Managing Transitions Quotes

This is the problem with dealing with someone who is actually a good listener. They don’t jump in on your sentences, saving you from actually finishing them, or talk over you, allowing what you do manage to get out to be lost or altered in transit. Instead, they wait, so you have to keep going.

It is hard to stop seeing your son as a son and to start seeing him as a human being. It is hard to stop seeing your parents as parents and to start seeing them as human beings. It's a two-sided transition, and very few people manage it gracefully.

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

We can transition from being victims of the human condition to becoming secure, sound, effective managers of our world

How did men manage to offer a compliment that transitioned from sweet to utterly salacious in the span of a few words?

Teenagers often manage their feelings by dumping the uncomfortable ones on their parents,

We practice mastering ourselves in the moment so that we can better open ourselves to being a servant leader and to harness our emotions and choose what to do with our reactions.

It is hard to stop seeing your parents as parents and to start seeing them as human beings. It’s a two-sided transition, and very few people manage it gracefully.

The paradox of change is that while everyone says they want change, not many people actually like it, and even less want to lead it.

As the transition becomes more difficult to manage, the family unit must be carefully disintegrated, and state-controlled public education and state-operated child-care centers must become more common and legally enforced so as to begin the detachment of the child from the mother and father at an earlier age.

Over-seriousness is a warning sign for mediocrity and bureaucratic thinking. People who are seriously committed to mastery and high performance are secure enough to lighten up. —Michael J. Gelb

Nonetheless, that order has now been destabilized, which means that the rest of us are going to have to quickly figure out how to turn “managed degrowth” into something that looks a lot less like the Great Depression and a lot more like what some innovative economic thinkers have taken to calling “The Great Transition.”56

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.

If you really want to help your daughter manage her distress, help her see the difference between complaining and venting.

Those who honestly mean to be true contradict themselves more rarely than those who try to be consistent. OLIVER WENDELL HOLMES JR., AMERICAN JURIST   So

Change is difficult, but it can be managed when you stay aware of the power of your choices, even if it’s simply your attitude.

Every organizational system has its own natural “immune system” whose task it is to resist unfamiliar, and so unrecognizable, signals. That is not necessarily bad.

GRASS: Guilt, Resentment, Anxiety, Self-absorption, and Stress. These are the five real and measurable costs of not managing transition effectively.

Of a techno-human culture that wants to be more than a successful barbarism, two things above all are required: psychological cultural formation and the cultural capacity for translation. Mathematicians must become poets, cyberneticists must become philosophers of religion, doctors must become composers, computer scientists must become shamans. Was humanity ever something other than the art of managing transitions?

In fact, to be successful as a first-time manager requires a major transition for which many people are not adequately prepared. Perhaps the most difficult aspect of this transition is that first-time managers are responsible for getting work done through others rather than on their own.

Author says change emphasizes what is happening TO us while transition emphasizes opportunity for growth within.

Life is pretty much about managing expectations. The people who are well-adjusted and happiest are not without expectations, but they are people who are adaptable.

If you have a problem and to solve it you need someone else to change, you don’t understand your problem yet

To be full of love and enthusiasm for your work is a prerequisite for collaboration, a professional obligation;

is hard to stop seeing your parents as parents and to start seeing them as human beings. It’s a two-sided transition, and very few people manage it gracefully.

If we want things to stay as they are, things will have to change. GIUSEPPE DI LAMPEDUSA,

There is no squabbling so violent as that between people who accepted an idea yesterday and those who will accept the same idea tomorrow. CHRISTOPHER MORLEY, AMERICAN WRITER   6.

The problem is not that there are problems. The problem is expecting otherwise and thinking that having problems is a problem. —Theodore Rubin

The second warning is not to overwhelm people with a picture that is so hard for them to identify with that they become intimidated rather than excited by it.

In fact, many endings represent the only way to protect the continuity of something bigger.

Plans are immensely reassuring to most people, not just because they contain information but because they exist.

Beginnings establish once and for all that an ending was real.

Given the ambiguities of the neutral zone, it is easy for people to become polarized: some want to rush forward and others want to go back to the old ways.

Yet beginnings are also scary, for they require a new commitment.

Ah, how hard it is to manage the fateful transition to old age gracefully and calmly! Instead, convulsions, writhings, grimaces, strife with the younger generation, envy.

Yesterday’s ending launched today’s success, and today will have to end if tomorrow’s changes are to take place.

Faced with the choice between changing one’s mind and proving that there is no need to do so, almost everybody gets busy on the proof. JOHN KENNETH GALBRAITH, AMERICAN ECONOMIST   The

People’s anxiety rises and their motivation falls. They feel disoriented and self-doubting. They are resentful and self-protective. Energy is drained away from work into coping tactics.

A maxim in the theater tells us this: On time is already late (Devin 2009). That is, if we arrive at work on time with our bodies only, having not groomed our minds to collaborate, we are simply late. Unprepared.

Endings occur more easily if people can take a bit of the past with them. You are trying to disengage people from it, not stamp it out like an infection. And in particular, you don’t want to make people feel blamed for having been part of it.

It is hard to stop seeing your son as a son and to start seeing him as a human being. It is hard to stop seeing your parents as parents and to start seeing them as human beings. It’s a two-sided transition, and very few people manage it gracefully.

Bowel transit time, as it is known in the trade, is a very personal thing and varies widely between individuals, and in fact within individuals depending on how active they are on a given day and what and how much they have been eating. Men and women evince a surprising amount of difference in this regard. For a man, the average journey time from mouth to anus is fifty-five hours. For a woman, typically, it is more like seventy-two. Food lingers inside a woman for nearly a full day longer, with what consequences, if any, we do not know. Roughly speaking, however, each meal you eat spends about four to six hours in the stomach, a further six to eight hours in the small intestine, where all that is nutritious (or fattening) is stripped away and dispatched to the rest of the body to be used or, alas, stored, and up to three days in the colon, which is essentially a large fermentation tank where billions and billions of bacteria pick over whatever the rest of the intestines couldn’t manage—fiber mostly. That’s why you are constantly told to eat more fiber: because it keeps your gut microbes happy and at the same time, for reasons not well understood, reduces the risk of heart disease, diabetes, bowel cancer, and indeed death of all types.

Yesterday’s ending launched today’s success, and today will have to end if tomorrow’s changes are to take place. Endings are not comfortable for any of us. But they are also neither unprecedented breaks with the past nor attempts by those in power to make people’s lives miserable.

I noticed a bumper sticker that said, simply, "gravity works." yes it does. Rock climbers know this and plan for it. So do agile coaches. I use this metaphor to illustrate that, in our physical environment, somethings are simply taken as a given. Constant. Always present. Undeniable. So, too, in our work environment.

