Initiative Success Quotes

You are essentially who you create yourself to be and all that occurs in your life is the result of your own making.

It must be considered that there is nothing more difficult to carry out, nor more doubtful of success, nor more dangerous to handle, than to initiate a new order of things.

It must be remembered that there is nothing more difficult to plan, more doubtful of success, nor more dangerous to manage than a new system. For the initiator has the enmity of all who would profit by the preservation of the old institution and merely lukewarm defenders in those who gain by the new ones.

Money, an invention in which its creators decide who gets what amount of the finite pie. A person could work miracles for humankind and be given next to none of this manmade item, whereas another person could do next to nothing, or even perform major adverse actions against humankind and the planet, and be given a huge helping of it. This is because the monetary system that was initially used as a way of keeping track of goods and services rendered had been hijacked by the Masters to be used against the population.

Every test successfully met is rewarded by some growth in intuitive knowledge, strengthening of character, or initiation into a higher consciousness.

The road to your highest achievements leads through environments that support you.

Humans weren’t dumb enough to not be aware that the system they lived in was broken. They just had no idea that it was intentionally created to be broken for a reason—control. Humans constantly tried to fix their broken system by approaching each compartmentalized section separately, not knowing that each section was weaved together in a matrix that kept the others stable, a highly efficient checks and balances system. A human could take initiative and argue about an issue their whole life, barking in people’s faces till their face turned blue, thinking they were making a difference in the world. None of the issues could be fixed by tackling each one separately, because it was only a matter of time before the great design’s checks and balances would revert the solved issue back to its intended broken state, erasing the person’s lifelong hard work overnight.

People’s confidence in their abilities influences how they approach life. Their dreams are likely anchored to what they feel they can achieve.

Firestarters are flexible. They recognize situational needs and are able to flow into the accessible role identity most relevant to overcome emergent challenges.

Education spending will be most effective if it relies on parental choice & private initiative -- the building blocks of success throughout our society.

Innovators are owners of the situation. They own it because they create it—quite literally. They embrace the world as it should match the vision in their heads. And when something is missing from that vision, they fill the gap.

Freedom in any moment is a product of two things: the autonomy you feel and the support for autonomy that the moment allows.

...no one is able to produce a great work of art without experience, nor achieve a worldly position immediately, nor be a great lover at the first attempt; and in the interval between initial failure and subsequent success, in the gap between who we wish one day to be and who we are at present, must come pain, anxiety, envy and humiliation. We suffer because we cannot spontaneously master the ingredients of fulfilment.

Why doesn’t every fire once kindled, survive and thrive? Why doesn’t every person accomplish her dreams? The simple answer is that the Firestarter’s life is a constant fight against extinction.

If you feel you don’t know the right people, turn to the next person you see on the street and introduce yourself—that connection could be the key to your future.

When you travel mentally from a low point to a high point, the ensuing inspiration eclipses the negativity of the initial downfall.

Success is not only dependent on understanding your own skill-set. It’s also important to recognize the talents of others and know how to profit from them.

Introspection is a form of self-management. You reflect. You decide. You change. You allow yourself to grow.

Firestarters aren’t born lucky. They manufacture it.

Collaborators don’t steal others’ ideas, take advantage of people, or sit back while others accomplish their tasks for them. Collaborators take action to ensure that everyone with whom they work can enjoy the maximum potential outcome.

Firestarters are able to make associations between similar situations and use lessons learned from one sphere of their lives to inform actions and thoughts in seemingly unrelated situations. They look for patterns of success, and then they pounce on situations that have proven to be generators of that success.

The first step is the most important. It is the most crucial and the most effective as it will initiate the direction you have chosen.

Your success is your responsibility. Take the initiative, do the work, and persist to the end.

During the dark night there is no choice but to surrender control, give in to unknowing, and stop and listen to whatever signals of wisdom might come along. It’s a time of enforced retreat and perhaps unwilling withdrawal. The dark night is more than a learning experience; it’s a profound initiation into a realm that nothing in the culture, so preoccupied with external concerns and material success, prepares you for.

CRITICISM is part of LEARNING and GROWTH. It means that you are taking INITIATIVES to learn something new and grow over from your current state. If you are not getting criticised, it means you are not taking enough RISK to learn something new and to grow.

The large majority of teenagers who attend Higgs are soulless, conformist idiots. I have successfully integrated myself into a small group of girls who I consider to be “good people,” but sometimes I still feel that I might be the only person with a consciousness, like a video game protagonist, and everyone else are computer-generated extras who have only a select few actions, such as “initiate meaningless conversation” and “hug.

Success demands singleness of purpose. You need to be doing fewer things for more effect instead of doing more things with side effects. It is those who concentrate on but one thing at a time who advance in this world. Passion for something leads to disproportionate time practicing or working at it. That time spent eventually translates to skill, and when skill improves, results improve. Better results generally lead to more enjoyment, and more passion and more time is invested. It can be a virtuous cycle all the way to extraordinary results. The ONE Thing shows up time and again in the lives of the successful because it’s a fundamental truth. More than anything else, expertise tracks with hours invested. The pursuit of mastery bears gifts. When people look back on their lives, it is the things they have not done that generate the greatest regret...People’s actions may be troublesome initially; it is their inactions that plague them most with long-term feelings of regret. Make sure every day you do what matters most. When you know what matters most, everything makes sense. When you don’t know what matters most, anything makes sense.

Moralism and ignorance are responsible for the constant stereotyping of prostitutes by their lowest common denominator -- the sick, strung-out addicts, couched on city stoops, who turn tricks for drug money. . . . The most successful prostitutes in history have been invisible. That invisibility was produced by their high intelligence, which gives them the power to perceive, and move freely but undetected in the social frame. The prostitute is a superb analyst, not only in evading the law but in initiating the unique constellation of convention and fantasy that produces a stranger’s orgasm. She lives by her wits as much as her body. She is a psychologist, actor, and dancer, a performance artist of hyper-developed sexual imagination.

Children of her type contrive the purest philosophies. Ada had worked out her own little system. Hardly a week had elapsed since Van’s arrival when he was found worthy of being initiated in her web of wisdom. An individual’s life consisted of certain classified things: "real things" which were unfrequent and priceless, simply "things" which formed the routine stuff of life; and "ghost things," also called "fogs," such as fever, toothache, dreadful disappointments, and death. Three or more things occurring at the same time formed a "tower," or, if they came in immediate succession, they made a "bridge." "Real towers" and "real bridges" were the joys of life, and when the towers came in a series, one experienced supreme rapture; it almost never happened, though. In some circumstances, in a certain light, a neutral "thing" might look or even actually become "real" or else, conversely, it might coagulate into a fetid "fog." When the joy and the joyless happened to be intermixed, simultaneously or along the ramp of duration, one was confronted with "ruined towers" and "broken bridges.

Abusers like to target people who have something they do not or cannot possess themselves. Narcissists, sociopaths, and psychopaths are notorious for picking targets that initially boost their egos. It could be the target’s appearance, age, intellect, reputation, religious convictions, career success, family, friends, or something else.

