Most Adaptive To Change Quotes

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

It is not the strongest of the species that survives, not the most intelligent that survives. It is the one that is the most adaptable to change.

It's a fact—everyone is ignorant in some way or another. Ignorance is our deepest secret. And it is one of the scariest things out there, because those of us who are most ignorant are also the ones who often don't know it or don't want to admit it. Here is a quick test: If you have never changed your mind about some fundamental tenet of your belief, if you have never questioned the basics, and if you have no wish to do so, then you are likely ignorant. Before it is too late, go out there and find someone who, in your opinion, believes, assumes, or considers certain things very strongly and very differently from you, and just have a basic honest conversation. It will do both of you good.

It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is most adaptable to change. —PHILIPPE DE CLERMONT, OFTEN ATTRIBUTED TO CHARLES DARWIN

Worry not that your child listens to you; worry most that they watch you.

The person who is the star of previous era is often the last one to adapt to change, the last one to yield to logic of a strategic inflection point and tends to fall harder than most.

It's ok to reinvent yourself as many times as it takes to live out your most authentic self.

It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is most adaptable to change.

A friend took me to the most amazing place the other day. It's called the Augusteum. Octavian Augustus built it to house his remains. When the barbarians came they trashed it a long with everything else. The great Augustus, Rome's first true great emperor. How could he have imagined that Rome, the whole world as far as he was concerned, would be in ruins. It's one of the quietest, loneliest places in Rome. The city has grown up around it over the centuries. It feels like a precious wound, a heartbreak you won't let go of because it hurts too good. We all want things to stay the same. Settle for living in misery because we're afraid of change, of things crumbling to ruins. Then I looked at around to this place, at the chaos it has endured - the way it has been adapted, burned, pillaged and found a way to build itself back up again. And I was reassured, maybe my life hasn't been so chaotic, it's just the world that is, and the real trap is getting attached to any of it. Ruin is a gift. Ruin is the road to transformation.

Most of us are only willing to call 5% of our present information into question any one point.

According to Darwin’s Origin of Species, it is not the most intellectual of the species that survives; it is not the strongest that survives; but the species that survives is the one that is able best to adapt and adjust to the changing environment in which it finds itself. —Leon C. Megginson

Most people live in fear of some terrible event changing their lives, the death of a loved one or a serious illness. For the chronically ill, this terrible event has already happened, and we have been let in on an amazing secret: You survive. You adapt, and your life changes, but in the end you go on, with whatever compromises you have been forced to make, whatever losses you have been forced to endure. You learn to balance your fears with the simple truth that you must go on living.

Most people seem to think that organisms develop adaptive traits in response to environmental change. This is bullshit. The environment changes and those who already happen to have newly adaptive traits don’t get wiped out.

According to Darwin’s Origin of Species, it is not the most intellectual of the species that survives; it is not the strongest that survives; but the species that survives is the one that is best able to adapt and adjust to the changing environment in which it finds itself.

And the most successful people are those who accept, and adapt to, constant change. This adaptability requires a degree of flexibility and humility most people can't manage.

(T)his is precisely the importance of the world-view described in the Book of Changes: there is no situation without a way out. All situations are stages of change. Therefore, even when things are most difficult we can plant the seed for a new situation that will preserve within itself the present situation, though we must be capable of adapting and finding the proper attitude.

It is not the most intellectual of the species that survives; it is not the strongest that survives; but the species that survives is the one that is able best to adapt and adjust to the changing environment in which it finds itself.

But most of us, for most of our lives, do not try to determine the causes of things. Rather, most of the time we try to get by; to eat, sleep, and of course, to reproduce. In other words, we are mainly concerned with surviving, getting along in a complex and changing world, in short, with adapting rather than with interference.

Theirs is the customary human reaction when confronted with innovation: to flounder about attempting to adapt old responses to new situations or to simply condemn or ignore the harbingers of change--a practice refined by the Chinese emperors, who used to execute messengers bringing bad news. The new technological environments generate the most pain among those least prepared to alter their old value structures. The literati find the new electronic environment far more threatening than do those less committed to literacy as a way of life. When an individual or social group feels that its whole identity is jeopardized by social or psychic change, its natural reaction is to lash out in defensive fury. But for all their lamentations, the revolution has already taken place.

It seems that a whole lot of people, both Christians and non-Christians, are under the impression that you can’t be a Christian and vote for a Democrat, you can’t be a Christian and believe in evolution, you can’t be a Christian and be gay, you can’t be a Christian and have questions about the Bible, you can’t be a Christian and be tolerant of other religions, you can’t be a Christian and be a feminist, you can’t be a Christian and drink or smoke, you can’t be a Christian and read the New York Times, you can’t be a Christian and support gay rights, you can’t be a Christian and get depressed, you can’t be a Christian and doubt. In fact, I am convinced that what drives most people away from Christianity is not the cost of discipleship but rather the cost of false fundamentals. False fundamentals make it impossible for faith to adapt to change. The longer the list of requirements and contingencies and prerequisites, the more vulnerable faith becomes to shifting environments and the more likely it is to fade slowly into extinction. When the gospel gets all entangled with extras, dangerous ultimatums threaten to take it down with them. The yoke gets too heavy and we stumble beneath it.

At Mayflower-Plymouth, we love helping businesses adapt to change. We all live and work in a dynamic and ever-changing economy. The businesses that are able to adapt, pivot and restructure are the businesses that are most positioned to thrive through the changes.

Life up here may be simple but it’s not easy, and it’s not for everyone. Water runs out; pipes freeze; engines won’t start; it’s dark for eighteen, nineteen hours a day, for months. Even longer in the far north. Up here it’s about having enough food to eat, and enough heat to stay alive through the winter. It’s about survival, and enjoying the company of the people that surround us. It’s not about whose house is the biggest, or who has the nicest clothes, or the most money. We support each other because we’re all in this together. “And people either like that way of life or they don’t; there’s no real in-between. People like Wren and Jonah, they find they can’t stay away from it for too long. And people like Susan, well . . . they never warm up to it. They fight the challenges instead of embracing them, or at least learning to adapt to them.” Agnes pauses, her mouth open as if weighing whether she should continue. “I don’t agree with the choices Wren made where you’re concerned, but I know it was never a matter of him not caring about you. And if you want to blame people for not trying, there’s plenty of it to go around.” Agnes turns to smile at me then. “Or you could focus on the here-and-now, and not on what you can’t change.

It’s not the strongest of the species that survives, neither is it the most intelligent that survives. It is the most adaptable to change.

It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change. Charles Darwin

We all live and work in a dynamic and ever-changing economy. The businesses that are able to adapt, pivot and restructure as needed are the businesses that are most positioned to thrive through the changes.

The value of a physical theory depends upon its usefulness. In this sense the history of physical theories might be said to resemble the history of individual personality traits. Most of us respond to our environment with a collection of automatic responses that once brought desirable results, usually in childhood. Unfortunately, if the environment that produced these responses changes (we grow up) and the responses themselves do not adapt, they become counterproductive. Showing anger, becoming depressed, flattering, crying, and bullying behavior are response patterns appropriate to times often long past. These patterns change only when we are forced to realize that they are no longer productive. Even then change is often painful and slow. The same is true of scientific theories.

My simple explanation of why we human beings, the most advanced species on earth, cannot find happiness, is this: as we evolve up the ladder of being, we find three things: the first, that the tension between the range of opposites in our lives and society widens dramatically and often painfully as we evolve; the second, that the better informed and more intelligent we are, the more humble we have to become about our ability to live meaningful lives and to change anything, even ourselves; and consequently, thirdly, that the cost of gaining the simplicity the other side of complexity can rise very steeply if we do not align ourselves and our lives well.

Management is a set of processes that can keep a complicated system of people and technology running smoothly. The most important aspects of management include planning, budgeting, organizing, staffing, controlling, and problem solving. Leadership is a set of processes that creates organizations in the first place or adapts them to significantly changing circumstances. Leadership defines what the future should look like, aligns people with that vision, and inspires them to make it happen despite the obstacles

Human beings have always been an unfinished species, a story in the middle, a succession of families, tribes, and societies in transition to new awarenesses. Although we have always prided ourselves on our willingness to adapt to all habitats, and on our skill at prospering and making ourselves comfortable wherever we are -- in a meadow, in a desert, on the tundra, or out on the ocean -- we don't just adapt to places, or modify them in order to ease our burdens. We're the only species that over and over again has deliberately transformed our surroundings in order to stretch our capacity for understanding and provoke new accomplishments. And our growing and enhanced understanding is our most valuable, and our most vulnerable, inheritance.

Understand: the greatest generals, the most creative strategists, stand out not because they have more knowledge but because they are able, when necessary, to drop their preconceived notions and focus intensely on the present moment. That is how creativity is sparked and opportunities are seized. Knowledge, experience, and theory have limitations: no amount of thinking in advance can prepare you for the chaos of life, for the infinite possibilities of the moment. The great philosopher of war Carl von Clausewitz called this “friction”: the difference between our plans and what actually happens. Since friction is inevitable, our minds have to be capable of keeping up with change and adapting to the unexpected. The better we can adapt our thoughts to changing circumstances, the more realistic our responses to them will be. The more we lose ourselves in predigested theories and past experiences, the more inappropriate and delusional our response.

