majority of antibiotics are prescribed either by generalists (e.g., general practitioners or emergency physicians) or by specialists in fields other than infectious disease, largely because of the need to treat infections quickly. An AI system can process far more information than a single human, and, even more important, it can remember everything with perfect accuracy. Such a system could theoretically enable a generalist doctor to be as effective as, or even superior to, a specialist at prescribing. The system would guide doctors and patients to different treatment options, assigning each a probability of success based on real-world data. The physician could then consider which treatment was most appropriate.

Peter’s Laws™ The Creed of the Persistent and Passionate Mind 1. If anything can go wrong, fix it! (To hell with Murphy!) 2. When given a choice—take both! 3. Multiple projects lead to multiple successes. 4. Start at the top, then work your way up. 5. Do it by the book . . . but be the author! 6. When forced to compromise, ask for more. 7. If you can’t win, change the rules. 8. If you can’t change the rules, then ignore them. 9. Perfection is not optional. 10. When faced without a challenge—make one. 11. No simply means begin one level higher. 12. Don’t walk when you can run. 13. When in doubt: THINK! 14. Patience is a virtue, but persistence to the point of success is a blessing. 15. The squeaky wheel gets replaced. 16. The faster you move, the slower time passes, the longer you live. 17. The best way to predict the future is to create it yourself! 18. The ratio of something to nothing is infinite. 19. You get what you incentivize. 20. If you think it is impossible, then it is for you. 21. An expert is someone who can tell you exactly how something can’t be done. 22. The day before something is a breakthrough, it’s a crazy idea. 23. If it was easy, it would have been done already. 24. Without a target you’ll miss it every time. 25. Fail early, fail often, fail forward! 26. If you can’t measure it, you can’t improve it. 27. The world’s most precious resource is the persistent and passionate human mind. 28. Bureaucracy is an obstacle to be conquered with persistence, confidence, and a bulldozer when necessary.

Men are preoccupied with a woman's youth. Men want wives who are pretty, attractive, beautiful, gorgeous, comely, lovely, ravishing, and glamorous. Men seek attractive women as mates not simply for their reproductive value but also as signals of status to same sex competitors and to other potential mates. Although most men place a premium on beauty, it is clear that not all men success in satisfying their desires. Men who lack the status and resources that women want, for example, generally have the most difficult time attracting food looking young women and must settle for less than their ideal. Indeed, a man's occupational status seems to be the best predictor of the attractiveness of the woman he marries. Men who are in a position to get what they want often partners up with a young, attractive woman.

It revealed the bait and switch at the heart of standardized tests—the exact thing that made them unfair: She was teaching test-taking form for standardized exams that purportedly measured intellectual strength. My classmates and I would get higher scores—two hundred points, as promised—than poorer students, who might be equivalent in intellectual strength but did not have the resources or, in some cases, even the awareness to acquire better form through high-priced prep courses. Because of the way the human mind works—the so-called “attribution effect,” which drives us to take personal credit for any success—those of us who prepped for the test would score higher and then walk into better opportunities thinking it was all about us: that we were better and smarter than the rest and we even had inarguable, quantifiable proof. Look at our scores!

Vocational guidance officers speak about scores necessary to get into university, how to calculate them, what band might be needed to get into various institutions, what countries they can offer information on, what courses are available. The post-school future they outline is entirely about getting into a university. There is nothing on alternative futures. The parents around me seem fine with this. Presumably they have academically successful children and have bought into the notion that raising a child is primarily about getting them to pass exams to enable them to be an economically productive unit in society. All those claims of building better humans, of being the best you can be, of following your passion, of learning to be inclusive and that everyone has something to offer, are all lies. It is simply about being a banker, IT or human resource person, sales manager, accountant, or a supportive spouse.

Thirty-nine-year-old moderately successful Human Resources Director. Interests include regency romances, reality TV, and baking large novelty birthday cakes for other people’s children. Hobbies include drinking Tia Maria and eating Turkish delight in the bath and dining out with her mum and dad. Wanted to be a ballerina but didn’t end up with a ballerina body; however, has been told she is an impressive dirty dancer when drunk. Knows her wine, so please just hand the wine list over. Godmother to nine children, member of two book clubs, Social Club Manager for the Australian Payroll Officers’ Association. Suffers from a severe blushing problem but is not shy and will probably end up better friends with your friends than you, which you’ll find highly irritating after we break up. Has recently become so worried about meeting the love of her life and having children before she reaches menopause that she has cried piteously in the middle of the night. But otherwise is generally quite cheerful and has on at least three separate occasions that she knows of been described as ‘Charming’. Yep, that about summed it up. What a catch.

Suppose we humans are, as a species, exhibiting disease behavior: we’re multiplying with no regard for limits, consuming natural resources as if there will be no future generations, and producing waste products that are distressing the planet upon which our very survival depends. There are two factors which we, as a species, are not taking into consideration. First is the survival tactic of pathogens, which requires additional hosts to infect. We do not have the luxury of that option, at least not yet. If we are successful at continuing our dangerous behavior, then we will also succeed in marching straight toward our own demise. In the process, we can also drag many other species down with us, a dreadful syndrome that is already underway. This is evident by the threat of extinction that hangs, like the sword of Damocles, over an alarming number of the Earth’s species. There is a second consideration: infected host organisms fight back. As humans become an increasing menace, can the Earth try to defend itself? When a disease organism infects a human, the human body elevates its own temperature in order to defend itself. This rise in temperature not only inhibits the growth of the infecting pathogen, but also greatly enhances the disease fighting capability within the body. Global warming may be the Earth’s way of inducing a global “fever” as a reaction to human pollution of the atmosphere and human over-consumption of fossil fuels.

The government has a great need to restore its credibility, to make people forget its history and rewrite it. The intelligentsia have to a remarkable degree undertaken this task. It is also necessary to establish the "lessons" that have to be drawn from the war, to ensure that these are conceived on the narrowest grounds, in terms of such socially neutral categories as "stupidity" or "error" or "ignorance" or perhaps "cost." Why? Because soon it will be necessary to justify other confrontations, perhaps other U.S. interventions in the world, other Vietnams. But this time, these will have to be successful intervention, which don't slip out of control. Chile, for example. It is even possible for the press to criticize successful interventions - the Dominican Republic, Chile, etc. - as long as these criticisms don't exceed "civilized limits," that is to say, as long as they don't serve to arouse popular movements capable of hindering these enterprises, and are not accompanied by any rational analysis of the motives of U.S. imperialism, something which is complete anathema, intolerable to liberal ideology. How is the liberal press proceeding with regard to Vietnam, that sector which supported the "doves"? By stressing the "stupidity" of the U.S. intervention; that's a politically neutral term. It would have been sufficient to find an "intelligent" policy. The war was thus a tragic error in which good intentions were transmuted into bad policies, because of a generation of incompetent and arrogant officials. The war's savagery is also denounced, but that too, is used as a neutral category...Presumably the goals were legitimate - it would have been all right to do the same thing, but more humanely... The "responsible" doves were opposed to the war - on a pragmatic basis. Now it is necessary to reconstruct the system of beliefs according to which the United States is the benefactor of humanity, historically committed to freedom, self-determination, and human rights. With regard to this doctrine, the "responsible" doves share the same presuppositions as the hawks. They do not question the right of the United States to intervene in other countries. Their criticism is actually very convenient for the state, which is quite willing to be chided for its errors, as long as the fundamental right of forceful intervention is not brought into question. ... The resources of imperialist ideology are quite vast. It tolerates - indeed, encourages - a variety of forms of opposition, such as those I have just illustrated. It is permissible to criticize the lapses of the intellectuals and of government advisers, and even to accuse them of an abstract desire for "domination," again a socially neutral category not linked in any way to concrete social and economic structures. But to relate that abstract "desire for domination" to the employment of force by the United States government in order to preserve a certain system of world order, specifically, to ensure that the countries of the world remain open insofar as possible to exploitation by U.S.-based corporations - that is extremely impolite, that is to argue in an unacceptable way.

