Less Increment Quotes

Where recyling takes place only in response to political pressures and exhortations, it need not meet the test of being incrementally worth its incremental costs. Accordingly, studies of government-imposed recycling programs in the United States have shown that what they salvage is usually worth less than the cost of salvaging it.

Today's Republican Party...is an insurgent outlier. It has become ideologically extreme; contemptuous of the inherited social and economic policy regime; scornful of compromise; unpersuaded by conventional understanding of facts, evidence, and science; and dismissive of the legitimacy of its political opposition, all but declaring war on the government. The Democratic Party, while no paragon of civic virtue, is more ideologically centered and diverse, protective of the government's role as it developed over the course of the last century, open to incremental changes in policy fashioned through bargaining with the Republicans, and less disposed to or adept at take-no-prisoners conflict between the parties. This asymmetry between the parties, which journalists and scholars often brush aside or whitewash in a quest for "balance," constitutes a huge obstacle to effective governance.

The food problem is a flavor problem. For half a century, we've been making the stuff people should eat--fruits, vegetables, whole grains, unprocessed meats--incrementally less delicious. Meanwhile, we've been making the food people shouldn't eat--chips, fast food, soft drinks, crackers--taste ever more exciting. The result is exactly what you'd expect.

...what it had indexed to was only an idea of a place, an abstraction formed from memories too brief and passing to account for the small effects of time: wind scouring and lifting the dust of the plains of Nineveh in immeasurable increments, the tuck of a river farther into its bend, hour by hour, year by year; the map would become less and less a picture of fact and more a poor translation of memory in two dimensions. It reminded me of talking, how what is said is never quite what was thought, and what is heard is never quite what was said. It wasn't much in the way of comfort, but everything has a little failure in it, and we still make do somehow.

It should not be possible to get from the banks of the Pepani River to Wyoming in less than two days, because mentally and emotionally it is impossible. The shock is too much, the contrast too raw. We should sail or swim or walk from Africa, letting bits of her drop out of us, and gradually, in this way, assimilate the excesses and liberties of the States in tiny, incremental sips.... p 72

If we are ever going to see a paradigm shift, we have to be clear about how we want the present paradigm to shift. We must be clear that veganism is the unequivocal baseline of anything that deserves to be called an “animal rights” movement. If “animal rights” means anything, it means that we cannot morally justify any animal exploitation; we cannot justify creating animals as human resources, however “humane” that treatment may be. We must stop thinking that people will find veganism “daunting” and that we have to promote something less than veganism. If we explain the moral ideas and the arguments in favor of veganism clearly, people will understand. They may not all go vegan immediately; in fact, most won’t. But we should always be clear about the moral baseline. If someone wants to do less as an incremental matter, let that be her/his decision, and not something that we advise to do. The baseline should always be clear. We should never be promoting “happy” or “humane” exploitation as morally acceptable.

We shall not always plant while others reap The golden increment of bursting fruit, Not always countenance, abject and mute, That lesser men should hold their brothers cheap; Not everlastingly while others sleep Shall we beguile their limbs with mellow flute, Not always bend to some more subtle brute; We were not made to eternally weep. The night whose sable breast relieves the stark, White stars is no less lovely being dark, And there are buds that cannot bloom at all In light, but crumple, piteous, and fall; So in the dark we hide the heart that bleeds, And wait, and tend our agonizing seeds.

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.

Based on his work with plasticity, Taub has discovered a number of training principles: training is more effective if the skill closely relates to everyday life; training should be done in increments; and work should be concentrated into a short time, a training technique Taub calls “massed practice,” which he has found far more effective than long-term but less frequent training.

Strenuous exercise can retrain your body’s reaction to stressors. Exposing yourself to predictable, incremental physical stressors in the gym or the playing field increases your capacity to be calm and clear-headed in stressful real-world situations.

choose to use Kanban as a method to drive change in your organization, you are subscribing to the view that it is better to optimize what already exists, because that is easier and faster and will meet with less resistance than running a managed, engineered, named-change initiative. Introducing a radical change is harder than incrementally improving an existing one.