OPEN YOURSELF TO SERENDIPITY Chance encounters can also provide enormous benefits for your projects—and your life. Being friendly while standing in line for coffee at a conference might lead to a conversation, a business card exchange, and the first investment in your company a few months later. The person sitting next to you at a concert who chats you up during intermission might end up becoming your largest customer. Or, two strangers sitting in a nail salon exchanging stories about their families might lead to a blind date, which might lead to a marriage. (This is how I met my wife. Lucky for me, neither stranger had a smartphone, so they resorted to matchmaking.) I am consistently humbled and amazed by just how much creation and realization is the product of serendipity. Of course, these chance opportunities must be noticed and pursued for them to have any value. It makes you wonder how much we regularly miss. As we tune in to our devices during every moment of transition, we are letting the incredible potential of serendipity pass us by. The greatest value of any experience is often found in its seams. The primary benefits of a conference often have nothing to do with what happens onstage. The true reward of a trip to the nail salon may be more than the manicure. When you value the power of serendipity, you start noticing it at work right away. Try leaving the smartphone in your pocket the next time you’re in line or in a crowd. Notice one source of unexpected value on every such occasion. Develop the discipline to allow for serendipity.

Charm took effect, and even progressed. Markus came out of it elegantly. He was smiling with his least Swedish smile possible, almost a kind of Spanish smile. He strung out some tasty anecdotes, skillfully mixed in cultural and personal references, successfully managed transitions from the intimate to the general. He gracefully unfurled a fine piece of engineering known as “man of the world.

Using humor in the face of failure can help us manage our emotions so we can learn from our mistakes and bounce back quickly, decreasing the transition time from one failure to the next attempt. As leadership expert Dana Bilky Asher writes: “We cannot lead if we cannot learn. And yet, our capacity to take in and process new information—to generate new insights and true growth—shuts down in response to the fear of letting people down. Laughter opens us up again.

Doudna deeply enjoyed being a bench scientist, a researcher who gets to the lab early, puts on latex gloves and a white coat, and begins working with pipettes and Petri dishes. For the first few years after setting up her lab at Berkeley, she was able to work at the bench half her time. “I didn’t want to give that up,” she says. “I think I was a pretty good experimenter. That’s how my mind works. I can see experiments in my mind, especially when I am working myself.” But by 2009, after her return from Genentech, Doudna realized that she had to spend more time cultivating her lab rather than her bacterial cultures. This transition from player to coach happens in many fields. Writers become editors, engineers become managers. When bench scientists become lab heads their new managerial duties include hiring the right young researchers, mentoring them, going over their results, suggesting new experiments, and offering up the insights that come from having been there.

If we had it in our heads that feelings in menopause were the usual clichés—a certain kind of suburban prickliness or a trivial, surfacey sorrow—we’re likely to be surprised. We might not be expecting that “rages” can have a basis in very real anger and that our tears might spring from shame, self-loathing, hopelessness, or deep grief. A lot of managing our moods and mental health in menopausal transition is about making room for our feelings, very much including some that might scare us.

realized again that what I didn’t know was much greater than what I did, in this case not knowing how to transition out of the founder-leader role. So I reached out to some of the greatest experts I could speak with for advice. Perhaps the best advice we received came from management expert Jim Collins, who told us that “to transition well, there are only two things that you need to do: Put capable CEOs in place and have a capable governance system to replace the CEOs if they’re not capable.” That was what I had failed to do and what

By one billion years ago, plants, working cooperatively, had made a stunning change in the environment of the Earth. Green plants generate molecular oxygen. Since the oceans were by now filled with simple green plants, oxygen was becoming a major constituent of the Earth’s atmosphere, altering it irreversibly from its original hydrogen-rich character and ending the epoch of Earth history when the stuff of life was made by nonbiological processes. But oxygen tends to make organic molecules fall to pieces. Despite our fondness for it, it is fundamentally a poison for unprotected organic matter. The transition to an oxidizing atmosphere posed a supreme crisis in the history of life, and a great many organisms, unable to cope with oxygen, perished. A few primitive forms, such as the botulism and tetanus bacilli, manage to survive even today only in oxygen-free environments. The nitrogen in the Earth’s atmosphere is much more chemically inert and therefore much more benign than oxygen. But it, too, is biologically sustained. Thus, 99 percent of the Earth’s atmosphere is of biological origin. The sky is made by life.

Two decades after its first democratic election, South Africa ranks as the most unequal country on Earth.1 A host of policy tools could patch each of South Africa’s ills in piecemeal fashion, yet one force would unquestionably improve them all: economic growth.2 Diminished growth lowers living standards. With 5 percent annual growth, it takes just fourteen years to double a country’s GDP; with 3 percent growth, it takes twenty-four years. In general, emerging economies with a low asset base need to grow faster and accumulate a stock of assets more quickly than more developed economies in which basic living standards are already largely met. Meaningfully increasing per capita income is a critical way to lift people’s living standards and take them out of poverty, thereby truly changing the developmental trajectory of the country. South Africa has managed to push growth above a mere 3 percent only four times since the transition from apartheid, and it has remained all but stalled under 5 percent since 2008. And the forecast for growth in years to come hovers around a paltry 1 percent. Because South Africa’s population has been growing around 1.5 percent per year since 2008, the country’s per capita income has been stagnant over the period.

But it is the nature of narcissistic entitlement to see the situation from only one very subjective point of view that says “My feelings and needs are all that matter, and whatever I want, I should get.” Mutuality and reciprocity are entirely alien concepts, because others exist only to agree, obey, flatter, and comfort – in short, to anticipate and meet my every need. If you cannot make yourself useful in meeting my need, you are of no value and will most likely be treated accordingly, and if you defy my will, prepare to feel my wrath. Hell hath no fury like the Narcissist denied. Narcissists hold these unreasonable expectations of particularly favorable treatment and automatic compliance because they consider themselves uniquely special. In social situations, you will talk about them or what they are interested in because they are more important, more knowledgeable, or more captivating than anyone else. Any other subject is boring and won’t hold interest, and, in their eyes, they most certainly have a right to be entertained. In personal relationships, their sense of entitlement means that you must attend to their needs but they are under no obligation to listen to or understand you. If you insist that they do, you are “being difficult” or challenging their rights. How dare you put yourself before me? they seem to (or may actually) ask. And if they have real power over you, they feel entitled to use you as they see fit and you must not question their authority. Any failure to comply will be considered an attack on their superiority. Defiance of their will is a narcissistic injury that can trigger rage and self-righteous aggression. The conviction of entitlement is a holdover from the egocentric stage of early childhood, around the age of one to two, when children experience a natural sense of grandiosity that is an essential part of their development. This is a transitional phase, and soon it becomes necessary for them to integrate their feelings of self-importance and invincibility with an awareness of their real place in the overall scheme of things that includes a respect for others. In some cases, however, the bubble of specialness is never popped, and in others the rupture is too harsh or sudden, as when a parent or caretaker shames excessively or fails to offer soothing in the wake of a shaming experience. Whether overwhelmed with shame or artificially protected from it, children whose infantile fantasies are not gradually transformed into a more balanced view of themselves in relation to others never get over the belief that they are the center of the universe. Such children may become self-absorbed “Entitlement monsters,” socially inept and incapable of the small sacrifices of Self that allow for reciprocity in personal relationships. The undeflated child turns into an arrogant adult who expects others to serve as constant mirrors of his or her wonderfulness. In positions of power, they can be egotistical tyrants who will have their way without regard for anyone else. Like shame, the rage that follows frustrated entitlement is a primitive emotion that we first learn to manage with the help of attuned parents. The child’s normal narcissistic rages, which intensify during the power struggles of age eighteen to thirty months – those “terrible twos” – require “optimal frustration” that is neither overly humiliating nor threatening to the child’s emerging sense of Self. When children encounter instead a rageful, contemptuous or teasing parent during these moments of intense arousal, the image of the parent’s face is stored in the developing brain and called up at times of future stress to whip them into an aggressive frenzy. Furthermore, the failure of parental attunement during this crucial phase can interfere with the development of brain functions that inhibit aggressive behavior, leaving children with lifelong difficulties controlling aggressive impulses.

