Multiple Tasks Quotes

...the simple act of being interrupted is one of the biggest barriers to productivity...What looks like multitasking is really switching back and forth between multiple tasks, which reduces productivity and increases mistakes by up to 50 percent.

Even multitasking, that prized feat of modern-day office warriors, turns out to be a myth. Scientists now know that the brain is incapable of paying attention to two things at the same time. What looks like multitasking is really switching back and forth between multiple tasks, which reduces productivity and increases mistakes by up to 50 percent.

Today, when routine cognitive tasks are digitized and automated, and multiple lifetimes worth of information are accessible at our fingertips (much of which rapidly becomes obsolete), the focus of education must shift.

she yearned for success in multiple tasks in life and ended up accomplishing none.

In week two, build an optimal schedule. Lock everything into place in fifteen- to thirty-minute blocks. Some tasks will take multiple blocks or entire days. Fine. When you work, only work on one thing at a time, think about the task in front of you and pursue it relentlessly. When it comes time for the next task on your schedule, place that first one aside, and apply the same focus.

From cradle to grave this problem of running order through chaos, direction through space, discipline through freedom, unity through multiplicity, has always been, and must always be, the task of education, as it is the moral of religion, philosophy, science, art, politics and economy; but a boy's will is his life, and he dies when it is broken, as the colt dies in harness, taking a new nature in becoming tame...

Indeed, excessive stimulation seems to impede learning: a recent study found that people learn better after a quiet stroll through the woods than after a noisy walk down a city street. Another study, of 38,000 knowledge workers across different sectors, found that the simple act of being interrupted is one of the biggest barriers to productivity. Even multitasking, that prized feat of modern-day office warriors, turns out to be a myth. Scientists now know that the brain is incapable of paying attention to two things at the same time. What looks like multitasking is really switching back and forth between multiple tasks, which reduces productivity and increases mistakes by up to 50 percent.

researchers at the University of Minnesota have shown that the ability to successfully switch attention among multiple tasks is still developing through the teenage years. So it may not come as a surprise to learn that of the nearly six thousand adolescents who die every year in automobile accidents, 87 percent die because of distracted driving.

Scientists now know that the brain is incapable of paying attention to two things at the same time. What looks like multitasking is really switching back and forth between multiple tasks, which reduces productivity and increases mistakes by up to 50 percent.

Stop over-loading yourself with numberless tasks. Give time to yourself for rest and positive deliberations. You can’t think better and plan better when you are under stress!

Multilevel multitasking multiplied multiple times is Event Management.

Doing multiple tasks at the same time is less effective than single-tasking. But doing multiple projects at once is sometimes more effective than only one project at once.

What looks like multitasking is really switching back and forth between multiple tasks, which reduces productivity and increases mistakes by up to 50 percent.

In testing, being required to supply an answer rather than select from multiple choice options often provides stronger learning benefits. Having to write a short essay makes them stronger still. Overcoming these mild difficulties is a form of active learning, where students engage in higher-order thinking tasks rather than passively receiving knowledge conferred by others.

Interpretation takes the sensory experience of the work of art for granted, and proceeds from there. This cannot be taken for granted, now. Think of the sheer multiplication of works of art available to every one of us, superadded to the conflicting tastes and odors and sights of the urban environment that bombard our senses. Ours is a culture based on excess, on overproduction; the result is a steady loss of sharpness in our sensory experience. (...) And it is in the light of the condition of our senses, our capacities, that the task of the critic must be assessed. What is important now is to recover our senses. We must learn to See more, to Hear more, to Feel more.

To me, the essential task of any therapy is the same as that of lie - to recognize, experience, and affirm our common humanity as we integrate within, with one another, and with the universe. (viii)

Even multitasking, that prized feat of modern-day office warriors, turns out to be a myth. Scientists now know that the brain is incapable of paying attention to two things at the same time. What looks like multitasking is really switching back and forth between multiple tasks, which reduces productivity and increases mistakes by up to 50 percent. Many introverts seem to know these things instinctively,

Other personalities are created to handle new traumas, their existence usually occurring one at a time. Each has a singular purpose and is totally focused on that task. The important aspect of the mind's extreme dissociation is that each ego state is totally without knowledge of the other. Because of this, the researchers for the CIA and the Department of Defense believed they could take a personality, train him or her to be a killer and no other ego stares would be aware of the violence that was taking place. The personality running the body would be genuinely unaware of the deaths another personality was causing. Even torture could not expose the with, because the personality experiencing the torture would have no awareness of the information being sought. Earlier, such knowledge was gained from therapists working with adults who had multiple personalities. The earliest pioneers in the field, such as Dr. Ralph Alison, a psychiatrist then living in Santa Cruz, California, were helping victims of severe early childhood trauma. Because there were no protocols for treatment, the pioneers made careful notes, publishing their discoveries so other therapists would understand how to help these rare cases. By 1965, the information was fairly extensive, including the knowledge that only unusually intelligent children become multiple personalities and that sexual trauma endured by a restrained child under the age of seven is the most common way to induce hysteric dissociation.

The word “coherence” literally means holding or sticking together, but it is usually used to refer to a system, an idea, or a worldview whose parts fit together in a consistent and efficient way. Coherent things work well: A coherent worldview can explain almost anything, while an incoherent worldview is hobbled by internal contradictions. … Whenever a system can be analyzed at multiple levels, a special kind of coherence occurs when the levels mesh and mutually interlock. We saw this cross-level coherence in the analysis of personality: If your lower-level traits match up with your coping mechanisms, which in turn are consistent with your life story, your personality is well integrated and you can get on with the business of living. When these levels do not cohere, you are likely to be torn by internal contradictions and neurotic conflicts. You might need adversity to knock yourself into alignment. And if you do achieve coherence, the moment when things come together may be one of the most profound of your life. … Finding coherence across levels feels like enlightenment, and it is crucial for answering the question of purpose within life. People are multilevel systems in another way: We are physical objects (bodies and brains) from which minds somehow emerge; and from our minds, somehow societies and cultures form. To understand ourselves fully we must study all three levels—physical, psychological, and sociocultural. There has long been a division of academic labor: Biologists studied the brain as a physical object, psychologists studied the mind, and sociologists and anthropologists studied the socially constructed environments within which minds develop and function. But a division of labor is productive only when the tasks are coherent—when all lines of work eventually combine to make something greater than the sum of its parts. For much of the twentieth century that didn’t happen — each field ignored the others and focused on its own questions. But nowadays cross-disciplinary work is flourishing, spreading out from the middle level (psychology) along bridges (or perhaps ladders) down to the physical level (for example, the field of cognitive neuroscience) and up to the sociocultural level (for example, cultural psychology). The sciences are linking up, generating cross-level coherence, and, like magic, big new ideas are beginning to emerge. Here is one of the most profound ideas to come from the ongoing synthesis: People gain a sense of meaning when their lives cohere across the three levels of their existence.

Another study, of 38,000 knowledge workers across different sectors, found that the simple act of being interrupted is one of the biggest barriers to productivity. Even multitasking, that prized feat of modern-day office warriors, turns out to be a myth. Scientists now know that the brain is incapable of paying attention to two things at the same time. What looks like multitasking is really switching back and forth between multiple tasks, which reduces productivity and increases mistakes by up to 50 percent.

The task of remembering one's many selves is a difficult liberatory task.

Even the most competent of leaders can be overwhelmed if they try to tackle multiple problems or a number of tasks simultaneously.

No longer. I now organize tasks based on various contexts: by project, type, and location. I maintain multiple lists accordingly. (Note that these lists are

I am a person suffering from chronic fatigue syndrome and I am appalled that it has been given such a trivial name. Here is a disease that totally disables most of its victims; a disease that causes balance disorders, resulting in some of us requiring wheelchairs, cognitive disorders that leave us unable to perform formerly simple mental tasks, and immune disorders that lay us open to multiple infections and to autoimmune problems. And all the medical profession can come up with to define this syndrome to the general population is "fatigue!

Some alters are what Dr Ross describes in Multiple Personality Disorder as 'fragments', which are 'relatively limited psychic states that express only one feeling, hold one memory or carry out a limited task in the person's life. A fragment might be a frightened child who holds the memory of one particular abuse incident.' In complex multiples, Dr Ross continues, the `personalities are relatively full-bodied, complete states capable of a rang of emotions and behaviours.' The alters will have `executive control some substantial amount of time over the person life'. He stresses, and I repeat his emphasis, 'Complex MPD with over 15 alter personalities and complicated amnesic barriers are associated with 100 percent frequency of childhood physical, sexual and emotional abuse.

We normally avoid mental overload by dividing our tasks into multiple easy steps, committing intermediate results to long-term memory or to paper rather than to an easily overloaded working memory.

Despite the newness of the science and tentativeness of the conclusions that can currently be drawn, changing women's hormones changes women. And this is a big deal. Although we don't yet know that the pill does the research suggests that it probably has a hand in women's mate preferences, our sensitivity to smells, our relationship satisfaction, the functioning of our stress response, the activities of multiple neurotransmitter systems, the activity of multiple hormones, our moods, our persistence in difficult tasks, our ability to learn and remember and our sex drive. And this is probably just the tip of the iceberg.

five suggestions that can work to open mathematics tasks and increase their potential for learning: Open up the task so that there are multiple methods, pathways, and representations. Include inquiry opportunities. Ask the problem before teaching the method. Add a visual component and ask students how they see the mathematics. Extend the task to make it lower floor and higher ceiling. Ask students to convince and reason; be skeptical.