In effect, we know from Darwin that there are only four characteristics necessary in order to get adaptive evolution, right? If you have reproduction, variation, differential success, and an environment of limited resources, you're going to get adaptive evolution. When we set up an economic system, or a political system...*it evolves*. Things evolve within it. And if we don't anticipate that what we write down in our documents about what we're trying to accomplish does not have the capacity to overwhelm whatever niche we have set up and that we will ultimately see the creatures that are supported by the environment that we created, then we will never get this right. Because we will always be fooled by our own intentions, and we will create structures that create predators of an arbitrary kind. So we need to start thinking evolutionarily, because that's the mechanism for shaping society into something of a desirable type rather than a monstrous type. [...] So let's say we're talking about a political structure...and we know we don't like corruption...and we're going to set a penalty for attempting to corrupt the system. OK, now what you've done is you've built a structure in which evolution is going to explore the questions, 'What kind of corruptions are invisible?' and 'What kinds of penalties are tolerable from the point of view of discovering how to alter policy in the direction of some private interest?' Once you've set that up, if you let it run, evolutionarily it will create a genius corruptor, right? It will generate something that is capable of altering the functioning of the system without being spotted, and with being only slightly penalized -- and then you'll have no hope of confronting it, because it's going to be better at shifting policy than you will be at shifting it back. So what you have to do is, you have to build a system in which there *is no selection* that allows for this process to explore mechanisms for corrupting the system, right? You may have to turn the penalties up much higher than you would think, so that any attempt to corrupt the system is ruinous to the thing that attempts it. So the thing never evolves to the next stage, because it keeps going extinct, right? That's a system that is resistant to the evolution of corruption, but you have to understand that it's an evolutionary puzzle in the first place in order to accomplish that goal. [...] We sort of have this idea that we inherited from the wisdom of the 50s that genes are these powerful things lurking inside of us that shift all of this stuff that we can't imagine they would have control over, and there's some truth in it. But the larger truth is that so much of what we are is built into the software layer, and the software layer is there because it is rapidly changeable. That's why evolution shifted things in that direction within humans. And we need to take advantage of that. We need to be responsible for altering things carefully in the software, intentionally, in order to solve problems and basically liberate people and make life better for as many people as possible, rather than basically throw up our hands because we are going to claim that these things live at the genetic layer and therefore what can we do?

The various ways of creating a culture of innovation that we’ve talked about so far are greatly influenced by the leaders at the top. Leaders can’t dictate culture, but they can nurture it. They can generate the right conditions for creativity and innovation. Metaphorically, they can provide the heat and light and moisture and nutrients for a creative culture to blossom and grow. They can focus the best efforts of talented individuals to build innovative, successful groups. In our work at IDEO, we have been lucky enough to meet frequently with CEOs and visionary leaders from both the private and public sectors. Each has his or her own unique style, of course, but the best all have an ability to identify and activate the capabilities of people on their teams. This trait goes far beyond mere charisma or even intelligence. Certain leaders have a knack for nurturing people around them in a way that enables them to be at their best. One way to describe those leaders is to say they are “multipliers,” a term we picked up from talking to author and executive advisor Liz Wiseman. Drawing on a background in organizational behavior and years of experience as a global human resources executive at Oracle Corporation, Liz interviewed more than 150 leaders on four continents to research her book Multipliers: How the Best Leaders Make Everyone Smarter. Liz observes that all leaders lie somewhere on a continuum between diminishers, who exercise tight control in a way that underutilizes their team’s creative talents, and multipliers, who set challenging goals and then help employees achieve the kind of extraordinary results that they themselves may not have known they were capable of.

Palo Mayombe is perhaps best known for its display of human skulls in iron cauldrons and accompanied by necromantic practices that contribute to its eerie reputation of being a cult of antinomian and hateful sorcerers. This murky reputation is from time to time reinforced by uninformed journalists and moviemakers who present Palo Mayombe in similar ways as Vodou has been presented through the glamour and horror of Hollywood. It is the age old fear of the unknown and of powers that threaten the established order that are spawned from the umbra of Palo Mayombe. The cult is marked by ambivalence replicating an intense spectre of tension between all possible contrasts, both spiritual and social. This is evident both in the history of Kongo inspired sorcery and practices as well as the tension between present day practitioners and the spiritual conclaves of the cult. Palo Mayombe can be seen either as a religion in its own right or a Kongo inspired cult. This distinction perhaps depends on the nature of ones munanso (temple) and rama (lineage). Personally, I see Palo Mayombe as a religious cult of Creole Sorcery developed in Cuba. The Kongolese heritage derives from several different and distinct regions in West Africa that over time saw a metamorphosis of land, cultures and religions giving Palo Mayombe a unique expression in its variety, but without losing its distinct nucleus. In the history of Palo Mayombe we find elite families of Kongolese aristocracy that contributed to shaping African history and myth, conflicts between the Kongolese and explorers, with the Trans-Atlantic slave trade being the blood red thread in its development. The name Palo Mayombe is a reference to the forest and nature of the Mayombe district in the upper parts of the deltas of the Kongo River, what used to be the Kingdom of Loango. For the European merchants, whether sent by the Church to convert the people or by a king greedy for land and natural resources, everything south of present day Nigeria to the beginning of the Kalahari was simply Kongo. This un-nuanced perception was caused by the linguistic similarities and of course the prejudice towards these ‘savages’ and their ‘primitive’ cultures. To write a book about Palo Mayombe is a delicate endeavor as such a presentation must be sensitive both to the social as well as the emotional memory inherited by the religion. I also consider it important to be true to the fundamental metaphysical principles of the faith if a truthful presentation of the nature of Palo Mayombe is to be given. The few attempts at presenting Palo Mayombe outside ethnographic and anthropological dissertations have not been very successful. They have been rather fragmented attempts demonstrating a lack of sensitivity not only towards the cult itself, but also its roots. Consequently a poor understanding of Palo Mayombe has been offered, often borrowing ideas and concepts from Santeria and Lucumi to explain what is a quite different spirituality. I am of the opinion that Palo Mayombe should not be explained on the basis of the theological principles of Santeria. Santeria is Yoruba inspired and not Kongo inspired and thus one will often risk imposing concepts on Palo Mayombe that distort a truthful understanding of the cult. To get down to the marrow; Santeria is a Christianized form of a Yoruba inspired faith – something that should make the great differences between Santeria and Palo Mayombe plain. Instead, Santeria is read into Palo Mayombe and the cult ends up being presented at best in a distorted form. I will accordingly refrain from this form of syncretism and rather present Palo Mayombe as a Kongo inspired cult of Creole Sorcery that is quite capable

Let me put the contrast in a single concrete example. The physician who finds time to give personal attention to his patients and listens to them. carefully probing inner conditions that may be more significant than any laboratory reports, has become a rarity. Where the power complex is dominant, a visit to a physician is paced, not to fit the patient's needs, but mainly to perform the succession of physical tests upon which the diagnosis will be based. Yet if there were a sufficient number of competent physicians on hand whose inner resources were as available as their laboratory aids, a more subtle diagnosis might be possible, and the patient's subjective response might in many cases effectively supplement the treatment. Thoreau expressed this to perfection when he observed in his 'Journal' that "the really efficient laborer will be found not to crowd his day with work, but will saunter to his task surrounded by a wide halo of ease and leisure." Without this slowing of the tempo of all activities the positive advantages of plenitude could not be sufficiently enjoyed; for the congestion of time is as threatening to the good life as the congestion of space or people, and produces stresses and tensions that equally undermine human relations. The inner stability that such a slowdown brings about is essential to the highest uses of the mind, through opening up that second life which one lives in reflection and contemplation and self-scrutiny. The means to escape from the "noisy crowing up of things and whatsoever wars on the divine" was one of the vital offerings of the classic religions: hence their emphasis was not on technological productivity but on personal poise. The old slogan of New York subway guards in handling a crush of passengers applies with even greater force to the tempo of megatechnic society: "What's your hurry...Watch your step!

