Identifying Opportunity Quotes

We pass through this world but once. Few tragedies can be more extensive than the stunting of life, few injustices deeper than the denial of an opportunity to strive or even to hope, by a limit imposed from without, but falsely identified as lying within.

When we identify where our privilege intersects with somebody else's oppression, we'll find our opportunities to make real change.

If a failure can be a bad break, it can also be an opportunity to learn and grow. When we embrace it as a challenging prospect and an occasion to identify what went wrong, we can avoid cloudy days and learn to breathe serenely. ("The postman always rings twice")

Happiness is our natural state. Happiness is the natural state of little children, to whom the kingdom belongs until they have been polluted and contaminated by the stupidity of society and culture. To acquire happiness you don't have to do anything, because happiness cannot be acquired. Does anybody know why? Because we have it already. How can you acquire what you already have? Then why don't you experience it? Because you've got to drop something. You've got to drop illusions. You don't have to add anything in order to be happy; you've got to drop something. Life is easy, life is delightful. It's only hard on your illusions, your ambitions, your greed, your cravings. Do you know where these things come from? From having identified with all kinds of labels!

Embrace who you are and your divine purpose. Identify the barriers in your life, and develop discipline, courage and the strength to permanently move beyond them, and keep moving forward.

Shaping the company's future requires strategic foresight to identify opportunities and threats before they become critical.

Climate intelligence enables action-oriented, climate-aligned decisions to mitigate risks, build resilient adaptation, and identify emerging opportunities.

Every decision, setback, or triumph is an opportunity to identify the seeds of truth that make you the wondrous human being you are.

Business growth opportunities are disguised in trends. If we identify a trend at the right time, we can become huge.

The challenge of the twenty-first century is not to demand equal opportunity to participate in the machinery of oppression . Rather, it is to identify and dismantle those structures in which racism continues to be embedded.

You see, people in the depressive position are often stigmatised as ‘failures' or ‘losers'. Of course, nothing could be further from the truth. If these people are in the depressive position, it is most probably because they have tried too hard or taken on too much, so hard and so much that they have made themselves ‘ill with depression'. In other words, if these people are in the depressive position, it is because their world was simply not good enough for them. They wanted more, they wanted better, and they wanted different, not just for themselves, but for all those around them. So if they are failures or losers, this is only because they set the bar far too high. They could have swept everything under the carpet and pretended, as many people do, that all is for the best in the best of possible worlds. But unlike many people, they had the honesty and the strength to admit that something was amiss, that something was not quite right. So rather than being failures or losers, they are just the opposite: they are ambitious, they are truthful, and they are courageous. And that is precisely why they got ‘ill'. To make them believe that they are suffering from some chemical imbalance in the brain and that their recovery depends solely or even mostly on popping pills is to do them a great disfavour: it is to deny them the precious opportunity not only to identify and address important life problems, but also to develop a deeper and more refined appreciation of themselves and of the world around them—and therefore to deny them the opportunity to fulfil their highest potential as human beings.

be patient enough to identify the real reasons why you meet people, situations and moments in time or else you would be patient enough to analyze the real reasons why you missed people, situations and moments in time in regret or in wonder

Wiseman has identified four principles that characterize lucky people. Lucky people tend to maximize chance opportunities.

Do not despise your inner world. That is the first and most general piece of advice I would offer… Our society is very outward-looking, very taken up with the latest new object, the latest piece of gossip, the latest opportunity for self-assertion and status. But we all begin our lives as helpless babies, dependent on others for comfort, food, and survival itself. And even though we develop a degree of mastery and independence, we always remain alarmingly weak and incomplete, dependent on others and on an uncertain world for whatever we are able to achieve. As we grow, we all develop a wide range of emotions responding to this predicament: fear that bad things will happen and that we will be powerless to ward them off; love for those who help and support us; grief when a loved one is lost; hope for good things in the future; anger when someone else damages something we care about. Our emotional life maps our incompleteness: A creature without any needs would never have reasons for fear, or grief, or hope, or anger. But for that very reason we are often ashamed of our emotions, and of the relations of need and dependency bound up with them. Perhaps males, in our society, are especially likely to be ashamed of being incomplete and dependent, because a dominant image of masculinity tells them that they should be self-sufficient and dominant. So people flee from their inner world of feeling, and from articulate mastery of their own emotional experiences. The current psychological literature on the life of boys in America indicates that a large proportion of boys are quite unable to talk about how they feel and how others feel — because they have learned to be ashamed of feelings and needs, and to push them underground. But that means that they don’t know how to deal with their own emotions, or to communicate them to others. When they are frightened, they don’t know how to say it, or even to become fully aware of it. Often they turn their own fear into aggression. Often, too, this lack of a rich inner life catapults them into depression in later life. We are all going to encounter illness, loss, and aging, and we’re not well prepared for these inevitable events by a culture that directs us to think of externals only, and to measure ourselves in terms of our possessions of externals. What is the remedy of these ills? A kind of self-love that does not shrink from the needy and incomplete parts of the self, but accepts those with interest and curiosity, and tries to develop a language with which to talk about needs and feelings. Storytelling plays a big role in the process of development. As we tell stories about the lives of others, we learn how to imagine what another creature might feel in response to various events. At the same time, we identify with the other creature and learn something about ourselves. As we grow older, we encounter more and more complex stories — in literature, film, visual art, music — that give us a richer and more subtle grasp of human emotions and of our own inner world. So my second piece of advice, closely related to the first, is: Read a lot of stories, listen to a lot of music, and think about what the stories you encounter mean for your own life and lives of those you love. In that way, you will not be alone with an empty self; you will have a newly rich life with yourself, and enhanced possibilities of real communication with others.

There are two main predictions for the future; it’s either appealing or appalling.An appealing future is created by people who identify their real values in life and believe in what they can do.

We don’t need to identify concrete solutions to all our problems. We don’t need to create the illusion of control amid uncertain circumstances. We need to accept that our biggest problem is fighting the way things are, and then consciously choose to stop battling ourselves. We have to choose to be in this moment instead of scheming toward something better. This moment is a new opportunity to let go of everything that’s stressing us. This moment is a new chance to take a deep breath so that we don’t feel so overwhelmed. This moment is a tiny lifetime, all in itself, and we have the choice to live it.

The Engineering Question Can you create breakthrough technology instead of incremental improvements? 2. The Timing Question Is now the right time to start your particular business? 3. The Monopoly Question Are you starting with a big share of a small market? 4. The People Question Do you have the right team? 5. The Distribution Question Do you have a way to not just create but deliver your product? 6. The Durability Question Will your market position be defensible 10 and 20 years into the future? 7. The Secret Question Have you identified a unique opportunity that others don’t see?

In a number of workshops, I have asked people whether they have had one or more experiences that they would identify as an experience of God and, if so, to share them in small groups. On average, 80 percent of the participants identify one or more and are eager to talk about them. They also frequently report that they had never before been asked that question in a church setting or given an opportunity to talk about it.

Planning is good for a decent survival, but an attitude to identify opportunity and act impromptu defines disproportionate success or spells immense happiness.

One who doesn't recognise an opportunity is bigger loser than one who tries his hand at an opportunity.

Entrepreneurs identify the problems, discover the opportunities and then build processes to allow other people and other things to get it done.

the language of business strategy: identify your strengths and weaknesses, assess the opportunities and risks (your opponent’s strengths and weaknesses), and build on your strengths.

Two motives urge fans to obsession with their sports. One is the need-—through the appeal of vicarious success—-to identify with winners. The other is to sanction, through pedantry, dogmatism, record-keeping, wise secret knowledge, and pseudo-scholarship, a claim to expertise on the subject. Sports give every man his opportunity to perform as a learned bore and to watch innumerable commentators on TV do the same.

On the lower levels of consciousness, which are characterized by egotism, there is so much concern with self-gain that there is little energy or thought given to our effect on others. On the level of courage, we no longer identify solely with the small self. The world is no longer seen as the depriving or punishing bad parent. Instead, the world is seen as challenging and presenting opportunities for growth, development, and new experiences. Thus, this level is characterized by optimism and the feeling that with the correct facts, education, and orientation, sooner or later most problems can be worked out satisfactorily.

The art of looking at the problem from the other person's point of view, identifying his opportunities and his interests, an art that has traditionally been practiced by diplomats, lawyers, and chess players, is at the center of strategic analysis.

Successful entrepreneurs also excel at something else: pattern recognition. They possess an extraordinary capacity for identifying profitable opportunities by linking successes they’ve observed in the past with changes now taking place in the market.

