Management Student Quotes

Rejection is an opportunity for your selection.

Marginalia Sometimes the notes are ferocious, skirmishes against the author raging along the borders of every page in tiny black script. If I could just get my hands on you, Kierkegaard, or Conor Cruise O'Brien, they seem to say, I would bolt the door and beat some logic into your head. Other comments are more offhand, dismissive - Nonsense." "Please!" "HA!!" - that kind of thing. I remember once looking up from my reading, my thumb as a bookmark, trying to imagine what the person must look like who wrote "Don't be a ninny" alongside a paragraph in The Life of Emily Dickinson. Students are more modest needing to leave only their splayed footprints along the shore of the page. One scrawls "Metaphor" next to a stanza of Eliot's. Another notes the presence of "Irony" fifty times outside the paragraphs of A Modest Proposal. Or they are fans who cheer from the empty bleachers, Hands cupped around their mouths. Absolutely," they shout to Duns Scotus and James Baldwin. Yes." "Bull's-eye." "My man!" Check marks, asterisks, and exclamation points rain down along the sidelines. And if you have managed to graduate from college without ever having written "Man vs. Nature" in a margin, perhaps now is the time to take one step forward. We have all seized the white perimeter as our own and reached for a pen if only to show we did not just laze in an armchair turning pages; we pressed a thought into the wayside, planted an impression along the verge. Even Irish monks in their cold scriptoria jotted along the borders of the Gospels brief asides about the pains of copying, a bird singing near their window, or the sunlight that illuminated their page- anonymous men catching a ride into the future on a vessel more lasting than themselves. And you have not read Joshua Reynolds, they say, until you have read him enwreathed with Blake's furious scribbling. Yet the one I think of most often, the one that dangles from me like a locket, was written in the copy of Catcher in the Rye I borrowed from the local library one slow, hot summer. I was just beginning high school then, reading books on a davenport in my parents' living room, and I cannot tell you how vastly my loneliness was deepened, how poignant and amplified the world before me seemed, when I found on one page A few greasy looking smears and next to them, written in soft pencil- by a beautiful girl, I could tell, whom I would never meet- Pardon the egg salad stains, but I'm in love.

Elite students climb confidently until they reach a level of competition sufficiently intense to beat their dreams out of them. Higher education is the place where people who had big plans in high school get stuck in fierce rivalries with equally smart peers over conventional careers like management consulting and investment banking. For the privilege of being turned into conformists, students (or their families) pay hundreds of thousands of dollars in skyrocketing tuition that continues to outpace inflation. Why are we doing this to ourselves?

School management can impress parents with their fancy infrastructure, but students have to spend more time there than their parents.

Even with no manager watching to give me a gold star, it was important to do my best. Who cares if a tree falls in a forest and no one hears it? The tree still falls. If you believe that what you’re doing will have positive results, it will—even if it’s not immediately obvious. When you hold yourself to the same standard in your work that you do as a friend, girlfriend, student, or otherwise, it pays off.

We are more than role models for our students; we are leaders and teachers of both an academic curriculum and a social curriculum.

Grit, persistence, adaptability, financial literacy, interview skills, human relationships, conversation, communication, managing technology, navigating conflicts, preparing healthy food, physical fitness, resilience, self-regulation, time management, basic psychology and mental health practices, arts, and music—all of these would help students and also make school seem much more relevant. Our fixation on college readiness leads our high school curricula toward purely academic subjects and away from life skills. The purpose of education should be to enable a citizen to live a good, positive, socially productive life independent of work.

It is said, in a fire, everyone runs away from it save for the fireman who run towards it. When dealing with students, be the fireman.

It’s loneliness. Even though I’m surrounded by loved ones who care about me and want only the best, it’s possible they try to help only because they feel the same thing—loneliness—and why, in a gesture of solidarity, you’ll find the phrase “I am useful, even if alone” carved in stone. Though the brain says all is well, the soul is lost, confused, doesn’t know why life is being unfair to it. But we still wake up in the morning and take care of our children, our husband, our lover, our boss, our employees, our students, those dozens of people who make an ordinary day come to life. And we often have a smile on our face and a word of encouragement, because no one can explain their loneliness to others, especially when we are always in good company. But this loneliness exists and eats away at the best parts of us because we must use all our energy to appear happy, even though we will never be able to deceive ourselves. But we insist, every morning, on showing only the rose that blooms, and keep the thorny stem that hurts us and makes us bleed hidden within. Even knowing that everyone, at some point, has felt completely and utterly alone, it is humiliating to say, “I’m lonely, I need company. I need to kill this monster that everyone thinks is as imaginary as a fairy-tale dragon, but isn’t.” But it isn’t. I wait for a pure and virtuous knight, in all his glory, to come defeat it and push it into the abyss for good, but that knight never comes. Yet we cannot lose hope. We start doing things we don’t usually do, daring to go beyond what is fair and necessary. The thorns inside us will grow larger and more overwhelming, yet we cannot give up halfway. Everyone is looking to see the final outcome, as though life were a huge game of chess. We pretend it doesn’t matter whether we win or lose, the important thing is to compete. We root for our true feelings to stay opaque and hidden, but then … … instead of looking for companionship, we isolate ourselves even more in order to lick our wounds in silence. Or we go out for dinner or lunch with people who have nothing to do with our lives and spend the whole time talking about things that are of no importance. We even manage to distract ourselves for a while with drink and celebration, but the dragon lives on until the people who are close to us see that something is wrong and begin to blame themselves for not making us happy. They ask what the problem is. We say that everything is fine, but it’s not … Everything is awful. Please, leave me alone, because I have no more tears to cry or heart left to suffer. All I have is insomnia, emptiness, and apathy, and, if you just ask yourselves, you’re feeling the same thing. But they insist that this is just a rough patch or depression because they are afraid to use the real and damning word: loneliness. Meanwhile, we continue to relentlessly pursue the only thing that would make us happy: the knight in shining armor who will slay the dragon, pick the rose, and clip the thorns. Many claim that life is unfair. Others are happy because they believe that this is exactly what we deserve: loneliness, unhappiness. Because we have everything and they don’t. But one day those who are blind begin to see. Those who are sad are comforted. Those who suffer are saved. The knight arrives to rescue us, and life is vindicated once again. Still, you have to lie and cheat, because this time the circumstances are different. Who hasn’t felt the urge to drop everything and go in search of their dream? A dream is always risky, for there is a price to pay. That price is death by stoning in some countries, and in others it could be social ostracism or indifference. But there is always a price to pay. You keep lying and people pretend they still believe, but secretly they are jealous, make comments behind your back, say you’re the very worst, most threatening thing there is. You are not an adulterous man, tolerated and often even admired, but an adulterous woman, one who is ...

Disorder is inherent in stability. Civilized man doesn't understand stability. He's confused it with rigidity. Our political and economic and social leaders drool about stability constantly. It's their favorite word, next to 'power.' 'Gotta stabilize the political situation in Southeast Asia, gotta stabilize oil production and consumption, gotta stabilize student opposition to the government' and so forth. Stabilization to them means order, uniformity, control. And that's a half-witted and potentially genocidal misconception. No matter how thoroughly they control a system, disorder invariably leaks into it. Then the managers panic, rush to plug the leak and endeavor to tighten the controls. Therefore, totalitarianism grows in viciousness and scope. And the blind pity is, rigidity isn't the same as stability at all. True stability results when presumed order and presumed disorder are balanced. A truly stable system expects the unexpected, is prepared to be disrupted, waits to be transformed.

I am encouraged as I look at some of those who have listened to their "different drum": Einstein was hopeless at school math and commented wryly on his inadequacy in human relations. Winston Churchill was an abysmal failure in his early school years. Byron, that revolutionary student, had to compensate for a club foot; Demosthenes for a stutter; and Homer was blind. Socrates couldn't manage his wife, and infuriated his countrymen. And what about Jesus, if we need an ultimate example of failure with one's peers? Or an ultimate example of love?

How promising you are as a Student of the Game is a function of what you can pay attention to without running away. Nets and fences can be mirrors. And between the nets and fences, opponents are also mirrors. This is why the whole thing is scary. This why all opponents are scary and weaker opponents are especially scary. See yourself in your opponents. They will bring you to understand the Game. To accept the fact that the Game is about managed fear. That its object is to send from yourself what you hope will not return.

No serious book lover will ever die having read every book he has managed to collect. This is not a sign of dilatoriness but of eagerness, anticipation.

A classroom needs to feel like a safe place for both students and teachers. In order for creativity and higher level thinking to be present in the classrooms, a feeling of safety must first be present in the classrooms.

The academic study of literature leads basically nowhere, as we all know, unless you happen to be an especially gifted student, in which case it prepares you for a career teaching the academic study of literature—it is, in other words, a rather farcical system that exists solely to replicate itself and yet manages to fail more than 95 percent of the time.

The oppressed grows weightless: doze/n th/rough c/and/or man/aged leg/ions stud/ents

If you aren’t busy working on your own goals, you’ll be working to achieve somebody else’s goals.

Actually, highly successful people don’t think about time much at all. Instead, they think about values, priorities, and consistent habits.

A first-rate college library with a comfortable campus around it is a fine milieu for a writer. There is, of course, the problem of educating the young. I remember how once, between terms, not at Cornell, a student brought a transistor set with him into the reading room. He managed to state that one, he was playing “classical” music; that two, he was doing it “softly”; and that three, “there were not many readers around in summer.” I was there, a one-man multitude.

As you work to become a better student, remember that learning is far more important than the numbers on your transcript. I know it can be hard sometimes to remember what you're in school for. In some places, students go crazy over a tenth of a point - but this is an unhealthy and unsustainable way to manage your education. The real reason you're in school is to grow as a person and fulfill your potential.