Children who fail to learn basic love and trust at home are handicapped later in mastering the assertiveness, initiative, and autonomy that are the foundation of successful adulthood.

Instead of preparing men for life French schools solely prepare them to occupy public functions, in which success can be attained without any necessity for self-direction or the exhibition of the least glimmer of personal initiative.

Therefore remember: Always fall asleep with peaceful and harmonious thoughts or with thoughts of success, health and inner peacefulness.

Both dance and dream are brought into being by the consciousness of a moment. They can never be repeated or successfully imitated. But you can dance and dream again. You must, if life is to continue.

Run your purpose on the toes of your feet before people can type your success stories with the fingers of their hands.

True success in any endeavor can only come when the Father has initiated the activity and invited our participation.

Take the initiative. Be like the successful. Go out of your way to meet people. And don’t be timid. Don’t be afraid to be unusual. Find out who the other person is, and be sure he knows who you are.

You see, we are so afraid to fail, to make mistakes, not only in examinations but in life. To make a mistake is considered terrible because we will be criticized for it, somebody will scold us. But, after all, why should you not make a mistake? Are not all the people in the world making mistakes? And would the world cease to be in this horrible mess if you were never to make a mistake? If you are afraid of making mistakes you will never learn. The older people are making mistakes all the time, but they don’t want you to make mistakes, and thereby they smother your initiative. Why? Because they are afraid that by observing and questioning everything, by experimenting and making mistakes you may find out something for yourself and break away from the authority of your parents, of society, of tradition. That is why the ideal of success is held up for you to follow; and success, you will notice, is always in terms of respectability.

Paradoxically, then, network effects businesses must start with especially small markets. Facebook started with just Harvard students—Mark Zuckerberg’s first product was designed to get all his classmates signed up, not to attract all people of Earth. This is why successful network businesses rarely get started by MBA types: the initial markets are so small that they often don’t even appear to be business opportunities at

The most fulfilling human projects appeared inseparable from a degree of torment, the sources of our greatest joys lying awkwardly close to those of our greatest pains… Why? Because no one is able to produce a great work of art without experience, nor achieve a worldly position immediately, nor be a great lover at the first attempt; and in the interval between initial failure and subsequent success, in the gap between who we wish one day to be and who we are at present, must come pain, anxiety, envy and humiliation. We suffer because we cannot spontaneously master the ingredients of fulfillment. Nietzsche was striving to correct the belief that fulfillment must come easily or not at all, a belief ruinous in its effects, for it leads us to withdraw prematurely from challenges that might have been overcome if only we had been prepared for the savagery legitimately demanded by almost everything valuable.

Success can be measured in terms of smiles and the speed of the initial "mad rush" to be the first in line.

Instead of just giving employees an award for the smartest idea or praise for a brilliant performance, they would get praise for taking initiative, for seeing a difficult task through, for struggling and learning something new, for being undaunted by a setback, or for being open to and acting on criticism.

When you care deeply about someone or something, repairs are worth your investment of time, energy, effort, heart, and resources. Whether it is to repair a broken trust or a damaged relationship, take the initiative to make it right and make it better.

Once in a while a new government initiates a program to put power to better use, but its success or failure never really proves anything. In science, experiments are designed, checked, altered, repeated-- but not in politics... We have no real cumulative knowledge. History tells us nothing. That's the tragedy of a political reformer.

I’ve found that often the quality you see in successful people is knowing when to take the initiative, and being quick about it.  I’ve never sat around, waiting for someone to tell me to take charge.  I just do it.

and if it be true that the loveliest tune imaginable becomes vulgar and insupportable as soon as the public begins to hum it and the hurdy-gurdies make it their own, the work of art which does not remain indifferent to the spurious artists, which is not contested by fools, and which is not satisfied with awakening the enthusiasm of the few, by this very fact becomes profaned, trite, almost repulsive to the initiate. This promiscuity in admiration, furthermore, was one of the greatest sources of regret in his life. Incomprehensible successes had forever spoiled for him many pictures and books once cherished and dear. Approved by the mob, they began to reveal imperceptible defects to him, and he rejected them, wondering meanwhile if his perceptions were not growing blunted.

The desirable thing is to possess sufficient Individuality and Initiative to be your own bellwether – to be a law unto yourself, so far as other men are concerned. The great men – the strong men – care nothing for the flock, which so obediently trots along after them. They derive no satisfaction from this thing, which pleases only inferior minds, and gratifies only petty natures and ambitions. The big men – the great spirits of all ages – have derived more satisfaction from that inward conviction of strength and ability which they felt unfolding into activity within themselves, than in the plaudits of the mob, or in the servility of those imitative creatures who sought to follow in their footsteps.

Early entry is appropriate when the following general circumstances hold:   Image and reputation of the firm are important to the buyer, and the firm can develop an enhanced reputation by being a pioneer. Early entry can initiate the learning process in a business in which the learning curve is important, experience is difficult to imitate, and it will not be nullified by successive technological generations. Customer loyalty will be great, so that benefits will accrue to the firm that sells to the customer first. Absolute cost advantages can be gained by early commitment to supplies of raw materials, distribution channels, and so on.

trying to micromanage employees slows decisions and kills individual initiative. Attempting to impose precise order on how a project in a department is accomplished stifles creativity and leads to a formulistic approach to business problems. Insisting

Our minds automatically seek explanations for things, so when we don’t know something for sure, we make assumptions. For someone with ADHD, her symptoms are clear but the explanation isn’t, so everyone makes assumptions about why she doesn’t do better. Of course, all the old familiar explanations are used—she just needs to try harder, she’s irresponsible, she doesn’t care enough, she wants to do badly. This very much adds insult to injury. Not only doesn’t it help her do better, but it just makes her question herself: “Huh. I thought I tried my best on that, but maybe I didn’t.” Initially most people tend to fight back against these accusations, but over time the accusations begin to sink in and influence how people see and feel about themselves.

Cermak said, “Those therapists who work successfully with this population have learned to honor the client’s need to keep a lid on his or her feelings. The most effective therapeutic process involves swinging back and forth between uncovering feelings and covering them again, and it is precisely this ability to modulate their feelings that PTSD clients have lost. They must feel secure that their ability to close their emotions down will never be taken away from them, but instead will be honored as an important tool for living. The initial goal of therapy here is to help clients move more freely into their feelings with the assurance that they can find distance from them again if they begin to be overwhelmed. Once children from chemically dependent homes, adult children of alcoholics, and other PTSD clients become confident that you are not going to strip them of their survival mechanisms, they are more likely to allow their feelings to emerge, if only for a moment. And that moment will be a start.” (58)

They were poor and living in the farthest corners of the Bronx. How did they afford tickets? "Mary got a quarter," Friedman says. "There was a Mary who was a ticket taker, and if you gave Mary a quarter, she would let you stand in the second balcony, without a ticket." ... and what you learn in that world is that through your own powers of persuasion and initiative, you can take your kids to Carnegie Hall. There is no better lesson for a budding lawyer than that. The garment industry was boot camp for the professionals.