True law necessarily is rooted in ethical assumptions or norms; and those ethical principles are derived, in the beginning at least, from religious convictions. When the religious understanding, from which a concept of law arose in a culture, has been discarded or denied, the laws may endure for some time, through what sociologists call "cultural lag"; but in the long run, the laws also will be discarded or denied. With this hard truth in mind, I venture to suggest that the corpus of English and American laws--for the two arise for the most part from a common root of belief and experience--cannot endure forever unless it is animated by the spirit that moved it in the beginning: that is, by religion, and specifically by the Christian people. Certain moral postulates of Christian teaching have been taken for granted, in the past, as the ground of justice. When courts of law ignore those postulates, we grope in judicial darkness. . . . We suffer from a strong movement to exclude such religious beliefs from the operation of courts of law, and to discriminate against those unenlightened who cling fondly to the superstitions of the childhood of the race. Many moral beliefs, however, though sustained by religious convictions, may not be readily susceptible of "scientific" demonstration. After all, our abhorrence of murder, rape, and other crimes may be traced back to the Decalogue and other religious injunctions. If it can be shown that our opposition to such offenses is rooted in religion, then are restraints upon murder and rape unconstitutional? We arrive at such absurdities if we attempt to erect a wall of separation between the operation of the laws and those Christian moral convictions that move most Americans. If we are to try to sustain some connection between Christian teaching and the laws of this land of ours, we must understand the character of that link. We must claim neither too much nor too little for the influence of Christian belief upon our structure of law. . . . I am suggesting that Christian faith and reason have been underestimated in an age bestridden, successively, by the vulgarized notions of the rationalists, the Darwinians, and the Freudians. Yet I am not contending that the laws ever have been the Christian word made flesh nor that they can ever be. . . . What Christianity (or any other religion) confers is not a code of positive laws, but instead some general understanding of justice, the human condition being what it is. . . . In short, judges cannot well be metaphysicians--not in the execution of their duties upon the bench, at any rate, even though the majority upon the Supreme Court of this land, and judges in inferior courts, seem often to have mistaken themselves for original moral philosophers during the past quarter century. The law that judges mete out is the product of statute, convention, and precedent. Yet behind statute, convention, and precedent may be discerned, if mistily, the forms of Christian doctrines, by which statute and convention and precedent are much influenced--or once were so influenced. And the more judges ignore Christian assumptions about human nature and justice, the more they are thrown back upon their private resources as abstract metaphysicians--and the more the laws of the land fall into confusion and inconsistency. Prophets and theologians and ministers and priests are not legislators, ordinarily; yet their pronouncements may be incorporated, if sometimes almost unrecognizably, in statute and convention and precedent. The Christian doctrine of natural law cannot be made to do duty for "the law of the land"; were this tried, positive justice would be delayed to the end of time. Nevertheless, if the Christian doctrine of natural law is cast aside utterly by magistrates, flouted and mocked, then positive law becomes patternless and arbitrary.

The successful individual sales producer wins by being as selfish as possible with her time. The more often the salesperson stays away from team members and distractions, puts her phone on Do Not Disturb (DND), closes her door, or chooses to work for a few hours from the local Panera Bread café, the more productive she’ll likely be. In general, top producers in sales tend to exhibit a characteristic I’ve come to describe as being selfishly productive. The seller who best blocks out the rest of the world, who maintains obsessive control of her calendar, who masters focusing solely on her own highest-value revenue-producing activities, who isn’t known for being a “team player,” and who is not interested in playing good corporate citizen or helping everyone around her, is typically a highly effective seller who ends up on top of the sales rankings. Contrary to popular opinion, being selfish is not bad at all. In fact, for an individual contributor salesperson, it is a highly desirable trait and a survival skill, particularly in today’s crazed corporate environment where everyone is looking to put meetings on your calendar and take you away from your primary responsibilities! Now let’s switch gears and look at the sales manager’s role and responsibilities. How well would it work to have a sales manager who kept her office phone on DND and declined almost every incoming call to her mobile phone? Do we want a sales manager who closes her office door, is concerned only about herself, and is for the most part inaccessible? No, of course not. The successful sales manager doesn’t win on her own; she wins through her people by helping them succeed. Think about other key sales management responsibilities: Leading team meetings. Developing talent. Encouraging hearts. Removing obstacles. Coaching others. Challenging data, false assumptions, wrong attitudes, and complacency. Pushing for more. Putting the needs of your team members ahead of your own. Hmmm. Just reading that list again reminds me why it is often so difficult to transition from being a top producer in sales into a sales management role. Aside from the word sales, there is truly almost nothing similar about the positions. And that doesn’t even begin to touch on corporate responsibilities like participating on the executive committee, dealing with human resources compliance issues, expense management, recruiting, and all the other burdens placed on the sales manager. Again,

Most exciting, the growth mindset can be taught to managers. Heslin and his colleagues conducted a brief workshop based on well-established psychological principles. (By the way, with a few changes, it could just as easily be used to promote a growth mindset in teachers or coaches.) The workshop starts off with a video and a scientific article about how the brain changes with learning. As with our “Brainology” workshop (described in chapter 8), it’s always compelling for people to understand how dynamic the brain is and how it changes with learning. The article goes on to talk about how change is possible throughout life and how people can develop their abilities at most tasks with coaching and practice. Although managers, of course, want to find the right person for a job, the exactly right person doesn’t always come along. However, training and experience can often draw out and develop the qualities required for successful performance. The workshop then takes managers through a series of exercises in which a) they consider why it’s important to understand that people can develop their abilities, b) they think of areas in which they once had low ability but now perform well, c) they write to a struggling protégé about how his or her abilities can be developed, and d) they recall times they have seen people learn to do things they never thought these people could do. In each case, they reflect upon why and how change takes place. After the workshop, there was a rapid change in how readily the participating managers detected improvement in employee performance, in how willing they were to coach a poor performer, and in the quantity and quality of their coaching suggestions. What’s more, these changes persisted over the six-week period in which they were followed up. What does this mean? First, it means that our best bet is not simply to hire the most talented managers we can find and turn them loose, but to look for managers who also embody a growth mindset: a zest for teaching and learning, an openness to giving and receiving feedback, and an ability to confront and surmount obstacles. It also means we need to train leaders, managers, and employees to believe in growth, in addition to training them in the specifics of effective communication and mentoring. Indeed, a growth mindset workshop might be a good first step in any major training program. Finally, it means creating a growth-mindset environment in which people can thrive. This involves: • Presenting skills as learnable • Conveying that the organization values learning and perseverance, not just ready-made genius or talent • Giving feedback in a way that promotes learning and future success • Presenting managers as resources for learning Without a belief in human development, many corporate training programs become exercises of limited value. With a belief in development, such programs give meaning to the term “human resources” and become a means of tapping enormous potential.

One of the most vexing dilemmas that stable corporations face when they seek to rekindle growth by launching new businesses is that their internal schools of experience have offered precious few courses in which managers could have learned how to launch new disruptive businesses. In many ways, the managers that corporate executives have come to trust the most because they have consistently delivered the needed results in the core businesses cannot be trusted to shepherd the creation of new growth. Human resources executives in this situation need to shoulder a major burden. They need to monitor where in the corporation’s schools of experience the needed courses might be created, and ensure that promising managers have the opportunity to be appropriately schooled before they are asked to take the helm of a new-growth business. When managers with the requisite education cannot be found internally, they need to ensure that the management team, as a balanced composite, has within it the requisite perspectives from the right schools of experience.

The advantage of a modern global man is that, unlike his predecessors, he can extend his mind towards the external environment, make a relatively close and stable interaction between his mind and artificial intelligence, such as computers, smartphones, social networks, online information resources, etc. Naturally, the human brain cannot store such a massive information as it can when it is connected to artificial intelligence. Making this intelligence a constitutive part of our mind, nowadays we can extend the power of our mind to a considerable extent. For that reason, in modern conditions your mind power also depends on how successfully you can make the artificial intelligence to which you are involved an integral part of your own mind.

Nothing but total capitulation by the Sandinistas would suffice for Reagan. Thus, as the ICJ related, revolutionary leader and then Nicaraguan president Daniel Ortega made it clear that he would give in to all of Reagan’s stated demands (i.e., that he would send home the Cuban and Russians advisers and not support the FMLN guerillas in El Salvador) in return for only “one thing: that they don’t attack us, that the United States stop arming and financing … the gangs that kill our people, burn our crops and force us to divert enormous human and economic resources into war when we desperately need them for development.”10 But Reagan would not relent until the Sandinistas and Ortega were out of power altogether. Ultimately, Reagan’s terror campaign would work, with the Nicaraguan people finally crying uncle in 1990, and voting the Sandinistas out of power. The Sandinistas would be voted back in, however, in 2007, and they remain the governing party to this day, with Daniel Ortega as president. Meanwhile, the United States continues to punish Nicaragua, the most stable and prosperous country in Central America after successfully breaking off from US domination, for its impertinence in overthrowing the Somoza dictatorship, having the audacity to survive the Contra War which claimed fifty thousand lives, voting back in the Sandinistas, and for now working with the Chinese to build the canal that the United States has coveted for so long. Thus, as I write these lines, the US Senate is considering passage of the “Nica Act,” already passed by the House, which would cut Nicaragua off from multilateral loans (e.g., from the World Bank, IMF). This, apparently, will show Nicaragua and other countries what they get for deciding to go their own way.

