Identifying Risk Quotes

Nobody these days holds the written word in such high esteem as police states do,' Arkadian Porpirych says. 'What statistic allows one to identify the nations where literature enjoys true consideration better than the sums appropriated for controlling it and suppressing it? Where it is the object of such attentions, literature gains an extraordinary authority, inconceivable in countries where it is allowed to vegetate as an innocuous pastime, without risks.

The art of a successful business lies in identifying and mitigating the risk. Not overlooking and avoiding the risk.

The fact that certain members of the oppressor class join the oppressed in their struggle for liberation, thus moving from one pole of the contradiction to the other... Theirs is a fundamental role, and has been throughout the history of this struggle. It happens, however, that as they cease to be exploiters or indifferent spectators or simply the heirs of exploitation and move to the side of the exploited, they almost always bring with them the marks of their origin: their prejudices and their deformations, which include a lack of confidence in the people's ability to think, to want, and to know. Accordingly, these adherents to the people's cause constantly run the risk of falling into a type of generosity as malefic as that of the oppressors. The generosity of the oppressors is nourished by an unjust order, which must be maintained in order to justify that generosity. Our converts, on the other hand, truly desire to transform the unjust order; but because of their background they believe that they must be the executors of the transformation. They talk about the people, but they do not trust them; and trusting the people is the indispensable precondition for revolutionary change. A real humanist can be identified more by his trust in the people, which engages him in their struggle, than by a thousand actions in their favor without that trust.

the doors of the world are open to dose who can read.

Once risks are identified, they must be assessed in terms of their likelihood and potential impact. This allows the company to prioritize risks and allocate resources accordingly.

Financial acumen empowers boards to make informed decisions, identify potential risks, and ensure the company's long-term financial health.

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

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

It is rare indeed that people give. Most people guard and keep; they suppose that it is they themselves and what they identify with themselves that they are guarding and keeping, whereas what they are actually guarding and keeping is their system of reality and what they assume themselves to be. One can give nothing whatever without giving oneself -- that is to say, risking oneself. If one cannot risk oneself, then one is simply incapable of giving.

At least she’s willing to figure it out, do something, risk something and take its measure. I risk nothing. I sit on a throne and identify signs of imperfection in others.

We needed resentment, he said, as it was resentment which identified and underlined the wrong. Without these reactive attitudes, we ran the risk of diminishing our sense of right and wrong, because we could end up thinking it just doesn't matter.

In drawing attention to the physical characteristics of women leaders, they can be dismissed as either too pretty or too ugly. The net effect is to prevent women's identification with the issues. If the public women is stigmatized as too 'pretty,' she's a threat, a rival--or simply not serious; if derided as too 'ugly,' one risks tarring oneself with the same brush by identifying oneself with her agenda.

Agnes subtracts from her self everything that is exterior and borrowed, in order to come closer to her sheer essence (even with the risk that zero lurks at the bottom of the subtraction). Laura's method is precisely the opposite: in order to make her self ever more visible, perceivable, seizable, sizeable, she keeps adding to it more and more attributes and she attempts to identify herself with them (with the risk that the essence of the self may be buried by the additional attributes).

I AM A CONSISTENT WINNER BECAUSE: 1. I objectively identify my edges. 2. I predefine the risk of every trade. 3. I completely accept the risk or I am willing to let go of the trade. 4. I act on my edges without reservation or hesitation. 5. I pay myself as the market makes money available to me. 6. I continually monitor my susceptibility for making errors. 7. I understand the absolute necessity of these principles of consistent success and, therefore, I never violate them.

Often, it’s hard to identify an economic event risk until it's too late.

Regrets and mistakes help us identify areas of growth. They are not meant to be dwelled on. Do not let them undermine your potential.

Members of the Coyote Clan are not easily identified, but there are clues. You can see it in their eyes. They are joyful and they are fierce. They can cry louder and laugh harder than anyone on the planet. And they have an enormous range. The Coyote Clan is a raucous bunch: they have drunk from desert potholes and belched forth toads. They tell stories with such virtuosity that you'll swear you've been in the presence of preachers. The Coyote Clan is also serene. They can float on their backs down the length of any river or lose entire afternoons to the contemplation of stone. Members of the Clan court risk and will dance on slickrock as flash floods erode the ground beneath their feet. It doesn't matter. They understand the earth re-creates itself day after day.

We are by now well into the eighteenth century, when the Enlightenment identified the search for knowledge as the highest form of human activity. It was a time for scientists to wipe the metaphysical dust from their eyes.

I have grown tired of the notion of an ally. I prefer the language of an “accomplice.” An ally loves you from a distance. An accomplice loves you up close. We need allies to make the transition to accomplices. An ally is someone who has unpacked her personal privilege but hasn’t yet made the link to institutional issues and is not willing to risk anything besides her mental comfort. An accomplice rolls up her sleeves and engages in the work that is beyond her. She’ll march in the streets, yes. But an accomplice also faces her own participation in whiteness, acknowledges it, and then looks beyond that personal acknowledgment to identify how her awareness can be applied to changing the systems and mindsets that prop up the system.

Ultimately there are but three systems of ethics, three conceptions of the ideal character and the moral life. One is that of Buddha and Jesus, which stresses the feminine virtues, considers all men to be equally precious, resists evil only by returning good, identifies virtue with love, and inclines in politics to unlimited democracy. Another is the ethic of Machiavelli and Nietzsche, which stresses the masculine virtues, accepts the inequality of men, relishes the risks of combat and conquest and rule, identifies virtue with power, and exalts an hereditary aristocracy. A third, the ethic of Socrates, Plato, and Aristotle, denies the universal applicability of either the feminine or the masculine virtues; considers that only the informed and mature mind can judge, according to diverse circumstance, when love should rule, and when power; identifies virtue, therefore, with intelligence; and advocates a varying mixture of aristocracy and democracy in government.

How do we pick and choose where to get involved? Canada and other peacekeeping nations have become accustomed to acting if, and only if, international public opinion will support them - a dangerous path that leads to a moral relativism in which a country risks losing sight of the difference between good and evil, a concept that some players on the international stage view as outmoded. Some governments regard the use of force itself as the greatest evil. Others define "good" as the pursuit of human rights and will opt to employ force when human rights are violated. As the nineties drew to a close and the new millennium dawned with no sign of an end to these ugly little wars, it was as if each troubling conflict we were faced with had to pass the test of whether we could "care" about it or "identify" with the victims before we'd get involved.

A deep understanding of the business and industry landscape allows board members to identify emerging risks and ensure appropriate mitigation strategies are in place.

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

An ID number is only there to 'identify' human beings. Use it to assume people’s intellect or wisdom at your own risk.

Identify Risks and Weaknesses and transform them into strength through process improvement

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.

When looking at the attributes associated with masculinity in the US, the same researchers identified the following; winning, emotional control, risk-taking, violence, dominance, playboy, self-reliance, primacy at work, power over women, disdain for homosexuality, and pursuit of status.

Many people are so identified with their shame-and-pain stories that they’re scared to shift out of that identity; they would rather remain miserable than take the risk of stepping into a new story. Remember: resistance clings to the familiar at all costs, even if what’s familiar is making you miserable.

We seem normal only to those who don't know us very well. In a wiser, more self-aware society than our own, a standard question on an early dinner date would be; "And how are you crazy?" The problem is that before marriage, we rarely delve into our complexities. Whenever casual relationships threaten to reveal our flaws, we blame our partners and call it a day. As for our friends, they don't care enough to do the hard work of enlightening us. One of the privileges of being on our own is therefore the sincere impression that we are really quite easy to live with. We make mistakes, too, because are so lonely. No one can be in an optimal state of mind to choose a partner when remaining single feels unbearable. We have to be wholly at peace with the prospect of many years of solitude in order to be appropriately picky; otherwise, we risk loving no longer being single rather more than we love the partner who spared us that fate. Choosing whom to commit ourselves to is merely a case of identifying which particular variety of suffering we would most like to sacrifice ourselves for. The person who is best suited to us is not the person who shares our every taste (he or she doesn't exist), but the person who can negotiate differences in taste intelligently - the person who is good at disagreement. Rather than some notional idea of perfect complementarity, it is the capacity to tolerate differences with generosity that is the true marker of the "not overly wrong" person. Compatibility is an achievement of love; it must not be its precondition. Romanticism has been unhelpful to us; it is a harsh philosophy. It has made a lot of what we go through in marriage seem exceptional and appalling. We end up lonely and convinced that our union, with its imperfections, is not "normal." We should learn to accommodate ourselves to "wrongness", striving always to adopt a more forgiving, humorous and kindly perspective on its multiple examples in ourselves and our partners.