In avoiding any situations reminiscent of the past trauma, or any initiative that might involve future planning and risk, traumatized people deprive themselves of those new opportunities for successful coping that might mitigate the effect of the traumatic experience. Thus, constrictive symptoms, though they may represent an attempt to defend against overwhelming emotional states, exact a high price for whatever protection they afford. They narrow and deplete the quality of life and ultimately perpetuate the effects of the traumatic event.

This growth mindset is based on the belief that your basic qualities are things you can cultivate through your efforts. Although people may differ in every which way—in their initial talents and aptitudes, interests, or temperaments—everyone can change and grow through application and experience.

When forecasting the outcomes of risky projects, executives too easily fall victim to the planning fallacy. In its grip, they make decisions based on delusional optimism rather than on a rational weighting of gains, losses, and probabilities. They overestimate benefits and underestimate costs. They spin scenarios of success while overlooking the potential for mistakes and miscalculations. As a result, they pursue initiatives that are unlikely to come in on budget or on time or to deliver the expected returns—or even to be completed. In this view, people often (but not always) take on risky projects because they are overly optimistic about the odds they face. I will return to this idea several times in this book—it probably contributes to an explanation of why people litigate, why they start wars, and why they open small businesses.

A certain amount of native skill and training can allow many individuals to be fairly successful magicians, achieving a surprisingly high ratio of positive results through sorcery.(...) These outer changes, no matter how dramatic, will not necessarily have a deep impact on the deepest levels of your psyche, which is where the process of initiation most meaningfully manifests.' --Zeena Schreck for “Contemporary notions of Kundalini, its background and role within new Western religiosity,” University of Stockholm, Malin Fitger 2004

Today, Chanel sells nothing other than its griffe; the griffe is an absolute symbol for 'fashion' which, having become historical, is now able to sell this history better than it could sell fashion. Chanel's lasting success proves that fashion has become self-referential: the fetish of the mere name shows how it has begun to revolve around itself. The House of Chanel produces what Coco most abhorred: a thing of the past, dead. The visible, outwardly displayed griffe has become the opposite of individualized style: instead it confirms the latent uniform collectivity, which had always defined Chanel-wear; in the end, it signifies membership of an expensive club. The Chanel woman does not want to display her own taste, she wants to belong. In order to be certain, she is laden with Chanel signs and accessories, like amulets to protect against the evil eye; on the pocket, on the belt, on the dress buttons, on the watch, on costume jewelry, proudly stand the initials of the founder of the house, to which she knows she belongs.

All knowledge that takes special training to acquire is the province of the Magician energy. Whether you are an apprentice training to become a master electrician and unraveling the mysteries of high voltage; or a medical student, grinding away night and day, studying the secrets of the human body and using available technologies to help your patients; or a would-be stockbroker or a student of high finance; or a trainee in one of the psychoanalytic schools, you are in exactly the same position as the apprentice shaman or witch doctor in tribal societies. You are spending large amounts of time, energy, and money in order to be initiated into rarefied realms of secret power. You are undergoing an ordeal testing your capacities to become a master of this power. And, as is true in all initiations, there is no guarantee of success. [Magician energy]

Parents with a child born at the end of the calendar year often think about holding their child back before the start of kindergarten: it’s hard for a five-year-old to keep up with a child born many months earlier. But most parents, one suspects, think that whatever disadvantage a younger child faces in kindergarten eventually goes away. But it doesn’t. It’s just like hockey. The small initial advantage that the child born in the early part of the year has over the child born at the end of the year persists.

We found time for less serious things that summer, such as long hours spent playing games like Monopoly, Parcheesi, and Yacht. Peter came honestly by his honorary title of GGP—abbreviation for Great Game Player, bestowed on him by my young brother and sister. My family thought it would look impressive on his church bulletin—thus, “Peter Marshall, DD, GGP.” The day of our wedding saw a cold rain falling, “an ideal day for staying home and playing games,” Peter said. It was indeed. During the morning, I put the finishing touches to my veil and wrestled with a new influx of wedding gifts swathed in tons of tissue paper and excelsior. I gathered the impression that Peter was rollicking through successive games of Yacht, Parcheesi, and Rummy with anyone who had sufficient leisure to indulge him. That was all right, but I thought he was carrying it a bit too far when, thirty minutes before the ceremony, he was so busy pushing his initial advantage in a game of Chinese Checkers with my little sister Em that he still had not dressed.

In my lifelong study of the scores of species of ants to be found in the tropical forests of Dal Hon, I am led to the conviction that all forms of life are engaged in a struggle to survive, and that within each species there exists a range of natural but variable proclivities, of physical condition and of behaviour, which in turn weighs for or against in the battle to survive and procreate. Further, it is my suspicion that in the act of procreation, such traits are passed on. By extension, one can see that ill traits reduce the likelihood of both survival and procreation. On the basis of these notions, I wish to propose to my fellow scholars at this noble gathering a law of survival that pertains to all forms of life. But before I do so, I must add one more caveat, drawn from the undeniable behavioural characteristics of, in my instance of speciality, ants. To whit, success of one form of life more often than not initiates devastating population collapse among competitors, and indeed, sometimes outright extinction. And that such annihilation of rivals may in fact be a defining feature of success. Thus, my colleagues, I wish to propose a mode of operation among all forms of life, which I humbly call-in my four-volume treatise-‘The Betrayal of the Fittest’. Obsessional Scrolls Sixth Day Proceedings Address Of Skavat Gill Unta, Malazan Empire, 1097 Burn's Sleep

Don’t strive to be a well-rounded leader. Instead, discover your zone and stay there. Then delegate everything else. Admitting a weakness is a sign of strength. Acknowledging weakness doesn’t make a leader less effective. Everybody in your organization benefits when you delegate responsibilities that fall outside your core competency. Thoughtful delegation will allow someone else in your organization to shine. Your weakness is someone’s opportunity. Leadership is not always about getting things done “right.” Leadership is about getting things done through other people. The people who follow us are exactly where we have led them. If there is no one to whom we can delegate, it is our own fault. As a leader, gifted by God to do a few things well, it is not right for you to attempt to do everything. Upgrade your performance by playing to your strengths and delegating your weaknesses. There are many things I can do, but I have to narrow it down to the one thing I must do. The secret of concentration is elimination. Devoting a little of yourself to everything means committing a great deal of yourself to nothing. My competence in these areas defines my success as a pastor. A sixty-hour workweek will not compensate for a poorly delivered sermon. People don’t show up on Sunday morning because I am a good pastor (leader, shepherd, counselor). In my world, it is my communication skills that make the difference. So that is where I focus my time. To develop a competent team, help the leaders in your organization discover their leadership competencies and delegate accordingly. Once you step outside your zone, don’t attempt to lead. Follow. The less you do, the more you will accomplish. Only those leaders who act boldly in times of crisis and change are willingly followed. Accepting the status quo is the equivalent of accepting a death sentence. Where there’s no progress, there’s no growth. If there’s no growth, there’s no life. Environments void of change are eventually void of life. So leaders find themselves in the precarious and often career-jeopardizing position of being the one to draw attention to the need for change. Consequently, courage is a nonnegotiable quality for the next generation leader. The leader is the one who has the courage to act on what he sees. A leader is someone who has the courage to say publicly what everybody else is whispering privately. It is not his insight that sets the leader apart from the crowd. It is his courage to act on what he sees, to speak up when everyone else is silent. Next generation leaders are those who would rather challenge what needs to change and pay the price than remain silent and die on the inside. The first person to step out in a new direction is viewed as the leader. And being the first to step out requires courage. In this way, courage establishes leadership. Leadership requires the courage to walk in the dark. The darkness is the uncertainty that always accompanies change. The mystery of whether or not a new enterprise will pan out. The reservation everyone initially feels when a new idea is introduced. The risk of being wrong. Many who lack the courage to forge ahead alone yearn for someone to take the first step, to go first, to show the way. It could be argued that the dark provides the optimal context for leadership. After all, if the pathway to the future were well lit, it would be crowded. Fear has kept many would-be leaders on the sidelines, while good opportunities paraded by. They didn’t lack insight. They lacked courage. Leaders are not always the first to see the need for change, but they are the first to act. Leadership is about moving boldly into the future in spite of uncertainty and risk. You can’t lead without taking risk. You won’t take risk without courage. Courage is essential to leadership.

