Idea Implementation Quotes

You don't make progress by standing on the sidelines, whimpering and complaining. You make progress by implementing ideas.

Ideas are easy. Implementation is hard.

Karl Marx said, “The task is not just to understand the world but to change it.” A variant to keep in mind is that if you want to change the world you’d better try to understand it. That doesn’t mean listening to a talk or reading a book, though that’s helpful sometimes. You learn from participating. You learn from others. You learn from the people you’re trying to organize. We all have to gain the understanding and the experience to formulate and implement ideas.

We must make the building of a free society once more an intellectual adventure, a deed of courage.... Unless we can make the philosophic foundations of a free society once more a living intellectual issue, and its implementation a task which challenges the ingenuity and imagination of our liveliest minds, the prospects of freedom are indeed dark. But if we can regain that belief in the power of ideas which was the mark of liberalism at its best, the battle is not lost.

Be creative while inventing ideas, but be disciplined while implementing them.

This was the thing about boundaries: they made sense in therapy, but when you tried to implement them in the real world, people had no idea what you were talking about. Or, deep down they knew exactly what you were talking about and immediately set to work reinforcing their case of denial.

Ideas without implementation, or without an exceptional team to implement them, are like assholes and opinions: everyone’s got one.

Having a great idea is simply not enough. The eventual goal is vastly more important than any idea. It is how ideas are implemented that counts in the long run

For the human makers of things, the incompletenesses and inconsistencies of our ideas become clear only during implementation.

The ultimate objective is what the Gartner Group calls a zero latency enterprise—that is, a company in which the time between idea, acceptance and implementation all but disappears—and implementing

Sometimes innovation is a matter of timing. A big idea comes along at just the moment when the technology exists to implement it.

Ideas are worth nothing unless backed by application. The smallest of implementations is always worth more than the grandest of intentions.

Many great ideas are not unique. They only become unique when the men who have the wherewithal actually to implement them come together.

[I]deas, when implemented, turn into precedents with unpredictable and potentially disturbing consequences.

A big idea comes along at just the moment when the technology exists to implement it.

Any bad Ideas, needs a fool to implement it.

Voltaire wrote, “The perfect is the enemy of the good.”188 Steve Jobs told the Macintosh team that “real artists ship.”189 New ideas are never perfect right out of the chute, and you don’t have time to wait until they get there. Create a product, ship it, see how it does, design and implement improvements, and push it back out. Ship and iterate. The companies that are the fastest at this process will win.

Writing is what I know. Conceiving self-implemented schedules: teaching day, reading day, writing day, repeat. What a dry, sad, small idea of a life. And how exposed it looks, now that the people I love are in the same room to witness the way I do time. The way I’ve done it all my life.

The faster you run high quality experiments, the more likely you’ll find scalable, effective growth tactics. Determining the success of a customer acquisition idea is dependent on an effective tracking and reporting system, so don’t start testing until your tracking/reporting system has been implemented.

Today, you are as old as you have ever been and as young as you will ever be! It is never too late, or too early to start working toward your goals and your dreams. Every moment, every situation, and every turn of events presents you with an opportunity to build the self you are capable of being, and the life you are worthy of living. It’s just a matter of accepting, implementing ideas, taking action and actively expressing the purpose that is uniquely YOU. Every word you speak and every action you take should be intended to make tomorrow a little bit better. There is no such timer, clock or watch that measures quality time. You are given 24 hours a day and it is up to you as to how you will use it!

Muslims must be warned that plagiarists and pretenders as well as ignorant imitators affect great mischief by debasing values, imposing upon the ignorant, and encouraging the rise of mediocrity. The appropriate original ideas for hasty implementation and make false claims for themselves. Original ideas cannot be implemented when vulgarized; on the contrary, what is praiseworthy in them will turn out to become blameworthy, and their rejection will follow with the dissatisfaction that will emerge. So in this way authentic and creative intellectual effort will continually be sabotaged. It is not surprising that the situation arising out of the loss of adab also provides the breeding ground for the emergence of extremists who make ignorance their capital.

An idea is just a fiction until it is implemented.

The value of an idea lies in the using of it. It's not about ideas, it's about making ideas happen. The mission of innovation is to lead to progress and implemented better ways.

The only thing worse than a bad idea that gets implemented is a good one that is never broached.

Ideas doesn't make anyone rich, it is what you use it to do that makes you rich.

However, not only external expansion of state power is brought about by the ideology of nationalism. War as the natural outgrowth of nationalism is also the means of strengthening the state’s internal powers of exploitation and expropriation. Each war is also an internal emergency situation, and an emergency requires and seems to justify the acceptance of the state’s increasing its control over its own population. Such increased control gained through the creation of emergencies is reduced during peacetime, but it never sinks back to its pre-war levels. Rather, each successfully ended war (and only successful governments can survive) is used by the government and its intellectuals to propagate the idea that it was only because of nationalistic vigilance and expanded governmental powers that the “foreign aggressors” were crushed and one’s own country saved, and that this successful recipe must then be retained in order to be prepared for the next emergency. Led by the just proven “dominant” nationalism, each successful war ends with the attainment of a new peacetime high of governmental controls and thereby further strengthens a government’s appetite for implementing the next winnable international emergency.

In short, the explosion in sub-prime lending was a thoroughly top–down, political project, mandated by Congress, implemented by government-sponsored enterprises, enforced by the law, encouraged by the president and monitored by pressure groups.

By making your counterparts articulate implementation in their own words, your carefully calibrated “How” questions will convince them that the final solution is their idea. And that’s crucial. People always make more effort to implement a solution when they think it’s theirs. That is simply human nature. That’s why negotiation is often called “the art of letting someone else have your way.

My whole life has been a battle lost on the map. Cowardice didn't even make it to the battlefield, where perhaps it would have dissipated; it haunted the chief of staff in his office, all alone with his certainty of defeat. He didn't dare implement his battle plan, since it was sure to be imperfect, and he didn't dare perfect it (though it could never be truly perfect), since his conviction that it would never be perfect killed all his desire to strive for perfection. Nor did it ever occur to him that his plan, though imperfect, might be closer to perfection than the enemy's. The truth is that my real enemy, victorious over me since God, was that very idea of perfection, marching against me at the head of all the troops of the world - in the tragic vanguard of all the world's armed men.

