Management Of Change Quotes

Sometimes fate is like a small sandstorm that keeps changing directions. You change direction but the sandstorm chases you. You turn again, but the storm adjusts. Over and over you play this out, like some ominous dance with death just before dawn. Why? Because this storm isn't something that blew in from far away, something that has nothing to do with you. This storm is you. Something inside of you. So all you can do is give in to it, step right inside the storm, closing your eyes and plugging up your ears so the sand doesn't get in, and walk through it, step by step. There's no sun there, no moon, no direction, no sense of time. Just fine white sand swirling up into the sky like pulverized bones. That's the kind of sandstorm you need to imagine. And you really will have to make it through that violent, metaphysical, symbolic storm. No matter how metaphysical or symbolic it might be, make no mistake about it: it will cut through flesh like a thousand razor blades. People will bleed there, and you will bleed too. Hot, red blood. You'll catch that blood in your hands, your own blood and the blood of others. And once the storm is over you won't remember how you made it through, how you managed to survive. You won't even be sure, in fact, whether the storm is really over. But one thing is certain. When you come out of the storm you won't be the same person who walked in. That's what this storm's all about.

It is not the strongest or the most intelligent who will survive but those who can best manage change.

Success comes from the inside out. In order to change what is on the outside, you must first change what is on the inside.

In times of change, learners inherit the earth, while the learned find themselves beautifully equipped to deal with a world that no longer exists.

The job is what you do when you are told what to do. The job is showing up at the factory, following instructions, meeting spec, and being managed. Someone can always do your job a little better or faster or cheaper than you can. The job might be difficult, it might require skill, but it's a job. Your art is what you do when no one can tell you exactly how to do it. Your art is the act of taking personal responsibility, challenging the status quo, and changing people. I call the process of doing your art 'the work.' It's possible to have a job and do the work, too. In fact, that's how you become a linchpin. The job is not the work.

The nature of the criminal justice system has changed. It is no longer primarily concerned with the prevention and punishment of crime, but rather with the management and control of the dispossessed.

I manage because I have to. Because I've no other way out. Because I've overcome the vanity and pride of being different, I've understood that they are a pitiful defense against being different. Because I've understood that the sun shines differently when something changes. The sun shines differently, but it will continue to shine, and jumping at it with a hoe isn't going to do anything.

I feel an ache in my throat, but I manage to smile. Two conflicting desires go through me at the same time, each as sharp as a razorblade: I want to see you grow up and Don't ever change.

How different our lives are when we really know what is deeply important to us, and keeping that picture in mind, we manage ourselves each day to be and to do what really matters most.

You can change only what people know, not what they do.

We have learned that trauma is not just an event that took place sometime in the past; it is also the imprint left by that experience on mind, brain, and body. This imprint has ongoing consequences for how the human organism manages to survive in the present. Trauma results in a fundamental reorganization of the way mind and brain manage perceptions. It changes not only how we think and what we think about, but also our very capacity to think.

History isn't like that. History unravels gently, like an old sweater. It has been patched and darned many times, reknitted to suit different people, shoved in a box under the sink of censorship to be cut up for the dusters of propaganda, yet it always - eventually - manages to spring back into its old familar shape. History has a habit of changing the people who think they are changing it. History always has a few tricks up its frayed sleeve. It's been around a long time.

Not every change is an improvement but every improvement is a change; you can't do anything BETTER unless you can manage to do it DIFFERENTLY, you've got to let yourself do better than other people!

Randy Pausch on time management: Here's what I know: Time must be explicitly managed, like money. You can always change your plan, but only if you have one. Ask yourself: Are you spending your time on the right things? Develop a good filing system. Rethink the telephone. Delegate. Take a time out. Time is all you have. And you may find one day that you have less than you think.

Changes are inevitable and not always controllable. What can be controlled is how you manage, react to and work through the change process.

Change is hard at first,Messy in the middle and gorgeous at the end.

Women are the worst. They zero in on some guy.Oh boy, he's the one, gotta get me that one. So they do. Then they spend the rest of their time trying to figure out how to change him. Then if they manage it, they're not all that interested anymore, because guess what? He's not the one anymore.

If one really has a feeling of contribution, one will no longer have any need for recognition from others. Because one will already have the real awareness that “I am of use to someone,” without needing to go out of one’s way to be acknowledged by others. In other words, a person who is obsessed with the desire for recognition does not have any community feeling yet, and has not managed to engage in self-acceptance, confidence in others, or contribution to others.

I'm just a kid, Chiron," I said miserably. "What good is one lousy hero against something like Kronos?" Chiron managed a smile. '"What good is one lousy hero'? Joshua Lawrence Chamberlain said something like that to me once, just before he single-handedly changed the course of your Civil War.

Consider how hard it is to change yourself and you'll understand what little chance you have in trying to change others

If you always do what you've always done, you'll always get what you always got.

We have no idea, now, of who or what the inhabitants of our future might be. In that sense, we have no future. Not in the sense that our grandparents had a future, or thought they did. Fully imagined cultural futures were the luxury of another day, one in which 'now' was of some greater duration. For us, of course, things can change so abruptly, so violently, so profoundly, that futures like our grandparents' have insufficient 'now' to stand on. We have no future because our present is too volatile. ... We have only risk management. The spinning of the given moment's scenarios. Pattern recognition

All organizations are perfectly designed to get the results they are now getting. If we want different results, we must change the way we do things.

The Democrats seem to be basically nicer people, but they have demonstrated time and again that they have the management skills of celery. They're the kind of people who'd stop to help you change a flat, but would somehow manage to set your car on fire. I would be reluctant to entrust them with a Cuisinart, let alone the economy. The Republicans, on the other hand, would know how to fix your tire, but they wouldn't bother to stop because they'd want to be on time for Ugly Pants Night at the country club

Before Van realized it, he was walking her back toward her stairs. He didn't stop kissing her, he wouldn't. The last thing he wanted was for her to change her mind. He managed to get her to the upstairs hallway before she pulled her mouth away. "What are you doing?" she panted out. "Taking you to your bed." "Forget it." And Van, if he were a crying man, would be sobbing. Until uptight Irene Conridge added, "The wall. Use the Wall.

What others view as setbacks, Firestarters see as opportunities to learn and grow more.

If you want to make a difference, you must live like no one else and strive to achieve goals that others view as impossible to reach.

Be different. Be original. Nobody will remember a specific flower in a garden filled with thousands of the same yellow flower, but they will remember the one that managed to change its color to purple.

Interest isn’t just something you feel. It’s something you live.

Reconnect to what makes you happy and brings you Joy. If there is something that used to make you happy which you have stopped doing, do it again. Seek to find deeper meaning and significance rather than living on the surface.

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

The economy is always changing. So your business should always be changing. Managing a business includes adapting to change, evolving with change and sometimes pioneering those changes and evolutions.

Your habit of avoiding mental and emotional discomfort is your #1 reason for your being stuck where you are in life.

Management is doing things right; leadership is doing the right things.

There will be times in your life when things simply have to be replaced because they are tired, broken, worn out, harmful, outdated, or irrelevant. Take an inventory of the things that no longer serve your best and highest good so you can replace them with things which do.

MANAGE YOUR MOOD: Name 1 thing that surprised you today...Name 1 thing that moved you...Name 1 thing that inspired you...

The business environment is constantly evolving. Economic fluctuations, technological disruptions, regulatory shifts, and competitive pressures demand that companies be able to adjust their goals and strategies.

Many call this process 'the destruction of nature.' But it's not really destruction, it's change. Nature cannot be destroyed.

…. by the time they have reached the middle of their life’s journey, few people remember how they have managed to arrive at themselves, at their amusements, their point of view, their wife, character, occupation and successes, but they cannot help feeling that not much is likely to change anymore. It might even be asserted that they have been cheated, for one can nowhere discover any sufficient reason for everything’s coming about as it has. It might just have well as turned out differently. The events of people’s lives have, after all, only to the last degree originated in them, having generally depended on all sorts of circumstances such as the moods, the life or death of quite different people, and have, as it were, only at the given point of time come hurrying towards them

One may never get to know how fast the time travels till the one gets in that position to race against the time.

I could not hold my breath for seven minutes. I couldn’t even make it to one. I once tried to run a mile in seven minutes after hearing some athletes could do it in four but failed spectacularly when a side stitch crippled me about halfway in. However, there was one thing I managed to do in seven minutes that most would say is quite impressive: I became queen. By seven tiny minutes I beat my brother, Ahren, into the world, so the throne that ought to have been his was mine. Had I been born a generation earlier, it wouldn’t have mattered. Ahren was the male, so Ahren would have been the heir. Alas, Mom and Dad couldn’t stand to watch their firstborn be stripped of a title by an unfortunate but rather lovely set of breasts. So they changed the law, and the people rejoiced, and I was trained day by day to become the next ruler of Illéa.

Instead of waiting for a leader you can believe in, try this: Become a leader you can believe in.

If you want to have the time of your life, change how you use the time in your life.

You must embrace change before change erases you.

What you post online speaks VOLUME about who you really are. POST with intention. REPOST with caution.

Control your own Destiny or somebody else will

In today's constantly evolving economy, business models cannot be static. The business model of each business must be consistently changing and evolving in order to stay relevant and to succeed.

To achieve accurate knowledge of others, if such a thing were possible, we could only ever arrive at it through the slow and unsure recognition of our own initial optical inaccuracies. However, such knowledge is not possible: for, while our vision of others is being adjusted, they, who are not made of mere brute matter, are also changing; we think we have managed to see them more clearly, but they shift; and when we believe we have them fully in focus, it is merely our older images of them that we have clarified, but which are themselves already out of date.

Even when we have realized oneness and nothingness, we still have our personal lives to manage, bodies to take care of, and mouths to feed, and you will know which one is yours and which ones are others', so you won't put food into another person's mouth when you are hungry. Also you won't kiss a rattlesnake or hug a cactus no matter how strong an affinity you feel toward them. But at the same time, we know these apparent separations are functional, not fundamental, and should be recognized as such without mistaking one for the other. I would call this apparent separation "functional ego," or you can call it your "character," which is the collection of your beliefs, habits, and other people's expectations.

Father, I declare that my decisions today will change the trajectory of my future and bring it into alignment with Your plans for me. Wherever I place my feet, I walk in Your authority and expand my territory for Your name’s sake. Increase my productivity and efficiency and give me the anointing of Solomon to wisely manage my resources today. In Jesus's name, amen.

Leadership grows like tall trees. It needs both toughness and flexibility - toughness for accountability - flexibility to adapt changes with a compassionate & caring heart for self and others.

Disruptive technologies typically enable new markets to emerge.

The R6 framework provides a structured yet flexible system for navigating the complexities of change.

Time is the real emperor and there is no space for any pride since time flies and blows away anything.

But being around so much love has managed to thaw my frozen parts into something human. I feel human. Like maybe I could be part of this world. Like maybe I don't have to be a monster. Maybe I'm not a monster. Maybe things can change.

People that hold onto hate for so long do so because they want to avoid dealing with their pain. They falsely believe if they forgive they are letting their enemy believe they are a doormat. What they don’t understand is hatred can’t be isolated or turned off. It manifests in their health, choices and belief systems. Their values and religious beliefs make adjustments to justify their negative emotions. Not unlike malware infesting a hard drive, their spirit slowly becomes corrupted and they make choices that don’t make logical sense to others. Hatred left unaddressed will crash a person’s spirit. The only thing he or she can do is to reboot, by fixing him or herself, not others. This might require installing a firewall of boundaries or parental controls on their emotions. Regardless of the approach, we are all connected on this "network of life" and each of us is responsible for cleaning up our spiritual registry.

Agility is less about following agile processes and more about having a mindset of adaptability.

Be different. Be original. Nobody will remember a specific flower in garden loaded with thousands of the same yellow flower, but they will remember the one that managed to change its color to purple. Being different and thinking differently make a person unforgettable. History does not remember the forgettable. It honors the unique minority the majority cannot forget.

They were not asked to adhere to the same rules. If there were countless guidelines women had to follow; cover your drink, stick close to others, don't wear short skirts. Their behaviour was the constant, while we were the variable expected to change. When did it become our job to do all the preventing and managing? And if houses existed where many girls got hurt, shouldn't we hold guys to a higher standard instead of reprimanding the girl? Why was passing out considered more reprehensible than fingering the passed out person?