Many aspects of how the Chinese political class manages its economy are antithetical to the Western values of democracy and free markets. But this stance has not put off foreign investors, who are attracted to the government’s willingness to prioritize physical infrastructure, political security, and stability over the health of the population, transparency in decision making, and transparency in the rule of law (if not necessarily the system of governance). In essence, the pursuit of economic growth overrides any views on the political system they invest in. Currently China’s political class has a strategy to evolve from an investment-led exporting economy to one more in line with Western economies, relying on domestic consumption. The transition to this new economic equilibrium will not be linear. China will likely experience significant economic volatility and market gyrations as the structure of its economy shifts. There is also mounting skepticism about China’s ability to manage its debt levels, and the country’s lack of individual political freedoms will continue to hamper its growth prospects. But Chinese policymakers will, no doubt, be focused on continuing to show economic progress in advance of two target dates: 2021—one hundred years after the formation of the Communist Party—and 2049, one hundred years after the formation of the People’s Republic of China.

There’s something to be said for detaching from others. When we are alone and disconnected from technology, we can reflect on our feelings, vent silently to ourselves or our diaries, and imagine what we might say or do while considering the impact of any real action. Everyone who grew up without digital technology recalls having written a letter we’re glad we never sent or having a rant we’re glad no one heard. Using private time to express and get to know a feeling lets the feeling come down to size, teaches us a great deal about ourselves, and acquaints us with our internal resources for managing distress. Social disconnection also allows time to develop a considered plan about how (or if!) we want to act on hard feelings. In other words, we have time to keep our thoughts and our feelings separate from our actions.

The same thing, notes Brynjolfsson, happened 120 years ago, in the Second Industrial Revolution, when electrification—the supernova of its day—was introduced. Old factories did not just have to be electrified to achieve the productivity boosts; they had to be redesigned, along with all business processes. It took thirty years for one generation of managers and workers to retire and for a new generation to emerge to get the full productivity benefits of that new power source. A December 2015 study by the McKinsey Global Institute on American industry found a “considerable gap between the most digitized sectors and the rest of the economy over time and [found] that despite a massive rush of adoption, most sectors have barely closed that gap over the past decade … Because the less digitized sectors are some of the largest in terms of GDP contribution and employment, we [found] that the US economy as a whole is only reaching 18 percent of its digital potential … The United States will need to adapt its institutions and training pathways to help workers acquire relevant skills and navigate this period of transition and churn.” The supernova is a new power source, and it will take some time for society to reconfigure itself to absorb its full potential. As that happens, I believe that Brynjolfsson will be proved right and we will start to see the benefits—a broad range of new discoveries around health, learning, urban planning, transportation, innovation, and commerce—that will drive growth. That debate is for economists, though, and beyond the scope of this book, but I will be eager to see how it plays out. What is absolutely clear right now is that while the supernova may not have made our economies measurably more productive yet, it is clearly making all forms of technology, and therefore individuals, companies, ideas, machines, and groups, more powerful—more able to shape the world around them in unprecedented ways with less effort than ever before. If you want to be a maker, a starter-upper, an inventor, or an innovator, this is your time. By leveraging the supernova you can do so much more now with so little. As Tom Goodwin, senior vice president of strategy and innovation at Havas Media, observed in a March 3, 2015, essay on TechCrunch.com: “Uber, the world’s largest taxi company, owns no vehicles. Facebook, the world’s most popular media owner, creates no content. Alibaba, the most valuable retailer, has no inventory. And Airbnb, the world’s largest accommodation provider, owns no real estate. Something interesting is happening.

Jack coughed slightly and offered his hand. “Hi, uh. I’m Jack.” Kim took it. “Jack what?” “Huh?” “Your last name, silly.” “Jackson.” She blinked at him. “Your name is Jack Jackson?” He blushed. “No, uh, my first name’s Rhett, but I hate it, so…” He gestured to the chair and she sat. Her dress rode up several inches, exposing pleasing long lines of creamy skin. “Well, Jack, what’s your field of study?” “Biological Engineering, Genetics, and Microbiology. Post-doc. I’m working on a research project at the institute.” “Really? Oh, uh, my apple martini’s getting a little low.” “I’ve got that, one second.” He scurried to the bar and bought her a fresh one. She sipped and managed to make it look not only seductive but graceful as well. “What do you want to do after you’re done with the project?” Kim continued. “Depends on what I find.” She sent him a simmering smile. “What are you looking for?” Immediately, Jack’s eyes lit up and his posture straightened. “I started the project with the intention of learning how to increase the reproduction of certain endangered species. I had interest in the idea of cloning, but it proved too difficult based on the research I compiled, so I went into animal genetics and cellular biology. It turns out the animals with the best potential to combine genes were reptiles because their ability to lay eggs was a smoother transition into combining the cells to create a new species, or one with a similar ancestry that could hopefully lead to rebuilding extinct animals via surrogate birth or in-vitro fertilization. We’re on the edge of breaking that code, and if we do, it would mean that we could engineer all kinds of life and reverse what damage we’ve done to the planet’s ecosystem.” Kim stared. “Right. Would you excuse me for a second?” She wiggled off back to her pack of friends by the bar. Judging by the sniggering and the disgusted glances he was getting, she wasn’t coming back. Jack sighed and finished off his beer, massaging his forehead. “Yes, brilliant move. You blinded her with science. Genius, Jack.” He ordered a second one and finished it before he felt smallish hands on his shoulders and a pair of soft lips on his cheek. He turned to find Kamala had returned, her smile unnaturally bright in the black lights glowing over the room. “So…how did it go with Kim?” He shot her a flat look. “You notice the chair is empty.” Kamala groaned. “You talked about the research project, didn’t you?” “No!” She glared at him. “…maybe…” “You’re so useless, Jack.” She paused and then tousled his hair a bit. “Cheer up. The night’s still young. I’m not giving up on you.” He smiled in spite of himself. “Yet.” Her brown eyes flashed. “Never.