The human brain works by identifying patterns. It uses information from the past to understand what is happening in the present and to anticipate the future. This strategy works elegantly in most situations. But we inevitably see patterns where they don’t exist. In other words, we are slow to recognize exceptions. There is also the peer-pressure factor. All of us have been in situations that looked ominous, and they almost always turn out to be innocuous. If we behave otherwise, we risk social embarrassment by overreacting. So we err on the side of underreacting.

I wanted to share the risks the digger in Afghanistan took every day. Whenever I could I joined patrols ‘outside the wire’, walking the same dusty tracks and fields as the ordinary soldiers. I did everything in my power to keep them alive, I failed. In that year I lost ten soldiers under my command, killed in action. I personally identified the remains of each of them, sending them home to their families. More than sixty of my soldiers were wounded, some horribly.

Our students in Richmond had been identified as at-risk youth. But they weren’t just at risk of succumbing to specific ills, like gangs and drugs, which were ever present. The more general risk was that they would step into too much of the world too quickly—that they would never have the chance to discover their potential on their own terms, whatever that meant.

Risk is the ultimate differentiator. I have always had a deep and complex relationship with it. I am not a reckless person, but taking risks is really the only way to consistently achieve above-average returns—in life as well as in investments. My father proved that when he left Poland. I am probably more comfortable with risk than most people. That’s because I do as much as I can to understand it. To me, risk-taking rests on the ability to see all the variables and then identify the ones that will make or break you.

Every philanthropist, if she is paying attention, eventually becomes an activist. If we do not, we risk becoming codependent with power -- saving the system's victims while the system collects the profits, then pats us on the head for her service. We've become injustice's foot soldiers. In order to avoid being complicit with those upstream, we must become the people of And/Both. We must commit to pulling our brothers and sisters out of the river and also commit to going upstream to identify, confront, and hold accountable those who are pushing them in.

During the interviews, many women associated shame with educators and helping professionals. As an educator, I was not at all surprised to hear shame identified as an issue in the classroom. In fact I believe that shame is one of the greatest barriers to learning. I’m afraid the social-community pressure to appear learned has become more important than actually learning. When we spend our time and energy building and protecting our image of “knowing,” it is highly unlikely that we will risk admitting we don’t understand or asking questions—both of which are essential to real knowledge building.

There was a muffled tap again, and I heard a familiar voice whisper faintly, “Kelsey, it’s me.” I unlocked the door and peeked out. Ren was standing there dressed in his white clothes, barefoot, with a triumphant grin on his face. I pulled him inside and hissed out thickly, “What are you doing here? It’s dangerous coming into town! You could have been seen, and they’d send hunters out after you!” He shrugged his shoulders and grinned. “I missed you.” My mouth quirked up in a half smile. “I missed you too.” He leaned a shoulder nonchalantly against the doorframe. “Does that mean you’ll let me stay here? I’ll sleep on the floor and leave before daylight. No one will see me. I promise.” I let out a deep breath. “Okay, but promise you’ll leave early. I don’t like you risking yourself like this.” “I promise.” He sat down on the bed, took my hand, and pulled me down to sit beside him. “I don’t like sleeping in the dark jungle by myself.” “I wouldn’t either.” He looked down at our entwined hands. “When I’m with you, I feel like a man again. When I’m out there all alone, I feel like a beast, an animal.” His eyes darted up to mine. I squeezed his hand. “I understand. It’s fine. Really.” He grinned. “You were hard to track, you know. Lucky for me you two decided to walk to dinner, so I could follow your scent right to your door.” Something on the nightstand caught his attention. Leaning around me, he reached over and picked up my open journal. I had drawn a new picture of a tiger-my tiger. My circus drawings were okay, but this latest one was more personal and full of life. Ren stared at it for a moment while a bright crimson flush colored my cheeks. He traced the tiger with his finger, and then whispered gently, "Someday, I'll give you a portrait of the real me." Setting the journal down carefully, he took both of my hands in his, turned to me with an intense expression, and said, "I don't want you to see only a tiger when you look at me. I want you to see me. The man." Reaching out, he almost touched my cheek but he stopped and withdrew his hand. "I've worn the tiger's face for far too many years. He's stolen my humanity." I nodded while he squeezed my hands and whispered quietly, "Kells, I don't want to be him anymore. I want to be me. I want to have a life." "I know," I said softly. I reached up to stroke his cheek. "Ren, I-" I froze in place as he pulled my hand slowly down to his lips and kissed my palm. My hand tingled. His blue eyes searched my face desperately, wanting, needing something from me. I wanted to say something to reassure him. I wanted to offer him comfort. I just couldn't frame the words. His supplication stirred me. I felt a deep bond with him, a strong connection. I wanted to help him, I wanted to be his friend, and I wanted...maybe something more. I tried to identify and categorize my reactions to him. What I felt for him seemed too complicated to define, but it soon became obvious to me that the strongest emotion I felt, the one that was stirring my heart, was...love.

try to inspire them to consider the power and implications of such potential. I tell them that no computer network on earth can come close to the capacity of the average human brain. This resource that each one of us has is a tremendous gift from God—the most complex organ system in the entire universe.

Several years ago, researchers at the University of Minnesota identified 568 men and women over the age of seventy who were living independently but were at high risk of becoming disabled because of chronic health problems, recent illness, or cognitive changes. With their permission, the researchers randomly assigned half of them to see a team of geriatric nurses and doctors—a team dedicated to the art and science of managing old age. The others were asked to see their usual physician, who was notified of their high-risk status. Within eighteen months, 10 percent of the patients in both groups had died. But the patients who had seen a geriatrics team were a quarter less likely to become disabled and half as likely to develop depression. They were 40 percent less likely to require home health services. These were stunning results. If scientists came up with a device—call it an automatic defrailer—that wouldn’t extend your life but would slash the likelihood you’d end up in a nursing home or miserable with depression, we’d be clamoring for it. We wouldn’t care if doctors had to open up your chest and plug the thing into your heart. We’d have pink-ribbon campaigns to get one for every person over seventy-five. Congress would be holding hearings demanding to know why forty-year-olds couldn’t get them installed. Medical students would be jockeying to become defrailulation specialists, and Wall Street would be bidding up company stock prices. Instead, it was just geriatrics. The geriatric teams weren’t doing lung biopsies or back surgery or insertion of automatic defrailers. What they did was to simplify medications. They saw that arthritis was controlled. They made sure toenails were trimmed and meals were square. They looked for worrisome signs of isolation and had a social worker check that the patient’s home was safe. How do we reward this kind of work? Chad Boult, the geriatrician who was the lead investigator of the University of Minnesota study, can tell you. A few months after he published the results, demonstrating how much better people’s lives were with specialized geriatric care, the university closed the division of geriatrics.

Go out of your way to find humility when things are going right and forgiveness/compassion when they go wrong. Because it’s never as good or as bad as it looks. The world is big and complex. Luck and risk are both real and hard to identify. Do so when judging both yourself and others. Respect the power of luck and risk and you’ll have a better chance of focusing on things you can actually control. You’ll also have a better chance of finding the right role models.

McCarthy would neither have become a sensation, nor ruined the careers of so many innocent people, had he not received support from some of the nation’s leading newspapers and financing from right-wingers with deep pockets. He would have been exposed much sooner had his wild accusations not been met with silence by many mainstream political leaders from both parties who were uncomfortable with his bullying tactics but lacked the courage to call his bluff. By the time he self-destructed, a small number of people working in government had indeed been identified as security risks, but none because of the Wisconsin senator’s scattershot investigations.

Companies should exercise financial due diligence before entering into deals to minimize financial risks and ensure informed decision-making. This process helps identify potential issues, verify financial claims, and assess the overall financial health of the target company, safeguarding the investing company's resources and reputation.