Culture stems from founders, but it is best reflected in the trusted team the founders form to launch their venture. So ask that team: What do we care about? What do we believe? Who do we want to be? How do we want our company to act and make decisions? Then write down their responses. They will, in all likelihood, encompass the founders’ values, but embellish them with insights from the team’s different perspectives and experiences. Most companies neglect this. They become successful, and then decide they need to document their culture. The job falls to someone in the human resources or PR department who probably wasn’t a member of the founding team but who is expected to draft a mission statement that captures the essence of the place. The result is usually a set of corporate sayings that are full of “delighted” customers, “maximized” shareholder value, and “innovative” employees. The difference, though, between successful companies and unsuccessful ones is whether employees believe the words.

In the same year, William Henly, a Fellow of the Royal Society, wrote to the Humane Society with a suggestion that electricity be used to shock the heart and brain in ‘cases of Apparent Death from Drowning’. After all, he reasoned, why not use ‘the most potent resource in nature, which can instantly pervade the innermost recesses of the animal frame’? In 1794, the first clear success in using electricity to restart the heart was recorded by what had become the Royal Humane Society. Sophia Greenhill, a young girl, had fallen from a window in Soho and was pronounced dead by a doctor at Middlesex Hospital. Mr Squires, a local member of the Society, made it to the girl in around twenty minutes. Using a friction-type electricity machine, he applied shocks to her body. It seemed ‘in vain’, until he began to shock her thorax. Then he felt a pulse, and the child began to breathe again. She was concussed but went on to make a full recovery, and the Royal Humane Society was finally sure of the importance of electricity in reanimating those in ‘suspended animation’.

The five most highly correlated factors are: Organizational culture. Strong feelings of burnout are found in organizations with a pathological, power-oriented culture. Managers are ultimately responsible for fostering a supportive and respectful work environment, and they can do so by creating a blame-free environment, striving to learn from failures, and communicating a shared sense of purpose. Managers should also watch for other contributing factors and remember that human error is never the root cause of failure in systems. Deployment pain. Complex, painful deployments that must be performed outside of business hours contribute to high stress and feelings of lack of control.4 With the right practices in place, deployments don’t have to be painful events. Managers and leaders should ask their teams how painful their deployments are and fix the things that hurt the most. Effectiveness of leaders. Responsibilities of a team leader include limiting work in process and eliminating roadblocks for the team so they can get their work done. It’s not surprising that respondents with effective team leaders reported lower levels of burnout. Organizational investments in DevOps. Organizations that invest in developing the skills and capabilities of their teams get better outcomes. Investing in training and providing people with the necessary support and resources (including time) to acquire new skills are critical to the successful adoption of DevOps. Organizational performance. Our data shows that Lean management and continuous delivery practices help improve software delivery performance, which in turn improves organizational performance. At the heart of Lean management is giving employees the necessary time and resources to improve their own work. This means creating a work environment that supports experimentation, failure, and learning, and allows employees to make decisions that affect their jobs. This also means creating space for employees to do new, creative, value-add work during the work week—and not just expecting them to devote extra time after hours. A good example of this is Google’s 20% time policy, where the company allows employees 20% of their week to work on new projects, or IBM’s “THINK Friday” program, where Friday afternoons are designated for time without meetings and employees are encouraged to work on new and exciting projects they normally don’t have time for.

Hunter-gatherer mothers rely on one another to help watch children,16 and males share meat extensively not just with their families but also with other men. When a hunter kills something large, like a several-hundred-pound antelope, he distributes meat to everyone in camp. This sort of sharing isn’t just an effort to be nice and to avoid waste; it’s a vital strategy to reduce the risk of hunger, because the chances of a hunter killing a large animal on any given day are small. By sharing meat on the days he hunts successfully, a hunter increases his chances of getting meat from fellow hunters on the days he comes home empty-handed. Men also sometimes hunt in groups to increase their probability of hunting success and to help one another carry home the bounty. Not surprisingly, hunter-gatherers are highly egalitarian and they place great stock in reciprocity, helping assure everyone a more regular supply of resources. Today

Everyone helps everybody. Mothers help one another forage, process food, and take care of one another’s children. Fathers help one another hunt, share the spoils of their successes, and work together to build shelters, defend resources, and more. These and other forms of cooperation, however, require complex cognitive skills beyond those of apes. To cooperate effectively one needs a good theory of mind (to intuit what another person is thinking), the ability to communicate through language, the faculty to reason, and an ability to suppress one’s urges. Hunting and gathering also requires good memory to remember where and when to find different foods, as well as a naturalist’s mind to predict where foods will be. Tracking in particular requires many sophisticated cognitive skills, including both deductive and inductive thinking.68 To be sure, the first hunter-gatherers 2 million years ago were not as cognitively advanced as people today, but they must have benefited from having bigger, better brains than

Passage Four: From Functional Manager to Business Manager This leadership passage is often the most satisfying as well as the most challenging of a manager’s career, and it’s mission-critical in organizations. Business mangers usually receive significant autonomy, which people with leadership instincts find liberating. They also are able to see a clear link between their efforts and marketplace results. At the same time, this is a sharp turn; it requires a major shift in skills, time applications, and work values. It’s not simply a matter of people becoming more strategic and cross-functional in their thinking (though it’s important to continue developing the abilities rooted in the previous level). Now they are in charge of integrating functions, whereas before they simply had to understand and work with other functions. But the biggest shift is from looking at plans and proposals functionally (Can we do it technically, professionally, or physically?) to a profit perspective (Will we make any money if we do this?) and to a long-term view (Is the profitability result sustainable?). New business managers must change the way they think in order to be successful. There are probably more new and unfamiliar responsibilities here than at other levels. For people who have been in only one function for their entire career, a business manager position represents unexplored territory; they must suddenly become responsible for many unfamiliar functions and outcomes. Not only do they have to learn to manage different functions, but they also need to become skilled at working with a wider variety of people than ever before; they need to become more sensitive to functional diversity issues and communicating clearly and effectively. Even more difficult is the balancing act between future goals and present needs and making trade-offs between the two. Business managers must meet quarterly profit, market share, product, and people targets, and at the same time plan for goals three to five years into the future. The paradox of balancing short-term and long-term thinking is one that bedevils many managers at this turn—and why one of the requirements here is for thinking time. At this level, managers need to stop doing every second of the day and reserve time for reflection and analysis. When business managers don’t make this turn fully, the leadership pipeline quickly becomes clogged. For example, a common failure at this level is not valuing (or not effectively using) staff functions. Directing and energizing finance, human resources, legal, and other support groups are crucial business manager responsibilities. When managers don’t understand or appreciate the contribution of support staff, these staff people don’t deliver full performance. When the leader of the business demeans or diminishes their roles, staff people deliver halfhearted efforts; they can easily become energy-drainers. Business managers must learn to trust, accept advice, and receive feedback from all functional managers, even though they may never have experienced these functions personally.