The hope of the future lies not in curbing the influence of human occupancy – it is already too late for that – but in creating a better understanding of the extent of that influence and a new ethic for its governance.

You can’t sell it outside if you can’t sell it inside.

Great leaders know that under the turmoil of chaos and change, there is a beauty of patterns and designs.

You should not change yourself, but create yourself, that mean build around your strengths and removing bad habits

Resilient organizations are designed for evolution, not just efficiency.

A business is like a living being. It’s more of a process than a stagnant thing. The way you manage your business today shouldn’t be the same way you managed it ten years ago or even ten months ago. Because your business should have evolved and changed and adapted in some way during that time - just like living beings evolve and change and adapt to their environments.

It was thus, Archer reflected, that New York managed its transitions; conspiring to ignore them till they were well over, and then, in all good faith, imagining that they had taken place in a preceding age.

disruptive technology should be framed as a marketing challenge, not a technological one.

People don't change that much. Instead of trying to put in what God left out, try drawing out what God left in!

Nothing remains the same and at some point in time, everything changes

Achieve employee change adoption through: Awareness, Understanding, Involvement, Learning and Motivation

If you do not change employee behaviour, you will not get organisational change and performance improvement"​

Understanding your evolving customer is as vital as understanding your product.

Markets change, and businesses must change with them to remain relevant.

There is great wisdom in a business having a system in place for adapting its underlying assumptions.

Life is all about 'Continuous Never Ending Change and Improvement' (CNECI) as we grow, develop and regenerate

The purpose of leadership is to change the world around you in the name of your values, so you can live those values more fully.

Growing a culture requires a good storyteller. Changing a culture requires a persuasive editor.

Go for it because for all those moments that you would make up your mind the other might have already rushed for it.

Self-management has several components that come together to bring about perceivable change in the personality of an individual.

Change Leadership is action, not a position

Pivoting is not the end of the disruption process, but the beginning of the next leg of your journey.

Change Waits for No Leader

Many leaders get to the top of an organisation with skills less associated to leadership, but more the ability to eliminate greater competition on the way

Deluded leaders and the ‘yes men’ that follow are barriers to successful organisational change" Peter F Gallagher Change Management Handbook - The Leadership of Change Volume 3

Management makes a system work. It helps you do what you know how to do. Leadership builds systems or transforms old ones.

There is no life that does not have the material for despair in it, but some people go too close to the edge and others manage to stay sometimes sad in a safe clearing far from the cliffs. Once you cross over, the rules all change.

What is a spell after all but a way of coaxing syllables together so persuasively that some new word is spelled...some imprecision clarified, some name Named...and some change managed.

There are so many things I want to tell her, so many things she doesn't know; like how I remember when she first came home from the hospital, a big pink blob with a perma-smile, and she used to fall asleep while grabbing on to my pinter finger; how I sued to give her piggyback rides up and down the beach on Cape Cod, and she would tub on my ponytail to direct me one way or the other; how soft and furry her head was when she was first born; that the first time you kiss someone you'll be nervous, and it will be weird, and it won't be as good as you want it to be, and that's okay; how you should only fall in love with people who will fall in love back... I feel an ache in my throat, but i manage to smile. Two conflicting desires go through me at the same time, each as sharp as a razor blade: I want to see you grow up and Don't ever change.

It requires a hard look at what is, rather than what you hope will be. As you let go of managing and controlling, you must also let go of the idea that “when he changes I’ll be happy.” He may never change. You must stop trying to make him. And you must learn to be happy anyway.

The "non-profit" institution neither supplies goods or services not controls. Its "product" is neither a pair of shoes nor an effective regulation. Its product is a changed human being. The non-profit institutions are human-change agents. Their "product" is a cured patient, a child that learns, a young man or woman grown into a self-respecting adult; a changed human life altogether.

A change in perspective, in physical location, quite simply forces mindfulness. It forces us to reconsider the world, to look at things from a different angle. And sometimes that change in perspective can be the spark that makes a difficult decision manageable, or that engenders creativity where none existed before.

We are all cosmopolitan, what we are born into is an accident of birth, respect for difference, growth and learning is who we are

you cannot make things better by changing your own behavior or by attempting to manage your partner better. Abuse is a problem that lies entirely within the abuser.

It is very important to understand why those annoying people annoy you and then figure out where that fits into your world.

Organisational change adoption must be made easier than keeping the old ways

Blessed are the flexible, for change is inevitable. To fulfill our true destiny as spiritual beings we must trust in our divine power to adapt.

I once knew one person in a leadership position who promoted diversity, unfortunately their policy excluded groups that were not aligned to his demeanour

A typical response when starting a change journey and engaging organisational leaders, it is not us, it is the employees below me that have the problem with change and improvement

Constructive feedback is leadership gift and driver of organisational behavioural change

To the trolls, my work is about people, leadership and change. If the scribe reminds me of Churchill, dog and stone, then I have already wasted time

If it is difficult to change the behaviour of people so they are healthier and live longer, how difficult will it be to change employee workplace behaviour

Global supply chains have many constituents and responsible parties. Everyone in the supply chain has a responsibility to act in a way that promotes effeciency in the supply chain.

The best leadership teams have purpose, they are aligned on their strategic objectives, they are a high performing team and have change leadership skills to navigate 4IR

No obstacle is so big that one person with determination can't make a difference.

Change everything, go through life never judging, never criticising and when a friend asks you for help, you ask how!

While the rhythm of change may appear slow, the tempo of disruption is extremely fast.

Empowerment and distributed decision-making are hallmarks of adaptable structures.

Everything the business does should revolve around providing value to the target market. And if their definition of value changes, the business must change.

Dynamic capabilities are crucial for organizational resilience, allowing for continuous adaptation and evolution.

Adaptive capabilities enable a business to modify itself.

R6 is more than a process; it's a rhythm for continuous adaptation.

Markets are not fixed entities; they are dynamic groups which change over time.

From my experience, I see a high number of change initiatives fail, so why is it that change experts and leadership coaches continually praise organisations for their great efforts?

Effective change communication is at the heart of successful change, it acts like the blood in our bodies, but instead of supplying vital oxygen and nutrients, communication supplies information and motivation to the impacted stakeholders

For businesses to survive, they will need to build organizational resilience for climate change, cyber, technology, and space as part of a broader existential risk management strategy.

As Aristotle said: “We are what we repeatedly do.” Or as the Dalai Lama put it more recently: “There isn’t anything that isn’t made easier through constant familiarity and training. Through training we can change; we can transform ourselves.

There are 3 groups of employees in any change journey: ‘Advocates’, ‘Observers’ and ‘Rebels’. Each reacts differently to organisational change and will have different levels of resistance

Connecting with others gives us a sense of inclusion, connection, interaction, safety, and community. Your vibe attracts your tribe, so if you want to attract positive and healthy relationships, be one! Staying connected and getting reconnected feeds the flow of goodness which empowers our humanity.

Rather than spending a reasonable amount of time proactively acknowledging and addressing the fears and feelings that show up during change and upheaval, we spend an unreasonable amount of time managing problematic behaviors.

If you’re willing to accept what you can’t change, we have many positive suggestions for improving the way you manage the shit on your plate—beginning with not wasting time repeating what hasn’t been working.

And the world goes on regardless of joy or despair or one woman's fortune or one man's loss. And we can't know the lives of others. And we can't know our own lives beyond the details we can manage. And the things that change us forever happen without us knowing they would happen. And the moment that looks like the rest is the one where hearts are broken or healed. And time that runs so steady and sure runs wild outside the clocks. It takes so little time to change a lifetime and it takes a lifetime to understand the change.

You realize, of course, the Omegans nearly lost this Earth. They had everything yet let it disintegrate through their rampant carelessness. Two hundred years past they possessed the rudimentary beginnings of the NET to bring them together. They called it the Internet. Yet they treated it like a toy, tribalized themselves, and thus nearly lost the planet. “Nationalist wars, self serving ideologies, competing religions . . . more significant, though not to the Omegans, was climate change itself, which mattered more than any petty dogma, but they ignored it until too late. It has ultimately determined our lives, managed now by the CORPORATE, using the only possible tools to survive. There were billions of Humans then. There is now but a fraction of that: some 300 million we know in the MEGS and, of course, the uncounted MASSes.

An immense industrial network cannot be managed in the same way that one changes a tire... It expresses a circuit of cosmic energy on which it depends, which it cannot limit, and whose laws it cannot ignore without consequences.

This ten-year-old monk added, “When you get stressed—what changes? Your breath. When you get angry—what changes? Your breath. We experience every emotion with the change of the breath. When you learn to navigate and manage your breath, you can navigate any situation in life.

While delivering organisational change or improvements, one cannot be sure whether the main challenge is narcissistic and deluded leaders or the sheep that follow in abundance" Peter F Gallagher Change Management Handbook - The Leadership of Change Volume 3

Fixed mindset leaders will quickly contaminate an organisation by killing growth and creativity, as well as promoting incompetence based on their likeness. This cycle will be replicated unless shareholders intervene ruthlessly

I'm in love with her determination and her commitment, her soft side, the way she manages to tell me exactly how she's feeling and why, no matter how uncomfortable it might make her at first. She's taught me communicating doesn't mean everything is perfect, it doesn't mean we don't disagree. It means we work through the imperfect bit together, and if we don't agree, we at least know why the other feels that way, even if it's not going to change our minds. We're still individuals, but we're individuals together, and I never knew relationships could be like this.

Did you once have a grand plan which has become obsolete and no longer serves you? If there are areas in your life which must change to help you create better results, a redesign may be in order. Consider going back to the ‘drawing board’ to deconstruct what isn’t working and start anew.

The basic distortions in the media are not innocent errors, for they are not random; rather they move in the same overall direction again and again, favoring management over labor, corporatism over anti-corporatism, the affluent over the poor, private enterprise over socialism, Whites over Blacks, males over females, officialdom over protesters, conventional politics over dissidence, anticommunism and arms-race militarism over disarmament, national chauvinism over internationalism, US dominance of the Third World over revolutionary or populist nationalist change. The press does many things and serves many functions but its major role, its irreducible responsibility, is to continually recreate a view of reality supportive of existing social and economic class power.

To be sure, the fundamental task of management remains the same: to make people capable of joint performance through common goals, common values, the right structure, and the training and development they need to perform and to respond to change.

She's the light. Before, you can fumble around in the dark or manage in the dim. You don't even know it's dim because that's the way it's always been. But then, she's the light. Everything changes. If the light shuts off, or worse, you're stupid enough to shut it off yourself, it's a hell of a lot darker than before.

The final relationship that cannot be ignored is with disrupters: They are individuals who cause trouble for sport - inciting opposition to management for a variety of reasons, most of them petty. Usually these people have good performance - that's their cover - and so they are endured or appeased. A company that manages people well takes disrupters head-on. First they give them very tough evaluations, naming their bad behaviour and demanding it change. Usually it won't. Disrupters are a personality type. If that's the case, get them out of the way of people trying to do their jobs. They're poison.