we are left with a stark choice: allow climate disruption to change everything about our world, or change pretty much everything about our economy to avoid that fate. But we need to be very clear: because of our decades of collective denial, no gradual, incremental options are now available to us. ”(…) That’s tough for a lot of people in important positions to accept, since it challenges something that might be even more powerful than capitalism, and that is the fetish of centrism—of reasonableness, seriousness, splitting the difference, and generally not getting overly excited about anything. This is the habit of thought that truly rules our era, far more among the liberals who concern themselves with matters of climate policy than among conservatives, many of whom simply deny the existence of the crisis. Climate change presents a profound challenge to this cautious centrism because half measures won’t cut it. (…) The challenge, then, is not simply that we need to spend a lot of money and change a lot of policies; it’s that we need to think differently, radically differently, for those changes to be remotely possible. Right now, the triumph of market logic, with its ethos of domination and fierce competition, is paralyzing almost all serious efforts to respond to climate change. (…) It seems to me that our problem has a lot less to do with the mechanics of solar power than the politics of human power—specifically whether there can be a shift in who wields it, a shift away from corporations and toward communities,

anger is a double-edged sword: besides motivating us, it can exhaust us, so that we run out of energy before winning our battle. Furthermore, the anger we express often triggers anger in those on the other side of an issue. They harden their stance, making compromise less likely. We live in a world in which change, when it comes, is likely to be incremental, meaning that righteous anger can retard progress on the issue in question. And finally, we know that anger can cloud our judgment, causing us to do foolish things and blinding us to possible solutions.

the incremental benefits of having a lot and being on top are not nearly as great as most people think. Having the basics—a good bed to sleep in, good relationships, good food, and good sex—is most important, and those things don’t get much better when you have a lot of money or much worse when you have less. And the people one meets at the top aren’t necessarily more special than those one meets at the bottom or in between. The marginal benefits of having more fall off pretty quickly. In fact, having a lot more is worse than having a moderate amount more because it comes with heavy burdens. Being on top gives you a wider range of options, but it also requires more of you.

And yet, the perceived risk of jetting away, only slightly ahead of a new virus wave, is, in my mind, only incrementally greater than any other decision I make. My life as a single forty-six-year-old writer—outside of marriage, outside of motherhood, outside of payroll, outside of ritual, outside of, for the past year anyway, real-life human contact—is a life lived largely without a safety net. I am my own fallback. I play all the roles. I’m the person who thinks five steps ahead down all the paths, envisions the various outcomes, and then role-plays all the people I will have to be to solve it. Whether it is risky to get on a plane pales in comparison to what could potentially be more of this…not just isolation, but stagnancy. Total invisibility. Paralysis. Leaving feels less like a risk than a necessity.

When researchers with the National Weight Control Registry examined the tactics used by successful dieters, they found that two characteristics, in particular, stood out. People who successfully maintain weight loss typically eat breakfast every morning. They also weigh themselves each day. Part of the reason why these habits matter is practical: Eating a healthy breakfast makes it less likely you will snack later in the day, according to studies. And frequently measuring your weight allows us—sometimes almost subconsciously—to see how changing our diets influences the pounds lost. But just as important is the mental boost that daily, incremental weight loss provides. The small win of dropping even half a pound can provide the dose of momentum we need to stick with a diet. We need to see small victories to believe a long battle will be won.

Thanks to all that struggling and learning, I have done everything I wanted to do, gone everywhere I wanted to go, met whomever I wanted to meet, gotten everything I wanted to own, had a career that has been enthralling, and, most rewardingly, had many wonderful relationships. I have experienced the full range, from having nothing to having an enormous amount, and from being a nobody to being a somebody, so I know the differences. While I experienced them going from the bottom up rather than from the top down (which was preferable and probably influenced my perspective), my assessment is that the incremental benefits of having a lot and being on top are not nearly as great as most people think. Having the basics—a good bed to sleep in, good relationships, good food, and good sex—is most important, and those things don’t get much better when you have a lot of money or much worse when you have less. And the people one meets at the top aren’t necessarily more special than those one meets at the bottom or in between.

In recent years, however, a few historians of science have been finding it more and more difficult to fulfill the functions that the concept of development-by-accumulation assigns to them. As chroniclers of an incremental process, they discover that additional research makes it harder, not easier, to answer questions like: When was oxygen discovered? Who first conceived of energy conservation? Increasingly, a few of them suspect that these are simply the wrong sorts of questions to ask. Perhaps science does not develop by the accumulation of individual discoveries and inventions. Simultaneously, these same historians confront growing difficulties in distinguishing the “scientific” component of past observation and belief from what their predecessors had readily labeled “error” and “superstition.” The more carefully they study, say, Aristotelian dynamics, phlogistic chemistry, or caloric thermodynamics, the more certain they feel that those once current views of nature were, as a whole, neither less scientific nor more that product of human idiosyncrasy than those current today.

but the period of human birth is comprehended in a number in which first increments by involution and evolution [or squared and cubed] obtaining three intervals and four terms of like and unlike, waxing and waning numbers, make all the terms commensurable and agreeable to one another.10 The base of these (3) with a third added (4) when combined with five (20) and raised to the third power furnishes two harmonies; the first a square which is a hundred times as great (400 = 4 × 100),11 and the other a figure having one side equal to the former, but oblong,12 consisting of a hundred numbers squared upon rational diameters of a square (i.e. omitting fractions), the side of which is five (7 × 7 = 49 × 100 = 4900), each of them being less by one (than the perfect square which includes the fractions, sc. 50) or less by13 two perfect squares of irrational diameters (of a square the side of which is five = 50 + 50 = 100); and a hundred cubes of three (27 × 100 = 2700 + 4900 + 400 = 8000). Now this number represents a geometrical figure which has control over the good and evil of births. For