Then let’s use this incredible tool God has given us to assess the risks that we face every day. We have the means to analyze risks and decide which are worth taking and which should be avoided. Do you have a brain? Then use it. That’s the secret. That’s my simple but powerful prescription for life, love, and success in a dangerous world.

Two centuries ago, Napoleon warned, “Let China sleep; when she wakes, she will shake the world.” Today China has awakened, and the world is beginning to shake. Yet many Americans are still in denial about what China’s transformation from agrarian backwater to “the biggest player in the history of the world” means for the United States. What is this book’s Big Idea? In a phrase, Thucydides’s Trap. When a rising power threatens to displace a ruling power, alarm bells should sound: danger ahead. China and the United States are currently on a collision course for war— unless both parties take difficult and painful actions to avert it. As a rapidly ascending China challenges America’s accustomed predominance, these two nations risk falling into a deadly trap first identified by the ancient Greek historian Thucydides. Writing about a war that devastated the

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.

Check things out before you commit your resources or put yourself at risk to help someone else.

If we don't identify our personal sense of shame before responding to our child, we run the risk of allowing our own shame to control the moment of discipline.

Companies should assess and mitigate financial risks because doing so safeguards their financial stability, protects investments, and ensures they are better prepared to weather economic uncertainties. By identifying and managing potential risks, businesses can reduce the likelihood of adverse financial events and maintain a strong, sustainable financial position.

What ‘relations of production’ in capitalist society represented for Karl Marx, ‘relations of definition’ represent for risk society. Both concern relations of domination (Beck 2002; Goldblatt 1996). Among the relations of definition are the rules, institutions and capabilities which specify how risks are to be identified in particular contexts (for example, within nation-states, but also in relations between them). They form at the legal, epistemological and cultural power matrix in which risk politics is organized (see chapters 9 and 10). Relations of definition power can accordingly be explored through four clusters of questions:

Consumers with otaku are the sneezers you seek. They’re the ones who will take the time to learn about your product, take the risk to try your product, and take their friends’ time to tell them about it. The flash of insight is that some markets have more otaku-stricken consumers than others. The task of the remarkable marketer is to identify these markets and focus on them to the exclusion of lesser markets – regardless of relative size.

It is rare indeed that people give. Most people guard and keep; they suppose that it is they themselves and what they identify with themselves that they are guarding and keeping, whereas what they are actually guarding and keeping is their system of reality and what they assume themselves to be. One can give nothing whatever without giving oneself - that is to say, risking oneself. If one cannot risk oneself, then one is simply incapable of giving. And, after all, one can give freedom only by setting someone free. This, in the case of the Negro, the American republic has never become sufficiently mature to do. White Americans have contented themselves with gestures that are now described as ‘tokenism.

There’s one more serious risk for America that I want to mention here—the risk we have created by shouting down and shutting up any discussion of faith in the public square. It’s as if we’ve decided expressions or discussions of faith shouldn’t qualify as free speech. What’s even stranger is the way it has somehow been tied to the concept of separation of church and state, even though that concept has nothing to do with people living by or publicly discussing their faith.

If you try to teach people everything about everything, you run the risk of teaching them nothing. You will achieve residual results faster if you clearly identify—then simplify—the most important messages you want to teach others to teach.

It is rare indeed that people give. Most people guard and keep; they suppose that it is they themselves and what they identify with themselves that they are guarding and keeping, whereas what they are actually guarding and keeping is their system of reality and what they assume themselves to be. One can give nothing whatever without giving oneself—that is to say, risking oneself. If one cannot risk oneself, then one is simply incapable of giving. And, after all, one can give freedom only by setting someone free.

The mental baggage from childhood can prevent you from succeeding in the markets. You have to identify your weaknesses and work to change. Keep a trading diary—write down your reasons for entering and exiting every trade. Look for repetitive patterns of success and failure.

If we no longer talk freely and openly about faith, we won’t understand the language or the significance of faith, we’ll misinterpret the religious words and deeds of others, and we’ll underestimate the power faith can have in the lives of those deeply committed to their spiritual beliefs. This may present a serious risk to a generation whose most troubling conflicts promise to involve people who are primarily motivated by a very different faith. If we don’t understand the faith roots of our American culture, how will we be able to defend it against theirs?

Physiological stress, then, is the link between personality traits and disease. Certain traits — otherwise known as coping styles — magnify the risk for illness by increasing the likelihood of chronic stress. Common to them all is a diminished capacity for emotional communication. Emotional experiences are translated into potentially damaging biological events when human beings are prevented from learning how to express their feelings effectively. That learning occurs — or fails to occur — during childhood. The way people grow up shapes their relationship with their own bodies and psyches. The emotional contexts of childhood interact with inborn temperament to give rise to personality traits. Much of what we call personality is not a fixed set of traits, only coping mechanisms a person acquired in childhood. There is an important distinction between an inherent characteristic, rooted in an individual without regard to his environment, and a response to the environment, a pattern of behaviours developed to ensure survival. What we see as indelible traits may be no more than habitual defensive techniques, unconsciously adopted. People often identify with these habituated patterns, believing them to be an indispensable part of the self. They may even harbour self-loathing for certain traits — for example, when a person describes herself as “a control freak.” In reality, there is no innate human inclination to be controlling. What there is in a “controlling” personality is deep anxiety. The infant and child who perceives that his needs are unmet may develop an obsessive coping style, anxious about each detail. When such a person fears that he is unable to control events, he experiences great stress. Unconsciously he believes that only by controlling every aspect of his life and environment will he be able to ensure the satisfaction of his needs. As he grows older, others will resent him and he will come to dislike himself for what was originally a desperate response to emotional deprivation. The drive to control is not an innate trait but a coping style. Emotional repression is also a coping style rather than a personality trait set in stone. Not one of the many adults interviewed for this book could answer in the affirmative when asked the following: When, as a child, you felt sad, upset or angry, was there anyone you could talk to — even when he or she was the one who had triggered your negative emotions? In a quarter century of clinical practice, including a decade of palliative work, I have never heard anyone with cancer or with any chronic illness or condition say yes to that question. Many children are conditioned in this manner not because of any intended harm or abuse, but because the parents themselves are too threatened by the anxiety, anger or sadness they sense in their child — or are simply too busy or too harassed themselves to pay attention. “My mother or father needed me to be happy” is the simple formula that trained many a child — later a stressed and depressed or physically ill adult — into lifelong patterns of repression.

Authentic communication is much more than just talking. It is understanding and being understood; identifying a tone of voice; detecting nonverbal cues; responding appropriately to offense; resolving conflicts; knowing what to say, when to say it and how to say it; experiencing the risks and rewards of knowing and being known; and much more.

many people mistaken for entrepreneurs fail to have true skin in the game in the sense that their aim is to either cash out by selling the company they helped create to someone else, or “go public” by issuing shares in the stock market. The true value of the company, what it makes, and its long-term survival are of small relevance to them. This is a pure financing scheme and we will exclude this class of people from our “entrepreneur” risk-taker class (this form of entrepreneurship is the equivalent of bringing great-looking and marketable children into the world with the sole aim of selling them at age four). We can easily identify them by their ability to write a convincing business plan.

I am often asked why I took the risk of writing this book, and occasionally why I felt I had the right. The issue does not touch me closely. I’m not trans. I don’t have a trans-identified child. I’m not a detransitioner, or an athlete forced to compete against transwomen, or a lesbian seeking a partner on dating sites that are now filled with males. The answer to both questions is simple: I wrote this book because, unlike many other people, I could. Parents of children caught up in the gender-identity social contagion stay silent to protect their relationships. The detransitioners I know are traumatised. Many critics of this ideology can say nothing without risking their jobs. All these people need someone else to articulate what is happening.