Some alters are what Dr Ross describes in Multiple Personality Disorder as 'fragments'. which are 'relatively limited psychic states that express only one feeling, hold one memory, or carry out a limited task in the person's life. A fragment might be a frightened child who holds the memory of one particular abuse incident.' In complex multiples, Dr Ross continues, the 'personalities are relatively full-bodied, complete states capable of a range of emotions and behaviours.' The alters will have 'executive control some substantial amount of time over the person's life'. He stresses, and I repeat his emphasis, 'Complex MPD with over 15 alter personalities and complicated amnesia barriers are associated with 100 percent frequency of childhood physical, sexual and emotional abuse.' Did I imagine the castle, the dungeon, the ritual orgies and violations? Did Lucy, Billy, Samuel, Eliza, Shirley and Kato make it all up? I went back to the industrial estate and found the castle. It was an old factory that had burned to the ground, but the charred ruins of the basement remained. I closed my eyes and could see the black candles, the dancing shadows, the inverted pentagram, the people chanting through hooded robes. I could see myself among other children being abused in ways that defy imagination. I have no doubt now that the cult of devil worshippers was nothing more than a ring of paedophiles, the satanic paraphernalia a cover for their true lusts: the innocent bodies of young children.

Many of us go through our days attending to multiple stimuli simultaneously without giving any one thing our full and complete attention. We eat while watching TV and check our email while in the presence of our families. We think about our problems in the middle of a conversation or during an otherwise positive experience. We talk on the phone while driving and choose to distract ourselves from everyday tasks rather than attending to them. We escape the small moments rather than recognizing life is the small moments.

The task assigned to the RAND* researcher Paul Baran in 1964 was to develop a communication system that would survive a Soviet nuclear attack. Baran suggested three possible structures for such a system. It could either be ‘centralized’, with one central hub and multiple spokes, ‘decentralized’, with multiple components linked loosely together by a number of weak ties, or ‘distributed’, like a lattice or mesh. In theory, the last option was the most resilient, in that it could withstand the destruction of numerous nodes, and that was indeed

One of the significant discoveries of cognitive psychologists in recent decades is that switching from one task to another is effortful, especially under time pressure. The need for rapid switching is one of the reasons that Add-3 and mental multiplication are so difficult.

Textbooks need to offer the sociological definition of segregation: a system of racial etiquette that keeps the oppressed group separate from the oppressor when both are doing equal tasks, like learning the multiplication tables, but allows intimate closeness when the tasks are hierarchical, like cooking or cleaning for white employers

In a sense, Joyce was Beckett's Don Quixote, and Beckett was his Sancho Panza. Joyce aspired to the One; Beckett encapsulated the fragmented many. But as each author accomplished his task, it was in the service of the other. Ultimately, Beckett's landscapes would resound with articulate silence, and his empty spaces would collect within themselves the richness of multiple shadows--a physicist would say the negative particles--of all that exists in absence, as in the white patches of an Abstract Expressionist painting. Becket would evoke, on his canvasses of vast innuendo and through the interstices of conscious and unconscious thought, the richness that Joyce had made explicit in words and intricate structure.

But saying no to men isn’t always an easy task. I’d love to be direct. Confrontational. Look him right in the eye and say NO. The problem with being a woman is that you never know what a NO will get you. Is it going to earn me an understanding nod and an okay, well, have a great night, it was nice talking to you? Or will it get me a you entitled bitch, what, you think you’re too fucking good for me? And I’ve experienced the latter multiple times. The world is scary sometimes. So, no, I’m not going to shoot this guy down directly, at least not in this specific circumstance, where we’re alone and I’m trapped. I’ll vaguely dance around the issue until I’m able to escape this enclosed space and find the safety of a crowd.

The alternative to soul-acceptance is soul-fatigue. There is a kind of fatigue that attacks the body. When we stay up too late and rise too early; when we try to fuel ourselves for the day with coffee and a donut in the morning and Red Bull in the afternoon; when we refuse to take the time to exercise and we eat foods that clog our brains and arteries; when we constantly try to guess which line at the grocery store will move faster and which car in which lane at the stoplight will move faster and which parking space is closest to the mall, our bodies grow weary. There is a kind of fatigue that attacks the mind. When we are bombarded by information all day at work . . . When multiple screens are always clamoring for our attention . . . When we carry around mental lists of errands not yet done and bills not yet paid and emails not yet replied to . . . When we try to push unpleasant emotions under the surface like holding beach balls under the water at a swimming pool . . . our minds grow weary. There is a kind of fatigue that attacks the will. We have so many decisions to make. When we are trying to decide what clothes will create the best possible impression, which foods will bring us the most pleasure, which tasks at work will bring us the most success, which entertainment options will make us the most happy, which people we dare to disappoint, which events we must attend, even what vacation destination will be most enjoyable, the need to make decisions overwhelms us. The sheer length of the menu at Cheesecake Factory oppresses us. Sometimes college students choose double majors, not because they want to study two fields, but simply because they cannot make the decision to say “no” to either one. Our wills grow weary with so many choices.

So, let’s reorient from exterior to interior. “Distraction” then becomes boredom; “impulsiveness” becomes self-generated explorative behavior based on what captures interest; “abnormal activity level” is thus high-energy levels generating multiple task interests; “disorganization” is failure to follow rigid organizational regimens set by others; “anxiety”—well, we all know that one: what the hell kind of world did I get born into?; “emotional lability” is, in fact, a wide range of emotions that are accessed when adults or the exterior culture don’t want them to be. In other words, should you have ever read Mark Twain, what is being described is “Tom Sawyer syndrome,” a once common state of being in many if not most children. The more widely open the sensory gating channels are, the more the child’s behavior alters from what is currently held to be the cultural norm in the West. On average, some

In an ideal world, evaluating people’s performance would not be a judgment task; objective facts would be sufficient to determine how well people are doing. But most modern organizations have little in common with Adam Smith’s pin factory, in which every worker had a measurable output. What would that output be for a chief financial officer or for a head of research? Today’s knowledge workers balance multiple, sometimes contradictory objectives. Focusing on only one of them might produce erroneous evaluations and have harmful incentive effects.

The key interest entity-wise is the notion of creating multiple avatars of the self; that is, multiple entities that go out and perform various functions for the magician. While that is hardly a new idea, the way the Spectre goes about it, showing how one entity splits himself off into multiple entities, is interesting and leads, I believe, to potential experimentation for the magician. For instance, the magician can take this principle and use it to multi-task, splitting hirself into multiple versions who attend to different tasks throughout the day.

There is reason to believe that some people make better judgments than others do. Task-specific skill, intelligence, and a certain cognitive style—best described as being actively open-minded—characterize the best judges. Unsurprisingly, good judges will make few egregious mistakes. Given the multiple sources of individual differences, however, we should not expect even the best judges to be in perfect agreement on complex judgment problems. The infinite variety of backgrounds, personalities, and experiences that make each of us unique is also what makes noise inevitable.

In their writing on education, Deci and Ryan proceed from the principle that humans are natural learners and children are born creative and curious, “intrinsically motivated for the types of behaviors that foster learning and development.” This idea is complicated, however, by the fact that part of learning anything, be it painting or programming or eighth-grade algebra, involves a lot of repetitive practice, and repetitive practice is usually pretty boring. Deci and Ryan acknowledge that many of the tasks that teachers ask students to complete each day are not inherently fun or satisfying; it is the rare student who feels a deep sense of intrinsic motivation when memorizing her multiplication tables. It is at these moments that extrinsic motivation becomes important: when behaviors must be performed not for the inherent satisfaction of completing them, but for some separate outcome. Deci and Ryan say that when students can be encouraged to internalize those extrinsic motivations, the motivations become increasingly powerful. This is where the psychologists return to their three basic human needs: autonomy, competence, and relatedness. When teachers are able to create an environment that promotes those three feelings, they say, students exhibit much higher levels of motivation. And how does a teacher create that kind of environment? Students experience autonomy in the classroom, Deci and Ryan explain, when their teachers “maximize a sense of choice and volitional engagement” while minimizing students’ feelings of coercion and control. Students feel competent, they say, when their teachers give them tasks that they can succeed at but that aren’t too easy — challenges just a bit beyond their current abilities. And they feel a sense of relatedness when they perceive that their teachers like and value and respect them.

Among the enormous multiplicity of phenomena to be observed in an organic being, that part which becomes conscious is a mere means: and the particle of "virtue," "self abnegation," and other fanciful inventions, are denied in a most thoroughgoing manner by the whole of the remaining phenomena. We would do well to study our organism in all its immorality.... The animal functions are, as a matter of fact, a million times more important than all beautiful states of the soul and heights of consciousness: the latter are an overflow, in so far as they are not needed as instruments in the service of the animal functions. The whole of conscious life: the spirit together with the soul, the heart, goodness, and virtue; in whose service does it work? In the greatest possible perfection of the means (for acquiring nourishment and advancement) serving the fundamental animal functions: above all, the ascent of the line of Life. That which is called "flesh" and "body" is of such incalculably greater importance, that the rest is nothing more than a small appurtenance. To continue the chain of life so that it becomes ever more powerful—that is the task. But now observe how the heart, the soul, virtue, and spirit together conspire formally to thwart this purpose: as if they were the object of every endeavour! ... The degeneration of life is essentially determined by the extraordinary fallibility of consciousness, which is held at bay least of all by the instincts, and thus commits the gravest and profoundest errors. Now could any more insane extravagance of vanity be imagined than to measure the value of existence according to the pleasant or unpleasant feelings of this consciousness? It is obviously only a means: and pleasant or unpleasant feelings are also no more than means. According to what standard is the objective value measured? According to the quantity of increased and more organised power alone.