There’s something else about this list that really jumps out. Take another look at the top five attributes listed there—the key characteristics defining a world-class sales experience: Rep offers unique and valuable perspectives on the market. Rep helps me navigate alternatives. Rep provides ongoing advice or consultation. Rep helps me avoid potential land mines. Rep educates me on new issues and outcomes. Each of these attributes speaks directly to an urgent need of the customer not to buy something, but to learn something. They’re looking to suppliers to help them identify new opportunities to cut costs, increase revenue, penetrate new markets, and mitigate risk in ways they themselves have not yet recognized. Essentially this is the customer—or 5,000 of them at least, all over the world—saying rather emphatically, “Stop wasting my time. Challenge me. Teach me something new.

A visionary is just a person who happens to identify opportunities and solve problems nobody has figured out yet. It's also someone who constantly challenges the status quo.

Entrepreneurs should map out the customer journey and identify opportunities to enhance value at each touchpoint.

Most discoveries come from the simple act of identifying life’s problems.

Identify and follow the trends in your industry. Don’t fight against the current of change. Instead, recognize these as an opportunity and seize the advantage.

If you just go around and identify all of the disasters and say, ‘What caused that?’ and try to avoid it, it turns out to be a very simple way to find opportunities and avoid troubles.

A framework for identifying high-ROI Attraction opportunities is called advertising arbitrage: seek advertising opportunities where advertising inventory supply outpaces advertiser demand.

And when we talk about race today, with all the pain packed into that conversation, the Holy Spirit remains in the room, This doesn't mean the conversations aren't painful, aren't personal, aren't charged with emotion. But it does mean we can survive. We can survive honest discussions about slavery, about convict leasing, about stolen land, deportation, discrimination, and exclusion. We can identify the harmful politics of gerrymandering, voter suppression, criminal justice laws, and policies that disproportionately affect people of color negatively. And we can expose the actions of white flight, the real impact of all-white leadership, the racial disparity in wages, and opportunities for advancement. We can lament and mourn. We can be livid and enraged. We can be honest. We can tell the truth. We can trust that the Holy Spirit is here. We must. For only by being truthful about how we got here can we begin to imagine another way.

More than anything, the Nazis robbed families: of their livelihoods, their opportunities, their heirlooms, their mementos, of the things that identified them and defined them as human beings.

Regular retrospectives enable us to identify and act on opportunities for positive change. Whether we hold them on our own, with our families, or with our team at work, retrospectives are an essential tool for reflection.

Wiseman has identified four principles that characterize lucky people. Lucky people tend to maximize chance opportunities. They are especially adept at creating, noticing, and acting upon these opportunities when they arise. Second, they tend to be very effective at listening to their intuition, and do work (such as meditation) that is designed to boost their intuitive abilities. The third principle is that lucky people tend to expect to be lucky, creating a series of self‐fulfilling prophecies because they go into the world anticipating a positive outcome. Last, lucky people have an attitude that allows them to turn bad luck to good. They don’t allow ill fortune to overwhelm them, and they move quickly to take control of the situation when it isn’t going well for them.

Psychologists have identified two contrasting mindsets that affect our motivation and our receptiveness to new opportunities: a “prevention focus,” which orients us toward avoiding negative outcomes, and a “promotion focus,” which orients us toward pursuing positive outcomes.

As I was editing this chapter, a survey of more than thirty-five hundred Australian surgeons revealed a culture rife with bullying, discrimination, and sexual harassment, against women especially (although men weren’t untouched either). To give you a flavor of professional life as a woman in this field, female trainees and junior surgeons “reported feeling obliged to give their supervisors sexual favours to keep their jobs”; endured flagrantly illegal hostility toward the notion of combining career with motherhood; contended with “boys’ clubs”; and experienced entrenched sexism at all levels and “a culture of fear and reprisal, with known bullies in senior positions seen as untouchable.”68 I came back to this chapter on the very day that news broke in the state of Victoria, Australia, where I live, of a Victorian Equal Opportunity and Human Rights Commission report revealing that sexual discrimination and harassment is also shockingly prevalent in the Victorian Police, which unlawfully failed to provide an equal and safe working environment.69 I understand that attempts to identify the psychological factors that underlie sex inequalities in the workplace are well-meaning. And, of course, we shouldn’t shy away from naming (supposedly) politically unpalatable causes of those inequalities. But when you consider the women who enter and persist in highly competitive and risky occupations like surgery and policing—despite the odds stacked against them by largely unfettered sex discrimination and harassment—casual scholarly suggestions that women are relatively few in number, particularly in the higher echelons, because they’re less geared to compete in the workplace, start to seem almost offensive. Testosterone

If I succeed in mentally constructing a fortress from which it is impossible to escape, this conceived fortress either will be the same as the real one - and in this case it is certain we shall never escape from here, but at least we will achieve the serenity of one who knows he is here because he could be nowhere else - or it will be a fortress from which escape is even more impossible than from here - and this, then, is a sign that here an opportunity if escape exists: we have only to identify the point where the imagined fortress does not coincide with the real one and then find it.

When we are no longer so tightly identified with who we used to be and how we think things should continue to be—based on the past—every moment of wakefulness is an opportunity to actualize and enjoy our inherent freedom, wholeness, and perfection. The heart-mind is gorgeous in its authentic natural state!

Parent and Teacher Actions: 1. Ask children what their role models would do. Children feel free to take initiative when they look at problems through the eyes of originals. Ask children what they would like to improve in their family or school. Then have them identify a real person or fictional character they admire for being unusually creative and inventive. What would that person do in this situation? 2. Link good behaviors to moral character. Many parents and teachers praise helpful actions, but children are more generous when they’re commended for being helpful people—it becomes part of their identity. If you see a child do something good, try saying, “You’re a good person because you ___.” Children are also more ethical when they’re asked to be moral people—they want to earn the identity. If you want a child to share a toy, instead of asking, “Will you share?” ask, “Will you be a sharer?” 3. Explain how bad behaviors have consequences for others. When children misbehave, help them see how their actions hurt other people. “How do you think this made her feel?” As they consider the negative impact on others, children begin to feel empathy and guilt, which strengthens their motivation to right the wrong—and to avoid the action in the future. 4. Emphasize values over rules. Rules set limits that teach children to adopt a fixed view of the world. Values encourage children to internalize principles for themselves. When you talk about standards, like the parents of the Holocaust rescuers, describe why certain ideals matter to you and ask children why they’re important. 5. Create novel niches for children to pursue. Just as laterborns sought out more original niches when conventional ones were closed to them, there are ways to help children carve out niches. One of my favorite techniques is the Jigsaw Classroom: bring students together for a group project, and assign each of them a unique part. For example, when writing a book report on Eleanor Roosevelt’s life, one student worked on her childhood, another on her teenage years, and a third on her role in the women’s movement. Research shows that this reduces prejudice—children learn to value each other’s distinctive strengths. It can also give them the space to consider original ideas instead of falling victim to groupthink. To further enhance the opportunity for novel thinking, ask children to consider a different frame of reference. How would Roosevelt’s childhood have been different if she grew up in China? What battles would she have chosen to fight there?

The church of all places should be a refuge where it is safe to be human. And yet I found it was the church that struggled to associate with the not-so-pretty things--the suffering, the weak, the broken. They so wish to avoid being identified with the appearance of failure. Leaders scoot away from the fallen as fast as they can manage. 'He must not have been one of us' they say. The dividing wall goes up; the finger of shame is pointed. The church's opportunity to love and remember its own humanity is lost. It is disappointing. Because until the church is willing to go to hellish places with people who are hurting, they will continue to live lives steeped in illusion, disconnected from reality.

There is a correspondence between economic trends and trends in human psychology. The result of this correspondence is a wave function which permeates economic realities with ebbs and flows of economic activity. People who learn to identify the correspondence may then learn to ride the wave by aligning their actions with the ebbs and flows of opportunity.

... I draw on the work of Piaget (1968) in identifying conflict as the harbinger of growth and also on the work of Erikson (1964) who, in charting development through crisis, demonstrates how a heightened vulnerability signals the emergence of a potential strength, creating a dangerous opportunity for growth, "a turning point for better or worse" (p. 139).

The concept of “brain plasticity” refers to the ongoing capacity of the brain and the nervous system to change itself. Everything that we do, think, feel, and experience changes our brain. A stroke or a traumatic brain injury can affect brain plasticity, and plasticity may also be associated with such developmental disorders as autism. Increased brain plasticity may also potentially endow a person with unanticipated new abilities, as John appears to have experienced in this book. TMS, or transcranial magnetic stimulation, the intervention that John undergoes, provides a unique opportunity for us to learn about the mechanisms of plasticity, and to identify alterations in the brain’s networks that may be responsible for a patient’s problematic symptoms, and also for recovery.