It is not the strongest of the species that survives, not the most intelligent that survives. It is the one that is the most adaptable to change. —Charles Darwin     THE

The world is full of uncertainty and the road you are traveling may be a bit scary at times, but don’t ever lose faith. Let go of the scary things that are holding you back and start noticing the great realities unfolding around you. Most of all, believe in yourself and never give up on what’s important to you! Life is always going to present you with unexpected changes. But if you keep an open mind, look for the goodness in every situation and are able to adapt in any of life’s misfortunes, you will always prevail.

Bill McKibben named his climate change advocacy group 350.org, because 350 ppm of atmospheric carbon dioxide is what Dr. James Hansen, former head of the Goddard Institute for Space Studies and one of the most respected climatologists in the world, says is the maximum level to “preserve a planet similar to that on which civilization developed and to which life on Earth is adapted.” Tragically, we have now exceeded 400 ppm.

At this point, I can no longer avoid setting out, in an initial, provisional statement, my own hypothesis about the origin of “bad conscience.” It is not easy to get people to attend to it, and it requires them to consider it at length, to guard it, and to sleep on it. I consider bad conscience the profound illness which human beings had to come down with, under the pressure of the most fundamental of all the changes which they experienced—that change when they finally found themselves locked within the confines of society and peace. Just like the things water animals must have gone though when they were forced either to become land animals or to die off, so events must have played themselves out with this half-beast so happily adapted to the wilderness, war, wandering around, adventure—suddenly all its instincts were devalued and “disengaged.” From this point on, these animals were to go on foot and “carry themselves”; whereas previously they had been supported by the water. A terrible heaviness weighed them down. In performing the simplest things they felt ungainly. In dealing with this new unknown world, they no longer had their old leader, the ruling unconscious drives which guided them safely. These unfortunate creatures were reduced to thinking, inferring, calculating, bringing together cause and effect, reduced to their “consciousness,” their most impoverished and error-prone organ! I believe that on earth there has never been such a feeling of misery, such a leaden discomfort—while at the same time those old instincts had not all at once stopped imposing their demands! Only it was difficult and seldom possible to do their bidding. For the most part, they had to find new and, as it were, underground satisfactions for them.

As Lynn Margulis writes: “All the world’s bacteria essentially have access to a single gene pool and hence to the adaptive mechanisms of the entire bacterial kingdom. The speed of recombination over that of mutation is superior: it could take eukaryotic organisms a million years to adjust to a change on a worldwide scale that bacteria can accommodate in a few years.

Those who see errors as opportunities to learn and try again are the people who will most quickly find new solutions. (This is how our children become resilient.) Those who freeze and panic when they make mistakes will find it much harder to adapt.

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

That’s a huge one, of course. Most of us are great with change, as long as it was our idea. But change imposed from the outside can send some people into a tailspin. I think Brother Albert hit it on the head. Life is loss. But out of that, as the book stresses, comes freedom. If we can accept that nothing is permanent, and change is inevitable, if we can adapt, then we’re going to be happier people.

The fossil fuel companies have known for decades that their core product was warming the planet, and yet they have not only failed to adapt to that reality, they have blocked progress at every turn. Meanwhile, oil and gas companies remain some of the most profitable corporations in history...These companies are rich, quite simply, because they have dumped the cost of cleaning up their mess onto regular people around the world.

While shame is highly correlated with addiction, violence, aggression, depression, eating disorders, and bullying, guilt is negatively correlated with these outcomes. Empathy and values live in the contours of guilt, which is why it’s a powerful and socially adaptive emotion. When we apologize for something we’ve done, make amends, or change a behavior that doesn’t align with our values, guilt—not shame—is most often the driving force.

When people ask me what makes a relationship work long term, I often refer to this quote about Charles Darwin’s findings on natural selection: “It is not the strongest of the species which survives, nor the most intelligent, but the one most responsive to change.” Even if you have a strong relationship today, your relationship may fail if you don’t adapt. Your life or your partner’s life might take an unpredictable course. Creating a relationship that can evolve is the key to making it last.

Resiliency comes from a discovered self, not a constructed self. It comes from the gradual emergence of your unique, inborn abilities in a process called individuation. The better you become, the more unique you become as an individual – and it never ends. If your identity is based mostly on external factors, you will feel anxious about change that threatens your identity sources. You will try to keep the world around you frozen in place. If your identity is based on your personal qualities, abilities, and values, you can let parts of your world dissolve away without feeling threats to your existence. With a strong inner sense of who you are, you can easily adapt to and thrive in new environments.

Most suffering comes from the failure to adapt and a resistance to change.

It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is most adaptable to change.” —CHARLES DARWIN

It is not the strongest of the species that survives, not the most intelligent that survives. It is the one that is the most adaptable to change. —Charles Darwin

From Lankaster to Lorenz, scientists have gotten it wrong. Parasites are complex, highly adapted creatures that are at the heart of the story of life. If there hadn't been such high walls dividing scientists who study life - the zoologists, the immunologists, the mathematical biologists, the ecologists - parasites might have been recognized sooner as not disgusting, or at least not merely disgusting. If parasites were so feeble, so lazy, how was it that they could manage to live inside every free-living species and infect billions of people? How could they change with time so that medicines that could once treat them became useless? How could parasites defy vaccines, which could corral brutal killers like smallpox and polio?

Three psychologists, Sonja Lyubomirsky, Ken Sheldon, and David Schkade, reviewed the available evidence and realized that there are two fundamentally different kinds of externals: the conditions of your life and the voluntary activities that you undertake.33 Conditions include facts about your life that you can’t change (race, sex, age, disability) as well as things that you can (wealth, marital status, where you live). Conditions are constant over time, at least during a period in your life, and so they are the sorts of things that you are likely to adapt to. Voluntary activities, on the other hand, are the things that you choose to do, such as meditation, exercise, learning a new skill, or taking a vacation. Because such activities must be chosen, and because most of them take effort and attention, they can’t just disappear from your awareness the way conditions can. Voluntary activities, therefore, offer much greater promise for increasing happiness while avoiding adaptation effects.

If a species is subject to repetitive external environmental stimuli over the course of several generations, in time that species will adapt to those stimuli. The genetics of that species will change to support a new internal state, one that will help the species survive that external stimuli for generations to come. This is called survival of the species. It is a linear, slow process for most species.

Because complex animals can evolve their behavior rapidly. Changes can occur very quickly. Human beings are transforming the planet, and nobody knows whether it’s a dangerous development or not. So these behavioral processes can happen faster than we usually think evolution occurs. In ten thousand years human beings have gone from hunting to farming to cities to cyberspace. Behavior is screaming forward, and it might be nonadaptive. Nobody knows. Although personally, I think cyberspace means the end of our species.” “Yes? Why is that?” “Because it means the end of innovation,” Malcolm said. “This idea that the whole world is wired together is mass death. Every biologist knows that small groups in isolation evolve fastest. You put a thousand birds on an ocean island and they’ll evolve very fast. You put ten thousand on a big continent, and their evolution slows down. Now, for our own species, evolution occurs mostly through our behavior. We innovate new behavior to adapt. And everybody on earth knows that innovation only occurs in small groups. Put three people on a committee and they may get something done. Ten people, and it gets harder. Thirty people, and nothing happens. Thirty million, it becomes impossible. That’s the effect of mass media—it keeps anything from happening. Mass media swamps diversity. It makes every place the same. Bangkok or Tokyo or London: there’s a McDonald’s on one corner, a Benetton on another, a Gap across the street. Regional differences vanish. All differences vanish. In a mass-media world, there’s less of everything except the top ten books, records, movies, ideas. People worry about losing species diversity in the rain forest. But what about intellectual diversity—our most necessary resource? That’s disappearing faster than trees. But we haven’t figured that out, so now we’re planning to put five billion people together in cyberspace. And it’ll freeze the entire species. Everything will stop dead in its tracks. Everyone will think the same thing at the same time. Global uniformity. Oh, that hurts. Are you done?” “Almost,” Harding said. “Hang on.” “And believe me, it’ll be fast. If you map complex systems on a fitness landscape, you find the behavior can move so fast that fitness can drop precipitously. It doesn’t require asteroids or diseases or anything else. It’s just behavior that suddenly emerges, and turns out to be fatal to the creatures that do it. My idea was that dinosaurs—being complex creatures—might have undergone some of these behavioral changes. And that led to their extinction.

The purpose of life is to survive,to grow,to accept and adapt changes that happens...And addition to human is to exercise his free will, to learn from experience,to make the most of his time,to live well and to reap what he sow in this life.

Changes can occur very quickly. Human beings are transforming the planet, and nobody knows whether it’s a dangerous development or not. So these behavioral processes can happen faster than we usually think evolution occurs. In ten thousand years human beings have gone from hunting to farming to cities to cyberspace. Behavior is screaming forward, and it might be nonadaptive. Nobody knows. Although personally, I think cyberspace means the end of our species.” “Yes? Why is that?” “Because it means the end of innovation,” Malcolm said. “This idea that the whole world is wired together is mass death. Every biologist knows that small groups in isolation evolve fastest. You put a thousand birds on an ocean island and they’ll evolve very fast. You put ten thousand on a big continent, and their evolution slows down. Now, for our own species, evolution occurs mostly through our behavior. We innovate new behavior to adapt. And everybody on earth knows that innovation only occurs in small groups.

The domain of leaders is the future. The work of leaders is change. The most significant contribution leaders make is not to today's bottom line; it is to the long-term development of people and institutions so they can adapt, change, prosper, and grow.

According to Darwin’s Origin of Species, it is not the most intellectual of the species that survives; it is not the strongest that survives; but the species that survives is the one that is able best to adapt and adjust to the changing environment in which it finds itself.