I decided that ten positions would be sufficient initially. More could be learned if the initial encounter was successful. It did not take long—less time than learning the cha-cha. In terms of reward for effort, it seemed strongly preferable to dancing and I was greatly looking forward to it.

Positivist man is a curious creature who dwells in the tiny island of light composed of what he finds scientifically "meaningful," while the whole surrounding area in which ordinary men live from day to day and have their dealings with other men is consigned to the outer darkness of the "meaningless." Positivism has simply accepted the fractured being of modern man and erected a philosophy to intensify it. Existentialism, whether successfully or not, has attempted instead to gather all the elements of human reality into a total picture of man. Positivist man and Existentialist man are no doubt offspring of the same parent epoch, but, somewhat as Cain and Abel were, the brothers are divided unalterably by temperament and the initial choice they make of their own being.

The actor, writer, and director Woody Allen once said, “80% of success is just showing up!” You Can Show Up By . . . • Participating. • Sharing ideas. • Being dependable. • Keeping your word. • Taking the initiative. • Volunteering to be of assistance. • Being there when a friend needs you. • Raising your hand and asking questions. • Attending your children’s sporting events. • Taking your place and claiming your space. • Demonstrating that you have something to offer.

There is one aspect of the change in moral values brought about by the advance of collectivism which at the present time provides special food for thought. It is that the virtues which are held less and less in esteem and which consequently become rarer and precisely those on which the British people justly prided themselves and in which they were generally agreed to excel. The virtues possessed by Anglo-Saxons in a higher degree than most other people, excepting only a few of the smaller nations, like the Swiss and the Dutch, were independence and self-reliance, individual initiative and local responsbility, the successful reliance on voluntary activity, noninterference with one's neighbor and tolerance of the different and queer, respect for custom and tradition, and a healthy suspicion of power and authority.

Decades of countercultural rebellion have failed to change anything because the theory of society on which the countercultural idea rests is false. We do not live in the Matrix, nor do we live in the spectacle. The world we live in is in fact much more prosaic. It consists of billions of human beings, each pursuing more or less plausible conceptions of the good, trying to cooperate with one another, and doing so with varying degrees of success. There is no single, overarching system that integrates it all. The culture cannot be jammed because there is no such thing as "the culture" or "the system". There is only a hodge-podge of social institutions, most tentatively thrown together, which distribute the benefits and burdens of social cooperation in ways that sometimes we recognize to be just, but that are usually manifestly inequitable. In a world of this type, countercultural rebellion is not just unhelpful, it is positively counterproductive. Not only does it distract energy and effort away from the sort of initiatives that lead to concrete improvements in people's lives, but it encourages wholesale contempt for such incremental changes.

Fatally, the term 'barbarian' is the password that opens up the archives of the twentieth century. It refers to the despiser of achievement, the vandal, the status denier, the iconoclast, who refuses to acknowledge any ranking rules or hierarchy. Whoever wishes to understand the twentieth century must always keep the barbaric factor in view. Precisely in more recent modernity, it was and still is typical to allow an alliance between barbarism and success before a large audience, initially more in the form of insensitive imperialism, and today in the costumes of that invasive vulgarity which advances into virtually all areas through the vehicle of popular culture. That the barbaric position in twentieth-century Europe was even considered the way forward among the purveyors of high culture for a time, extending to a messianism of uneducatedness, indeed the utopia of a new beginning on the clean slate of ignorance, illustrates the extent of the civilizatory crisis this continent has gone through in the last century and a half - including the cultural revolution downwards, which runs through the twentieth century in our climes and casts its shadow ahead onto the twenty-first.

The theme of submission as an essential attitude toward promotion of the successful initiation rite can be clearly seen in the case of girls or women. Their rite of passage initially emphasizes their essential passivity, and this is reinforced by the physiological limitation on their autonomy imposed by the menstrual cycle. It has been suggested that the menstrual cycle may actually be the major part of initiation from a woman's point of view, since it has the power to awaken the deepest sense of obedience to life's creative power over her. Thus she willingly gives herself to her womanly function, much as a man gives himself to his assigned role in the community life of his group.

Happiness supports enthusiasm and empowers creativity and initiative. Happiness makes you a better person in your private, family, and work spheres. Happiness keeps you healthy and lets you stick to your plans. Cultivate happiness as the most precious flower in your Garden. - From HAPPY DIVORCE, by Rossana Condoleo gardenRossana Condoleo

The Enemy takes this risk because He has a curious fantasy of making all these disgusting little human vermin into what He calls His ‘free’ lovers and servants—’sons’ is the word He uses, with His inveterate love of degrading the whole spiritual world by unnatural liaisons with the two-legged animals. Desiring their freedom, He therefore refuses to carry them, by their mere affections and habits, to any of the goals which He sets before them: He leaves them to ‘do it on their own’. And there lies our opportunity. But also, remember there lies our danger. If once they get through this initial dryness successfully, they become much less dependent on emotion and therefore much harder to tempt.

Today I am more convinced than ever. Conceptual integrity is central to product quality. Having a system architect is the most important single step toward conceptual integrity. These principles are by no means limited to software systems, but to the design of any complex construct, whether a computer, an airplane, a Strategic Defense Initiative, a Global Positioning System. After teaching a software engineering laboratory more than 20 times, I came to insist that student teams as small as four people choose a manager and a separate architect. Defining distinct roles in such small teams may be a little extreme, but I have observed it to work well and to contribute to design success even for small teams.