It's a great idea to analyze how screen time has changed your life and how it alters your behavior. If you don't like what you see, implement changes. Get comfortable again with real human connection and don't give so much power to the screen and what is behind it. Real life is in the present moment, happening right now. We never know how many days we have in front of us. Let's live them fully, not virtually.

Doing Something with What You Read. While you can become an expert based on what you learn while reading, the true benefits will occur when you start to implement the ideas and concepts you have learned about. You can also take it to the next level when you share what you learn with others.

In accordance with the prevailing conceptions in the U.S., there is no infringement on democracy if a few corporations control the information system: in fact, that is the essence of democracy. In the Annals of the American Academy of Political and Social Science, the leading figure of the public relations industry, Edward Bernays, explains that “the very essence of the democratic process” is “the freedom to persuade and suggest,” what he calls “the engineering of consent.” “A leader,” he continues, “frequently cannot wait for the people to arrive at even general understanding … Democratic leaders must play their part in … engineering … consent to socially constructive goals and values,” applying “scientific principles and tried practices to the task of getting people to support ideas and programs”; and although it remains unsaid, it is evident enough that those who control resources will be in a position to judge what is “socially constructive,” to engineer consent through the media, and to implement policy through the mechanisms of the state. If the freedom to persuade happens to be concentrated in a few hands, we must recognize that such is the nature of a free society.

Every day thousands of ideas are born, but few are ever successfully implemented.

Leaders who formulate positive ideas and implement effective change in their community can help others overcome difficult economic and social hardships.

My idea is a practical means to implement your idea, you peg-dicked monkey fucker!

Good ideas must be shared, improved upon with the help of other good thinkers, and then they must be implemented and acted upon.

Implement an outstanding idea to yield you back a priceless life.

casting the interface reference to any implementation is always a bad idea.

Right idea, wrong implementation.

The best big idea is only going to be as good as its implementation.

Knowledge alone benefits no one unless the person acquiring it does something with it. And great ideas are worthless unless they are implemented.

Politics means implementation of the best ideas for the society in the path of wellbeing and progress.

Implementation, not ideas, is the key to real success.

I don’t believe a second, compatible implementation of Bitcoin will ever be a good idea. So much of the design depends on all nodes getting exactly identical results in lockstep that a second implementation would be a menace to the network. The MIT license is compatible with all other licenses and commercial uses, so there is no need to rewrite it from a licensing standpoint.

Norma looked at him, puzzled. "Someone else to do the mathematics?" "Of course!" Holtzman brushed iron-gray hair away from his face and adjusted his white robe. "You're an *idea* person, like me. We want you to develop concepts, not bother with full-fledged implementation. You should not waste time performing tedious arithmetic. Any halfway-trained person can do that. It's what slaves are for.

At Netflix, we emphasize that it’s fine to disagree with your manager and to implement an idea she dislikes. We don’t want people putting aside a great idea because the manager doesn’t see how great it is.

That being said, is there anything to say in support of utopian thinking? Everything, if the meaning of the word is somewhat restricted. If utopia means the highest set of values we want to defend and see implemented in social life, nothing prevents us from hanging on to all of them even if we know that they will never be perfectly compatible with each other. If utopia is a regulative idea of the optimum and not an assurance that we have mastered the skill to produce the optimum, then utopia is a necessary part of our thinking. But it would be a puerile fantasy to pretend that we know how to rid the world of scarcity, suffering, hatred, and injustice: nobody knows that. Whatever can be done in softening these conditions can be done only in specific points, on small scales, by inches. That this should be so unacceptable to the genuine utopian mentality which looks for the vision of the Last Day, the great leap, the final battle; everything else seems (and is, indeed) grey, boring, lacking pathos, requiring specific knowledge instead.

With making changes, the difficult part of trying to implement a new way, idea or thought, is getting people to believe the effect of your notion, and have them believe in themselves of adapting to something new.

Grant says it makes sense that introverts are uniquely good at leading initiative-takers. Because of their inclination to listen to others and lack of interest in dominating social situations, introverts are more likely to hear and implement suggestions. Having benefited from the talents of their followers, they are then likely to motivate them to be even more proactive. Introverted leaders create a virtuous circle of proactivity, in other words. In the T-shirt-folding study, the team members reported perceiving the introverted leaders as more open and receptive to their ideas, which motivated them to work harder and to fold more shirts.

What Ibarra calls the “ plan-and-implement” model—the idea that we should first make a long-term plan and execute without deviation, as opposed to the “ test-and-learn” model—is entrenched in depictions of geniuses. Popular lore holds that the sculptor Michelangelo would see a full figure in a block of marble before he ever touched it, and simply chip away the excess stone to free the figure inside. It is an exquisitely beautiful image.

For the human makers of things, the incompletenesses and inconsistencies of our ideas become clear only during implementation. Thus it is that writing, experimentation, "working out" are essential disciplines for the theoretician.

Some readers may have noticed an icy little missive from Noam Chomsky ["Letters," December 3], repudiating the very idea that he and I had disagreed on the "roots" of September 11. I rush to agree. Here is what he told his audience at MIT on October 11: I'll talk about the situation in Afghanistan.... Looks like what's happening is some sort of silent genocide.... It indicates that whatever, what will happen we don't know, but plans are being made and programs implemented on the assumption that they may lead to the death of several million people in the next—in the next couple of weeks.... very casually with no comment.... we are in the midst of apparently trying to murder three or four million people. Clever of him to have spotted that (his favorite put-down is the preface 'Turning to the facts...') and brave of him to have taken such a lonely position. As he rightly insists, our disagreements are not really political.