India is the Country of the No. That “no” is your test. You have to get past it. It is India’s Great Wall; it keeps out foreign invaders. Pursuing it energetically and vanquishing it is your challenge. In the guru—shishya tradition, the novice is always rebuffed multiple times when he first approaches the guru. Then the guru stops saying no but doesn’t say yes either; he suffers the presence of the student. When he starts acknowledging him, he assigns a series of menial tasks, meant to drive him away. Only if the disciple sticks it out through all these stages of rejection and ill treatment is he considered worthy of the sublime knowledge.

Everything we do and say will either underline or undermine our discipleship process. As long as there is one unsaved person on my campus or in my city, then my church is not big enough. One of the underlying principles of our discipleship strategy is that every believer can and should make disciples. When a discipleship process fails, many times the fatal flaw is that the definition of discipleship is either unclear, unbiblical, or not commonly shared by the leadership team. Write down what you love to do most, and then go do it with unbelievers. Whatever you love to do, turn it into an outreach. You have to formulate a system that is appropriate for your cultural setting. Writing your own program for making disciples takes time, prayer, and some trial and error—just as it did with us. Learn and incorporate ideas from other churches around the world, but only after modification to make sure the strategies make sense in our culture and community. Culture is changing so quickly that staying relevant requires our constant attention. If we allow ourselves to be distracted by focusing on the mechanics of our own efforts rather than our culture, we will become irrelevant almost overnight. The easiest and most common way to fail at discipleship is to import a model or copy a method that worked somewhere else without first understanding the values that create a healthy discipleship culture. Principles and process are much more important than material, models, and methods. The church is an organization that exists for its nonmembers. Christianity does not promise a storm-free life. However, if we build our lives on biblical foundations, the storms of life will not destroy us. We cannot have lives that are storm-free, but we can become storm-proof. Just as we have to figure out the most effective way to engage our community for Christ, we also have to figure out the most effective way to establish spiritual foundations in each unique context. There is really only one biblical foundation we can build our lives on, and that is the Lord Jesus Christ. Pastors, teachers, and church staff believe their primary role is to serve as mentors. Their task is to equip every believer for the work of the ministry. It is not to do all the ministry, but to equip all the people to do it. Their top priority is to equip disciples to do ministry and to make disciples. Do you spend more time ministering to people or preparing people to minister? No matter what your church responsibilities are, you can prepare others for the same ministry. Insecurity in leadership is a deadly thing that will destroy any organization. It drives pastors and presidents to defensive positions, protecting their authority or exercising it simply to show who is the boss. Disciple-making is a process that systematically moves people toward Christ and spiritual maturity; it is not a bunch of randomly disconnected church activities. In the context of church leadership, one of the greatest and most important applications of faith is to trust the Holy Spirit to work in and through those you are leading. Without confidence that the Holy Spirit is in control, there is no empowering, no shared leadership, and, as a consequence, no multiplication.

CHAPTER THREE IN ONE PAGE Multitrack     1. Multitracking = considering more than one option simultaneously.     •  The naming firm Lexicon widens its options by assigning a task to multiple small teams, including an “excursion team” that considers a related task from a very different domain.     2. When you consider multiple options simultaneously, you learn the “shape” of the problem.     •  When designers created ads simultaneously, they scored higher on creativity and effectiveness.     3. Multitracking also keeps egos in check—and can actually be faster!     •  When you develop only one option, your ego is tied up in it.     •  Eisenhardt’s research on Silicon Valley firms: Multitracking minimized politics and provided a built-in fallback plan.     4. While decision paralysis may be a concern for people who consider many options, we’re pushing for only one or two extra. And the payoff can be huge.     •  We’re not advocating 24 kinds of jam. When the German firm considered two or more alternatives, it made six times as many “very good” decisions.     5. Beware “sham options.”     •  Kissinger: “Nuclear war, present policy, or surrender.”     •  One diagnostic: If people on your team disagree about the options, you have real options.     6. Toggle between the prevention and promotion mindsets.     •  Prevention focus = avoiding negative outcomes. Promotion focus = pursuing positive outcomes.     •  Companies who used both mindsets performed much better after a recession.     •  Doreen’s husband, Frank, prompted her to think about boosting happiness, not just limiting stress.     7. Push for “this AND that” rather than “this OR that.

We have to dare to be ourselves, however frightening or strange that self may prove to be. - May Sarton You see, I am a poet, and not quite right in the head, darling. It's only that. - Edna St. Vincent Millay We are slowed down sound and light waves, a walking bundle of frequencies tuned into the cosmos. We are souls dressed up in sacred biochemical garments and our bodies are the instruments through which our souls play their music. - Albert Einstein ————- Eventually soulmates meet, for they have the same hiding place. - Robert Brault Some things arrive on their own mysterious hour, on their own terms and not yours, to be seized or relinquished forever. - Gail Godwin Art makes us exercise the weakest muscle in the human body, the muscle of empathy. - Etgar Keret In the history of old Jewish literature there was never any basic difference between the poet and the prophet. Our ancient poetry often became law and a way of life. - Isaac Bashevis Singer ——————————————————————————— I am not belittling the brave pioneer men but the sunbonnet as well as the sombrero has helped to settle this glorious land of ours. - Edna Ferber You lose in the end unless you know how the wheel is fixed or can fix it yourself. - Edna Ferber What is most beautiful in virile men is something feminine; what is most beautiful in feminine women is something masculine. - Susan Sontag ——————————————————————————— There comes a time when suddenly you realize that laughter is something you remember and that you were the one laughing. - Marlene Dietrich We work in the dark, We do what we can, We give what we have. Our doubt is our passion, and our passion is our task. The rest is the madness of art. - Henry James

The thank-you thing had been drummed into us intensely when we were growing up. We had three great-aunts, on my mother’s side, who believed that when they dropped a present in the mail, your thank-you note should essentially bounce right back out of the mailbox at them. If it didn’t, the whole family, cousins and second cousins and all, knew about your lack of gratitude (and, come to think of it, common sense, as the threat was always that no more presents would be forthcoming, ever), and you heard about it from multiple sources. The notes couldn’t be perfunctory, either—you had to put real elbow grease into them, writing something specific and convincing about each gift. So Christmas afternoon meant laboring over thank-you notes. As children, we hated this task, but when I saw Mom beam as she thanked people in the hospital, I realized something she had been trying to tell us all along. That there’s great joy in thanking.

I did well at the Department of Justice. Some of my parts were hard workers. My well-developed memory helped me remember people: their names and positions and what they said during meetings. Rather than making me seem checked out, my dissociation made me seem calm and collected. In fact, the general dissociative state I was always in helped me function very well. I collected information, interacted on a personal and professional level, and was quite adept at managing most tasks in my life from this superficially numb and calm place. Most people, including me, didn't notice. This way of being and interacting was really all I knew. From that mild dissociation, I quickly went into a deeper dissociative state if there was conflict around me, if someone expressed strong emotions, or if something unpredictable happened. Although these difficult situations triggered me, they brought out behavior that helped me do well when the going got tough.

Streamline Your Focus Instead of Jumping From Unfinished Project to Unfinished Project Although it seems contradictory, anxiety-related perfectionism can cause people to persist too long on some tasks and leave other projects unfinished. Perfectionists who are intolerant of uncertainty often jump from project to project. They might start multiple business plans, grant proposals, job applications, movie scripts, stand-up routines, craft projects, or novels, and not finish any of them. They may sour quickly on an idea when their self-doubt starts to creep in rather than stay with the idea long enough to realistically judge it’s potential. If you bounce from idea to idea, it could very well be because it’s hard for you to tolerate your uncertainty about whether the idea you’re working on is going to pan out. If you have a habit of not finishing things, you’re likely to be better off sticking with a project and finishing it, instead of jumping to another project when you start to feel unsure. To help you be less tempted to jump around, reduce your exposure to excessive information and alternatives.

Everything is difficult at first—the bow is hard to draw and the naginata is awkward to flail. Whatever the weapon, you learn to draw a strong bow as your strength increases for the task, and a sword becomes easier to swing as you become attuned to it through training. The discipline of the sword is not predicated on swiftness in the strike. I will explain this next in the Water Scroll. The basic principle to remember in this Way is that the long sword is employed in open areas and the short sword in confined spaces. In my school, victory must be attainable equally with both long and short weapons. That is why I have no established length for the swords we use. The Way of my school is to win no matter what. The time when it is better to utilize two swords instead of one becomes evident when fighting single-handedly against multiple foes or when you are battling in an enclosed space. I will refrain from explaining this in detail here. Suffice to say, you need to understand ten thousand things by knowing just one thing well. When you practice the Way of combat strategy, let nothing go unseen. Reflect on this closely.