Yet of the countless articles, books and so-called lifehacks about productivity I’ve read (or written!), the only “trick” that has ever truly and consistently worked is both the simplest and the most difficult to master: just getting started. Enter micro-progress. Pardon the gimmicky phrase, but the idea goes like this: For any task you have to complete, break it down into the smallest possible units of progress and attack them one at a time. ... My favorite expansion of this concept is in this post by James Clear. In it, he uses Newton’s laws of motion as analogies for productivity. To wit, rule No. 1: “Objects in motion tend to stay in motion. Find a way to get started in less than two minutes.” ... And it’s not just gimmicky phrases and so-called lifehacking: Studies have shown that you can trick your brain into increasing dopamine levels by setting and achieving, you guessed it, micro-goals. Going even further, success begets success. In a 2011 Harvard Business Review article, researchers reported finding that “ordinary, incremental progress can increase people’s engagement in the work and their happiness during the workday.

How, then, to proceed? My method is: I imagine a meter mounted in my forehead, with “P” on this side (“Positive”) and “N” on this side (“Negative”). I try to read what I’ve written uninflectedly, the way a first-time reader might (“without hope and without despair”). Where’s the needle? Accept the result without whining. Then edit, so as to move the needle into the “P” zone. Enact a repetitive, obsessive, iterative application of preference: watch the needle, adjust the prose, watch the needle, adjust the prose (rinse, lather, repeat), through (sometimes) hundreds of drafts. Like a cruise ship slowly turning, the story will start to alter course via those thousands of incremental adjustments. The artist, in this model, is like the optometrist, always asking: Is it better like this? Or like this? The interesting thing, in my experience, is that the result of this laborious and slightly obsessive process is a story that is better than I am in “real life” – funnier, kinder, less full of crap, more empathetic, with a clearer sense of virtue, both wiser and more entertaining. And what a pleasure that is; to be, on the page, less of a dope than usual.

Spend less than you make so you can whack away incrementally at the debt dragon with all you’ve got. It’s not exactly an algebraic formula reserved only for financial whizzes. Indeed, paying off debt isn’t complex; it’s just not easy. You don’t need a graduate degree, a fancy calculator, or a smarty-pants cap and gown. You are smart enough already. God has given you all you need.

The temperature isn’t so much warming as it is getting incrementally less cold.

machine learning emphasizes the incremental process of self-learning and automatically detecting patterns through experience derived from exposure to data, data mining is a less autonomous technique of extracting hidden insight.

We are trying incrementally to move people in a direction where the cost is less, the risk is less, and the ethical insult is minimal. We are not going to change thousands of years of human nature or cultural norms overnight. In the real world—where you and I live—any improvement is a plus.

She might simply have done what Tekla did, and created versions of herself modified for certain traits associated with athleticism. Instead, having become fascinated by the odd detail in her genetic report, she had embarked on a program to reawaken the Neanderthal DNA that, or so she imagined, had been slumbering in her and her ancestors’ nuclei for tens of thousands of years. It was a somewhat insane idea, and in any case she didn’t have enough Neanderthal in her to make it feasible, but she did produce a race of people with vaguely Neanderthal-like features, and in later centuries the processes of Caricaturization, Isolation, and Enhancement—which had affected all the races to some extent—had wrought especially pronounced changes on this subrace. Gene sequences taken from the toe of an actual Neanderthal skeleton, found on Old Earth and sequenced before Zero, were put to use. Old Earth paleontology journals had been data-mined for stats on bone length and muscle attachment so that those could be hard-coded into the Neoander wetware. The man sitting at the end of the table was the artificial product of breeding and of genetic engineering, but, had he been sent back in time to prehistoric Europe, he would have been indistinguishable, at least in his outward appearance, from genuine Neanderthals. The creation of the new race had happened incrementally, over centuries. By the time Neoanders existed it was too late to bother with the trifling ethical question of whether it was really a good thing to have created them. During their slow differentiation from the other races they had developed a history and a culture of their own, of which they were as proud as any other ethnic group. Not surprisingly, much of that history was about their relationship with Teklans, which was, as foreordained, largely combative. At its most simple-minded and stupidly reductionist bones, the Teklan side of the story was that Neoanders were dangerous ape-men brought into existence by a crazy Eve as a curse upon the other six races. The Neoander side had it that Teklans were what Hitler would have produced if he’d had genetic engineering labs, and that it was a damned good thing that Eve Aïda had had the foresight to produce a countervailing force of earthy, warm, but immensely strong and dangerous protectors. Much of this combative relationship had become irrelevant as the tactical landscape had become dominated by katapults and ambots, and physical strength had become less important to the outcome of fights. But the old primordial animus remained, and explained why Beled’s immediate response, upon entering a room that contained a Neoander, was to make himself ready for hand-to-hand combat. Doc chose to ignore this. If he even notices, Kath Two thought, but she was pretty sure Doc noticed everything. “Beled, Kath, I do not believe you have met Langobard.” It was a fairly common Aïdan name. “Bard for short,” Langobard offered. “Langobard, may I present Beled Tomov and Kath Amalthova Two.