Buddhism is more philosophical among the most widely practiced religions of the world, if Buddhism can be viewed as a religion in some context, because its questions are more open, but not strictly closed, as in Abrahamic religions, and therefore less dogmatic. Buddhists do not believe that their teachings are the words of a Supernatural Deity, which cannot be changed, modernized and adapted to new circumstances, but the words of the Buddha, who was just an enlightened person. The very fact of this enlightenment is a distinctive element between him and you.

When your child has the skills to respond adaptively to demands and expectations, he does. If your child had the skills to handle disagreements and changes in plan and adults setting limits and demands being placed on him without falling apart, he’d be handling these challenges adaptively. Because he doesn’t have those skills, he isn’t. But let there be no doubt: he’d prefer to be handling those challenges adaptively because doing well is preferable. And because—and this is, without question, the most important theme of this entire book— kids do well if they can.

As the acknowledged leader of the group by now, he threw out another challenge. In his most daring move, he insisted that in the group’s creative adaptation of the play they change the ending. In their version, with the title “To Revenge or Not to Revenge,” Hamlet should choose not to kill.

According to Darwin’s Origin of Species, it is not the most intellectual of the species that survives; it is not the strongest that survives; but the species that survives is the one that is able best to adapt and adjust to the changing environment in which it finds itself. —Leon C. Megginson ONE

f we view climate changes as our enemy we will always be defeated, for climate will always change. Natural climate change is frequent, often extreme, and sometimes rapid. Industrial CO2 is a real problem just as you have heard, but it’s only a fragment of the whole story of climate. In other words, I’m not a global warming denier – I want to add to the discussion of climate change from the point of view of geology and natural change. What may matter most is not our carbon policies, but whether we invest in adaptive strategies that can serve us well when change inevitably arrives on our doorstep.

In the collision between the remoteness and purity of the rainforest realms and the crassness of consumer culture, the difference is so extreme that for the most part there has been no authentic or practical method for this medicine system as traditionally practiced to integrate and adapt to the changing times.

We shall best understand the probable course of natural selection by taking the case of a country undergoing some physical change, for instance, of climate. The proportional numbers of its inhabitants would almost immediately undergo a change, and some species might become extinct. We may conclude, from what we have seen of the intimate and complex manner in which the inhabitants of each country are bound together, that any change in the numerical proportions of some of the inhabitants, independently of the change of climate itself, would most seriously affect many of the others. If the country were open on its borders, new forms would certainly immigrate, and this also would seriously disturb the relations of some of the former inhabitants. Let it be remembered how powerful the influence of a single introduced tree or mammal has been shown to be. But in the case of an island, or of a country partly surrounded by barriers, into which new and better adapted forms could not freely enter, we should then have places in the economy of nature which would assuredly be better filled up, if some of the original inhabitants were in some manner modified; for, had the area been open to immigration, these same places would have been seized on by intruders. In such case, every slight modification, which in the course of ages chanced to arise, and which in any way favoured the individuals of any of the species, by better adapting them to their altered conditions, would tend to be preserved; and natural selection would thus have free scope for the work of improvement.

As a network is swamped by chronic anxiety, it is marked by reactivity. Those within the system no longer act rationally, but rather, high emotion becomes the dominant form of interaction. The system’s focus is directed toward the most emotionally immature and reactive members. Those who are more mature and healthy begin to adapt their behavior to appease the most irrational and unhealthy. This creates a scenario where the most emotionally unhealthy and immature members in the system become de facto leaders, shaping the emotional landscape with the focus on their negative behavior and what they see as the negative behavior of others.

If whole societies and polities are to adapt then the necessary decisions will need to be made collectively, within political institutions, as happens in wartime or national emergencies. After all, isn’t that what politics, in its most fundamental form, is about? Collective survival and the preservation of the body politic?

Embrace Reality and Deal with It 1.1 Be a hyperrealist. a. Dreams + Reality + Determination = A Successful Life. 1.2 Truth—or, more precisely, an accurate understanding of reality—is the essential foundation for any good outcome. 1.3 Be radically open-minded and radically transparent. a. Radical open-mindedness and radical transparency are invaluable for rapid learning and effective change. b. Don’t let fears of what others think of you stand in your way. c. Embracing radical truth and radical transparency will bring more meaningful work and more meaningful relationships. 1.4 Look to nature to learn how reality works. a. Don’t get hung up on your views of how things “should” be because you will miss out on learning how they really are. b. To be “good,” something must operate consistently with the laws of reality and contribute to the evolution of the whole; that is what is most rewarded. c. Evolution is the single greatest force in the universe; it is the only thing that is permanent and it drives everything. d. Evolve or die. 1.5 Evolving is life’s greatest accomplishment and its greatest reward. a. The individual’s incentives must be aligned with the group’s goals. b. Reality is optimizing for the whole—not for you. c. Adaptation through rapid trial and error is invaluable. d. Realize that you are simultaneously everything and nothing—and decide what you want to be. e. What you will be will depend on the perspective you have. 1.6 Understand nature’s practical lessons. a. Maximize your evolution. b. Remember “no pain, no gain.” c. It is a fundamental law of nature that in order to gain strength one has to push one’s limits, which is painful. 1.7 Pain + Reflection = Progress. a. Go to the pain rather than avoid it. b. Embrace tough love. 1.8 Weigh second- and third-order consequences. 1.9 Own your outcomes. 1.10 Look at the machine from the higher level. a. Think of yourself as a machine operating within a machine and know that you have the ability to alter your machines to produce better outcomes. b. By comparing your outcomes with your goals, you can determine how to modify

The best, most all-encompassing way to describe our world is hyper-novel. As we will show throughout the book, humans are extraordinarily well adapted to, and equipped for, change. But the rate of change itself is so rapid now that our brains, bodies, and social systems are perpetually out of sync. For millions of years we lived among friends and extended family, but today many people don’t even know their neighbors’ names. Some of the most fundamental truths—like the fact of two sexes—are increasingly dismissed as lies. The cognitive dissonance spawned by trying to live in a society that is changing faster than we can accommodate is turning us into people who cannot fend for ourselves. Simply put, it’s killing us.

Most of us think of evolution only in terms of genetics, but that is a mistake. Culture, thought, behavior, and the expression of genes (the genes you have can be turned on or off) also evolve. In addition, we humans can influence our evolution by the environments we construct and the choices we make; our evolution is not just a matter of chance. We have been given the great gift of being able to adapt our thinking and behavior intentionally, and to change our circumstances deliberately, to better suit healthy, purposeful living. The six flexibility skills form such a powerful set because each allows us to meet one of the six essential criteria for evolution to occur. They provide us with the tools to intentionally evolve our lives.

behavior is always changing, all the time. Our planet is a dynamic, active environment. Weather is changing. The land is changing. Continents drift. Oceans rise and fall. Mountains thrust up and erode away. All the organisms on the planet are constantly adapting to those changes. The best organisms are the ones that can adapt most rapidly. That’s why it’s hard to see how a catastrophe that produces a large change could cause extinction, since so much change is occurring all the time, anyway.” “In that case,” Thorne said, “what causes extinction?” “Certainly not rapid change alone,” Malcolm said. “The facts tell us that clearly.” “What facts?” “After every major environmental change, a wave of extinctions has usually followed—but not right away. Extinctions only occur thousands, or millions of years later. Take the last glaciation in North America. The glaciers descended, the climate changed severely, but animals didn’t die. Only after the glaciers receded, when you’d think things would go back to normal, did lots of species become extinct. That’s when giraffes and tigers and mammoths vanished on this continent. And that’s the usual pattern. It’s almost as if species are weakened by the major change, but die off later. It’s a well-recognized phenomenon.

In a less competitive and slower-moving world, weak committees can help organizations adapt at an acceptable rate. A committee makes recommendations. Key line managers reject most of the ideas. The group offers additional suggestions. The line moves another inch. The committee tries again. When both competition and technological change are limited, this approach can work. But in a faster-moving world, the weak committee always fails.

Genghis Khan’s ability to manipulate people and technology represented the experienced knowledge of more than four decades of nearly constant warfare. At no single, crucial moment in his life did he suddenly acquire his genius at warfare, his ability to inspire the loyalty of his followers, or his unprecedented skill for organizing on a global scale. These derived not from epiphanic enlightenment or formal schooling but from a persistent cycle of pragmatic learning, experimental adaptation, and constant revision driven by his uniquely disciplined mind and focused will. His fighting career began long before most of his warriors at Bukhara had been born, and in every battle he learned something new. In every skirmish, he acquired more followers and additional fighting techniques. In each struggle, he combined the new ideas into a constantly changing set of military tactics, strategies, and weapons. He never fought the same war twice.