But the most important work of the executive is to identify the changes that have already happened. The important challenge in society, economics, politics, is to exploit the changes that have already occurred and to use them as opportunities. The important thing is to identify the “future that has already happened”—and to develop a methodology for perceiving and analyzing these changes. A

The epidemic So many people are frozen in the face of uncertainty and paralyzed at the thought of shipping work that matters that one might think that the fear is hardwired into us. It is. Scientists can identify precisely where your lizard brain lives. This is your prehistoric early brain, the same brain that’s in the lizard or the deer. Filled with fear, intent on reproduction. Steven Pressfield gives the voice of the lizard brain a name: he calls it the resistance. And the resistance is talking to you as you read this, urging you to compromise, to not be an troublemaker, to avoid rash moves. For many of us, the resistance is always chattering away, frequently sabotaging our best opportunities and ruining our best chance to do great work. Naming it helps you befriend it, and befriending it helps you ignore it.

Clarify goals and gather satisfaction metrics. Determine the people and skills needed to complete a project. Set up project management tools, plans and processes. Run status meetings and gather status reports. Analyze data to identify opportunities. Identify & implement changes to improve efficiency. Manage changes that come in from the customer. Find ways to keep the project on track even when things go wrong.

They had lived thirty, forty, fifty years without ever being given the opportunity to scrutinize and investigate what they had been through as children, much less identify it as a wrong that had been done to them. Compulsively and without qualms, they inflicted the same suffering on their own children as they had been subjected to themselves. As long as they had no grasp of the way these things related to each other, they were unable to free themselves from that compulsion. Only now are they ready and willing to acknowledge their responsibility, because they no longer regard what happened to them in early youth as just the way things happen to be but have learned to see it as an outrageous wrong inflicted on them. Armed with this knowledge they can now mourn that horrible, twisted mess in their early lives where their childhood should have been.

Frontline nurses came up with and implemented two more elements of the patient safety system: Safety Action Teams and Good Catch Logs. Safety Action Teams were self-organized groups of nurses who met to identify and reduce potential hazards in their clinical areas. Second-order problem-solving indeed. The Good Catch Logs were a way of celebrating near misses: by documenting good catches, nurses identified additional opportunities for process improvement.

He would sit down and consider the situation carefully. Not only did this help to identify the solution to the problem, but it also gave him the opportunity to remind himself that things were not really as bad as they seemed; it was all a question of perspective. Sitting down and looking up at the sky for a few minutes--not at any particular part of the sky, but just at the sky in general--at the vast, dizzying, empty sky of Botswana, cut human problems down to size.

Be optimistic around the opportunity but tremendously concerned about the risks involved. This will allow you to see the opportunity as it is. Most tire-kickers spend the entire first meeting identifying why the business is a bad investment rather than identifying the opportunity as a whole. Where are the opportunities and where are the risks of this business? What would need to be true for you to grow this company to double its size? These are the questions you are asking yourself.

The Entrepreneurial Model What does The Entrepreneur see off in the distance that The Technician finds so difficult to see? What exactly is the Entrepreneurial Model? It’s a model of a business that fulfills the perceived needs of a specific segment of customers in an innovative way. The Entrepreneurial Model looks at a business as if it were a product, sitting on a shelf and competing for the customer’s attention against a whole shelf of competing products (or businesses). Said another way, the Entrepreneurial Model has less to do with what’s done in a business and more to do with how it’s done. The commodity isn’t what’s important—the way it’s delivered is. When The Entrepreneur creates the model, he surveys the world and asks: “Where is the opportunity?” Having identified it, he then goes back to the drawing board and constructs a solution to the frustrations he finds among a certain group of customers. A solution in the form of a business that looks and acts in a very specific way, the way the customer needs it to look and act, not The Entrepreneur. “How will my business look to the customer?” The Entrepreneur asks. “How will my business stand out from all the rest?” Thus, the Entrepreneurial Model does not start with a picture of the business to be created but of the customer for whom the business is to be created. It understands that without a clear picture of that customer, no business can succeed. The Technician, on the other hand, looks inwardly, to

At least a dozen different so-called good institutions have been identified. Without attempting to rank them in order of importance, but just listing them alphabetically, they include: control of inflation, educational opportunities, effectiveness of government, enforcement of contracts, freedom from trade barriers, incentives and opportunities for investment of capital, lack of corruption, low risk of assassination, open currency exchange, protection of private property rights, rule of law,

Most cleantech companies crashed because they neglected one or more of the seven questions that every business must answer: 1. The Engineering Question Can you create breakthrough technology instead of incremental improvements? 2. The Timing Question Is now the right time to start your particular business? 3. The Monopoly Question Are you starting with a big share of a small market? 4. The People Question Do you have the right team? 5. The Distribution Question Do you have a way to not just create but deliver your product? 6. The Durability Question Will your market position be defensible 10 and 20 years into the future? 7. The Secret Question Have you identified a unique opportunity that others don’t see? We’ve discussed these elements before. Whatever your industry, any great business plan must address every one of them. If you don’t have good answers to these questions, you’ll run into lots of “bad luck” and your business will fail. If you nail all seven, you’ll master fortune and succeed. Even getting five or six correct might work.

Even so, the advance of the far right in Europe and the United States reveals the need to rethink memory work, to adapt it to new generations for whom the Second World War feels like a long-ago crisis. It's important to tell a story people can identify with, a story of ordinary people, the Mitlaufer, and not only of heroes, victims, or monsters. To raise awareness that, if history as such does not repeat itself, sociological and psychological mechanisms do, which push individuals and societies to make irrational choices by supporting regimes and leaders who are opposed to their interests, by becoming complicit in criminal ideas and actions. The most dangerous monster is not a megalomaniacal and violent leader, but us, the people who make him possible, who give him the power to lead. By our opportunism, by our conformity to all-powerful capitalism, which places money and consumption over education, intelligence, and culture, we are in danger of losing the democracy, peace, and freedom that so many of our predecessors have fought to preserve.

Collins and his coauthors identified four features of apprenticeship that could be adapted to the demands of knowledge work: modeling, or demonstrating the task while explaining it aloud; scaffolding, or structuring an opportunity for the learner to try the task herself; fading, or gradually withdrawing guidance as the learner becomes more proficient; and coaching, or helping the learner through difficulties along the way. Christoph Kreitz and his colleagues incorporated these features of traditional apprenticeships into their course redesign, reducing the amount

Our boys are failing in school. Has it occurred to no one that we have checked them at every turn, perversely insisting that they must not form brotherhoods, that they must not identify their manhood with practical and intellectual skills that transform the world, and that they must not ever have the opportunity, apart from girls, to attach themselves in friendship to men who could teach them? For good reason boys of that awkward age used to build tree houses and hang signs barring girls. They knew, if only instinctively, that the fire of the friendship could not subsist otherwise. But what similar thing can they do now without inviting either reproach or suspicion? Thus what is perfectly natural and healthy, indeed very much needed for certain people at certain times or for certain purposes, is cast as irrational and bigoted, or dubious and weak; and thus some boys will cobble together their own brotherhoods that eschew tenderness altogether, criminal brotherhoods that land them in prison. This is all right by us, it seems. Better to harass the Boy Scouts on Monday, and on Tuesday build another wing for the Ministry of Corrections.

The Engineering Question Can you create breakthrough technology instead of incremental improvements? 2. The Timing Question Is now the right time to start your particular business? 3. The Monopoly Question Are you starting with a big share of a small market? 4. The People Question Do you have the right team? 5. The Distribution Question Do you have a way to not just create but deliver your product? 6. The Durability Question Will your market position be defensible 10 and 20 years into the future? 7. The Secret Question Have you identified a unique opportunity that others don’t see? We

There’s no question that it’s easier to manage a “fitting-in” culture. You set standards and rules. You lead by “put up or shut up.” But you miss real opportunities—especially helping your team members find their purpose. When you push a “fitting-in culture” you miss the opportunity to help people find their personal drive—what’s coming from their hearts. Leading for true belonging is about creating a culture that celebrates uniqueness. What serves leaders best is understanding your players’ best efforts. My job as a leader is to identify their unique gift or contribution. A strong leader pulls players toward a deep belief in themselves.