Three to five smart, conceptual people seeking the right answers in an open-minded way will generally lead to the best answers. It may be tempting to convene a larger group, but having too many people collaborate is counterproductive, even if the members of the larger group are smart and talented. The symbiotic advantages of adding people to a group grow incrementally (2+1=4.25) up to a point; beyond that, adding people actually subtracts from effectiveness. That is because 1) the marginal benefits diminish as the group gets larger (two or three people might be able to cover most of the important perspectives, so adding more people doesn't bring much more) and 2) larger group interactions are less efficient than smaller ones. Of course, what's best in practice depends on the quality of the people and the differences of the perspectives that they bring and how well the group is managed.

The payments system is the heart of the financial services industry, and most people who work in banking are engaged in servicing payments. But this activity commands both low priority and low prestige within the industry. Competition between firms generally promotes innovation and change, but a bank can gain very little competitive advantage by improving its payment systems, since the customer experience is the result more of the efficiency of the system as a whole than of the efficiency of any individual bank. Incentives to speed payments are weak. Incrementally developed over several decades, the internal systems of most banks creak: it is easier, and implies less chance of short-term disruption, to add bits to what already exists than to engage in basic redesign. The interests of the leaders of the industry have been elsewhere, and banks have tended to see new technology as a means of reducing costs rather than as an opportunity to serve consumer needs more effectively. Although the USA is a global centre for financial innovation in wholesale financial markets, it is a laggard in innovation in retail banking, and while Britain scores higher, it does not score much higher. Martin Taylor, former chief executive of Barclays (who resigned in 1998, when he could not stop the rise of the trading culture at the bank), described the state of payment systems in this way: ‘the systems architecture at the typical big bank, especially if it has grown through merger and acquisition, has departed from the Palladian villa envisaged by its original designers and morphed into a gothic house of horrors, full of turrets, broken glass and uneven paving.

A good example is overflow detection on arithmetic, or providing bignums instead of just letting 32-bit integers wrap around. Now, implementing those is more expensive but I believe that providing full-blown bignums is a little less error-prone for some kinds of programming. A trap that I find systems programmers and designers of operating-systems algorithms constantly falling into is they say, "Well, we need to synchronize some phases here so we're going to use a take-a-number strategy. Every time we enter a new phase of the computation we'll increment some variable and that'll be the new number and then the different participants will make sure they're all working on the same phase number before a certain operation happens." And that works pretty well in practice, but if you use a 32-bit integer it doesn't take that long to count to four billion anymore. What happens if that number wraps around? Will you still be OK or not? It turns out that a lot of such algorithms in the literature have that lurking bug. What if some thread stalls for 2 to the 32nd iterations? That's highly unlikely in practice, but it's a possibility. And one should either mitigate that correctness problem or else do the calculation to show that, yeah, it's sufficiently unlikely that I don't want to worry about it. Or maybe you're willing to accept one glitch every day. But the point is you should do the analysis rather than simply ignoring the issue. And the fact that counters can wrap around is a lurking pitfall

First, we get rid of the churches that have less than one hundred people who attend, along with any of their homebound members who are sucking our economy dry. Then we target incrementally larger churches, but we need to make sure we avoid the ones who actually help our cause, like the followers of Chrislam. By the time we implement Order 21 completely, the biggest opposition to it will be out of the way. This is the perfect plan; after all, it’s been in the works for nearly fifty years,” “Too bad we can’t kill ‘em all instead of putting everyone in a facility,” lamented Griffiths. “Unfortunately, that would be too messy.

We now have the chance to transcend the limitations of the experience curve. The more participants one adds to carefully designed creation spaces—and the more the interactions that occur between and among them—the greater the chances are that everybody participating will get better quicker at whatever it is they’re doing. Rather than each new increment of experience contributing less and less—as in the experience curve—each new participant in a creation space makes all the previous participants—and interactions between them—incrementally more valuable. A virtuous cycle begins to emerge as more and more people connect with each other.