There is something quite amazing and monstrous about the education of upper-class women. What could be more paradoxical? All the world is agreed that they are to be brought up as ignorant as possible of erotic matters, and that one has to imbue their souls with a profound sense of shame in such matters until the merest suggestion of such things triggers the most extreme impatience and flight. The "honor" of women really comes into play only here: what else would one not forgive them? But here they are supposed to remain ignorant even in their hearts: they are supposed to have neither eyes nor ears, nor words, nor thoughts for this -- their "evil;" and mere knowledge is considered evil. And then to be hurled as by a gruesome lightning bolt, into reality and knowledge, by marriage -- precisely by the man they love and esteem most! To catch love and shame in a contradiction and to be forced to experience at the same time delight, surrender, duty, pity, terror, and who knows what else, in the face of the unexpected neighborliness of god and beast! Thus a psychic knot has been tied that may have no equal. Even the compassionate curiosity of the wisest student of humanity is inadequate for guessing how this or that woman manages to accommodate herself to this solution of the riddle, and to the riddle of a solution, and what dreadful, far-reaching suspicions must stir in her poor, unhinged soul -- and how the ultimate philosophy and skepsis of woman casts anchor at this point! Afterward, the same deep silence as before. Often a silence directed at herself, too. She closes her eyes to herself. Young women try hard to appear superficial and thoughtless. The most refined simulate a kind of impertinence. Women easily experience their husbands as a question mark concerning their honor, and their children as an apology or atonement. They need children and wish for them in a way that is altogether different from that in which a man may wish for children. In sum, one cannot be too kind about women.

Rules and consequences are not the best tools for classroom management. Giving students goals and rewards is more effective. It’s about putting systems in place that actively incentivize good behavior and passively decentivize bad behavior. In this way, as a teacher you can spend less time on managing behaviors and more time on educating and leading.

It’s not a lesson learned until it’s a behavior changed.

The occultist G. I. Gurdjieff (1877–1949) demanded that a student, who was an inveterate smoker, quit smoking, and until he quit, Gurdjieff forbade any visit from him. The student fought for four years against the habit. When the student managed to overcome his habit, he very proudly presented himself in front of the teacher: “So! I quit smoking!” Gurdjieff responded, “Now, smoke!

Teacher cannot solve or heal all student stress. The teacher can be vigilant in trying to guide the child toward solutions;but the teacher's job in relation to this stress is ultimately to help the child learn to manage his or her own stress wisely. In accomplishing this, the teacher mentors higher academic learning by removing distracting stress, and teaches valuable life-survival skills.

The educational process must again provide the opportunity for students to make choices and live with the consequences of these choices. Teaching is not simply telling people what to believe and do.

His lectures were always well attended, and not just because he imparted so much wisdom and knowledge: he also managed to do it with humour. It had taken Danny some time to realize that the professor enjoyed provoking discussion and argument by offering up outrageous statements to see what reaction he would arouse from his students.

Training good employees begins with the way we educate students in elementary school through high school. The way people are programmed in their youth directly affects the kind of employee they will be.

If you are disabled, it is probably not your fault, but it is no good blaming the world or expecting it to take pity on you. One has to have a positive attitude and must make the best of the situation that one finds oneself in; if one is physically disabled, one cannot afford to be psychologically disabled as well. In my opinion, one should concentrate on activities in which one's physical disability will not present a serious handicap. I am afraid that Olympic Games for the disabled do not appeal to me, but it is easy for me to say that because I never liked athletics anyway. On the other hand, science is a very good area for disabled people because it goes on mainly in the mind. Of course, most kinds of experimental work are probably ruled out for most such people, but theoretical work is almost ideal. My disabilities have not been a significant handicap in my field, which is theoretical physics. Indeed, they have helped me in a way by shielding me from lecturing and administrative work that I would otherwise have been involved in. I have managed, however, only because of the large amount of help I have received from my wife, children, colleagues and students. I find that people in general are very ready to help, but you should encourage them to feel that their efforts to aid you are worthwhile by doing as well as you possibly can.

As observers of totalitarianism such as Victor Klemperer noticed, truth dies in four modes, all of which we have just witnessed. The first mode is the open hostility to verifiable reality, which takes the form of presenting inventions and lies as if they were facts. The president does this at a high rate and at a fast pace. One attempt during the 2016 campaign to track his utterances found that 78 percent of his factual claims were false. This proportion is so high that it makes the correct assertions seem like unintended oversights on the path toward total fiction. Demeaning the world as it is begins the creation of a fictional counterworld. The second mode is shamanistic incantation. As Klemperer noted, the fascist style depends upon “endless repetition,” designed to make the fictional plausible and the criminal desirable. The systematic use of nicknames such as “Lyin’ Ted” and “Crooked Hillary” displaced certain character traits that might more appropriately have been affixed to the president himself. Yet through blunt repetition over Twitter, our president managed the transformation of individuals into stereotypes that people then spoke aloud. At rallies, the repeated chants of “Build that wall” and “Lock her up” did not describe anything that the president had specific plans to do, but their very grandiosity established a connection between him and his audience. The next mode is magical thinking, or the open embrace of contradiction. The president’s campaign involved the promises of cutting taxes for everyone, eliminating the national debt, and increasing spending on both social policy and national defense. These promises mutually contradict. It is as if a farmer said he were taking an egg from the henhouse, boiling it whole and serving it to his wife, and also poaching it and serving it to his children, and then returning it to the hen unbroken, and then watching as the chick hatches. Accepting untruth of this radical kind requires a blatant abandonment of reason. Klemperer’s descriptions of losing friends in Germany in 1933 over the issue of magical thinking ring eerily true today. One of his former students implored him to “abandon yourself to your feelings, and you must always focus on the Führer’s greatness, rather than on the discomfort you are feeling at present.” Twelve years later, after all the atrocities, and at the end of a war that Germany had clearly lost, an amputated soldier told Klemperer that Hitler “has never lied yet. I believe in Hitler.” The final mode is misplaced faith. It involves the sort of self-deifying claims the president made when he said that “I alone can solve it” or “I am your voice.” When faith descends from heaven to earth in this way, no room remains for the small truths of our individual discernment and experience. What terrified Klemperer was the way that this transition seemed permanent. Once truth had become oracular rather than factual, evidence was irrelevant. At the end of the war a worker told Klemperer that “understanding is useless, you have to have faith. I believe in the Führer.

Forget physics, forget organic chem, forget reading James Joyce's Ulysses - organizing your time is one of the biggest challenges you'll face in your academic career.

Highly successful people take immediate action on almost every item they encounter.

Things which matter most must never be at the mercy of things which matter least.” –Goethe

I believe that getting stuck is often an essential part of the creative process. And when we are stuck—if we have managed to escape the heave and rush of the world, if we have managed to secure solitude and quiet and space without time—then our minds can roam and explore and invent in unfettered freedom. But too often we dread being stuck. Especially our students and young people. We believe that if we are stuck we are failed. On the contrary, we should welcome getting stuck. We should embrace getting stuck. That's when discovery begins.

Ordering drinks always floored me. I didn't know whisky from gin and never managed to get anything I really liked the taste of. Buddy Willard and the other college boys I knew were usually too poor to buy hard liquor or they scorned drinking altogether. It's amazing how many college boys don't drink or smoke. I seemed to know them all. The farthest Buddy Willard ever went was buying us a bottle of Dubonnet, which he only did because he was trying to prove he could be aesthetic in spite of being a medical student. "I'll have a vodka," I said. The man looked at me more closely. "With anything?" "Just plain," I said. "I always have it plain." I thought I might make a fool of myself by saying I'd have it with ice or gin or anything. I'd seen a vodka ad once, just a glass full of vodka standing in the middle of a snowdrift in a blue light, and the vodka looked clear and pure as water, so I thought having vodka plain must be all right. My dream was someday ordering a drink and finding out it tasted wonderful.

Students who are beginning to struggle in math and science often look at others who are intellectual racehorses and tell themselves they have to keep up. Then they don’t give themselves the extra time they need to truly master the material, and they fall still further behind. As a result of this uncomfortable and discouraging situation, students end up unnecessarily dropping out of math and science. Take a step back and look dispassionately at your strengths and weaknesses. If you need more time to learn math and science, that’s simply the reality. If you’re in high school, try to arrange your schedule to give yourself the time you need to focus on the more difficult materials, and limit these materials to manageable proportions. If you’re in college, try to avoid a full load of heavy courses, especially if you are working on the side. A lighter load of math and science courses can, for many, be the equivalent of a heavy load of other types of courses. Especially in the early stages of college, avoid the temptation to keep up with your peers.

The key to classroom behavior management is to have a structured system in place whereby good behaviors are actively and abundantly rewarded, and bad behaviors are promptly and efficiently punished. Rewards should be like the air, ever present and always lingering. Punishment should be like a thunderstorm that is obvious and inconvenient yet quick, temporary and not abusive. The predominant theme of classroom management should be good behaviors and continuous rewards.

The single greatest challenge to leaders today (and that includes thinkers, teachers, managers, presidents, parents, CEOs, designers, salespeople, students—all of us) is this: We have to make more increasingly complex ideas more clear, more quickly and more persuasively than ever, to more audiences who are more informed and have more access to more information than ever.

Every entrepreneur and every owner of means of production must daily justify his social function through subservience to the wants of the consumers. The management of a socialist economy is not under the necessity of adjusting itself to the operation of a market. It has an absolute monopoly. It does not depend on the wants of the consumers. It itself decides what must be done. It does not serve the consumers as the businessman does. It provides for them as the father provides for his children or the headmaster of a school for the students. It is the authority bestowing favors, not a businessman eager to attract customers.

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').

The explosion of paperwork, in turn, is a direct result of the introduction of corporate management techniques, which are always justified as ways of increasing efficiency, by introducing competition at every level. What these management techniques invariably end up meaning in practice is that everyone winds up spending most of their time trying to sell each other things: grant proposals; book proposals; assessments of our students’ job and grant applications; assessments of our colleagues; prospectuses for new interdisciplinary majors, institutes, conference workshops, and universities themselves, which have now become brands to be marketed to prospective students or contributors. Marketing and PR thus come to engulf every aspect of university life.