But for this, we need a new development model. We have designed an economic system that sees no value in any human or natural resource unless it is exploited. A river is unproductive until its catchment is appropriated by some industry or its waters are captured by a dam. An open field and its natural bounty are useless until they are fenced. A community of people have no value unless their life is commercialised, their needs are turned into consumer goods, and their aspirations are driven by competition. In this approach, development equals manipulation. By contrast, we need to understand development as something totally different: development is care. It is through a caring relationship with our natural wealth that we can create value, not through its destruction. It is thanks to a cooperative human-to-human interaction that we can achieve the ultimate objective of development, that is, wellbeing. In this new economy, people will be productive by performing activities that enhance the quality of life of their peers and the natural ecosystems in which they live. If not for moral reasons, they should do so for genuine self-interest: there is nothing more rewarding than creating wellbeing for oneself and society. This is the real utility, the real consumer surplus, not the shortsighted and self-defeating behaviour promoted by the growth ideology. The wellbeing economy is a vision for all countries. There are cultural traces of such a vision in the southern African notion of ‘ubuntu’, which literally means ‘I am because you are’, reminding us that there is no prosperity in isolation and that everything is connected. In Indonesia we find the notion of ‘gotong royong’, a conception of development founded on collaboration and consensus, or the vision of ‘sufficiency economy’ in Thailand, Bhutan and most of Buddhist Asia, which indicates the need for balance, like the Swedish term ‘lagom’, which means ‘just the right amount’. Native Alaskans refer to ‘Nuka’ as the interconnectedness of humans to their ecosystems, while in South America, there has been much debate about the concept of ‘buen vivir’, that is, living well in harmony with others and with nature.

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.

Narrative: telling stories about the topic and the people involved with it (e.g., the story of Charles Darwin for evolution or of Anne Frank for the Holocaust) 2.  Quantitative: using examples connected to the topic (e.g., the puzzle of different numbers and varieties of finches spread across a dozen islands in the Galapagos) 3.  Logic: identifying the key elements or units and exploring their logical connections (e.g., how Malthus’s argument about human survival in the face of insufficient resources can be applied to competition among biological species) 4.  Existential: addressing big questions, such as the nature of truth or beauty, life and death 5.  Aesthetic: examining instances in terms of their artistic properties or capturing the examples themselves in works of art (e.g., observing the diverse shapes of the beaks of finches; analyzing the expressive elements in the trio) 6.  Hands-on: working directly with tangible examples (e.g., performing the Figaro trio, breeding fruit flies to observe how traits change over the generations) 7.  Cooperative or social: engaging in projects with others where each makes a distinctive contribution to successful execution

In his 1996 annual report, Max Yalden, head of the Human Rights Commission of Canada declared, once again, as he has for the past nine years, that the most pressing human rights problem facing Canada is the plight of its First Peoples. The successes associated with mainstream Canadian society continue to elude the aboriginal peoples dispersed across Canada; an overwhelming number of aboriginal peoples live in third world conditions in one of the most affluent nations in the world. During the nine years in question, and indeed since the dawn of white settlement in Canada, the aboriginal peoples have not been passive recipients of all that successive governments have meted out. Aboriginal peoples have fought and continue to fight for a foothold in Canadian society; for political, social, legal and economic equality; to be heard, to be recognized, and to be treated as equals in a society that has, by both subtle and blatant means, relegated them to the margins. In spite of all that has occurred, aboriginal peoples continue to survive in Canada. And that achievement in and of itself is quite remarkable in face of the many attempts to destroy, subdue, control and subjugate them. Furthermore, the natural resources of which the aboriginal peoples were once the only users and guardians continue to be expropriated and exploited without compensation. When the resources being expropriated are on lands under treaty negotiations, the expropriation has been accelerated by companies eager to get as much wealth from the resources as possible before the lands are “won” under land claims agreements by aboriginal groups.

Differences between the relatively promiscuous Ache and the relatively monogamous Hiwi also illuminate the cultural variability of human sexual strategies. The different ratios of males to females in these two cultures may be the critical factor in eliciting a different sexual strategy. Among the Ache, there are approximately one and a half women for every man. Among the Hiwi, there are more men than women, although precise numbers are not available. The prevalence of available Ache women creates sexual opportunities for Ache men not experienced by Hiwi men. Ache men seize these opportunities, as evidenced by the high frequency of mate switching and casual affairs. Ache men can pursue a temporary sexual strategy more successfully than Hiwi men can. Hiwi women are better able than Ache women to secure a high investment from men, who must provide resources to attract and retain a mate.19 The cultural shifts witnessed today, such as the hookup culture on college campuses and in large urban settings and the rise of casual sex and online dating apps such as Tinder, probably reflect shifts in mating strategies as a function of a perceived or real sex ratio imbalance. One key cultural variable centers on the presumptive mating system, especially monogamy and polygamy. Some Islamic cultures permit men to marry up to four wives, as specified in the Qur’an. In parts of Utah and Texas in the United States, some fundamentalist Mormon groups place no formal limits on the number of wives a man can marry, and a few marry more than a dozen. Even presumptively monogamous cultures are often effectively polygynous, with some men having multiple mates through serial marriage or affair partners. The more polygynous the culture, the more some men will be inclined to pursue high-risk tactics in an effort to gain status, resources, and mates, either in the current life or in aspirational notions of life after death. Just as mating is a key cause of violence among nonhuman animals from elk to elephant seals, mating and violence are inexorably linked in our own species. Evolved mating strategies are influenced by, and implemented within, these key cultural contexts

An especially destructive manifestation of conflict between members of the same gender is warfare, a recurrent activity throughout human history. Given men’s tendency to take physical risks in their pursuit of the resources needed for success at mating, it comes as no surprise that warfare is almost exclusively a male activity. Among the Yanomamö, there are two key motives that spur men to declare war on another tribe—a desire to capture the wives of other men and a desire to recapture wives that were lost in previous raids. When the American anthropologist Napoleon Chagnon explained to his Yanomamö informants that the United States waged war for principles such as freedom and democracy, they were astonished. It seemed absurd to them to risk one’s life for anything other than capturing or recapturing women. The frequency of rape during wars throughout the course of human recorded history suggests that the sexual motives of the Yanomamö men may not be atypical. Men worldwide share the same evolved psychology. The fact that there has never in history been a single case of women forming a war party to raid neighboring villages and capture husbands tells us something important about the nature of gender differences—that men’s mating strategies are often more violent than women’s. The sexual motivation underlying violence also reveals that conflict within a sex is closely connected to conflict between the sexes. Men wage war to kill other men, but women become sexual victims.

Human males, too, form alliances for gaining resources such as large game, political power within the group, ways to defend against the aggression of other coalitions of men, and sexual access to women.7 The survival and reproductive benefits derived from these coalitional activities constituted tremendous selection pressure over human evolutionary history for men to form alliances with other men. Since ancestral women did not hunt large game, declare war on other tribes, or attempt to forcibly capture men from neighboring bands, they did not experience equivalent selection pressure to form coalitions. Although women do form coalitions with other women for the care of the young and for protection from sexually aggressive men, these are weakened whenever a woman leaves her kin group to live with her husband and his clan. The combination of strong coalitions among men and somewhat weaker coalitions among women, according to Barbara Smuts, may have contributed historically to men’s dominance over women.9 My view is that women’s preferences for a successful, ambitious, and resource-capable mate coevolved with men’s competitive mating strategies, which include risk taking, status striving, derogation of competitors, coalition formation, and an array of individual efforts aimed at surpassing other men on the dimensions that women desire. The intertwining of these coevolved mechanisms in men and women created the conditions for men to dominate in the domain of resources. The origins of men’s control over resources is not simply an incidental historical footnote of passing curiosity. Rather, it has a profound bearing on the present, because it reveals some of the primary causes of men’s continuing control of resources. Women today continue to want men who have resources, and they continue to reject men who lack resources. These preferences are expressed repeatedly in dozens of studies conducted on tens of thousands of individuals in scores of countries worldwide. They are expressed countless times in everyday life. In any given year, the men whom women marry earn more than men of the same age whom women do not marry. Even professionally successful women who do not really need resources from a man are reluctant to settle for a mate who is less successful than they are. Women who earn more than their husbands seek divorce more often, although this trend appears to be changing, at least within America. Men continue to compete with other men to acquire the status and resources that make them desirable to women. The forces that originally caused the resource inequality between the genders—women’s mate preferences and men’s competitive strategies—are the same forces that contribute to maintaining resource inequality today. Feminists’ and evolutionists’ conclusions converge in their implication that men’s efforts to control female sexuality lie at the core of their efforts to control women. Our evolved sexual strategies account for why this occurs, and why control of women’s sexuality is a central preoccupation of men. Over the course of human evolutionary history, men who failed to control women’s sexuality—for example, by failing to attract a mate, failing to prevent cuckoldry, or failing to retain a mate—experienced lower reproductive success than men who succeeded in controlling women’s sexuality. We come from a long and unbroken line of ancestral fathers who succeeded in obtaining mates, preventing their infidelity, and providing enough benefits to keep them from leaving. We also come from a long line of ancestral mothers who granted sexual access to men who provided beneficial resources.