Can you drive it?" "No. I can't drive a stick at all. It's why I took Andy's car and not one of yours." "Oh people, for goodness' sake...move over." Choo Co La Tah pushed past Jess to take the driver's seat. Curious about that, she slid over to make room for the ancient. Jess hesitated. "Do you know what you're doing?" Choo Co La Tah gave him a withering glare. "Not at all. But I figured smoeone needed to learn and no on else was volunteering. Step in and get situated. Time is of the essence." Abigail's heart pounded. "I hope he's joking about that." If not, it would be a very short trip. Ren changed into his crow form before he took flight. Jess and Sasha climbed in, then moved to the compartment behind the seat. A pall hung over all of them while Choo Co La Tah adjusted the seat and mirrors. By all means, please take your time. Not like they were all about to die or anything... She couldn't speak as she watched their enemies rapidly closing the distance between them. This was by far the scariest thing she'd seen. Unlike the wasps and scorpions, this horde could think and adapt. They even had opposable thumbs. Whole different ball game. Choo Co La Tah shifted into gear. Or at least he tried. The truck made a fierce grinding sound that caused jess to screw his face up as it lurched violently and shook like a dog coming in from the rain. "You sure you odn't want me to try?" Jess offered. Choo Co La Tah waved him away. "I'm a little rusty. Just give me a second to get used to it again." Abigail swallowed hard. "How long has it been?" Choo Co La Tah eashed off the clutch and they shuddred forward at the most impressive speed of two whole miles an hour. About the same speed as a limping turtle. "Hmm, probably sometime around nineteen hundred and..." They all waited with bated breath while he ground his way through more gears. With every shift, the engine audibly protested his skills. Silently, so did she. The truck was really moving along now. They reached a staggering fifteen miles an hour. At this rate, they might be able to overtake a loaded school bus... by tomorrow. Or at the very least, the day after that. "...must have been the summer of...hmm...let me think a moment. Fifty-three. Yes, that was it. 1953. The year they came out with color teles. It was a good year as I recall. Same year Bill Gates was born." The look on Jess's and Sasha's faces would have made her laugh if she wasn't every bit as horrified. Oh my God, who put him behind the wheel? Sasha visibly cringed as he saw how close their pursuers were to their bumper. "Should I get out and push?" Jess cursed under his breath as he saw them, too. "I'd get out and run at this point. I think you'd go faster." Choo Co La Tah took their comments in stride. "Now, now, gentlemen. All is well. See, I'm getting better." He finally made a gear without the truck spazzing or the gears grinding.

Leadership is a difficult practice personally because it almost always requires you to make a challenging adaptation yourself. What makes adaptation complicated is that it involves deciding what is so essential that it must be preserved going forward and what of all that you value can be left behind. Those are hard choices because they involve both protecting what is most important to you and bidding adieu to something you previously held dear: a relationship, a value, an idea, an image of yourself.

People change. You change. Some relationships just aren’t meant to last beyond a certain point. It’s okay to simply let those friendships fade. This is a natural evolution of some relationships. Unlike romantic relationships, with friendships there’s rarely a reason to have a full-on breakup. Even if people go in different directions and the friendship slowly peters out, trust can endure. And unlike most exes, it is possible to rekindle/reactivate friendships later on when your lives are more aligned.

THRIVE ON CHANGE. Many of us get tired of hearing that mantra, especially when we must cope with changes disrupting what we most care about. Yet the relentless acceleration of change requires flexibility of all of us, whatever our skills and roles. We are hurtling into the future, and the future will soon be a very different culture. Like an immigrant to a land with different customs and languages, we have to continually adapt and cultivate mindsets that maintain both our integrity and capacity to contribute.

ultimately, most of us would choose a rich and meaningful life over an empty, happy one, if such a thing is even possible. “Misery serves a purpose,” says psychologist David Myers. He’s right. Misery alerts us to dangers. It’s what spurs our imagination. As Iceland proves, misery has its own tasty appeal. A headline on the BBC’s website caught my eye the other day. It read: “Dirt Exposure Boosts Happiness.” Researchers at Bristol University in Britain treated lung-cancer patients with “friendly” bacteria found in soil, otherwise known as dirt. The patients reported feeling happier and had an improved quality of life. The research, while far from conclusive, points to an essential truth: We thrive on messiness. “The good life . . . cannot be mere indulgence. It must contain a measure of grit and truth,” observed geographer Yi-Fu Tuan. Tuan is the great unheralded geographer of our time and a man whose writing has accompanied me throughout my journeys. He called one chapter of his autobiography “Salvation by Geography.” The title is tongue-in-cheek, but only slightly, for geography can be our salvation. We are shaped by our environment and, if you take this Taoist belief one step further, you might say we are our environment. Out there. In here. No difference. Viewed that way, life seems a lot less lonely. The word “utopia” has two meanings. It means both “good place” and “nowhere.” That’s the way it should be. The happiest places, I think, are the ones that reside just this side of paradise. The perfect person would be insufferable to live with; likewise, we wouldn’t want to live in the perfect place, either. “A lifetime of happiness! No man could bear it: It would be hell on Earth,” wrote George Bernard Shaw, in his play Man and Superman. Ruut Veenhoven, keeper of the database, got it right when he said: “Happiness requires livable conditions, but not paradise.” We humans are imminently adaptable. We survived an Ice Age. We can survive anything. We find happiness in a variety of places and, as the residents of frumpy Slough demonstrated, places can change. Any atlas of bliss must be etched in pencil. My passport is tucked into my desk drawer again. I am relearning the pleasures of home. The simple joys of waking up in the same bed each morning. The pleasant realization that familiarity breeds contentment and not only contempt. Every now and then, though, my travels resurface and in unexpected ways. My iPod crashed the other day. I lost my entire music collection, nearly two thousand songs. In the past, I would have gone through the roof with rage. This time, though, my anger dissipated like a summer thunderstorm and, to my surprise, I found the Thai words mai pen lai on my lips. Never mind. Let it go. I am more aware of the corrosive nature of envy and try my best to squelch it before it grows. I don’t take my failures quite so hard anymore. I see beauty in a dark winter sky. I can recognize a genuine smile from twenty yards. I have a newfound appreciation for fresh fruits and vegetables. Of all the places I visited, of all the people I met, one keeps coming back to me again and again: Karma Ura,

There is such a furor of concern about the linkage between greenhouse forcing and floods that it causes society to lose focus on the things we already know for certain about floods and how to mitigate and adapt to them. Blaming climate change for flood losses makes flood losses a global issue that appears to be out of the control of regional or national institutions. The scientific community needs to emphasize that the problem of flood losses is mostly about what we do on or to the landscape and that will be the case for decades to come.

Each month our bodies go through a series of changes, many of which we may be unconscious of. These include: shifts in levels of hormones, vitamins and minerals, vaginal temperature and secretions, the structure of the womb lining and cervix, body weight, water retention, heart rate, breast size and texture, attention span, pain threshold... The changes are biological. Measurable. They are most definitely not ‘all in your head’ as many would have us believe. This is why it is so crucial to honour these changes by adapting our lives to them as much as possible.

In a very real sense, it was a game, the very subtle and entirely serious game of comparative rank which is played by all social animals. It is the method by which individuals arrange themselves—horses in a herd, wolves in a pack, people in a community—so that they can live together. The game pits two opposing forces against each other, both equally important to survival: individual autonomy and community welfare. The object is to achieve dynamic equilibrium. At times and under certain conditions individuals can be nearly autonomous. An individual can live alone and have no worry about rank, but no species can survive without interaction between individuals. The ultimate price would be more final than death. It would be extinction. On the other hand, complete individual subordination to the group is just as devastating. Life is neither static nor unchanging. With no individuality, there can be no change, no adaptation and, in an inherently changing world, any species unable to adapt is also doomed. Humans in a community, whether it is as small as two people or as large as the world, and no matter what form the society takes, will arrange themselves according to some hierarchy. Commonly understood courtesies and customs can help to smooth the friction and ease the stress of maintaining a workable balance within this constantly changing system. In some situations most individuals will not have to compromise much of their personal independence for the welfare of the community. In others, the needs of the community may demand the utmost personal sacrifice of the individual, even to life itself. Neither is more right than the other, it depends on the circumstances; but neither extreme can be maintained for long, nor can a society last if a few people exercise their individuality at the expense of the community.

Why would we have evolved this way? The most probable answer is that an organism that responds quickly to fast-changing social environments will more likely survive them. That organism won’t have to wait around, as it were, for better genes to evolve on the species level. Immunologists discovered something similar twenty-five years ago: adapting to new pathogens the old-fashioned way—waiting for natural selection to favor genes that create resistance to specific pathogens—would happen too slowly to counter the rapidly changing pathogen environment. Instead, the immune system uses networks of genes that can respond quickly and flexibly to new threats.

I wonder if all these bad things will change when I’m a high schooler…” “At the very least, they most certainly won’t change if you intend to remain the way you are.” Way to go, Yukinoshita-san! Not going easy on the young'un just after you finished apologizing to her! “But it’s enough if the people around you change,” I remarked. “There’s no need to force yourself to hang out with others.” “But things are hard on Rumi­-chan right now and if we don’t do something about it…” Yuigahama looked at Rumi with eyes full of concern. In response, Rumi winced slightly. “Hard, you say… I don’t like that. It makes me sound pathetic. It makes me feel inferior for being left out.” “Oh,” said Yuigahama. “I don’t like it, you know. But there’s nothing you can do about it.” “Why?” Yukinoshita questioned her. Rumi seemed to have some trouble speaking, but she still managed to form the right words. “I… got abandoned. I can’t get along with them anymore. Even if I did, I don’t know when it’ll start again. If the same thing were to happen, I guess I’m better off this way. I just­” She swallowed. “­don’t wanna be pathetic…” Oh. I get it. This girl was fed up. Of herself and of her surroundings. If you change yourself, your world will change, they say, but that’s a load of crap. When people already have an impression of you, it’s not easy to change your pre­existing relationships by adding something to the mix. When people evaluate each other, it’s not an addition or subtraction formula. They only perceive you through their preconceived notions. The truth is that people don’t see you as who you truly are. They only see what they want to see, the reality that they yearn for. If some disgusting guy on the low end of the caste works his arse off on something, the higher ones just snicker and say, “What’s he trying so hard for?” and that would be the end of it. If you stand out for the wrong reasons, you would just be fodder for criticism. That wouldn’t be the case in a perfect world, but for better or worse, that’s how things work with middle schoolers. Riajuu are sought for their actions as riajuu, loners are obligated to be loners, and otaku are forced to act like otaku. When the elites show their understanding of those beneath them, they are acknowledged for their open-mindedness and the depth of their benevolence, but the reverse is not tolerated. Those are the fetid rules of the Kingdom of Children. It truly is a sad state of affairs. "You can’t change the world, but you can change yourself". The hell was up with that? Adapting and conforming to a cruel and indifferent world you know you’ve already lost to – ultimately, that’s what a slave does. Wrapping it up in pretty words and deceiving even yourself is the highest form of falsehood.