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.

Students want a safe, predictable, and nurturing environment—one that is consistent. Students like well-managed classes because no one yells at them, and learning takes place. Effective teachers spend the first two weeks teaching students to be in control of their own actions in a consistent classroom environment.

But rumor had it he was exceptional. Word had spread that one of his professors at Harvard—the daughter of a managing partner—claimed he was the most gifted law student she’d ever encountered. Some of the secretaries who’d seen the guy come in for his interview were saying that on top of this apparent brilliance he was also cute. I was skeptical of all of it. In my experience, you put a suit on any half-intelligent black man and white people tended to go bonkers. I was doubtful he’d earned the hype.

In the months since the semester began, Jiang hadn’t shown up once to class. Students occasionally spotted him around campus doing inexcusably rude things. He had in turn flipped Nezha’s lunch tray out of his hands and walked away whistling, petted Kitay on the head while making a pigeon-like cooing noise, and tried to snip Venka’s hair off with garden shears. Whenever a student managed to pin him down to ask about his course, Jiang made a loud farting noise with his mouth and elbow and skirted away.

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

It was a common complaint amongst the Arts students that their library was in dire need of refurbishment. To call the old building shabby chic was being kind. It didn’t have automated stacks or self-service machines like the Management and Sciences library the other side of campus and the carpets and bookcases looked like they were probably the Victorian originals. But on days like this one, where the springtime sunshine streamed in through the high windows and set the dust motes dancing, Harriet sincerely felt that those BSc lot could stuff their vending machines and state of the art study pods. The Old Library was clearly suited for those who had poetry in their souls, rather than numbers in their heads.

I had no one to point at. Certainly not my parents, because I had nothing to accuse them of. The zeal for letting in the daylight, with which , as a member of the concentration camps seminar, I had condemned my father to shame, had passed, and it embarrassed me. But what other people in my social environment had done, and their guilt, were in any case a lot less bad than what Hanna had done. I had to point at Hanna. But the finger I had pointed at her turned back to me. I had loved her. Not only had I loved her, I had chosen her. I tried to tell myself that I had known nothing of what she had done when I chose her. I tried to talk myself into the state of innocence in which children love their parents. But love of our parents is the only for which we are not responsible. And perhaps we are responsible even for the love we feel for our parents. I envied other students back then who had dissociated themselves from their parents and thus from the entire generation of perpetrators, voyeurs, and the willfully blind, accommodators and accepters, thereby overcoming perhaps not their shame, but at least their suffering because of the shame. But what gave rise to the swaggering self-righteousness I so often encountered among these students? How could one feel guilt and sahme and at teh same time parade one's self-righteousness? Was their dissociation of themselves from their parents ere rhetoric: sounds and noise that were supposed to drown out the fact that their love for their parents made them irrevocably complicit in their crimes? These thoughts did not come until later, and even later they brought no comfort. How could it be a comfort that the pain I went through because of my love for Hanna, was, in a way, the fate of my generation, a German fate, and that it was only more difficult for me to evade, more difficult for me to manage than for others. All the same, it would have been good for me back then to be able to feel I was part of my generation.

Syrian-born graduate student in Wisconsin who became biological father of Jobs and Mona Simpson, later a food and beverage manager at the Boomtown casino near Reno.

At school, Max searched the archives alone-Edmund had stopped appearing, and I didn't have the heart to summon him. Kylee was still acting timid and injured, and the ghost jocks were even more outrageously annoying-trying to cover their underlying nervousness, I thought. Harry and Sara couldn't feel anything wrong, but they took their cues from us, and searched the student lounges with a wariness that I'd never seen from either of them. Britta was as sneering and mean as ever, completely unchanged, and I wanted to kiss her. I managed to restrain myself.

Whereas Taft discouraged the young Yale student from extracurricular reading, fearful it would detract from required courses, Roosevelt read widely yet managed to stand near the top of his class. The breath of his numerous interests allowed him to draw on knowledge across various disciplines, from zoology in philosophy and religion, from poetry and drama to history and politics.

Even though I can’t stand the guy, at that moment, I actually relate to him a little bit. He may be the worst teacher in the world, but we have something in common. He has anger management problems too.

In the workplace, Japanese women have low participation and low pay. Participation declines steeply with increasing level of responsibility. Whereas women account for 49% of Japanese university students and 45% of entry-level job holders, they account for only 14% of university faculty positions (versus 33%–44% in the U.S., United Kingdom, Germany, and France), 11% of middle-level to senior management positions, 2% of positions on boards of directors, 1% of business executive committee members, and less than 1% of CEOs. At those higher levels Japan lags behind all major industrial countries except (again) South Korea.

The popular image of the lone (and possibly slight mad) genius-who ignores the literature and other conventional wisdom and manages by some inexplicable inspiration (enhanced, perhaps, with a liberal dash of suffering) to come up with a breathtakingly original solution to a problem that confounded all the experts-is a charming and romantic image, but also a wildly inaccurate one, at least in the world of modern mathematics. We do have spectacular, deep and remarkable results and insights in this subject, of course, but they are the hard-won and cumulative achievement of years, decades, or even centuries of steady work and progress of many good and great mathematicians; the advance from one stage of understanding to the next can be highly non-trivial, and sometimes rather unexpected, but still builds upon the foundation of earlier work rather than starting totally anew....Actually, I find the reality of mathematical research today-in which progress is obtained naturally and cumulatively as a consequence of hard work, directed by intuition, literature, and a bit of luck-to be far more satisfying than the romantic image that I had as a student of mathematics being advanced primarily by the mystic inspirations of some rare breed of "geniuses.

Even as we improved as teachers and as students, the children continued to have raging impulse-control problems; the very thing that made them spontaneous and immediate could also make them mean...The other teachers and I had dreamed of taking the kids on field trips, to remove them from the grip and tangle of life -- of a day on the beach; of sandy, sacramental hot dogs; of playing in the ocean, making sculptures, and drawing with sticks. But we could barely manage them in class.

I cannot but think that if we had more true wisdom in these respects, not only less education would be needed, because, forsooth, more would already have been acquired, but the pecuniary expense of getting an education would in a great measure vanish. Those conveniences which the student requires at Cambridge or elsewhere cost him or somebody else ten times as great a sacrifice of life as they would with proper management on both sides. Those things for which the most money is demanded are never the things which the student most wants. Tuition, for instance, is an important item in the term bill, while for the far more valuable education which he gets by associating with the most cultivated of his contemporaries no charge is made.

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.

That winter night was the first time she truly knew what it felt like to step outside of herself. Singing felt like breathing, dancing as natural as walking. When she sang her duet with Randy the Farmhand—a lanky drama student at NYU—she felt, almost, as if she were falling in love with him. After the curtain call, the cast surrounded her with cheers, and part of her knew, even then, that it was the greatest performance she would ever give. And she’d only managed it because she knew that somewhere, in the darkened theater, Jude was watching.

As you flail, knowing you’re not supposed to panic – panicking will drain your strength – your mind pulls away as it does so easily, so often, without your even noticing sometimes, leaving Robert Freeman Jr. to manage the current alone while you withdraw to the broader landscape, the water and buildings and streets, the avenues like endless hallways, your dorm full of sleeping students, the air thick with their communal breath. You slip through Sasha’s open window, floating over the sill lined with artifacts from her travels: a white seashell, a small gold pagoda, a pair of red dice. Her harp in one corner with its small wood stool. She’s asleep in her narrow bed, her burned red hair dark against the sheets. You kneel beside her, breathing the familiar smell of Sasha’s sleep, whispering into her ear some mix of I’m sorry and I believe in you and I’ll always be near you, protecting you, and I will never leave you, I’ll be curled around your heart for the rest of your life, until the water pressing my shoulders and chest crushes me awake and I hear Sasha screaming into my face: Fight! Fight! Fight!

To teach students any psychology they did not know before, you must surprise them. But which surprise will do? Nisbett and Borgida found that when they presented their students with a surprising statistical fact, the students managed to learn nothing at all. But when the students were surprised by individual cases…they immediately made the generalization… Nisbett and Borgida summarize the results in a memorable sentence: ‘Subjects’ unwillingness to deduce the particular from the general was matched only by their willingness to infer the general from the particular.

I sometimes felt guilty about betraying Dumbledore’s trust, of course he had admitted me to Hogwarts when no other Headmaster would have done so, and he had no idea I was breaking the rules he had set down for my own and others’ safety. He never knew I had led three fellow students into becoming Animagi illegally. But I always managed to forget my guilty feelings every time we sat down to plan our next month’s adventure. And I haven’t changed." Lupin’s face had hardened, and there was self-disgust in his voice. "All this year, I have been battling with myself, wondering whether I should tell Dumbledore that Sirius was an Animagus. But I didn’t do it. Why? Because I was too cowardly. It would have meant admitting that I’d betrayed his trust while I was at school, admitting that I’d led others along with me and Dumbledore’s trust has meant everything to me. He let me into Hogwarts as a boy, and he gave me a job, when I have been shunned all my adult life, unable to find paid work because of what I am.

In my classes, we read great fiction obsessively, and then attempt to see how a writer managed to affect us. We try to understand which elements—diction, syntax, point of view and so forth—made us feel that way. After we spend several weeks reading this way, wondering how the author made us shiver like that, we try our own hand. I ask students to begin with ‘green lines,’ to isolate writing so good it makes one writer envious of another. Which parts do they wish they had written themselves? Students start to understand how their own writing works, where it ripples with energy… What they really want is to have some kind of firsthand, visceral relationship with a book—to see what it’s like to take a work apart and put it back together—using great stories as structural models, just the way the kids I grew up with in Detroit fell in love with cars by spending weekends trying to make derelict Ford Mustangs run again. When the engine finally starts, when you figure out how to make it fire, it’s an incredibly powerful learning experience.