The argument between nature and our species is certainly not restricted to measurements of the physical universe. It includes the great variety of possible human reactions and responses to nature that the social sciences and humanities have also described. The manner in which the argument is now being conducted is less a struggle for control and more a desire for participation. Western peoples have previously believed that scientific knowledge could indefinitely provide them with techniques to control and understand nature. They partially accomplished this goal by reducing the phenomena of nature to objects valuable only because they could be measured and modified. Even while technological progress continues, scientists are retreating from an absolute stance that purports to explain everything in theoretical terms. “The primary significance of modern physics lies not in any disclosure of the fundamental nature of reality,” Ian Barbour writes, “but in the recognition of the limitations of science.”31 If we have knowledge of nature at all, we must conceive it as a “modest, sharply delimited sector of, and extract from, the multiplicity of phenomena observed by our senses,”32 Heisenberg argued. Complete knowledge of the world, either in the scientific or philosophical sense, would require the reintroduction of factors previously omitted from consideration. The metaphysical task that brings together all facets of human knowledge

Under the spell of moonlight, music, flowers, or the cut and smell of good tweeds, I sometimes feel the divine urge for an hour, a day or maybe a week. Then it is gone and my interest returns to corn pone and mustard greens, or rubbing a paragraph with a soft cloth. Then my ex-sharer of a mood calls up in a fevered voice and reminds me of every silly thing I said, and eggs me on to say them all over again. It is the third presentation of turkey hash after Christmas. It is asking me to be a seven-sided liar. Accuses me of being faithless and inconsistent if I don’t. There is no inconsistency there. I was sincere for the moment in which I said the things. It is strictly a matter of time. It was true for the moment, but the next day or the next week, is not that moment. No two moments are any more alike than two snowflakes. Like snowflakes, they get that same look from being so plentiful and falling so close together. But examine them closely and see the multiple differences between them. Each moment has its own task and capacity; doesn’t melt down like snow and form again. It keeps its character forever. So the great difficulty lies in trying to transpose last night’s moment to a day which has no knowledge of it. That look, that tender touch, was issued by the mint of the richest of all kingdoms. That same expression of today is utter counterfeit, or at best the wildest of inflation. What could be more zestless than passing out canceled checks?

To continue to multiply? Is the continuation of your species that important a task to you? What's happening now, could be called the miserable sight of lifeforms controlled by fear. A kind of fear brought about by completely pointless vital activities that..." "My friends, they're fighting right now! Because we can still save so many people from terror! What we're doing is fighting fear!" "What would be wrong with losing that fight? You know that to live means to one day die, does it not? Who knows. Perhaps one's final moments bring relief. Maybe the end of your days being manipulated, all in the name of multiplication, without ever knowing if it means anything at all... feels like freedom." "The sun was starting to set. We were running to a tree on the hill. The three of us were racing. Eren brought up the idea and took off out of nowhere. Mikasa ran too, but stayed behind him on purpose. And of course, I was dead last. But the breeze was nice and warm that day. Just running felt good. Leaves fluttered everywhere. And for some reason, I thought then: maybe the reason i was born was so that the three of us could be racing there. I thought the same thing when I read books at home on a rainy day. When a squirrel ate some nuts I gave it. When we all walked around the market too. I felt it. That these trivial moments might actually be precious." "That's..." "This? It was buried in the sand." "Why is that...?" "Who knows. But, to my eyes, even if there's no need for something like this in order to multiply, it's still something incredibly precious.

More and more it seems to me that the philosopher, being of necessity a man of tomorrow and the day after tomorrow, has always found himself, and had to find himself, in contradiction to his today: his enemy was ever the ideal of today. So far all these extraordinary furtherers of man whom one calls philosophers, though they themselves have rarely felt like friends of wisdom but rather like disagreeable fools and dangerous question marks, have found their task, their hard, unwanted, inescapable task, but eventually also the greatness of their task in being the bad conscience of their time. They exposed how much hypocrisy, comfortableness, letting oneself go and letting oneself drop, how many lies lay hidden under the best honored type of their contemporary morality, how much virtue was outlived. Every time they said: "We must get there, that way, where you today are least at home." Facing a world of "modem ideas" that would banish everybody into a corner and specialty, a philosopher —if today there could be philosophers— would be compelled to find the greatness of man, the concept of "greatness," precisely in his range and multiplicity, in his wholeness in manifoldness. Today the taste of the time and the virtue of the time weakens and thins down the will; nothing is as timely as weakness of the will. In the philosophers’ ideal, therefore, precisely strength of the will, hardness, and the capacity for long-range decisions must belong to the concept of "greatness", with as much justification as the opposite doctrine and the ideal of a dumb, renunciatory, humble, selfless humanity was suitable for an opposite age.

More and more it seems to me that the philosopher, being of necessity a man of tomorrow and the day after tomorrow, has always found himself, and had to find himself, in contradiction to his today: his enemy was ever the ideal of today. So far all these extraordinary furtherers of man whom one calls philosophers, though they themselves have rarely felt like friends of wisdom but rather like disagreeable fools and dangerous question marks, have found their task, their hard, unwanted, inescapable task, but eventually also the greatness of their task in being the bad con- science of their time. They exposed how much hypocrisy, comfortableness, letting oneself go and letting oneself drop, how many lies lay hidden under the best honored type of their contemporary morality, how much virtue was outlived. Every time they said: "We must get there, that way, where you today are least at home." Facing a world of "modem ideas" that would banish everybody into a corner and specialty," a philosopher - if today there could be philosophers - would be compelled to find the greatness of man, the concept of "greatness," precisely in his range and multiplicity, in his wholeness in manifoldness. Today the taste of the time and the virtue of the time weakens and thins down the will; nothing is as timely as weakness of the will. In the philosophers’ ideal, therefore, precisely strength of the will, hardness, and the capacity for long-range decisions must belong to the concept of "greatness", with as much justification as the opposite doctrine and the ideal of a dumb, renunciatory, humble, selfless humanity was suitable for an opposite age.

One of the most astonishing and precious things about motherhood," writes Kathleen Norris, "is the brave way in which women consent to give birth to creatures who will one day die." I am not so brave. Far more frightening to me than the threat of interrupted plans or endless to-do lists is the thread of loving someone as intensely as a mother loves her child. To invite in to the universe a new life, knowing full well that no one can protect thatl ife from the currents of evil that pulse through our world and through our very bloodstreams, seems a grave and awesome task that is at once unspeakably selfish and miraculously good. I am frightened enough by how fervently I love Dan, by my absolute revolt against the possibility -- no, the inevitable reality -- that he will get hurt, that he will experience loss, and that one day he will die. I'm not sure my heart is big enough to wrap itself around another breakable soul. I was once waiting in an airport next to a woman whose six-year-old daughter suffered from a rare heart defect that could take her life at any moment. In spite of mounting medical bills and the pressures of raising both a child with special needs and another younger daughter, the woman said she and her husband planned to adopt a boy from Ethiopia later that year. "What made you want to grow your family in the midst of all this turmoil?" I asked. "Why did the Jews have children after the Holocaust?" she asked back. "Why do women keep trying after multiple miscarraiges? It's our way of shaking our fists at the future and saying, you know what?--we will be hopeful; things will get better; you can't scare us after all. Having children is, ultimately, an act of faith.

But when you actually break down the amount of time, energy, skill, planning, and maintenance that go into care tasks, they no longer seem simple. For example, the care task of feeding yourself involves more than just putting food into your mouth. You must also make time to figure out the nutritional needs and preferences of everyone you’re feeding, plan and execute a shopping trip, decide how you’re going to prepare that food and set aside the time to do so, and ensure that mealtimes come at correct intervals. You need energy and skill to plan, execute, and follow through on these steps every day, multiple times a day, and to deal with any barriers related to your relationship with food and weight, or a lack of appetite due to medical or emotional factors. You must have the emotional energy to deal with the feeling of being overwhelmed when you don’t know what to cook and the anxiety it can produce to create a kitchen mess. You may also need the skills to multitask while working, dealing with physical pain, or watching over children. Now let’s look at cleaning: an ongoing task made up of hundreds of small skills that must be practiced every day at the right time and manner in order to “keep going on the business of life.” First, you must have the executive functioning to deal with sequentially ordering and prioritizing tasks.1 You must learn which cleaning must be done daily and which can be done on an interval. You must remember those intervals. You must be familiar with cleaning products and remember to purchase them. You must have the physical energy and time to complete these tasks and the mental health to engage in a low-dopamine errand for an extended period of time. You must have the emotional energy and ability to process any sensory discomfort that comes with dealing with any dirty or soiled materials. “Just clean as you go” sounds nice and efficient, but most people don’t appreciate the hundreds of skills it takes to operate that way and the thousands of barriers that can interfere with execution.