The job of tests, and the people that develop and runs tests, is to prevent defects, not to find them. A quality assurance organization should champion processes that build quality into the code from the start rather than test quality in later. This is not to say that verification is unnecessary. Final verification is a good idea. It’s just that finding defects should be the exception, not the rule, during verification. If verification routinely triggers test-and-fix cycles, then the development process is defective.

In fact, neither explanation does Jobs and Apple justice. As the case of the forgotten Iowa inventor John Atanasoff shows, conception is just the first step. What really matters is execution. Jobs and his team took Xerox’s ideas, improved them, implemented them, and marketed them.

The first gas chambers were constructed in 1939, to implement a Hitler decree dated September 1 of that year, which said that “incurably sick persons should be granted a mercy death.” (It was probably this “medical” origin of gassing that inspired Dr. Servatius’s amazing conviction that killing by gas must be regarded as “a medical matter.” ) The idea itself was considerably older. As early as 1935, Hitler had told his Reich Medical Leader Gerhard Wagner that “if war came, he would take up and carry out this question of euthanasia, because it was easier to do so in wartime.” The decree was immediately carried out in respect to the mentally sick, and between December, 1939, and August, 1941, about fifty thousand Germans were killed with carbon-monoxide gas in institutions where the death rooms were disguised exactly as they later were in Auschwitz—as shower rooms and bathrooms.

What was the international reaction to this holocaust? The United Nations Secretary General awarded a prize to General Qian in 1983, and recorded his ‘deep appreciation’ for the way in which the Chinese government had ‘marshalled the resources necessary to implement population policies on a massive scale’.

All my cats are toms. I’m telling you, ladies, it’s a plan I wish we could implement on the other half of our own species. You just take’em to the vet for that one simple little surgery and all their grand ideas go away. You wind up with big lovable couch potatoes who purr just because you walk in the room.

Hidden treasure does not come at your word or by digging with your hands in the main road. Even with the proper implements and accurate knowledge of place, etc., you may just end up re-acquiring what you possessed long ago. There is a great doubt as to whether it is hidden, except by the strata65 of your experiences and atmospheres of your belief. So how does one become a genius? My reply is like the mighty germ: it is in agreement with the Universe, is simple and full of deep import, yet it is for a time extremely objectionable in terms of your ideas of good and beauty. So listen attentively, O aspirant, to my answer, for by living its meaning you shall surely become freed from the bondage of constitutional ignorance. You must live it yourself: I cannot live it for you. The chief cause of genius is the realization of ‘I’ by an emotion that allows the instant assimilation of what is perceived. This emotion could be called ‘immoral’ in that it allows the free association of knowledge without being encumbered by belief. Its condition is therefore ignorance of ‘I am’ and ‘I am not’: instead of believing, there is a kind of absentmindedness. Its most excellent state is the ‘NeitherNeither’, the free or atmospheric ‘I’.

Everything about the presentation--the openness, the involvement of the community, the methodical plan laid out for implementing the idea--was exactly what Ting considered science done right. Science in secret as dangerous, difficult to regulate, and people who relished secrecy usually had something to hide.

A great idea that excites your organization but not your customer creates no value. A great idea that you cannot implement is a theoretical dream. And a great idea that you implement, but which the competition implements better, is at best a disadvantaged effort and at worst a waste of both time and resources.

Given the degree of feedback available to the average citizen of a democracy, it makes little sense to agitate for changing the system as a whole. Since the system is so flexible and responsive, it is impossible to imagine that it can be replaced with any system that is more flexible – thus the practical ideal for anyone interested in social change is to bring his ideas to the “marketplace” of democracy, see who he can get on board, and implement his vision within the system – peacefully, politically, democratically. This is a truly wonderful fairy tale, which has only the slight disadvantage of having nothing to do with democracy whatsoever.

In short, the explosion in sub-prime lending was a thoroughly top–down, political project, mandated by Congress, implemented by government-sponsored enterprises, enforced by the law, encouraged by the president and monitored by pressure groups. Remember this when you hear people blame the free market for the excesses of the sub-prime bubble.

The darker side of Nietzsche’s ideas was incorporated into the Nazi belief system. Part of the link was straightforward: some things Nietzsche said were pure Nazi doctrine. His comments that ‘The extinction of many types of people is just as desirable as any form of reproduction’ and that ‘the tendency must be towards the rendering extinct of the wretched, the deformed, the degenerate’ could come from any work on racial hygiene. Nietzsche’s central contribution was not these explicitly Social Darwinist views, but his rejection of the Judeo-Christian morality of compassion for the weak. Self-creation required hardness towards oneself: a strong will imposing coherence on conflicting impulses. It also requires hardness on others. Conflicts between the self-creative projects of different people made inevitable the attempt to dominate others. The whole of life was a struggle in which victory went to the brave and to the strong-willed. Noble human qualities, linked with the will to power, were brought out in combat but atrophied in peace. Compassion was weakness, cowardice and self-deception. The Judeo-Christian emphasis on it was poison. In drawing these consequences from his beliefs about the death of God and from Social Darwinism, Nietzsche provided the part of the Nazi belief system which ‘justified’ the cruel steps they took to implement their other beliefs.

The United States has not consciously chosen a grand strategy over the last several decades; rather it has made a series of policy decisions that have largely resulted from political motivations while being sold as part of a coherent plan after the fact, or more precisely, as a collection of coherent plans that are advocated for or forgotten about depending on the needs of the moment. Thus, those who want to change American foreign policy should not expect to succeed primarily by making arguments as to why the United States is implementing the wrong grand strategy. Rather, one would have to work to change the incentive structures that lead some ideas to gain currency, and government officials to make certain decisions but not others.

In other words, ideas, when implemented, turn into precedents with unpredictable and potentially disturbing consequences. As the British historian and politician Lord Acton described the effect that our Revolutionary War had on our French allies, “What the French took from the Americans was their theory of revolution, not their theory of government—their cutting, not their sewing.

Most modules have more users than developers, so it is better for the developers to suffer than the users. As a module developer, you should strive to make life as easy as possible for the users of your module, even if that means extra work for you. Another way of expressing this idea is that it is more important for a module to have a simple interface than a simple implementation.