Let's say that the consensus is that our species, being the higher primates, Homo Sapiens, has been on the planet for at least 100,000 years, maybe more. Francis Collins says maybe 100,000. Richard Dawkins thinks maybe a quarter-of-a-million. I'll take 100,000. In order to be a Christian, you have to believe that for 98,000 years, our species suffered and died, most of its children dying in childbirth, most other people having a life expectancy of about 25 years, dying of their teeth. Famine, struggle, bitterness, war, suffering, misery, all of that for 98,000 years. Heaven watches this with complete indifference. And then 2000 years ago, thinks 'That's enough of that. It's time to intervene,' and the best way to do this would be by condemning someone to a human sacrifice somewhere in the less literate parts of the Middle East. Don't lets appeal to the Chinese, for example, where people can read and study evidence and have a civilization. Let's go to the desert and have another revelation there. This is nonsense. It can't be believed by a thinking person. Why am I glad this is the case? To get to the point of the wrongness of Christianity, because I think the teachings of Christianity are immoral. The central one is the most immoral of all, and that is the one of vicarious redemption. You can throw your sins onto somebody else, vulgarly known as scapegoating. In fact, originating as scapegoating in the same area, the same desert. I can pay your debt if I love you. I can serve your term in prison if I love you very much. I can volunteer to do that. I can't take your sins away, because I can't abolish your responsibility, and I shouldn't offer to do so. Your responsibility has to stay with you. There's no vicarious redemption. There very probably, in fact, is no redemption at all. It's just a part of wish-thinking, and I don't think wish-thinking is good for people either. It even manages to pollute the central question, the word I just employed, the most important word of all: the word love, by making love compulsory, by saying you MUST love. You must love your neighbour as yourself, something you can't actually do. You'll always fall short, so you can always be found guilty. By saying you must love someone who you also must fear. That's to say a supreme being, an eternal father, someone of whom you must be afraid, but you must love him, too. If you fail in this duty, you're again a wretched sinner. This is not mentally or morally or intellectually healthy. And that brings me to the final objection - I'll condense it, Dr. Orlafsky - which is, this is a totalitarian system. If there was a God who could do these things and demand these things of us, and he was eternal and unchanging, we'd be living under a dictatorship from which there is no appeal, and one that can never change and one that knows our thoughts and can convict us of thought crime, and condemn us to eternal punishment for actions that we are condemned in advance to be taking. All this in the round, and I could say more, it's an excellent thing that we have absolutely no reason to believe any of it to be true.

You aren't battling your ability to stick to a diet, execute a business plan, repair a broken marriage and rebuild your life, hit your goals, or win over a bad manager- you are battling your feelings about doing it. You are more than capable of doing the work to change anything for the better, despite how you feel. Feelings are merely suggestions, ones you can ignore. To change you must do the same, you must ignore how you feel, and just do it anyway.

Too often the change team will engage a leader with success delusion, this look is obvious on their face when you enter their office. They think to themselves, ‘Who is this plebeian and dullard before me?’" Change Management Handbook - The Leadership of Change Volume 3

The change question all leaders should be able to answer Do you have a change vision, are you aligned on your strategic objectives, are you a high performing team and does you team have change leadership skills to lead the change or improvement that your organisation is facing?

Of an apartment-building manager who had killed himself I was told he had lost his daughter five years before, that he had changed greatly since, and that the experience had "undermined" him. A more exact word cannot be imagined. Beginning to think is beginning to be undermined. Society has but little connection with such beginnings. The worm is in man's heart - that is where it must be sought.

It’s not about managing, it’s about taste. Your sandwiches taste better.” Ty started cracking up. “Oh my fucking God, are you spoiled. It’s about throwing some meat, cheese, and mayo between two pieces of bread. The taste doesn’t change whether it’s me or you slapping it together.

She was right about something else too,ʺ Dimitri said after a long pause. My back was to him, but there was a strange quality to his voice that made me turn around. ʺWhatʹs that?ʺ I asked. ʺThat I do still love you.ʺ With that one sentence, everything in the universe changed. Time slowed to one heartbeat. The world became his eyes, his voice. This wasnʹt happening. It wasnʹt real. None of it could be real. It felt like a spirit dream. I resisted the urge to close my eyes and see if Iʹd wake up moments later. No. No matter how unbelievable it all seemed, this was no dream. This was real. This was life. This was flesh and blood. ʺSince . . . since when?ʺ I finally managed to ask. ʺSince . . . forever.ʺ His tone implied the answer was obvious. ʺI denied it when I was restored. I had no room for anything in my heart except guilt. I especially felt guilty about you—what Iʹd done—and I pushed you away. I put up a wall to keep you safe. It worked for a while—until my heart finally started accepting other emotions. And it all came back. Everything I felt for you. It had never left; it was just hidden from me until I was ready. And again . . . that alley was the turning point. I looked at you . . . saw your goodness, your hope, and your faith. Those are what make you beautiful. So, so beautiful.

Eco” comes from the Greek word oikos, meaning home. Ecology is the study of home, while economics is the management of home. Ecologists attempt to define the conditions and principles that govern life’s ability to flourish through time and change. Societies and our constructs, like economics, must adapt to those fundamentals defined by ecology. The challenge today is to put the “eco” back into economics and every aspect of our lives.

The ego might resist change until a person’s level of discomfort becomes unbearable. A person can employ logic to overcome the ego’s defense mechanism and intentionally integrate needed revisions in a person’s obsolete or ineffective beliefs and behavior patterns. The subtle sense that something is amiss in a person’s life can lead to a gradual or quick alteration in a person’s conscious thoughts and outlook on life. Resisting change can prolong unhappiness whereas implementing change can establish internal harmony and instate joy in a person’s life.

Even after centuries of human interacting, children still continue to rebel against their parents and siblings. Young marrieds look upon their in-laws and parents as obstacles to their independence and growth. Parents view their children as selfish ingrates. Husbands desert their wives and seek greener fields elsewhere. Wives form relationships with heroes of soap operas who vicariously bring excitement and romance into their empty lives. Workers often hate their bosses and co-workers and spend miserable hours with them, day after day. On a larger scale, management cannot relate with labour. Each accuses the other of unreasonable self-interests and narrow-mindedness. Religious groups often become entrapped, each in a provincial dogma resulting in hate and vindictiveness in the name of God. Nations battle blindly, under the shadow of the world annihilation, for the realization of their personal rights. Members of these groups blame rival groups for their continual sense of frustration, impotence, lack of progress and communication. We have obviously not learned much over the years. We have not paused long enough to consider the simple truth that we humans are not born with particular attitudinal sets regarding other persons, we are taught into them. We are the future generation's teachers. We are, therefore, the perpetrators of the confusion and alienation we abhor and which keeps us impotent in finding new alternatives. It is up to us to diligently discover new solutions and learn new patterns of relating, ways more conducive to growth, peace, hope and loving coexistence. Anything that is learned can be unlearned and relearned. In this process called change lies our real hope.

It doesn’t matter which continent I am working in; I typically encounter three-employee change standpoints: Advocates, Observers and Rebels. However, to successfully implement organisational change management, we must engage, communicate and entice these three employee groups to get buy-in, change adoption and benefits realisation

And that is what is behind the abrupt rise in climate change denial among hardcore conservatives: they have come to understand that as soon as they admit that climate change is real, they will lose the central ideological battle of our time—whether we need to plan and manage our societies to reflect our goals and values, or whether that task can be left to the magic of the market.

But Aunt Habiba said not to worry, that everyone had wonderful things hidden inside. The only difference was that some managed to share those wonderful things, and others did not. Those who did not explore and share the precious gifts within went through life feeling miserable, sad, awkward with others, and angry too. You had to develop a talent, Aunt Habiba said, so that you could give something, share and shine. And you developed a talent by working very hard at becoming good at something. It could be anything - singing, dancing, cooking, embroidering, listening, looking, smiling, waiting, accepting, dreaming, rebelling, leaping. 'Anything you can do well can change your life', said Aunt Habiba.

The things of your life arrived in their own time, like a train you had to catch. Sometimes this was easy, all you had to do was step onto it, the train was plush and comfortable and full of people smiling at you in a hush, and a conductor who punched your ticket and tousled your head with his big hand, saying, Ain’t you pretty, ain’t you the prettiest girl now, lucky lady taking a big train trip with your daddy, while you sank into the dreamy softness of your seat and sipped ginger ale from a can and watched the world float in magical silence past your window, the tall buildings of the city in the crisp autumn light and then the backs of the houses with laundry flapping and a crossing with gates where a boy was waving from his bicycle, and then the woods and fields and a single cow eating grass....... .....Because sometimes it was one way, easy, and sometimes it was the other, not easy; the things of your life roared down to you and it was all you could do to grab hold and hang on. Your old life ended, and the train took you away to another...

A diamond’s creation requires immense pressure and intense temperatures to reach its highest potential. Without enduring the adversity and pressure of its environment, the diamond would never become the treasure it was meant to be. May the changes you grow through bring incredible value in helping you forge a remarkable and multi-faceted life.

More fundamentally than any of this, though, is their deep fear that if the free market system really has set in motion physical and chemical processes that, if allowed to continue unchecked, threaten large parts of humanity at an existential level, then their entire crusade to morally redeem capitalism has been for naught. With stakes like these, clearly greed is not so very good after all. And that is what is behind the abrupt rise in climate change denial among hardcore conservatives: they have come to understand that as soon as they admit that climate change is real, they will lose the central ideological battle of our time—whether we need to plan and manage our societies to reflect our goals and values, or whether that task can be left to the magic of the market.

A beggar had been sitting by the side of a road for over thirty years. One day a stranger walked by. “Spare some change?” mumbled the beggar, mechanically holding out his old baseball cap. “I have nothing to give you,” said the stranger. Then he asked: “What’s that you are sitting on?” “Nothing,” replied the beggar. “Just an old box. I have been sitting on it for as long as I can remember.” “Ever looked inside?” asked the stranger. “No,” said the beggar. “What’s the point? There’s nothing in there.” “Have a look inside,” insisted the stranger. The beggar managed to pry open the lid. With astonishment, disbelief, and elation, he saw that the box was filled with gold. I am that stranger who has nothing to give you and who is telling you to look inside. Not inside any box, as in the parable, but somewhere even closer: inside yourself.

With a Masters in Management from USC, I did some consultant work in Reorganization, New Products, and Change. Amazon was smart to have me as a Beta and got my advice for free. Amazon was the only company who did because for other companies, it wasn't. But what I got from Amazon is a good understanding of how they operate, the culture, and the people behind the business - Strong by Kailin Gow

Organizations like the UN do a lot of good, but there are certain basic realities they never seem to grasp ...Maybe the most important truth that eludes these organizations is that it's insulting when outsiders come in and tell a traumatized people what it will take for them to heal. You cannot go to another country and make a plan for it. The cultural context is so different from what you know that you will not understand much of what you see. I would never come to the US and claim to understand what's going on, even in the African American culture. People who have lived through a terrible conflict may be hungry and desperate, but they are not stupid. They often have very good ideas about how peace can evolve, and they need to be asked. That includes women. Most especially women ... To outsiders like the UN, these soldiers were a problem to be managed. But they were our children.

Whenever you give up an apartment in New York and move to another city, New York turns into the worst version of itself. Someone I know once wisely said that the expression "It's a nice place to visit, but I wouldn't want to live there" is completely wrong where New York is concerned; the opposite is true. New York is a very livable city. But when you move away and become a vistor, the city seems to turn against you. It's much more expensive (because you need to eat all your meals out and pay for a place to sleep) and much more unfriendly. Things change in New York; things change all the time. You don't mind this when you live here; when you live here, it's part of the caffeinated romance to this city that never sleeps. But when you move away, your experience change as a betrayal. You walk up Third Avenue planning to buy a brownie at a bakery you've always been loyal to, and the bakery's gone. Your dry cleaner move to Florida; your dentist retires; the lady who made the pies on West Fourth Street vanishes; the maitre d' at P.J. Clarke's quits, and you realize you're going to have to start from scratch tipping your way into the heart of the cold, chic young woman now at the down. You've turned your back from only a moment, and suddenly everything's different. You were an insider, a native, a subway traveler, a purveyor of inside tips into the good stuff, and now you're just another frequent flyer, stuck in a taxi on Grand Central Parkway as you wing in and out of La Guardia. Meanwhile, you rad that Manhattan rents are going up, they're climbing higher, they're reached the stratosphere. It seems that the moment you left town, they put a wall around the place, and you will never manage to vault over it and get back into the city again.

The reason is that good management itself was the root cause. Managers played the game the way it was supposed to be played. The very decision-making and resource-allocation processes that are key to the success of established companies are the very processes that reject disruptive technologies: listening carefully to customers; tracking competitors’ actions carefully; and investing resources to design and build higher-performance, higher-quality products that will yield greater profit. These are the reasons why great firms stumbled or failed when confronted with disruptive technological change.