There was a risk that Morrison might slip away, and before releasing him, Agent Burger made sure that he’d gone through a rigorous process known as Bertillonage. Devised by the French criminologist Alphonse Bertillon in 1879, it was the first scientific method for identifying repeat criminals. Using a caliper and other special tools, Agent Burger, with the help of the Dallas police, took eleven of Morrison’s body measurements. Among them were the length of his left foot, the width and length of his head, and the diameter of his right ear. After Agent Burger informed Morrison of the purpose of these measurements, he also commissioned a mug shot, another of Bertillon’s innovations. In 1894, Ida Tarbell, the muckraking journalist, wrote that any prisoner who passed through Bertillon’s system would be forever “spotted”: “He may efface his tattooing, compress his chest, dye his hair, extract his teeth, scar his body, dissimulate his height. It is useless.” But Bertillonage was already being displaced by a more efficient method of identification that was revolutionizing the world of scientific detection: fingerprinting. In some cases, a suspect could now be placed at the scene of a crime even without a witness present. When Hoover became the bureau’s acting director, he created the Identification Division, a central repository for the fingerprints of arrested criminals from around the country. Such scientific methods, Hoover proclaimed, would assist “the guardians of civilization in the face of the common danger.

When someone with a dismissive style starts to work on healing their insecure attachment, they must begin by no longer dismissing and distancing from themselves. This requires that they no longer deny their desires and needs, allowing the longings and wants for connection that have for so long been forbidden. When someone functioning from a dismissive style starts to allow their attachment system to come back online, it can initially be a very tender, raw and even overwhelming process. The skills that come with being able to identify your own feelings are part of a developmental process that takes time. The process of allowing feelings as they arise, learning how to self-soothe and establishing an inner trust that experiencing feelings is safe, cannot be rushed. For the dismissive style, the journey from insecure to secure attachment is one of returning to the body through bringing feelings and sensations back to life and learning how to be with oneself in this process. Once this is established, the risk of then leaning into others, revealing one's internal world, and dismantling the self-reliant exoskeleton through asking for help and care from others can begin.

Themes of descent often turn on the struggle between the titanic and the demonic within the same person or group. In Moby Dick, Ahab’s quest for the whale may be mad and “monomaniacal,” as it is frequently called, or even evil so far as he sacrifices his crew and ship to it, but evil or revenge are not the point of the quest. The whale itself may be only a “dumb brute,” as the mate says, and even if it were malignantly determined to kill Ahab, such an attitude, in a whale hunted to the death, would certainly be understandable if it were there. What obsesses Ahab is in a dimension of reality much further down than any whale, in an amoral and alienating world that nothing normal in the human psyche can directly confront. The professed quest is to kill Moby Dick, but as the portents of disaster pile up it becomes clear that a will to identify with (not adjust to) what Conrad calls the destructive element is what is really driving Ahab. Ahab has, Melville says, become a “Prometheus” with a vulture feeding on him. The axis image appears in the maelstrom or descending spiral (“vortex”) of the last few pages, and perhaps in a remark by one of Ahab’s crew: “The skewer seems loosening out of the middle of the world.” But the descent is not purely demonic, or simply destructive: like other creative descents, it is partly a quest for wisdom, however fatal the attaining of such wisdom may be. A relation reminiscent of Lear and the fool develops at the end between Ahab and the little black cabin boy Pip, who has been left so long to swim in the sea that he has gone insane. Of him it is said that he has been “carried down alive to wondrous depths, where strange shapes of the unwarped primal world glided to and fro . . . and the miser-merman, Wisdom, revealed his hoarded heaps.” Moby Dick is as profound a treatment as modern literature affords of the leviathan symbolism of the Bible, the titanic-demonic force that raises Egypt and Babylon to greatness and then hurls them into nothingness; that is both an enemy of God outside the creation, and, as notably in Job, a creature within it of whom God is rather proud. The leviathan is revealed to Job as the ultimate mystery of God’s ways, the “king over all the children of pride” (41:34), of whom Satan himself is merely an instrument. What this power looks like depends on how it is approached. Approached by Conrad’s Kurtz through his Antichrist psychosis, it is an unimaginable horror: but it may also be a source of energy that man can put to his own use. There are naturally considerable risks in trying to do so: risks that Rimbaud spoke of in his celebrated lettre du voyant as a “dérèglement de tous les sens.” The phrase indicates the close connection between the titanic and the demonic that Verlaine expressed in his phrase poète maudit, the attitude of poets who feel, like Ahab, that the right worship of the powers they invoke is defiance.

We trust that acknowledging and releasing grief, pain and other unmentionable feelings is a most healing and blessed function, since it allows emotions to serve as compost for the world we intend to create for ourselves and the next generations to come. In a holistic world there are no personal or individual emotions. Pain comes as a result of perceiving separation and identifying oneself as the cause or the victim of pain. Massive emotional pain has been recycled since ancient times. We believe this pain cannot be held or released by any single individual. We trust instead that it can be collectively released and that those sharing the same trust can join and release together. This is the risk that we can take, that as we collectively expose and release our deepest wounds they can either destroy us or become the gateway into our highest dreams.

Since many sudden deaths in young people turn out to have a genetic cause, family members are often unknowingly at risk. Using the information from the genetic test, we can test other family members and identify who is or is not at risk. Then we can protect them using medications or lifestyle changes or, in some cases, implanting a device under the skin that can deliver a lifesaving shock to the heart in the event of a dangerous heart rhythm.

But I will say this. Donald Trump would not know the men and women of the FBI if he ran over them with the presidential limo, and he has shown the citizens of this country that he does not know what democracy means. He demonstrates no understanding or appreciation of our form of government. He takes no action to protect it. Has any president done more to undermine democracy than this one? His “I hereby demand” tweet in May 2018, ordering Department of Justice investigations of the investigators who are investigating him—I can barely believe that I just wrote that phrase—is a clear example. His demand for documents identifying confidential informants does harm to the men and women of the FBI on a fundamental level. It undermines their ability to build the trust that allows law-enforcement investigations to take place, in ways that, I want to believe, he does not comprehend. To think that he could recognize what constitutes a good thing for the men and women of the FBI does not deserve comment. As for my own firing and the ostensible reasons behind it, the demands and risks of an ongoing legal process put tight constraints on what I can say, although I would like to say much more. I am filing a suit that challenges my firing and the IG’s process and findings, and the unprecedented way DOJ handled my termination. I will let that action speak for itself.

High-quality and transparent data, clearly documented, timely rendered, and publicly available are the sine qua non of competent public health management. During a pandemic, reliable and comprehensive data are critical for determining the behavior of the pathogen, identifying vulnerable populations, rapidly measuring the effectiveness of interventions, mobilizing the medical community around cutting-edge disease management, and inspiring cooperation from the public. The shockingly low quality of virtually all relevant data pertinent to COVID-19, and the quackery, the obfuscation, the cherrypicking and blatant perversion would have scandalized, offended, and humiliated every prior generation of American public health officials. Too often, Dr. Fauci was at the center of these systemic deceptions. The “mistakes” were always in the same direction—inflating the risks of coronavirus and the safety and efficacy of vaccines in

we quickly realized that we were just as risk seeking in the domain of losses as we were risk averse in the domain of gains. We were not the first to observe risk seeking with negative prospects—at least two authors had reported that fact, but they had not made much of it. However, we were fortunate to have a framework that made the finding of risk seeking easy to interpret, and that was a milestone in our thinking. Indeed, we identified two reasons for this effect.