Humanity does not gradually progress from combat to combat until it arrives at universal reciprocity, where the rule of law finally replaces warfare; humanity installs each of its violences in a system of rules and thus proceeds from domination to domination. The nature of these rules allows violence to be inflicted on violence and the resurgence of new forces that are sufficiently strong to dominate those in power. Rules are empty in themselves, violent and unfinalized; they are impersonal and can be bent to any purpose. The successes of history belong to those who are capable of seizing these rules, to replace those who had used them, to disguise themselves so as to pervert them, invert their meaning, and redirect them against those who had initially imposed them; controlling this complex mechanism, they will make it function so as to overcome the rulers through their own rules.

A great historian, as he insisted on calling himself, who had the happiness to be dead a hundred and twenty years ago, and so to take his place among the colossi whose huge legs our living pettiness is observed to walk under, glories in his copious remarks and digressions as the least imitable part of his work, and especially in those initial chapters to the successive books of his history, where he seems to bring his armchair to the proscenium and chat with us in all the lusty ease of his fine English. But Fielding lived when the days were longer (for time, like money, is measured by our needs), when summer afternoons were spacious, and the clock ticked slowly in the winter evenings. We belated historians must not linger after his example; and if we did so, it is probable that our chat would be thin and eager, as if delivered from a campstool in a parrot-house. I at least have so much to do in unravelling certain human lots, and seeing how they were woven and interwoven, that all the light I can command must be concentrated on this particular web, and not dispersed over that tempting range of relevancies called the universe.

The ICC [Interstate Commerce Commission] illustrates what might be called the natural history of government intervention. A real or fancied evil leads to demands to do something about it. A political coalition forms consisting of sincere, high-minded reformers and equally sincere interested parties. The incompatible objectives of the members of the coalition (e.g., low prices to consumers and high prices to producers) are glossed over by fine rhetoric about “the public interest,” “fair competition,” and the like. The coalition succeeds in getting Congress (or a state legislature) to pass a law. The preamble to the law pays lip service to the rhetoric and the body of the law grants power to government officials to “do something.” The high-minded reformers experience a glow of triumph and turn their attention to new causes. The interested parties go to work to make sure that the power is used for their benefit. They generally succeed. Success breeds its problems, which are met by broadening the scope of intervention. Bureaucracy takes its toll so that even the initial special interests no longer benefit. In the end the effects are precisely the opposite of the objectives of the reformers and generally do not even achieve the objectives of the special interests. Yet the activity is so firmly established and so many vested interests are connected with it that repeal of the initial legislation is nearly inconceivable. Instead, new government legislation is called for to cope with the problems produced by the earlier legislation and a new cycle begins.

I know that this stands for something.” “The dollar sign? For a great deal. It stands on the vest of every fat, piglike figure in every cartoon, for the purpose of denoting a crook, a grafter, a scoundrel—as the one sure-fire brand of evil. It stands—as the money of a free country—for achievement, for success, for ability, for man’s creative power—and, precisely for these reasons, it is used as a brand of infamy. It stands stamped on the forehead of a man like Hank Rearden, as a mark of damnation. Incidentally, do you know where that sign comes from? It stands for the initials of the United States.

Thing was though, before I´d gained the understanding of what was happening, my seemingly flattened approach to life became less a pretence and more and more real as time went on. At first an emotional numbness set it. Then my head, which initially had reassured with, 'Excellent. Well done. Successfully am I fooling them in that they do not know who I am or what I'm thinking or what I'm feeling', now began itself to doubt I was even there. 'Just a minute', it said. 'Where is our reaction? We were having a privately expressed reaction but now we're not having it. Where is it?' This my feelings stopped existing. And now this numbance from nowhere had come so far on in its development that along with others in the area finding me inaccessible, I, too, came to find me inaccessible. My inner world, it seemed, had gone away.

Sow the seeds of hard work and you will reap the fruits of success. Find something to do, do it with all your concentration. You will excel. Show the world you are not here to just pass through. Leave great footprints wherever you pass and be remembered for the change you initiated. Flow wherever you go. You can’t be limited. Dare to rise above all limitations and become better than you were. Strive to arrive at the top. Glow wherever you go and let the light of God reflect in the world around you. You carry the light of God and wherever you pass, darkness must flee. Grow your talents and skills through a consistent practice and progressive learning. Learn to relearn and unlearn. Raise the bar for yourself always. Blow out all negative attitudes and live true to your dreams. Talks less and act more. Be confident and see yourself wining even before the victory comes. Know God and let Him be known. You were saved by grace for greater works apportioned for you even before you were born. Share the good news. I am proud of you because greater things that eyes have not seen yet, the Lord will do through you.

Although Ryan hardly knew the person whose breath was playing over his cheek any better than he had mere seconds before, the simple exchange of names—or initials—had raised the bar for the encounter from anonymously seedy to merely impulsive. He’d always admired impulsiveness, though he’d never successfully cultivated the tendency in himself. Impulsive people seemed to get what they wanted. And if not, they looked like they had a lot of fun trying.

The most fulfilling human projects appeared inseparable from a degree of torment, the sources of our greatest joys lying awkwardly close to those of our greatest pains… Why? Because no one is able to produce a great work of art without experience, nor achieve a worldly position immediately, nor be a great lover at the first attempt; and in the interval between initial failure and subsequent success, in the gap between who we wish one day to be and who we are at present, must come pain, anxiety, envy and humiliation. We suffer because we cannot spontaneously master the ingredients of fulfillment. Nietzsche was striving to correct the belief that fulfillment must come easily or not at all, a belief ruinous in its effects, for it leads us to withdraw prematurely from challenges that might have been overcome if only we had been prepared for the savagery legitimately demanded by almost everything valuable.

What may appear initially to be a daunting task will be much easier to manage over time as you consistently strive to recognize and follow feelings prompted by the Spirit. Your confidence in the direction you receive from the Holy Ghost will also become stronger. I witness that as you gain experience and success in being guided by the Spirit, your confidence in the impressions you feel can become more certain than your dependence on what you see or hear.

Just for Today . . . Just for today . . . I will choose and display the right attitudes. Just for today . . . I will determine and act on important priorities. Just for today . . . I will know and follow healthy guidelines. Just for today . . . I will communicate with and care for my family. Just for today . . . I will practice and develop good thinking. Just for today . . . I will make and keep proper commitments. Just for today . . . I will earn and properly manage finances. Just for today . . . I will deepen and live out my faith. Just for today . . . I will initiate and invest in solid relationships. Just for today . . . I will plan for and model generosity. Just for today . . . I will embrace and practice good values. Just for today . . . I will seek and experience improvements.     Just for today . . . I will act on these decisions and practice these disciplines, and Then one day . . . I will see the compounding results of a day lived well.

I shall be as willing as the next man to fall down in worship before the System, if only I can manage to set eyes on it. Hitherto I have had no success; and though I have young legs, I am almost weary from running back and forth... Once or twice I have been on the verge of bending the knee. But at the last moment, when I already had my handkerchief spread on the ground, to avoid soiling my trousers, and I made a trusting appeal to one of the initiated who stood by: "Tell me now sincerely, is it entirely finished; for if so I will kneel down before it, even at the risk of ruining a pair of trousers (for on account of the heavy traffic to and from the system, the road has become quite muddy)," - I always receive the same answer: "No, it is not yet quite finished." And so there was another postponement - of the system, and of my homage. System and finality are pretty much one and the same, so much so that if the system is not finished, there is no system.