1. Watch the news together. Select one crisis and answer the question: If I was in charge of this what would I do? List solution-steps they could take. 2. Groom the optimist in them. Have them read and listen to positive books and tapes. Feed them with big ideas from great people. 3. Have them write out their dreams. Then, have them list their skills and talents. Do any match? Ask them what they would do if they had no fear of failure. 4. Go with them to interview a visionary leader. Ask that leader how they think about problems. How do they perceive opportunities? 5. Discuss current events each week. Ask them to identify one burden or problem

Most cleantech companies crashed because they neglected one or more of the seven questions that every business must answer: 1. The Engineering Question Can you create breakthrough technology instead of incremental improvements? 2. The Timing Question Is now the right time to start your particular business? 3. The Monopoly Question Are you starting with a big share of a small market? 4. The People Question Do you have the right team? 5. The Distribution Question Do you have a way to not just create but deliver your product? 6. The Durability Question Will your market position be defensible 10 and 20 years into the future? 7. The Secret Question Have you identified a unique opportunity that

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

If you want to do something really innovative, you have to apply a sort of first principles analysis. And don’t reason by analogy. Analogies are referencing the past. First principles mean you look at the most fundamental truths in a particular arena, the things that really are almost indisputably correct, and you reason up from there to a conclusion. And if you see that that conclusion is at odds with what people generally believe, then you have an opportunity. You can’t operate like that on all things, because it takes too much mental horsepower, so most of your life, you have to operate by reasoning by analogy, but if you really want to innovate, you must reason from first principles to identify the problem.” - Elon Musk

While all of us dread being blamed, we all would wish to be more responsible—that is, to have the ability to respond with awareness to the circumstances of our lives rather than just reacting. We want to be the authoritative person in our own lives: in charge, able to make the authentic decisions that affect us. There is no true responsibility without awareness. One of the weaknesses of the Western medical approach is that we have made the physician the only authority, with the patient too often a mere recipient of the treatment or cure. People are deprived of the opportunity to become truly responsible. None of us are to be blamed if we succumb to illness and death. Any one of us might succumb at any time, but the more we can learn about ourselves, the less prone we are to become passive victims. Mind and body links have to be seen not only for our understanding of illness but also for our understanding of health. Dr. Robert Maunder, on the psychiatric faculty of the University of Toronto, has written about the mindbody interface in disease. “Trying to identify and to answer the question of stress,” he said to me in an interview, “is more likely to lead to health than ignoring the question.” In healing, every bit of information, every piece of the truth, may be crucial. If a link exists between emotions and physiology, not to inform people of it will deprive them of a powerful tool. And here we confront the inadequacy of language. Even to speak about links between mind and body is to imply that two discrete entities are somehow connected to each other. Yet in life there is no such separation; there is no body that is not mind, no mind that is not body. The word mindbody has been suggested to convey the real state of things. Not even in the West is mind-body thinking completely new. In one of Plato’s dialogues, Socrates quotes a Thracian doctor’s criticism of his Greek colleagues: “This is the reason why the cure of so many diseases is unknown to the physicians of Hellas; they are ignorant of the whole. For this is the great error of our day in the treatment of the human body, that physicians separate the mind from the body.” You cannot split mind from body, said Socrates—nearly two and a half millennia before the advent of psychoneuroimmunoendocrinology!

...afflictions arise from identifying with a false sense of self, whereas great contentment arises from seeing the true nature of things. If one believes that the self exists solidly and independently, as it appears, then the dissolution of the self at death is a disaster. But if the self is understood to be illusory from the beginning, the dissolution of the self at death is simply another opportunity for awakening. The conventional self is simply a convenient designation for the everyday collection of transitory aggregates: body, feelings, recognitions, karmic formations, and consciousness. Ultimately, the self as a permanent entity is an illusion and all attempts to elevate the self merely compound the illusion. The stronger one grasps at the illusory self, the more one suffers when the illusion shatters.

The strategy paradox arises from the need to commit in the face of unavoidable uncertainty. The solution to the paradox is to separate the management of commitments from the management of uncertainty. Since uncertainty increases with the time horizon under consideration, the basis for the allocation of decision making is the time horizon for which different levels of the hierarchy are responsible: the corporate office, responsible for the longest time horizon, must focus on managing uncertainty, while operating managers must focus on delivering on commitments. This is the principle of Requisite Uncertainty. A critically important tool in applying Requisite Uncertainty is Strategic Flexibility, a framework for identifying uncertainties and developing the options needed to mitigate risk or exploit opportunity.

To summarize the discussion so far: I have identified six kinds of reasons for objecting to various forms of inequality and for seeking to eliminate or reduce them: (1) Inequality can be objectionable because it creates humiliating differences in status. (2) Inequality can be objectionable because it gives the rich unacceptable forms of power over those who have less. (3) Inequality can be objectionable because it undermines equality of economic opportunity. (4) Inequality can be objectionable because it undermines the fairness of political institutions. (5) Inequality can be objectionable because it results from violation of a requirement of equal concern for the interests of those to whom the government is obligated to provide some benefit. (6) Inequality of income and wealth can be objectionable because it arises from economic institutions that are unfair.

Reading Mrs Gaskell's Life of Charlotte Brontë after Jane Eyre is a curious experience. The subject of the biography is recognisably the same person who wrote the novel, but the effect of the two books is utterly different. The biography is indeed depressing and painful reading. It captures better, I believe, than any any subsequent biography the introverted and puritan pessimist side of Charlotte Brontë, and conveys the real dreariness of the world of privation, critical discouragement and limited opportunity that so often made her complain in her letters that she felt marked out for suffering. Jane Eyre, on the other hand, is exhilarating reading, partly because the reader, far from simply pitying the heroine, is struck by her resilience, and partly because the novel achieves such an imaginative transmutation of the drab. Unlike that of Jane Austen's Fanny Price or Dickens's Arthur Clennam or John Harmon, Jane Eyre's response to suffering is never less than energetic. The reader is torn between exasperation at the way she mistakes her resentments and prejudices for fair moral judgements, and admiration at the way she fights back. Matthew Arnold, seeking 'sweetness and light' was repelled by the 'hunger, rebellion and rage' that he identified as the keynotes of the novel. One can see why, and yet feel that these have a more positive effect than his phrase allows. The heroine is trying to hold on to her sense of self in a world that gives it little encouragement, and the novel does put up a persuasive case for her arrogance and pugnacity as the healthier alternatives to patience and resignation. That the book has created a world in which the golden mean seems such a feeble solution is both its eccentricity and its strength.

Barbara brings her chair close to mine. She says that, to the outside world, suicide could seem a rational choice for someone like her or me. After all, our shared diagnosis is terminal in many cases. “Anybody else contemplating suicide would receive intervention, because they’re assumed to be depressed and treatable. But you and me . . . ? Society is too quick to allow cripples to off themselves,” she says. In fact, society sometimes seems to encourage disabled people to get out of the way, stop being a burden or stop using up scarce resources, she goes on. It can push disabled people to the margins, where they naturally become depressed. And instead of identifying their depression as treatable—instead of creating opportunities that make their lives worth living—society (she calls it “the majority culture”) wants to push for the right to die before it’s established the right to live. “You know about Jack Kevorkian, right?” she asks.

For Christians engaged in racial reconciliation, in particular, solidarity is based upon our shared identity as followers of Christ who are bound together through our baptismal covenant. Thus, our solidarity must be evinced by what Duane Bidwell identifies as the characteristics of “helpful and healthful covenant partnerships”: (1) relational justice (the sharing of power, opportunity, and rewards); (2) equal regard (an ethic of interdependent mutuality in which partners empathize with and seek the flourishing of one another); (3) mutual empowerment (the capacity to influence and be influenced by others without domination or losing one’s identity); (4) respect for embodiment (honoring the body of the other, including their lived realities, as a reliable and trustworthy informant about them, the world, and the Divine); (5) and resistance to colonization (working to prevent and dismantle the internalization of harmful cultural beliefs).

This is the thinking behind Amazon’s anticipatory shopping patent.43 Instead of customers making their own decisions, Amazon decides for them, sending what they want before they know they want it. It is, as one commentator noticed, one more step towards cutting out human agency altogether.44 Pervasive monitoring devices – smartphones, wearables, voice-enabled speakers and smart meters – allow companies to track and manage consumer behaviour. The Harvard business scholar Shoshana Zuboff quotes an unnamed chief data scientist who explains: ‘The goal of everything we do is to change people’s actual behavior at scale . . . we can capture their behaviours and identify good and bad [ones]. Then we develop “treatments” or “data pellets” that select good behaviours.’45 MIT’s Alex Pentland seems more interested in enhancing machines than human understanding. He celebrates the opportunity to deploy sensors and data in order to increase efficiency

There is a striking parallel between the emergence of the modern state and the goals of the technology we have discussed in this chapter. In scaling society up from tribes and small groups, governments have had to confront precisely the problem of enabling secure commerce and other interactions among strangers. The methods may be very different, but the goal is a shared one. Although a maximalist vision for decentralization might involve dismantling the state, this is not really a viable vision, especially when others who share our democracy want a state. However, decentralization through technology is not necessarily in opposition to the state at all. In fact, they can be mutually beneficial. For example, assuming well-identified parties, transfers of smart property can use the block chain for efficient transfers and still use the court system if a dispute arises. We think the big opportunity for block chain technology is implementing decentralization in a way that complements the functions of the state, rather than seeking to replace them. It

Since the 1970s, the battlefields on which the contradictions of democratic capitalism are fought out have become ever more complex, making it exceedingly difficult for anyone outside the political and financial elites to recognize the underlying interests and identify their own. While this may generate apathy on the mass level and thereby make life easier for the elites, there is no relying on it, in a world in which blind compliance with financial investors is propounded as the only rational and responsible behavior. To those who refuse to be talked out of other social rationalities and responsibilities, such a world may appear simply absurd - at which the only rational and responsible conduct to throw as many as wrenches as into the works of haute finance. Where democracy as we know it is effectively suspended, as it already is in countries like Greece, Ireland, and Portugal, street riots and popular insurrection may be the last remaining mode of political expression for those devoid of market power. Should we hope in the name of democracy that we will soon have the opportunity to observe a few more examples?