We may not recognize how situations within our own lives are similar to what happens within an airplane cockpit. But think, for a moment, about the pressures you face each day. If you are in a meeting and the CEO suddenly asks you for an opinion, your mind is likely to snap from passive listening to active involvement—and if you’re not careful, a cognitive tunnel might prompt you to say something you regret. If you are juggling multiple conversations and tasks at once and an important email arrives, reactive thinking can cause you to type a reply before you’ve really thought out what you want to say. So what’s the solution? If you want to do a better job of paying attention to what really matters, of not getting overwhelmed and distracted by the constant flow of emails and conversations and interruptions that are part of every day, of knowing where to focus and what to ignore, get into the habit of telling yourself stories. Narrate your life as it’s occurring, and then when your boss suddenly asks a question or an urgent note arrives and you have only minutes to reply, the spotlight inside your head will be ready to shine the right way. To become genuinely productive, we must take control of our attention; we must build mental models that put us firmly in charge. When you’re driving to work, force yourself to envision your day. While you’re sitting in a meeting or at lunch, describe to yourself what you’re seeing and what it means. Find other people to hear your theories and challenge them. Get in a pattern of forcing yourself to anticipate what’s next. If you are a parent, anticipate what your children will say at the dinner table. Then you’ll notice what goes unmentioned or if there’s a stray comment that you should see as a warning sign. “You can’t delegate thinking,” de Crespigny told me. “Computers fail, checklists fail, everything can fail. But people can’t. We have to make decisions, and that includes deciding what deserves our attention. The key is forcing yourself to think. As long as you’re thinking, you’re halfway home.

This is a way of thinking about the past in which space and time echo each other, and it is by no means particular to the Bandanese. Indeed, this form of thought may well have found its fullest elaboration on the other side of the planet, among the Indigenous peoples of North America, whose spiritual lives and understanding of history were always tied to specific landscapes. In the words of the great Native American thinker Vine Deloria Jr., a shared feature of Indigenous North American spiritual traditions is that they all “have a sacred center at a particular place, be it a river, a mountain, a plateau, valley, or other natural feature. . . . Regardless of what subsequently happens to the people, the sacred lands remain as permanent fixtures in their cultural or religious understanding.”12 Developing this argument, Deloria contrasts modes of thought that take their orientation from terrestrial spaces with those that privilege time. For the latter, the crucial question in relation to any event is “when did it happen?” For the former, it is “where did it happen?” The first question shapes the possible answers in a determinate way, locating the event within a particular historical period. The second question shapes the possible answers in a completely different way, because it accords a degree of agency to the landscape itself, and all that lies within it, including the entire range of nonhuman beings. The result, in Deloria’s words, is that “the [Indian] tribes confront and interact with a particular land along with its life forms. The task or role of the tribal religions is to relate the community of people to each and every facet of creation as they have experienced it.” For many Indigenous groups, landscapes remain as vividly alive today as they ever were. “For Indian men and women,” writes the anthropologist Peter Basso, of the Western Apache of Arizona, “the past lies embedded in features of the earth—in canyons and lakes, mountains and arroyos, rocks and vacant fields—which together endow their lands with multiple forms of significance that reach into their lives and shape the ways they think.”13 Stories about the past, built around familiar landmarks, inform every aspect of Apache life. Through these stories features of the landscape speak to people just as loudly as the human voices that historians bring to life from documentary sources.

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The Flock required only four or five hours of sleep a night. That a lot of time for work. And the amnesia that in the past had crippled us became an advantage. Our production multiplied because each personalfty could focus on a separate task. Jo, for example, worked for many hours researching and writing a paper, unaware of what else needed to be done. When I pushed Jo aside to fulfill my graduate-assistant duties, I didn't worry about the progress of the paper. When Jo came back to work, she picked up precisely where she had left off, with no concern about her "lost time". She had near-perfect recall of all that she experienced. This was augmented by her near-perfect amnesia for all the time that elapsed between her points of consciousness. Being a multiple apparently created more efficient use of my conscious and semiconscious mind. I didn't want to give up my greater productivity to become just like everyone else.

We also talk about our evolving relationships with the various control centers—Houston, Moscow, Europe, Japan—and how much the mutual adoration society, as I call it, has gotten out of control. It seems that no one can do anything, either in space or on the ground, without receiving a short speech of appreciation: “Thank you for all your hard work and your time on this, awesome job, we appreciate it.” Then the speech has to be repeated back: “No, thank you, you guys have been just awesome, we appreciate all your hard work,” ad nauseam. It all comes from a well-meaning place, but I think it’s a waste of time. I’ve often had the experience of finishing up some task and then moving on to the next thing, when a “thank you” speech comes back at me. This requires that I stop what I’m doing to float back to the mic, acknowledge those thanks, and return them in roughly equal proportions—multiple times a day. If you consider the cost of constructing and maintaining the space station, the mutual adoration society probably costs taxpayers millions of dollars a year. I’m already thinking about putting a stop to it when Terry, Samantha, and Anton leave.

CHAPTER THREE IN ONE PAGE Multitrack 1. Multitracking = considering more than one option simultaneously.     •  The naming firm Lexicon widens its options by assigning a task to multiple small teams, including an “excursion team” that considers a related task from a very different domain. 2. When you consider multiple options simultaneously, you learn the “shape” of the problem. • When designers created ads simultaneously, they scored higher on creativity and effectiveness. 3. Multitracking also keeps egos in check—and can actually be faster! • When you develop only one option, your ego is tied up in it.     •  Eisenhardt’s research on Silicon Valley firms: Multitracking minimized politics and provided a built-in fallback plan. 4. While decision paralysis may be a concern for people who consider many options, we’re pushing for only one or two extra. And the payoff can be huge.     •  We’re not advocating 24 kinds of jam. When the German firm considered two or more alternatives, it made six times as many “very good” decisions. 5. Beware “sham options.” • Kissinger: “Nuclear war, present policy, or surrender.”     •  One diagnostic: If people on your team disagree about the options, you have real options. 6. Toggle between the prevention and promotion mindsets. • Prevention focus = avoiding negative outcomes. Promotion focus = pursuing positive outcomes. • Companies who used both mindsets performed much better after a recession. • Doreen’s husband, Frank, prompted her to think about boosting happiness, not just limiting stress. 7. Push for “this AND that” rather than “this OR that.

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Manson robbed the LaBiancas first, taking Rosemary’s purse from her. Next, he collected Patricia Krenwinkel and Leslie Van Houten from the car and brought them into the house, giving Tex the horrifying instruction to “make sure everybody does something.” Then Manson got back in the car and drove away from the LaBianca home with Linda Kasabian, Susan Atkins, and Clem Grogan inside. Inside the house, Tex Watson killed Leno LaBianca by stabbing him in the throat multiple times with a bayonet. He then used his bayonet on Rosemary who was trying to fight off Patricia and Lesley. Patricia stabbed Rosemary again when Tex, heeding Manson’s instruction that everyone should take part in the murders, told Leslie to take over. Leslie stabbed Rosemary LaBianca 16 times. Tex carved the word “WAR” into Leno’s stomach before all three murderers wrote the words “Rise,” “Death to pigs,” and “Healter Skelter (sic)” on the walls in blood. As a parting gesture, Patricia stabbed Leno’s corpse with a carving fork, which she left jutting out of his stomach alongside the steak knife she left in his neck. While all of this had been going on, Manson was driving the other family members around Los Angeles. Manson bought them chocolate milkshakes with Rosemary LaBianca’s money then had Linda ditch Rosemary’s wallet in the hope that a black person would find it and incriminate themselves in the LaBianca murders. But the killing still wasn’t over. Manson pressed the others to find out if they knew anyone in the Venice Beach area they were driving through. Linda Kasabian admitted to knowing an actor who lived nearby. Manson handed Linda a knife and told her to knock on this actor’s door and stab him. Manson also gave his gun to Clem, instructing him to shoot the actor if Linda was unable to stab him to death. Faced with the task of murdering an innocent man, Linda balked and told the others that she couldn’t remember where the actor lived. Manson drove back to Spahn Ranch, and the rest of the gang hitchhiked back.

In a 2009 paper, titled, intriguingly, “Why Is It So Hard to Do My Work?,” Leroy introduced an effect she called attention residue. In the introduction to this paper, she noted that other researchers have studied the effect of multitasking—trying to accomplish multiple tasks simultaneously—on performance, but that in the modern knowledge work office, once you got to a high enough level, it was more common to find people working on multiple projects sequentially

That superhero-like ability to do multiple things at once is a figment of your imagination. Dozens of neuroscience research studies prove that our brains don’t do tasks simultaneously.

There were certainly multiple factors contributing to these men’s post-moonwalk slump, but the question What do you do after walking on the moon? became a gigantic speed bump. The trouble with moonwalkers and billionaires is when they arrive at the top, their momentum often stops. If they don’t manage to find something to parlay, they turn into the kid on the jungle gym who just hangs from the ring. Not coincidentally, this is the same reason that only one-third of Americans are happy at their jobs. When there’s no forward momentum in our careers, we get depressed, too. As Newton pointed out, an object at rest tends to stay at rest. So how does one avoid billionaire’s depression? Or regular person’s stuck-in-a-dead-end-job, lack-of-momentum-fueled depression? Harvard Business School professor Teresa Amabile took on the question in the mid-2000s in a research study of white-collar employees. She tasked 238 pencil pushers in various industries to keep daily work diaries. The workers answered open-ended questions about how they felt, what events in their days stood out. Amabile and her fellow researchers then dissected the 12,000 resulting entries, searching for patterns in what affects people’s “inner” work lives the most dramatically. The answer, it turned out, is simply progress. A sense of forward motion. Regardless how small. And that’s the interesting part. Amabile found that minor victories at work were nearly as psychologically powerful as major breakthroughs. To motivate stuck employees, as Amabile and her colleague Steven J. Kramer suggest in their book, The Progress Principle, businesses need to help their workers experience lots of tiny wins. (And as we learned from the bored BYU students in chapter 1, breaking up big challenges into tiny ones also speeds up progress.) This is helpful to know when motivating employees. But it also hints at what billionaires and astronauts can do to stave off the depression that follows the high of getting to the top. To get out of the funk, say Joan DiFuria and Stephen Goldbart, cofounders of the Money, Meaning & Choices Institute, depressed successes simply have to start the Olympic rings over. Some use their money to create new businesses. Others parlay sideways and get into philanthropy. And others simply pick up hobbies that take time to master. Even if the subsequent endeavors are smaller than their previous ones, the depression dissipates as they make progress.