Once upon a time there was a mother who, in order to become a mother, had agreed to change her name; who set herself the task of falling in love with her husband bit-by-bit, but who could n ever manage to love one part, the part, curiously enough, which made possible her motherhood; whose feet were hobbled by verrucas and whose shoulders were stooped beneath the accumulating guilts of the world; whose husband's unlovable organ failed to recover from the effects of a freeze; and who, like her husband, finally succumbed to the mysteries of telephones, spending long minutes listening to the words of wrong-number callers . . . shortly after my tenth birthday (when I had recovered from the fever which has recently returned to plague me after an interval of nearly twenty-one years), Amina Sinai resumed her recent practice of leaving suddenly, and always immediately after a wrong number, on urgent shopping trips.

Reclaimed by the small-time day-to-day, pretending life is Back To Normal, wrapping herself shivering against contingency's winter in some threadbare blanket of first-quarter expenses, school committees, cable-bill irregularities, a workday jittering with low-life fantasies for which "fraud" is often too elegant a term, upstairs neighbors to whom bathtub caulking is an alien concept, symptoms upper-respiratory and lower-intestinal, all in the quaint belief that change will always be gradual enough to manage, with insurance, with safety equipment, with healthy diets and regular exercise, and that evil never comes roaring out of the sky to explode into anybody's towering delusions about being exempt. . .

We are all beautiful instruments of God. He created many notes in music so that we would not be stuck playing the same song. Be music always. Keep changing the keys, tones, pitch, and volume of each of the songs you create along your journey and play on. Nobody will ever reach ultimate perfection in this lifetime, but trying to achieve it is a full-time job. Start now and don't stop. Make your book of life a musical. Never abandon obligations, but have fun leaving behind a colorful legacy. Never allow anybody to be the composer of your own destiny. Take control of your life, and never allow limitations implanted by society, tell you how your music is supposed to sound — or how your book is supposed to be written.

See, I’m the worst breed of human. Let me explain. Some people are dead inside. They go through life knowing this, and they manage fine enough, because, well, they’re dead inside. They aren’t bitter because they don’t care enough to change. They just try to get by with the things they can control. Others live in the fucking clouds, watch romantic comedies, and dream about everything being perfect one day. These people are always fine because they have an everlasting well of hope inside them, and no matter what happens they’ll just romanticize their existence. But when it comes to me…I’m someone who’s mostly dead inside but still has a little hope for something extraordinary, which, as I said, is the worst breed of human, because it means that I know everything is bullshit, but that I secretly hope for the day when it might not be. The tension makes me wish I were just completely dead inside. It would makes things much easier for me.

I circled the site before I came in. If there's anyone within five kilometers, I'll eat my quiver." Halt regarded him, eyebrow arched once more. "Anyone?" "Anyone other than Crowley," Will amended, making a dismissive gesture. "I saw him watching me from that hide he always uses about two kilometers out. I assumed he'd be back in here by now." Halt cleared his throat loudly. "Oh, you saw him, did you?" he said. "I imagine he'll be overjoyed to hear that." Secretly, he was pleased with his former pupil. In spite of his curiosity and obvious excitement, he hadn't forgotten to take the precautions that had been drilled into him. THat augured well for what lay ahead, Halt thought, a sudden grimness settling onto his manner. Will didn't notice the momentary change of mood. He was loosening Tug saddle girth. As he spoke, his voice was muffled against the horses's flank. "he's becoming too much a creature of habit," he said. "he's used that hide for the last three Gatherings. It's time he tried something new. Everyone must be onto it by now." Rangers constantly competed with each other to see before being seen and each year's Gathering was a time of heightened competition. Halt nodded thoughtfully. Crowley had constructed teh virtually invisible observation post some four years previously. Alone among the younger Rangers, Will had tumbled to it after one year. Halt had never mentioned to him that he was the only one who knew of Crowley's hide. The concealed post was the Ranger Commandant's pride and joy. "Well, perhaps not everyone," he said. Will emerged from behind his horse, grinning at the thought of the head of the Ranger Corps thinking he had remained hidden from sight as he watched Will's approach. "All the same, perhaps he's getting a bit long in the tooth to be skulking around hiding in the bushes, don't you think?" he said cheerfully. Halt considered the question for a moment. "Long in the tooth? Well, that's one opinion. Mind you, his silent movement skills are still as good as ever," he said meaningfully. The grin on Will's face slowly faded. He resisted the temptation to look over his shoulder. "He's standing behind me, isn't he?" he asked Halt. THe older Ranger nodded. "He's standing behind me, isn't he?" Will continued and Halt nodded once more. "Is he...close enough to have heard what I said?" Will finally managed to ask, fearin teh worst. This time, Halt didn't have to answer. "Oh, good grief no," came a familiar voice from behind him. "he's so old and decrepit these days he's as deaf as a post." Will's shoulders sagged and he turned to see the sandy-haired Commandant standing a few meters away. The younger man's eyes dropped. "Hullo, Crowley," he said, then mumbled, "Ahhh...I'm sorry about that." Crowley glared at teh young Ranger for a few more seconds, then he couldn't help teh grin breaking out on his face. "No harm done," he said, adding with a small note of triumph, "It's not often these days I amange to get the better of one of you young ones." Secretly, he was impressed at teh news that Will had spotted his hiding place. Only the sarpest eyes could have picked it. Crowley had been in the business of seeing without being seen for thirty years or more, and despite what Will believed, he was still an absolute master of camouflage and unseen movement.

In fact, the belief that climate could be plausibly governed, or managed, by any institution or human instrument presently at hand is another wide-eyed climate delusion. The planet survived many millennia without anything approaching a world government, in fact endured nearly the entire span of human civilization that way, organized into competitive tribes and fiefdoms and kingdoms and nation-states, and only began to build something resembling a cooperative blueprint, very piecemeal, after brutal world wars—in the form of the League of Nations and United Nations and European Union and even the market fabric of globalization, whatever its flaws still a vision of cross-national participation, imbued with the neoliberal ethos that life on Earth was a positive-sum game. If you had to invent a threat grand enough, and global enough, to plausibly conjure into being a system of true international cooperation, climate change would be it—the threat everywhere, and overwhelming, and total. And yet now, just as the need for that kind of cooperation is paramount, indeed necessary for anything like the world we know to survive, we are only unbuilding those alliances—recoiling into nationalistic corners and retreating from collective responsibility and from each other. That collapse of trust is a cascade, too.

On an individual level, the human condition changed day by day, even hour by hour, and while you were soaking in self-pity over a misfortune, you might miss an opportunity for a redeeming triumph. And for every act of inhumanity, the species managed to committ a hundred acts of kindness; so if you were the type to brood, you would be more sensible if you dwelt on the remarkable goodwill with which most people treated others even in a society where the cultural elites routinely mocked virtue and celebrated brutality. BY THE LIGHT OF THE MOON Chapter 5

People can learn to control and change their behavior, but only if they feel safe enough to experiment with new solutions. The body keeps the score: If trauma is encoded in heartbreaking and gut-wrenching sensations, then our first priority is to help people move out of fight-or-flight states, reorganize their perception of danger, and manage relationships. Where traumatized children are concerned, the last things we should be cutting from school schedules are the activities that can do precisely that: chorus, physical education, recess, and anything else that involves movement, play, and other forms of joyful engagement.

The existential attitude is one of involvement in contrast to a merely theoretical or detached attitude. “Existential” in this sense can be defined as participating in a situation, especially a cognitive situation, with the whole of one’s existence....There are realms of reality or—more exactly—of abstraction from reality in which the most complete detachment is the adequate cognitive approach. Everything which can be expressed in terms of quantitative measurement has this character. But it is most inadequate to apply the same approach to reality in its infinite concreteness. A self which has become a matter of calculation and management has ceased to be a self. It has become a thing. You must participate in a self in order to know what it is. But by participating you change it. In all existential knowledge both subject and object are transformed by the very act of knowing.

What the hell are you doing?' Jacks growled. Evangeline turned toward his voice, sweat trickling down her cheek, as she found him standing in the doorway. A vein throbbed furiously along the line of his smooth, marble neck. His skin looked so cool, and she was so hot. All she wanted was to press her mouth to his throat and maybe lick it just once. Her blood rushed faster at the thought, and her fangs started to lengthen. 'Jacks, get out of here!' Chaos ordered. 'Unless you've changed your mind about her becoming a vampire.' Chaos gripped Evangeline's wrists tighter, pressing them- along with her- more firmly to the bed. She writhed against his grip; he was crushing her again with the full weight of his body. Something loud cracked in the doorway. Her eyes shot back to Jacks, who was fisting the now splintered edge of the door. Had he done that with his hands? He certainly looked livid enough. His silver-blue eyes turned midnight dark as he watched her struggling under Chaos. Evangeline dimly knew that she should stop her thrashing. If she broke free from Chaos and managed to bite Jacks, the life she had- the life she wanted to keep- would be over. But she also wanted this. She wanted Jacks to stop her struggling. She wanted him to rip Chaos off her chest so that he could pin her to the bed instead. Evangeline took a rasping breath, and her gaze collided with Jacks' once more. He scrubbed a hand over his jaw. With Evangeline's heightened senses, she could hear it clench under his palm. Then she heard the scrape of Jacks' boots as he sharply turned and disappeared down the hall.

I am successful because I refused to take no for an answer. I am successful because I have never once believed my dreams were someone else’s to manage. That’s the incredible part about your dreams: nobody gets to tell you how big they can be. When it comes to your dreams, no is not an answer. The word no is not a reason to stop. Instead, think of it as a detour or a yield sign. No means merge with caution. No reminds you to slow down—to re-evaluate where you are and to judge how the new position you’re in can better prepare you for your destination. In other words, if you can’t get through the front door, try the side window. If the window is locked, maybe you slide down the chimney. No doesn’t mean that you stop; it simply means that you change course in order to make it to your destination.

What’s that game called?’ he murmurs. ‘From last night?’ ‘Tell Me a Secret,’ I manage, my heart in my throat. His jaw ticks. ‘So, tell me one.’ I don’t want to admit it, but it’s the elephant in the room. His thumbs are inches from the spot throbbing worse than my knee. ‘I wouldn’t stop you if you kissed me right now.’ I say it quietly in case he changes his mind, but his eyes darken, pupils dilating. He doesn’t move, though his mouth parts like he can already taste it. ‘Now you.’ His breath dances over my lips. ‘If I kissed you right now, I wouldn’t stop.

Life is like the big wheel at Luna Park. You pay five francs and go into a room with tiers of seats all around, and in the centre the floor is made of a great disc of polished wood that revolves quickly. At first you sit down and watch the others. They are all trying to sit in the wheel, and they keep getting flung off, and that makes them laugh too. It's great fun. You see, the nearer you can get to the hub of the wheel the slower it is moving and the easier it is to stay on. There's generally someone in the centre who stands up and sometimes does a sort of dance. Often he's paid by the management, though, or, at any rate, he's allowed in free. Of course at the very centre there's a point completely at rest, if one could only find it; I'm not very near that point myself. Of course the professional men get in the way. Lots of people just enjoy scrambling on and being whisked off and scrambling on again. How they all shriek and giggle! Then there are others, like Margot, who sit as far out as they can and hold on for dear life and enjoy that. But the whole point about the wheel is that you needn't get on it at all, if you don't want to. People get hold of ideas about life, and that makes them think they've got to join in the game, even if they don't enjoy it. It doesn't suit everyone. People don't see that when they say "life" they mean two different things. They can mean simply existence, with its physiological implications of growth and organic change. They can't escape that - even by death, but because that's inevitable they think the other idea of life is too - the scrambling and excitement and bumps and the effort to get to the middle, and when we do get to the middle, it's just as if we never started. It's so odd. Now you're a person who was clearly meant to stay in the seats and sit still and if you get bored watch the others. Somehow you got on to the wheel, and you got thrown off again at once with a hard bump. It's all right for Margot, who can cling on, and for me, at the centre, but you're static. Instead of this absurd division into sexes they ought to class people as static and dynamic. There's a real distinction there, though I can't tell you how it comes. I think we're probably two quite different species spiritually.

In the nineteenth century the Industrial Revolution created new conditions and problems that none of the existing social, economic, and political models could cope with. Feudalism, monarchism, and traditional religions were not adapted to managing industrial metropolises, millions of uprooted workers, or the constantly changing nature of the modern economy. Consequently, humankind had to develop completely new models—liberal democracies, communist dictatorships, and fascist regimes—and it took more than a century of terrible wars and revolutions to experiment with these models, separate the wheat from the chaff, and implement the best solutions. Child labor in Dickensian coal mines, the First World War, and the Great Ukrainian Famine of 1932–33 constituted just a small part of the tuition fees humankind had to pay.

