Map Testing Inspirational Quotes

Run. Eat. Drink. Eat more. Don't throw up. Instead, take a piss. Then take a crap. Wipe your butt. Make a phone call. Open a door. Rid your bik. Ride in a car. Ride in a subway. Talk. Talk to people. Read. Read maps. Make maps. Make art. Talk about your art. Sell your art. Take a test. Get into a school. Celebrate. HAve a party. Write a thank-you note to someone. Hug your mom. Kiss your dad. Kiss your little sister. Make out with Noelle. Make out with her more. Touch her. HOld her hand. Take her out somewhere. Meet her friends. Run down a street with her. Take her on a picnic. Eat with her. See a movie with her. See a move with Aaron. Heck, see a movie with Nia, once you're cool with her. Get cool with more people.. Drink coffee in little coffee-drinking places. Tell people your story. Volunteer. Go back to Six North. Walk in as a volunteer and say hi to everyone who waited on you as a patient. Help people. Help people like Bobby. Get people books and music that they want when they're in there. Help people like Muqtada. Show them how to draw. Draw more. Try drawing a landscape. Try drawing a person. Try drawing a naked person. Try drawing Noelle naked. Travel. Fly. Swim. Meet. Love. Dance. Win. Smile. Laugh. Hold. Walk. Skip. Okay, it's gay, whatever, skip. Ski. Sled. Play basketball. Jog. Run. Run. Run. Run home. Run home and enjoy. Enjoy. Take these verbs and enjoy them. They're yours, Craig. You deserved them because you chose them. You could have left the all behind but you chose to stay here. So now live for real, Craig. Live. Live. Live. Live. Live.

Everyone has their own life map. Yes, I think that the larger purpose is the same for everyone, but the road to it is different and unique to each specific individual. Everyone is unique, so is everyone’s life unique. We all have unique actions, so we have unique karma, specific to our life. It’s like in school; you have a test, there are several versions of the test, but the highest score is the same. Imagine life is also a test, but every single person has a specific version, specific to their unique life.

Thought Control * Require members to internalize the group’s doctrine as truth * Adopt the group’s “map of reality” as reality * Instill black and white thinking * Decide between good versus evil * Organize people into us versus them (insiders versus outsiders) * Change a person’s name and identity * Use loaded language and clichés to constrict knowledge, stop critical thoughts, and reduce complexities into platitudinous buzzwords * Encourage only “good and proper” thoughts * Use hypnotic techniques to alter mental states, undermine critical thinking, and even to age-regress the member to childhood states * Manipulate memories to create false ones * Teach thought stopping techniques that shut down reality testing by stopping negative thoughts and allowing only positive thoughts. These techniques include: * Denial, rationalization, justification, wishful thinking * Chanting * Meditating * Praying * Speaking in tongues * Singing or humming * Reject rational analysis, critical thinking, constructive criticism * Forbid critical questions about leader, doctrine, or policy * Label alternative belief systems as illegitimate, evil, or not useful * Instill new “map of reality” Emotional Control * Manipulate and narrow the range of feelings—some emotions and/or needs are deemed as evil, wrong, or selfish * Teach emotion stopping techniques to block feelings of hopelessness, anger, or doubt * Make the person feel that problems are always their own fault, never the leader’s or the group’s fault * Promote feelings of guilt or unworthiness, such as: * Identity guilt * You are not living up to your potential * Your family is deficient * Your past is suspect * Your affiliations are unwise * Your thoughts, feelings, actions are irrelevant or selfish * Social guilt * Historical guilt * Instill fear, such as fear of: * Thinking independently * The outside world * Enemies * Losing one’s salvation * Leaving * Orchestrate emotional highs and lows through love bombing and by offering praise one moment, and then declaring a person is a horrible sinner * Ritualistic and sometimes public confession of sins * Phobia indoctrination: inculcate irrational fears about leaving the group or questioning the leader’s authority * No happiness or fulfillment possible outside the group * Terrible consequences if you leave: hell, demon possession, incurable diseases, accidents, suicide, insanity, 10,000 reincarnations, etc. * Shun those who leave and inspire fear of being rejected by friends and family * Never a legitimate reason to leave; those who leave are weak, undisciplined, unspiritual, worldly, brainwashed by family or counselor, or seduced by money, sex, or rock and roll * Threaten harm to ex-member and family (threats of cutting off friends/family)