* Who do you think of when you hear the word “successful”? “The first people who come to mind are the real heroes of Task Unit Bruiser: Marc Lee, first SEAL killed in Iraq. Mike Monsoor, second SEAL killed in Iraq, posthumously awarded the Medal of Honor after he jumped on a grenade to save three of our other teammates. And finally, Ryan Job, one of my guys [who was] gravely wounded in Iraq, blinded in both eyes, but who made it back to America, was medically retired from the Navy, but who died from complications after the 22nd surgery to repair his wounds. Those guys, those men, those heroes, they lived, and fought, and died like warriors.” * Most-gifted or recommended books? “I think there’s only one book that I’ve ever given and I’ve only given it to a couple people. That’s a book called About Face, by Colonel David H. Hackworth. The other book that I’ve read multiple times is Blood Meridian [by Cormac McCarthy].” * Favorite documentaries? “Restrepo, which I’m sure you’ve seen. [TF: This was co-produced and co-filmed by Sebastian Junger, the next profile.] There is also an hour-long program called ‘A Chance in Hell: The Battle for Ramadi.’” Quick Takes * You walk into a bar. What do you order from the bartender? “Water.” * What does your diet generally look like? “It generally looks like steak.” * What kind of music does Jocko listen to? Two samples: For workouts—Black Flag, My War, side B In general—White Buffalo

Fiscal Numbers (the latter uniquely identifies a particular hospitalization for patients who might have been admitted multiple times), which allowed us to merge information from many different hospital sources. The data were finally organized into a comprehensive relational database. More information on database merger, in particular, how database integrity was ensured, is available at the MIMIC-II web site [1]. The database user guide is also online [2]. An additional task was to convert the patient waveform data from Philips’ proprietary format into an open-source format. With assistance from the medical equipment vendor, the waveforms, trends, and alarms were translated into WFDB, an open data format that is used for publicly available databases on the National Institutes of Health-sponsored PhysioNet web site [3]. All data that were integrated into the MIMIC-II database were de-identified in compliance with Health Insurance Portability and Accountability Act standards to facilitate public access to MIMIC-II. Deletion of protected health information from structured data sources was straightforward (e.g., database fields that provide the patient name, date of birth, etc.). We also removed protected health information from the discharge summaries, diagnostic reports, and the approximately 700,000 free-text nursing and respiratory notes in MIMIC-II using an automated algorithm that has been shown to have superior performance in comparison to clinicians in detecting protected health information [4]. This algorithm accommodates the broad spectrum of writing styles in our data set, including personal variations in syntax, abbreviations, and spelling. We have posted the algorithm in open-source form as a general tool to be used by others for de-identification of free-text notes [5].

Briefly, these imaging studies have shown that there is no single attention center in the brain. Rather, there are multiple distributed systems, including those in the prefrontal cortex (involved in task-related memory and planning), parietal cortex (bodily and environmental awareness), and anterior cingulate (motivation). Also activated are the underlying cerebellum and basal ganglia (habit formation and coordination of movement). That’s all very nice, but it doesn’t really tell us much about how attention works (that’s the trouble with the neural-correlates approach). Fortunately some brain imaging studies have gone beyond this, to reveal some truly interesting things about attention.

This book is a compilation of interesting ideas that have strongly influenced my thoughts and I want to share them in a compressed form. That ideas can change your worldview and bring inspiration and the excitement of discovering something new. The emphasis is not on the technology because it is constantly changing. It is much more difficult to change the accompanying circumstances that affect the way technological solutions are realized. The chef did not invent salt, pepper and other spices. He just chooses good ingredients and uses them skilfully, so others can enjoy his art. If I’ve been successful, the book creates a new perspective for which the selection of ingredients is important, as well as the way they are smoothly and efficiently arranged together. In the first part of the book, we follow the natural flow needed to create the stimulating environment necessary for the survival of a modern company. It begins with challenges that corporations are facing, changes they are, more or less successfully, trying to make, and the culture they are trying to establish. After that, we discuss how to be creative, as well as what to look for in the innovation process. The book continues with a chapter that talks about importance of inclusion and purpose. This idea of inclusion – across ages, genders, geographies, cultures, sexual orientation, and all the other areas in which new ways of thinking can manifest – is essential for solving new problems as well as integral in finding new solutions to old problems. Purpose motivates people for reaching their full potential. This is The second and third parts of the book describes the areas that are important to support what is expressed in the first part. A flexible organization is based on IT alignment with business strategy. As a result of acceleration in the rate of innovation and technological changes, markets evolve rapidly, products’ life cycles get shorter and innovation becomes the main source of competitive advantage. Business Process Management (BPM) goes from task-based automation, to process-based automation, so automating a number of tasks in a process, and then to functional automation across multiple processes andeven moves towards automation at the business ecosystem level. Analytics brought us information and insight; AI turns that insight into superhuman knowledge and real-time action, unleashing new business models, new ways to build, dream, and experience the world, and new geniuses to advance humanity faster than ever before. Companies and industries are transforming our everyday experiences and the services we depend upon, from self-driving cars, to healthcare, to personal assistants. It is a central tenet for the disruptive changes of the 4th Industrial Revolution; a revolution that will likely challenge our ideas about what it means to be a human and just might be more transformative than any other industrial revolution we have seen yet. Another important disruptor is the blockchain - a distributed decentralized digital ledger of transactions with the promise of liberating information and making the economy more democratic. You no longer need to trust anyone but an algorithm. It brings reliability, transparency, and security to all manner of data exchanges: financial transactions, contractual and legal agreements, changes of ownership, and certifications. A quantum computer can simulate efficiently any physical process that occurs in Nature. Potential (long-term) applications include pharmaceuticals, solar power collection, efficient power transmission, catalysts for nitrogen fixation, carbon capture, etc. Perhaps we can build quantum algorithms for improving computational tasks within artificial intelligence, including sub-fields like machine learning. Perhaps a quantum deep learning network can be trained more efficiently, e.g. using a smaller training set. This is still in conceptual research domain.

From cradle to grave this problem of running order through chaos, direction through space, discipline through freedom, unity through multiplicity, has always been, and must always be, the task of education, as it is the moral of religion, philosophy, science, art, politics, and economy; but a boy’s will is his life, and he dies when it is broken, as the colt dies in harness, taking a new nature in becoming tame.

Productivity is not the same as progress. You can complete multiple tasks for others and yourself, but if the work is not progressing you forward toward your goals, then all the effort is a practice in futility.

MONKEY MIND MONK MIND Overwhelmed by multiple branches Focused on the root of the issue Coasts in the passenger seat Lives intentionally and consciously Complains, compares, criticizes Compassionate, caring, collaborative Overthinks and procrastinates Analyzes and articulates Distracted by small things Disciplined Short-term gratification Long-term gain Demanding and entitled Enthusiastic, determined, patient Changes on a whim Commits to a mission, vision, or goal Amplifies negatives and fears Works on breaking down negatives and fears Self-centered and obsessed Self-care for service Multitasking Single-tasking Controlled by anger, worry, and fear Controls and engages energy wisely Does whatever feels good Seeks self-control and mastery Looks for pleasure Looks for meaning Looks for temporary fixes Looks for genuine solutions

Another prediction from the disease-avoidance hypothesis of disgust is a gender difference: Since women typically care for their infants and children, they need to protect them from disease, as well as themselves. Women are also more likely to be directly involved in food preparation, so disgust may also lead to more hygienic meals for a woman’s family (Al-Shawaf, Lewis, & Buss, 2017). Women also incur greater risk than do men of contracting diseases from sexual activity, so stronger disgust reactions could protect against those hazards (Fleischman, 2014). On the flip side, high levels of disgust in men may have interfered with the tasks of large-game hunting and warfare, both of which entail exposure to blood, wounds, and dead bodies (Al-Shawaf et al., 2017). Women do find images depicting disease-carrying objects to be more disgusting than men do and also perceive that the risk of disease is greater from those objects than men do (Curtis et al., 2004). Meta-analyses of multiple studies confirm a robust sex difference in both pathogen disgust and sexual disgust (Sparks, Fessler, Chan, Ashokkumar, & Holbrook, 2018). So the next time you witness women being more grossed out than men at the sight of filthy bathrooms, you should have a good handle on explaining why.