Nursing an infant, in the first few months, really sucks up the day. I never get over and am always totally taken aback by the amount of time in a day it takes to nurse a baby. When you are all and solely what they eat in the beginning of their lives, which I am in the habit of being for about the first year—Marco a little longer, Leone a little less—it could be, if you were a less driven and energetic person than myself, about the only thing you accomplished in a day. Certainly in a vacation day. But I imagine the total sensory pleasure for the kid—to pass out at the tap, belly full of that rich, sweet good stuff, and then he is in a little incomparable sleep coma with his cheeks still smashed up against the warm boob firmly and securely held in the arms of his mother—and so I tend to give my kids their twenty minutes of nursing and then their twenty minutes of post-hookup nap, undisturbed, in the very position they fell into it in, regardless of my own discomfort, arm cramps or list of shit to do that day. If you do the math of that, in pure forty-minute increments, factoring that an infant needs to be fed every couple of hours … well, an eight-hour day can really fly by, and what I used to accomplish in that time gets reduced to a maddening fraction. A whisper more than zilch.

Paul’s letter to Philemon has never been fully satisfying to activists and abolitionists, nor to those who bear the burden of injustice. It seems too incremental, too slow to right systemic wrongs. But it is less slow than it is patient. Paul’s expectations of Philemon are indeed radical, but they are couched in the radical patience of love. Institutions, even image-breaking ones, are so deeply woven into our culture that they cannot be ripped out of the cultural fabric without doing serious damage. Only when broken, image-breaking institutions are carefully unwoven and replaced with the power of new imagination and new image-bearing relationships can they be fruitfully discarded. Perhaps this is why Paul’s letter, so radical in its expectations, ends with hospitality, friendship and grace. Only as guests and friends of the true Host, the one who is himself preparing a guest room for us, can we unmake our institutions at their worst and be ready to greet him joyfully and wholeheartedly at his own return.

I recommend you do a detailed time study for yourself to see where you spend your time. Make an estimate of how many hours each week you take for the major activities of your life: work, school, rest, entertainment, hobbies, spouse, children, commuting, church, God, friends, and so on. Then, over a typical period of your life, take two weeks and do a detailed time study. Keep track of how you spend your time, using fifteen- to thirty-minute increments. After you have gathered the raw data, categorize them carefully into the major groups: rest, work/school, church/God, family, and recreation. Create subcategories as appropriate for anything that might consume multiple hours per week, like listing commuting under work or TV under recreation. Finally, with the summary in hand, make the difficult assessments about how you are using your time. Ask yourself: • Any surprises? Areas where I just couldn’t imagine I was wasting—er, uh, um, spending—so much of my time? • Is this where I want my time to go? • Am I putting as much time as I’d like into the areas I want as the priorities in my life? • How much time am I really spending with my spouse? Children? Friends? • Did I realize how much time I was spending at work? • If I wanted to spend more time on XYZ or ABC, in what areas would I consciously choose to spend less time?

research validating Tom’s instincts. When researchers with the National Weight Control Registry examined the tactics used by successful dieters, they found that two characteristics, in particular, stood out. People who successfully maintain weight loss typically eat breakfast every morning. They also weigh themselves each day. Part of the reason why these habits matter is practical: Eating a healthy breakfast makes it less likely you will snack later in the day, according to studies. And frequently measuring your weight allows us—sometimes almost subconsciously—to see how changing our diets influences the pounds lost. But just as important is the mental boost that daily, incremental weight loss provides. The small win of dropping even half a pound can provide the dose of momentum we need to stick with a diet. We need to see small victories to believe a long battle will be won.

Jeff Weiner, the CEO of LinkedIn, for example, schedules up to two hours of blank space on his calendar every day. He divides them into thirty-minute increments, yet he schedules nothing. It is a simple practice he developed when back-to-back meetings left him with little time to process what was going on around him.4 At first it felt like an indulgence, a waste of time. But eventually he found it to be his single most valuable productivity tool. He sees it as the primary way he can ensure he is in charge of his own day, instead of being at the mercy of it.

Jeff Weiner, the CEO of LinkedIn, for example, schedules up to two hours of blank space on his calendar every day. He divides them into thirty-minute increments, yet he schedules nothing. It is a simple practice he developed when back-to-back meetings left him with little time to process what was going on around him.