1)    The woman has intuitive feelings that she is at risk. 2)    At the inception of the relationship, the man accelerated the pace, prematurely placing on the agenda such things as commitment, living together, and marriage. 3)    He resolves conflict with intimidation, bullying, and violence. 4)    He is verbally abusive. 5)    He uses threats and intimidation as instruments of control or abuse. This includes threats to harm physically, to defame, to embarrass, to restrict freedom, to disclose secrets, to cut off support, to abandon, and to commit suicide. 6)    He breaks or strikes things in anger. He uses symbolic violence (tearing a wedding photo, marring a face in a photo, etc.). 7)    He has battered in prior relationships. 8)    He uses alcohol or drugs with adverse affects (memory loss, hostility, cruelty). 9)    He cites alcohol or drugs as an excuse or explanation for hostile or violent conduct (“That was the booze talking, not me; I got so drunk I was crazy”). 10)   His history includes police encounters for behavioral offenses (threats, stalking, assault, battery). 11)   There has been more than one incident of violent behavior (including vandalism, breaking things, throwing things). 12)   He uses money to control the activities, purchase, and behavior of his wife/partner. 13)   He becomes jealous of anyone or anything that takes her time away from the relationship; he keeps her on a “tight leash,” requires her to account for her time. 14)   He refuses to accept rejection. 15)   He expects the relationship to go on forever, perhaps using phrases like “together for life;” “always;” “no matter what.” 16)   He projects extreme emotions onto others (hate, love, jealousy, commitment) even when there is no evidence that would lead a reasonable person to perceive them. 17)   He minimizes incidents of abuse. 18)   He spends a disproportionate amount of time talking about his wife/partner and derives much of his identity from being her husband, lover, etc. 19)   He tries to enlist his wife’s friends or relatives in a campaign to keep or recover the relationship. 20)   He has inappropriately surveilled or followed his wife/partner. 21)   He believes others are out to get him. He believes that those around his wife/partner dislike him and encourage her to leave. 22)   He resists change and is described as inflexible, unwilling to compromise. 23)   He identifies with or compares himself to violent people in films, news stories, fiction, or history. He characterizes the violence of others as justified. 24)   He suffers mood swings or is sullen, angry, or depressed. 25)   He consistently blames others for problems of his own making; he refuses to take responsibility for the results of his actions. 26)   He refers to weapons as instruments of power, control, or revenge. 27)   Weapons are a substantial part of his persona; he has a gun or he talks about, jokes about, reads about, or collects weapons. 28)   He uses “male privilege” as a justification for his conduct (treats her like a servant, makes all the big decisions, acts like the “master of the house”). 29)   He experienced or witnessed violence as a child. 30)   His wife/partner fears he will injure or kill her. She has discussed this with others or has made plans to be carried out in the event of her death (e.g., designating someone to care for children).

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.

We have determined that an analysis of spontaneous postmarketing adverse events [VAERS reports] reported under section 505(k)(1) of the FDCA [Federal Food, Drug and Cosmetic Act] will not be sufficient to assess known serious risks of myocarditis and pericarditis and identify an unexpected serious risk of subclinical myocarditis. Furthermore, the pharmacovigilance system that FDA is required to maintain under section 505(k)(3) of the FDCA is not sufficient to assess these serious risks.

need them to be younger than you! That’s why I’ve chosen to identify as a “Perennial,” a term coined by tech entrepreneur Gina Pell to describe “ever-blooming, relevant people of all ages who live in the present time, know what’s happening in the world, stay current with technology, and have friends of all ages. Perennials get involved, stay curious, mentor others, and are passionate, compassionate, creative, confident, collaborative, global-minded risk takers, and who know how to hustle.

And I think—or hope—that all that matters, returning to that impulse I’ve been trying to identify—the desire to be somehow near-er a tragedy—is what I feel when I’ve achieved some distance from the episode, and the way I feel then is relieved. I’m happy I have what I have. I’m happy I haven’t lost any of it along the way. I could have risked more—and perhaps lived to tell about it and therefore had more to tell—but with all apologies to my younger self, I can’t think of a single instance from my past that I wish had gone another way.

The economists Ulrike Malmendier and Geoffrey Tate identified optimistic CEOs by the amount of company stock that they owned personally and observed that highly optimistic leaders took excessive risks. They assumed debt rather than issue equity and were more likely than others to “overpay for target companies and undertake value-destroying mergers.” Remarkably, the stock of the acquiring company suffered substantially more in mergers if the CEO was overly optimistic by the authors’ measure. The stock market is apparently able to identify overconfident CEOs. This

Capital is never quiet: it is always risk-oriented and entrepreneurial, at least at its inception, yet it always tends to transform itself into rents as it accumulates in large enough amounts—that is its vocation, its logical destination. What, then, gives us the vague sense that social inequality today is very different from social inequality in the age of Balzac and Austen? Is this just empty talk with no purchase on reality, or can we identify objective factors to explain why some people think that modern capital has become more “dynamic” and less “rent-seeking?

But we must not think of a person's desire as some easily identifiable object, some easily accessible part of a person which they can summon up with ease. Sex is made up of countless acts of questioning, expression, and exploration... The fixation on yes and no doesn't help us navigate these waters; it's precisely the uncertain, unclear space between yes and no that we need to learn to navigate. And it's in this space that an exploratory process can unfold, one that can bring us intense pleasure; a process, as writer Dodie Bellamy puts it, between 'two people in mutual need and at equal risk'.

So should patients born under Libra and Gemini be deprived of treatment? You would say no, of course, and that would make you wiser than many in the medical profession: the CCSG trial found that aspirin was effective at preventing stroke and death in men, but not in women;30 as a result, women were undertreated for a decade, until further trials and overviews showed a benefit. That is just one of many subgroup analyses that have misled us in medicine, often incorrectly identifying subgroups of people who wouldn’t benefit from a treatment that was usually effective. So, for example, we thought the hormone-blocking drug tamoxifen was no good for treating breast cancer in women if they were younger than fifty (we were wrong). We thought clotbusting drugs were ineffective, or even harmful, when treating heart attacks in people who’d already had a heart attack (we were wrong). We thought drugs called ‘ACE inhibitors’ stopped reducing the death rate in heart failure patients if they were also on aspirin (we were wrong). Unusually, none of these findings was driven by financial avarice: they were driven by ambition, perhaps; excitement at new findings, certainly; ignorance of the risks of subgroup analysis; and, of course, chance.

It is rare indeed that people give. Most people guard and keep; they suppose that it is they themselves and what they identify with themselves that they are guarding and keeping, whereas what they are actually guarding and keeping is their system of reality and what they assume themselves to be. One can give nothing whatever without giving one’s self, that is to say risking one’s self, if one cannot risk one’s self than one is simply incapable of giving. And, after all, one can give freedom only by setting someone free; this in the case of the Negro, the American republic has never become sufficiently mature to do.

But what’s worse than that is the slaves who identified with their masters, as if the slaves’ value as human beings depended on what the masters were like. What they were like was evil! They were called “masters” because they owned human beings! And we slaves were ready to fight each other over which of the lowdown filthy dogs who owned us was the best! But it wasn’t the slaves’ fault. Like Douglass wrote, slaves are like other people. When you think about it, it’s a wonder more black folks didn’t fight with one another instead of fighting against the white man the way Denmark Vesey, Nat Turner, David Walker, and a whole lot of others did. While you’re busy shaking your head thinking they were stupid, ask yourself this: are we any better today? Black people put on the uniform of the U.S. military, our masters, and go to Vietnam, Iraq, Afghanistan, and anywhere else Uncle Sam tells us to go, and fight and kill yellow-skinned folks and brown-skinned folks on behalf of the United States, our masters—just like slaves fighting other slaves. Meanwhile, back home, one out of every half-dozen blacks is locked up for committing the same drug crimes as white dudes who walk around free. What’s wrong with that picture? Then you’ve got blacks in police uniforms out there arresting other innocent blacks. Blacks in America really need to study the Jews in Germany. Those Jews never thought they were part of Hitler’s system, most of them never sided with the people oppressing them. We do. We go to war. What kind of abomination is that? How many blacks go to war because we can’t find a job, and are willing to kill or be killed just so we can feed ourselves and our families? But remember, our already-free Maroon ancestors risked all of that just to free others. Getting back to Frederick Douglass, it’s like he said: Slaves are like other people. Too many of us have that slave mentality. It can take a lot to get past that, but a lot of us have, and Frederick Douglass was one.

Here are my simple rules for identifying market tops and bottoms: 1. Market tops are relatively easy to recognize. Buyers generally become overconfident and almost always believe “this time is different.” It’s usually not. 2. There’s always a surplus of relatively cheap debt capital to finance acquisitions and investments in a hot market. In some cases, lenders won’t even charge cash interest, and they often relax or suspend typical loan restrictions as well. Leverage levels escalate compared to historical averages, with borrowing sometimes reaching as high as ten times or more compared to equity. Buyers will start accepting overoptimistic accounting adjustments and financial forecasts to justify taking on high levels of debt. Unfortunately most of these forecasts tend not to materialize once the economy starts decelerating or declining. 3. Another indicator that a market is peaking is the number of people you know who start getting rich. The number of investors claiming outperformance grows with the market. Loose credit conditions and a rising tide can make it easy for individuals without any particular strategy or process to make money “accidentally.” But making money in strong markets can be short-lived. Smart investors perform well through a combination of self-discipline and sound risk assessment, even when market conditions reverse.

