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.

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...

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.

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.

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.

Multilevel multitasking multiplied multiple times is Event Management.

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!

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

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.

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.

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.

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.

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.

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.

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

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 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.

However, interrupting technology workers is easy, because the consequences are invisible to almost everyone, even though the negative impact to productivity may be far greater than in manufacturing. For instance, an engineer assigned to multiple projects must switch between tasks, incurring all the costs of having to re-establish context, as well as cognitive rules and goals.

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.

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.

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

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.

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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.

In my work as a therapist I have seen hundreds of clients who struggle with these issues, and I am convinced now more than ever of one simple truth: they are not lazy. In fact, I do not think laziness exists. You know what does exist? Executive dysfunction, procrastination, feeling overwhelmed, perfectionism, trauma, amotivation, chronic pain, energy fatigue, depression, lack of skills, lack of support, and differing priorities. ADHD, autism, depression, traumatic brain injury, and bipolar and anxiety disorders are just some of the conditions that affect executive function, making planning, time management, working memory, and organization more difficult, and tasks with multiple steps intimidating or boring.

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

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.

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.

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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.

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How has a failure, or apparent failure, set you up for later success? Do you have a “favorite failure” of yours? During my second tour in Iraq, I was commander of SEAL Team Three, Task Unit Bruiser. We were deployed to the war-torn city of Ramadi, the epicenter of the insurgency at the time. Only a few weeks into the deployment, we conducted a large operation in conjunction with U.S. Army soldiers, U.S. Marines, and friendly Iraqi Army soldiers. There were multiple elements on the battlefield, all engaged in heavy enemy contact. In the fog of war, mistakes were made. Bad luck emerged. Things went wrong. There ended up being a vicious firefight between one of my SEAL elements and a friendly Iraqi unit. An Iraqi soldier was killed and several others were wounded, including one of my SEALs. It was a nightmare. While there was plenty of blame to go around, and plenty of people who had made mistakes, I realized there was only one person to blame: me. I was the commander. I was the senior man on the battlefield, and I was responsible for everything that happened. Everything. As a leader, there is no one else to blame. Don’t make excuses. If I don’t take ownership of problems, I can’t solve them. That’s what a leader has to do: take ownership of the problems, the mistakes, and the shortfalls, and take ownership of creating and implementing solutions to get those problems solved. Take ownership.

* 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

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.

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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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.

Goldfish Memory For decades people believed that the goldfish memory lasts only for 3 seconds. But over the years, this belief has been debunked multiple times with experiments and research. Goldfish are one of the most popular pet fish, and if you are a proud owner of a goldfish, you would be happy to know that your fish remembers you. Disproving the 3 seconds memory myth Studies show that your goldfish memory spans more than three months. In one of the studies, the scientists added a lever to the goldfish tank that dispensed food when pressed. The goldfish in the tank quickly learned to press the lever to get food. The goldfish started to come to the lever whenever they were hungry. Later the scientist changed the process and adjusted the lever to dispense food only at a particular time within a one-hour window. Soon the goldfish learned to return to the lever each day around that time when the lever dispensed food. This experiment proves that goldfish do have memories that span more than 3 seconds. In another study, the scientists used music to train the goldfish. Whenever they brought food for the goldfish, a particular piece of music would be playing. The goldfish learned to associate this music with food. Later, the scientists released the goldfish into the wild. After about five months, they played the same piece of music, and the goldfish returned to the same feeding place. The results of the above experiments would have been different if the goldfish has a 3-second memory. Are goldfish smart? The answer is yes they are! Besides having better than a 3-second memory, goldfish are also quite intelligent in their own right. They have shown an incredible ability to learn and process information. In many cases, your pet goldfish have been found to remember their owners' sound and to distinguish the one who feeds them. They are usually scared when they meet new people, and it is only after repeatedly seeing the person that they no longer fear them. There have also been instances where goldfish do complex activities like swimming through a maze or push a ball into a net. This proves that the goldfish have better memory and can perform far more complex tasks than we give them credit. Goldfish evolving over millions of years Scientists believe that the entire fish category has evolved over hundreds of years and have learned to remember where and how they can find food, what predators look like, how to stay safe, and basic survival instincts. Conclusion From all the research and studies that have been conducted, it is easy to deduce that when you keep your goldfish in a bowl with the same accessories for years, it will not provide a scintillating environment for the fish to thrive. The goldfish may not be the smartest species in the animal kingdom, but they do have a memory that is more than just 3 seconds. Hence, it is only fair that if you bring home a goldfish as a pet, give it the environment it needs to enjoy a healthy and stimulating life.