Coachability and Adaptability Multiple times, I've seen reps who are either too insecure to admit that they cannot perform a new function or too fearful of change. They won’t let anyone coach them. If you're not coachable, you won't learn. If you won’t learn, you won’t adapt. Adaptability is a critical trait in any rapidly growing company. As your product, market, competition, and company changes, you'll need people who are flexible enough to adapt to the changing environment. They'll need to perform new tasks, learn new products, and develop new skills.

Neurodivergent Checklist Time Blindness: Many neurodivergent people have trouble properly perceiving time as it passes. It either goes by too quickly or slowly. The perception of time depends on the level of stimulation the neurodivergent person is dealing with. It also can vary depending on what you’re focused on. If you’ve ever found yourself unable to account for time, you may be neurodivergent. Executive Dysfunction: This is what you experience when you want to accomplish a task, but despite how hard you try, you cannot see it through. Executive dysfunction happens for various reasons, depending on the type of neurodivergence in question. Still, the point is that this is a common occurrence in neurodivergent people. Task Multiplication: What is task multiplication? It happens when you set off to accomplish one thing but have to do a million other things, even though that wasn’t your original plan. For instance, you may want to sit down to finish some writing, only to notice water on the floor. You get up to grab a mop, and on the way, you notice the laundry you were supposed to drop off at the dry cleaners. Stooping to pick up the bag, you find yourself at eye level with your journal and remember you were supposed to make an entry the previous day, so you’re going to do that now. On and on it goes. Inconsistent Sleep Habits: This depends on what sort of neurodivergence you’re dealing with and if you’ve got comorbid disorders. Most importantly, neurodivergent people sleep more or less than “regular” people. You may also notice that your sleep habits fluctuate a lot. Sometimes you may sleep for eight hours at a stretch for a week, only to suddenly start running on just three hours of sleep. Emotional Dysregulation: With many neurodivergent people, it’s hard to keep emotions in check. Emotional dysregulation occurs in extreme emotions, sudden mood swings, or inappropriate emotional reactions (either not responding to the degree they should or overreacting). Hyperfixation: This also plays out differently depending on the brand of neurodivergence in question. Often, neurodivergent people get very involved in topics or hobbies to the point of what others may think of as obsession. Picking Up on Subtleties but Missing the Obvious: Neurodivergent people may struggle with picking up on things neurotypical people can see easily. At the same time, they are incredibly adept at noticing the subtle things everyone else misses. Sensory Sensitivities: If you’re neurodivergent, you may be unable to ignore your clothes tag scratching your back, have trouble hearing certain sounds, and can’t quite deal with certain textures of clothing, food, and so on. Rejection Sensitivity: Neurodivergent people are often more sensitive to rejection than others due to neurological differences and life experiences. For instance, children with ADHD get much more negative feedback than their peers without ADHD. Neurodivergent people are often rejected to the point where they notice rejection even when it’s not there.

Although we don’t yet know that the pill does, the research suggests that it probably has a hand in women’s mate preferences, our sensitivity to smells, our relationship satisfaction, the functioning of our stress response, the activities of multiple neurotransmitter systems, the activities of multiple hormones, our moods, our persistence in difficult tasks, our ability to learn and remember, and our sex drive.

Nuclear Command and Control is predicated on the concept of redundancy, with multiple organizations performing similar tasks in the event one component fails.

Coined in 1975 by psychologist Mihály Csíkszentmihályi, flow state is the phenomenon in which a person is fully immersed in an activity that leads to focus, energized involvement, and enjoyment. A person in flow state is no longer thinking of multiple things, or even their sense of self, but is singularly focused on a task or challenge. Many people report it is the happiest feeling in their lives.

Prioritize and Execute. We verbalize this principle with this direction: “Relax, look around, make a call.” Even the most competent of leaders can be overwhelmed if they try to tackle multiple problems or a number of tasks simultaneously. The team will likely fail at each of those tasks. Instead, leaders must determine the highest priority task and execute.

In modern times there has been something of a consensus among biblical scholars that words have only one meaning and that the task of biblical interpretation is to discover the original meaning of the words of the Bible. The church fathers, however, took it as self-evident that the words of the Bible often had multiple meanings and the plain sense did not exhaust their meaning. "No Christian," said Augustine in the first paragraph of his Literal Commentary on Genesis, "would dare say that the [words of the Scripture] are not to be taken figuratively.

variable. In social science, this is called a nomothetic mode of explanation—the isolation of the most important factors. This approach is consistent with the philosophy of seeking complete but parsimonious explanations in science.1 The second part involves addressing those variables that were not considered as being of most relevance. Regarding the first part, the specification of the “most important” independent variables is a judicious undertaking. The use of a nomothetic strategy implies that a range of plausible models exists—different analysts may identify different sets of “most important” independent variables. Analysts should ask which different factors are most likely to affect or cause their dependent variable, and they are likely to justify, identify, and operationalize their choices differently. Thus, the term full model specification does not imply that only one model or even a best model exists, but rather it refers to a family of plausible models. Most researchers agree that specification should (1) be driven by theory, that is, by persuasive arguments and perspectives that identify and justify which factors are most important, and (2) inform why the set of such variables is regarded as complete and parsimonious. In practice, the search for complete, parsimonious, and theory-driven explanations usually results in multiple regression models with about 5–12 independent variables; theory seldom results in less than 5 variables, and parsimony and problems of statistical estimation, discussed further, seldom result in models with more than 12. Key Point We cannot examine the effect of all possible variables. Rather, we focus on the most relevant ones. The search for parsimonious explanations often leads analysts to first identify different categories of factors that most affect their dependent variable. Then, after these categories of factors have been identified, analysts turn to the task of trying to measure each, through either single or index variables. As an example,

Thus, multiple regression requires two important tasks: (1) specification of independent variables and (2) testing of the error term. An important difference between simple regression and multiple regression is the interpretation of the regression coefficients in multiple regression (b1, b2, b3, …) in the preceding multiple regression model. Although multiple regression produces the same basic statistics discussed in Chapter 14 (see Table 14.1), each of the regression coefficients is interpreted as its effect on the dependent variable, controlled for the effects of all of the other independent variables included in the regression. This phrase is used frequently when explaining multiple regression results. In our example, the regression coefficient b1 shows the effect of x1 on y, controlled for all other variables included in the model. Regression coefficient b2 shows the effect of x2 on y, also controlled for all other variables in the model, including x1. Multiple regression is indeed an important and relatively simple way of taking control variables into account (and much easier than the approach shown in Appendix 10.1). Key Point The regression coefficient is the effect on the dependent variable, controlled for all other independent variables in the model. Note also that the model given here is very different from estimating separate simple regression models for each of the independent variables. The regression coefficients in simple regression do not control for other independent variables, because they are not in the model. The word independent also means that each independent variable should be relatively unaffected by other independent variables in the model. To ensure that independent variables are indeed independent, it is useful to think of the distinctively different types (or categories) of factors that affect a dependent variable. This was the approach taken in the preceding example. There is also a statistical reason for ensuring that independent variables are as independent as possible. When two independent variables are highly correlated with each other (r2 > .60), it sometimes becomes statistically impossible to distinguish the effect of each independent variable on the dependent variable, controlled for the other. The variables are statistically too similar to discern disparate effects. This problem is called multicollinearity and is discussed later in this chapter. This problem is avoided by choosing independent variables that are not highly correlated with each other. A WORKING EXAMPLE Previously (see Chapter 14), the management analyst with the Department of Defense found a statistically significant relationship between teamwork and perceived facility productivity (p <.01). The analyst now wishes to examine whether the impact of teamwork on productivity is robust when controlled for other factors that also affect productivity. This interest is heightened by the low R-square (R2 = 0.074) in Table 14.1, suggesting a weak relationship between teamwork and perceived productivity. A multiple regression model is specified to include the effects of other factors that affect perceived productivity. Thinking about other categories of variables that could affect productivity, the analyst hypothesizes the following: (1) the extent to which employees have adequate technical knowledge to do their jobs, (2) perceptions of having adequate authority to do one’s job well (for example, decision-making flexibility), (3) perceptions that rewards and recognition are distributed fairly (always important for motivation), and (4) the number of sick days. Various items from the employee survey are used to measure these concepts (as discussed in the workbook documentation for the Productivity dataset). After including these factors as additional independent variables, the result shown in Table 15.1 is

Nevertheless, Michael Erard’s (2012) review of the cases of some of history’s most successful learners of multiple languages shows that their unusual talent was also associated with a willingness to work hard at tasks that many would consider too boring or difficult, such as using word cards to study vocabulary.

The twentieth century was not the finest epoch in Southern Baptist history with respect to ecclesiological practice. As urban churches increased in numbers of members, stress was placed on church efficiency. In the admission of members, there was less care and greater laxity, while corrective church discipline was abandoned and the use of church covenants became less frequent. Numerous members were inactive and/or nonresident, but their names were kept on church rolls. In larger urban churches, full-time ministers with specialized tasks assisted the pastors so that the “church staff” came to be. Certain other Baptist conventions and unions chose to identify with conciliar ecumenism and its goal of more visible transdenominational union, but the SBC declined to do so—eliciting the unfavorable epithet “problem child of American Protestantism”—and the conciliar movement faded in significance. Later in the century numerous megachurches developed, usually with multiple worship services and multiple sites and with the demise of congregational polity. In the final decades of the century, as Southern Baptists found more affinity with American evangelicals, they found that ecclesiology was a weakness, not a strength of evangelicals. Increasingly moral failure, both in the membership and in the leadership, became common in Southern Baptist churches, with church members having the same percentage of failures as nonmembers.