To summarize my trading strategy for VWAP False Breakouts: Once I’ve made my watchlist for the day, I monitor the price action around VWAP at the Open and during the morning session for the Stocks in Play. A good Stock in Play shows respect toward VWAP. If the Stock in Play sells off below the VWAP but bounces back and breaks out above the VWAP, it means the buyers are gaining control and short sellers perhaps had to cover. However, if it loses the VWAP again in the Late-Morning (from 10:30 a.m. to 12 p.m.), it means that this time the buyers were mostly weak or exhausted. This provides a short opportunity with a stop loss above VWAP. The profit target can be the by then low of the day, or any other important technical level. I try to go short when a Stock in Play has lost the VWAP. Sometimes I go short before the price loses the VWAP, to get a good entry while it is ticking down toward VWAP in the anticipation of a VWAP loss. However, be very careful, for the job of a trader is identification and not anticipation. Take small size and add more shares on the way down if you have truly identified a good trading setup.

Pioneered in Iraq, for-profit relief and reconstruction has already become the new global paradigm, regardless of whether the original destruction occurred from a preemptive war, such as Israel’s 2006 attack on Lebanon, or a hurricane. With resource scarcity and climate change providing a steadily increasing flow of new disasters, responding to emergencies is simply too hot an emerging market to be left to the nonprofits—why should UNICEF rebuild schools when it can be done by Bechtel, one of the largest engineering firms in the U.S.? Why put displaced people from Mississippi in subsidized empty apartments when they can be housed on Carnival cruise ships? Why deploy UN peacekeepers to Darfur when private security companies like Blackwater are looking for new clients? And that is the post-September 11 difference: before, wars and disasters provided opportunities for a narrow sector of the economy—the makers of fighter jets, for instance, or the construction companies that rebuilt bombed-out bridges. The primary economic role of wars, however, was as a means to open new markets that had been sealed off and to generate postwar peacetime booms. Now wars and disaster responses are so fully privatized that they are themselves the new market; there is no need to wait until after the war for the boom—the medium is the message. One distinct advantage of this postmodern approach is that in market terms, it cannot fail. As a market analyst remarked of a particularly good quarter for the earnings of the energy services company Halliburton, “Iraq was better than expected.”31 That was in October 2006, then the most violent month of the war on record, with 3,709 Iraqi civilian casualties.32 Still, few shareholders could fail to be impressed by a war that had generated $20 billion in revenues for this one company.33 Amid the weapons trade, the private soldiers, for-profit reconstruction and the homeland security industry, what has emerged as a result of the Bush administration’s particular brand of post-September 11 shock therapy is a fully articulated new economy. It was built in the Bush era, but it now exists quite apart from any one administration and will remain entrenched until the corporate supremacist ideology that underpins it is identified, isolated and challenged.

Over the many years since The Giver was published in 1993, I have received countless, probably thousands, letters and emails from readers. So many of them asked what had happened to the boy, Jonas, and the baby, Gabriel. I had left the ending ambiguous on purpose; I liked the mystery of it, the opportunity for the reader to ponder and decide. But I, too, was pondering. In 2000, seven years later, the companion volume Gathering Blue appeared, revealing that Jonas (he wasn’t named, but young readers identified the teenaged boy with blue eyes easily) was thriving in another community. Four years after that, in Messenger, they were able to meet him as a young man now leading the small village where he lived. “But where’s Gabriel?” kids asked me, almost wailing, and I told them to go back and read chapter two more carefully. There they would find an eight-year-old named Gabe staying after school because he had been inattentive. Finally, in the fourth and final book of the quartet, Son, published in 2012, the now teenaged Gabe moved to center stage, finding his own place in the world—helping, in fact, to change that world. So the question of “What happened to . . .” was put to rest.

God Sees You Differently When we focus on our shortcomings and limitations, it doesn’t leave us with much of a reason to believe in ourselves. Under personal, honest scrutiny, we don’t look like winners. But God sees you differently than you see yourself. While we tend to focus on outward evidence, God focuses on the heart. We analyze the past and present, but God looks toward the future. As we make a list of our mistakes and failures, He identifies crevices where potential exists. “‘For My thoughts are not your thoughts, nor are your ways My ways,’ declares the LORD. ‘For as the heavens are higher than the earth, so are My ways higher than your ways and My thoughts than your thoughts’” (Isaiah 55:8-9). When God looks at us, He doesn’t see lost opportunity. He doesn’t see failure. God looks at us through eyes of love. When someone loves you and you yield to that love, you feel comfortable in their presence. Your confidence mounts. You know you’re accepted. And where room for improvement exists, someone who loves us will encourage us to step out with boldness and make progress. If we feel unworthy or unqualified, if fear tries to cripple us, we can choose to move forward in spite of it.

Changing Your Opinion Think back to the low self-esteem statements you identified with, bearing in mind that, no matter how you came by your low opinion of yourself, you can change it. As Eleanor Roosevelt once said, “No one can make you feel inferior without your permission.” You own your self-image, and you can feel about yourself whatever you choose to feel. Throughout this book, there are exercises to help you change how you feel about yourself. And in the next chapter, we’ll look at some ways to set social goals. For now, try repeating what Mrs. Roosevelt said: “No one can make you feel inferior without your permission.” Give yourself credit for seeking help with your social problems. You care about yourself, and that counts for a lot. Social anxiety and low self-esteem go hand in hand. In fact, many people simplify so-called “shyness” as a self-esteem problem. The reality is, however, that poor self-esteem is a by-product of social anxiety. It is the social anxiety that comes first, not the other way around! Social failures cause anxiety, which causes avoidance, which causes low self-esteem. As a person’s confidence dwindles, the fears become greater, until eventually the individual simply stops trying. With fewer and fewer opportunities for social interaction, there are also fewer opportunities to receive positive feedback. This combination of factors perpetuates low self-esteem, which cannot be replaced with a healthy self-image until the avoidant behavior ceases.

Sensing the potential donor’s growing frustration, and wanting to end on a positive note so that they might be able to meet again, my student used another label. “It seems that you are really passionate about this gift and want to find the right project reflecting the opportunities and life-changing experiences the Girl Scouts gave you.” And with that, this “difficult” woman signed a check without even picking a specific project. “You understand me,” she said as she got up to leave. “I trust you’ll find the right project.” Fear of her money being misappropriated was the presenting dynamic that the first label uncovered. But the second label uncovered the underlying dynamic—her very presence in the office was driven by very specific memories of being a little Girl Scout and how it changed her life. The obstacle here wasn’t finding the right match for the woman. It wasn’t that she was this highly finicky, hard-to-please donor. The real obstacle was that this woman needed to feel that she was understood, that the person handling her money knew why she was in that office and understood the memories that were driving her actions. That’s why labels are so powerful and so potentially transformative to the state of any conversation. By digging beneath what seems like a mountain of quibbles, details, and logistics, labels help to uncover and identify the primary emotion driving almost all of your counterpart’s behavior, the emotion that, once acknowledged, seems to miraculously solve everything else.