One of the most remarkable properties of our brain is its capacity to change and adapt to our individual world. Neurons and neural networks actually make physical changes when stimulated; this is called neuroplasticity. The way they become stimulated is through our particular experiences: The brain changes in a “use dependent” way. The neural networks involved in piano playing, for example, will make changes when activated by a child practicing her piano. These experience-dependent changes translate into better piano playing. This aspect of neuroplasticity—repetition leads to change—is well known and is why practice in sports, arts, and academics can lead to improvement. A key principle of neuroplasticity is specificity. In order to change any part of the brain, that specific part of the brain must be activated. If you want to learn to play the piano, you can’t simply read about piano playing, or watch and listen to YouTube clips of other people playing piano. You must put your hands on the keys and play; you have to stimulate the parts of the brain involved in piano playing in order to change them. This principle of “specificity” applies to all brain-mediated functions, including the capacity to love. If you have never been loved, the neural networks that allow humans to love will be undeveloped, as in Gloria’s case. The good news is that with use, with practice, these capabilities can emerge. Given love, the unloved can become loving.

Dryden was a highly prolific literary figure, a professional writer who was at the centre of all the greatest debates of his time: the end of the Commonwealth, the return of the monarch, the political and religious upheavals of the 1680s, and the specifically literary questions of neoclassicism opposed to more modern trends. He was Poet Laureate from 1668, but lost this position in 1688 on the overthrow of James II. Dryden had become Catholic in 1685, and his allegorical poem The Hind and the Panther (1687) discusses the complex issues of religion and politics in an attempt to reconcile bitterly opposed factions. This contains a well-known line which anticipates Wordsworth more than a century later: 'By education most have been misled … / And thus the child imposes on the man'. The poem shows an awareness of change as one grows older, and the impossibility of holding one view for a lifetime: My thoughtless youth was winged with vain desires, My manhood, long misled by wandering fires, Followed false lights… After 1688, Dryden returned to the theatre, which had given him many of his early successes in tragedy, tragi-comedy, and comedy, as well as with adaptations of Shakespeare. ...... Dryden was an innovator, leading the move from heroic couplets to blank verse in drama, and at the centre of the intellectual debates of the Augustan age. He experimented with verse forms throughout his writing life until Fables Ancient and Modern (1700), which brings together critical, translated, and original works, in a fitting conclusion to a varied career.

Without sex, the only way for bacteria to adapt is through mutation, which is caused by reproductive error or environmental damage. Most mutations are hurtful; they make for even less successful bacteria—though eventually, with luck, a mutation would arise that made for a more heat-resistant bacterium. Asexual adaptation is problematic because the dictate of the world, “Change or die,” runs directly counter to one of the primary dictates of life: “Maintain the integrity of the genome.” In engineering, this type of clash is called a coupled design. Two functions of a system clash so that it is not possible to adjust one without negatively affecting the other. In sexual reproduction, by contrast, the inherent scrambling, or recombination, affords a vast scope for change, yet still maintains genetic integrity.

But overprotection is just one part of a larger trend that we call problems of progress. This term refers to bad consequences produced by otherwise good social changes. It’s great that our economic system produces an abundance of food at low prices, but the flip side is an epidemic of obesity. It’s great that we can connect and communicate with people instantly and for free, but this hyperconnection may be damaging the mental health of young people. It’s great that we have refrigerators, antidepressants, air conditioning, hot and cold running water, and the ability to escape from most of the physical hardships that were woven into the daily lives of our ancestors back to the dawn of our species. Comfort and physical safety are boons to humanity, but they bring some costs, too. We adapt to our new and improved circumstances and then lower the bar for what we count as intolerable levels of discomfort and risk. By the standards of our great-grandparents, nearly all of us are coddled. Each generation tends to see the one after it as weak, whiny, and lacking in resilience. Those older generations may have a point, even though these generational changes reflect real and positive progress. To repeat, we are not saying that the problems facing students, and young people more generally, are minor or “all in their heads.” We are saying that what people choose to do in their heads will determine how those real problems affect them. Our argument is ultimately pragmatic, not moralistic: Whatever your identity, background, or political ideology, you will be happier, healthier, stronger, and more likely to succeed in pursuing your own goals if you do the opposite of what Misoponos advised.

In short, trauma is about loss of connection to ourselves, to our bodies, to our families, to others, and to the world around us. This loss of connection is often hard to recognize, because it doesn't happen all at once. It can happen slowly, over time, and we adapt to these subtle changes sometimes without even noticing them. These are the hidden effects of trauma, the ones most of us keep to ourselves. We may simply sense that we do not feel quite right, without ever becoming fully aware of what is taking place; that is, the gradual undermining of our self-esteem, self-confidence, feelings of well-being, and connection to life. Our choices become limited as we avoid certain feelings, people, situations, and places. The result of this gradual constriction of freedom is the loss of vitality and potential for the fulfillment of our dreams." Healing Trauma: A Pioneering Program for Restoring the Wisdom of Your Body, Peter Levine

Her disillusionment with the business had intensified as the need to simplify her stories increased. Her original treatments for Blondie of the Follies and The Prizefighter and the Lady had much more complexity and many more characters than ever made it to the screen, and adapting The Good Earth had served as a nagging reminder of the inherent restraints of film. Frances found herself inspired by memories of Jack London, sitting on the veranda with her father as they extolled the virtues of drinking their liquor “neat,” and remembered his telling her that he went traveling to experience adventure, but “then come back to an unrelated environment and write. I seek one of nature’s hideouts, like this isolated Valley, then I see more clearly the scenes that are the most vivid in my memory.” So she arrived in Napa with the idea of writing the novel she started in her hospital bed with the backdrop of “the chaos, confusion, excitement and daily tidal changes” of the studios, but as she sat on the veranda at Aetna Springs, she knew she was still too close to her mixed feelings about the film business.48 As she walked the trails and passed the schoolhouse that had served the community for sixty years, she talked to the people who had lived there in seclusion for several generations and found their stories “similar to case histories recorded by Freud or Jung.” She concentrated on the women she saw carrying the burden in this community and all others and gave them a depth of emotion and detail. Her series of short stories was published under the title Valley People and critics praised it as a “heartbreak book” that would “never do for screen material.” It won the public plaudits of Dorothy Parker, Rupert Hughes, Joseph Hergesheimer, and other popular writers and Frances proudly viewed Valley People as “an honest book with no punches pulled” and “a tribute to my suffering sex.

I’m talking about all the order in the natural world,” Malcolm said. “And how perhaps it can emerge fast, through crystallization. Because complex animals can evolve their behavior rapidly. Changes can occur very quickly. Human beings are transforming the planet, and nobody knows whether it’s a dangerous development or not. So these behavioral processes can happen faster than we usually think evolution occurs. In ten thousand years human beings have gone from hunting to farming to cities to cyberspace. Behavior is screaming forward, and it might be nonadaptive. Nobody knows. Although personally, I think cyberspace means the end of our species.” “Yes? Why is that?” “Because it means the end of innovation,” Malcolm said. “This idea that the whole world is wired together is mass death. Every biologist knows that small groups in isolation evolve fastest. You put a thousand birds on an ocean island and they’ll evolve very fast. You put ten thousand on a big continent, and their evolution slows down. Now, for our own species, evolution occurs mostly through our behavior. We innovate new behavior to adapt. And everybody on earth knows that innovation only occurs in small groups. Put three people on a committee and they may get something done. Ten people, and it gets harder. Thirty people, and nothing happens. Thirty million, it becomes impossible. That’s the effect of mass media—it keeps anything from happening. Mass media swamps diversity. It makes every place the same. Bangkok or Tokyo or London: there’s a McDonald’s on one corner, a Benetton on another, a Gap across the street. Regional differences vanish. All differences vanish. In a mass-media world, there’s less of everything except the top ten books, records, movies, ideas. People worry about losing species diversity in the rain forest. But what about intellectual diversity—our most necessary resource? That’s disappearing faster than trees. But we haven’t figured that out, so now we’re planning to put five billion people together in cyberspace. And it’ll freeze the entire species. Everything will stop dead in its tracks. Everyone will think the same thing at the same time. Global uniformity. Oh,