This is not to deny that you may encounter intense inner resistance to disidentifying from your pain. This will be the case particularly if you have lived closely identified with your emotional pain-body for most of your life and the whole or a large part of your sense of self is invested in it. What this means is that you have made an unhappy self out of your pain-body and believe that this mind-made fiction is who you are. In that case, unconscious fear of losing your identity will create strong resistance to any disidentification. In other words, you would rather be in pain — be the pain-body — than take a leap into the unknown and risk losing the familiar unhappy self.

What's in a name? that which we call a rose/By any other name would smell as sweet.' In other words, the essence of an object does not change depending on it's name. This is a common misconception not unlike the 'world is flat' belief. By verbally identifying an object, by giving it a name, we alter it. And at the same time we prevent it from changing. A name is like a forked stick that we use to hold a snake on the ground." Portnov imitated using a forked branch to press down an imaginary viper. "By the way, consider this: the contradictory nature of a statement almost certainly proves its legitimacy... Come in." [...] "May I continue? Thank you. However, there is also another misconception-by which a name automatically defines the properties of an object. Here is a pen." He tossed up and caught a dark-blue pen with a white top. "If I give it the name of... an earthworm, will it slither?" Second years, Group A, maintained a tense silence. No one wanted to risk an answer. "It will not." Portnov let the pen fall on his desk. "Because this given piece of plastic has nothing in common with the process and events that we are talking about, that we spend time studying... between dance parties and dealing with gastrointestinal problems. Besides, when I say 'give a name,' I do not imply any of the languages that are commonly used by any of the living persons. I am talking about Speech, which you will begin to study during your third year. Some of you may start earlier.

Here are the four keys to successful commitments: 1. Strong desire: In order to fully commit to something, you need a clear and personally compelling reason. Without a strong desire you will struggle when the implementation gets difficult, but with a compelling desire, seemingly insurmountable obstacles are seen as challenges to be met. The desired end result needs to be meaningful enough to get you through the hard times and keep you on track. 2. Keystone actions: Once you have an intense desire to accomplish something, you then need to identify the core actions that will produce the result you’re after. In today’s world, many of us have become spectators rather than participants. We must remember that it’s what we do that counts. In most endeavors there are often many activities that help you accomplish your goal. However there are usually a few core activities that account for the majority of the results, and in some cases there are only one or two keystone actions that ultimately produce the result. It is critical that you identify these keystones and focus on them. 3. Count the costs: Commitments require sacrifice. In any effort there are benefits and costs. Too often we claim to commit to something without considering the costs, the hardships that will have to be overcome to accomplish your desire. Costs can include time, money, risk, uncertainty, loss of comfort, and so on. Identifying the costs before you commit allows you to consciously choose whether you are willing to pay the price of your commitment. When you face any of these costs, it is extremely helpful to recognize that you anticipated them and decided that reaching your goal was worth it. 4. Act on commitments, not feelings: There will be times when you won’t feel like doing the critical activities. We’ve all been there. Getting out of bed at 5:30 a.m. to jog in the winter cold can be daunting, especially when you’re in a toasty warm bed. It is during these times that you will need to learn to act on your commitments instead of your feelings. If you don’t, you will never build any momentum and will get stuck continually restarting or, as is so often the case, giving up. Learning to do the things you need to do, regardless of how you feel, is a core discipline for success.

Anthropologists like Kohrt, Hoffman, and Abramowitz have identified three factors that seem to crucially affect a combatant's transition back into civilian life. The United States seems to rank low on all three. First, cohesive and egalitarian tribal societies do a very good job at mitigating effects of trauma, but by their very nature, many modern societies are exactly the opposite: hierarchical and alienating. America's great wealth, although a blessing in many ways, has allowed for the growth of an individualistic society that suffers high rates of depression and anxiety. Both are correlated with chronic PTSD. Secondly, ex-combatants shouldn't be seen -or be encouraged to see themselves - as victims... Lifelong disability payments for a disorder like PTSD, which is both treatable and usually not chronic, risks turning veterans into a victim class that is entirely dependent on the government for their livelihood... Perhaps most important, veterans need to feel that they're just as necessary and productive back in society as they were on the battlefield... Recent studies of something called 'social resilience' have identified resource sharing and egalitarian wealth distribution as major components of a society's ability to recover from hardship. And societies that rank high on social resilience...provide soldiers with a significantly stronger buffer against PTSD than low-resilience societies. In fact, social resilience is an even better predictor of trauma recovery than the level of resilience of the person himself.

mother instilled in me a deep respect for the potential of the human brain, and that respect has deepened over the years to an attitude I can only describe as awe. Every time I open a child’s head and see a brain, I marvel at the mystery: This is what makes every one of us who we are. This is what holds all our memories, all our thoughts, all our dreams. This is what makes us different from each other in millions of ways. And yet if I could expose my brain and your brain and place them side by side, you wouldn’t be able to tell the difference—even though we might be very different people. That still amazes me. Inside each human brain are billions and billions of complex interconnections, neurons and synapses, which science has only barely begun to understand. When you add to that the mystery of mind

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.

In class, we identified some elements essential to creativity: risk, perseverance, novel problem solving, disciplined spontaneity, the need to make exterior one’s inner universe, openness to experience, luck, genetics, a willingness to react against the status quo, delight, mastery, the ability to live not only one’s own life but also the life of one’s time, childlike innocence guided by the sophistication of an adult, resourcefulness, a sense of spirituality a mind of large general knowledge fascinated by particulars, passion, the useful application of obsession, a sacred place (abstract or physical), among many others. That all these qualities, and more, might combine to produce what we refer to as a moment of inspiration is one of the great mysteries and triumphs of mind. Our minds grow. Not because we always need them to but because it is their nature, just as it is the nature of flies to seek out open wounds and the nature of flowers to follow the sun.

Ultimately there are but three systems of ethics, three conceptions of the ideal character and the moral life. One is that of Buddha and Jesus, which stresses the feminine virtues, considers all men to be equally precious, resists evil only by returning good, identifies virtue with love, and inclines in politics to unlimited democracy. Another is the ethic of Machiavelli and Nietzsche, which stresses the masculine virtues, accepts the inequality of men, relishes the risks of combat and conquest and rule, identifies virtue with power, and exalts an hereditary aristocracy. A third, the ethic of Socrates, Plato, and Aristotle, denies the universal applicability of either the feminine or the masculine virtues; considers that only the informed and mature mind can judge, according to diverse circumstance, when love should rule, and when power; identifies virtue, therefore, with intelligence; and advocates a varying mixture of aristocracy and democracy in government.

To summarize the VWAP Reversal Strategy: After I build my watchlist in the morning, I closely monitor the shortlisted stocks in the first five minutes after the Open. I identify their opening range and their price action. The stocks will either move higher or below the VWAP. Depending on the price action, I may be able to take an Opening Range Breakout to the long or short side. I monitor the price when it moves away from the VWAP and look for a sign of weakness. If it is above the VWAP, failing to make a new high of the day may be a sign that the buyers are exhausted. If it is below the VWAP, failing to make a new low of the day or a new 5-minute low can be a sign that the sellers are gone, and the stock can be ready for a squeeze back to the VWAP. I take the trade only if I can get a good entry and a good risk/reward ratio. Remember, most of the time stocks move really fast without offering a good entry and a good risk/reward ratio. If I am short above the VWAP, I cover my short at the VWAP and bring my stop loss to break-even. If I am long below the VWAP, I sell part of my position at the VWAP, and keep the rest for a squeeze above the VWAP (or as some traders would call it, a VWAP Pop). Do ensure you bring your stop loss to break-even, because sometimes the stock can bounce back from the VWAP as well.

of their behavior on the target. In so doing, the aggressor’s intentions become the most important issue. In essence, this guideline tells victims that as long as there was no intention to cause harm, they need to let go of the hurt and move on. In so doing, this guideline upholds white racial innocence while minimizing the impact of racism on people of color. • Speak your truth: The admonition to speak the truth seems to be an unnecessary guideline. I have not seen a pattern of lying in these groups. Have I seen defensiveness, distancing behavior, silence, avoidance of taking risks? Yes. But have I observed people not speaking their truth? No. More importantly, what if your truth is that you are color blind? Because no one can actually be color blind in a racist society, the claim that you are color blind is not a truth; it is a false belief. Yet this guideline can position all beliefs as truths and, as such, equally valid. Given that the goal of antiracist work is to identify and challenge racism and the misinformation that supports it, all perspectives are not equally valid; some are rooted in racist ideology and need to be uncovered and challenged. We must distinguish between sharing your beliefs so that we can identify how they may be upholding racism and stating your beliefs as “truths” that cannot be challenged.