We will need comprehensive policies and programs that make low-carbon choices easy and convenient for everyone. Most of all, these policies need to be fair, so that the people already struggling to cover the basics are not being asked to make additional sacrifice to offset the excess consumption of the rich. That means cheap public transit and clean light rail accessible to all; affordable, energy-efficient housing along those transit lines; cities planned for high-density living; bike lanes in which riders aren’t asked to risk their lives to get to work; land management that discourages sprawl and encourages local, low-energy forms of agriculture; urban design that clusters essential services like schools and health care along transit routes and in pedestrian-friendly areas; programs that require manufacturers to be responsible for the electronic waste they produce, and to radically reduce built-in redundancies and obsolescences.

Our overview of lagging skills is now complete. Of course, that was just a sampling. Here’s a more complete, though hardly exhaustive, list, including those we just reviewed: > Difficulty handling transitions, shifting from one mind-set or task to another > Difficulty doing things in a logical sequence or prescribed order > Difficulty persisting on challenging or tedious tasks > Poor sense of time > Difficulty maintaining focus > Difficulty considering the likely outcomes or consequences of actions (impulsive) > Difficulty considering a range of solutions to a problem > Difficulty expressing concerns, needs, or thoughts in words > Difficulty understanding what is being said > Difficulty managing emotional response to frustration so as to think rationally > Chronic irritability and/or anxiety significantly impede capacity for problem-solving or heighten frustration > Difficulty seeing the “grays”/concrete, literal, black-and-white thinking > Difficulty deviating from rules, routine > Difficulty handling unpredictability, ambiguity, uncertainty, novelty > Difficulty shifting from original idea, plan, or solution > Difficulty taking into account situational factors that would suggest the need to adjust a plan of action > Inflexible, inaccurate interpretations/cognitive distortions or biases (e.g., “Everyone’s out to get me,” “Nobody likes me,” “You always blame me,” “It’s not fair,” “I’m stupid”) > Difficulty attending to or accurately interpreting social cues/poor perception of social nuances > Difficulty starting conversations, entering groups, connecting with people/lacking basic social skills > Difficulty seeking attention in appropriate ways > Difficulty appreciating how his/her behavior is affecting other people > Difficulty empathizing with others, appreciating another person’s perspective or point of view > Difficulty appreciating how s/he is coming across or being perceived by others > Sensory/motor difficulties

Most obviously, they agreed, an autocatalytic set was a web of transformations among molecules in precisely the same way that an economy is a web of transformations among goods and services. In a very real sense, in fact, an autocatalytic set was an economy—a submicroscopic economy that extracted raw materials (the primordial “food” molecules) and converted them into useful products (more molecules in the set). Moreover, an autocatalytic set can bootstrap its own evolution in precisely the same way that an economy can, by growing more and more complex over time. This was a point that fascinated Kauffman. If innovations result from new combinations of old technologies, then the number of possible innovations would go up very rapidly as more and more technologies became available. In fact, he argued, once you get beyond a certain threshold of complexity you can expect a kind of phase transition analogous to the ones he had found in his autocatalytic sets. Below that level of complexity you would find countries dependent upon just a few major industries, and their economies would tend to be fragile and stagnant. In that case, it wouldn’t matter how much investment got poured into the country. “If all you do is produce bananas, nothing will happen except that you produce more bananas.” But if a country ever managed to diversify and increase its complexity above the critical point, then you would expect it to undergo an explosive increase in growth and innovation—what some economists have called an “economic takeoff.

In the EPJ results, there were two statistically distinguishable groups of experts. The first failed to do better than random guessing, and in their longer-range forecasts even managed to lose to the chimp. The second group beat the chimp, though not by a wide margin, and they still had plenty of reason to be humble. Indeed, they only barely beat simple algorithms like “always predict no change” or “predict the recent rate of change.” Still, however modest their foresight was, they had some. So why did one group do better than the other? It wasn’t whether they had PhDs or access to classified information. Nor was it what they thought—whether they were liberals or conservatives, optimists or pessimists. The critical factor was how they thought. One group tended to organize their thinking around Big Ideas, although they didn’t agree on which Big Ideas were true or false. Some were environmental doomsters (“We’re running out of everything”); others were cornucopian boomsters (“We can find cost-effective substitutes for everything”). Some were socialists (who favored state control of the commanding heights of the economy); others were free-market fundamentalists (who wanted to minimize regulation). As ideologically diverse as they were, they were united by the fact that their thinking was so ideological. They sought to squeeze complex problems into the preferred cause-effect templates and treated what did not fit as irrelevant distractions. Allergic to wishy-washy answers, they kept pushing their analyses to the limit (and then some), using terms like “furthermore” and “moreover” while piling up reasons why they were right and others wrong. As a result, they were unusually confident and likelier to declare things “impossible” or “certain.” Committed to their conclusions, they were reluctant to change their minds even when their predictions clearly failed. They would tell us, “Just wait.” The other group consisted of more pragmatic experts who drew on many analytical tools, with the choice of tool hinging on the particular problem they faced. These experts gathered as much information from as many sources as they could. When thinking, they often shifted mental gears, sprinkling their speech with transition markers such as “however,” “but,” “although,” and “on the other hand.” They talked about possibilities and probabilities, not certainties. And while no one likes to say “I was wrong,” these experts more readily admitted it and changed their minds. Decades ago, the philosopher Isaiah Berlin wrote a much-acclaimed but rarely read essay that compared the styles of thinking of great authors through the ages. To organize his observations, he drew on a scrap of 2,500-year-old Greek poetry attributed to the warrior-poet Archilochus: “The fox knows many things but the hedgehog knows one big thing.” No one will ever know whether Archilochus was on the side of the fox or the hedgehog but Berlin favored foxes. I felt no need to take sides. I just liked the metaphor because it captured something deep in my data. I dubbed the Big Idea experts “hedgehogs” and the more eclectic experts “foxes.” Foxes beat hedgehogs. And the foxes didn’t just win by acting like chickens, playing it safe with 60% and 70% forecasts where hedgehogs boldly went with 90% and 100%. Foxes beat hedgehogs on both calibration and resolution. Foxes had real foresight. Hedgehogs didn’t.

Can anything possibly be salvaged from it?” Wherever you are right now in the story, I am going to interrupt you with Isaiah 35. The wilderness and the dry land shall be glad, the desert shall rejoice and blossom; like the crocus it shall blossom abundantly, and rejoice with joy and singing. (verses 1–2) There is nothing wrong with a desert that a little rain can’t fix. Dry land is not inherently barren; the dirt itself is not evil. We are after all “formed…of dust from the ground” (Genesis 2:7). And no one’s life is apart from that basic ground from which God can bring his purposes to blossom. There are stretches of time when nothing is growing, but all the while nutrients are in the soil and seeds embedded just beneath the surface. A moment will come when the necessary moisture will bring faith to flower. Strengthen the weak hands, and make firm the feeble knees. Say to those who are of a fearful heart, “Be strong, fear not! Behold, your God will come with vengeance, with the recompense of God. He will come and save you.” (verses 3–4) You think that you have all you can take? That you can’t lift another burden? That you can’t manage another challenge? Well, “Be strong…! Behold, your God.” God comes. He comes in “vengeance.” He will take care, decisively and completely, of all that is wrong with the story. He comes with “recompense.” He will provide everything to make you whole and mature. The word recompense has a root meaning of “weaning from the mother’s breast.” A happy time, for it means you are making a transition from being a weak and dependent infant, but it’s a terrifying time too, for it means you are no longer treated indulgently as an innocent. “He will come and save you.” Everything God does is woven into the plot for your salvation—the judgments on your sin, the weaning from your innocence, the gifts of maturity. At the end of the story, for you who choose to be his people, you will have a put-together life, a life vibrant with health, a life whole and solid in love.

