Leverage Lever Quotes

In popular culture, the term “butterfly effect” is almost always misused. It has become synonymous with “leverage”—the idea of a small thing that has a big impact, with the implication that, like a lever, it can be manipulated to a desired end. This misses the point of Lorenz’s insight. The reality is that small things in a complex system may have no effect or a massive one, and it is virtually impossible to know which will turn out to be the case.

Perestroika was an impossible idea on the face of it. The Party was setting out to employ its structures of command to make the country, and itself, less command-driven. A system whose main afflictions were stagnation and inflexibility was setting out to change itself. Worst and probably intractable was the fact that people who had spent their lives securing power and individual leverage were expected to devise change that would dismantle the hierarchy of levers and might dislodge them. The system resisted change instinctively...

You can't move a rock by your self. You just need a lever to change the direction of that rock. That is smart work.

A great place to work is one in which you trust the people you work for, have pride in what you do, and enjoy the people you work with. ~ Robert Levering, Co-Founder, Great Place to Work

Slot machines leverage this psychological weakness to incredible effect. The unpredictability of payout makes it harder to stop. Social media does the same. Posting to Twitter might yield a big social payoff, in the form of likes, retweets, and replies. Or it might yield no reward at all. Never knowing the outcome makes it harder to stop pulling the lever.

Effective curriculum, instruction, and assessment can occur without textbooks or technology. New resources can be used in a manner that augments the quality of the curriculum and transforms student learning. Schools and districts that most effectively leverage the acquisition of new materials invest significant time, effort, and energy in establishing the professional skills and strategies, standards, assessments, and curriculum that will be used to drive students' use of those resources.

Language is a lever with which we can convey surprising facts, weird new ideas, unwelcome news, and other thoughts that a listener may be unprepared for. This leverage requires a rigid stick and a solid fulcrum, and that's what the meaning of a sentence and the words and rules supporting them must be. If meanings could be freely reinterpreted in context, language would be a wet noodle and not up to the job of forcing new ideas into the minds of listeners. Even when language is used non literally in euphemism, wordplay, subtext, and metaphor-especially when it is used in those ways-it relies on the sparks that fly in a listener's mind as the literal meaning of a speaker's words collides with a plausible guess about the speaker's intent. In chapter 8 we will see that much of our social life is tacitly negotiated by means of these clashes.

Beyond streamlining operations and introducing cost innovations, a second lever companies can pull to meet their target cost is partnering. In bringing a new product or service to market, many companies mistakenly try to carry out all the production and distribution activities themselves. Sometimes that’s because they see the product or service as a platform for developing new capabilities. Other times it is simply a matter of not considering other outside options. Partnering, however, provides a way for companies to secure needed capabilities fast and effectively while dropping their cost structure. It allows a company to leverage other companies’ expertise and economies of scale. Partnering includes closing gaps in capabilities through making small acquisitions when doing so is faster and cheaper, providing access to needed expertise that has already been mastered. A

The Obstacles That Lie Before Us There is an old Zen story about a king whose people had grown soft and entitled. Dissatisfied with this state of affairs, he hoped to teach them a lesson. His plan was simple: He would place a large boulder in the middle of the main road, completely blocking entry into the city. He would then hide nearby and observe their reactions. How would they respond? Would they band together to remove it? Or would they get discouraged, quit, and return home? With growing disappointment, the king watched as subject after subject came to this impediment and turned away. Or, at best, tried halfheartedly before giving up. Many openly complained or cursed the king or fortune or bemoaned the inconvenience, but none managed to do anything about it. After several days, a lone peasant came along on his way into town. He did not turn away. Instead he strained and strained, trying to push it out of the way. Then an idea came to him: He scrambled into the nearby woods to find something he could use for leverage. Finally, he returned with a large branch he had crafted into a lever and deployed it to dislodge the massive rock from the road. Beneath the rock were a purse of gold coins and a note from the king, which said: “The obstacle in the path becomes the path. Never forget, within every obstacle is an opportunity to improve our condition.” What holds you back?

This man is someone for whom the world isn’t a mystery. The world is a boulder, but it has levers and he knows when and where and how to apply just the right amount of force, and it moves for him, while my father and I, pushing up against it, don’t have any angle, any torque, no grip or traction or leverage. My father thinks success must be in direct proportion to effort exerted. He doesn’t know where or how to exert the least amount for the most gain, doesn’t know where the secret buttons are, the hidden doors, the golden keys. He thinks that, even if you have a great idea, there have to be trials and tribulations, errors and failures, a dark night of the soul, a slog, a time in the desert, a fallow period, a period of quiet, a period of silent and earnest and frustrated toiling before emerging, victorious, into the sunshine and acclaim. My father makes to-do lists, makes plans, makes business plans. This is how he starts, always with a blank sheet of graph paper. We make bullet points. We identify the key areas we need to research further. We try to figure out how to research those areas. We work in a vacuum. We work in his study. We ponder. We stare at our feet. We stare at the ceiling. We talk to each other, create a world, create a tiny, artificial, formal space, on a blank sheet of paper, where we can imagine rules and principles and categories and ideas, all of which have absolutely nothing to do with the actual world out there.