Following in Tim’s footsteps, one of my students in the Managing at Apple class said that he tried to make sure to spend at least ten minutes in every one-on-one meeting listening silently, without reacting in any way. He would keep his facial expression and body language totally neutral. “What did you learn in that ten minutes that you didn’t learn the other fifty?” I asked. “I heard the things I didn’t want to hear,” my student said, validating Tim’s technique. “If I gave any reaction at all, people would often tell me what they thought I wanted to hear. I found that they were much more likely to say what they really thought—even if it wasn’t what I was hoping to hear—when I was careful not to show what I thought.

Basic technical training is, of course, useful. But to treat it as anything more than that is to lock students into technology that will be obsolete by the time they graduate. The time wasted will also deprive them of the basic training in knowledge and thinking that might help them adjust to the constant changes outside. (IV - From Managers and Speculators to Growth)

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.

What distinguishes love-driven leaders from tyrants? "Great affection" coupled with the passion to see others "run at full speed towards perfection." Love-driven leadership is not urging others forward without concern for their aspirations, well-being, or personal needs. Nor is it being the nice-guy manager who overlooks underperformance that could damage a subordinate's long-term prospects. Instead, love-driven leaders hunger to see latent potential blossom and to help it happen. In more prosaic terms, when do children, students, athletes, or employees achieve their full potential? When they're parented, taught, coached, or managed by those who engender trust, provide support and encouragement, uncover potential, and set high standards.

The BDS on campus operation is organized by, among others, a group in Chicago, Illinois, called American Muslims for Palestine, or AMP. For years, AMP, through its sponsorship of Students for Justice in Palestine (SJP), has been sending strategists, digital and communications experts, graphic designers, video editors, and legal advisors to colleges all over America and running flashy events in expensive hotels for the purpose of delegitimizing Israel, minimizing pro-Israel voices on campus, and harassing Jewish and pro-Israel students in order to deter them from supporting Israel. The embodiment of Cancel Culture. Managing such a sophisticated network of political operatives, extensive marketing, and (pre-COVID) ritzy gatherings at nice hotels is extremely expensive.11 So where is the money coming from? I

After the Spanish publication of the 'Précis,' two Andalusian students asked me if it was possible to live without “fundamentación.” I answered that it was true that I had found no solid basis anywhere and that I had nonetheless managed to endure, for with the years one got used to everything, even vertigo. Then, too, one does not constantly keep watch and interrogate oneself, absolute lucidity being incompatible with breathing.

To do a modest bit of good while doing nothing about the larger system is to keep the painting. You are chewing on the fruit of an injustice. You may be working on a prison education program, but you are choosing not to prioritize the pursuit of wage and labor laws that would make people's lives more stable and perhaps keep some of them out of jail. You may be sponsoring a loan forgiveness initiative for law school students, but you are choosing not to prioritize seeking a tax code that would take more from you and cut their debts. Your management consulting firm may be writing reports about unlocking trillions of dollars' worth of women's potential, but it is choosing not to advise its clients to stop lobbying against the social programs that have been shown in other societies to help women achieve the equality fantasized about in consultants' reports.

While researching bullying prevention programs for the first edition of this book, I was concerned that many of the programs developed for schools had as their foundation conflict resolution solutions. People who complete such well-intentioned bullying prevention programs become skilled at handling different kinds of conflict and learn effective anger management skills, but they still have no clue how to identify and effectively confront bullying. It is disturbing how often school districts’ procedural handbooks mention the use of a mediator “to resolve” a bullying issue, as if it is a conflict. In doing this we are asking targeted students to be willing to reach some sort of “agreement” with the perpetrators. In conflict, both parties must be willing to compromise or give something up in order to come to a resolution. The bullies are already in a position of power and have robbed the targets of their sense of well-being, dignity, and worth. How much are we asking the targets to give up? With

When sushi-suit girl calls up entrants to show off their costumes, Cole manages to pull Wallace out of his seat to stand awkwardly out there, but I refuse when my name is called. “It’s just for a second,” Cole says, motioning me out with his hands. “Come on. Just a second.” “I don’t . . . I don’t really want to.” Wallace gently pushes Cole out of the way so he can get back to his seat and grab his phone. If she doesn’t want to, don’t make her do it. Cole sighs so overdramatically he must be joking, then turns to tell sushi girl I won’t be participating after all. A few more people from other groups around the room go up. There’s a panel of teenaged judges stationed behind one short bookcase like it’s a desk, and at the very end they get together to deliberate before they announce one of the Hogwarts students as the winner. “Oh, come on!” Cole cries. “The Harry Potter people always win! They’ve had like twelve years to put their costumes together!” “I’ve done my waiting,” Megan says to Hazel, pulling up the little girl’s arms. “Twelve years of it! In Azkaban!

It is “trickling down” to women of all social classes from elitist schools and universities because that is where women are getting too close to authority. There, it is emblematic of how hunger checkmates power in any woman’s life: Hundreds of thousands of well-educated young women, living and studying at the fulcrum of cultural influence, are causing no trouble. The anorexic woman student, like the anti-Semitic Jew and the self-hating black, fits in. She is politically castrate, with exactly enough energy to do her schoolwork, neatly and completely, and to run around the indoor track in eternal circles. She has no energy to get angry or get organized, to chase sex, to yell through a bullhorn, asking for money for night buses or for women’s studies programs or to know where all the women professors are. Administering a coed class half full of mentally anorexic women is an experience distinct from that of administering a class half full of healthy, confident young women. The woman in these women canceled out, it is closer to the administration of young men only, which was how things were comfortably managed before.

Muhammad Iqbal, who had spent three rewarding years as a student in Europe in the first decade of the twentieth century, now wrote of it in the satirical tradition of the Illahabadi: The West develops wonderful new skills In this as in so many other fields Its submarines are crocodiles Its bombers rain destruction from the skies Its gases so obscure the sky They blind the sun’s world-seeing eye Dispatch this old fool to the West To learn the art of killing fast- and best On his previous trips to the West, Liang, like Tagore and Iqbal, had been a qualified admirer. During his longest sojourn there, he began to develop grave doubts about the civilization that had so blithely thrown away the fruits of progress and rationalism and sunk into barbarism. The ‘materialist’ West had managed to subdue nature through science and technology and created a Darwinian universe of conflict between individuals, classes and nations. But to what effect? Its materialistic people, constantly desiring ever-new things and constantly being frustrated, were worn out by war, were afflicted with insecurity, and were as far from happiness as ever.

Adam Parrish. This was how it had begun: Ronan Lynch had been in the passenger seat of Richard Campbell Gansey III's bright orange '73 Camaro, hanging out the window because walls couldn't hold him. Little historic Henrietta, Virginia, curled close, trees and streetlights alike leaning in as if to catch the conversation down below. What a pair the two of them were. Gansey, searching desperately for meaning. Ronan, sure that he wouldn't find any. Voted most and least likely to succeed, respectively, at Aglionby Academy, their shared high school. Those days, Gansey was the hunter and Ronan the hawkish best friend kept hooded and belled to prevent him tearing himself to shreds with his own talons. This was how it had begun: a student walking his bike up the last hill into town, clearly headed the same place they were. He wore the Aglionby uniform, although as they grew closer Ronan saw it was threadbare in a way school uniforms couldnt manage in a single year's use--secondhand. His sleeves were pushed up and his forearms were wiry, the thin muscles picked out in stark relief. Ronan's attention stuck on his hands. Lovely boyish hands with prominent knuckles, gaunt and long like his unfamiliar face. "Who's that?" Gansey had asked, and Ronan hadn't answered, just kept hanging out the window. As they passed, Adam's expression was all contradictions: intense and wary, resigned and resilient, defeated and defiant. Ronan hadn't known anything about who Adam was then and, if possible, he'd known even less about who he himself was, but as they drove away from the boy with the bicycle, this was how it had begun: Ronan leaning back against his seat and closing his eyes and sending up a simple, inexplicable, desperate prayer to God: Please.

Tools of the Mind, by contrast, doesn’t focus much on reading and math abilities. Instead, all of its interventions are intended to help children learn a different kind of skill: controlling their impulses, staying focused on the task at hand, avoiding distractions and mental traps, managing their emotions, organizing their thoughts. The founders of Tools of the Mind believe that these skills, which they group together under the rubric self-regulation, will do more to lead to positive outcomes for their students, in first grade and beyond, than the traditional menu of pre-academic skills.

Working on my Ph.D. at the University of Wyoming, I was required to take an advanced statistics course. I had completed the beginning courses several years earlier, but could remember very little. I had no idea how I was going to manage the requirements of an advanced class. Several weeks into the semester, I was floundering. I approached the chair of my committee, Louise Jackson, and said, “This is really over my head. Usually I at least know enough about a subject to follow along. This time I am totally lost.” “Good!” she said. “You don’t know how happy that news makes me.” Her response took me totally by surprise. Teachers are not usually glad when you announce that you are failing. Dr. Jackson continued: “Remember how this feels. Memorize this moment. Don’t ever forget this lesson. This is how many of your future students will feel, and you must be able to relate to them in order to understand and be effective in helping them.” She then gave me some suggestions, including the names of a few possible tutors. She also arranged to meet with me regularly to review my progress—things she assured me she would never have done had she not also once struggled through a few difficult classes of her own.