Lenin, therefore, begins from the firm and definite principle that the State dies as soon as the socialization of the means of production is achieved and the exploiting class has consequently been suppressed. Yet, in the same pamphlet, he ends by justifying the preservation, even after the socialization of the means of production and, without any predictable end, of the dictatorship of a revolutionary faction over the rest of the people. The pamphlet, which makes continual reference to the experiences of the Commune, flatly contradicts the contemporary federalist and anti-authoritarian ideas that produced the Commune; and it is equally opposed to the optimistic forecasts of Marx and Engels. The reason for this is clear; Lenin had not forgotten that the Commune failed. As for the means of such a surprising demonstration, they were even more simple: with each new difficulty encountered by the revolution, the State as described by Marx is endowed with a supplementary prerogative. Ten pages farther on, without any kind of transition, Lenin in effect affirms that power is necessary to crush the resistance of the exploiters "and also to direct the great mass of the population, peasantry, lower middle classes, and semi-proletariat, in the management of the socialist economy." The shift here is undeniable; the provisional State of Marx and Engels is charged with a new mission, which risks prolonging its life indefinitely. Already we can perceive the contradiction of the Stalinist regime in conflict with its official philosophy. Either this regime has realized the classless socialist society, and the maintenance of a formidable apparatus of repression is not justified in Marxist terms, or it has not realized the classless society and has therefore proved that Marxist doctrine is erroneous and, in particular, that the socialization of the means of production does not mean the disappearance of classes. Confronted with its official doctrine, the regime is forced to choose: the doctrine is false, or the regime has betrayed it. In fact, together with Nechaiev and Tkachev, it is Lassalle, the inventor of State socialism, whom Lenin has caused to triumph in Russia, to the detriment of Marx. From this moment on, the history of the interior struggles of the party, from Lenin to Stalin, is summed up in the struggle between the workers' democracy and military and bureaucratic dictatorship; in other words, between justice and expediency.

The successful individual sales producer wins by being as selfish as possible with her time. The more often the salesperson stays away from team members and distractions, puts her phone on Do Not Disturb (DND), closes her door, or chooses to work for a few hours from the local Panera Bread café, the more productive she’ll likely be. In general, top producers in sales tend to exhibit a characteristic I’ve come to describe as being selfishly productive. The seller who best blocks out the rest of the world, who maintains obsessive control of her calendar, who masters focusing solely on her own highest-value revenue-producing activities, who isn’t known for being a “team player,” and who is not interested in playing good corporate citizen or helping everyone around her, is typically a highly effective seller who ends up on top of the sales rankings. Contrary to popular opinion, being selfish is not bad at all. In fact, for an individual contributor salesperson, it is a highly desirable trait and a survival skill, particularly in today’s crazed corporate environment where everyone is looking to put meetings on your calendar and take you away from your primary responsibilities! Now let’s switch gears and look at the sales manager’s role and responsibilities. How well would it work to have a sales manager who kept her office phone on DND and declined almost every incoming call to her mobile phone? Do we want a sales manager who closes her office door, is concerned only about herself, and is for the most part inaccessible? No, of course not. The successful sales manager doesn’t win on her own; she wins through her people by helping them succeed. Think about other key sales management responsibilities: Leading team meetings. Developing talent. Encouraging hearts. Removing obstacles. Coaching others. Challenging data, false assumptions, wrong attitudes, and complacency. Pushing for more. Putting the needs of your team members ahead of your own. Hmmm. Just reading that list again reminds me why it is often so difficult to transition from being a top producer in sales into a sales management role. Aside from the word sales, there is truly almost nothing similar about the positions. And that doesn’t even begin to touch on corporate responsibilities like participating on the executive committee, dealing with human resources compliance issues, expense management, recruiting, and all the other burdens placed on the sales manager. Again,

Most obviously, they agreed, an autocatalytic set was a web of transformations among molecules in precisely the same way that an economy is a web of transformations among goods and services. In a very real sense, in fact, an autocatalytic set was an economy-a submicroscopic economy that extracted raw materials (the primordial "food" molecules) and converted them into useful products (more molecules in the set). Moreover an autocatalytic set can bootstrap its own evolution in precisely the same way that an economy can, by growing more and more complex over time. This was a point that fascinated Kauffman. If innovations result from new combinations of old technologies, then the number of possible innovations would go up very rapidly as more and more technologies became available. In fact, he argued, once you get beyond a certain threshold of complexity you can expect a kind of phase transition analogous to the ones he had found in his autocatalytic sets. Below that level of complexity you would find countries dependent upon just a few major industries, and their economies would tend to be fragile and stagnant. In that case, it wouldn't matter how much investment got poured into the country. "If all you do is produce bananas, nothing will happen except that you produce more bananas." But if a country ever managed to diversify and increase its complexity above the critical point, then you would expect it to undergo an explosive increase in growth and innovation-what some economists have called an "economic takeoff." The existence of that phase transition would also help explain why trade is so important to prosperity, Kauffman told Arthur. Suppose you have two different countries, each one of which is subcritical by itself. Their economies are going nowhere. But now suppose they start trading, so that their economies become interlinked into one large economy with a higher complexity. "I expect that trade between such systems will allow the joint system to become supercritical and explode outward." Finally, an autocatalytic set can undergo exactly the same kinds of evolutionary booms and crashes that an economy does. Injecting one new kind of molecule into the soup could often transform the set utterly, in much the same way that the economy transformed when the horse was replaced by the automobile. This was part of autocatalysis that really captivated Arthur. It had the same qualities that had so fascinated him when he first read about molecular biology: upheaval and change and enormous consequences flowing from trivial-seeming events-and yet with deep law hidden beneath.