You’ll see the day, ten years from now, when Adolf Hitler will occupy precisely the same position in Germany that Jesus Christ has now. —REINHARD HEYDRICH One sometimes hears that Hitler was a Christian. He was certainly not, but neither was he openly anti-Christian, as most of his top lieutenants were. What helped him aggrandize power, he approved of, and what prevented it, he did not. He was utterly pragmatic. In public he often made comments that made him sound pro-church or pro-Christian, but there can be no question that he said these things cynically, for political gain. In private, he possessed an unblemished record of statements against Christianity and Christians. Especially early in his career, Hitler wished to appear as a typical German, so he praised the churches as bastions of morality and traditional values. But he also felt that, in time, the churches would adapt to the National Socialist way of thinking. They would eventually be made into vessels for Nazi ideology, so it little served his purposes to destroy them. It would be easier to change what already existed and benefit from whatever cultural cachet they possessed. 166

The beauty of Mars exists in the human mind. without the human presence it is just a concatenation of atoms, no different than any other random speck of matter in the universe. It's we who understand it, and we who give it meaning. All our centuries of looking up at the night sky and watching it wander through the stars. All those nights of watching it through the telescopes, looking at a tiny disk trying to see canals in the albedo changes. All those dumb sci-fi novels with their monsters and maidens and dying civilizations. And all the scientists who studied the data, or got us here. That's what makes Mars Beautiful. Not the basalt and the oxides. Now that we are here, it isn't enough to just hide under ten meters of soil and study the rock. That's science, yes, and needed science too. But science is more than that. Science is part of a larger human enterprise, and that enterprise includes going to the stars, adapting to other planets, adapting them to us. Science is creation. The lack of life here, and the lack of any finding in fifty years of the SETI program, indicates that life is rare, and intelligent life even rarer. And yet the whole meaning of the universe, its beauty, is contained in the consciousness of intelligent life. We are the consciousness of the universe, and our job is to spread that around, to go look at things, to live everywhere we can. It's too dangerous to keep the consciousness of the universe on only one planet, it could be wiped out. And so now we're on two, three if you count the moon. And we can change this one to make it safer to live on. Changing it won't destroy it. Reading its past might get harder, but the beauty of it won't go away. If there are lakes, or forests, or glaciers, how does that diminish Mars beauty? I don't think it does. I think it only enhances it. It adds life, the most beautiful system of all. But nothing life can do will bring Tharsis down, or fill Marineris. Mars will always remain Mars, different from Earth, colder and wilder. But it can be Mars and ours at the same time. And it will be. There is this about the human mind; if it can be done, it will be done. We can transform Mars and build it like you would build a cathedral, as a monument to humanity and the universe both. We can do it, so we will do it. So, we might as well start.

Ocean Acidification is sometimes referred to as Global Warming's Equally Evil Twin. The irony is intentional and fair enough as far as it goes... No single mechanism explains all the mass extinctions in the record and yet changes in ocean chemistry seem to be a pretty good predictor. Ocean Acidification played a role in at least 2 of the Big Five Extinctions: the End-Permian and the End-Triassic. And quite possibly it was a major factor in a third, the End-Cretaceous. ...Why is ocean acidification so dangerous? The question is tough to answer only because the list of reasons is so long. Depending on how tightly organisms are able to regulate their internal chemistry, acidification may affect such basic processes as metabolism, enzyme activity, and protein function. Because it will change the makeup of microbial communities, it will alter the availability of key nutrients, like iron and nitrogen. For similar reasons, it will change the amount of light that passes through the water, and for somewhat different reasons, it will alter the way sound propagates. (In general, acidification is expected to make the seas noisier.) It seems likely to promote the growth of toxic algae. It will impact photosynthesis—many plant species are apt to benefit from elevated CO2 levels—and it will alter the compounds formed by dissolved metals, in some cases in ways that could be poisonous. Of the myriad possible impacts, probably the most significant involves the group of creatures known as calcifiers. (The term calcifier applies to any organism that builds a shell or external skeleton or, in the case of plants, a kind of internal scaffolding out of the mineral calcium carbonate.)... Ocean acidification increases the cost of calcification by reducing the number of carbonate ions available to organisms that build shells or exoskeletons. Imagine trying to build a house while someone keeps stealing your bricks. The more acidified the water, the greater the energy that’s required to complete the necessary steps. At a certain point, the water becomes positively corrosive, and solid calcium carbonate begins to dissolve. This is why the limpets that wander too close to the vents at Castello Aragonese end up with holes in their shells. According to geologists who work in the area, the vents have been spewing carbon dioxide for at least several hundred years, maybe longer. Any mussel or barnacle or keel worm that can adapt to lower pH in a time frame of centuries presumably already would have done so. “You give them generations on generations to survive in these conditions, and yet they’re not there,” Hall-Spencer observed.

Pull approaches differ significantly from push approaches in terms of how they organize and manage resources. Push approaches are typified by "programs" - tightly scripted specifications of activities designed to be invoked by known parties in pre-determined contexts. Of course, we don't mean that all push approaches are software programs - we are using this as a broader metaphor to describe one way of organizing activities and resources. Think of thick process manuals in most enterprises or standardized curricula in most primary and secondary educational institutions, not to mention the programming of network television, and you will see that institutions heavily rely on programs of many types to deliver resources in pre-determined contexts. Pull approaches, in contrast, tend to be implemented on "platforms" designed to flexibly accommodate diverse providers and consumers of resources. These platforms are much more open-ended and designed to evolve based on the learning and changing needs of the participants. Once again, we do not mean to use platforms in the literal sense of a tangible foundation, but in a broader, metaphorical sense to describe frameworks for orchestrating a set of resources that can be configured quickly and easily to serve a broad range of needs. Think of Expedia's travel service or the emergency ward of a hospital and you will see the contrast with the hard-wired push programs.

More than anything, we have lost the cultural customs and traditions that bring extended families together, linking adults and children in caring relationships, that give the adult friends of parents a place in their children's lives. It is the role of culture to cultivate connections between the dependent and the dependable and to prevent attachment voids from occurring. Among the many reasons that culture is failing us, two bear mentioning. The first is the jarringly rapid rate of change in twentieth-century industrial societies. It requires time to develop customs and traditions that serve attachment needs, hundreds of years to create a working culture that serves a particular social and geographical environment. Our society has been changing much too rapidly for culture to evolve accordingly. There is now more change in a decade than previously in a century. When circumstances change more quickly than our culture can adapt to, customs and traditions disintegrate. It is not surprising that today's culture is failing its traditional function of supporting adult-child attachments. Part of the rapid change has been the electronic transmission of culture, allowing commercially blended and packaged culture to be broadcast into our homes and into the very minds of our children. Instant culture has replaced what used to be passed down through custom and tradition and from one generation to another. “Almost every day I find myself fighting the bubble-gum culture my children are exposed to,” said a frustrated father interviewed for this book. Not only is the content often alien to the culture of the parents but the process of transmission has taken grandparents out of the loop and made them seem sadly out of touch. Games, too, have become electronic. They have always been an instrument of culture to connect people to people, especially children to adults. Now games have become a solitary activity, watched in parallel on television sports-casts or engaged in in isolation on the computer. The most significant change in recent times has been the technology of communication — first the phone and then the Internet through e-mail and instant messaging. We are enamored of communication technology without being aware that one of its primary functions is to facilitate attachments. We have unwittingly put it into the hands of children who, of course, are using it to connect with their peers. Because of their strong attachment needs, the contact is highly addictive, often becoming a major preoccupation. Our culture has not been able to evolve the customs and traditions to contain this development, and so again we are all left to our own devices. This wonderful new technology would be a powerfully positive instrument if used to facilitate child-adult connections — as it does, for example, when it enables easy communication between students living away from home, and their parents. Left unchecked, it promotes peer orientation.

The concept of product/ market fit originates in Marc Andreessen’s seminal blog post “The Only Thing That Matters.” In his essay, Andreessen argues that the most important factor in successful start-ups is the combination of market and product. His definition couldn’t be simpler: “Product/ market fit means being in a good market with a product that can satisfy that market.” Without product/ market fit, it’s impossible to grow a start-up into a successful business. As Andreessen notes, You see a surprising number of really well-run start-ups that have all aspects of operations completely buttoned down, HR policies in place, great sales model, thoroughly thought-through marketing plan, great interview processes, outstanding catered food, 30" monitors for all the programmers, top tier VCs on the board—heading straight off a cliff due to not ever finding product/ market fit. Unfortunately, it’s far easier to define product/ market fit than it is to establish it! When you start a new company, the key product/ market fit question you need to answer is whether you have discovered a nonobvious market opportunity where you have a unique advantage or approach, and one that competing players won’t see until you’ve had a chance to build a healthy lead. It’s usually difficult to find such an opportunity in a “hot” space; if an opportunity is obvious to everyone, the chance that you’ll be the one who succeeds is exceedingly low. Most nonobvious opportunities arise from a change in the market that the incumbents aren’t willing or able to adapt to.