We decided to attend to our community instead of asking our community to attend the church.” His staff started showing up at local community events such as sports contests and town hall meetings. They entered a float in the local Christmas parade. They rented a football field and inaugurated a Free Movie Night on summer Fridays, complete with popcorn machines and a giant screen. They opened a burger joint, which soon became a hangout for local youth; it gives free meals to those who can’t afford to pay. When they found out how difficult it was for immigrants to get a driver’s license, they formed a drivers school and set their fees at half the going rate. My own church in Colorado started a ministry called Hands of the Carpenter, recruiting volunteers to do painting, carpentry, and house repairs for widows and single mothers. Soon they learned of another need and opened Hands Automotive to offer free oil changes, inspections, and car washes to the same constituency. They fund the work by charging normal rates to those who can afford it. I heard from a church in Minneapolis that monitors parking meters. Volunteers patrol the streets, add money to the meters with expired time, and put cards on the windshields that read, “Your meter looked hungry so we fed it. If we can help you in any other way, please give us a call.” In Cincinnati, college students sign up every Christmas to wrap presents at a local mall — ​no charge. “People just could not understand why I would want to wrap their presents,” one wrote me. “I tell them, ‘We just want to show God’s love in a practical way.’ ” In one of the boldest ventures in creative grace, a pastor started a community called Miracle Village in which half the residents are registered sex offenders. Florida’s state laws require sex offenders to live more than a thousand feet from a school, day care center, park, or playground, and some municipalities have lengthened the distance to half a mile and added swimming pools, bus stops, and libraries to the list. As a result, sex offenders, one of the most despised categories of criminals, are pushed out of cities and have few places to live. A pastor named Dick Witherow opened Miracle Village as part of his Matthew 25 Ministries. Staff members closely supervise the residents, many of them on parole, and conduct services in the church at the heart of Miracle Village. The ministry also provides anger-management and Bible study classes.

Sheepwalking I define “sheepwalking” as the outcome of hiring people who have been raised to be obedient and giving them a brain-dead job and enough fear to keep them in line. You’ve probably encountered someone who is sheepwalking. The TSA “screener” who forces a mom to drink from a bottle of breast milk because any other action is not in the manual. A “customer service” rep who will happily reread a company policy six or seven times but never stop to actually consider what the policy means. A marketing executive who buys millions of dollars’ worth of TV time even though she knows it’s not working—she does it because her boss told her to. It’s ironic but not surprising that in our age of increased reliance on new ideas, rapid change, and innovation, sheepwalking is actually on the rise. That’s because we can no longer rely on machines to do the brain-dead stuff. We’ve mechanized what we could mechanize. What’s left is to cost-reduce the manual labor that must be done by a human. So we write manuals and race to the bottom in our search for the cheapest possible labor. And it’s not surprising that when we go to hire that labor, we search for people who have already been trained to be sheepish. Training a student to be sheepish is a lot easier than the alternative. Teaching to the test, ensuring compliant behavior, and using fear as a motivator are the easiest and fastest ways to get a kid through school. So why does it surprise us that we graduate so many sheep? And graduate school? Since the stakes are higher (opportunity cost, tuition, and the job market), students fall back on what they’ve been taught. To be sheep. Well-educated, of course, but compliant nonetheless. And many organizations go out of their way to hire people that color inside the lines, that demonstrate consistency and compliance. And then they give these people jobs where they are managed via fear. Which leads to sheepwalking. (“I might get fired!”) The fault doesn’t lie with the employee, at least not at first. And of course, the pain is often shouldered by both the employee and the customer. Is it less efficient to pursue the alternative? What happens when you build an organization like W. L. Gore and Associates (makers of Gore-Tex) or the Acumen Fund? At first, it seems crazy. There’s too much overhead, there are too many cats to herd, there is too little predictability, and there is way too much noise. Then, over and over, we see something happen. When you hire amazing people and give them freedom, they do amazing stuff. And the sheepwalkers and their bosses just watch and shake their heads, certain that this is just an exception, and that it is way too risky for their industry or their customer base. I was at a Google conference last month, and I spent some time in a room filled with (pretty newly minted) Google sales reps. I talked to a few of them for a while about the state of the industry. And it broke my heart to discover that they were sheepwalking. Just like the receptionist at a company I visited a week later. She acknowledged that the front office is very slow, and that she just sits there, reading romance novels and waiting. And she’s been doing it for two years. Just like the MBA student I met yesterday who is taking a job at a major packaged-goods company…because they offered her a great salary and promised her a well-known brand. She’s going to stay “for just ten years, then have a baby and leave and start my own gig.…” She’ll get really good at running coupons in the Sunday paper, but not particularly good at solving new problems. What a waste. Step one is to give the problem a name. Done. Step two is for anyone who sees themselves in this mirror to realize that you can always stop. You can always claim the career you deserve merely by refusing to walk down the same path as everyone else just because everyone else is already doing it.

Microassaults involve misusing power and privilege in subtle ways to marginalize students and create different outcomes based on race or class. In the classroom, a microassault might look like giving a more severe punishment to a student of color than his White classmate who was engaged in the same behavior. Or it might look like overemphasizing military-like behavior management strategies for students of color. With younger children, it looks like excluding them from fun activities as punishment for minor infractions. Microinsults involve being insensitive to culturally and linguistically diverse students and trivializing their racial and cultural identity such as not learning to pronounce a student’s name or giving the student an anglicized name to make it easier on the teacher. Continually confusing two students of the same race and casually brushing it off as “they all look alike.” Microinvalidations involve actions that negate or nullify a person of color’s experiences or realities such as ignoring each student’s rich funds of knowledge. They are also expressed when we don’t want to acknowledge the realities of structural racialization or implicit bias. It takes the form of trivializing and dismissing students’ experiences, telling them they are being too sensitive or accusing them of “playing the race card.”

One of my students told the class that he worked in a bank in which everybody made note of every action—a telephone call, a calculation, use of a computer, waiting on a customer, etc. There was a standard time for every act, and everybody was rated every day. Some days this man would make a score of 50, next day 260, etc. Everybody was ranked on his score, the lower the score, the higher the rank. Morale was understandably low. “My rate is 155 pieces per day. I can’t come near this figure—and we all have the problem—without turning out a lot of defective items.” She must bury her pride of workmanship to make her quota, or lose pay and maybe also her job. It could well be that with intelligent supervision and help, and with no inherited defects, this operator could produce in a day and with less effort many more good items than her stated rate. Some people in management claim that they have a better plan: dock her for a defective item. This sounds great. Make it clear that this is not the place for mistakes and defective items. Actually, this may be cruel supervision. Who declares an item to be defective? Is it clear to the worker and to the inspector—both of them—what constitutes a defective item? Would it have been declared defective yesterday? Who made the defective item? The worker, or the system? Where is the evidence?

Toyota wasn’t really worried that it would give away its “secret sauce.” Toyota’s competitive advantage rested firmly in its proprietary, complex, and often unspoken processes. In hindsight, Ernie Schaefer, a longtime GM manager who toured the Toyota plant, told NPR’s This American Life that he realized that there were no special secrets to see on the manufacturing floors. “You know, they never prohibited us from walking through the plant, understanding, even asking questions of some of their key people,” Schaefer said. “I’ve often puzzled over that, why they did that. And I think they recognized we were asking the wrong questions. We didn’t understand this bigger picture.” It’s no surprise, really. Processes are often hard to see—they’re a combination of both formal, defined, and documented steps and expectations and informal, habitual routines or ways of working that have evolved over time. But they matter profoundly. As MIT’s Edgar Schein has explored and discussed, processes are a critical part of the unspoken culture of an organization. 1 They enforce “this is what matters most to us.” Processes are intangible; they belong to the company. They emerge from hundreds and hundreds of small decisions about how to solve a problem. They’re critical to strategy, but they also can’t easily be copied. Pixar Animation Studios, too, has openly shared its creative process with the world. Pixar’s longtime president Ed Catmull has literally written the book on how the digital film company fosters collective creativity2—there are fixed processes about how a movie idea is generated, critiqued, improved, and perfected. Yet Pixar’s competitors have yet to equal Pixar’s successes. Like Toyota, Southern New Hampshire University has been open with would-be competitors, regularly offering tours and visits to other educational institutions. As President Paul LeBlanc sees it, competition is always possible from well-financed organizations with more powerful brand recognition. But those assets alone aren’t enough to give them a leg up. SNHU has taken years to craft and integrate the right experiences and processes for its students and they would be exceedingly difficult for a would-be competitor to copy. SNHU did not invent all its tactics for recruiting and serving its online students. It borrowed from some of the best practices of the for-profit educational sector. But what it’s done with laser focus is to ensure that all its processes—hundreds and hundreds of individual “this is how we do it” processes—focus specifically on how to best respond to the job students are hiring it for. “We think we have advantages by ‘owning’ these processes internally,” LeBlanc says, “and some of that is tied to our culture and passion for students.

In another study, white Australian students were served food, but in this case it was something they found revolting: a chicken foot cooked in a Chinese style that preserved the entire foot intact, claws included. The challenge for the subjects was that this was served by a Chinese experimenter, creating some pressure to act civilized. As in the cake study, some subjects’ minds were loaded: they were asked to remember an eight-digit number. Those whose minds were not loaded managed to maintain composure, keeping their thoughts to themselves. Not so with the cognitively loaded subjects. They would blurt out rude comments, such as “This is bloody revolting,” despite their best intentions.

It's only second period, and the whole school knows Emma broke up with him. So far, he's collected eight phone numbers, one kiss on the cheek, and one pinch to the back of his jeans. His attempts to talk to Emma between classes are thwarted by a hurricane of teenage females whose main goal seems to be keeping him and his ex-girlfriend separated. When the third period bell rings, Emma has already chosen a seat where she'll be barricaded from him by other students. Throughout class, she pays attention as if the teacher were giving instructions on how to survive a life-threatening catastrophe in the next twenty-four hours. About midway through class, he receives a text from a number he doesn't recognize. If you let me, I can do things to u to make u forget her. As soon as he clears it, another one pops up from a different number. Hit me back if u want to chat. I'll treat u better than E. How did they get my number? Tucking his phone back into his pocket, he hovers over his notebook protectively, as if it's the only thing left that hasn't been invaded. Then he notices the foreign handwriting scribbled on it by a girl named Shena who encircled her name and phone number with a heart. Not throwing it across the room takes almost as much effort as not kissing Emma. At lunch, Emma once again blocks his access to her by sitting between people at a full picnic table outside. He chooses the table directly across from her, but she seems oblivious, absently soaking up the grease from the pizza on her plate until she's got at least fifteen orange napkins in front of her. She won't acknowledge that he's staring at her, waiting to wave her over as soon as she looks up. Ignoring the text message explosion in his vibrating pocket, he opens the contain of tuna fish Rachel packed for him. Forking it violently, he heaves a mound into his mouth, chewing without savoring it. Mark with the Teeth is telling Emma something she thinks is funny, because she covers her mouth with a napkin and giggles. Galen almost launches from his bench when Mark brushes a strand of hair from her face. Now he knows what Rachel meant when she told him to mark his territory early on. But what can he do if his territory is unmarking herself? News of their breakup has spread like an oil spill, and it seems as though Emma is making a huge effort to help it along. With his thumb and index finger, Galen snaps his plastic fork in half as Emma gently wipes Mark's mouth with her napkin. He rolls his eyes as Mark "accidentally" gets another splotch of JELL-O on the corner of his lips. Emma wipes that clean too, smiling like she's tending to a child. It doesn't help that Galen's table is filling up with more of his admirers-touching him, giggling at him, smiling at him for no reason, and distracting him from his fantasy of breaking Mark's pretty jaw. But that would only give Emma a genuine reason to assist the idiot in managing his JELL-O.