Unfortunately, many give lip service to the concepts of diversity and inclusion but confuse the two and fail to implement them effectively. These are two different but related ideas. Diversity is the recognition that we are unique in our combination of physical attributes and our life experiences. Each of these differences matters because they help provide unique perspectives for problem-solving. Diverse perspectives, versus a homogeneous group, will bring forward a broader range of potential solutions and more “out of the box” thinking. Inclusion is proactively bringing a diverse population together—whether a community or business organization—and enabling these differences to coalesce in a positive way. Making a diverse group feel welcome and valued is the essence of inclusion.

I don’t know if our people ever stopped to think about the fact that the men with whom they had these allegedly in-depth conversations might have the equivalent of a third-grade education, at best. They knew their city, yes, but they didn’t have the education to implement any of the grandiose ideas that we were proposing. They never came to fruition anyway, at least not during our time in Iraq.

He gave subordinates input into key decisions, implementing the ideas that made sense, while making it clear that he had the final authority. He wasn’t concerned with getting credit or even with being in charge; he simply assigned work to those who could perform it best. This meant delegating some of his most interesting, meaningful, and important tasks—work that other leaders would have kept for themselves.

Moral and educational suasion breathes the assumption that racist minds must be changed before racist policy, ignoring history that says otherwise. Look at the soaring White support for desegregated schools and neighborhoods decades after the policies changed in the 1950s and 1960s. Look at the soaring White support for interracial marriage decades after the policy changed in 1967. Look at the soaring support for Obamacare after its passage in 2010. Racist policymakers drum up fear of antiracist policies through racist ideas, knowing if the policies are implemented, the fears they circulate will never come to pass. Once the fears do not come to pass, people will let down their guards as they enjoy the benefits. Once they clearly benefit, most Americans will support and become the defenders of the antiracist policies they once feared.

But in the case of this commander, says Grant, people respected not just his formal authority, but also the way he led: by supporting his employees’ efforts to take the initiative. He gave subordinates input into key decisions, implementing the ideas that made sense, while making it clear that he had the final authority. He wasn’t concerned with getting credit or even with being in charge; he simply assigned work to those who could perform it best.

If you are being approached, called, selected or invited to join these group of people who are trying to destroying the country. They didn’t call you , because of your bravery or that your special, but they called you , because of your stupidity. They know you are foolish enough in believing any garbage they feed you. You are not smart enough to know what is right and what is wrong. Any bad idea, needs a fool to implement it. In this case you are that fool.

As historian A. Roger Ekirch explains in his 2005 book, At Day’s Close, the idea of lighting the streets of Paris back in the 1600s originally came from the police. Streetlights were one of many new patrol tools implemented by Louis XIV’s lieutenant general of police, Gabriel Nicolas de la Reynie. De la Reynie’s plan ordered that lanterns be hung over the streets every sixty feet—with the unintended side effect that Paris soon gained its popular moniker, the City of Light. The world’s most romantic city takes its nickname from a police operation.

Because of their inclination to listen to others and lack of interest in dominating social situations, introverts are more likely to hear and implement suggestions. Having benefited from the talents of their followers, they are then likely to motivate them to be even more proactive. Introverted leaders create a virtuous circle of proactivity, in other words. In the T-shirt-folding study, the team members reported perceiving the introverted leaders as more open and receptive to their ideas, which motivated them to work harder and to fold more shirts.

The abilities of the leaders at the top, and also those below that level, to understand the context and nature of the conflict and to get the big ideas – the strategy – right; to communicate those big ideas throughout the breadth and depth of a unit, a country, a coalition, the world; to oversee the implementation of the big ideas, providing example, energy, inspiration, determination and solid operational direction; and to determine how to refine and adjust the big ideas so that the leader can perform the four tasks again and again – these abilities are absolutely critical.

We knew that through wave after wave of successive generations, we would be born into the physical plane, and no matter how long it took, we would strive to wake up, and unify, and evolve, and eventually implement on Earth the same spiritual culture that exists in the Afterlife. Certainly the journey would be difficult, even torturous. With the first intuition to awaken, we would sense the Fear of aloneness and separation. Yet we would not go back to sleep; we would fight through the Fear, relying on the dim intuition that we weren’t alone, that we were spiritual beings with a spiritual purpose on the planet. And, following the urge of evolution, we would gravitate together into larger, more complex social groupings, differentiating into more diverse occupations, overcoming a need to defeat and conquer each other, and eventually implement a democratic process through which new ideas could be shared and synthesized and evolved into ever-better truths. Gradually our security would come from inside us, as we progressed from an expression of the divine in terms of nature gods to the divine as one father God outside ourselves to a final expression as the Holy Spirit within.

Proportional representation is often defended on the grounds that it leads to coalition governments and compromise policies. But compromises – amalgams of the policies of the contributors – have an undeservedly high reputation. Though they are certainly better than immediate violence, they are generally, as I have explained, bad policies. If a policy is no one’s idea of what will work, then why should it work? But that is not the worst of it. The key defect of compromise policies is that when one of them is implemented and fails, no one learns anything because no one ever agreed with it.

The radical wolves in sheep’s clothing fall into two categories. First are the Crypto-Marxists, calling themselves radical feminists, post-structuralists, post-modernists, or merely progressives, whose agendas remain totalitarian. Then come the Fellow-Travelling Liberals, who acknowledge the bankruptcy of socialism and make a grudging commitment to free markets, but who still do not want to give up the agenda of “social justice”—the idea that government can arrive at a standard of what is just, and that the state can implement such a standard without destroying economic and political freedom.