Here’s what I would say is the issue he is trying to address. Often in churches, we try to get people to affirm the right beliefs, the right points of view. The real test of what I actually believe is “Does it guide what I do?” For example, if I am up on a skyscraper, I would never step off, because I believe in gravity. I don’t have to force myself to believe in gravity. I don’t have to hype myself. I just believe in gravity. So I won’t step off that roof unless I am trying to hurt myself. My actions are always a result of my intentions and my perceptions of how things are. Sometimes in churches we work to get people to affirm stuff, even though they don’t believe in it like they believe in gravity. So somebody will say, “I believe that the Bible is the inspired, authoritative Word of God.” But the Bible says it is more blessed to give than to receive, yet they are not giving. So, do they really believe that the Bible is the authoritative, inspired Word of God? Well, at one level, they think they do, but the most important level of belief is their mental map of reality. What are those perceptions that actually guide how we live, what we do? Because that is simply how reality looks to us. What we want to do is not simply teach doctrine and get people to affirm it. We want to help people have the same mental map that Jesus had of how things are.

A new happiness had settled over him and he seemed relieved. She wondered if he’d been testing himself: how long until she trusted him, would she ever? A king must inspire trust. And for her, a miracle too: she’d chosen this, or felt like she had. He needed her. To keep him calm. To map out every one of a thousand horrible deaths that might befall him in the coming months or years. He was afraid of his destiny, chokingly, overwhelmingly afraid, and suddenly it didn’t matter whether he believed in magic or she did or if it was real or if her mother was right and they were all just fools walking in a pointless, bloody parade toward the end of time. Her eyes were open. She could run or not, she could love him or not, she could miss her brother or hate him forever. It was all going to hurt.

Caroline’s project faces extreme uncertainty: there had never been a volunteer campaign of this magnitude at HP before. How confident should she be that she knows the real reasons people aren’t volunteering? Most important, how much does she really know about how to change the behavior of hundreds of thousand people in more than 170 countries? Barlerin’s goal is to inspire her colleagues to make the world a better place. Looked at that way, her plan seems full of untested assumptions—and a lot of vision. In accordance with traditional management practices, Barlerin is spending time planning, getting buy-in from various departments and other managers, and preparing a road map of initiatives for the first eighteen months of her project. She also has a strong accountability framework with metrics for the impact her project should have on the company over the next four years. Like many entrepreneurs, she has a business plan that lays out her intentions nicely. Yet despite all that work, she is—so far—creating one-off wins and no closer to knowing if her vision will be able to scale. One assumption, for example, might be that the company’s long-standing values included a commitment to improving the community but that recent economic trouble had resulted in an increased companywide strategic focus on short-term profitability. Perhaps longtime employees would feel a desire to reaffirm their values of giving back to the community by volunteering. A second assumption could be that they would find it more satisfying and therefore more sustainable to use their actual workplace skills in a volunteer capacity, which would have a greater impact on behalf of the organizations to which they donated their time. Also lurking within Caroline’s plans are many practical assumptions about employees’ willingness to take the time to volunteer, their level of commitment and desire, and the way to best reach them with her message. The Lean Startup model offers a way to test these hypotheses rigorously, immediately, and thoroughly. Strategic planning takes months to complete; these experiments could begin immediately. By starting small, Caroline could prevent a tremendous amount of waste down the road without compromising her overall vision. Here’s what it might look like if Caroline were to treat her project as an experiment.