Some researchers, such as psychologist Jean Twenge, say this new world where compliments are better than sex and pizza, in which the self-enhancing bias has been unchained and allowed to gorge unfettered, has led to a new normal in which the positive illusions of several generations have now mutated into full-blown narcissism. In her book The Narcissism Epidemic, Twenge says her research shows that since the mid-1980s, clinically defined narcissism rates in the United States have increased in the population at the same rate as obesity. She used the same test used by psychiatrists to test for narcissism in patients and found that, in 2006, one in four U.S. college students tested positive. That’s real narcissism, the kind that leads to diagnoses of personality disorders. In her estimation, this is a dangerous trend, and it shows signs of acceleration. Narcissistic overconfidence crosses a line, says Twenge, and taints those things improved by a skosh of confidence. Over that line, you become less concerned with the well-being of others, more materialistic, and obsessed with status in addition to losing all the restraint normally preventing you from tragically overestimating your ability to manage or even survive risky situations. In her book, Twenge connects this trend to the housing market crash of the mid-2000s and the stark increase in reality programming during that same decade. According to Twenge, the drive to be famous for nothing went from being strange to predictable thanks to a generation or two of people raised by parents who artificially boosted self-esteem to ’roidtastic levels and then released them into a culture filled with new technologies that emerged right when those people needed them most to prop up their self-enhancement biases. By the time Twenge’s research was published, reality programming had spent twenty years perfecting itself, and the modern stars of those shows represent a tiny portion of the population who not only want to be on those shows, but who also know what they are getting into and still want to participate. Producers with the experience to know who will provide the best television entertainment to millions then cull that small group. The result is a new generation of celebrities with positive illusions so robust and potent that the narcissistic overconfidence of the modern American teenager by comparison is now much easier to see as normal.

Here’s the thing, people: We have some serious problems. The lights are off. And it seems like that’s affecting the water flow in part of town. So, no baths or showers, okay? But the situation is that we think Caine is short of food, which means he’s not going to be able to hold out very long at the power plant.” “How long?” someone yelled. Sam shook his head. “I don’t know.” “Why can’t you get him to leave?” “Because I can’t, that’s why,” Sam snapped, letting some of his anger show. “Because I’m not Superman, all right? Look, he’s inside the plant. The walls are thick. He has guns, he has Jack, he has Drake, and he has his own powers. I can’t get him out of there without getting some of our people killed. Anybody want to volunteer for that?" Silence. “Yeah, I thought so. I can’t get you people to show up and pick melons, let alone throw down with Drake.” “That’s your job,” Zil said. “Oh, I see,” Sam said. The resentment he’d held in now came boiling to the surface. “It’s my job to pick the fruit, and collect the trash, and ration the food, and catch Hunter, and stop Caine, and settle every stupid little fight, and make sure kids get a visit from the Tooth Fairy. What’s your job, Zil? Oh, right: you spray hateful graffiti. Thanks for taking care of that, I don’t know how we’d ever manage without you.” “Sam…,” Astrid said, just loud enough for him to hear. A warning. Too late. He was going to say what needed saying. “And the rest of you. How many of you have done a single, lousy thing in the last two weeks aside from sitting around playing Xbox or watching movies? “Let me explain something to you people. I’m not your parents. I’m a fifteen-year-old kid. I’m a kid, just like all of you. I don’t happen to have any magic ability to make food suddenly appear. I can’t just snap my fingers and make all your problems go away. I’m just a kid.” As soon as the words were out of his mouth, Sam knew he had crossed the line. He had said the fateful words so many had used as an excuse before him. How many hundreds of times had he heard, “I’m just a kid.” But now he seemed unable to stop the words from tumbling out. “Look, I have an eighth-grade education. Just because I have powers doesn’t mean I’m Dumbledore or George Washington or Martin Luther King. Until all this happened I was just a B student. All I wanted to do was surf. I wanted to grow up to be Dru Adler or Kelly Slater, just, you know, a really good surfer.” The crowd was dead quiet now. Of course they were quiet, some still-functioning part of his mind thought bitterly, it’s entertaining watching someone melt down in public. “I’m doing the best I can,” Sam said. “I lost people today…I…I screwed up. I should have figured out Caine might go after the power plant.” Silence. “I’m doing the best I can.” No one said a word. Sam refused to meet Astrid’s eyes. If he saw pity there, he would fall apart completely. “I’m sorry,” he said. “I’m sorry.

the community; injustice would only occur, on Plato’s definition, if there were men in the other classes who were wiser than some of the guardians. That is why Plato provides for promotion and degradation of citizens, although he thinks that the double advantage of birth and education will, in most cases, make the children of guardians superior to the children of others. If there were a more exact science of government, and more certainty of men following its precepts, there would be much to be said for Plato’s system. No one thinks it unjust to put the best men into a football team, although they acquire thereby a great superiority. If football were managed as democratically as the Athenian government, the students to play for their university would be chosen by lot. But in matters of government it is difficult to know who has the most skill, and very far from certain that a politician will use his skill in the public interest rather than in his own or in that of his class or party or creed.

I can hardly believe that our nation’s policy is to seek peace by going to war. It seems that President Donald J. Trump has done everything in his power to divert our attention away from the fact that the FBI is investigating his association with Russia during his campaign for office. For several weeks now he has been sabre rattling and taking an extremely controversial stance, first with Syria and Afghanistan and now with North Korea. The rhetoric has been the same, accusing others for our failed policy and threatening to take autonomous military action to attain peace in our time. This gunboat diplomacy is wrong. There is no doubt that Secretaries Kelly, Mattis, and other retired military personnel in the Trump Administration are personally tough. However, most people who have served in the military are not eager to send our young men and women to fight, if it is not necessary. Despite what may have been said to the contrary, our military leaders, active or retired, are most often the ones most respectful of international law. Although the military is the tip of the spear for our country, and the forces of civilization, it should not be the first tool to be used. Bloodshed should only be considered as a last resort and definitely never used as the first option. As the leader of the free world, we should stand our ground but be prepared to seek peace through restraint. This is not the time to exercise false pride! Unfortunately the Trump administration informed four top State Department management officials that their services were no longer needed as part of an effort to "clean house." Patrick Kennedy, served for nine years as the “Undersecretary for Management,” “Assistant Secretaries for Administration and Consular Affairs” Joyce Anne Barr and Michele Bond, as well as “Ambassador” Gentry Smith, director of the Office for Foreign Missions. Most of the United States Ambassadors to foreign countries have also been dismissed, including the ones to South Korea and Japan. This leaves the United States without the means of exercising diplomacy rapidly, when needed. These positions are political appointments, and require the President’s nomination and the Senate’s confirmation. This has not happened! Moreover, diplomatically our country is severely handicapped at a time when tensions are as hot as any time since the Cold War. Without following expert advice or consent and the necessary input from the Unites States Congress, the decisions are all being made by a man who claims to know more than the generals do, yet he has only the military experience of a cadet at “New York Military Academy.” A private school he attended as a high school student, from 1959 to 1964. At that time, he received educational and medical deferments from the Vietnam War draft. Trump said that the school provided him with “more training than a lot of the guys that go into the military.” His counterpart the unhinged Kim Jong-un has played with what he considers his country’s military toys, since April 11th of 2012. To think that these are the two world leaders, protecting the planet from a nuclear holocaust….

We must become what we wish to teach. As an aside to parents, teachers, psychotherapists, and managers who may be reading this book to gain insight on how to support the self-esteem of others, I want to say that the place to begin is still with oneself. If one does not understand how the dynamics of self-esteem work internally—if one does not know by direct experience what lowers or raises one’s own self-esteem—one will not have that intimate understanding of the subject necessary to make an optimal contribution to others. Also, the unresolved issues within oneself set the limits of one’s effectiveness in helping others. It may be tempting, but it is self-deceiving to believe that what one says can communicate more powerfully than what one manifests in one’s person. We must become what we wish to teach. There is a story I like to tell psychotherapy students. In India, when a family encounters a problem, they are not likely to consult a psychotherapist (hardly any are available); they consult the local guru. In one village there was a wise man who had helped this family more than once. One day the father and mother came to him, bringing their nine-year-old son, and the father said, “Master, our son is a wonderful boy and we love him very much. But he has a terrible problem, a weakness for sweets that is ruining his teeth and health. We have reasoned with him, argued with him, pleaded with him, chastised him—nothing works. He goes on consuming ungodly quantities of sweets. Can you help us?” To the father’s surprise, the guru answered, “Go away and come back in two weeks.” One does not argue with a guru, so the family obeyed. Two weeks later they faced him again, and the guru said, “Good. Now we can proceed.” The father asked, “Won’t you tell us, please, why you sent us away for two weeks. You have never done that before.” And the guru answered, “I needed the two weeks because I, too, have had a lifelong weakness for sweets. Until I had confronted and resolved that issue within myself, I was not ready to deal with your son.” Not all psychotherapists like this story.