Ellen Braun, an accomplished agile manager, noticed that different behaviors emerge over time as telltale signs of a team’s emotional maturity, a key component in their ability to adjust as things happen to them and to get to the tipping point when “an individual’s self interest shifts to alignment with the behaviors that support team achievement” (Braun 2010). It is better to know some of the questions than all of the answers. —James Thurber Team Dynamics Survey Ellen created a list of survey questions she first used as personal reflection while she observed teams in action. Using these questions the same way, as a pathway to reflection, an agile coach can gain insight into potential team problems or areas for emotional growth. Using them with the team will be more insightful, perhaps as material for a retrospective where the team has the time and space to chew on the ideas that come up. While the team sprints, though, mull them over on your own, and notice what they tell you about team dynamics (Braun 2010). • How much does humor come into day-to-day interaction within the team? • What are the initial behaviors that the team shows in times of difficulty and stress? • How often are contradictory views raised by team members (including junior team members)? • When contradictory views are raised by team members, how often are they fully discussed? • Based on the norms of the team, how often do team members compromise in the course of usual team interactions (when not forced by circumstances)? • To what extent can any team member provide feedback to any other team member (think about negative and positive feedback)? • To what extent does any team member actually provide feedback to any other team member? • How likely would it be that a team member would discuss issues with your performance or behavior with another team member without giving feedback to you directly (triangulating)? • To what extent do you as an individual get support from your team on your personal career goals (such as learning a new skill from a team member)? • How likely would you be to ask team members for help if it required your admission that you were struggling with a work issue? • How likely would you be to share personal information with the team that made you feel vulnerable? • To what extent is the team likely to bring into team discussions an issue that may create conflict or disagreement within the team? • How likely or willing are you to bring into a team discussion an issue that is likely to have many different conflicting points of view? • If you bring an item into a team discussion that is likely to have many different conflicting points of view, how often does the team reach a consensus that takes into consideration all points of view and feels workable to you? • Can you identify an instance in the past two work days when you felt a sense of warmth or inclusion within the context of your team? • Can you identify an instance in the past two days when you felt a sense of disdain or exclusion within the context of your team? • How much does the team make you feel accountable for your work? Mulling over these questions solo or posing them to the team will likely generate a lot of raw material to consider. When you step back from the many answers, perhaps one or two themes jump out at you, signaling the “big things” to address.

those African Americans who did manage to penetrate the skilled trades mostly were consigned to low-wage work. According to Social Security Administration data, the black graduates of Carver High's auto mechanics program from 1956 to 1969 earned barely half that of the white graduates of Mergenthaler High,2 taking four and a half years to reach the earnings levels that Mergenthaler alums realized “after a few months” (Levenson and

I am fond of pointing out to entrepreneurs and executives that “in theory, you don’t need practice.” What I mean is that no matter how brilliant your business model and growth strategy, you won’t be able to build a real-world (i.e., non-theoretical) blockbuster company without a lot of practice. But that problem is magnified when you’re trying to blitzscale. The kind of growth involved in blitzscaling typically means major human resources challenges. Tripling the number of employees each year isn’t uncommon for a blitzscaling company. This requires a radically different approach to management than that of a typical growth company, which would be happy to grow 15 percent per year and can take time finding a few perfect hires and obsessing about corporate culture. As we will discuss in more detail later in the book, companies that blitzscale have to rapidly navigate a set of key transitions as their organizations grow, and have to embrace counterintuitive rules like hiring “good enough” people, launching flawed and imperfect products, letting fires burn, and ignoring angry customers. Over the course of this book, we’ll see how business model, growth strategy, and management innovation work together to form the high-risk, high-reward process of blitzscaling.

The transition to managing a larger team reminded me that when everything is going fine, management is easy. Thousands of managers around the world inherit healthy teams in healthy companies, do little of merit, and get great rewards for just being in the right place at the right time. The real story behind some people you meet with fantastic reputations isn't notable talents or skills, but merely an exceptional ability to choose the right time to join and leave particular projects. The work of managers everywhere is rarely evaluated with enough consideration for the situation they inherited and the situations they faced that were not in their control. We all make judgments of ability at the most superficial levels. If the results are good, we give praise. If the results are poor, we criticize. We rarely give credence to the feeling in the back of our minds that the winner or loser doesn't quite fit the part. We know in our careers people who were shafted, taking the fall for incompetence that wasn't theirs, and also people who slide through organizations as if coated with Teflon, causing misery and frustration at every turn, yet they move into promotions unscathed.

The future is less about management and the ability to recall information or taught skills, and more about the ability to use critical thinking, problem-solving, collaboration and adaptability.

The industrial model doesn’t work any more, yet many businesses still behave as if it does. They will have to wise up quick.

What is the problem? What is the situation that requires this change to solve it? Who says so, and on what evidence? What would occur if no one acted to solve this problem? And what would happen to us if that occurred?

My greatest management discovery through the transition was that peacetime and wartime require radically different management styles.

Business Owner Planning Business owners have additional and complex Retirement Planning needs. Counting only on the sale of your business requires tremendous luck and success. If business owners consider the business as simply one asset among many, then they should seriously consider additional assets such as: -Executive Bonus Arrangements -Nonqualified deferred compensation plans -Qualified retirement plans -General investment portfolio Motto for Business Owner Planning As I look back on thirteen years of entrepreneurship, I can see that the best and smartest thing to do is to have a plan with the end in mind and you in mind. The time still goes by and time is expensive. That sentence is really a whole book and you should or will understand sooner than later, hopefully. That would have looked like business succession planning. Proper business succession planning requires sound preparation in order to have a smooth and equitable transition. Financial, tax and legal planning are all necessary for a success.

Vendors are becoming aware that their future relevance and viability will depend not on their salespeoples’ willingness to let the CIO beat them at a round of golf, but their ability to get the rank and file to genuinely value their technologies. As we’ll see, those that manage this transition most successfully turn sales from a costly and complex negotiation to a fait accompli.

Organizations seeking to commercialize open source software realized this, of course, and deliberately incorporated it as part of their market approach. In a 2013 piece on Pando Daily, venture capitalist Danny Rimer quotes then-MySQL CEO Mårten Mickos as saying, “The relational database market is a $9 billion a year market. I want to shrink it to $3 billion and take a third of the market.” While MySQL may not have succeeded in shrinking the market to three billion, it is interesting to note that growing usage of MySQL was concurrent with a declining ability of Oracle to sell new licenses. Which may explain both why Sun valued MySQL at one third of a $3 billion dollar market and why Oracle later acquired Sun and MySQL. The downward price pressure imposed by open source alternatives have become sufficiently visible, in fact, as to begin raising alarm bells among financial analysts. The legacy providers of data management systems have all fallen on hard times over the last year or two, and while many are quick to dismiss legacy vendor revenue shortfalls to macroeconomic issues, we argue that these macroeconomic issues are actually accelerating a technology transition from legacy products to alternative data management systems like Hadoop and NoSQL that typically sell for dimes on the dollar. We believe these macro issues are real, and rather than just causing delays in big deals for the legacy vendors, enterprises are struggling to control costs and are increasingly looking at lower cost solutions as alternatives to traditional products. — Peter Goldmacher Cowen and Company

Carbohydrates are as powerfully psychoactive as nicotine, alcohol and opioids, and are as rapidly addictive. Unless you are a performance athlete, most Type 2 diabetics are simply people who over time have transitioned away from eating for the nutritional value of food toward eating primarily for the endorphin release and emotional management effect of a powerful psychoactive drug called sugar.

I recommend an email that thanks the person for their time, reiterates your desire to work for the company after having met the hiring manager and learned more about the company, and that uses a specific reference to a point in the conversation that was meaningful. Also, mention what you think sets you apart from the rest of the candidates.