It is your brain that decides to get you out of bed in the morning to exercise, to give you a stronger, leaner body, or to cause you to hit the snooze button and procrastinate your workout. It is your brain that pushes you away from the table telling you that you have had enough, or that gives you permission to have the second bowl of Rocky Road ice cream, making you look and feel like a blob. It is your brain that manages the stress in your life and relaxes you so that you look vibrant, or, when left unchecked, sends stress signals to the rest of your body and wrinkles your skin. And it is your brain that turns away cigarettes, too much caffeine, and alcohol, helping you look and feel healthy, or that gives you permission to smoke, to have that third cup of coffee, or to drink that third glass of wine, thus making every system in your body look and feel older.Your brain is the command and control center of your body. If you want a better body, the first place to ALWAYS start is by having a better brain.

It is not really a “Negro revolution” that is upsetting the country. What is upsetting the country is a sense of its own identity. If, for example, one managed to change the curriculum in all the schools so that Negroes learned more about themselves and their real contributions to this culture, you would be liberating not only Negroes, you’d be liberating white people who know nothing about their own history. And the reason is that if you are compelled to lie about one aspect of anybody’s history, you must lie about it all. If you have to lie about my real role here, if you have to pretend that I hoed all that cotton just because I loved you, then you have done something to yourself. You are mad.

I used to think that happiness, like God, was an idea weaker people were sold on, to manage the grief of a world with so much suffering. It is just easier, I thought, to decide that you are doing something wrong and you just need to buy the right thing, read the right book, find the right guru, or pray more to be happy than to accept that life is a great long heartbreak. Happiness is not what I imagined that mirage to be: an unending ecstasy or state of perpetual excitement. Not a high or a mirage, it is just being okay. My happiness is the absence of fear that there won't be enough -- enough money, enough power, enough security, enough of a cushion of these things to protect me from the everyday heartbreaks of being human. Heartbreak doesn't kill you. It changes you.

A true suicide is a paced, disciplined certainty. People pontificate, “Suicide is selfishness.” Career churchmen like Pater go a step further and call it a cowardly assault on the living. Oafs argue this specious line for varying reasons: to evade fingers of blame, to impress one’s audience with one’s mental fiber, to vent anger, or just because one lacks the necessary suffering to sympathize. Cowardice is nothing to do with it—suicide takes considerable courage. Japanese have the right idea. No, what’s selfish is to demand another to endure an intolerable existence, just to spare families, friends, and enemies a bit of soul-searching. The only selfishness lies in ruining strangers’ days by forcing ’em to witness a grotesqueness. So I’ll make a thick turban from several towels to muffle the shot and soak up the blood, and do it in the bathtub, so it shouldn’t stain any carpets. Last night I left a letter under the manager’s day-office door—he’ll find it at eight A.M. tomorrow—informing him of the change in my existential status, so with luck an innocent chambermaid will be spared an unpleasant surprise. See, I do think of the little people

A man with a conviction is a hard man to change. Tell him you disagree and he turns away. Show him facts or figures and he questions your sources. Appeal to logic and he fails to see your point. We have all experienced the futility of trying to change a strong conviction, especially if the convinced person has some investment in his belief. We are familiar with the variety of ingenious defenses with which people protect their convictions, managing to keep them unscathed through the most devastating attacks. But man’s resourcefulness goes beyond simply protecting a belief. Suppose an individual believes something with his whole heart; suppose further that he has a commitment to this belief, that he has taken irrevocable actions because of it; finally, suppose that he is presented with evidence, unequivocal and undeniable evidence, that his belief is wrong: what will happen? The individual will frequently emerge, not only unshaken, but even more convinced of the truth of his beliefs than ever before. Indeed, he may even show a new fervor about convincing and converting other people to his view.

Seafood Newburg is a dish with a history. Well, of course MOST dishes have some kind of “history,” but this particular dish is sort of a history celebrity. It all began around 1876 when an “epicurean” named Ben Wenberg (or Wenburg) demonstrated the dish at Delmonico’s restaurant in New York City. After some “tweaking” by the Delmonico chef, Charles Ranhofer, the dish was added to the menu under the name “Lobster Wenburg.” It proved to be very popular. But sometime later, Wenburg got involved in a dispute with the Delmonico’s management and the dish was subsequently removed from the menu. But customers still requested it. So, the name was changed to “Lobster Newburg” and reappeared to the delight of restaurant customers. So, that’s the story. Probably. One can never be sure about these origin myths.

Don’t just exist; do something meaningful with your life. Discover a problem and fix it. Don’t just fit in; make it a point to brighten your corner. Decide to resolve your challenges. Don’t just manage; go extra mile and win your race. Never give up the fight. You will win. Don’t just be able; always make sure you are available. Be present to make a change. Don’t just be alive; once you have arrived, find the reason why and make that reason accomplished. Don’t just wish; be passionate about what you wish to see happen. Rise up and make it happen. Don’t just create; create to change; change to improve; improve to increase. Aspire to inspire. Don’t just be making a living; make a life and leave an indelible footstep wherever you step. I want to meet you and many others on the top. Don’t be left out!

Turning something over to the Holy Spirit is a leap of faith that lets go of attempting to control outcomes. The core of alcoholism, anorexia, bulimia, smoking and a host of things the world calls addictions is control. The little willingness the Holy Spirit asks is the key to letting go of the attempt to manage the body and the world, which is the insane attempt to maintain a self-concept image that God did not create. An idea to contemplate from the Course is this: "Seek not to change the world, but choose to change your mind about the world." The requirement is to change your thinking, not to focus on behavior and form. Behavior flows from thought, and transformation of the mind is synonymous with changing thought patterns from ego-based to Spirit-based.

I heard other people speaking in the name of freedom, and the more they defended this unique right, the more enslaved they seemed to be to their parents' wishes, to a marriage in which they had promised to stay with the other person "for the rest of their lives", to the bathroom scales, to their diet, to half-finished projects, to lovers to whom they were incapable of saying "no" or "it's over", to weekends when they were obliged to have lunch with people they didn't even like. Slaves to luxury, to the appearance of luxury, to the appearance of the appearance of luxury. Slaves to a life they had not chosen, but which they had decided to live because someone had managed to convince them that it was all for the best. And so their identical days and nights passed, days and nights in which adventure was just a word in a book or an image o the television that was always on, and whenever a door opened, they would say “I’m not interested. I’m not in the mood.” How could they possibly know if they were in the mood or not if they had never tried? But there was no point in asking; the truth was they were afraid of any change that would upset the world they had grown used to.

Think of the corporate manager who gets two hundred emails per day and spends his time responding pell-mell to an incoherent press of demands. The way we experience this, often, is as a crisis of self-ownership: our attention isn’t simply ours to direct where we will, and we complain about it bitterly. Yet this same person may find himself checking his email frequently once he gets home or while on vacation. It becomes effortful for him to be fully present while giving his children a bath or taking a meal with his spouse. Our changing technological environment generates a need for ever more stimulation. The content of the stimulation almost becomes irrelevant. Our distractibility seems to indicate that we are agnostic on the question of what is worth paying attention to—that is, what to value.

I feel to that the gap between my new life in New York and the situation at home in Africa is stretching into a gulf, as Zimbabwe spirals downwards into a violent dictatorship. My head bulges with the effort to contain both worlds. When I am back in New York, Africa immediately seems fantastical – a wildly plumaged bird, as exotic as it is unlikely. Most of us struggle in life to maintain the illusion of control, but in Africa that illusion is almost impossible to maintain. I always have the sense there that there is no equilibrium, that everything perpetually teeters on the brink of some dramatic change, that society constantly stands poised for some spasm, some tsunami in which you can do nothing but hope to bob up to the surface and not be sucked out into a dark and hungry sea. The origin of my permanent sense of unease, my general foreboding, is probably the fact that I have lived through just such change, such a sudden and violent upending of value systems. In my part of Africa, death is never far away. With more Zimbabweans dying in their early thirties now, mortality has a seat at every table. The urgent, tugging winds themselves seem to whisper the message, memento mori, you too shall die. In Africa, you do not view death from the auditorium of life, as a spectator, but from the edge of the stage, waiting only for your cue. You feel perishable, temporary, transient. You feel mortal. Maybe that is why you seem to live more vividly in Africa. The drama of life there is amplified by its constant proximity to death. That’s what infuses it with tension. It is the essence of its tragedy too. People love harder there. Love is the way that life forgets that it is terminal. Love is life’s alibi in the face of death. For me, the illusion of control is much easier to maintain in England or America. In this temperate world, I feel more secure, as if change will only happen incrementally, in manageable, finely calibrated, bite-sized portions. There is a sense of continuity threaded through it all: the anchor of history, the tangible presence of antiquity, of buildings, of institutions. You live in the expectation of reaching old age. At least you used to. But on Tuesday, September 11, 2001, those two states of mind converge. Suddenly it feels like I am back in Africa, where things can be taken away from you at random, in a single violent stroke, as quick as the whip of a snake’s head. Where tumult is raised with an abruptness that is as breathtaking as the violence itself.

Dickens has not seen it all. The wretched of the earth do not decide to become extinct, they resolve, on the contrary, to multiply: life is their only weapon against life, life is all that they have. This is why the dispossessed and starving will never be convinced (though some may be coerced) by the population-control programs of the civilized. I have watched the dispossessed and starving laboring in the fields which others own, with their transistor radios at their ear, all day long: so they learn, for example, along with equally weighty matters, that the pope, one of the heads of the civilized world, forbids to the civilized that abortion which is being, literally, forced on them, the wretched. The civilized have created the wretched, quite coldly and deliberately, and do not intend to change the status quo; are responsible for their slaughter and enslavement; rain down bombs on defenseless children whenever and wherever they decide that their ‘vital interests’ are menaced, and think nothing of torturing a man to death: these people are not to be taken seriously when they speak of the ‘sanctity’ of human life, or the ‘conscience’ of the civilized world. There is a ‘sanctity’ involved with bringing a child into this world: it is better than bombing one out of it. Dreadful indeed it is to see a starving child, but the answer to that is not to prevent the child’s arrival but to restructure the world so that the child can live in it: so that the ‘vital interest’ of the world becomes nothing less than the life of the child. However—I could not have said any of this then, nor is so absurd a notion about to engulf the world now. But we were all starving children, after all, and none of our fathers, even at their most embittered and enraged, had ever suggested that we ‘die out.’ It was not we who were supposed to die out: this was, of all notions, the most forbidden, and we learned this from the cradle. Every trial, every beating, every drop of blood, every tear, were meant to be used by us for a day that was coming—for a day that was certainly coming, absolutely certainly, certainly coming: not for us, perhaps, but for our children. The children of the despised and rejected are menaced from the moment they stir in the womb, and are therefore sacred in a way that the children of the saved are not. And the children know it, which is how they manage to raise their children, and why they will not be persuaded—by their children’s murderers, after all—to cease having children.

And besides, in the matter of friendship, I have observed that the disappointment here arises chiefly, not from liking our friends too well, or thinking of them too highly, but rather from an over-estimate of their liking for and opinion of us; and that if we guard ourselves with sufficient scrupulousness of care from error in this direction, and can be content, and even happy to give more affection than we receive -- can make just comparison of circumstances, and be severely accurate in drawing inferences thence, and never let self-love blind our eyes -- I think we may manage to get through life with consistency and constancy, unembittered by that misanthropy which springs from revulsions of feeling. All this sounds a little metaphysical, but it is good sense of if you consider it. The moral of it is, that if we would build on a sure foundation in friendship, we must love our friends for their sakes rather than for our own; we must look at their truth to themselves, full as much as their truth to us. In the latter case, every wound to self-love would be a cause of coldness; in the former, only some painful change in the friend's character and disposition -- some fearful breach in his allegiance to his better self -- could alienate the heart.