Nietzsche is the moral philosopher of the present age. For I have already argued that the present age is in its presentation of itself dominantly Weberian, and I have also noticed that Nietzsche’s central thesis was presupposed by Weber’s central categories of thought. Hence Nietzsche’s prophetic irrationalism – irrationalism because Nietzsche’s problems remain unresolved and his solutions defy reason – remains immanent in the Weberian managerial forms of our culture. Whenever those immersed in the bureaucratic culture of the age try to think their way through to the moral foundations of what they are and what they do, they will discover suppressed Nietzschean premises. And consequently it is possible to predict with confidence that in the apparently quite unlikely contexts of bureaucratically managed modern societies there will periodically emerge social movements informed by just that kind of prophetic irrationalism of which Nietzsche’s thought is the ancestor. Indeed just because and insofar contemporary Marxism is Weberian in substance we can expect prophetic irrationalisms of the left as well as of the Right. So it was was with much student radicalism of the sixties.

Hannity & Colmes was another management challenge. Despite its bipartisan billing, the show was a vehicle for Sean Hannity’s right-wing politics. An Irish Catholic from Long Island, Hannity came of age as two revolutions, Reagan conservatism and right-wing talk radio, sent the country on a new course. He harbored dreams of becoming the next Bob Grant, the caustic New York City radio commentator who provided an outlet for incendiary views on blacks, Hispanics, and gays. Radio personalities like Grant, Hannity said, “taught me early on that a passionate argument could make a difference.” In his twenties, Hannity drifted. He tried college three times but dropped out. By the late 1980s, he was living in southern California working as a house painter. In his spare time, he called in to KCSB, the UC Santa Barbara college station, to inveigh against liberals and to defend the actions of his hero Colonel Oliver North in the Iran-Contra affair. His combative commentaries impressed the station management. Though he was not a student, Hannity was soon given an hour-long morning call-in show, which he titled The Pursuit of Happiness, a reference to Reagan’s 1986 Independence Day speech.

I encounter forms of this attitude every day. The producers who work at the Ostankino channels might all be liberals in their private lives, holiday in Tuscany, and be completely European in their tastes. When I ask how they marry their professional and personal lives, they look at me as if I were a fool and answer: “Over the last twenty years we’ve lived through a communism we never believed in, democracy and defaults and mafia state and oligarchy, and we’ve realized they are illusions, that everything is PR.” “Everything is PR” has become the favorite phrase of the new Russia; my Moscow peers are filled with a sense that they are both cynical and enlightened. When I ask them about Soviet-era dissidents, like my parents, who fought against communism, they dismiss them as naïve dreamers and my own Western attachment to such vague notions as “human rights” and “freedom” as a blunder. “Can’t you see your own governments are just as bad as ours?” they ask me. I try to protest—but they just smile and pity me. To believe in something and stand by it in this world is derided, the ability to be a shape-shifter celebrated. Vladimir Nabokov once described a species of butterfly that at an early stage in its development had to learn how to change colors to hide from predators. The butterfly’s predators had long died off, but still it changed its colors from the sheer pleasure of transformation. Something similar has happened to the Russian elites: during the Soviet period they learned to dissimulate in order to survive; now there is no need to constantly change their colors, but they continue to do so out of a sort of dark joy, conformism raised to the level of aesthetic act. Surkov himself is the ultimate expression of this psychology. As I watch him give his speech to the students and journalists, he seems to change and transform like mercury, from cherubic smile to demonic stare, from a woolly liberal preaching “modernization” to a finger-wagging nationalist, spitting out willfully contradictory ideas: “managed democracy,” “conservative modernization.” Then he steps back, smiling, and says: “We need a new political party, and we should help it happen, no need to wait and make it form by itself.” And when you look closely at the party men in the political reality show Surkov directs, the spitting nationalists and beetroot-faced communists, you notice how they all seem to perform their roles with a little ironic twinkle.

The biggest fear for homeschooled children is that they will be unable to relate to their peers, will not have friends, or that they will otherwise be unable to interact with people in a normal way. Consider this: How many of your daily interactions with people are solely with people of your own birth year?  We’re not considering interactions with people who are a year or two older or a year or two younger, but specifically people who were born within a few months of your birthday. In society, it would be very odd to section people at work by their birth year and allow you to interact only with persons your same age. This artificial constraint would limit your understanding of people and society across a broader range of ages. In traditional schools, children are placed in grades artificially constrained by the child’s birth date and an arbitrary cut-off day on a school calendar. Every student is taught the same thing as everyone else of the same age primarily because it is a convenient way to manage a large number of students. Students are not grouped that way because there is any inherent special socialization that occurs when grouping children in such a manner. Sectioning off children into narrow bands of same-age peers does not make them better able to interact with society at large. In fact, sectioning off children in this way does just the opposite—it restricts their ability to practice interacting with a wide variety of people. So why do we worry about homeschooled children’s socialization?  The erroneous assumption is that the child will be homeschooled and will be at home, schooling in the house, all day every day, with no interactions with other people. Unless a family is remotely located in a desolate place away from any form of civilization, social isolation is highly unlikely. Every homeschooling family I know involves their children in daily life—going to the grocery store or the bank, running errands, volunteering in the community, or participating in sports, arts, or community classes. Within the homeschooled community, sports, arts, drama, co-op classes, etc., are usually sectioned by elementary, pre-teen, and teen groupings. This allows students to interact with a wider range of children, and the interactions usually enhance a child’s ability to interact well with a wider age-range of students. Additionally, being out in the community provides many opportunities for children to interact with people of all ages. When homeschooling groups plan field trips, there are sometimes constraints on the age range, depending upon the destination, but many times the trip is open to children of all ages. As an example, when our group went on a field trip to the Federal Reserve Bank, all ages of children attended. The tour and information were of interest to all of the children in one way or another. After the tour, our group dined at a nearby food court. The parents sat together to chat and the children all sat with each other, with kids of all ages talking and having fun with each other. When interacting with society, exposure to a wider variety of people makes for better overall socialization. Many homeschooling groups also have park days, game days, or play days that allow all of the children in the homeschooled community to come together and play. Usually such social opportunities last for two, three, or four hours. Our group used to have Friday afternoon “Park Day.”  After our morning studies, we would pack a picnic lunch, drive to the park, and spend the rest of the afternoon letting the kids run and play. Older kids would organize games and play with younger kids, which let them practice great leadership skills. The younger kids truly looked up to and enjoyed being included in games with the older kids.

Fast-forward nearly a hundred years, and Prufrock’s protest is enshrined in high school syllabi, where it’s dutifully memorized, then quickly forgotten, by teens increasingly skilled at shaping their own online and offline personae. These students inhabit a world in which status, income, and self-esteem depend more than ever on the ability to meet the demands of the Culture of Personality. The pressure to entertain, to sell ourselves, and never to be visibly anxious keeps ratcheting up. The number of Americans who considered themselves shy increased from 40 percent in the 1970s to 50 percent in the 1990s, probably because we measured ourselves against ever higher standards of fearless self-presentation. “Social anxiety disorder”—which essentially means pathological shyness—is now thought to afflict nearly one in five of us. The most recent version of the Diagnostic and Statistical Manual (DSM-IV), the psychiatrist’s bible of mental disorders, considers the fear of public speaking to be a pathology—not an annoyance, not a disadvantage, but a disease—if it interferes with the sufferer’s job performance. “It’s not enough,” one senior manager at Eastman Kodak told the author Daniel Goleman, “to be able to sit at your computer excited about a fantastic regression analysis if you’re squeamish about presenting those results to an executive group.” (Apparently it’s OK to be squeamish about doing a regression analysis if you’re excited about giving speeches.)

Here's a resume of crucial knowledge you should have in today's world but universities are not providing: Financial - Not just on management, but also on how to profit, how to manage and control flows of income; Linguistic - In today's world, speaking only a language is prove of lack of education. Knowing two languages is a basic necessity, and knowing three languages is essential, while knowing four is merely the ideal situation. Which four languages? Chinese, English, Spanish, and another of your choice, just for fun; Intellectual - It's not about what you know; it’s all about how you think about what you know. Therefore, it's ridiculous to think that there’s only one answer and one way to examine our life. Most students are extremely dumb because they lack the ability to educate themselves, despite their certificates or where they’ve studied. They never read with an intention in mind. And as they graduate, they become completely futile as individuals. This situation is the same all over the world. Millions are graduating every year, without any significant knowledge to live with. Their books are often outdated once they graduate and they're unable to learn by themselves and develop the necessary skills to adjust to the economic society in which we live. Maybe they can keep a job for 3 or 5 years of their life, but then are surprised to lose it and never finding a suitable job again. The world is changing very fast and most people can’t or are unwilling to recognize this fact.