All airplanes must carry two black boxes, one of which records instructions sent to all on-board electronic systems. The other is a cockpit voice recorder, enabling investigators to get into the minds of the pilots in the moments leading up to an accident. Instead of concealing failure, or skirting around it, aviation has a system where failure is data rich. In the event of an accident, investigators, who are independent of the airlines, the pilots’ union, and the regulators, are given full rein to explore the wreckage and to interrogate all other evidence. Mistakes are not stigmatized, but regarded as learning opportunities. The interested parties are given every reason to cooperate, since the evidence compiled by the accident investigation branch is inadmissible in court proceedings. This increases the likelihood of full disclosure. In the aftermath of the investigation the report is made available to everyone. Airlines have a legal responsibility to implement the recommendations. Every pilot in the world has free access to the data. This practice enables everyone—rather than just a single crew, or a single airline, or a single nation—to learn from the mistake. This turbocharges the power of learning. As Eleanor Roosevelt put it: “Learn from the mistakes of others. You can’t live long enough to make them all yourself.” And it is not just accidents that drive learning; so, too, do “small” errors. When pilots experience a near miss with another aircraft, or have been flying at the wrong altitude, they file a report. Providing that it is submitted within ten days, pilots enjoy immunity. Many planes are also fitted with data systems that automatically send reports when parameters have been exceeded. Once again, these reports are de-identified by the time they proceed through the report sequence.*

A daunting example of the impact that the loose talk and heavy rhetoric of the Sixties had on policy can be seen in the way the black family—a time-bomb ticking ominously, and exploding with daily detonations—got pushed off the political agenda. While Carmichael, Huey Newton and others were launching a revolutionary front against the system, the Johnson administration was contemplating a commitment to use the power of the federal government to end the economic and social inequalities that still plagued American blacks. A presidential task force under Daniel Patrick Moynihan was given a mandate to identify the obstacles preventing blacks from seizing opportunities that had been grasped by other minority groups in the previous 50 years of American history. At about the same time as the passage of the Voting Rights Act of 1965, Moynihan published findings that emphasized the central importance of family in shaping an individual life and noted with alarm that 21 percent of black families were headed by single women. “[The] one unmistakable lesson in American history,” he warned, is that a country that allows “a large number of young men to grow up in broken families, dominated by women, never acquiring any stable relationship to male authority, never acquiring any set of rational expectations about the future—that community asks for and gets chaos. Crime, violence, unrest, disorder—most particularly the furious, unrestrained lashing out at the whole social structure—that is not only to be expected; it is very near to inevitable.” Moynihan proposed that the government confront this problem as a priority; but his conclusions were bitterly attacked by black radicals and white liberals, who joined in an alliance of anger and self-flagellation and quickly closed the window of opportunity Moynihan had opened. They condemned his report as racist not only in its conclusions but also in its conception; e.g., it had failed to stress the evils of the “capitalistic system.” This rejectionist coalition did not want a program for social change so much as a confession of guilt. For them the only “non-racist” gesture the president could make would be acceptance of their demand for $400 million in “reparations” for 400 years of slavery. The White House retreated before this onslaught and took the black family off the agenda.

As in other Buddhist Tantric techniques, recommended preliminaries for these practices include developing skill at both calm-abiding (zhi gnas; śamatha) and insight meditation (lhag mthong; vipaśyanā). As in earlier Buddhist teachings, many Chöd dehadāna practices emphasize renunciation, purification, and self-transformation through the accumulation of merit and the exhaustion of demerit. Rather than suggesting that one must wait to accumulate adequate merit before offering the gift of the body, however, Chöd provides the opportunity for immediately efficacious offering of the body through techniques of visualization. Using a technique which echoes the traditional Buddhist teaching of the of the mind-made body (manomayākāya), the practitioner engages in visualizations which allow her to experience the non-duality of agent and object as she offers her body. The process of giving the body as a means of attainment is commonly articulated in Chöd practice texts (sgrub pa; sādhana). These practice texts exhibit the framework of mature Tantra sādhana, including the stages of generating bodhicitta, going for refuge, meditating on the four immeasurables, and making the eight-limbed offering. Generally speaking, the main section of a developed Chöd sādhana has three components. The first two—a transference of consciousness (nam mkha’ sgo ‘byed) practice, and a body maṇḍala (lus dkyil) practice—have distinctly purifying purposes. The Chöd transference of consciousness practice has parallels with other Buddhist practices called "’pho ba." In this part of the visualization practice, the practitioner’s consciousness is "ejected" from one's body through the Brahma aperture at the crown of one's head. At this time, one's consciousness can be visualized as becoming identical with an enlightened consciousness, which is embodied in a figure such as Machik, Vajrayoginī (Rdo rje rnal byor ma) or Vajravārāhī (Rdo rje phag mo). [....] In th[e] first stage of this transformation, the practitioner identifies with an enlightened being, thus overcoming attachment to her own body-mind aggregates and purifying them through this non-attachment. In the second stage, the practitioner can extend this identification: the practitioner identifies the microcosm of her body with macrocosms of the mundane and supramundane worlds. The body maṇḍala (lus dkyil) stage also allows the practitioner to reconceptualize her body as expanding through space and time and becoming indistinguishable from the realm of the supramundane, or the Dharmadhātu (chos kyi dbyings). Through the process of reconstructing her identity, the practitioner is able to see herself as the ultimate source of offerings for all sentient beings.

Switch from a Performance Focus to a Mastery Focus There’s a way to keep your standards high but avoid the problems that come from perfectionism. If you can shift your thinking from a performance focus to a mastery focus, you’ll become less fearful, more resilient, and more open to good, new ideas. Performance focus is when your highest priority is to show you can do something well now. Mastery focus is when you’re mostly concerned with advancing your skills. Someone with a mastery focus will think, “My goal is to master this skill set” rather than “I need to perform well to prove myself.” A mastery focus can help you persist after setbacks. To illustrate this, imagine the following scenario: Adam is trying to master the art of public speaking. Due to his mastery goal, he’s likely to take as many opportunities as he can to practice giving speeches. When he has setbacks, he’ll be motivated to try to understand these and get back on track. His mastery focus will make him more likely to work steadily toward his goal. Compare this with performance-focused Rob, who is concerned just with proving his competence each time he gives a talk. Rob will probably take fewer risks in his style of presentation and be less willing to step outside his comfort zone. If he has an incident in which a talk doesn’t go as well as he’d hoped, he’s likely to start avoiding public speaking opportunities. Mastery goals will help you become less upset about individual instances of failure. They’ll increase your willingness to identify where you’ve made errors, and they’ll help you avoid becoming so excessively critical of yourself that you lose confidence in your ability to rectify your mistakes. A mastery focus can also help you prioritize—you can say yes to things that move you toward your mastery goal and no to things that don’t. This is great if you’re intolerant of uncertainty, because it gives you a clear direction and rule of thumb for making decisions about which opportunities to pursue. Experiment: What’s your most important mastery goal right now? Complete this sentence: “My goal is to master the skills involved in ___.” Examples include parenting, turning more website visitors into buyers, property investment, or self-compassion. Based on the mastery goal you picked, answer the following questions. Make your answers as specific as possible. How would people with your mastery goal: 1. React to mistakes, setbacks, disappointments, and negative moods? 2. Prioritize which tasks they work on? What types of tasks would they deprioritize? 3. React when they’d sunk a lot of time into something and then realized a particular strategy or idea didn’t have the potential they’d hoped it would? 4. Ensure they were optimizing their learning and skill acquisition? 5. React when they felt anxious?

If you choose to push through this often painful process of personal evolution, you will naturally “ascend” to higher and higher levels. As you climb above the blizzard of things that surrounds you, you will realize that they seem bigger than they really are when you are seeing them up close; that most things in life are just “another one of those.” The higher you ascend, the more effective you become at working with reality to shape outcomes toward your goals. What once seemed impossibly complex becomes simple. a. Go to the pain rather than avoid it. If you don’t let up on yourself and instead become comfortable always operating with some level of pain, you will evolve at a faster pace. That’s just the way it is. Every time you confront something painful, you are at a potentially important juncture in your life—you have the opportunity to choose healthy and painful truth or unhealthy but comfortable delusion. The irony is that if you choose the healthy route, the pain will soon turn into pleasure. The pain is the signal! Like switching from not exercising to exercising, developing the habit of embracing the pain and learning from it will “get you to the other side.” By “getting to the other side,” I mean that you will become hooked on: • Identifying, accepting, and learning how to deal with your weaknesses, • Preferring that the people around you be honest with you rather than keep their negative thoughts about you to themselves, and • Being yourself rather than having to pretend to be strong where you are weak. b. Embrace tough love. In my own life, what I want to give to people, most importantly to people I love, is the power to deal with reality to get what they want. In pursuit of my goal to give them strength, I will often deny them what they “want” because that will give them the opportunity to struggle so that they can develop the strength to get what they want on their own. This can be difficult for people emotionally, even if they understand intellectually that having difficulties is the exercise they need to grow strong and that just giving them what they want will weaken them and ultimately lead to them needing more help.23 Of course most people would prefer not to have weaknesses. Our upbringings and our experiences in the world have conditioned us to be embarrassed by our weaknesses and hide them. But people are happiest when they can be themselves. If you can be open with your weaknesses it will make you freer and will help you deal with them better. I urge you to not be embarrassed about your problems, recognizing that everyone has them. Bringing them to the surface will help you break your bad habits and develop good ones, and you will acquire real strengths and justifiable optimism. This evolutionary process of productive adaptation and ascent—the process of seeking, obtaining, and pursuing more and more ambitious