It’s still running today. If you examined the years since 1800 in twenty-year increments, and charted every way that human welfare can be expressed in numbers—not just annual per capita GDP, which climbed to more than $6,000 by 2000, but mortality at birth (in fact, mortality at any age); calories consumed; prevalence of infectious disease; average height of adults; percentage of lifetime spent disabled; percentage of population living in poverty; number of rooms per person; percentage of population enrolled in primary, secondary, and postsecondary education; illiteracy; and annual hours of leisure time—the chart will show every measure better at the end of the period than it was at the beginning. And the phenomenon isn’t restricted to Europe and North America; the same improvements have occurred in every region of the world. A baby born in France in 1800 could expect to live thirty years—twenty-five years less than a baby born in the Republic of the Congo in 2000. The nineteenth-century French infant4 would be at significantly greater risk of starvation, infectious disease, and violence, and even if he or she were to survive into adulthood, would be far less likely to learn how to read.

He restrained himself from another wisecrack, infinitesimally but with great effort attempting to close down his nightclub approach to education; every positive change in his life, every minute increment in character, acquired more or less through shame.

In order for a person to work at a church legally as an independent contractor, we believe it is prudent to consider the following guidelines:   ·       The church cannot substantially direct the person’s duties; the church can only give them overall tasks to complete.   ·       The church cannot control or set their hours that they work.   ·       Since their “company” provides the service, they can send anyone to do the job.   ·       They cannot have an office at the church that is their primary office.   ·       It cannot be their only source of income.   ·       The church needs to have a written contract in place including cost, delivery of Services, duration (i.e. six months, one year, etc.) and a termination clause.   ·       They cannot participate in any employee benefits plans (insurance, retirement plans, etc).   ·       The contractor must provide annual proof of worker’s comp and liability insurance naming the church as additionally insured or the church could be held liable in the event of a claim.   ·       The church must issue a 1099 at the end of the year for all contract wages paid if the total amount for the year exceeds $600.00 to one contractor. We strongly recommend that no payments are made until an accurate and fully completed W-9 is completed by the contractor and on file at the church.        Given these requirements, many workers such as those in the nursery, kitchens, and other service areas are not 1099 contractors, but employees.     Regarding interim pastors, there is disagreement over whether they should receive a W-2 or 1099. Factors such as length of service, who supervises them, and whether they are a contractor, come into play in the decision on how to report their salary. For the best practice we recommend always using the W-2 to report salaries, but seeking tax and legal counsel would be wise to avoid any future IRS issues.      While there are advantages to the church to pay independent contractors who regularly work for the church such as avoiding the need to pay the employer's part of the FICA tax and the ease of terminating their services, we would recommend against their regular use.      We recommend against the use of independent contractors (that regularly work at the church) because we believe it can create the following problems for the church:   ·       Less control over the position   ·       Leaves the church open to an IRS challenge, which the church only has a 50/50 chance of defending, not to mention the cost and hassle of litigation   ·       In the event of insurance claims, the church may encounter issues with worker’s compensation coverage or liability insurance coverage such as sexual misconduct, etc.   ·       The church is open to contract disputes with the independent contractor   ·       Based on how the individual/company is filing their taxes, it could bring an unwanted tax audit to the church        Our conclusion is that we do not see enough cost-saving advantages for the church to move in this direction. It also creates unnecessary red flags for the IRS. The other looming question is, why is this such an important issue for such a small incremental (if any) tax break for the individual? Because the independent contractor will have to pay employer FICA, we don’t see any large tax advantage for this shift. They can claim mileage and some home office expense (maybe), but it just does not amount to enough to place the church at risk.      Here are some detailed guidelines

By barely measurable increments, the days became less grueling. And through it all, Elka was there to lift my spirits with her blunt humor and fierce friendship. As much as I hoped that I would make it all the way to the oath ceremony, I hoped just as fervently that she would too. “You’re getting good, little fox,” Elka said as she ambled over, wiping the sweat from her tall brow with the back of one arm. “You could almost pass for a Varini, the way you fight.” I grinned at her. “And you could almost pass for a Cantii.” I nodded at the spear she held in one fist. She’d been practicing her throwing all morning, and she had a sharp eye. “Only we throw our spears from the decks of racing chariots.

careful understanding of the motivations and the constraints of everyone can lead to policies and institutions that are better designed, and less likely to be perverted by corruption or derelication of duty. these changes will be incremental, but they will sustain and build on themselves. they can be the start of a quiet revolution.

The reality of risk is much less simple and straightforward than the perception. People vastly overestimate their ability to recognize risk and underestimate what it takes to avoid it; thus, they accept risk unknowingly and in so doing contribute to its creation. That’s why it’s essential to apply uncommon, second-level thinking to the subject. Risk arises as investor behavior alters the market. Investors bid up assets, accelerating into the present appreciation that otherwise would have occurred in the future, and thus lowering prospective returns. And as their psychology strengthens and they become bolder and less worried, investors cease to demand adequate risk premiums. The ultimate irony lies in the fact that the reward for taking incremental risk shrinks as more people move to take it.