The challenge of leveraging standards is in how they are used. Standards can be used in a transactional manner that maintains the status quo of student experience and achievement in schools, or they can be leveraged in a manner that transforms the roles of teachers and learners.

Ultimately, neither the standards themselves nor the new accountability tests designed to measure student progress toward those standards will do anything to improve student learning. The leverage advantage of standards will only be realized if students—not only teachers—are empowered to use standards to guide their efforts.

The concept of the hinge point is critically important to frame conversations about what works in schools. It is the starting point for focusing discussion and consideration of practices that might not just leverage student learning but most effectively and efficiently leverage student learning.

You may force your way through anything with the leverage of prayer. Thoughts and reasonings are like the steel wedges which give a hold upon truth; but prayer is the lever, the prise which forces open the iron chest of sacred mystery, that we may get the treasure hidden within.

He experimented with pulleys, by which he demonstrated his famous leverage principle, “that with any given force it was possible to lift any given weight.” This enabled him to stage one of his most famous coups de théâtre in front of King Hiero and the entire city of Syracuse. Archimedes tied a series of pulleys to a dry-docked three-masted ship loaded with cargo and passengers, and then, to the crowd’s stunned amazement, he lifted it into the harbor by himself. This led Hiero to declare, “From this day forward, Archimedes is believed no matter what he says,” which led Archimedes to reply in the full flush of triumph, “Give me a lever and a place to stand, and I shall move the earth.

The Global Financial Crisis of 2007–08 represented the greatest financial downswing of my lifetime, and consequently it presents the best opportunity to observe, reflect and learn. The scene was set for its occurrence by a number of developments. Here’s a partial list: Government policies supported an expansion of home ownership—which by definition meant the inclusion of people who historically couldn’t afford to buy homes—at a time when home prices were soaring; The Fed pushed interest rates down, causing the demand for higher-yielding instruments such as structured/levered mortgage securities to increase; There was a rising trend among banks to make mortgage loans, package them and sell them onward (as opposed to retaining them); Decisions to lend, structure, assign credit ratings and invest were made on the basis of unquestioning extrapolation of low historic mortgage default rates; The above four points resulted in an increased eagerness to extend mortgage loans, with an accompanying decline in lending standards; Novel and untested mortgage backed securities were developed that promised high returns with low risk, something that has great appeal in non-skeptical times; Protective laws and regulations were relaxed, such as the Glass-Steagall Act (which prohibited the creation of financial conglomerates), the uptick rule (which prevented traders who had bet against stocks from forcing them down through non-stop short selling), and the rules that limited banks’ leverage, permitting it to nearly triple; Finally, the media ran articles stating that risk had been eliminated by the combination of: the adroit Fed, which could be counted on to inject stimulus whenever economic sluggishness developed, confidence that the excess liquidity flowing to China for its exports and to oil producers would never fail to be recycled back into our markets, buoying asset prices, and the new Wall Street innovations, which “sliced and diced” risk so finely, spread it so widely and placed it with those best suited to bear it.

Use the hammer of diligence, and let the knee of prayer be exercised, and there is not a stony doctrine in revelation that is useful for you to understand that will not fly into shivers under the exercise of prayer and faith. You may force your way through anything with the leverage of prayer. Thoughts and reasoning are like the steel wedges that give a hold upon truth; but prayer is the lever that pries open the iron chest of sacred mystery, that we may get the treasure hidden inside.

Levers of Change and Tipping Points Classically, change takes place through compulsion, manipulation, persuasion, or through some combination thereof. In this book I have directed attention to deliberate and open attempts at mind change. I have also stressed the classic forms of persuasion: talk, teaching, therapy, and the creation and dissemination of new ideas and products. We must recognize, however, that in the future, these low-tech agents may well be supplanted by new forms of intervention: some will be biological, involving transformation of genes or brain tissue; some will be computational, entailing the use of new software and new hardware; and some will represent increasingly intricate amalgams of the biological and the computational realms. Perhaps the greatest challenge is to determine when the desired content has in fact been conveyed and whether it has actually been consolidated. Alas, there are no formulas for this step: each case of mind changing is distinctive. It is helpful to bear in mind that most mind change is gradual, occurring over significant periods of time; that awareness of the mind change is often fleeting, and the mind change may occur prior to consciousness thereof; that individuals have a pronounced tendency to slip back to earlier ways of thinking; but that when a mind change has become truly consolidated, it is likely to become as entrenched as its predecessor. Every example of mind changing has its unique facets. But in general, such a shift of mind is likely to coalesce when we employ the seven levers of mind change: specifically, when reason (often buttressed with research ), reinforcement through multiple forms of representation, real world events, resonance, and resources all push in one direction—and resistances can be identified and successfully countered. Conversely, mind changing is unlikely to occur—or to consolidate—when resistances are strong and most of the other points of leverage are not in place.

We aren’t like the director. This man is someone for whom the world isn’t a mystery. The world is a boulder, but it has levers and he knows when and where and how to apply just the right amount of force, and it moves for him, while my father and I, pushing up against it, don’t have any angle, any torque, no grip or traction or leverage. My father thinks success must be in direct proportion to effort exerted. He doesn’t know where or how to exert the least amount for the most gain, doesn’t know where the secret buttons are, the hidden doors, the golden keys.