What are these substances? Medicines or drugs or sacramental foods? It is easier to say what they are not. They are not narcotics, nor intoxicants, nor energizers, nor anaesthetics, nor tranquilizers. They are, rather, biochemical keys which unlock experiences shatteringly new to most Westerners. For the last two years, staff members of the Center for Research in Personality at Harvard University have engaged in systematic experiments with these substances. Our first inquiry into the biochemical expansion of consciousness has been a study of the reactions of Americans in a supportive, comfortable naturalistic setting. We have had the opportunity of participating in over one thousand individual administrations. From our observations, from interviews and reports, from analysis of questionnaire data, and from pre- and postexperimental differences in personality test results, certain conclusions have emerged. (1) These substances do alter consciousness. There is no dispute on this score. (2) It is meaningless to talk more specifically about the “effect of the drug.” Set and setting, expectation, and atmosphere account for all specificity of reaction. There is no “drug reaction” but always setting-plus-drug. (3) In talking about potentialities it is useful to consider not just the setting-plus-drug but rather the potentialities of the human cortex to create images and experiences far beyond the narrow limitations of words and concepts. Those of us on this research project spend a good share of our working hours listening to people talk about the effect and use of consciousness-altering drugs. If we substitute the words human cortex for drug we can then agree with any statement made about the potentialities—for good or evil, for helping or hurting, for loving or fearing. Potentialities of the cortex, not of the drug. The drug is just an instrument. In analyzing and interpreting the results of our studies we looked first to the conventional models of modern psychology—psychoanalytic, behavioristic—and found these concepts quite inadequate to map the richness and breadth of expanded consciousness. To understand our findings we have finally been forced back on a language and point of view quite alien to us who are trained in the traditions of mechanistic objective psychology. We have had to return again and again to the nondualistic conceptions of Eastern philosophy, a theory of mind made more explicit and familiar in our Western world by Bergson, Aldous Huxley, and Alan Watts. In the first part of this book Mr. Watts presents with beautiful clarity this theory of consciousness, which we have seen confirmed in the accounts of our research subjects—philosophers, unlettered convicts, housewives, intellectuals, alcoholics. The leap across entangling thickets of the verbal, to identify with the totality of the experienced, is a phenomenon reported over and over by these persons.

Never treat your launch team like a core group. It’s not. Your launch team is a time-limited, purpose-driven team. It ends with the debriefing session following your launch. At that meeting, release the launch team members to join a ministry team of their choice. Your launch team will not stay with you over the long haul. Many church planters make the mistake of thinking that the people from their launch team (whom they have grown to love) will be the same people who will grow the church with them in the long term. That is seldom, if ever, the case. While it’s sad to see people go, it’s part of God’s process in growing your church. So, expect it, be prepared for it, and be thankful that you have the opportunity to serve with so many different people at different points along the journey. Preparing a launch team to maximize your first service is first and foremost a spiritual enterprise. Pray and fast—a lot. Don’t be fooled into thinking that being a solid leader undermines the spirit of teamwork. You can lead a team, hold people accountable and ensure that things get done in a way that fosters teamwork and gives glory to God. So get ready. show people your heart before you ask for their hand. People want to know that you care, and they want to be part of something bigger than themselves. If you can articulate your vision in a way that excites people, they’ll want to be on your team. The launch team is not a democracy. Don’t vote. You are the leader. Lead. While it’s true that you want to share the gospel with as many people as possible, you will need to develop a clear picture of the specific demographic your new church is targeting in order to effectively reach the greatest number of people. Diffused light has little impact, but focused light has the ability to cut through steel. Take time to focus so that you are able to reach the specific people God has called you to. 1. Who Are the Key Population Groups Living in My Area? 2. What Population Group Is Not Being Reached Effectively? 3. What Population Group Do I Best Relate To? Healthy organisms grow, and that includes your church. If you feel stagnation setting in, your job is not to push growth any way you can but to identify the barriers that are hindering you and remove them. The only people who like full rooms are preachers and worship leaders. If you ignore this barrier, your church will stop growing. Early on, it’s best to remain flexible. The last thing you want to do is get in a position in which God can’t grow you because you aren’t logistically prepared. What if twice as many people showed up this Sunday? Would you be ready? When a lead pastor isn’t growing: The church stops growing, the sermons are stale, The staff and volunteers stop growing, The passion for ministry wanes. Keeping your church outwardly focused is just as important now as it was during your prelaunch stage. Make sure that you are continually working to expand God’s kingdom, not building your own. A healthy launch is the single greatest indicator of future church health.

ROUND UP A lot more can be said, but finally, this is your last lesson in this epic 30 -day quest to become a successful conversationalist. For the past 29 days, you’ve been tutored about different techniques to make things happen, and today you’ll kick start a conversation with more confidence and organization, because you are now a professional in the communication world. There are takeaways that you should not forget as you go forth as a small talk professional. You have learnt and practiced many truths about the nature and composition of small talk, but there are certain ones that should be placed next to your heart: Small talk may be seen as a waste of time, but it is actually time well spent; take note of this important point, people might want to convince and confuse you. Small talk with personal meaning orientation will scratch business shop talk off any time. Small talk should now be seen as an effective tool that is available right next to you and can be a gateway to success. You still have the chance to go back to the previous chapters you struggled with, this way, you’ll review and assimilate the important points, no one is an island of knowledge, and so I don’t expect you to have everything registered in your brain already, constant practices will bring out the best in you. Identifying your weakness is just as important as acknowledging your strength. I want to assure you that you’ll definitely excel since you’ve been able to lay hands on this book, and this how you can help others who are still in the position that you were when you started in day one. You’ve been instructed about many secrets of success, as well as the things to exploit and avoid. It’s up to you to make this permanent, and this can only be achieved if you keep following these instructions. You have to make the decision now; whether you would make use of this manual or not, but I would advise that you want it again and again as this is the only way to dedicate your spirit, soul and body to constant improvement. You definitely would have noticed some changes in you, you’re not the same person any more. One important thing is that you shouldn’t give up; try to redouble your efforts and realize that you know everything you’re supposed to know. This shouldn’t end here, endeavour to spread the word to make sure that you impact at least three people per day, this means that you would have impacted about 90 people at the end of the next 30 days and close to about 120 people in just two months. Now, you see how you can make the world a better place? It’s up to you to decide what you want and how you want it to be. Don’t waste this golden opportunity of becoming a professional in communication, you’ll go a long way and definitely be surprised at the rate at which you’ve gone in such a small time. Take time to attend to things that need attention, don’t be too hard on yourself, and don’t go too soft on yourself, you’re one vessel that can’t be manipulated, so you have to be careful and sure about your status on communication skills. On the final note, I would like to congratulate you for reading this to the end, you’ve taken this course because you believe in the powers of small talks, so this shouldn’t be the last time I’m hearing from you. I would look forward to seeing your questions about any confusing aspect in the future. Till then, remain the professional that you are!

PATTERNS OF THE “SHY” What else is common among people who identify themselves as “shy?” Below are the results of a survey that was administered to 150 of my program’s participants. The results of this informal survey reveal certain facts and attitudes common among the socially anxious. Let me point out that these are the subjective answers of the clients themselves—not the professional opinions of the therapists. The average length of time in the program for all who responded was eight months. The average age was twenty-eight. (Some of the answers are based on a scale of 1 to 5, 1 being the lowest.) -Most clients considered shyness to be a serious problem at some point in their lives. Almost everyone rated the seriousness of their problem at level 5, which makes sense, considering that all who responded were seeking help for their problem. -60 percent of the respondents said that “shyness” first became enough of a problem that it held them back from things they wanted during adolescence; 35 percent reported the problem began in childhood; and 5 percent said not until adulthood. This answer reveals when clients were first aware of social anxiety as an inhibiting force. -The respondents perceived the average degree of “sociability” of their parents was a 2.7, which translates to “fair”; 60 percent of the respondents reported that no other member of the family had a problem with “shyness”; and 40 percent said there was at least one other family member who had a problem with “shyness.” -50 percent were aware of rejection by their peers during childhood. -66 percent had physical symptoms of discomfort during social interaction that they believed were related to social anxiety. -55 percent reported that they had experienced panic attacks. -85 percent do not use any medication for anxiety; 15 percent do. -90 percent said they avoid opportunities to meet new people; 75 percent acknowledged that they often stay home because of social fears, rather than going out. -80 percent identified feelings of depression that they connected to social fears. -70 percent said they had difficulty with social skills. -75 percent felt that before they started the program it was impossible to control their social fears; 80 percent said they now believed it was possible to control their fears. -50 percent said they believed they might have a learning disability. -70 percent felt that they were “too dependent on their parents”; 75 percent felt their parents were overprotective; 50 percent reported that they would not have sought professional help if not for their parents’ urging. -10 percent of respondents were the only child in their families; 40 percent had one sibling; 30 percent had two siblings; 10 percent had three; and 10 percent had four or more. Experts can play many games with statistics. Of importance here are the general attitudes and patterns of a population of socially anxious individuals who were in a therapy program designed to combat their problem. Of primary significance is the high percentage of people who first thought that “shyness” was uncontrollable, but then later changed their minds, once they realized that anxiety is a habit that can be broken—without medication. Also significant is that 50 percent of the participants recognized that their parents were the catalyst for their seeking help. Consider these statistics and think about where you fit into them. Do you identify with this profile? Look back on it in the coming months and examine the ways in which your sociability changes. Give yourself credit for successful breakthroughs, and keep in mind that you are not alone!