In 1931, Japan went broke—i.e., it was forced to draw down its gold reserves, abandon the gold standard, and float its currency, which depreciated it so greatly that Japan ran out of buying power. These terrible conditions and large wealth gaps led to fighting between the left and the right. By 1932, there was a massive upsurge in right-wing nationalism and militarism, in the hope that order and economic stability could be forcibly restored. Japan set out to get the natural resources (e.g., oil, iron, coal, and rubber) and human resources (i.e., slave labor) it needed by seizing them from other countries, invading Manchuria in 1931 and spreading out through China and Asia. As with Germany, it could be argued that Japan’s path of military aggression to get needed resources was more cost-effective than relying on classic trading and economic practices. In 1934, there was severe famine in parts of Japan, causing even more political turbulence and reinforcing the right-wing, militaristic, nationalistic, and expansionistic movement. In the years that followed, Japan’s top-down fascist command economy grew stronger, building a military-industrial complex to protect its existing bases in East Asia and northern China and support its excursions into other countries. As was also the case in Germany, while most Japanese companies remained privately held, their production was controlled by the government. What is fascism? Consider the following three big choices that a country has to make when selecting its approach to governance: 1) bottom-up (democratic) or top-down (autocratic) decision making, 2) capitalist or communist (with socialist in the middle) ownership of production, and 3) individualistic (which treats the well-being of the individual with paramount importance) or collectivist (which treats the well-being of the whole with paramount importance). Pick the one from each category that you believe is optimal for your nation’s values and ambitions and you have your preferred approach. Fascism is autocratic, capitalist, and collectivist. Fascists believe that top-down autocratic leadership, in which the government directs the production of privately held companies such that individual gratification is subordinated to national success, is the best way to make the country and its people wealthier and more powerful.

[A]s an anthropologist, my job is not to love or hate, like or dislike, admire or disdain others. My purpose is primarily to understand not only how things are, but how/why they became the way they are…if I could sum up the most valuable thing I have learned from anthropology, it is this: the problems we have in this world are not Black, Muslim, Russian, Chinese, white, and so on. Our problems are simply human problems. They happen because we are born or thrown into certain contexts, places, circumstances, and structures that are often much bigger than ourselves, and we then try to make sense, resist, fight, accept, or give in to our circumstances in various ways. All our human successes and failures highly depend on our will, awareness, and the resources available to us to make individual or communal changes. [From “The Trump Age: Critical Questions” published on CounterPunch on June 23, 2023]

Just as athletes rely on the boundaries and rules of their sport to achieve greatness, we too must embrace the boundaries and rules of our professions to reach new heights of success.

In the game of life, boundaries and rules are the playbook that empowers us to play strategically, adapt to challenges, and emerge as winners in our chosen fields.

HR is the bridge that connects the aspirations of employees with the goals of the organization, ensuring a harmonious alignment that drives success

HR is the bridge that connects the aspirations of employees with the goals of the organization, ensuring a harmonious alignment that drives success.

In the realm of Human Resources, empathy and understanding go hand in hand with strategy and compliance. It's about balancing the needs of the people and the organization.

Quit the BLAME game, think Positive find ways to utilize the NATURAL RESOURCES to benefit all HUMANS irrespective of gende, race and beliefs, make the existing Cheating stratergies OBSOLETE that is SUCCESS

Quit the BLAME game, think Positive find ways to utilize the NATURAL RESOURCES to benefit all HUMANS irrespective of gender, race and beliefs, make the existing Cheating stratergies OBSOLETE that is SUCCESS” ― Dr. Anthony Onyachonam Chkuma, aimls, mbbs, cpa USA, hhi Harvard USA. Read more quotes from Dr. Anthony Onyachonam Chkuma, aimls, mbbs, cpa USA, hhi Harvard USA.

An eighteen-year-old must be able to talk to strangers—faculty, deans, advisers, landlords, store clerks, human resource managers, coworkers, bank tellers, health care providers, bus drivers, mechanics—in the real world. The crutch: We teach kids not to talk to strangers instead of teaching the more nuanced skill of how to discern the few bad strangers from the mostly good ones. Thus, kids end up not knowing how to approach strangers—respectfully and with eye contact—for the help, guidance, and direction they will need out in the world.

Much like the flower and bee, we as humans are part of nature and, in the same way, hardwired to serve. Whether we give of our time, money knowledge or guidance, we have an innate ability and desire to support others with our resources.

Fitness is essentially a ratio, with the numerator reflecting the success of genes in projecting copies of themselves into the future and the denominator, the success of alternative genes. Since a gene (or an individual, a population, even—in theory—a species) maximizes its success by producing the largest such ratio, it can do so either by reducing the denominator or increasing the numerator. Most creatures, most of the time, find it easier to do the latter than the former, which is why living things generally are more concerned with feathering their nests than de-feathering those of others. Because of natural selection, human beings have a capacity to be peaceful and warlike, cooperative and competitive, loving and violent . . . depending upon conditions. Those conditions include but are not limited to the amount and nature of resources available (such as food, mates, living and breeding space), the nature of social expectation, cultural traditions and indoctrination, degree of embeddedness among kin and other reciprocating individuals, and so forth. Like the proverbial cartoon in which both an angel and a devil perch upon each person’s shoulder, whispering in her ears and vying for attention, our evolutionary heritage offers different routes for future behavior, without necessarily predisposing us in any one direction. Although it is definitely worthwhile to interrogate our evolutionary background for indications as to our predilections, the answer leads us to Jean-Paul Sartre’s famous formulation that human beings are “condemned to be free.” Whether devotees of peace choose to be relieved to learn that we are not biologically obliged to war, or to be distraught that by the same token, we are not unilaterally predisposed, through our biology, to peace, we are all stuck with an obligation (if not necessarily a predisposition) to respond to Sartre’s simple, daunting, existentialist challenge: “You are free. Choose.

There are lots of humans that do the things that you do. You are always in competition for resources, jobs, clients, and attention.

Establishment of development programme:- after doing the above steps it is the duty of human resource department to provide the development opportunities in the organization by establishing different development programmes. 5) Planning development programmes for individuals: - based on the information available the development programmes are planned. 6) Evaluation of executive development:- it is necessary to have a systematic evaluation of executive development to check the changes that are required to be make the development programme more successful.   Concept of career development and stages of career development A career is a sequence of positions held by a person during the course of his working life. It is the different jobs a person holds during his life time. Career planning is not an event or not an end itself it is the process of development of human resources. Stages of career development Development of career of an individual undergoes through a number of stages these stages are; 1) Exploration:- it is the pre employment stage. It ends for most of individuals in their mid twenties when they make transition from college to work. It is the period when a number of expectations are made about one’s career. 2) Establishment:- this stage takes 10 years

The brain does not want the body to expend its resources unless we have a reasonable chance of success. Our physical strength is not accessible to us if the brain does not believe in the outcome, because the worst possible thing for humans to do is to expend all of our resources and fail. If we do not believe we can make it, we will not get the resources we need to make it. The moment we believe, the gates are opened, and a flood of energy is unleashed. Both hope and despair are self-fulfilling prophecies.

Singapore is now in the top five. Its income per person even tops oil-rich and scarcely populated Kuwait. Having realized that the country had no natural resources, the government of founding father Lee Kuan Yew directed massive investment in human capital. Kids who were eight or ten or thirteen several decades ago are now some of the most productive citizens of today's economy. A tiny nation-state with no natural resources and a large number of people living in a relatively small physical space has managed to outearn a country with some of the largest oil deposits ever found. That is the power of investing in and nurturing young brains. Education alone may not be enough to guarantee economic success. There are other success factors that matter, like good governance, rule of law, and access to trading routes and partners. But if you were challenged to assemble a prosperous society from scratch, education would be the first building block you'd want to develop.