Expectations tend to rise with accomplishment. The better you’re performing, the more you demand of yourself and the less you notice incremental gains. Appreciating progress depends on remembering how your past self would see your current achievements. If you knew five years ago what you’d accomplish now, how proud would you have been?

Your company is likely to be set up to deliver repeatable certainty. There is a range of well-known products and services, an established business model to protect and a well-understood customer base to serve. That context is perfect for incremental innovation; there are plenty of known cause-and-effect relationships where investment risks are low and tolerance for failure is scant. And so it should be if we're doing a good job in a well-understood context. But try dropping an idea for a brand new proposition into that climate. This fledgling idea kind of makes sense on paper but it uses emerging technology that we don't really understand, serves a category of customer that we're not too familiar with, would require some support capabilities that we don't have, and would be driven by a business model that is hard to predict. That idea, 99 times out of 100, will die fast or drown by death of a thousand watering-down committees. And yet it might have been an important new revenue stream.

The long tail of lower-value automation opportunities should involve less focus on the redesign. The value will be captured through the systematic use of the lean methodology to improve the processes incrementally (e.g., simplify, reduce the number of actions).

Many amateurs perpetually train and ride in what Dr Baker calls a ‘whirlwind of doom’ where an overestimation and obsession with an FTP (an abstract number in itself) means that we tend to set our training levels too high and, as a consequence, are training the wrong systems and incrementally embedding fatigue that we then struggle to shake off if we’re older, because our hormonal responses are less responsive and dynamic – is this ringing any bells? Going

Incremental success is irrelevant in the exponential world. Anything less than radical is meaningless.

Mr Imai noted how gradual change was a less obvious part of the Western way of life than it was in Japan, and that Western businesses were less successful because they always sought abrupt and dramatic change over incremental change.

The more money one has, the less he values each additional increment, or, equivalently, that the utility of any additional dollar diminishes with an increase in capital.

intend to destroy their relationships, hurt loved ones, or ignore their kids, or ruin their careers, or mangle their finances, or get arrested, or whatever. Yet they often end up in these very circumstances, arriving there incrementally as their denial escalates. Over time, they grow less able (and less willing) to see the connection between their increasing personal problems and their escalating addictive behaviors. Often

When you decide to become a time bender, you decide to be in control of your time rather than your time controlling you. And this, my dear, is an incredibly powerful place to be. Your life is made up of nothing more than years, days, hours, minutes, and seconds. And she who is in control of how she invests these precious increments of time is truly blessed with a life that feels like her own and that feels well lived. What else is there, anyway?

Capture the headline. Look for the lead in your day, your week, your life. Small, incremental changes are hard to see in the moment but over time can have a huge cumulative effect.

Jeff Weiner, the CEO of LinkedIn, for example, schedules up to two hours of blank space on his calendar every day. He divides them into thirty-minute increments, yet he schedules nothing. It is a simple practice he developed when back-to-back meetings left him with little time to process what was going on around him.4 At first it felt like an indulgence, a waste of time. But eventually he found it to be his single most valuable productivity tool.

When one is a student, time is measured in clear increments—the rhythm of the semester, the expanse of summer, which becomes less carefree and more regimented with each passing year.

also suggest that once every ninety days or so you take an hour to read your journal entries from that period. But don’t be overly focused on the details, like the budget meeting three weeks ago or last Thursday’s pasta dinner. Instead, focus on the broader patterns or trends. Capture the headline. Look for the lead in your day, your week, your life. Small, incremental changes are hard to see in the moment but over time can have a huge cumulative effect.

That’s what they don’t tell you about getting older—it’s not the invisibility or the aches and pains that kill you. Instead, it’s that incrementally, and over a span of just a few years, you are perceived to be less and less useful to the world. And the belief that you’re slipping begins to calcify into the fear that, if you’re no longer good at something, then maybe you’re not good for anything. And then why are you still here?

On the other hand, when a company’s value curve lacks focus, its cost structure will tend to be high and its business model complex in implementation and execution. When it lacks divergence, a company’s strategy is a me-too, with no reason to stand apart in the marketplace. When it lacks a compelling tagline that speaks to buyers, it is likely to be internally driven or a classic example of innovation for innovation’s sake with no great commercial potential and no natural take-off capability. A Company Caught in the Red Ocean When a company’s value curve converges with its competitors, it signals that a company is likely caught within the red ocean of bloody competition. A company’s explicit or implicit strategy tends to be trying to outdo its competition on the basis of cost or quality. This signals slow growth unless, by the grace of luck, the company benefits from being in an industry that is growing on its own accord. This growth is not due to a company’s strategy, however, but to luck. Overdelivery without Payback When a company’s value curve on the strategy canvas is shown to deliver high levels across all factors, the question is, Does the company’s market share and profitability reflect these investments? If not, the strategy canvas signals that the company may be oversupplying its customers, offering too much of those elements that add incremental value to buyers. To value-innovate, the company must decide which factors to eliminate and reduce—and not only those to raise and create—to construct a divergent value curve. Strategic Contradictions Are there strategic contradictions? These are areas where a company is offering a high level on one competing factor while ignoring others that support that factor. An example is investing heavily in making a company’s website easy to use but failing to correct the site’s slow speed of operation. Strategic inconsistencies can also be found between the level of your offering and your price. For example, a petroleum station company found that it offered “less for more”: fewer services than the best competitor at a higher price. No wonder it was losing market share fast.