10 Practical Strategies to Improve Your Critical Thinking Skills and Unleash Your Creativity In today's rapidly changing world, the ability to think critically and creatively has become more important than ever. Whether you're a student looking to excel academically, a professional striving for success in your career, or simply someone who wants to navigate life's challenges with confidence, developing strong critical thinking skills is crucial. In this blog post, we will explore ten practical strategies to help you improve your critical thinking abilities and unleash your creative potential. 1. Embrace open-mindedness: One of the cornerstones of critical thinking is being open to different viewpoints and perspectives. Cultivate a willingness to listen to others, consider alternative opinions, and challenge your own beliefs. This practice expands your thinking and encourages creative problem-solving. 2. Ask thought-provoking questions: Asking insightful questions is a powerful way to stimulate critical thinking. By questioning assumptions, seeking clarity, and exploring deeper meanings, you can uncover new insights and perspectives. Challenge yourself to ask thought-provoking questions regularly. 3. Practice active listening: Listening actively involves not just hearing, but also understanding, interpreting, and empathizing with the speaker. By honing your active listening skills, you can better grasp complex ideas, identify underlying assumptions, and engage in more meaningful discussions. 4. Seek diverse sources of information: Expand your knowledge base by seeking information from a wide range of sources. Engage with diverse perspectives, opinions, and ideas through books, articles, podcasts, and documentaries. This habit broadens your understanding and encourages critical thinking by exposing you to different viewpoints. 5. Develop analytical thinking skills: Analytical thinking involves breaking down complex problems into smaller components, examining relationships and patterns, and drawing logical conclusions. Enhance your analytical skills by practicing activities like puzzles, riddles, and brain teasers. This will sharpen your ability to analyze information and think critically. 6. Foster a growth mindset: A growth mindset is the belief that your abilities can be developed through dedication and hard work. Embracing this mindset encourages you to view challenges as opportunities for growth, rather than obstacles. By persisting through difficulties, you build resilience and enhance your critical thinking abilities. 7. Engage in collaborative problem-solving: Collaborating with others on problem-solving tasks can spark creativity and strengthen critical thinking skills. Seek out group projects, brainstorming sessions, or online forums where you can exchange ideas, challenge each other's thinking, and find innovative solutions together. 8. Practice reflective thinking: Taking time to reflect on your thoughts, actions, and experiences allows you to gain deeper insights and learn from past mistakes. Regularly engage in activities like journaling, meditation, or self-reflection exercises to develop your reflective thinking skills. This practice enhances your critical thinking abilities by promoting self-awareness and self-improvement. 9. Encourage creativity through experimentation: Creativity and critical thinking often go hand in hand. Give yourself permission to experiment and explore new ideas without fear of failure. Embrace a "what if" mindset and push the boundaries of your thinking. This willingness to take risks and think outside the box can lead to breakthroughs in critical thinking. 10. Continuously learn and adapt: Critical thinking is a skill that can be honed throughout your life. Commit to lifelong learning and seek opportunities to expand your knowledge and skills. Stay curious, be open to new experiences, and embrace change.

With honesty and a little digging, we have the opportunity to identify our gifts and harness them in the service of our best self—our own unique noble purpose.

identifying only operator error or sabotage as the root cause of the accident ignores most of the opportunities for the prevention of similar accidents in the future.

The Singaporean study also identified three specific conditions that promoted productive failure. First, failure is best when it promotes a sense of challenge and engagement versus frustration. Frustration, of course, is the feeling that you are going nowhere at top speed, so there has to be a sense of progress and achievement. You can’t just hand a child a calculus equation and expect productive failure. It has to be within their capabilities and they have to be able to see improvement.  Second, failure is best when learners have the opportunity to elaborate on what they are doing and thinking, as was done in a group setting during the study. When you can narrate what you’re doing, instead of toiling away in silence, it can help shed light on your efforts because you’re actively thinking about what you’re doing and analyzing it. Often, thinking out loud leads to solutions that wouldn’t have appeared otherwise. Third, failure is best when learners have the chance to compare solutions that work, and solutions that don’t. This is what happens when you aren’t shown the exact path every single time. You recognize the red flags of failure and gain intuition when something seems right or wrong.

Here’s his seven-step checklist: “Write down five pre-existing company goals or priorities that will be impacted by the decision. Focusing on what is important will help you avoid the rationalization trap of making up reasons for your choices after the fact.” “Write down at least three, but ideally four or more, realistic alternatives. One can be staying put and doing nothing. It might take a little effort and creativity, but no other practice improves decisions more than expanding your choices.” “Write down the most important information you are missing. We risk ignoring what we don’t know because we are distracted by what we do know, especially in today’s information-rich businesses.” “Write down the impact your decision will have one year in the future. Telling a brief story of the expected outcome of the decision will help you identify similar scenarios that can provide useful perspective.” “Involve a team of at least two but no more than six stakeholders. Getting more perspectives reduces your bias and increases buy-in—but bigger groups have diminishing returns.” “Write down what was decided, as well as why and how much the team supports the decision. Writing these things down increases commitment and establishes a basis to measure the results of the decision.” “Schedule a decision follow-up in one to two months. We often forget to check in when decisions are going poorly, missing the opportunity to make corrections and learn from what’s happened.

Work on the right decision problem. The way you frame your decision at the outset can make all the difference. To choose well, you need to state your decision problems carefully, acknowledging their complexity and avoiding unwarranted assumptions and option-limiting prejudices.” “Specify your objectives. A decision is a means to an end. Ask yourself what you most want to accomplish and which of your interests, values, concerns, fears, and aspirations are most relevant to achieving your goal.” “Create imaginative alternatives. Remember: your decision can be no better than your best alternative.” Everything has an opportunity cost, which is the loss of potential gain from other alternatives when one alternative is chosen. “Understand the consequences. Assessing frankly the consequences of each alternative will help you to identify those that best meet your objectives—all your objectives.” “Grapple with your tradeoffs. Because objectives frequently conflict with one another, you’ll need to strike a balance. Some of this must sometimes be sacrificed in favor of some of that.” “Clarify your uncertainties. What could happen in the future, and how likely is it that it will?” “Think hard about your risk tolerance. When decisions involve uncertainties, the desired consequence may not be the one that actually results. A much-deliberated bone marrow transplant may or may not halt cancer.” “Consider linked decisions. What you decide today could influence your choices tomorrow, and your goals for tomorrow should influence your choices today. Thus many important decisions are linked over time.

Developing a cost-modeling tool kit becomes critical for alliance deal negotiations because understanding the underlying costs can help to identify opportunities for outcome improvements. This concept is sometimes confusing to our clients because they think the sole objective of cost modeling is to reduce costs, and they do not understand the linkage between cost and the improvement of outcome or service.

seven questions that every business must answer: 1. The Engineering Question Can you create breakthrough technology instead of incremental improvements? 2. The Timing Question Is now the right time to start your particular business? 3. The Monopoly Question Are you starting with a big share of a small market? 4. The People Question Do you have the right team? 5. The Distribution Question Do you have a way to not just create but deliver your product? 6. The Durability Question Will your market position be defensible 10 and 20 years into the future? 7. The Secret Question Have you identified a unique opportunity that others don’t see?

Develop a powerful routine that gets things done. Utilize my step-by-step process for creating powerful life goals. Create the opportunities you want. Defeat the ghosts of your past and deal with old resentments keeping you stuck. Learn to think like a super-achiever. Avoid wasting time by identifying key priority tasks. Eliminate distractions that are stealing your energy and focus. Remove the internal obstacles still holding you back.

In order to discern whether something is worth that price, we must have a clear sense of what God is calling us to and what He is not; we also must trust that He’s working everything in our lives for good. This foundation gives us the clarity we need to align our decisions with the work that He’s already doing—even if that means saying no to good things. For me, this means seeking God through prayer, getting perspective from spiritual counselors, and identifying the clear signs of providence in my life, i.e., do minor details, opportunities, gifts, and timing seem to align, leading me toward a certain choice? I also ask myself the following questions: Does this opportunity fit my specific calling, or could anyone do it? Should someone else do it? Can I justify the time, effort, and energy? Is the exchange fair to everyone, especially to those who are closest to me? Do the people near me sense God calling me to this opportunity? Would I be disobedient to say no? Would I be saying yes for wrong reasons, like people pleasing, fear of missing out, greed, pride, or celebrity? Would I be saying no for wrong reasons, like laziness, insecurity, timidity, or fear of responsibility?