Any successful hospitality operation—be it a hotel or restaurant, chain or independent, low-cost provider or luxury establishment—requires an effectively performing individual operation. You have to attract the right customers, have the service product, set the right price for your product, and provide the right level of service—all the while managing your employees the right way to achieve your goals. This requires a combination of knowledge from a variety of disciplines, and thus this section includes contributions from our faculty in human resources, management, marketing, operations, and strategy.

administration must be flawless; HR practices must be innovative and integrated; and HR must turn strategic aspirations into HR actions. But rather than rely on these waves, we see future-facing HR professionals looking outside their organizations to customers, investors, and communities to define successful HR.

Provide copious resources, and a high degree of success, and a society will trend liberal. Restrict resources, and watch as confrontational, aggressive psychologies emerge, and liberalism retreats into the shadows. Of

What made Notes Day work? To me, it boils down to three factors. First, there was a clear and focused goal. This wasn’t a free-for-all but a wide-ranging discussion (organized around topics suggested not by Human Resources or by Pixar’s executives, but by the company’s employees) aimed at addressing a specific reality: the need to cut our costs by 10 percent. While

Without the right succession planning put to play in human resources, we build for the future without a future

I would argue that my Chicago study sustains Putnam’s emphasis on the importance of dynamic social capital – extensive opportunities for interaction through ethnic organizations, churches, neighborhoods, factory floors, and the like – for workers’ successful mobilization as unionists, voters, and citizens. But it also demonstrates that institutions and local leaders matter as well. Here I refer not to bigwigs sitting in Washington or Pittsburgh, but rather to the dozens, probably hundreds, of human spark plugs who coaxed thousands of Chicago workers into political motion. I doubt very much that without the guiding hand of CIO organizers – many of them committed communists – and other locally based political activists of the 1930s, ordinary workers would have been able to turn their resource bank of social capital into winning political currency.

Life expectancy rose only modestly between the Neolithic era of 8500 to 3500 BC and the Victorian era of 1850 to 1900.13 An American born in the late nineteenth century had an average life expectancy of around forty-five years, with a large share never making it past their first birthdays.14 Then something remarkable happened. In countries on the frontier of economic development, human health began to improve rapidly, education levels shot up, and standards of living began to grow and grow. Within a century, life expectancies had increased by two-thirds, average years of schooling had gone from single to double digits, and the productivity of workers and the pay they took home had doubled and doubled and then doubled again. With the United States leading the way, the rich world crossed a Great Divide—a divide separating centuries of slow growth, poor health, and anemic technical progress from one of hitherto undreamed-of material comfort and seemingly limitless economic potential. For the first time, rich countries experienced economic development that was both broad and deep, reaching all major segments of society and producing not just greater material comfort but also fundamental transformations in the health and life horizons of those it touched. As the French economist Thomas Piketty points out in his magisterial study of inequality, “It was not until the twentieth century that economic growth became a tangible, unmistakable reality for everyone.”15 The mixed economy was at the heart of this success—in the United States no less than in other Western nations. Capitalism played an essential role. But capitalism was not the new entrant on the economic stage. Effective governance was. Public health measures made cities engines of innovation rather than incubators of illness.16 The meteoric expansion of public education increased not only individual opportunity but also the economic potential of entire societies. Investments in science, higher education, and defense spearheaded breakthroughs in medicine, transportation, infrastructure, and technology. Overarching rules and institutions tamed and transformed unstable financial markets and turned boom-bust cycles into more manageable ups and downs. Protections against excessive insecurity and abject destitution encouraged the forward-looking investments and social integration that sustained growth required. At every level of society, the gains in health, education, income, and capacity were breathtaking. The mixed economy was a spectacularly positive-sum bargain: It redistributed power and resources, but as its impacts broadened and diffused, virtually everyone was made massively better off.

In any population of organisms there are always more offspring produced than there are resources to support. Not all can survive and prosper. A “struggle for existence” is therefore going on all of the time, and organisms are unequally endowed for success in this struggle. Those organisms that have the characteristics that are most useful in adapting to a particular environment will have both a survival and a reproductive advantage. Being more likely to survive, they are also more likely to reproduce and thus leave

Famine seems to be the last, the most dreadful resource of nature. The power of population is so superior to the power of the earth to produce subsistence for man, that premature death must in some shape or other visit the human race. The vices of mankind are active and able ministers of depopulation. They are the precursors in the great army of destruction, and often finish the dreadful work themselves. But should they fail in this war of extermination, sickly seasons, epidemics, pestilence, and plague advance in terrific array, and sweep off their thousands and tens of thousands. Should success be still incomplete, gigantic inevitable famine stalks in the rear, and with one mighty blow levels the population with the food of the world.

McClelland’s research on competency reveals that personal attributes are more influential factors in predicting job success rather than knowledge and skills. In effect, he argues that personal attributes decides who performs on the job well, whereas knowledge and skill merely contributes for a minimum acceptable performance on a job.

They become successful, and then decide they need to document their culture. The job falls to someone in the human resources or PR department who probably wasn’t a member of the founding team but who is expected to draft a mission statement that captures the essence of the place. The result is usually a set of corporate sayings that are full of “delighted” customers, “maximized” shareholder value, and “innovative” employees.

IN HIS HANDS For whatever is born of God overcomes the world. And this is the victory that has overcome the world—our faith. 1 John 5:4 NKJV The first element of a successful life is faith: faith in God, faith in His Son, and faith in His promises. If we place our lives in God’s hands, our faith is rewarded in ways that we—as human beings with clouded vision and limited understanding—can scarcely comprehend. But, if we seek to rely solely upon our own resources, or if we seek earthly success outside the boundaries of God’s commandments, we reap a bitter harvest for ourselves and for our loved ones. Do you desire the abundance and success that God has promised? Then trust Him today and every day that you live. Then, when you have entrusted your future to the Giver of all things good, rest assured that your future is secure, not only for today, but also for all eternity. Faith is seeing light with the eyes of your heart, when the eyes of your body see only darkness. Barbara Johnson God uses our most stumbling, faltering faith-steps as the open door to His doing for us “more than we ask or think.” Catherine Marshall A TIMELY TIP Feelings come and feelings go, but God never changes. So when you have a choice between trusting your feelings or trusting God, trust God.

continue polluting while trying to offset the damage through some face-saving corporate philanthropy exercises. We would be fools to assume that we can simply pay our way out of this mess. Nature cannot be bailed out, as if it were a financial market. We need to stop breaking things in the first place. But for this, we need a new development model. We have designed an economic system that sees no value in any human or natural resource unless it is exploited. A river is unproductive until its catchment is appropriated by some industry or its waters are captured by a dam. An open field and its natural bounty are useless until they are fenced. A community of people have no value unless their life is commercialised, their needs are turned into consumer goods, and their aspirations are driven by competition. In this approach, development equals manipulation. By contrast, we need to understand development as something totally different: development is care. It is through a caring relationship with our natural wealth that we can create value, not through its destruction. It is thanks to a cooperative human-to-human interaction that we can achieve the ultimate objective of development, that is, wellbeing. In this new economy, people will be productive by performing activities that enhance the quality of life of their peers and the natural ecosystems in which they live. If not for moral reasons, they should do so for genuine self-interest: there is nothing more rewarding than creating wellbeing for oneself and society. This is the real utility, the real consumer surplus, not the shortsighted and self-defeating behaviour promoted by the growth ideology. The wellbeing economy is a vision for all countries. There are cultural traces of such a vision in the southern African notion of ‘ubuntu’, which literally means ‘I am because you are’, reminding us that there is no prosperity in isolation and that everything is connected. In Indonesia we find the notion of ‘gotong royong’, a conception of development founded on collaboration and consensus, or the vision of ‘sufficiency economy’ in Thailand, Bhutan and most of Buddhist Asia, which indicates the need for balance, like the Swedish term ‘lagom’, which means ‘just the right amount’. Native Alaskans refer to ‘Nuka’ as the interconnectedness of humans to their ecosystems, while in South America, there has been much debate about the concept of ‘buen vivir’, that is, living well in harmony with others and with nature. The most industrialised nations, which we often describe in dubious terms like ‘wealthy’ or ‘developed’, are at a crossroads. The mess they have created is fast outpacing any other gain, even in terms of education and life expectancy. Their economic growth has come at a huge cost for the rest of the world and the planet as a whole. Not only should they commit to realising a wellbeing economy out of self-interest, but also as a moral obligation to the billions of people who had to suffer wars, environmental destruction and other calamities so that a few, mostly white human beings could go on

Entering negotiations, takers typically work to establish a dominant position. Had Annie been a taker, she might have compiled a list of all of her merits and attracted counteroffers from rival companies to strengthen her position. Matchers are more inclined to see negotiating as an opportunity for quid pro quo. If Annie were a matcher, she would have gone to a senior leader who owed her a favor and asked for reciprocity. But Annie is a giver: she mentors dozens of colleagues, volunteers for the United Way, and visits elementary school classes to interest students in science. When her colleagues make a mistake, she’s regularly the one to take responsibility, shielding them from the blame at the expense of her own performance. She once withdrew a job application when she learned that a friend was applying for the same position. As a giver, Annie wasn’t comfortable bargaining like a taker or a matcher, so she chose an entirely different strategy. She reached out to a human resources manager and asked for advice. “If you were in my shoes, what would you do?