Situation awareness means possessing an explorer mentality A general never knows anything with certainty, never sees his enemy clearly, and never knows positively where he is. When armies are face to face, the least accident in the ground, the smallest wood, may conceal part of the enemy army. The most experienced eye cannot be sure whether it sees the whole of the enemy’s army or only three-fourths. It is by the mind’s eye, by the integration of all reasoning, by a kind of inspiration that the general sees, knows, and judges. ~Napoleon 5   In order to effectively gather the appropriate information as it’s unfolding we must possess the explorer mentality.  We must be able to recognize patterns of behavior. Then we must recognize that which is outside that normal pattern. Then, you take the initiative so we maintain control. Every call, every incident we respond to possesses novelty. Car stops, domestic violence calls, robberies, suspicious persons etc.  These individual types of incidents show similar patterns in many ways. For example, a car stopped normally pulls over to the side of the road when signaled to do so.  The officer when ready, approaches the operator, a conversation ensues, paperwork exchanges, and the pulled over car drives away. A domestic violence call has its own normal patterns; police arrive, separate involved parties, take statements and arrest aggressor and advise the victim of abuse prevention rights. We could go on like this for all the types of calls we handle as each type of incident on its own merits, does possess very similar patterns. Yet they always, and I mean always possess something different be it the location, the time of day, the person you are dealing with. Even if it’s the same person, location, time and day, the person you’re dealing who may now be in a different emotional state and his/her motives and intent may be very different. This breaks that normal expected pattern.  Hence, there is a need to always be open-minded, alert and aware, exploring for the signs and signals of positive or negative change in conditions. In his Small Wars journal article “Thinking and Acting like an Early Explorer” Brigadier General Huba Wass de Czege (US Army Ret.) describes the explorer mentality:   While tactical and strategic thinking are fundamentally different, both kinds of thinking must take place in the explorer’s brain, but in separate compartments. To appreciate this, think of the metaphor of an early American explorer trying to cross a large expanse of unknown terrain long before the days of the modern conveniences. The explorer knows that somewhere to the west lies an ocean he wants to reach. He has only a sketch-map of a narrow corridor drawn by a previously unsuccessful explorer. He also knows that highly variable weather and frequent geologic activity can block mountain passes, flood rivers, and dry up desert water sources. He also knows that some native tribes are hostile to all strangers, some are friendly and others are fickle, but that warring and peace-making among them makes estimating their whereabouts and attitudes difficult.6

crucial that we acknowledge two cardinal truths. First, whining and complaining about unfavorable conditions does nothing to resolve them. Second, it can too easily introduce a host of negative emotions that result in further despair and disappointment. Maintaining a positive mindset is pivotal to facing adversity with courage. Each morning, reflect on things that have gone right for you. Each afternoon, think about everything you have for which to be thankful. Each evening, before you go to bed, contemplate the small victories you enjoyed throughout the day. Practice gratitude daily. Habit #5: Build a tolerance for change. Mental toughness requires that you be flexible to your circumstances. When things go wrong, you must be able to adapt in order to act with purpose. Most of us dread change. We enjoy predictability because it reduces uncertainty. Fear of uncertainty is one of the chief impediments to taking purposeful action. Building this habit entails leaving your comfort zone. It calls for actively seeking changes that you can incorporate into your life. The upside is that doing so will desensitize you to changing circumstances, increasing your tolerance for them. As your tolerance increases, your fear will naturally erode. The great thing about habit development is that you can advance at your own pace. Again, it’s best to start with small steps and progress slowly. But each of us is different with regard to what “small” and “slowly” mean. Design a plan that aligns with your existing routines and caters to your available time, attention, and energy. EXERCISE #6 Write down three habits you’d like to develop. Next to each one, write down

Like stress, emotion is a concept we often invoke without a precise sense of its meaning. And, like stress, emotions have several components. The psychologist Ross Buck distinguishes between three levels of emotional responses, which he calls Emotion I, Emotion II and Emotion III, classified according to the degree we are conscious of them. Emotion III is the subjective experience, from within oneself. It is how we feel. In the experience of Emotion III there is conscious awareness of an emotional state, such as anger or joy or fear, and its accompanying bodily sensations. Emotion II comprises our emotional displays as seen by others, with or without our awareness. It is signalled through body language — “non-verbal signals, mannerisms, tones of voices, gestures, facial expressions, brief touches, and even the timing of events and pauses between words. [They] may have physiologic consequences — often outside the awareness of the participants.” It is quite common for a person to be oblivious to the emotions he is communicating, even though they are clearly read by those around him. Our expressions of Emotion II are what most affect other people, regardless of our intentions. A child’s displays of Emotion II are also what parents are least able to tolerate if the feelings being manifested trigger too much anxiety in them. As Dr. Buck points out, a child whose parents punish or inhibit this acting-out of emotion will be conditioned to respond to similar emotions in the future by repression. The self-shutdown serves to prevent shame and rejection. Under such conditions, Buck writes, “emotional competence will be compromised…. The individual will not in the future know how to effectively handle the feelings and desires involved. The result would be a kind of helplessness.” The stress literature amply documents that helplessness, real or perceived, is a potent trigger for biological stress responses. Learned helplessness is a psychological state in which subjects do not extricate themselves from stressful situations even when they have the physical opportunity to do so. People often find themselves in situations of learned helplessness — for example, someone who feels stuck in a dysfunctional or even abusive relationship, in a stressful job or in a lifestyle that robs him or her of true freedom. Emotion I comprises the physiological changes triggered by emotional stimuli, such as the nervous system discharges, hormonal output and immune changes that make up the flight-or-fight reaction in response to threat. These responses are not under conscious control, and they cannot be directly observed from the outside. They just happen. They may occur in the absence of subjective awareness or of emotional expression. Adaptive in the acute threat situation, these same stress responses are harmful when they are triggered chronically without the individual’s being able to act in any way to defeat the perceived threat or to avoid it. Self-regulation, writes Ross Buck, “involves in part the attainment of emotional competence, which is defined as the ability to deal in an appropriate and satisfactory way with one’s own feelings and desires.” Emotional competence presupposes capacities often lacking in our society, where “cool” — the absence of emotion — is the prevailing ethic, where “don’t be so emotional” and “don’t be so sensitive” are what children often hear, and where rationality is generally considered to be the preferred antithesis of emotionality. The idealized cultural symbol of rationality is Mr. Spock, the emotionally crippled Vulcan character on Star Trek.

It may seem paradoxical to claim that stress, a physiological mechanism vital to life, is a cause of illness. To resolve this apparent contradiction, we must differentiate between acute stress and chronic stress. Acute stress is the immediate, short-term body response to threat. Chronic stress is activation of the stress mechanisms over long periods of time when a person is exposed to stressors that cannot be escaped either because she does not recognize them or because she has no control over them. Discharges of nervous system, hormonal output and immune changes constitute the flight-or-fight reactions that help us survive immediate danger. These biological responses are adaptive in the emergencies for which nature designed them. But the same stress responses, triggered chronically and without resolution, produce harm and even permanent damage. Chronically high cortisol levels destroy tissue. Chronically elevated adrenalin levels raise the blood pressure and damage the heart. There is extensive documentation of the inhibiting effect of chronic stress on the immune system. In one study, the activity of immune cells called natural killer (NK) cells were compared in two groups: spousal caregivers of people with Alzheimer’s disease, and age- and health-matched controls. NK cells are front-line troops in the fight against infections and against cancer, having the capacity to attack invading micro-organisms and to destroy cells with malignant mutations. The NK cell functioning of the caregivers was significantly suppressed, even in those whose spouses had died as long as three years previously. The caregivers who reported lower levels of social support also showed the greatest depression in immune activity — just as the loneliest medical students had the most impaired immune systems under the stress of examinations. Another study of caregivers assessed the efficacy of immunization against influenza. In this study 80 per cent among the non-stressed control group developed immunity against the virus, but only 20 per cent of the Alzheimer caregivers were able to do so. The stress of unremitting caregiving inhibited the immune system and left people susceptible to influenza. Research has also shown stress-related delays in tissue repair. The wounds of Alzheimer caregivers took an average of nine days longer to heal than those of controls. Higher levels of stress cause higher cortisol output via the HPA axis, and cortisol inhibits the activity of the inflammatory cells involved in wound healing. Dental students had a wound deliberately inflicted on their hard palates while they were facing immunology exams and again during vacation. In all of them the wound healed more quickly in the summer. Under stress, their white blood cells produced less of a substance essential to healing. The oft-observed relationship between stress, impaired immunity and illness has given rise to the concept of “diseases of adaptation,” a phrase of Hans Selye’s. The flight-or-fight response, it is argued, was indispensable in an era when early human beings had to confront a natural world of predators and other dangers. In civilized society, however, the flight-fight reaction is triggered in situations where it is neither necessary nor helpful, since we no longer face the same mortal threats to existence. The body’s physiological stress mechanisms are often triggered inappropriately, leading to disease. There is another way to look at it. The flight-or-fight alarm reaction exists today for the same purpose evolution originally assigned to it: to enable us to survive. What has happened is that we have lost touch with the gut feelings designed to be our warning system. The body mounts a stress response, but the mind is unaware of the threat. We keep ourselves in physiologically stressful situations, with only a dim awareness of distress or no awareness at all.

The turning-point [in Klosters, Switzerland in 1988] [Diana’s sister] Jane’s wonderfully solid. If you ring up with a drama, she says: ‘Golly, gosh, Duch, how horrible, how sad and how awful’ and gets angry. But my sister Sarah swears: ‘Poor Duch, such a shitty thing to happen.’ My father says: ‘Just remember we always love you.’ But that summer [1988] when I made so many cock-ups I sat myself down in the autumn, when I was in Scotland, and I remember saying to myself: ‘Right, Diana, it’s no good, you’ve got to change it right round, this publicity, you’ve got to grow up and be responsible. You’ve got to understand that you can’t do what other 26- and 27-year olds are doing. You’ve been chosen to do a position so you must adapt to the position and stop fighting it.’ I remember my conversation so well, sitting by water. I always sit by water when contemplating. Stephen Twigg [a therapist] who comes to see me said once: ‘Whatever anybody else thinks of you is none of your business.’ That sat with me. Then once someone said to me, when I said I’ve got to go up to Balmoral, and they said: ‘Well, you’ve got to put up with them but they’ve also got to put up with you.’ This myth about me hating Balmoral--I love Scotland but just the atmosphere drains me to nothing. I go up ‘strong Diana.’ I come away depleted of everything because they just suck me dry, because I tune in to all their moods and, boy, are there some undercurrents there! Instead of having a holiday, it’ the most stressful time of the year. I love being out all day. I love the stalking. I’m much happier now. I’m not blissful but much more content than I’ve ever been. I’ve really gone down deep, scraped the bottom a couple times and come up again and it’s very nice meeting people now and talking about tai-chi and people say: ‘Tai-chi--what do you know about tai-chi?’ and I said: ‘An energy flow,’ and all this and they look at me and they say: ‘She’s the girl who’s supposed to like shopping and clothes the whole time. She’s not supposed to know about spiritual things.