Looking back now, success seems foreordained. It wasn't. No colonists in the history of the world had defeated their mother country on the battlefield to win their independence. Few republics had managed--or even attempted--to govern an area bigger than a city-state. Somehow, in defiance to all precedent, Washington, Hamilton, and the other founders pulled off both. Their deliriously unlikely success--first as soldiers, then as statesmen--tends to obscure the true lessons of the American Revolution. The past places no absolute limit on the future. Even the unlikeliest changes can occur. But change requires hope--in the case of both those unlikely victories, the hope that the American people could defy all expectation to overcome their differences and set each other free. in the summer of 1788, Alexander Hamilton carried this message to Poughkeepsie, where he pleaded with New York's leaders to trust in the possibilities of the union, and vote to ratify the new federal Constitution. Yes, he conceded, the 13 newborn states included many different kinds of people. But this did not mean that the government was bound to fail. It took an immigrant to fully understand the new nation, and to declare a fundamental hope of the American experiment: Under wise government, these diverse men and women "will be constantly assimilating, till they embrace each other, and assume the same complexion.

Tired of his lack of understanding, she asked him for an unusual birthday gift: that for one day he would take care of the domestic chores. He accepted in amusement, and indeed took charge of the house at dawn. He served a splendid breakfast, but he forgot that fried eggs did not agree with her and that she did not drink café con leche. Then he ordered a birthday luncheon for eight guests and gave instructions for tidying the house, and he tried so hard to manage better than she did that before noon he had to capitulate without a trace of embarrassment. From the first moment he realized he did not have the slightest idea where anything was, above all in the kitchen, and the servants let him upset everything to find each item, for they were playing the game too. At ten o’clock no decisions had been made regarding lunch because the housecleaning was not finished yet, the bedroom was not straightened, the bathroom was not scrubbed; he forgot to replace the toilet paper, change the sheets, and send the coachmen for the children, and he confused the servants’ duties: he told the cook to make the beds and set the chambermaids to cooking. At eleven o’clock, when the guests were about to arrive, the chaos in the house was such that Fermina Daza resumed command, laughing out loud, not with the triumphant attitude she would have liked but shaken instead with compassion for the domestic helplessness of her husband. He was bitter and offered the argument he always used: “Things did not go as badly for me as they would for you if you tried to cure the sick.” But it was a useful lesson, and not for him alone. Over the years they both reached the same wise conclusion by different paths: it was not possible to live together in any way, or love in any other way, and nothing in this world was more difficult than love.

We are afraid of what we will do to others, afraid of the rage that lies in wait somewhere deep in our souls. How many human beings go through the world frozen with rage against life! This deeply hidden inner anger may be the product of hurt pride or of real frustration in office, factory, clinic, or home. Whatever may be the cause of our frozen rage (which is the inevitable mother of depression), the great word of hope today is that this rage can be conquered and drained off into creative channels … …What should we do? We should all learn that a certain amount of aggressive energy is normal and certainly manageable in maturity. Most of us can drain off the excess of our angry feelings and destructive impulses in exercise, in competitive games, or in the vigorous battles against the evils of nature and society. We also must realize that no one will punish us for the legitimate expression of self-assertiveness and creative pugnacity as our parents once punished us for our undisciplined temper tantrums. Furthermore, let us remember that we need not totally repress the angry part of our nature. We can always give it an outlet in the safe realm of fantasy. A classic example of such fantasy is given by Max Beerborn, who made a practice of concocting imaginary letters to people he hated. Sometimes he went so far as to actually write the letters and in the very process of releasing his anger it evaporated. As mature men and women we should regard our minds as a true democracy where all kinds of ideas and emotions should be given freedom of speech. If in political life we are willing to grant civil liberties to all sorts of parties and programs, should we not be equally willing to grant civil liberties to our innermost thoughts and drives, confident that the more dangerous of them will be outvoted by the majority within our minds? Do I mean that we should hit out at our enemy whenever the mood strikes us? No, I repeat that I am suggesting quite the reverse—self-control in action based upon (positive coping mechanisms such as) self expression in fantasy.

Then I spoke with proven shapers I knew—Bill Gates, Elon Musk, Reed Hastings, Muhammad Yunus, Geoffrey Canada, Jack Dorsey (of Twitter), David Kelley (of IDEO), and more. They had all visualized remarkable concepts and built organizations to actualize them, and done that repeatedly and over long periods of time. I asked them to take an hour’s worth of personality assessments to discover their values, abilities, and approaches. While not perfect, these assessments have been invaluable. (In fact, I have been adapting and refining them to help us in our recruiting and management.) The answers these shapers provided to the standardized questions gave me objective and statistically measurable evidence about their similarities and differences. It turns out they have a lot in common. They are all independent thinkers who do not let anything or anyone stand in the way of achieving their audacious goals. They have very strong mental maps of how things should be done, and at the same time a willingness to test those mental maps in the world of reality and change the ways they do things to make them work better. They are extremely resilient, because their need to achieve what they envision is stronger than the pain they experience as they struggle to achieve it. Perhaps most interesting, they have a wider range of vision than most people, either because they have that vision themselves or because they know how to get it from others who can see what they can’t. All are able to see both big pictures and granular details (and levels in between) and synthesize the perspectives they gain at those different levels, whereas most people see just one or the other. They are simultaneously creative, systematic, and practical. They are assertive and open-minded at the same time. Above all, they are passionate about what they are doing, intolerant of people who work for them who aren’t excellent at what they do, and want to have a big, beneficial impact on the world.

What rhymes with insensitive?” I tap my pen on the kitchen table, beyond frustrated with my current task. Who knew rhyming was so fucking difficult? Garrett, who’s dicing onions at the counter, glances over. “Sensitive,” he says helpfully. “Yes, G, I’ll be sure to rhyme insensitive with sensitive. Gold star for you.” On the other side of the kitchen, Tucker finishes loading the dishwasher and turns to frown at me. “What the hell are you doing over there, anyway? You’ve been scribbling on that notepad for the past hour.” “I’m writing a love poem,” I answer without thinking. Then I slam my lips together, realizing what I’ve done. Dead silence crashes over the kitchen. Garrett and Tucker exchange a look. An extremely long look. Then, perfectly synchronized, their heads shift in my direction, and they stare at me as if I’ve just escaped from a mental institution. I may as well have. There’s no other reason for why I’m voluntarily writing poetry right now. And that’s not even the craziest item on Grace’s list. That’s right. I said it. List. The little brat texted me not one, not two, but six tasks to complete before she agrees to a date. Or maybe gestures is a better way to phrase it... “I just have one question,” Garrett starts. “Really?” Tuck says. “Because I have many.” Sighing, I put my pen down. “Go ahead. Get it out of your systems.” Garrett crosses his arms. “This is for a chick, right? Because if you’re doing it for funsies, then that’s just plain weird.” “It’s for Grace,” I reply through clenched teeth. My best friend nods solemnly. Then he keels over. Asshole. I scowl as he clutches his side, his broad back shuddering with each bellowing laugh. And even while racked with laughter, he manages to pull his phone from his pocket and start typing. “What are you doing?” I demand. “Texting Wellsy. She needs to know this.” “I hate you.” I’m so busy glaring at Garrett that I don’t notice what Tucker’s up to until it’s too late. He snatches the notepad from the table, studies it, and hoots loudly. “Holy shit. G, he rhymed jackass with Cutlass.” “Cutlass?” Garrett wheezes. “Like the sword?” “The car,” I mutter. “I was comparing her lips to this cherry-red Cutlass I fixed up when I was a kid. Drawing on my own experience, that kind of thing.” Tucker shakes his head in exasperation. “You should have compared them to cherries, dumbass.” He’s right. I should have. I’m a terrible poet and I do know it. “Hey,” I say as inspiration strikes. “What if I steal the words to “Amazing Grace”? I can change it to…um…Terrific Grace.” “Yup,” Garrett cracks. “Pure gold right there. Terrific Grace.” I ponder the next line. “How sweet…” “Your ass,” Tucker supplies. Garrett snorts. “Brilliant minds at work. Terrific Grace, how sweet your ass.” He types on his phone again. “Jesus Christ, will you quit dictating this conversation to Hannah?” I grumble. “Bros before hos, dude.” “Call my girlfriend a ho one more time and you won’t have a bro.” Tucker chuckles. “Seriously, why are you writing poetry for this chick?” “Because I’m trying to win her back. This is one of her requirements.” That gets Garrett’s attention. He perks up, phone poised in hand as he asks, “What are the other ones?” “None of your fucking business.” “Golly gee, if you do half as good a job on those as you’re doing with this epic poem, then you’ll get her back in no time!” I give him the finger. “Sarcasm not appreciated.” Then I swipe the notepad from Tuck’s hand and head for the doorway. “PS? Next time either of you need to score points with your ladies? Don’t ask me for help. Jackasses.” Their wild laughter follows me all the way upstairs. I duck into my room and kick the door shut, then spend the next hour typing up the sorriest excuse for poetry on my laptop. Jesus. I’m putting more effort into this damn poem than for my actual classes.

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

This tub is for washing your courage...When you are born your courage is new and clean. You are brave enough for anything: crawling off of staircases, saying your first words without fearing that someone will think you are foolish, putting strange things in your mouth. But as you get older, your courage attracts gunk and crusty things and dirt and fear and knowing how bad things can get and what pain feels like. By the time you're half-grown, your courage barely moves at all, it's so grunged up with living. So every once in awhile, you have to scrub it up and get the works going or else you'll never be brave again. Unfortunately, there are not many facilities in your world that provide the kind of services we do. So most people go around with grimy machinery, when all it would take is a bit of a spit and polish to make them paladins once more, bold knights and true. ... This tub is for washing your wishes...For the wishes of one's old life wither and shrivel like old leaves if they are not replaced with new wishes when the world changes. And the world always changes. Wishes get slimy, and their colors fade, and soon they are just mud, like all the rest of the mud, and not wishes at all, but regrets. The trouble is, not everyone can tell when they ought to launder their wishes. Even when one finds oneself in Fairyland and not at home at all, it is not always so easy to catch the world in its changing and change with it. ... Lastly, we must wash your luck. When souls queue up to be born, they all leap up at just the last moment, touching the lintel of the world for luck. Some jump high and can seize a great measure of luck; some jump only a bit and snatch a few loose strands. Everyone manages to catch some. If one did not have at least a little luck, one would never survive childhood. But luck can be spent, like money, and lost, like a memory; and wasted, like a life. If you know how to look, you can examine the kneecaps of a human and tell how much luck they have left. No bath can replenish luck that has been spent on avoiding an early death by automobile accident or winning too many raffles in a row. No bath can restore luck lost through absentmindedness and overconfidence. But luck withered by conservative, tired, riskless living can be pumped up again--after all, it is only a bit thirsty for something to do.

I believe that a new philosophy will be created by those who were born after Hiroshima which will dramatically change the human condition. It will have these characteristics: (1) It will be scientific in essence and science-fiction in style. (2) It will be based on the expansion of consciousness, understanding and control of the nervous system, producing a quantum leap in intellectual efficiency and emotional equilibrium. (3) Politically it will stress individualism, decentralization of authority, a Iive-and-let-Iive tolerance of difference, local option and a mind-your-own-business libertarianism. (4) It will continue the trend towards open sexual expression and a more honest, realistic acceptance of both the equality of and the magnetic difference between the sexes. The mythic religious symbol will not be a man on a cross but a man-woman pair united in higher love communion. (5) It will seek revelation and Higher Intelligence not in formal rituals addressed to an anthropomorphic deity, but within natural processes, the nervous system, the genetic code, and without, in attempts to effect extra-planetary communication. (6) It will include practical, technical neurological psychological procedures for understanding and managing the intimations of union-immortality implicit in the dying process. (7) The emotional tone of the new philosophy will be hedonic, aesthetic, fearless, optimistic, humorous, practical, skeptical, hip. We are now experiencing a quiescent preparatory waiting period. Everyone knows something is going to happen. The seeds of the Sixties have taken root underground. The blossoming is to come.