That concentration camps were ultimately provided for the same groups in all countries, even though there were considerable differences in the treatment of their inmates, was all the more characteristic as the selection of the groups was left exclusively to the initiative of the totalitarian regimes: if the Nazis put a person in a concentration camp and if he made a successful escape, say, to Holland, the Dutch would put him in an internment camp. Thus, long before the outbreak of the war the police in a number of Western countries, under the pretext of "national security," had on their own initiative established close connections with the Gestapo and the GPU [Russian State security agency], so that one might say there existed an independent foreign policy of the police. This police-directed foreign policy functioned quite independently of the official governments; the relations between the Gestapo and the French police were never more cordial than at the time of Leon Blum's popular-front government, which was guided by a decidedly anti-German policy. Contrary to the governments, the various police organizations were never overburdened with "prejudices" against any totalitarian regime; the information and denunciations received from GPU agents were just as welcome to them as those from Fascist or Gestapo agents. They knew about the eminent role of the police apparatus in all totalitarian regimes, they knew about its elevated social status and political importance, and they never bothered to conceal their sympathies. That the Nazis eventually met with so disgracefully little resistance from the police in the countries they occupied, and that they were able to organize terror as much as they did with the assistance of these local police forces, was due at least in part to the powerful position which the police had achieved over the years in their unrestricted and arbitrary domination of stateless and refugees.

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Like all other initiatic teaching, Egypt held that man's purpose on earth was the return to the source. There were recognised in Egypt two roads to this same goal. The one was the way of Osiris, who represented the cyclic nature of universal process; this was the way of successive reincarnations. The second road was the way of Horus, the direct path to resurrection that the individual might achieve within a single lifetime. It is the Horian way that is the basis of the Christian revelation and, according to Schwaller de Lubicz, the aim of Christianity was to make this direct path available to all who chose to embark upon it, rather than to a small group of select initiates who, in Egypt, comprised ‘The Temple’. In this sense, and in this sense only, has there been ‘evolution’ in human affairs.

To sum up then, if you wish to be rich, you must grow a carapace. A mental armor. Not so thick as to blind you to well-constructed criticism and advice, especially from those you trust. Nor so thick as to cut you off from friends and family. But thick enough to shrug off the inevitable sniggering and malicious mockery that will follow your inevitable failures, not to mention the poorly hidden envy that will accompany your eventual success. Few things in life are certain except death and being taxed. But sniggering and mockery prior to any attempt to better yourself financially, followed by envy later, or gloating during your initial failures—these are three certainties in life. It hurts. It’s mindless. And it doesn’t mean anything. But it will happen. Be prepared to shrug it off. The Germans have a superb word

Even back in 1968, the first time I was at the Berlin Film Festival with one of my films, I found it ossified and suffocating. I felt the festival should be opened up to everyone and screen work in other cinemas around the city, so I took the initiative, got hold of some prints by young filmmakers and rented a cinema for a few days in Neukölln, a working-class suburb of Berlin, which at the time was populated largely by immigrants and students. The free screenings at this parallel venue were a big success and generated intense discussions between audiences and filmmakers, which were exciting to witness. The whole thing was my rebellious moment against the Establishment, which I saw as being unnecessarily exclusive. I told the festival organisers they needed to have more free screenings and open the festival up to the wider public, which shortly afterwards they did.

In particular, interrogative e-mails like these generate an initial instinct to dash off the quickest possible response that will clear the message—temporarily—out of your inbox. A quick response will, in the short term, provide you with some minor relief because you’re bouncing the responsibility implied by the message off your court and back onto the sender’s. This relief, however, is short-lived, as this responsibility will continue to bounce back again and again, continually sapping your time and attention. I suggest, therefore, that the right strategy when faced with a question of this type is to pause a moment before replying and take the time to answer the following key prompt: What is the project represented by this message, and what is the most efficient (in terms of messages generated) process for bringing this project to a successful conclusion? Once you’ve answered this question for yourself, replace a quick response with one that takes the time to describe the process you identified, points out the current step, and emphasizes the step that comes next. I call this the process-centric approach to e-mail, and it’s designed to minimize both the number of e-mails you receive and the amount of mental clutter they generate.

If the last few decades have seen a surge or resurgence of ambiguous memory and identity syndromes, they have also led to important research—forensic, theoretical, and experimental—on the malleability of memory. Elizabeth Loftus, the psychologist and memory researcher, has documented a disquieting success in implanting false memories by simply suggesting to a subject that he has experienced a fictitious event. Such pseudo-events, invented by psychologists, may vary from comic incidents to mildly upsetting ones (for example, that one was lost in a shopping mall as a child) to more serious incidents (that one was the victim of an animal attack or an assault by another child). After initial skepticism (“I was never lost in a shopping mall”) and then uncertainty, the subject may move to a conviction so profound that he will continue to insist on the truth of the implanted memory even after the experimenter confesses that it never happened in the first place.

The Horatio Alger Association of Distinguished Americans, founded in 1947 and devoted to promoting and affirming individual initiative and “the American dream,” releases annual back-to-school surveys.48 Its survey for 1998 contrasted two groups of students: the “highly successful” (approximately 18 percent of American students) and the “disillusioned” (approximately 15 percent). The successful students work hard, choose challenging classes, make schoolwork a top priority, get good grades, participate in extracurricular activities, and feel that teachers and administrators care about them and listen to them. According to the association, the successful group in the 1998 survey is 63 percent female and 37 percent male. The disillusioned students are pessimistic about their future, get low grades, and have little contact with teachers. The disillusioned group could accurately be characterized as demoralized. According to the Alger Association, “Nearly seven out of ten are male.”49

All practical jokes, friendly, harmless or malevolent, involve deception, but not all deceptions are practical jokes. The two men digging up the street, for example, might have been two burglars who wished to recover some swag which they knew to be buried there. But, in that case, having found what they were looking for, they would have departed quietly and never been heard of again, whereas, if they are practical jokers, they must reveal afterwards what they have done or the joke will be lost. The practical joker must not only deceive but also, when he has succeeded, unmask and reveal the truth to his victims. The satisfaction of the practical joker is the look of astonishment on the faces of others when they learn that all the time they were convinced that they were thinking and acting on their own initiative, they were actually the puppets of another’s will. Thus, though his jokes may be harmless in themselves and extremely funny, there is something slightly sinister about every practical joker, for they betray him as someone who likes to play God behind the scenes. […] The success of a practical joker depends upon his accurate estimate of the weaknesses of others, their ignorances, their social reflexes, their unquestioned presuppositions, their obsessive desires, and even the most harmless practical joke is an expression of the joker’s contempt for those he deceives.