Pull in Friendships and Fresh Adventures: Five men are walking across the Golden Gate Bridge on an outing organized by their wives who are college friends. The women move ahead in animated conversation. One man describes the engineering involved in the bridge's long suspension. Another points to the changing tide lines below. A third asked if they've heard of the new phone apps for walking tours. The fourth observes how refreshing it is to talk with people who aren't lawyers like him. Yes, we tend to notice the details that most relate to our work or our life experience. It is also no surprise that we instinctively look for those who share our interests. This is especially true in times of increasing pressure and uncertainty. We have an understandable tendency in such times to seek out the familiar and comfortable as a buffer against the disruptive changes surrounding us. In so doing we can inadvertently put ourselves in a cage of similarity that narrows our peripheral vision of the world and our options. The result? We can be blindsided by events and trends coming at us from directions we did not see. The more we see reinforcing evidence that we are right in our beliefs the more rigid we become in defending them. Hint: If you are part of a large association, synagogue, civic group or special interest club, encourage the organization to support the creation of self-organized, special interest groups of no more than seven people, providing a few suggestions of they could operate. Such loosely affiliated small groups within a larger organization deepen a sense of belonging, help more people learn from diverse others and stay open to growing through that shared learning and collaboration. That's one way that members of Rick Warren's large Saddleback Church have maintained a close-knit feeling yet continue to grow in fresh ways. imilarly the innovative outdoor gear company Gore-Tex has nimbly grown by using their version of self-organized groups of 150 or less within the larger corporation. In fact, they give grants to those who further their learning about that philosophy when adapted to outdoor adventure, traveling in compact groups of "close friends who had mutual respect and trust for one another.

A few hundred million years later, some of these eukaryotes developed a novel adaptation: they stayed together after cell division to form multicellular organisms in which every cell had exactly the same genes. These are the three-boat septuplets in my example. Once again, competition is suppressed (because each cell can only reproduce if the organism reproduces, via its sperm or egg cells). A group of cells becomes an individual, able to divide labor among the cells (which specialize into limbs and organs). A powerful new kind of vehicle appears, and in a short span of time the world is covered with plants, animals, and fungi.37 It’s another major transition. Major transitions are rare. The biologists John Maynard Smith and Eörs Szathmáry count just eight clear examples over the last 4 billion years (the last of which is human societies).38 But these transitions are among the most important events in biological history, and they are examples of multilevel selection at work. It’s the same story over and over again: Whenever a way is found to suppress free riding so that individual units can cooperate, work as a team, and divide labor, selection at the lower level becomes less important, selection at the higher level becomes more powerful, and that higher-level selection favors the most cohesive superorganisms.39 (A superorganism is an organism made out of smaller organisms.) As these superorganisms proliferate, they begin to compete with each other, and to evolve for greater success in that competition. This competition among superorganisms is one form of group selection.40 There is variation among the groups, and the fittest groups pass on their traits to future generations of groups. Major transitions may be rare, but when they happen, the Earth often changes.41 Just look at what happened more than 100 million years ago when some wasps developed the trick of dividing labor between a queen (who lays all the eggs) and several kinds of workers who maintain the nest and bring back food to share. This trick was discovered by the early hymenoptera (members of the order that includes wasps, which gave rise to bees and ants) and it was discovered independently several dozen other times (by the ancestors of termites, naked mole rats, and some species of shrimp, aphids, beetles, and spiders).42 In each case, the free rider problem was surmounted and selfish genes began to craft relatively selfless group members who together constituted a supremely selfish group.

The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man.” George Bernard Shaw On a cool fall evening in 2008, four students set out to revolutionize an industry. Buried in loans, they had lost and broken eyeglasses and were outraged at how much it cost to replace them. One of them had been wearing the same damaged pair for five years: He was using a paper clip to bind the frames together. Even after his prescription changed twice, he refused to pay for pricey new lenses. Luxottica, the 800-pound gorilla of the industry, controlled more than 80 percent of the eyewear market. To make glasses more affordable, the students would need to topple a giant. Having recently watched Zappos transform footwear by selling shoes online, they wondered if they could do the same with eyewear. When they casually mentioned their idea to friends, time and again they were blasted with scorching criticism. No one would ever buy glasses over the internet, their friends insisted. People had to try them on first. Sure, Zappos had pulled the concept off with shoes, but there was a reason it hadn’t happened with eyewear. “If this were a good idea,” they heard repeatedly, “someone would have done it already.” None of the students had a background in e-commerce and technology, let alone in retail, fashion, or apparel. Despite being told their idea was crazy, they walked away from lucrative job offers to start a company. They would sell eyeglasses that normally cost $500 in a store for $95 online, donating a pair to someone in the developing world with every purchase. The business depended on a functioning website. Without one, it would be impossible for customers to view or buy their products. After scrambling to pull a website together, they finally managed to get it online at 4 A.M. on the day before the launch in February 2010. They called the company Warby Parker, combining the names of two characters created by the novelist Jack Kerouac, who inspired them to break free from the shackles of social pressure and embark on their adventure. They admired his rebellious spirit, infusing it into their culture. And it paid off. The students expected to sell a pair or two of glasses per day. But when GQ called them “the Netflix of eyewear,” they hit their target for the entire first year in less than a month, selling out so fast that they had to put twenty thousand customers on a waiting list. It took them nine months to stock enough inventory to meet the demand. Fast forward to 2015, when Fast Company released a list of the world’s most innovative companies. Warby Parker didn’t just make the list—they came in first. The three previous winners were creative giants Google, Nike, and Apple, all with over fifty thousand employees. Warby Parker’s scrappy startup, a new kid on the block, had a staff of just five hundred. In the span of five years, the four friends built one of the most fashionable brands on the planet and donated over a million pairs of glasses to people in need. The company cleared $100 million in annual revenues and was valued at over $1 billion. Back in 2009, one of the founders pitched the company to me, offering me the chance to invest in Warby Parker. I declined. It was the worst financial decision I’ve ever made, and I needed to understand where I went wrong.

The Seventh Central Pay Commission was appointed in February 2014 by the Government of India (Ministry of Finance) under the Chairmanship of Justice Ashok Kumar Mathur. The Commission has been given 18 months to make its recommendations. The terms of reference of the Commission are as follows:  1. To examine, review, evolve and recommend changes that are desirable and feasible regarding the principles that should govern the emoluments structure including pay, allowances and other facilities/benefits, in cash or kind, having regard to rationalisation and simplification therein as well as the specialised needs of various departments, agencies and services, in respect of the following categories of employees:-  (i) Central Government employees—industrial and non-industrial; (ii) Personnel belonging to the All India Services; (iii) Personnel of the Union Territories; (iv) Officers and employees of the Indian Audit and Accounts Department; (v) Members of the regulatory bodies (excluding the RBI) set up under the Acts of Parliament; and (vi) Officers and employees of the Supreme Court.   2. To examine, review, evolve and recommend changes that are desirable and feasible regarding the principles that should govern the emoluments structure, concessions and facilities/benefits, in cash or kind, as well as the retirement benefits of the personnel belonging to the Defence Forces, having regard to the historical and traditional parties, with due emphasis on the aspects unique to these personnel.   3. To work out the framework for an emoluments structure linked with the need to attract the most suitable talent to government service, promote efficiency, accountability and responsibility in the work culture, and foster excellence in the public governance system to respond to the complex challenges of modern administration and the rapid political, social, economic and technological changes, with due regard to expectations of stakeholders, and to recommend appropriate training and capacity building through a competency based framework.   4. To examine the existing schemes of payment of bonus, keeping in view, inter-alia, its bearing upon performance and productivity and make recommendations on the general principles, financial parameters and conditions for an appropriate incentive scheme to reward excellence in productivity, performance and integrity.   5. To review the variety of existing allowances presently available to employees in addition to pay and suggest their rationalisation and simplification with a view to ensuring that the pay structure is so designed as to take these into account.   6. To examine the principles which should govern the structure of pension and other retirement benefits, including revision of pension in the case of employees who have retired prior to the date of effect of these recommendations, keeping in view that retirement benefits of all Central Government employees appointed on and after 01.01.2004 are covered by the New Pension Scheme (NPS).   7. To make recommendations on the above, keeping in view:  (i) the economic conditions in the country and the need for fiscal prudence; (ii) the need to ensure that adequate resources are available for developmental expenditures and welfare measures; (iii) the likely impact of the recommendations on the finances of the state governments, which usually adopt the recommendations with some modifications; (iv) the prevailing emolument structure and retirement benefits available to employees of Central Public Sector Undertakings; and (v) the best global practices and their adaptability and relevance in Indian conditions.   8. To recommend the date of effect of its recommendations on all the above.