Even if Chinese economic institutions are incomparably more inclusive today than three decades ago, the Chinese experience is an example of growth under extractive political institutions. Despite the recent emphasis in China on innovation and technology, Chinese growth is based on the adoption of existing technologies and rapid investment, not creative destruction. An important aspect of this is that property rights are not entirely secure in China. Every now and then some entrepreneurs are expropriated. Labor mobility is tightly regulated, and the most basic of property rights, the right to sell one’s own labor in the way one wishes, is still highly imperfect. The growth process based on catch-up, import of foreign technology, and export of low-end manufacturing products is likely to continue for a while. Nevertheless, Chinese growth is also likely to come to an end, particularly once China reaches the standards of living level of a middle-income country. The most likely scenario may be for the Chinese Communist Party and the increasingly powerful Chinese economic elite to manage to maintain their very tight grip on power in the next several decades. In this case, history and our theory suggest that growth with creative destruction and true innovation will not arrive, and the spectacular growth rates in China will slowly evaporate. But this outcome is far from preordained; it can be avoided if China transitions to inclusive political institutions before its growth under extractive institutions reaches its limit. Nevertheless, there is little reason to expect that a transition in China toward more inclusive political institutions is likely or that it will take place automatically and painlessly.

Even if Chinese economic institutions are incomparably more inclusive today than three decades ago, the Chinese experience is an example of growth under extractive political institutions. Despite the recent emphasis in China on innovation and technology, Chinese growth is based on the adoption of existing technologies and rapid investment, not creative destruction. An important aspect of this is that property rights are not entirely secure in China. Every now and then some entrepreneurs are expropriated. Labor mobility is tightly regulated, and the most basic of property rights, the right to sell one’s own labor in the way one wishes, is still highly imperfect. The growth process based on catch-up, import of foreign technology, and export of low-end manufacturing products is likely to continue for a while. Nevertheless, Chinese growth is also likely to come to an end, particularly once China reaches the standards of living level of a middle-income country. The most likely scenario may be for the Chinese Communist Party and the increasingly powerful Chinese economic elite to manage to maintain their very tight grip on power in the next several decades. In this case, history and our theory suggest that growth with creative destruction and true innovation will not arrive, and the spectacular growth rates in China will slowly evaporate. But this outcome is far from preordained; it can be avoided if China transitions to inclusive political institutions before its growth under extractive institutions reaches its limit. Nevertheless, there is little reason to expect that a transition in China toward more inclusive political institutions is likely or that it will take place automatically and painlessly.

Richard Sackler was a key proponent of Purdue Frederick’s transition into pain management.

In your early days as a manager, what matters most is transitioning gracefully into the role and nailing the essentials of leading a small team. Only when you have built trust with your reports will you have the credibility to help them achieve more together.

Even if making precise predictions about which societies will prosper relative to others is difficult, we have seen throughout the book that our theory explains the broad differences in the prosperity and poverty of nations around the world fairly well. We will see in the rest of this chapter that it also provides some guidelines as to what types of societies are more likely to achieve economic growth over the next several decades. First, vicious and virtuous circles generate a lot of persistence and sluggishness. There should be little doubt that in fifty or even a hundred years, the United States and Western Europe, based on their inclusive economic and political institutions, will be richer, most likely considerably richer, than sub-Saharan Africa, the Middle East, Central America, or Southeast Asia. However, within these broad patterns there will be major institutional changes in the next century, with some countries breaking the mold and transitioning from poor to rich. Nations that have achieved almost no political centralization, such as Somalia and Afghanistan, or those that have undergone a collapse of the state, such as Haiti did over the last several decades - long before the massive earthquake there in 2010 led to the devastation of the country's infrastructure - are unlikely either to achieve growth under extractive political institutions or to make major changes toward inclusive institutions. Instead, nations likely to grow over the next several decades - albeit probably under extractive institutions - are those that have attained some degree of political centralization. In sub-Saharan Africa this includes Burundi, Ethiopia, Rwanda, nations with long histories of centralized states, and Tanzania, which has managed to build such centralization, or at least put in place some of the prerequisites for centralization, since independence. In Latin America, it includes Brazil, Chile, and Mexico, which have not only achieved political centralization but also made significant strides toward nascent pluralism. Our theory suggests that sustained economic growth is very unlikely in Colombia. Our theory also suggests that growth under extractive political institutions, as in China, will not bring sustained growth, and is likely to run out of steam. Beyond these cases, there is much uncertainty. Cuba, for example, might transition toward inclusive institutions and experience a major economic transformation, or it may linger on under extractive political and economic institutions. The same is true of North Korea and Burma (Myanmar) in Asia. Thus, while our theory provides the tools for thinking about how institutions change and the consequences of such changes, the nature of this change - the role of small differences and contingency - makes more precise predictions difficult.

To be better than average, the rules are to know your strengths and grow them, understand yourself deeply and cover the basics with your other responsibilities or outsource them so they don’t become liabilities. No one is asking for perfection here. The key is to be strategic with your time management.

Kodak was focused on managing technology disruption—mastering a transition across technology regimes. What it missed was the dynamic of ecosystem disruption—the shift at the very foundation of its value creation.

In Alabama Wallace has managed to pass the point of being just the most popular politician in the memory of the state. He has become a Folk Hero. Alabama, along with the rest of the South, has been changing into something more like the rest of the nation, and in the process, a particular devastation is being worked among its people. In his transition from the gentle earth to the city-the filling stations, the power lines, the merciless asphalt, the neon Jumboburger drive-ins-the Southern yeoman has acquired a quality of metallic ferocity.

It’s trickier to transition current employees from a free agency mind-set to tours of duty. Introducing a new and different approach will require multiple conversations and a steady consistency.

Self-awareness is the foundation of meaningful change. Know thyself.

PROLETARIAT. This is the term used by Karl Marx to refer to the working class, and it is defined as the class within capitalism that does not own the means of production, the class that owns nothing other than its labor power. The proletariat is locked in struggle with the bourgeoisie which owns and controls the means of production, and by extension controls the state. Gradually developing in size, organization, and class consciousness the proletariat, Marx believes, will bring about revolutionary change, overthrowing capitalism and instituting communism after a transitional phase of the dictatorship of the proletariat. With the advent of communism and the abolition of private property the proletariat along with all other classes will disappear. There are a number of significant problems with Marx’s notion of the proletariat. First, Marx nowhere develops a theory of class and fails to offer more than a terse definition of the proletariat. This means that it is very difficult to determine exactly who falls into the category of proletarian. For example, managers, professionals, intellectuals and housewives/husbands are all propertyless, but it is not clear if they should be included in the proletariat since they do not create value and in the case of managers and professionals in particular they may earn vastly more than and see themselves very differently from a more typical member of the proletariat such as a factory worker. Also, there is the problem of the lack of a revolutionary consciousness emerging in the proletariat, which has led to some Marxists, such as Vladimir Ilich Lenin, arguing for a vanguard party to import revolutionary consciousness into the proletariat, and others, for example the members of the Frankfurt School, taking a more pessimistic view of the possibility of the proletariat being an agent of revolution at all.