The scariest thing is that nobody seems to be considering the impact on those wild fish of fish farming on the scale that is now being proposed on the coast of Norway or in the open ocean off the United States. Fish farming, even with conventional techniques, changes fish within a few generations from an animal like a wild buffalo or a wildebeest to the equivalent of a domestic cow. Domesticated salmon, after several generations, are fat, listless things that are good at putting on weight, not swimming up fast-moving rivers. When they get into a river and breed with wild fish, they can damage the wild fish's prospects of surviving to reproduce. When domesticated fish breed with wild fish, studies indicate the breeding success initially goes up, then slumps as the genetically different offspring are far less successful at returning to the river. Many of the salmon in Norwegian rivers, which used to have fine runs of unusually large fish, are now of farmed origin. Domesticated salmon are also prone to potentially lethal diseases, such as infectious salmon anemia, which has meant many thousands have had to be quarantined or killed. They are also prone to the parasite Gyrodactylus salaris, which has meant that whole river systems in Norway have had to be poisoned with the insecticide rotenone and restocked.

The superego is the inner voice that is always putting us down for not living up to certain standards or rewarding our ego when we fulfill its demands . . . In fact, our superego is one of the most powerful agents of the personality: it is the "inner critic" that keeps us restricted to certain limited possibilities for ourselves. A large part of our initial transformational work centers on becoming more aware of the superego's "voice" in its many guises, both positive and negative. Its voices continually draw us back into identifying with our personality and acting out in self-defeating ways. When we are present, we are able to hear our superego voices without identifying with them; we are able to see the stances and positions of the superego as if they were characters in a play waiting in the wings, ready to jump in and control or attack us once again. When we are present, we hear the superego's voice but we do not give it any energy; the "all-powerful" voice then becomes just another aspect of the moment. However, we must also be on the lookout for the formation of new layers of superego that come from our psychological and spiritual work . . . In fact, one of the biggest dangers that we face in using the Enneagram is our superego's tendency to take over our work and start criticizing us, for example, for not moving up the Levels of Development or going in the Direction of Integration fast enough. The more we are present, however, the more we will recognize the irrelevance of these voices and successfully resist giving them energy. Eventually, they lose their power, and we can regain the space and quiet we need to be receptive to other, more life-giving forces within us. . . . If we feel anxious, depressed, lost, hopeless, fearful, wretched, or weak, we can be sure that our superego is on duty.

In 1994, Friedman wrote a memo marked “Very Confidential” to Raymond, Mortimer, and Richard Sackler. The market for cancer pain was significant, Friedman pointed out: four million prescriptions a year. In fact, there were three-quarters of a million prescriptions just for MS Contin. “We believe that the FDA will restrict our initial launch of OxyContin to the Cancer pain market,” Friedman wrote. But what if, over time, the drug extended beyond that? There was a much greater market for other types of pain: back pain, neck pain, arthritis, fibromyalgia. According to the wrestler turned pain doctor John Bonica, one in three Americans was suffering from untreated chronic pain. If that was even somewhat true, it represented an enormous untapped market. What if you could figure out a way to market this new drug, OxyContin, to all those patients? The plan would have to remain secret for the time being, but in his memo to the Sacklers, Friedman confirmed that the intention was “to expand the use of OxyContin beyond Cancer patients to chronic non-malignant pain.” This was a hugely audacious scheme. In the 1940s, Arthur Sackler had watched the introduction of Thorazine. It was a “major” tranquilizer that worked wonders on patients who were psychotic. But the way the Sackler family made its first great fortune was with Arthur’s involvement in marketing the “minor” tranquilizers Librium and Valium. Thorazine was perceived as a heavy-duty solution for a heavy-duty problem, but the market for the drug was naturally limited to people suffering from severe enough conditions to warrant a major tranquilizer. The beauty of the minor tranquilizers was that they were for everyone. The reason those drugs were such a success was that they were pills that you could pop to relieve an extraordinary range of common psychological and emotional ailments. Now Arthur’s brothers and his nephew Richard would make the same pivot with a painkiller: they had enjoyed great success with MS Contin, but it was perceived as a heavy-duty drug for cancer. And cancer was a limited market. If you could figure out a way to market OxyContin not just for cancer but for any sort of pain, the profits would be astronomical. It was “imperative,” Friedman told the Sacklers, “that we establish a literature” to support this kind of positioning. They would suggest OxyContin for “the broadest range of use.” Still, they faced one significant hurdle. Oxycodone is roughly twice as potent as morphine, and as a consequence OxyContin would be a much stronger drug than MS Contin. American doctors still tended to take great care in administering strong opioids because of long-established concerns about the addictiveness of these drugs. For years, proponents of MS Contin had argued that in an end-of-life situation, when someone is in a mortal fight with cancer, it was a bit silly to worry about the patient’s getting hooked on morphine. But if Purdue wanted to market a powerful opioid like OxyContin for less acute, more persistent types of pain, one challenge would be the perception, among physicians, that opioids could be very addictive. If OxyContin was going to achieve its full commercial potential, the Sacklers and Purdue would have to undo that perception.

The Living Word has various dimensions in relation to power and will to power. The spoken word stands at the very bottom of the involuted scale, being the faint echo of the inaudible Word. All beings, from the Gods to mankind, possess a sound, an essential name, a key note. By discovering what it is, one acquires the power to decompose and recreate it. It is also a mantra of voluntary death and resurrection. In the current parlance: the individual, chromosomic, genetic code has been deciphered. The secret has been penetrated. The name to which we refer corresponds to the supratemporal being and has nothing to do with the intimate, family name, although sometimes a delicate synchronicity is produced within a turn of the wheel, a mysterious lucky occurrence filled with meaning, and this name may also be symbolic. 'You must discover your Beloved's real name if you are to bring her back to life. And yours, too. They are the names of the God and Goddess to whom they will give a face. 'Of the God within you', as the Hindu greeting says: Namaste. 'I greet the God within you'. 'The essential name cannot be chosen, it isn't arbitrary. It is filled with meaning of the root note. It is mantra, an eternal designation. It is inscribed in the Book of the Stars, on the Tree of Life, awaiting its actualisation. The initiate of our order is given his real name when he has successfully undergone the most difficult tests. Then it is inscribed in the genealogical tree of the family, in the immortal circle of the Hyperborean initiation.