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)

Our economics, social life, politics and schools have insisted that having more toys is better than having fewer toys; that buying stuff is good for us; that we have to keep up with or exceed others in our consumption; that a high-paying job can take the place of meaningful work; that low-paying meaningless jobs that demean our humanity are better than none and we should be grateful for them because they will turn us into decent citizens; and that a free market has the same powers as a just God. But capitalism rests ultimately not on innovation or entrepreneurship or brains or even a free market - those are just stories we like to tell ourselves because they make those who are successful look good. At its base, industrial capitalism's success rests on exploitation of resources, racism, child abuse, sexism and war. But even more than all these, contemporary capitalism rests on consumption: government and corporate consumption of resources, technology, and scientific research, and citizen consumption of market goods. We are asked to consume not only material goods, but ideas, policies, whole worldviews that are presented with all the persuasive skills and battering psychological hype that can be bought. We are under assault, being laid siege by hype: corporate hype, political hype, military hype, educational hype, commercial hype. And as our civil rights have declined in recent years, freedom has come to mean the freedom to choose among 16 brand names of one product. This is the harvest of a culture so bent on growth with all possible speed that it will pour 100,000 chemicals in the earth and atmosphere, into our lakes, groundwaters and oceans, before it has a clue about the long-term effects of a single one of them.

Cybersecurity threats continue to grow and evolve in frequency, vector, and complexity. The evolving and sophisticated nature of cyber threats further emphasizes the significance of human resourcefulness in effectively combating these challenges. In the field of cybersecurity, skills such as critical thinking, attention to detail, effective communication, and the ability to simplify complex ideas are essential for success.

In my experience successfully managing diverse teams in a globalized environment demands not only the cultivation of cultural awareness and an inclusive atmosphere where every member feels esteemed but also the capacity to be an astute observer, a meticulous planner, and a strategic thinker. Clear and inclusive communication, supported by technology, bridges geographic divides, while tailored leadership approaches ensure alignment and motivation. A strategic mindset coupled with effective implementation of plans drives the team toward shared objectives. Lastly, proactive conflict resolution and a commitment to continuous learning are critical for maintaining harmony and fostering adaptability within the team.

Because HR is their core competency, they are likely to be more efficient and improve HR processes and practices at a more rapid rate than is the internal function of an organization. The success of HR BPOs with their early adopters suggests that the advantages of an HR BPO relationship are not just wishful thinking. They can, in fact, be a reality if organizations can avoid the problems that may occur with outsourcing.

There are three clear benefits of being a part of a mastermind: Growth. By surrounding yourself with folks who can provide you with informed advice, qualified referrals, and critical constructive feedback on your failures in a safe space, you are setting yourself up with the resources and guidance you need to focus on growing your business. Hopefully there’s at least one other person on each call who has more experience in a specific area than you do. There are some things in my business that I’m pretty damn confident I’m good at. But I know I have blind spots in other areas. I can bring those things to my mastermind because they don’t have the same blind spots. Accountability. As many solo founders know, keeping yourself accountable with no outside forces can be challenging. During most mastermind meetings, there is a point in time when each member is in the hot seat, discussing past goals and their progress, setting new goals and tracking them, and reporting back to the other members with updates along the way. By asking your group to keep you accountable to your business, you’re also committing to holding them accountable. A good mastermind also forces you to look at your weaknesses. You can bring your weakest attributes in front of this small group of trusted individuals who know your story, your revenue, your growth rate, and all your foibles—personally and professionally. Your mastermind will tell you things that if your spouse said them, you’d ignore them. (Ask my wife about that.) Support. Humans are social beings. Napoleon Hill says that the convergence of two individual minds creates a third, invisible force that combines the strength of both of its components. When you share your vulnerabilities and successes with others, you magnify your own experience and make it the experience of those around you. The power that comes from those shared experiences can be just as compelling and empowering as your individual success. Three of my favorite entrepreneurial communities are Indie Hackers, the Dynamite Circle, and of course, MicroConf.

The optimal strategy encompasses self-reflection/introspection, adaptability, and versatility within a fluid environment. Although one cannot exert absolute control over the behavior of others or the external work milieu, one can entirely govern one's own conduct. Cultivating humility, demonstrating respect for others, and embracing multicultural perspectives are fundamental for integrating successfully into a globalized workplace. Ultimately, the journey begins with the self.

HR isn't merely resource management; it's the art of nurturing the seeds of success within every organization, fostering growth and prosperity.

The preaching of Peter and Paul and all the witnesses of the risen Jesus says that two basic things are demanded of us. First: we must acknowledge our own share in what the cross is and represents; we must learn to see ourselves as caught up in a world where the innocent are scapegoated and killed and where we are all unwilling, to a greater or lesser degree, to face unwelcome truths about ourselves. We must learn to see that we cannot by our own wisdom and strength cut ourselves loose from the tangle of injustice, resentment, fear and prejudice that traps the human family in conflict and misery. And second: we must learn to trust that love and justice are not defeated by our failure; that God has provided from his own strength and resourcefulness a way to freedom, once we have become able to recognize in the face of the suffering Jesus his own divine promise of mercy and life. The resurrection is the manifesting to the world of the triumph of a love that uses no coercion or manipulation but is simply itself – an indestructible love. The challenge of Easter is to believe that God is not defeated by the most extreme rejection imaginable. Good news? Emphatically yes. But not easy news. To recognize God in the crucified Jesus alters so much: it alters what we think about God, and it alters where we look for God in the human world. It suggests uncomfortably that God is likeliest to be found among those we have, like the religious and political establishment of Jesus’ day, dismissed or shut out; it suggests that our models of success and failure have to be turned upside down; it suggests that our eternal future is bound up with whether we are able to turn to those we have hurt and seek forgiveness. And so much else. Put like that, it is not surprising that the gospel and the cross could provoke fear and an unwillingness to allow such thoughts to become part of the current of public discussion. And perhaps it is not surprising either that we who call ourselves Christians may secretly be happier treating the cross just as a ‘religious symbol’ than letting ourselves be shaken and unmade and remade by it.

The implications of these fundamental trends in human mating psychology for a lasting relationship are profound. To maximize the chances of preserving a long-term bond, couples would do well to remain faithful; produce children together; secure ample economic resources; act kind, generous, and understanding; and attend to their mate’s sexual and emotional desires. These actions do not guarantee a successful relationship, but they increase the odds substantially.

Perhaps there are resources of courage, creativity and higher intelligence latent in each of us. Perhaps a sociological chain reaction can still be set in action if enough people learn how to transcend fashionable self-pity and make an effort to become happier and more efficient. Perhaps we are not dead yet, but only hypnotized by morbid and moribund philosophies. Perhaps the powers of the human brain have never fully been released in the paleolithic, neolithic, feudal, capitalist or socialist games. Perhaps the limits that seem to restrict us are only bad habits and we can transcend all of them. And – this is the major theme of the pages to follow – perhaps the human brain can be used for fun and profit; perhaps the brain is not designed for failure, as current intellectual dogma holds, but for “total success in Universe” as Bucky Fuller claimed.

Crystal Perry lives in Lansing, MI where she works as a Human Resources business professional. She is energetic, highly driven, and passionate about DEIA. Crystal Perry's experience in the implementation and development of human resources policies, programs, and training has led to her current success in HR.

A well-being culture is nothing short of an essential element of a successful organization.