The aim is to get the students actively involved in seeking this evidence: their role is not simply to do tasks as decided by teachers, but to actively manage and understand their learning gains. This includes evaluating their own progress, being more responsible for their learning, and being involved with peers in learning together about gains in learning. If students are to become active evaluators of their own progress, teachers must provide the students with appropriate feedback so that they can engage in this task. Van den Bergh, Ros, and Beijaard (2010: 3) describe the task thus: Fostering active learning seems a very challenging and demanding task for teachers, requiring knowledge of students’ learning processes, skills in providing guidance and feedback and classroom management. The need is to engage students in this same challenging and demanding task. The suggestion in this chapter is to start lessons with helping students to understand the intention of the lesson and showing them what success might look like at the end. Many times, teachers look for the interesting beginning to a lesson – for the hook, and the motivating question. Dan Willingham (2009) has provided an excellent argument for not thinking in this way. He advocates starting with what the student is likely to think about. Interesting hooks, demonstrations, fascinating facts, and likewise may seem to be captivating (and often are), but he suggests that there are likely to be other parts of the lesson that are more suitable for the attention-grabber. The place for the attention-grabber is more likely to be at the end of the lesson, because this will help to consolidate what has been learnt. Most importantly,Willingham asks teachers to think long and hard about how to make the connection between the attention-grabber and the point that it is designed to make; preferably, that point will be the main idea from the lesson. Having too many open-ended activities (discovery learning, searching the Internet, preparing PowerPoint presentations) can make it difficult to direct students’ attention to that which matters – because they often love to explore the details, the irrelevancies, and the unimportant while doing these activities. One of Willingham's principles is that any teaching method is most useful when there is plenty of prompt feedback about whether the student is thinking about a problem in the right way. Similarly, he promotes the notion that assignments should be primarily about what the teacher wants the students to think about (not about demonstrating ‘what they know’). Students are very good at ignoring what you say (‘I value connections, deep ideas, your thoughts’) and seeing what you value (corrections to the grammar, comments on referencing, correctness or absence of facts). Thus teachers must develop a scoring rubric for any assignment before they complete the question or prompts, and show the rubric to the students so that they know what the teacher values. Such formative feedback can reinforce the ‘big ideas’ and the important understandings, and help to make the investment of

I use the following scenario in my classes to illustrate the nature of the moral circle. Imagine, I ask my students, that your best friend just got a job waiting tables at a restaurant. To celebrate with her you arrange with friends to go to the restaurant to eat dinner on her first night. You ask to be seated in her section and look forward to surprising her and, later, leaving her a big tip. Soon your friend arrives at your table, sweating and stressed out. She is having a terrible night. Things are going badly and she is behind getting food and drinks out. So, I ask my students, what do you do? Easily and naturally the students respond, “We’d say, ‘Don’t worry about us. Take care of everyone else first.’” I point out to the students that this response is no great moral struggle. It’s a simple and easy response. Like breathing. It is just natural to extend grace to a suffering friend. Why? Because she is inside our moral circle. But imagine, I continue with the students, that you go out to eat tonight with some friends. And your server, whom you vaguely notice seems stressed out, performs poorly. You don’t get good service. What do you do in that situation? Well, since this stranger is not a part of our moral circle, we get frustrated and angry. The server is a tool and she is not performing properly. She is inconveniencing us. So, we complain to the manager and refuse to tip. In the end, we fail to treat another human being with mercy and dignity. Why? Because in a deep psychological sense, this server wasn’t really “human” to us. She was a part of the “backdrop” of our lives, part of the teeming anonymous masses toward which I feel indifference, fear, or frustration. The server is on the “outside” of my moral circle.

The word “justice,” as still used in the law, is more similar to Plato’s conception than it is as used in political speculation. Under the influence of democratic theory, we have come to associate justice with equality, while for Plato it has no such implication. “Justice,” in the sense in which it is almost synonymous with “law”—as when we speak of “courts of justice”—is concerned mainly with property rights, which have nothing to do with equality. The first suggested definition of “justice,” at the beginning of the Republic, is that it consists in paying debts. This definition is soon abandoned as inadequate, but something of it remains at the end. There are several points to be noted about Plato’s definition. First, it makes it possible to have inequalities of power and privilege without injustice. The guardians are to have all the power, because they are the wisest members of the community; injustice would only occur, on Plato’s definition, if there were men in the other classes who were wiser than some of the guardians. That is why Plato provides for promotion and degradation of citizens, although he thinks that the double advantage of birth and education will, in most cases, make the children of guardians superior to the children of others. If there were a more exact science of government, and more certainty of men following its precepts, there would be much to be said for Plato’s system. No one thinks it unjust to put the best men into a football team, although they acquire thereby a great superiority. If football were managed as democratically as the Athenian government, the students to play for their university would be chosen by lot. But in matters of government it is difficult to know who has the most skill, and very far from certain that a politician will use his skill in the public interest rather than in his own or in that of his class or party or creed.

Good luck. For most of my generation, it would just go to student debt and cocktails. If anything came to me (an impossibility), I would dump it into a poorly managed career in edgy luxury items. You can’t make opera money on perfume that smells like cunts and gasoline. At any rate, I didn’t usually make an appearance beyond the gala. Or, I hadn’t until recently. But Joseph Eisner had promised me a fortune, and now he wouldn’t take my calls. He did, however, like his chamber music. It had been an acquired taste for me. In my distant undergraduate past, when circumstance sat me in front of an ensemble, I spent the first five minutes of each concert deciding which musician I would fuck if I had the chance, and the rest shifting minutely in my seat. I still couldn’t stand Chanel. And while I had learned to appreciate—indeed, enjoy—chamber ensembles, orchestras, and on occasion even the opera, I retained my former habit as a dirty amusement to add some private savor to the proceedings. Tonight, it was the violist, weaving and bobbing his way through Dvořák’s Terzetto in C Major like a sinuous dancer. I prefer the romantics—fewer hair-raising harmonies than modern fare, and certainly more engaging than funereal baroque. The intriguing arrangement of the terzetto kept me engaged, in that slightly detached and floating manner engendered by instrumental performance. Moreover, the woman to my left, one row ahead, was wearing Salome by Papillon. The simple fact of anyone wearing such a scent in public pleased me. So few people dared wear anything at all these days, and when they did, it was inevitably staid: an inoffensive classic or antiseptic citrus-and-powder. But this perfume was one I might have worn myself. Jasmine, yes, but more indolic than your average floral. People sometimes say it smells like dirty panties. As the trio wrapped up for intermission, I took a steadying breath of musk and straightened my lapels. The music was only a means to an end, after all.

Less is more. “A few extremely well-chosen objectives,” Grove wrote, “impart a clear message about what we say ‘yes’ to and what we say ‘no’ to.” A limit of three to five OKRs per cycle leads companies, teams, and individuals to choose what matters most. In general, each objective should be tied to five or fewer key results. (See chapter 4, “Superpower #1: Focus and Commit to Priorities.”) Set goals from the bottom up. To promote engagement, teams and individuals should be encouraged to create roughly half of their own OKRs, in consultation with managers. When all goals are set top-down, motivation is corroded. (See chapter 7, “Superpower #2: Align and Connect for Teamwork.”) No dictating. OKRs are a cooperative social contract to establish priorities and define how progress will be measured. Even after company objectives are closed to debate, their key results continue to be negotiated. Collective agreement is essential to maximum goal achievement. (See chapter 7, “Superpower #2: Align and Connect for Teamwork.”) Stay flexible. If the climate has changed and an objective no longer seems practical or relevant as written, key results can be modified or even discarded mid-cycle. (See chapter 10, “Superpower #3: Track for Accountability.”) Dare to fail. “Output will tend to be greater,” Grove wrote, “when everybody strives for a level of achievement beyond [their] immediate grasp. . . . Such goal-setting is extremely important if what you want is peak performance from yourself and your subordinates.” While certain operational objectives must be met in full, aspirational OKRs should be uncomfortable and possibly unattainable. “Stretched goals,” as Grove called them, push organizations to new heights. (See chapter 12, “Superpower #4: Stretch for Amazing.”) A tool, not a weapon. The OKR system, Grove wrote, “is meant to pace a person—to put a stopwatch in his own hand so he can gauge his own performance. It is not a legal document upon which to base a performance review.” To encourage risk taking and prevent sandbagging, OKRs and bonuses are best kept separate. (See chapter 15, “Continuous Performance Management: OKRs and CFRs.”) Be patient; be resolute. Every process requires trial and error. As Grove told his iOPEC students, Intel “stumbled a lot of times” after adopting OKRs: “We didn’t fully understand the principal purpose of it. And we are kind of doing better with it as time goes on.” An organization may need up to four or five quarterly cycles to fully embrace the system, and even more than that to build mature goal muscle.

told my people that I wanted only the best, whatever it took, wherever they came from, whatever it cost. We assembled thirty people, the brightest cybersecurity minds we have. A few are on loan, pursuant to strict confidentiality agreements, from the private sector—software companies, telecommunications giants, cybersecurity firms, military contractors. Two are former hackers themselves, one of them currently serving a thirteen-year sentence in a federal penitentiary. Most are from various agencies of the federal government—Homeland Security, CIA, FBI, NSA. Half our team is devoted to threat mitigation—how to limit the damage to our systems and infrastructure after the virus hits. But right now, I’m concerned with the other half, the threat-response team that Devin and Casey are running. They’re devoted to stopping the virus, something they’ve been unable to do for the last two weeks. “Good morning, Mr. President,” says Devin Wittmer. He comes from NSA. After graduating from Berkeley, he started designing cyberdefense software for clients like Apple before the NSA recruited him away. He has developed federal cybersecurity assessment tools to help industries and governments understand their preparedness against cyberattacks. When the major health-care systems in France were hit with a ransomware virus three years ago, we lent them Devin, who was able to locate and disable it. Nobody in America, I’ve been assured, is better at finding holes in cyberdefense systems or at plugging them. “Mr. President,” says Casey Alvarez. Casey is the daughter of Mexican immigrants who settled in Arizona to start a family and built up a fleet of grocery stores in the Southwest along the way. Casey showed no interest in the business, taking quickly to computers and wanting to join law enforcement. When she was a grad student at Penn, she got turned down for a position at the Department of Justice. So Casey got on her computer and managed to do what state and federal authorities had been unable to do for years—she hacked into an underground child-pornography website and disclosed the identities of all the website’s patrons, basically gift-wrapping a federal prosecution for Justice and shutting down an operation that was believed to be the largest purveyor of kiddie porn in the country. DOJ hired her on the spot, and she stayed there until she went to work for the CIA. She’s been most recently deployed in the Middle East with US Central Command, where she intercepts, decodes, and disrupts cybercommunications among terrorist groups. I’ve been assured that these two are, by far, the best we have. And they are about to meet the person who, so far, has been better. There is a hint of reverence in their expressions as I introduce them to Augie. The Sons of Jihad is the all-star team of cyberterrorists, mythical figures in that world. But I sense some competitive fire, too, which will be a good thing.