This book is an exposition of the doctrine of vocation and an attempt to apply that doctrine in a practical way to life in the twenty-first century. First, it will explore the nature of voca- tion—what is the purpose of vocation, how to find one’s vocation, how God calls us to different tasks and how He is present in what we do in our everyday lives. Then the book will address specific vocations and specific problems common to them all. According to the Reformers, each Christian has multiple vocations. We have callings in our work. We have callings in our families. We have callings as citizens in the larger society. And we have callings in the Church.

Where once an educated person might have assumed she was at least conversant with the relevant knowledge on a particular field of study, the explosion of information has rendered that assumption laughable. One solution to information overload is to increase a leader’s access to information, fitting him with two smartphones, multiple computer screens, and weekend updates. But the leader’s access to information is not the problem. We can work harder, but how much can we actually take in? Attention studies have shown that most people can thoughtfully consider only one thing at a time, and that multitasking dramatically degrades our ability to accomplish tasks requiring cognitive concentration. Given these limitations, the idea that a “heroic leader” enabled with an über-network of connectivity can simultaneously control a thousand marionettes on as many stages is unrealistic.

Knowledge is only the first step. It is the foundation of further learning processes.” – Inez De Florio, Effective Teaching and Successful Learning, p. 102 “Students engage in learning when two conditions are fulfilled. The goals, standards, or objectives must be of value for them. But it is not sufficient that they attribute personal value to the goal: They must be convinced that they can reach it.” – Inez De Florio, Effective Teaching and Successful Learning, p. 108 “The expertise of a teacher does not consist only of his ability to plan a lesson or a comprehensive teaching unit and put it into practice; at least as important as these basic tools of the teaching profession are knowledge and flexibility regarding how to surmount unexpected difficulties.” – Inez De Florio, Effective Teaching and Successful Learning, p. 119 “When planning a teaching intervention, the most important question often remains unasked: In what ways does the chosen learning content or skill refer to the needs and interests of the students?” – Inez De Florio, Effective Teaching and Successful Learning, p. 122 “Teaching is more effective and learning more successful when students participate in planning and starting the lesson.” – Inez De Florio, Effective Teaching and Successful Learning, p. 136 “What is a good explanation? Explanations should be clear and well-structured. They should take students’ age and their prior knowledge into account. They are supposed to correspond to the interests of the learners.” – Inez De Florio, Effective Teaching and Successful Learning, p. 144 “There is an unjustified differentiation between tasks for learning and tasks for testing. • First, all tasks should be meaningful and motivating, not only those destined for classroom practice. … • Second, all tasks have to contribute to an improvement of learning.” – Inez De Florio, Effective Teaching and Successful Learning, p. 159 “Deepening the learning processes during independent practice should at least prepare the transfer of new concepts or schemata to other situations than those in which the new content first occurred.” – Inez De Florio, Effective Teaching and Successful Learning, p. 172 “Cooperative learning and problem-/project-based approaches aim at further deepening the new learning content. They offer the learners multiple and motivating opportunities to lead to automaticity of knowledge and skills, and to promote the desired attitudes.” – Inez De Florio, Effective Teaching and Successful Learning, p. 176 “During the lesson, feedback should have three directions: from teachers to students, among the learners, and from students to teachers.” – Inez De Florio, Effective Teaching and Successful Learning, p. 199 “During work in small groups, teachers cannot eliminate peer feedback. It occurs as such because feedback is frequent in the life contexts of children, adolescents and adults. Therefore adequate training is of utmost importance not only for classroom learning but also with regard to future professional and private requirements.” – Inez De Florio, Effective Teaching and Successful Learning, p. 210

Planters from Western cultures can tend to be very task oriented, and activities like socializing informally, drinking tea, and chatting can feel like a waste of time. But in most cultures relationships come before tasks. Evangelism is first and foremost about loving people the way God loves them and then sharing the message of God’s redeeming love with them. People are not objects or targets. They want to be respected and understood. They are people worthy of love, respect, and time.

A Complete Guide to Conduct A Backlinks Audit Google's web spam team is very pro-active today to detect spam at maximum lowest degree in order to give spam-free search results to its viewers. In this regard, Google is making their algorithm strong to block the spammers from search results and attacking on each and every websites having un-natural or spam link profiles. If your website has large number of low quality backlinks OR exceeding 3% backlinks with exact match anchor texts then you should consider reviewing your website's link profile. If you are victim of Google penguin penalty then you have to evaluate your website's link profile to clean it from low quality or over-optimized backlinks. Building backlinks for a single or multiple websites can be a easy task while evaluating backlinks quality can be a challenging. In this regard, you should conduct a detailed backlinks analysis in order clean-up your website from low quality or un-natural backlinks. You should consider the following points while analyzing backlinks profile of a website: 1: Total number of backlinks 2: Total number of referring domains 3: Anchor text distribution ratio 4: Quality of backlinks 1: Number of backlinks This is the 1st main point to review while checking the link profile. You have to download the list of all backlinks to check each and every backlinks. Google Webmaster Tools, Ahrefs, MajesticSEO and Opensiteexplore are some important tools can help you to get the list of backlinks attached with your website. Now, check each and every backlinks from the list you download and see if these are on Google's webmaster quality guidelines or not. 2: Referring Domains You should check the quality also for TLDs linked with your website. Check the PA and DA of each domain and see if these are relevant to your website niche to get backlinks. If linked domains have high external backlinks and not relevant to your website niche then try to remove these domains from your website. 3: Anchor test distribution This is the most important thing to consider while doing backlinks analysis of any website. Most of SEOs prefer to build backlinks with exact match anchor text only and ignoring Brand, Generic, LSI as well as other types of anchor text. Google penguin heavily attack on website having over-optimized exact match anchor text backlinks profile. Review all exact-match anchor text backlinks and remove it if found not-relevant or from low quality websites. 4: Quality of backlinks Backlinks quality really matters while doing backlinks analysis. If your website is full of linked with low quality and irrelevant websites then you should immediately try to remove these from your website. These low quality backlinks might be reason for your web penalization from search results.

Artistic careers seem to attract a disproportionately high ratio of people with dysfunctional backgrounds, odd upbringings, multiple hang-ups, and exotic emotional deficiencies. In other words, they have plenty to get off their chests, and ever since they weregiven/took the opportunity to do so they certainly haven't shirked from the task.

There’s clearly a tendency for people to attempt multiple, simultaneous—as much as they can—activities,” said Dr. Adam Gazzaley, director of neuroscience at the University of California, San Francisco.3 But research shows that our propensity for multitasking and distractions is a bad thing. According to UC Irvine professor of informatics Dr. Gloria Mark, once you are captured by a distraction, it can take up to twenty-three minutes to get back on track.4 And since the average person succumbs to distractions an average of every three minutes, it can be difficult to escape.5 It’s even worse if you are a multitasker. You might think a chronic multitasker would be more adept at switching between tasks, but you would be wrong. A recent study by Stanford professor Eyal Ophir found that “heavy media multitaskers”—those who consumed a large amount of media content—were not only more susceptible to irrelevant stimuli, but they were also significantly slower when it came to switching between tasks.6 Another study, from the University of Utah, found that people who identified as “strong multitaskers” were in fact the least capable multitaskers of the 310 subjects they tested. Heavy multitaskers are far less capable of inhibiting distractions than those who identify as light multitaskers.7

It also involves: “How to talk to people constantly, motivate them, how to get them to see the tasks on hand and how to reduce the frictional losses in pulling people together from multiple cultures, that becomes a dominant theme. So it’s not the great man view of leadership, it is somebody who gets you to be as good as you can be.

feel driven to seek out people who see us for what we are, who share themselves with us, who love us. For many people, establishing a romantic relationship switches off this drive. The task is done, the race is won; there's no need to find new partners. But for some, being in a relationship doesn't flip off that switch. We remain open to the idea of new connections and more love. We engage in multiple romantic relationships, and love others who do the same, because doing so enriches the lives of everyone involved. Loving more than one person at the same time is not an escape from intimacy; it is an enthusiastic embrace of intimacy. Polyamorous

We put people in boring environments with nothing to do for hours on end, until suddenly they must respond quickly and accurately. Or we subject them to complex, high-workload environments, where they are continually interrupted while having to do multiple tasks

There are ancient works, written by monks that identify with Japanese’s Zen monks practicing homosexuality. A woman can become a Zen monk also, but it is not an easy task since men are closer to Buddha than their female counterparts. Still, Buddhist have been known to practice the art of one woman having multiple husbands.

Multitasking is largely a myth; we can’t do multiple things at once, and when we try, we tend to do a poorer job at both. Frequent interruptions—such as your phone starting to vibrate while you’re reading this paragraph—make it harder to return to the task at hand. In

The trouble with multitasking. In study after study, researchers have shown that performing multiple tasks at once makes the brain less efficient. Basically, the brain doesn’t become proficient at doing multiple tasks, it simply becomes faster at skipping back and forth between them and blocking other information out.