Hitler’s style of leadership functioned precisely because of the readiness of all his subordinates to accept his unique standing in the party, and their belief that such eccentricities of behaviour had simply to be taken on board in someone they saw as a political genius. ‘He always needs people who can translate his ideologies into reality so that they can be implemented,’ Pfeffer is reported as stating. Hitler’s way was, in fact, not to hand out streams of orders to shape important political decisions. Where possible, he avoided decisions. Rather, he laid out – often in his diffuse and opinionated fashion – his ideas at length and repeatedly. These provided the general guidelines and direction for policy-making. Others had to interpret from his comments how they thought he wanted them to act and ‘work towards’ his distant objectives. ‘If they could all work in this way,’ Hitler was reported as stating from time to time, ‘if they could all strive with firm, conscious tenacity towards a common, distant goal, then the ultimate goal must one day be achieved. That mistakes will be made is human. It is a pity. But that will be overcome if a common goal is constantly adopted as a guideline.’ This instinctive way of operating, embedded in Hitler’s social-Darwinist approach, not only unleashed ferocious competition among those in the party – later in the state – trying to reach the ‘correct’ interpretation of Hitler’s intentions. It also meant that Hitler, the unchallenged fount of ideological orthodoxy by this time, could always side with those who had come out on top in the relentless struggle going on below him, with those who had best proven that they were following the ‘right guidelines’. And since only Hitler could determine this, his power position was massively enhanced.

Together with verbal coffins like model and level in which writers entomb their actors and actions, the English language provides them with a dangerous weapon called nominalization: making something into a noun. The nominalization rule takes a perfectly spry verb and embalms it into a lifeless noun by adding a suffix like –ance, –ment, –ation, or –ing. Instead of affirming an idea, you effect its affirmation; rather than postponing something, you implement a postponement. The writing scholar Helen Sword calls them zombie nouns because they lumber across the scene without a conscious agent directing their motion.

Parenting is truly an exercise in patience, so be patient as you implement these ideas. Many times you may feel frustrated if your child does not respond the way you would like them to. Be calm and be positive. The essential thing is to be positive and to build a strong bond of connection with your child. When parents and children love, trust and respect each other, they can easily handle frustrating moments. So let love be your guiding principle as you teach your child to develop the skill set and mindset to raise their grades in school and position themselves for opportunities in college, scholarships, career and life. Let’s go Above & Beyond…

A fungal computer may sound fantastical, but biocomputing is a fast-growing field. Adamatzky has spent years developing ways to use slime molds as sensors and computers. These prototype biocomputers use slime molds to solve a range of geometrical problems. The slime mold networks can be modified—for instance, by cutting a connection—to alter the set of “logical functions” implemented by the network. Adamatzky’s idea of a “fungal computer” is just an application of slime-mold computing to another type of network-based organism. As Adamatzky observes, the mycelial networks of some species of fungus are more convenient for computing than slime molds.

it is clear that for the large majority of individual investors, taking a shower and doing nothing would have been a better policy than implementing the ideas that came to their minds. Later research by Odean and his colleague Brad Barber supported this conclusion. In a paper titled “Trading Is Hazardous to Your Wealth,” they showed that, on average, the most active traders had the poorest results, while the investors who traded the least earned the highest returns. In another paper, titled “Boys Will Be Boys,” they showed that men acted on their useless ideas significantly more often than women, and that as a result women achieved better investment results than men.

Perhaps the CEO’s most important operational responsibility is designing and implementing the communication architecture for her company. The architecture might include the organizational design, meetings, processes, email, yammer, and even one-on-one meetings with managers and employees. Absent a well-designed communication architecture, information and ideas will stagnate, and your company will degenerate into a bad place to work. While it is quite possible to design a great communication architecture without one-on-one meetings, in most cases one-on-ones provide an excellent mechanism for information and ideas to flow up the organization and should be part of your design.

asked him to imagine the following: If I selected an employee of the company at random, from any level or function or region, and that employee had an absolutely brilliant idea that would unlock a dramatic new source of growth for the company, how would he or she get it implemented? Does the company have an automatic process for testing a new idea, to see if it is actually any good? And does the company have the management tools necessary to scale this idea up to maximum impact, even if it doesn’t align with any of the company’s current lines of business? That’s what a modern company does: harnesses the creativity and talent of every single one of its employees. Jeff answered me directly: “That’s what your next book should be about.

Though the ones who had come before them had slowly developed and improved various implements and tools, the people like Jondalar and Ayla were the first to imagine and innovate to such an extravagant degree. Their brains could make abstractions easily. They were capable of conceiving of an idea and planning how to implement it. Beginning with simple objects that utilized advanced principles that were intuitively understood, they drew conclusions and applied them in other circumstances. They did more than invent usable tools, they invented science. And from the same wellspring of creativity, utilizing that same power to abstract, they were the first people to see the world around them in symbolic form, to extract its essence and reproduce it; they originated art.

GET BEYOND THE ONE-MAN SHOW Great organizations are never one-man operations. There are 22 million licensed small businesses in America that have no employees. Forbes suggests 75 percent of all businesses operate with one person. And the average income of those companies is a sad $44,000. That’s not a business—that’s torture. That is a prison where you are both the warden and the prisoner. What makes a person start a business and then be the only person who works there? Are they committed to staying small? Or maybe an entrepreneur decides that because the talent pool is so poor, they can’t hire anyone who can do it as well as them, and they give up. My guess is the latter: Most people have just given up and said, “It’s easier if I just do it myself.” I know, because that’s what I did—and it was suicidal. Because my business was totally dependent on me and only me, I was barely able to survive, much less grow, for the first ten years. Instead I contracted another company to promote my seminars. When I hired just one person to assist me out of my home office, I thought I was so smart: Keep it small. Keep expenses low. Run a tight ship. Bigger isn’t always better. These were the things I told myself to justify not growing my business. I did this for years and even bragged about how well I was doing on my own. Then I started a second company with a partner, a consulting business that ran parallel to my seminar business. This consulting business quickly grew bigger than my first business because my partner hired people to work for us. But even then I resisted bringing other people into the company because I had this idea that I didn’t want the headaches and costs that come with managing people. My margins were monster when I had no employees, but I could never grow my revenue line without killing myself, and I have since learned that is where all my attention and effort should have gone. But with the efforts of one person and one contracted marketing company, I could expand only so much. I know that a lot of speakers and business gurus run their companies as one-man shows. Which means that while they are giving advice to others about how to grow a business, they may have never grown one themselves! Their one-man show is simply a guy or gal going out, collecting a fee, selling time and a few books. And when they are out speaking, the business terminates all activity. I started studying other people and companies that had made it big and discovered they all had lots of employees. The reality is you cannot have a great business if it’s just you. You need to add other people. If you don’t believe me, try to name one truly great business that is successful, ongoing, viable, and growing that doesn’t have many people making it happen. Good luck. Businesses are made of people, not just machines, automations, and technology. You need people around you to implement programs, to add passion to the technology, to serve customers, and ultimately to get you where you want to go. Consider the behemoth online company Amazon: It has more than 220,000 employees. Apple has more than 100,000; Microsoft has around the same number. Ernst & Young has more than 200,000 people. Apple calls the employees working in its stores “Geniuses.” Don’t you want to hire employees deserving of that title too? Think of how powerful they could make your business.