Our textbooks were ridiculous propaganda. The first English sentence we learned was "Long live Chairman Mao!" But no one dared to explain the sentence grammatically. In Chinese the term for the optative mood, expressing a wish or desire, means 'something unreal." In 1966 a lecturer at Sichuan University had been beaten up for 'having the audacity to suggest that "Long live Chairman Mao!" was unreal!" One chapter was about a model youth hero who had drowned after jumping into a flood to save an electricity pole because the pole would be used to carry the word of Mao. With great difficulty, I managed to borrow some English language textbooks published before the Cultural Revolution from lecturers in my department and from Jin-ming, who sent me books from his university by post. These contained extracts from writers like Jane Austen, Charles Dickens, and Oscar Wilde, and stories from European and American history. They were a joy to read, but much of my energy went toward finding them and then trying to keep them. Whenever someone approached, I would quickly cover the books with a newspaper. This was only partly because of their 'bourgeois' content. It was also important not to appear to be studying too conscientiously, and not to arouse my fellow students' jealousy by reading something far beyond them. Although we were studying English, and were paid par fly for our propaganda value by the government to do this, we must not be seen to be too devoted to our subject: that was considered being 'white and expert." In the mad logic of the day, being good at one's profession ('expert') was automatically equated with being politically unreliable ('white').

Here’s the short version of how to practice mindfuless: 1. Start with two minutes. For two minutes a day, direct your attention to your breath: the way the air comes into your body and your chest and belly expand, and the way the breath leaves your body and your chest and belly deflate. 2. The first thing that will happen is your mind will wander to something else. That’s normal. That’s healthy. That’s actually the point. Notice that your mind wandered, let those extraneous thoughts go—you can return to them as soon as the two minutes are up—and allow your attention to return to your breath. 3. Noticing that your mind wandered and then returning your attention to your breath is the real work of mindfulness. It’s not so much about paying attention to your breath as it is about noticing what you’re paying attention to without judgment, and making a choice about whether you want to pay attention to it. What you’re “mindful” of is both your breath and your attention to your breath. By practicing this skill of noticing what you’re paying attention to, you are teaching yourself to be in control of your brain, so that your brain is not in control of you. This regular two-minute practice will gradually result in periodic moments throughout the day when you notice what you’re paying attention to and then decide if that’s what you want to pay attention to right now, or if you want to pay attention to something else. What you pay attention to matters less than how you pay attention. This is a sideways strategy for weeding trauma out of your garden. It’s a way of simply noticing a weed and then deciding if you want to water it or not, pull it or not, fertilize it or not. The weed of trauma will gradually disappear as long as at least half the time you choose not to nurture it. And the more you choose to withdraw your protection from the trauma, the faster it will wither and die. Mindfulness is good for everyone and everything. It is to your mind what exercise and green vegetables are to your body. If you change only one thing in your life as a result of reading this book, make it this daily two-minute practice. The practice grants the opportunity to “cultivate deep respect for emotions,” differentiating their causes from their effects and granting you choice over how you manage them.

What do think about abortion?” “I could feel the tension growing in the plane. I dropped my head, acknowledging that we had very different value systems for our lives. Then I thought of a way to respond to his question. “You’re Jewish, right?” I asked. “Yes,” he said defensively. “I told you I was!” “Do you know how Hitler persuaded the German people to destroy more than six million of your Jewish ancestors?” The man looked at me expectantly, so I continued. ”He convinced them that Jews were not human and then exterminated your people like rats.” I could see that I had his attention, so I went on. “Do you understand how Americans enslaved, tortured, and killed millions of Africans? We dehumanized them so our constitution didn’t apply to them, and then we treated them worse than animals.” “How about the Native Americans?” I pressed. “Do you have any idea how we managed to hunt Indians like wild animals, drive them out of their own land, burn their villages, rape their women, and slaughter their children? Do you have any clue how everyday people turned into cruel murderers?” My Jewish friend was silent, and his eyes were filling with tears as I made my point. “We made people believe that the Native Americans were wild savages, not real human beings, and then we brutalized them without any conviction of wrongdoing! Now do you understand how we have persuaded mothers to kill their own babies? We took the word fetus, which is the Latin word for ‘offspring,’ and redefined it to dehumanize the unborn. We told mothers, ‘That is not really a baby you are carrying in your belly; it is a fetus, tissue that suddenly forms into a human being just seconds before it exits the womb.’ In doing so, we were able to assert that, in the issue of abortion, there is only one person’s human rights to consider, and then we convinced mothers that disposing of fetal tissue (terminating the life of their babies) was a woman’s right. Our constitution no longer protects the unborn because they are not real people. They are just lifeless blobs of tissue.” By now, tears were flowing down his cheeks. I looked right into his eyes and said, “Your people, the Native Americans, and the African Americans should be the greatest defenders of the unborn on the planet. After all, you know what it’s like for society to redefine you so that they can destroy your races. But ironically, your races have the highest abortion rates in this country! Somebody is still trying to exterminate your people, and you don’t even realize it. The names have changed, but the plot remains the same!” Finally he couldn’t handle it anymore. He blurted out, “I have never heard anything like this before. I am hanging out with the wrong people. I have been deceived!

We shouldn't let our envy of distinguished masters of the arts distract us from the wonder of how each of us gets new ideas. Perhaps we hold on to our superstitions about creativity in order to make our own deficiencies seem more excusable. For when we tell ourselves that masterful abilities are simply unexplainable, we're also comforting ourselves by saying that those superheroes come endowed with all the qualities we don't possess. Our failures are therefore no fault of our own, nor are those heroes' virtues to their credit, either. If it isn't learned, it isn't earned. When we actually meet the heroes whom our culture views as great, we don't find any singular propensities––only combinations of ingredients quite common in themselves. Most of these heroes are intensely motivated, but so are many other people. They're usually very proficient in some field--but in itself we simply call this craftmanship or expertise. They often have enough self-confidence to stand up to the scorn of peers--but in itself, we might just call that stubbornness. They surely think of things in some novel ways, but so does everyone from time to time. And as for what we call "intelligence", my view is that each person who can speak coherently already has the better part of what our heroes have. Then what makes genius appear to stand apart, if we each have most of what it takes? I suspect that genius needs one thing more: in order to accumulate outstanding qualities, one needs unusually effective ways to learn. It's not enough to learn a lot; one also has to manage what one learns. Those masters have, beneath the surface of their mastery, some special knacks of "higher-order" expertise, which help them organize and apply the things they learn. It is those hidden tricks of mental management that produce the systems that create those works of genius. Why do certain people learn so many more and better skills? These all-important differences could begin with early accidents. One child works out clever ways to arrange some blocks in rows and stacks; a second child plays at rearranging how it thinks. Everyone can praise the first child's castles and towers, but no one can see what the second child has done, and one may even get the false impression of a lack of industry. But if the second child persists in seeking better ways to learn, this can lead to silent growth in which some better ways to learn may lead to better ways to learn to learn. Then, later, we'll observe an awesome, qualitative change, with no apparent cause--and give to it some empty name like talent, aptitude, or gift.

The Janus Guard will also be out that night,” he said, one hand reaching out to squeeze her shoulder. “Just as we have been and will be for every night of the Nine.” “Good.” “Speaking of which—Kelley…” Sonny seemed suddenly exhausted. He turned his face to the west, and she could see the fatigue etched into the lines and planes of his face. “It’s getting late. You need to leave the park. Please. Don’t argue with me this time. Just go. The sun will set soon, and I have to go to work.” He squared his shoulders as though he expected her to put up a fight. She did—a little—but only out of actual concern for him. “Shouldn’t you be taking it easy? I mean, you try to hide it with the whole tough-guy-swagger thing and all, but I saw the bandages. You’re really hurt. Aren’t you?” “It’s not so bad.” “Wow. You are a terrible liar.” He frowned fiercely at her. “You also look like you haven’t slept in a week.” She took a tentative step toward him and put a hand on his chest, looking up into his silver-gray eyes. He put his hand over the top of hers, and she could feel the rhythm of his heart beating under her palm, through his shirt and the bandages. “I’m fine.” “Are you sure?” With his other hand, Sonny reached up and brushed a stray auburn curl out of her eyes. “I’m sure.” He smiled down at her, and she felt her insides melt a little. His whole face changed when he smiled. It was like the sun coming out. “But,” he continued, “I’ll be even better if you are safe at home and I don’t have to worry about you for tonight.” “I can take care of myself, Sonny Flannery,” she bristled, halfheartedly. “Please?” He turned up the wattage on his smile. “I…okay.” She felt her own lips turn up in a shy, answering smile. “I’ll be good. This once.” “That’s my girl.” Kelley was silent. Those three words of Sonny’s had managed to render her utterly speechless.

TO MY MIND, THOUGH, there is a third development that has altered our parenting experience above all others, and that is the wholesale transformation of the child’s role, both in the home and in society. Since the end of World War II, childhood has been completely redefined. Today, we work hard to shield children from life’s hardships. But throughout most of our country’s history, we did not. Rather, kids worked. In the earliest days of our nation, they cared for their siblings or spent time in the fields; as the country industrialized, they worked in mines and textile mills, in factories and canneries, in street trades. Over time, reformers managed to outlaw child labor practices. Yet change was slow. It wasn’t until our soldiers returned from World War II that childhood, as we now know it, began. The family economy was no longer built on a system of reciprocity, with parents sheltering and feeding their children, and children, in return, kicking something back into the family till. The relationship became asymmetrical. Children stopped working, and parents worked twice as hard. Children went from being our employees to our bosses. The way most historians describe this transformation is to say that the child went from “useful” to “protected.” But the sociologist Viviana Zelizer came up with a far more pungent phrase. She characterized the modern child as “economically worthless but emotionally priceless.” Today parents pour more capital—both emotional and literal—into their children than ever before, and they’re spending longer, more concentrated hours with their children than they did when the workday ended at five o’clock and the majority of women still stayed home. Yet parents don’t know what it is they’re supposed to do, precisely, in their new jobs. “Parenting” may have become its own activity (its own profession, so to speak), but its goals are far from clear.

Traffic was in confusion for several days. For red to mean "stop' was considered impossibly counterrevolutionary. It should of course mean "go." And traffic should not keep to the right, as was the practice, it should be on the left. For a few days we ordered the traffic policemen aside and controlled the traffic ourselves. I was stationed at a street corner telling cyclists to ride on the left. In Chengdu there were not many cars or traffic lights, but at the few big crossroads there was chaos. In the end, the old rules reasserted themselves, owing to Zhou Enlai, who managed to convince the Peking Red Guard leaders. But the youngsters found justifications for this: I was told by a Red Guard in my school that in Britain traffic kept to the left, so ours had to keep to the right to show our anti-imperialist spirit. She did not mention America. As a child I had always shied away from collective activity. Now, at fourteen, I felt even more averse to it. I suppressed this dread because of the constant sense of guilt I had come to feel, through my education, when I was out of step with Mao. I kept telling myself that I must train my thoughts according to the new revolutionary theories and practices. If there was anything I did not understand, I must reform myself and adapt. However, I found myself trying very hard to avoid militant acts such as stopping passersby and cutting their long hair, or narrow trouser legs, or skirts, or breaking their semi-high-heeled shoes. These things had now become signs of bourgeois decadence, according to the Peking Red Guards. My own hair came to the critical attention of my schoolmates. I had to have it cut to the level of my earlobes. Secretly, though much ashamed of myself for being so "petty bourgeois," I shed tears over losing my long plaits. As a young child, my nurse had a way of doing my hair which made it stand up on top of my head like a willow branch. She called it "fireworks shooting up to the sky." Until the early 1960s I wore my hair in two coils, with rings of little silk flowers wound around them. In the mornings, while I hurried through my breakfast, my grandmother or our maid would be doing my hair with loving hands. Of all the colors for the silk flowers, my favorite was pink.