There followed a three-year spectacle during which [Senator Joseph] McCarthy captured enormous media attention by prophesying the imminent ruin of America and by making false charges that he then denied raising—only to invent new ones. He claimed to have identified subversives in the State Department, the army, think tanks, universities, labor unions, the press, and Hollywood. He cast doubt on the patriotism of all who criticized him, including fellow senators. McCarthy was profoundly careless about his sources of information and far too glib when connecting dots that had no logical link. In his view, you were guilty if you were or ever had been a Communist, had attended a gathering where a supposed Communist sympathizer was present, had read a book authored by someone soft on Communism, or subscribed to a magazine with liberal ideas. McCarthy, who was nicknamed Tailgunner Joe, though he had never been a tail gunner, was also fond of superlatives. By the middle of 1951, he was warning the Senate of “a conspiracy so immense and an infamy so black as to dwarf any previous such venture in the history of man.” McCarthy would neither have become a sensation, nor ruined the careers of so many innocent people, had he not received support from some of the nation’s leading newspapers and financing from right-wingers with deep pockets. He would have been exposed much sooner had his wild accusations not been met with silence by many mainstream political leaders from both parties who were uncomfortable with his bullying tactics but lacked the courage to call his bluff. By the time he self-destructed, a small number of people working in government had indeed been identified as security risks, but none because of the Wisconsin senator’s scattershot investigations. McCarthy fooled as many as he did because a lot of people shared his anxieties, liked his vituperative style, and enjoyed watching the powerful squirm. Whether his allegations were greeted with resignation or indignation didn’t matter so much as the fact that they were reported on and repeated. The more inflammatory the charge, the more coverage it received. Even skeptics subscribed to the idea that, though McCarthy might be exaggerating, there had to be some fire beneath the smoke he was spreading. This is the demagogue’s trick, the Fascist’s ploy, exemplified most outrageously by the spurious and anti-Jewish Protocols of the Elders of Zion. Repeat a lie often enough and it begins to sound as if it must—or at least might—be so. “Falsehood flies,” observed Jonathan Swift, “and the truth comes limping after it.” McCarthy’s career shows how much hysteria a skilled and shameless prevaricator can stir up, especially when he claims to be fighting in a just cause. After all, if Communism was the ultimate evil, a lot could be hazarded—including objectivity and conventional morality—in opposing it.

Where to stash your organizational risk? Lately, I’m increasingly hearing folks reference the idea of organizational debt. This is the organizational sibling of technical debt, and it represents things like biased interview processes and inequitable compensation mechanisms. These are systemic problems that are preventing your organization from reaching its potential. Like technical debt, these risks linger because they are never the most pressing problem. Until that one fateful moment when they are. Within organizational debt, there is a volatile subset most likely to come abruptly due, and I call that subset organizational risk. Some good examples might be a toxic team culture, a toilsome fire drill, or a struggling leader. These problems bubble up from your peers, skip-level one-on-ones,16 and organizational health surveys. If you care and are listening, these are hard to miss. But they are slow to fix. And, oh, do they accumulate! The larger and older your organization is, the more you’ll find perched on your capable shoulders. How you respond to this is, in my opinion, the core challenge of leading a large organization. How do you continue to remain emotionally engaged with the challenges faced by individuals you’re responsible to help, when their problem is low in your problems queue? In that moment, do you shrug off the responsibility, either by changing roles or picking powerlessness? Hide in indifference? Become so hard on yourself that you collapse inward? I’ve tried all of these! They weren’t very satisfying. What I’ve found most successful is to identify a few areas to improve, ensure you’re making progress on those, and give yourself permission to do the rest poorly. Work with your manager to write this up as an explicit plan and agree on what reasonable progress looks like. These issues are still stored with your other bags of risk and responsibility, but you’ve agreed on expectations. Now you have a set of organizational risks that you’re pretty confident will get fixed, and then you have all the others: known problems, likely to go sideways, that you don’t believe you’re able to address quickly. What do you do about those? I like to keep them close. Typically, my organizational philosophy is to stabilize team-by-team and organization-by-organization. Ensuring any given area is well on the path to health before moving my focus. I try not to push risks onto teams that are functioning well. You do need to delegate some risks, but generally I think it’s best to only delegate solvable risk. If something simply isn’t likely to go well, I think it’s best to hold the bag yourself. You may be the best suited to manage the risk, but you’re almost certainly the best positioned to take responsibility. As an organizational leader, you’ll always have a portfolio of risk, and you’ll always be doing very badly at some things that are important to you. That’s not only okay, it’s unavoidable.

There is risk and resistance to coming into being. The Universe itself knew it when it encountered gravitational resistance to expansion, in our very beginnings, in the primordial Flaring Forth. It was never without creative tension. The Universe knows it daily, in every moment. Imbolc can be a time of remembering personal vulnerabilities, feeling them and accepting them, but remaining resolute in birthing and tending of the new, listening for the Urge of the Creative Universe within. Brian Swimme has said (quoting cultural anthropologist A.L. Kroeber) that the destiny of the human is not “bovine placidity” but the highest degree of tension that can be creatively born. For women in the patriarchal cultural context, the Imbolc process/ceremony may be an important integrating expression, used as they might be, to fragmentation in relationship - giving themselves away too easily. This seasonal celebration of individuation/differentiation, yet with integrity/wholeness, especially invoking She-who-is-unto-Herself, can be a significant dedication. However, most Gaian beings have uncertainties, and many specifically about gender/sex and aspects of wholeness and integrity; all new being requires care and commitment. Men also need to return to relationship with the Mother, in themselves and in GaiaEarth: and may choose this Seasonal Moment to re-identify with the ancient traditions of the male as a Caretaker, Shepherd, Gardener – “at-tending,” and Son of the Mother.

For centuries, even millennia, generals and governors, artists and poets had taken it for granted that soldiers fight. That if there’s one thing that brings out the hunter in us, it’s war. War is when we humans get to do what we’re so good at. War is when we shoot to kill. But as Colonel Samuel Marshall continued to interview groups of servicemen, in the Pacific and later in the European theatre, he found that only 15 to 25 per cent of them had actually fired their weapons. At the critical moment, the vast majority balked. One frustrated officer related how he had gone up and down the lines yelling, ‘Goddammit! Start shooting!’ Yet, ‘they fired only while I watched them or while some other officer stood over them’.14 The situation on Makin that night had been do-or-die, when you would expect everyone to fight for their lives. But in his battalion of more than three hundred soldiers, Marshall could identify only thirty-six who actually pulled the trigger. Was it a lack of experience? Nope. There didn’t seem to be any difference between new recruits and experienced pros when it came to willingness to shoot. And many of the men who didn’t fire had been crack shots in training. Maybe they just chickened out? Hardly. Soldiers who didn’t fire stayed at their posts, which meant they ran as much of a risk. To a man, they were courageous, loyal patriots, prepared to sacrifice their lives for their comrades. And yet, when it came down to it, they shirked their duty. They failed to shoot.