I'm going to throw some suggestions at you now in rapid succession, assuming you are a father of one or more boys. Here we go: If you speak disparagingly of the opposite sex, or if you refer to females as sex objects, those attitudes will translate directly into dating and marital relationships later on. Remember that your goal is to prepare a boy to lead a family when he's grown and to show him how to earn the respect of those he serves. Tell him it is great to laugh and have fun with his friends, but advise him not to be "goofy." Guys who are goofy are not respected, and people, especially girls and women, do not follow boys and men whom they disrespect. Also, tell your son that he is never to hit a girl under any circumstances. Remind him that she is not as strong as he is and that she is deserving of his respect. Not only should he not hurt her, but he should protect her if she is threatened. When he is strolling along with a girl on the street, he should walk on the outside, nearer the cars. That is symbolic of his responsibility to take care of her. When he is on a date, he should pay for her food and entertainment. Also (and this is simply my opinion), girls should not call boys on the telephone-at least not until a committed relationship has developed. Guys must be the initiators, planning the dates and asking for the girl's company. Teach your son to open doors for girls and to help them with their coats or their chairs in a restaurant. When a guy goes to her house to pick up his date, tell him to get out of the car and knock on the door. Never honk. Teach him to stand, in formal situations, when a woman leaves the room or a table or when she returns. This is a way of showing respect for her. If he treats her like a lady, she will treat him like a man. It's a great plan. Make a concerted effort to teach sexual abstinence to your teenagers, just as you teach them to abstain from drug and alcohol usage and other harmful behavior. Of course you can do it! Young people are fully capable of understanding that irresponsible sex is not in their best interest and that it leads to disease, unwanted pregnancy, rejection, etc. In many cases today, no one is sharing this truth with teenagers. Parents are embarrassed to talk about sex, and, it disturbs me to say, churches are often unwilling to address the issue. That creates a vacuum into which liberal sex counselors have intruded to say, "We know you're going to have sex anyway, so why not do it right?" What a damning message that is. It is why herpes and other sexually transmitted diseases are spreading exponentially through the population and why unwanted pregnancies stalk school campuses. Despite these terrible social consequences, very little support is provided even for young people who are desperately looking for a valid reason to say no. They're told that "safe sex" is fine if they just use the right equipment. You as a father must counterbalance those messages at home. Tell your sons that there is no safety-no place to hide-when one lives in contradiction to the laws of God! Remind them repeatedly and emphatically of the biblical teaching about sexual immorality-and why someone who violates those laws not only hurts himself, but also wounds the girl and cheats the man she will eventually marry. Tell them not to take anything that doesn't belong to them-especially the moral purity of a woman.

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

One could understand feminism generally as an attack on woman as she was under “patriarchy” (that concept is a social construction of feminism). The feminine mystique was her ideal; in regard to sex, it consisted of women’s modesty and in the double standard of sexual conduct that comes with it, which treated women’s misbehavior as more serious than men’s. Instead of trying to establish a single standard by bringing men up to the higher standard of women, as with earlier feminism, today’s feminism decided to demand that women be entitled to sink to the level of men. It bought into the sexual revolution of the late sixties and required that women be rewarded with the privileges of male conquest rather than, say, continue serving as camp followers of rock bands. The result has been the turn for the worse. ... What was there in feminine modesty that the feminists left behind? In return for women’s holding to a higher standard of sexual behavior, feminine modesty gave them protection while they considered whether they wanted to consent. It gave them time: Not so fast! Not the first date! I’m not ready for that! It gave them the pleasure of being courted along with the advantage of looking before you leap. To win over a woman, men had to strive to express their finer feelings, if they had any. Women could judge their character and choose accordingly. In sum, women had the right of choice, if I may borrow that slogan. All this and more was social construction, to be sure, but on the basis of the bent toward modesty that was held to be in the nature of women. That inclination, it was thought, cooperated with the aggressive drive in the nature of men that could be beneficially constructed into the male duty to take the initiative. There was no guarantee of perfection in this arrangement, but at least each sex would have a legitimate expectation of possible success in seeking marital happiness. They could live together, have children, and take care of them. Without feminine modesty, however, women must imitate men, and in matters of sex, the most predatory men, as we have seen. The consequence is the hook-up culture now prevalent on college campuses, and off-campus too (even more, it is said). The purpose of hooking up is to replace the human complexity of courtship with “good sex,” a kind of animal simplicity, eliminating all the preliminaries to sex as well as the aftermath. “Good sex,” by the way, is in good part a social construction of the alliance between feminists and male predators that we see today. It narrows and distorts the human potentiality for something nobler and more satisfying than the bare minimum. The hook-up culture denounced by conservatives is the very same rape culture denounced by feminists. Who wants it? Most college women do not; they ignore hookups and lament the loss of dating. Many men will not turn down the offer of an available woman, but what they really want is a girlfriend. The predatory males are a small minority among men who are the main beneficiaries of the feminist norm. It’s not the fault of men that women want to join them in excess rather than calm them down, for men too are victims of the rape culture. Nor is it the fault of women. Women are so far from wanting hook-ups that they must drink themselves into drunken consent — in order to overcome their natural modesty, one might suggest. Not having a sociable drink but getting blind drunk is today’s preliminary to sex. Beautifully romantic, isn’t it?

Now to picture the mechanism of this process of construction and not merely its progressive extension, we must note that each level is characterized by a new co-ordination of the elements provided—already existing in the form of wholes, though of a lower order—by the processes of the previous level. The sensori-motor schema, the characteristic unit of the system of pre-symbolic intelligence, thus assimilates perceptual schemata and the schemata relating to learned action (these schemata of perception and habit being of the same lower order, since the first concerns the present state of the object and the second only elementary changes of state). The symbolic schema assimilates sensori-motor schemata with differentiation of function; imitative accommodation is extended into imaginal significants and assimilation determines the significates. The intuitive schema is both a co-ordination and a differentiation of imaginal schemata. The concrete operational schema is a grouping of intuitive schemata, which are promoted, by the very fact of their being grouped, to the rank of reversible operations. Finally, the formal schema is simply a system of second-degree operations, and therefore a grouping operating on concrete groupings. Each of the transitions from one of these levels to the next is therefore characterized both by a new co-ordination and by a differentiation of the systems constituting the unit of the preceding level. Now these successive differentiations, in their turn, throw light on the undifferentiated nature of the initial mechanisms, and thus we can conceive both of a genealogy of operational groupings as progressive differentiations, and of an explanation of the pre-operational levels as a failure to differentiate the processes involved. Thus, as we have seen (Chap. 4), sensori-motor intelligence arrives at a kind of empirical grouping of bodily movements, characterized psychologically by actions capable of reversals and detours, and geometrically by what Poincaré called the (experimental) group of displacement. But it goes without saying that, at this elementary level, which precedes all thought, we cannot regard this grouping as an operational system, since it is a system of responses actually effected; the fact is therefore that it is undifferentiated, the displacements in question being at the same time and in every case responses directed towards a goal serving some practical purpose. We might therefore say that at this level spatio-temporal, logico-arithmetical and practical (means and ends) groupings form a global whole and that, in the absence of differentiation, this complex system is incapable of constituting an operational mechanism. At the end of this period and at the beginning of representative thought, on the other hand, the appearance of the symbol makes possible the first form of differentiation: practical groupings (means and ends) on the one hand, and representation on the other. But this latter is still undifferentiated, logico-arithmetical operations not being distinguished from spatio-temporal operations. In fact, at the intuitive level there are no genuine classes or relations because both are still spatial collections as well as spatio-temporal relationships: hence their intuitive and pre-operational character. At 7–8 years, however, the appearance of operational groupings is characterized precisely by a clear differentiation between logico-arithmetical operations that have become independent (classes, relations and despatialized numbers) and spatio-temporal or infra-logical operations. Lastly, the level of formal operations marks a final differentiation between operations tied to real action and hypothetico-deductive operations concerning pure implications from propositions stated as postulates.