In Drive, Daniel H. Pink is clear on the three drivers that actually motivate people: autonomy, mastery, and purpose. If someone is constantly on the receiving end of advice, with no option to share their own ideas, their autonomy and mastery certainly decline, and most likely their purpose too. Being told what to do—even with the best of intentions—signals that the advice-receiver is not really here for their ability to think, but only for their ability to implement someone else’s ideas. They certainly do not feel encouraged to bring their best self to work, to bring their creativity and commitment and competency, to assume leadership and try something new. If you lead these people, you now find yourself with an over-dependent team, a group that come to you for everything and seem to have traded in their self-sufficiency and autonomy.

Creators generate new ideas and original concepts. They prefer unstructured and abstract activities and thrive on innovation and unconventional practices. • Advancers communicate these new ideas and carry them forward. They relish feelings and relationships and manage the human factors. They are excellent at generating enthusiasm for work. • Refiners challenge ideas. They analyze projects for flaws, then refine them with a focus on objectivity and analysis. They love facts and theories and working with a systematic approach. • Executors can also be thought of as Implementers. They ensure that important activities are carried out and goals accomplished; they are focused on details and the bottom line. • Flexors are a combination of all four types. They can adapt their styles to fit certain needs and are able to look at a problem from a variety of perspectives.

Keeping a new church outwardly focused from the beginning is much easier than trying to refocus an inwardly concerned church. In order to plant a successful church, you have to know that you know that you are undeniably called by God. The call to start a new church plant is not the same as the call to serve in an existing church or work in a ministry-related organization. You may be the greatest preacher this side of Billy Graham but still not be called to start a church. If you think you may have allowed an improper reason, voice or emotion to lead you to the idea of starting a new church, back away now. Spend some more time with God. You don’t want to move forward on a hunch or because you feel “pretty sure” that you should be planting a church. You have to be completely certain. “You’re afraid? So what. Everybody’s afraid. Fear is the common ground of humanity. The question you must wrestle to the ground is, ‘Will I allow my fear to bind me to mediocrity?’” When you think of a people group that you might be called to reach, does your heart break for them? If so, you may want to consider whether God is specifically calling you to reach that group for His kingdom. Is your calling clear? Has your calling been confirmed by others? Are you humbled by the call? Have you acted on your call? Do you know for certain that God has called you to start a new church? Nail it down. When exactly were you called? What were the circumstances surrounding your call? How did it match up with the sources of proper calling? Do you recognize the four specific calls in your calling? How? How does your call measure up to biblical characteristics? What is the emerging vision that God is giving you with this call? As your dependence on God grows, so will your church. One of the most common mistakes that enthusiastic and well-meaning church starters make is to move to a new location and start trying to reach people without thinking through even a short-term strategy. Don’t begin until you count the cost. why would you even consider starting a church (the only institution Jesus left behind and the only one that will last forever) without first developing a God-infused, specific, winning strategy? There are two types of pain: the pain of front-end discipline and the pain of back-end regret. With the question of strategy development, you get to choose which pain you’d rather live with. Basically, a purpose, mission and vision statement provides guiding principles that describe what God has called you to do (mission), how you will do it (purpose) and what it will look like when you get it done (vision). Keep your statement simple. Be as precise as possible. Core values are the filter through which you fulfill your strategy. These are important, because your entire strategy will be created and implemented in such a way as to bring your core values to life. Your strategic aim will serve as the beacon that guides the rest of your strategy. It is the initial purpose for which you are writing your strategy. He will not send more people to you than you are ready to receive. So what can you do? The same thing Dr. Graham does. Prepare in a way that enables God to open the floodgates into your church. If you are truly ready, He will send people your way. If you do the work we’ve described in this chapter, you’ll be able to build your new church on a strong base of God-breathed preparation. You’ll know where you are, where you’re going and how you are going to get there. You’ll be standing in the rain with a huge bucket, ready to take in the deluge. However, if you don’t think through your strategy, write it down and then implement it, you’ll be like the man who stands in the rainstorm with a Dixie cup. You’ll be completely unprepared to capture what God is pouring out. The choice is yours!