Participants practiced conscious deep breathing techniques for 30 minutes per day over nine months. The 30 minutes does not have to be all at once. It can be done in five or ten minute increments throughout the day. It can be done sitting, standing or lying down. All it takes is a few minutes of concentration.

I regularly keep the company of other recovering drunks and addicts, as I learn a lot from those with more time clean than me and more still from those with less. People with more time tell me how they continue to cope with an external world that will not submit to their imagined demands and an ego that is defined by its insatiability, this restless demon that forever wants more, that lingers like a tapeworm at the gateway to the soul, devouring and rejecting according to its needs. From those that stagger in with fumes on their breath, stains on their teeth, and fear in their eyes, I learn the most important lesson, gratitude. Whatever I endure in recovery, I need never again suffer the indignity of active addiction. The despair and hopelessness. The inexhaustible cycle of incremental self-immolation. I am reminded of how far I’ve come, of the miracle that, with help and humility, I can, one day at a time, live free from drugs and alcohol.

Here’s an example: DNA stores information very nicely, in a durable format that allows for exact duplication. A ribosome turns that stored information into a sequence of amino acids, a protein, which folds up into a variety of chemically active shapes. The combined system, DNA and ribosome, can build all sorts of protein machinery. But what good is DNA, without a ribosome that turns DNA information into proteins? What good is a ribosome, without DNA to tell it which proteins to make? Organisms don’t always leave fossils, and evolutionary biology can’t always figure out the incremental pathway. But in this case we do know how it happened. RNA shares with DNA the property of being able to carry information and replicate itself, although RNA is less durable and copies less accurately. And RNA also shares the ability of proteins to fold up into chemically active shapes, though it’s not as versatile as the amino acid chains of proteins. Almost certainly, RNA is the single A which predates the mutually dependent A* and B. It’s just as important to note that RNA does the combined job of DNA and proteins poorly, as that it does the combined job at all. It’s amazing enough that a single molecule can both store information and manipulate chemistry. For it to do the job well would be a wholly unnecessary miracle. What was the very first replicator ever to exist? It may well have been an RNA strand, because by some strange coincidence, the chemical ingredients of RNA are chemicals that would have arisen naturally on the prebiotic Earth of 4 billion years ago. Please note: evolution does not explain the origin of life; evolutionary biology is not supposed to explain the first replicator, because the first replicator does not come from another replicator. Evolution describes statistical trends in replication. The first replicator wasn’t a statistical trend, it was a pure accident. The notion that evolution should explain the origin of life is a pure strawman—more creationist misrepresentation.

It’s the habit of process change—the undertaking of numerous, sustained changes over time—that counts. So often leaders try to change a business overnight by taking a single, bold action. Process improvement is less dramatic and glamorous than that. It’s a change in mind-set and operational norms that takes months or even years to establish, and that yields incremental, accumulated gains years into the future (remember that the compounding effect of 3 percent versus 1 percent annual productivity is huge over time). Process improvement is also about yielding some of your authority as a leader and empowering others closest to the action to improve the real work, incrementally, day after day. Their insights, judgments, and decisions large and small, compounded over a period of years, move the organization forward.

common error is to suppose that the principle suggests that the wealthier people are, the less important money will be to them. Someone in the grip of that misconception might think it supplies grounds for thinking that the wealthy will be less likely to resist redistribution than Bentham feared. In fact the principle of diminishing marginal utility has no such implication. The principle says that the wealthier you are, the less new utility you will derive from each additional dollar. This suggests that the more money you have, the larger the dollar increments that will be required, at the margin, to increase your utility. The better analogy is to a heroin addict who needs increasing amounts of the drug to achieve the same “fix” : the more you have, the more you want.

Jeff Weiner, the CEO of LinkedIn, for example, schedules up to two hours of blank space on his calendar every day. He divides them into thirty-minute increments, yet he schedules nothing.

Packages can provide a way to offer clients incremental access to upgrades. By introducing new classes in a new package, you can give them the same name as the old classes. For example, if I can upgrade org.junit.Assert in org.junit.newandimproved.Assert, then clients need only change the import statements to be using the new class. Changing imports is less risky and intrusive than changing code.