Finding a taxi, she felt like a child pressing her nose to the window of a candy store as she watched the changing vista pass by while the twilight descended and the capital became bathed in a translucent misty lavender glow. Entering the city from that airport was truly unique. Charles de Gaulle, built nineteen miles north of the bustling metropolis, ensured that the final point of destination was veiled from the eyes of the traveller as they descended. No doubt, the officials scrupulously planned the airport’s location to prevent the incessant air traffic and roaring engines from visibly or audibly polluting the ambience of their beloved capital, and apparently, they succeeded. If one flew over during the summer months, the visitor would be visibly presented with beautifully managed quilt-like fields of alternating gold and green appearing as though they were tilled and clipped with the mathematical precision of a slide rule. The countryside was dotted with quaint villages and towns that were obviously under meticulous planning control. When the aircraft began to descend, this prevailing sense of exactitude and order made the visitor long for an aerial view of the capital city and its famous wonders, hoping they could see as many landmarks as they could before they touched ground, as was the usual case with other major international airports, but from this point of entry, one was denied a glimpse of the city below. Green fields, villages, more fields, the ground grew closer and closer, a runway appeared, a slight bump or two was felt as the craft landed, and they were surrounded by the steel and glass buildings of the airport. Slightly disappointed with this mysterious game of hide-and-seek, the voyager must continue on and collect their baggage, consoled by the reflection that they will see the metropolis as they make their way into town. For those travelling by road, the concrete motorway with its blue road signs, the underpasses and the typical traffic-logged hubbub of industrial areas were the first landmarks to greet the eye, without a doubt, it was a disheartening first impression. Then, the real introduction began. Quietly, and almost imperceptibly, the modern confusion of steel and asphalt was effaced little by little as the exquisite timelessness of Parisian heritage architecture was gradually unveiled. Popping up like mushrooms were cream sandstone edifices filigreed with curled, swirling carvings, gently sloping mansard roofs, elegant ironwork lanterns and wood doors that charmed the eye, until finally, the traveller was completely submerged in the glory of the Second Empire ala Baron Haussmann’s master plan of city design, the iconic grand mansions, tree-lined boulevards and avenues, the quaint gardens, the majestic churches with their towers and spires, the shops and cafés with their colourful awnings, all crowded and nestled together like jewels encrusted on a gold setting.

Story time. In September of 1869, there was a terrible fire at the Avondale coal mine near Plymouth, Pennsylvania. Over 100 coal miners lost their lives. Horrific conditions and safety standards were blamed for the disaster. It wasn’t the first accident. Hundreds of miners died in these mines every year. And those that didn’t, lived in squalor. Children as young as eight worked day in and out. They broke their bodies and gave their lives for nothing but scraps. That day of the fire, as thousands of workers and family members gathered outside the mine to watch the bodies of their friends and loved ones brought to the surface, a man named John Siney stood atop one of the carts and shouted to the crowd: Men, if you must die with your boots on, die for your families, your homes, your country, but do not longer consent to die, like rats in a trap, for those who have no more interest in you than in the pick you dig with. That day, thousands of coal miners came together to unionize. That organization, the Workingmen’s Benevolent Association, managed to fight, for a few years at least, to raise safety standards for the mines by calling strikes and attempting to force safety legislation. ... Until 1875, when the union was obliterated by the mine owners. Why was the union broken so easily? Because they were out in the open. They were playing by the rules. How can you win a deliberately unfair game when the rules are written by your opponent? The answer is you can’t. You will never win. Not as long as you follow their arbitrary guidelines. This is a new lesson to me. She’s been teaching me so many things, about who I am. About what I am. What I really am. About what must be done. Anyway, during this same time, it is alleged a separate, more militant group of individuals had formed in secret. The Molly Maguires. Named after a widow in Ireland who fought against predatory landlords, the coal workers of Pennsylvania became something a little more proactive, supposedly assassinating over two dozen coal mine supervisors and managers. ... Until Pinkerton agents, hired by the same mine owners, infiltrated the group and discovered their identities. Several of the alleged Mollies ended up publicly hanged. Others disappeared. You get the picture. So, that’s another type of secret society. The yeah-we’re-terrorists-but-we-strongly-feel-we’re-justified-and-fuck-you-if-you-don’t-agree society. So, what’s the moral of this little history lesson? This sort of thing happens all day, every day across the universe. It happens in Big Ways, and it happens in little ways, too. The strong stomp on the weak. The weak fight back, usually within the boundaries of the rat trap they find themselves confined. They almost always remain firmly stomped. But sometimes, the weak gather in secret. They make plans. They work outside the system to effect change. Like the Mollies, they usually end up just as stomped as everyone else. But that’s just life. At least they fucking tried. They died with their boots on, as much as I hate that expression. They died with their boots on for their people, their family, not for some rich, nameless organization that gives no shits whether they live or die. Or go extinct. Or are trapped for a millennia after they’re done being used. In my opinion, that’s the only type of society that’s worth joining, worth fighting for. Sure, you’re probably gonna die. But if you find yourself in such a position where such an organization is necessary, what do you have to lose? How can you look at yourself if you don’t do everything you can? And that brings us to the door you’re standing in front of right now. What does all this have to do with what you’re going to find on the other side? Nothing!

The news filled me with such euphoria that for an instant I was numb. My ingrained self-censorship immediately started working: I registered the fact that there was an orgy of weeping going on around me, and that I had to come up with some suitable performance. There seemed nowhere to hide my lack of correct emotion except the shoulder of the woman in front of me, one of the student officials, who was apparently heartbroken. I swiftly buried my head in her shoulder and heaved appropriately. As so often in China, a bit of ritual did the trick. Sniveling heartily she made a movement as though she was going to turn around and embrace me I pressed my whole weight on her from behind to keep her in her place, hoping to give the impression that I was in a state of abandoned grief. In the days after Mao's death, I did a lot of thinking. I knew he was considered a philosopher, and I tried to think what his 'philosophy' really was. It seemed to me that its central principle was the need or the desire? for perpetual conflict. The core of his thinking seemed to be that human struggles were the motivating force of history and that in order to make history 'class enemies' had to be continuously created en masse. I wondered whether there were any other philosophers whose theories had led to the suffering and death of so many. I thought of the terror and misery to which the Chinese population had been subjected. For what? But Mao's theory might just be the extension of his personality. He was, it seemed to me, really a restless fight promoter by nature, and good at it. He understood ugly human instincts such as envy and resentment, and knew how to mobilize them for his ends. He ruled by getting people to hate each other. In doing so, he got ordinary Chinese to carry out many of the tasks undertaken in other dictatorships by professional elites. Mao had managed to turn the people into the ultimate weapon of dictatorship. That was why under him there was no real equivalent of the KGB in China. There was no need. In bringing out and nourishing the worst in people, Mao had created a moral wasteland and a land of hatred. But how much individual responsibility ordinary people should share, I could not decide. The other hallmark of Maoism, it seemed to me, was the reign of ignorance. Because of his calculation that the cultured class were an easy target for a population that was largely illiterate, because of his own deep resentment of formal education and the educated, because of his megalomania, which led to his scorn for the great figures of Chinese culture, and because of his contempt for the areas of Chinese civilization that he did not understand, such as architecture, art, and music, Mao destroyed much of the country's cultural heritage. He left behind not only a brutalized nation, but also an ugly land with little of its past glory remaining or appreciated. The Chinese seemed to be mourning Mao in a heartfelt fashion. But I wondered how many of their tears were genuine. People had practiced acting to such a degree that they confused it with their true feelings. Weeping for Mao was perhaps just another programmed act in their programmed lives. Yet the mood of the nation was unmistakably against continuing Mao's policies. Less than a month after his death, on 6 October, Mme Mao was arrested, along with the other members of the Gang of Four. They had no support from anyone not the army, not the police, not even their own guards. They had had only Mao. The Gang of Four had held power only because it was really a Gang of Five. When I heard about the ease with which the Four had been removed, I felt a wave of sadness. How could such a small group of second-rate tyrants ravage 900 million people for so long? But my main feeling was joy. The last tyrants of the Cultural Revolution were finally gone.

Speaking to a foreigner was the dream of every student, and my opportunity came at last. When I got back from my trip down the Yangtze, I learned that my year was being sent in October to a port in the south called Zhanjiang to practice our English with foreign sailors. I was thrilled. Zhanjiang was about 75 miles from Chengdu, a journey of two days and two nights by rail. It was the southernmost large port in China, and quite near the Vietnamese border. It felt like a foreign country, with turn-of-the-century colonial-style buildings, pastiche Romanesque arches, rose windows, and large verandas with colorful parasols. The local people spoke Cantonese, which was almost a foreign language. The air smelled of the unfamiliar sea, exotic tropical vegetation, and an altogether bigger world. But my excitement at being there was constantly doused by frustration. We were accompanied by a political supervisor and three lecturers, who decided that, although we were staying only a mile from the sea, we were not to be allowed anywhere near it. The harbor itself was closed to outsiders, for fear of 'sabotage' or defection. We were told that a student from Guangzhou had managed to stow away once in a cargo steamer, not realizing that the hold would be sealed for weeks, by which time he had perished. We had to restrict our movements to a clearly defined area of a few blocks around our residence. Regulations like these were part of our daily life, but they never failed to infuriate me. One day I was seized by an absolute compulsion to get out. I faked illness and got permission to go to a hospital in the middle of the city. I wandered the streets desperately trying to spot the sea, without success. The local people were unhelpful: they did not like non-Cantonese speakers, and refused to understand me. We stayed in the port for three weeks, and only once were we allowed, as a special treat, to go to an island to see the ocean. As the point of being there was to talk to the sailors, we were organized into small groups to take turns working in the two places they were allowed to frequent: the Friendship Store, which sold goods for hard currency, and the Sailors' Club, which had a bar, a restaurant, a billiards room, and a ping-pong room. There were strict rules about how we could talk to the sailors. We were not allowed to speak to them alone, except for brief exchanges over the counter of the Friendship Store. If we were asked our names and addresses, under no circumstances were we to give our real ones. We all prepared a false name and a nonexistent address. After every conversation, we had to write a detailed report of what had been said which was standard practice for anyone who had contact with foreigners. We were warned over and over again about the importance of observing 'discipline in foreign contacts' (she waifi-lu). Otherwise, we were told, not only would we get into serious trouble, other students would be banned from coming.

Cixi’s lack of formal education was more than made up for by her intuitive intelligence, which she liked to use from her earliest years. In 1843, when she was seven, the empire had just finished its first war with the West, the Opium War, which had been started by Britain in reaction to Beijing clamping down on the illegal opium trade conducted by British merchants. China was defeated and had to pay a hefty indemnity. Desperate for funds, Emperor Daoguang (father of Cixi’s future husband) held back the traditional presents for his sons’ brides – gold necklaces with corals and pearls – and vetoed elaborate banquets for their weddings. New Year and birthday celebrations were scaled down, even cancelled, and minor royal concubines had to subsidise their reduced allowances by selling their embroidery on the market through eunuchs. The emperor himself even went on surprise raids of his concubines’ wardrobes, to check whether they were hiding extravagant clothes against his orders. As part of a determined drive to stamp out theft by officials, an investigation was conducted of the state coffer, which revealed that more “than nine million taels of silver had gone missing. Furious, the emperor ordered all the senior keepers and inspectors of the silver reserve for the previous forty-four years to pay fines to make up the loss – whether or not they were guilty. Cixi’s great-grandfather had served as one of the keepers and his share of the fine amounted to 43,200 taels – a colossal sum, next to which his official salary had been a pittance. As he had died a long time ago, his son, Cixi’s grandfather, was obliged to pay half the sum, even though he worked in the Ministry of Punishments and had nothing to do with the state coffer. After three years of futile struggle to raise money, he only managed to hand over 1,800 taels, and an edict signed by the emperor confined him to prison, only to be released if and when his son, Cixi’s father, delivered the balance. The life of the family was turned upside down. Cixi, then eleven years old, had to take in sewing jobs to earn extra money – which she would remember all her life and would later talk about to her ladies-in-waiting in the court. “As she was the eldest of two daughters and three sons, her father discussed the matter with her, and she rose to the occasion. Her ideas were carefully considered and practical: what possessions to sell, what valuables to pawn, whom to turn to for loans and how to approach them. Finally, the family raised 60 per cent of the sum, enough to get her grandfather out of prison. The young Cixi’s contribution to solving the crisis became a family legend, and her father paid her the ultimate compliment: ‘This daughter of mine is really more like a son!’ Treated like a son, Cixi was able to talk to her father about things that were normally closed areas for women. Inevitably their conversations touched on official business and state affairs, which helped form Cixi’s lifelong interest. Being consulted and having her views acted on, she acquired self-confidence and never accepted the com“common assumption that women’s brains were inferior to men’s. The crisis also helped shape her future method of rule. Having tasted the bitterness of arbitrary punishment, she would make an effort to be fair to her officials.