After the plates are removed by the silent and swift waiting staff, General Çiller leans forward and says across the table to Güney, ‘What’s this I’m reading in Hürriyet about Strasbourg breaking up the nation?’ ‘It’s not breaking up the nation. It’s a French motion to implement European Regional Directive 8182 which calls for a Kurdish Regional Parliament.’ ‘And that’s not breaking up the nation?’ General Çiller throws up his hands in exasperation. He’s a big, square man, the model of the military, but he moves freely and lightly ‘The French prancing all over the legacy of Atatürk? What do you think, Mr Sarioğlu?’ The trap could not be any more obvious but Ayşe sees Adnan straighten his tie, the code for, Trust me, I know what I’m doing, ‘What I think about the legacy of Atatürk, General? Let it go. I don’t care. The age of Atatürk is over.’ Guests stiffen around the table, breath subtly indrawn; social gasps. This is heresy. People have been shot down in the streets of Istanbul for less. Adnan commands every eye. ‘Atatürk was father of the nation, unquestionably. No Atatürk, no Turkey. But, at some point every child has to leave his father. You have to stand on your own two feet and find out if you’re a man. We’re like kids that go on about how great their dads are; my dad’s the strongest, the best wrestler, the fastest driver, the biggest moustache. And when someone squares up to us, or calls us a name or even looks at us squinty, we run back shouting ‘I’ll get my dad, I’ll get my dad!’ At some point; we have to grow up. If you’ll pardon the expression, the balls have to drop. We talk the talk mighty fine: great nation, proud people, global union of the noble Turkic races, all that stuff. There’s no one like us for talking ourselves up. And then the EU says, All right, prove it. The door’s open, in you come; sit down, be one of us. Move out of the family home; move in with the other guys. Step out from the shadow of the Father of the Nation. ‘And do you know what the European Union shows us about ourselves? We’re all those things we say we are. They weren’t lies, they weren’t boasts. We’re good. We’re big. We’re a powerhouse. We’ve got an economy that goes all the way to the South China Sea. We’ve got energy and ideas and talent - look at the stuff that’s coming out of those tin-shed business parks in the nano sector and the synthetic biology start-ups. Turkish. All Turkish. That’s the legacy of Atatürk. It doesn’t matter if the Kurds have their own Parliament or the French make everyone stand in Taksim Square and apologize to the Armenians. We’re the legacy of Atatürk. Turkey is the people. Atatürk’s done his job. He can crumble into dust now. The kid’s come right. The kid’s come very right. That’s why I believe the EU’s the best thing that’s ever happened to us because it’s finally taught us how to be Turks.’ General Çiller beats a fist on the table, sending the cutlery leaping. ‘By God, by God; that’s a bold thing to say but you’re exactly right.

Power, properly understood, is the ability to achieve purpose. It is the strength required to bring about social, political or economic changes. In this sense power is not only desirable but necessary in order to implement the demands of love and justice. One of the greatest problems of history is that the concepts of love and power are usually contrasted as polar opposites. Love is identified with a resignation of power and power with a denial of love. It was this misinterpretation that caused Nietzsche, the philosopher of the “will to power,” to reject the Christian concept of love. It was this same misinterpretation which induced Christian theologians to reject Nietzsche’s philosophy of the “will to power” in the name of the Christian idea of love. What is needed is a realization that power without love is reckless and abusive and that love without power is sentimental and anemic. Power at its best is love implementing the demands of justice. Justice at its best is love correcting everything that stands against love.

Leaders, some of whom are politicians in this book while others are soldiers, must be able to master four major tasks.2 Firstly, they need comprehensively to grasp the overall strategic situation in a conflict and craft the appropriate strategic approach – in essence, to get the big ideas right. Secondly, they must communicate those big ideas, the strategy, effectively throughout the breadth and depth of their organization and to all other stakeholders. Thirdly, they need to oversee the implementation of the big ideas, driving the execution of the campaign plan relentlessly and determinedly. Lastly, they have to determine how the big ideas need to be refined, adapted and augmented, so that they can perform the first three tasks again and again and again. The statesmen and soldiers who perform these four tasks properly are the exemplars who stand out from these pages. The witness of history demonstrates that exceptional strategic leadership is the one absolute prerequisite for success, but also that it is as rare as the black swan.

We’ve lost our way” is how another manifesto author, Andrew Hunt, put it in a 2015 essay titled “The Failure of Agile.” Hunt tells me the word agile has become “meaningless at best,” having been hijacked by “scads of vocal agile zealots” who had no idea what they were talking about. Agile has split into various camps and methodologies, with names like Large-Scale Scrum (LeSS) and Disciplined Agile Delivery (DAD). The worst flavor, Hunt tells me, is Scaled Agile Framework, or SAFe, which he and some other original manifesto authors jokingly call Shitty Agile for Enterprise. “It’s a disaster,” Hunt tells me. “I have a few consultant friends who are making big bucks cleaning up failed SAFe implementations.” SAFe is the hellspawn brainchild of a company called Scaled Agile Inc., a bunch of mad scientists whose approach consists of a nightmare world of rules and charts and configurations. SAFe itself comes in multiple configurations, which you can find on the Scaled Agile website. Each one is an abomination of corporate complexity and Rube Goldberg-esque interdependencies.

I have it in my mind that classification is a necessary condition of the working of the mental implement but that it is a departure from the objective truth of things, that classification is very serviceable for the practical purposes of life but a very doubtful preliminary to those fine penetrations the philosophical purpose, in its more arrogant moods, demands. All the peculiarities of my way of thinking derive from that. I submit to you that syllogism is based on classification, that all hard logical reasoning tends to imply and is apt to imply a confidence in the objective reality of classification. Consequently in denying that I deny the absolute validity of logic. Classification and number, which in truth ignore the fine differences of objective realities, have in the past of human thought been imposed upon things. [...] The forceps of our minds are clumsy forceps, and crush the truth a little in taking hold of it. It was about this difficulty that the mind of Plato played a little inconclusively all his life. For the most part he tended to regard the idea as the something behind reality, whereas it seems to me that the idea is the more proximate and less perfect thing, the thing by which the mind, by ignoring individual differences, attempts to comprehend an otherwise unmanageable number of unique realities.