To summarize my trading strategy for the ABCD Pattern: When I find a Stock in Play, either from my Gappers watchlist or from one of my scanners, or when I’m advised by someone in our chatroom that a stock is surging up from point A and reaching a significant new high for the day (point B), I wait to see if the price makes a support higher than point A. I call this point C. I do not jump into the trade right away. I watch the stock during its consolidation period. I choose my share size and stop loss and profit target exit strategy. When I see that the price is holding support at point C, I enter the trade close to the price of point C in anticipation of moving forward to point D or higher. Point C can also be identified from a 1-minute chart. It is important to look at both time frames in order to gain a better insight. My stop is the loss of point C. If the price goes lower than point C, I sell and accept the loss. Therefore, it is important to buy the stock close to point C to minimize the loss. Some traders wait and buy only at point D to ensure that the ABCD Pattern is really working. In my opinion, that approach basically reduces your reward while at the same time increases your risk. If the price moves higher, I sell half of my position at point D, and bring my stop higher to my entry point (break-even). I sell the remaining position as soon as my target hits or I sense that the price is losing steam or that the sellers are acquiring control of the price action. When the price makes a new low on my 5-minute chart, it is a good indicator that the buyers are almost exhausted.

Jobs later explained, “We discussed whether it was correct before we ran it. It’s grammatical, if you think about what we’re trying to say. It’s not think the same, it’s think different. Think a little different, think a lot different, think different. ‘Think differently’ wouldn’t hit the meaning for me.” In order to evoke the spirit of Dead Poets Society, Clow and Jobs wanted to get Robin Williams to read the narration. His agent said that Williams didn’t do ads, so Jobs tried to call him directly. He got through to Williams’s wife, who would not let him talk to the actor because she knew how persuasive he could be. They also considered Maya Angelou and Tom Hanks. At a fund-raising dinner featuring Bill Clinton that fall, Jobs pulled the president aside and asked him to telephone Hanks to talk him into it, but the president pocket-vetoed the request. They ended up with Richard Dreyfuss, who was a dedicated Apple fan. In addition to the television commercials, they created one of the most memorable print campaigns in history. Each ad featured a black-and-white portrait of an iconic historical figure with just the Apple logo and the words “Think Different” in the corner. Making it particularly engaging was that the faces were not captioned. Some of them—Einstein, Gandhi, Lennon, Dylan, Picasso, Edison, Chaplin, King—were easy to identify. But others caused people to pause, puzzle, and maybe ask a friend to put a name to the face: Martha Graham, Ansel Adams, Richard Feynman, Maria Callas, Frank Lloyd Wright, James Watson, Amelia Earhart. Most were Jobs’s personal heroes. They tended to be creative people who had taken risks, defied failure, and bet their career on doing things in a different way.

bring some curiosity to each moment you have with the people in your life, especially those you know well and perhaps take for granted. This takes practice, but it’s not hard to get better at it. “How was your day?”—“Fine” needn’t be the end of a conversation. It is your sincere interest that will motivate folks to respond. You might follow up with something a little more playful like, “What was the most fun thing that happened today?” Or, “Did anything surprising happen today?” And when someone makes a casual reply you can dig deeper: “Can I ask you more about that… I’m so curious and not sure I really understand it fully…” Try to put yourself in this person’s place and imagine what they have experienced. Engaging conversations often come from this perspective-taking alone, and curiosity can be contagious. You might find that the more interested you are in others, the more interested they become in you, and you might also be surprised how fun this process can be. Life is always at risk of slipping by unnoticed. If the days and months and years feel as if they are moving too quickly, focused attention might be one remedy. Giving something your undivided attention is a way of bringing it to life and assuring that you don’t float through time on automatic pilot. Noticing someone is a way of respecting them, paying tribute to the person they are in that exact moment. And noticing yourself, checking in about how you move through the world, about where you are now and where you would like to be, can help you identify which people and pursuits most need your attention. Attention is your most precious asset, and deciding how to invest it is one of the most important decisions you can make. The good news is you can make that decision now, in this moment, and in each moment of your life.

Dr. Lydia Ciarallo in the Department of Pediatrics, Brown University School of Medicine, treated thirty-one asthma patients ages six to eighteen who were deteriorating on conventional treatments. One group was given magnesium sulfate and another group was given saline solution, both intravenously. At fifty minutes the magnesium group had a significantly greater percentage of improvement in lung function, and more magnesium patients than placebo patients were discharged from the emergency department and did not need hospitalization.4 Another study showed a correlation between intracellular magnesium levels and airway spasm. The investigators found that patients who had low cellular magnesium levels had increased bronchial spasm. This finding confirmed not only that magnesium was useful in the treatment of asthma by dilating the bronchial tubes but that lack of magnesium was probably a cause of this condition.5 A team of researchers identified magnesium deficiency as surprisingly common, finding it in 65 percent of an intensive-care population of asthmatics and in 11 percent of an outpatient asthma population. They supported the use of magnesium to help prevent asthma attacks. Magnesium has several antiasthmatic actions. As a calcium antagonist, it relaxes airways and smooth muscles and dilates the lungs. It also reduces airway inflammation, inhibits chemicals that cause spasm, and increases anti-inflammatory substances such as nitric oxide.6 The same study established that a lower dietary magnesium intake was associated with impaired lung function, bronchial hyperreactivity, and an increased risk of wheezing. The study included 2,633 randomly selected adults ages eighteen to seventy. Dietary magnesium intake was calculated by a food frequency questionnaire, and lung function and allergic tendency were evaluated. The investigators concluded that low magnesium intake may be involved in the development of both asthma and chronic obstructive airway disease.

This book consists not only of my stories of mistakes, rather it’s all our stories of mistakes and heart aches. It’s the plight of all of us who were rebelling, and kicking against the social messes we found ourselves in. Yet there are so many others who are not alive today, and I feel obligated in not allowing the lessons of their mistakes to lie in the grave with them. It was the United States Senator, Al Franken, who stated, “Mistakes are a part of being human. Precious life lessons that can only be learned the hard way unless it's a fatal mistake, which, at least, others can learn from.” I’m revealing all of those mistakes and more, sadly a lot of them are fatal. In an attempt to have these real life lessons obtained in blood, prevent the blood-shedding of so many others. These stories are ones that young people can understand and identify with. While at the same time empowering them, to make better decisions about their choice of friends, the proper use of their time and how one wrong move can be fatal. I guess the major question that we all have to ask ourselves at the end of the day would be: how could I and so many others have been prevented from becoming monsters? You be the judge. I now extend my hand to you, and personally invite you to take a journey with me into the heartlands of innocence to menacing, from a youngster to a monster, and the making of a predator. I will safely walk you down the deserted and darkened street corners which were once my world of crime, gang violence and senseless murders. It’s a different world unto itself, one which could only be observed up close by invitation only. Together we will learn the motivation behind hard-core gangsters, and explore the minds of cold-blooded murderers. You will discover the way they think about their own lives, and why they are so remorseless about the taking of another’s life. So, if you will, please journey with me as we discover together how the fight of our lives were wrapped up in our fathers.

We may need to consider a little abstinence from our automatic, reflexive responses of being helpful to others. For some of us, doing this may feel very threatening; to identify our addictions of helpfulness is to challenge the ways we habitually express love – it comes close to challenging our love itself. . . . Let us go back for a moment and look at that tiny, perhaps almost nonexistent space between feeling a person’s pain and doing something in response to it. It is not easy to just be with the pain of another, to feel it as your own. No wonder we are likely to jump into our habitual responses so quickly. As soon as we start doing something for or to the suffering person, we can minimize the bare agony of feeling that person’s pain. It is like that everywhere; our addicted doings act as minor anaesthesia. . . . Sometimes, perhaps often, taking the space will feel like an absence of response. We may fear the person will think we don’t care because we are not immediately hopping like popcorn to do something helpful. And sometimes the response that is authentically invited will never appear overtly helpful. Perhaps we are just invited to pray, silently in the background, or just to be present without saying a word or offering even a touch. Sometimes love even invites us to leave a person alone. Such responses are not too good for our egos; the suffering person is unlikely to come and thank us for our lack of involvement. But love does not ask for credit, nor does it permit ego-gratification as the motive for response. Authentic loving responsiveness calls for a kind of fasting from being helpful. Real helpfulness requires a relinquishment of our caretaking reflexes. It demands not only that we stay present with the un-anaesthetized pain of the person or situation, but that we also risk appearing to be uncaring. It further asks us to be unknowing. Right there in the centre of a situation that screams for action, we must admit that we really don’t know what to do. Finally, it invites us to turn our consciousness toward the exact point where our hearts are already looking: to the source of love. There, and only there, is the wellspring of authentic responsiveness found.

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.