The general manager of the Cleveland transit system, D. C. Hyde, argued in 1952 that parking was doing the opposite of what its builders believed: “Destroying buildings and using valuable land for more and more parking lots and garages hastens decentralization. . . . It is just as sensible to stop doing things that bring more automobiles into already congested areas as it is to stop buying drinks for a person who is already drunk.

A useful exercise to go through at the beginning of your transition is to sit down and make a list of all the things that are awesome about the current state of the world. Does everyone get along? Are your processes efficient? Is your team known for rigorous and high-quality work?

The concept of internalization helps us understand what kids need to separate successfully; kids literally have to “take in” something from a parent so they can hold on to the good feelings of the relationship even when a parent says goodbye. English pediatrician and psychoanalyst Donald Winnicott introduced the idea that children create a mental representation of the parent-child relationship so that they can access the feelings of the relationship even when a parent is absent. Transitional objects help children with this process; a blanket or stuffed animal or object from home becomes a physical representation of the parent-child bond, reminding a child that parents still exist and are “there” for you even when they are not right in front of you. I always recommend transitional objects to parents whose kids struggle with separation anxiety—they are a way to help make tricky transitions feel more manageable. After all, to ease separation anxiety, we have to help kids “hold on to us” in our absence.

Emotional Vaccination to Prepare for the End of Screen Time Parent: “Before we begin screen time, let’s think about how it’s going to feel when we end. It’s hard to stop things we love, right? For me too.” Child: “Can you just turn the show on now?” Parent: “We will, soon. I’m going to take a deep breath now and get my body ready for when we stop watching screens.” Model this pause. “Also . . . I’m wondering if we can get out some of those end-of-screen-time protests now, to get our bodies ready.” Find a lighthearted, but not mocking, tone as you protest: “Five more minutes! My friends get so much more! I was just about to . . . please please . . . you never let me do anything I want to do!” What are you doing here? You’re infusing connection and silliness into a difficult transition before it happens. This doesn’t mean that at the end of the show, your child will say, “Here’s the iPad, Mom, easy-breezy!”; it does mean that you’re building the skill of managing tough emotions, and there will be a moment soon that your child looks at you and says, “Aw, I wish I could watch another episode!” instead of screaming and throwing a remote control.

As your annual revenue grows past $500,000, you will transition to spending more time building systems. Now you’re a systems developer 20 percent of the time, a manager 10 percent of the time, and an employee 70 percent of the time.

Albert Fortna, a retired Christian entrepreneur, personifies integrity since his 1985 conversion. Having owned a Honda Motorcycle & Car Dealership (1970-1978) owned and managed a Motorcycle salvage business (1977-1984) in Tampa, he later transitioned into real estate development (1980-2008) in the Tampa Bay area. Albert's online presence is a testament to the trust he's earned.

Peter Thistlethwaite is transitioning from a high-intensity career in outdoor leadership and customer service to pursue a role with better work-life balance. His impressive experience in operations management, characterized by strategic insight and outstanding results, underscores his value. Peter is now seeking a position that harmonizes his passion with a more balanced personal life.

One thing that is clear is that the future of employment will be very volatile. Our big problem won’t be an absolute lack of jobs, but rather retraining and adjusting to an ever-changing job market. There will likely be financial difficulties—who will support people who lost their old job while they are in transition, learning a new set of skills? There will surely be psychological difficulties, too, since changing jobs and retraining are stressful. And even if you have the financial and psychological ability to manage the transition, this will not be a long-term solution. Over the coming decades, old jobs will disappear, new jobs will emerge, but the new jobs too will rapidly change and vanish. So people will need to retrain and reinvent themselves not just once but many times, or they will become irrelevant. If three years of high unemployment could bring Hitler to power, what might never-ending turmoil in the job market do to democracy?

Suraj solar and allied industries, Wework galaxy, 43, Residency Road, Bangalore-560025. Mobile number : +91 808 850 7979 ### Embracing Solar Rooftop in Bangalore: A Sustainable Solution for Your Home Are you keen on reducing your monthly power bills while contributing to a cleaner and more sustainable environment? Investing in solar rooftops could be the answer you’ve been looking for, especially if you're living in Bangalore, a city blessed with abundant sunlight throughout the year. #### The Benefits of Solar Rooftops 1. **Cutting Down Electricity Bills**: One of the most immediate advantages of installing a solar rooftop system is the significant reduction in electricity bills. Solar panels harness sunlight and convert it into electricity for your home. By generating your own power, you can lower your dependence on grid electricity, which often comes with high charges, especially during peak hours. 2. **Environmental Impact**: Transitioning to solar energy is not just about personal savings. It’s a step toward a cleaner, greener environment. By choosing solar panels, you’re reducing your carbon footprint and contributing to the fight against climate change. Each kilowatt-hour of solar energy produced helps to eliminate emissions associated with traditional fossil fuel energy sources. 3. **Incentives and Subsidies**: The government of India and various state governments, including Karnataka, offer attractive incentives, rebates, and subsidies for solar panel installations. These financial benefits make the initial investment more manageable, allowing you to reap future savings sooner than later. 4. **Low Maintenance Costs**: Solar rooftops are designed to be durable and require minimal maintenance. Generally, a good quality solar panel can last 25 years or more, with little upkeep beyond occasional cleaning to remove dust and debris. This longevity ensures that the system remains efficient for years to come. 5. **Increase in Property Value**: Homes equipped with solar rooftop systems often experience an increase in property value. As more homebuyers become environmentally conscious, a solar installation can be a selling point, making your property more attractive in a competitive housing market. #### Sunease Solar: Your Partner in Going Solar Sunease Solar is paving the way for Solar Rooftop in Bangalore. Specializing in solar rooftop installations, Sunease Solar offers tailor-made solutions that cater specifically to your energy needs. With a team of experienced professionals, they guide you through every step— from assessing your energy requirements to designing a system that maximizes efficiency while fitting within your budget. #### How to Get Started The journey to going solar begins with a thorough assessment of your roof and energy consumption. Sunease Solar provides free consultations, allowing you to explore the viability of solar energy in your home. Once you decide to move forward, they will oversee the installation process from start to finish, ensuring that everything complies with local regulations. After the installation, Sunease Solar offers ongoing support, helping to monitor the system’s performance and addressing any concerns you may have. Their commitment to customer satisfaction and sustainable energy solutions makes them a leading choice for solar rooftops in Bangalore. #### Conclusion If you’re ready to reduce your monthly power bills and contribute to a sustainable future, consider investing in a solar rooftop system. With the right partner like Sunease Solar, making the switch to solar can be seamless and beneficial for both your wallet and the planet. It's time to harness the power of the sun and embrace a greener lifestyle—are you ready to take the plunge?

This season. This body. This family. This crisis. This financial situation. This transition. This holiday. This school project. This work deadline. This tantrum. This headache. This meal. This walk. This deep breath. This moment.

A hallmark of our time is that life is not predictable. It does not unfold in passages, stages, phases, or cycles. It is nonlinear—and getting more so every day. It’s also more manageable, more forgiving of missteps, and more open to personalization, if you know how to navigate the new outbreak of twists and turns.