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Changing what we think is always a sticky process, especially when it comes to religion. When new information becomes available, we cringe under an orthodox mindset, particularly when we challenge ideas and beliefs that have been “set in stone” for decades. Thomas Kuhn coined the term paradigm shift to represent this often-painful transition to a new way of thinking in science. He argued that “normal science” represented a consensus of thought among scientists when certain precepts were taken as truths during a given period. He believed that when new information emerges, old ideas clash with new ones, causing a crisis. Once the basic truths are challenged, the crisis ends in either revolution (where the information provides new understanding) or dismissal (where the information is rejected as unsound). The information age that we live in today has likely surprised all of us as members of the LDS Church at one time or another as we encounter new ideas that revise or even contradict our previous understanding of various aspects of Church history and teachings. This experience is similar to that of the Copernican Revolution, which Kuhn uses as one of his primary examples to illustrate how a paradigm shift works. Using similar instruments and comparable celestial data as those before them, Copernicus and others revolutionized the heavens by describing the earth as orbiting the sun (heliocentric) rather than the sun as orbiting the earth (geocentric). Because the geocentric model was so ingrained in the popular (and scientific!) understanding, the new, heliocentric idea was almost impossible to grasp. Paradigm shifts also occur in religion and particularly within Mormonism. One major difference between Kuhn’s theory of paradigm shift and the changes that occur within Mormonism lies in the fact that Mormonism privileges personal revelation, which is something that cannot be institutionally implemented or decreed (unlike a scientific law). Regular members have varying degrees of religious experience, knowledge, and understanding dependent upon many factors (but, importantly, not “faithfulness” or “worthiness,” or so forth). When members are faced with new information, the experience of processing that information may occur only privately. As such, different members can have distinct experiences with and reactions to the new information they receive. This short preface uses the example of seer stones to examine the idea of how new information enters into the lives of average Mormons. We have all seen or know of friends or family who experience a crisis of faith upon learning new information about the Church, its members, and our history. Perhaps there are those reading who have undergone this difficult and unsettling experience. Anyone who has felt overwhelmed at the continual emergence of new information understands the gravity of these massive paradigm shifts and the potentially significant impact they can have on our lives. By looking at just one example, this preface will provide a helpful way to think about new information and how to deal with it when it arrives.

Hitler was a racist in a way that Mussolini wasn’t, with FDR occupying a position somewhere between the two of them. FDR was not an anti-Semite, as Hitler was, but he did share Hitler’s low view of Asians and blacks. During World War II, FDR ordered that many Japanese Americans, under suspicion of disloyalty, be interned in camps. There is, of course, an argument in wartime for holding captive those who pose a security risk. My point, however, is that FDR made no similar arrangements for Italians and Germans in the United States. So there was a clear racial element in FDR’s approach to security. FDR was culpable for doing exactly what progressive Democrats accuse Donald Trump of doing when he threatens to target violent Islamists. Yet Trump doesn’t single out radical Muslims while exonerating other groups who act like them. FDR, by contrast, treated Japanese Americans in a way he didn’t treat German Americans or Italian Americans. That, I’m suggesting, is because FDR, even during World War II, retained a soft spot for German and Italian fascism. Also FDR wasn’t turned off by the fascist idea of a racial hierarchy; indeed, here was FDR implementing one himself. Incidentally Japanese internment is another crime that Democrats blame on “America” when their own hero, FDR, is the one who ordered it. FDR, Mussolini, and Hitler all denounced the free market and blamed the problems of their society on private business. All vowed to use the state to combat the power of business, and offered themselves as the true manifestation of the collective good. If one ended as the enemy of the other two, it shouldn’t blind us to their earlier mutual admiration.

Harvard’s Theodore Levitt states the case as well as anyone else: The trouble with much of the advice business gets today about the need to be more vigorously creative is that its advocates often fail to distinguish between creativity and innovation. Creativity is thinking up new things. Innovation is doing new things…. A powerful new idea can kick around unused in a company for years, not because its merits are not recognized, but because nobody has assumed the responsibility for converting it from words into action. Ideas are useless unless used. The proof of their value is only in their implementation. Until then, they are in limbo. If you talk to the people who work for you, you’ll discover that there is no shortage of creativity or creative people in American business. The shortage is of innovators. All too often, people believe that creativity automatically leads to innovation. It doesn’t. Creative people tend to pass the responsibility for getting down to brass tacks to others. They are the bottleneck. They make none of the right kind of effort to help their ideas get a hearing and a try…. The fact that you can put a dozen inexperienced people in a room and conduct a brainstorming session that produces exciting new ideas shows how little relative importance ideas themselves have…. Idea men constantly pepper everybody with proposals and memorandums that are just brief enough to get attention, to intrigue and sustain interest — but too short to include any responsible suggestions for implementation. The scarce people are the ones who have the know-how, energy, daring, and staying power to implement ideas…. Since business is a “get-things-done” institution, creativity without action-oriented follow-through is a barren form of behavior. In a sense, it is irresponsible.

One of the most important of these truths—a new ethic of interaction—began to surface in various places around the globe, but ultimately found clear expression in the philosophy of the ancient Greeks. Instantly I could see the Birth Visions of hundreds of individuals born into the Greek culture, each hoping to remember this timely insight. For generations they had seen the waste and injustice of mankind’s unending violence upon itself, and knew that humans could transcend the habit of fighting and conquering others and implement a new system for the exchange and comparison of ideas, a system that protected the sovereign right of every individual to hold his unique view, regardless of physical strength—a system that was already known and followed in the Afterlife. As I watched, this new way of interaction began to emerge and take form on Earth, finally becoming known as democracy. In this method of exchanging ideas, communication between humans still often degenerated into an insecure power struggle, but at least now, for the first time ever, the process was in place to pursue the evolution of human reality at the verbal rather than the physical level. At the same time, another watershed idea, one destined to completely transform the human understanding of spiritual reality, was surfacing in the written histories of a small tribe in the Middle East. Similarly I could also see the Birth Visions of many of the proponents of this idea as well. These individuals, born into the Judaic culture, knew before birth that while we were correct to intuit a divine source, our description of this source was flawed and distorted. Our concept of many gods was merely a fragmented picture of a larger whole. In truth, they realized, there was only one God, a God, in their view, that was still demanding and threatening and patriarchal—and still existing outside of ourselves—but for the first time, personal and responsive, and the sole creator of all humans. As I continued to watch, I saw this intuition of one divine source emerging and being clarified in cultures all over the world. In China and India, long the leaders in technology, trade, and social development, Hinduism and Buddhism, along with other Eastern religions, moved the East toward a more contemplative focus. Those who created these religions intuited that God was more than a personage. God was a force, a consciousness, that could only be completely found by attaining what they described as an enlightenment experience. Rather than just pleasing God by obeying certain laws or rituals, the Eastern religions sought connection with God on the inside, as a shift in awareness, an opening up of one’s consciousness to a harmony and security that was constantly available.