Wisdom, like compassion, often seems to require of us that we hold multiple realities in our consciousness at once. This may be the task we must begin to engage if we wish to gain a deeper understanding of the evolution of human consciousness, and the history of the Western mind in particular: to see that long intellectual and spiritual journey, moving through stages of increasing differentiation and complexity, as having brought about both a progressive ascent to autonomy and a tragic fall from unity – and, perhaps, as having prepared the way for a synthesis on a new level. From this perspective, the two paradigms reflect opposite but equally essential aspects of an immense dialectical process, an evolutionary drama that has been unfolding for thousands of years and that now appears to be reaching a critical, perhaps climactic moment of transformation. (p. 14)

A number of people I know claim to be great multi-taskers. The brain, however, doesn’t work that way; instead it focuses on one activity at a time. If you switch back and forth between multiple tasks, your brain works more slowly than it would if you focused on each activity for a period of time. Albert Einstein said: It's not that I'm so smart, it's just that I stay with problems longer.

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.

Myth: You can multitask. Reality: There is no such thing as multitasking. As numerous studies have confirmed, the true multitasking – i.e., performing more than one task at the same time – is a myth. Those people who think they can split their attention between multiple tasks at once are not actually getting more done. In reality, they become more stressed out, and have a lower overall productivity than those who single-task. M

In Schwarz and Clore’s seminal study on the phenomenon they term “mood as information,” they called people in various zip codes to ask them how satisfied they were with their life—a simple question rather than an elaborate decision task. The zip codes were chosen alongside weather reports. Some people were experiencing a sunny day, and others a rainy day. On average, people expressed higher life satisfaction when the sun was out. But the effect disappeared when the experimenter drew their attention to the weather, by asking, “How’s the weather down there?” In other words, if our attention is drawn to the actual cause of our mood, it stops having an effect. Schwarz and Clore’s findings have been replicated in multiple settings. Stock market returns have been found to be lower on days with greater cloud cover—and higher when a favorite sports team wins. Over and over, incidental events affect decisions they shouldn’t actually influence, simply because they affect how we’re feeling. Tell people what’s going on, though, and they can often overcome it. Which is great news for dealing with tilt

Good and Bad Habits Habits can be compared to macros in an Excel sheet. If we have tasks we wish to repeat in multiple cells, we can record a macro to automate them and quickly apply the set of actions to selected cells. Habits are like macros in the brain. On receiving the given cue, the brain automatically performs the actions of its programming. However, there is a catch to it. The created macro does not care whether it was correctly designed or not. If correct, it saves time through automated processes. But if the macro itself is wrong, we end up with a messed up excel sheet. Likewise, habits too programme the brain for our benefit or harm. Here is an anecdotal tale about habits.

I'd love to cook," she says, "but who has the time? I can't afford to spend two days baking a cake." The implication, of course, is that only unimportant people have that kind of time. Unimportant people like me. I wait for Adam to jump in and save me, but instead he shoves a forkful of lamb into his mouth and feigns deep interest in the contents of his dinner plate. For someone with Adam's political ambitions and penchant for friendly debate, I'm always amazed at the lengths he goes to avoid confrontation with his parents. "I have a full-time job," I say, offering Sandy a labored smile, "and somehow I manage." Sandy delicately places her fork on the table and interlaces her fingers. "I beg your pardon?" My cheeks flush, and all the champagne and wine rush to my head at once. "All I'm saying is... we make time for the things we actually want to do. That's all." Sandy purses her lips and sweeps her hair away from her face with the back of her hand. "Hannah, dear, I am very busy. I am on the board of three charities and am hosting two galas this year. It's not a matter of wanting to cook. I simply have more important things to do." For a woman so different from my own mother- the frosted, well-groomed socialite to my mother's mousy, rumpled academic- she and my mother share a remarkably similar view of the role of cooking in a modern woman's life. For them, cooking is an irrelevant hobby, an amusement for women who lack the brains for more high-powered pursuits or the money to pay someone to perform such a humdrum chore. Sandy Prescott and my mother would agree on very little, but as women who have been liberated from the perfunctory task of cooking a nightly dinner, they would see eye to eye on my intense interest in the culinary arts. Were I a stronger person, someone more in control of her faculties who has not drunk multiple glasses of champagne, I would probably let Sandy's remark go without commenting any further. But I cannot be that person. At least not tonight. Not when Sandy is suggesting, as it seems everyone does, that cooking isn't a priority worthy of a serious person's time. "You would make the time if you wanted to," I say. "But obviously you don't.

Decreased multitasking abilities: Difficulty juggling multiple tasks or switching between tasks, leading to feelings of being overwhelmed.

The writer David Lodge once noted that 90 percent of what we call writing is actually reading. It’s going back over your work so you can change and improve it. The excavation task is like that. It’s going back and back over events. The goal is to try to create mental flexibility, the ability to have multiple perspectives on a single event. To find other ways to see what happened. To put the tragedy in the context of a larger story. As Maya Angelou once put it, “The more you know of your history, the more liberated you are.

Attention is a yin to the yang in focus. Attention (mindfulness) and attention (focus) work together to provide a true, rounded experience of both being centered on the task at hand (whatever it may be), as well as being fully aware of, and responsive to, the many facets of the moment in which you are. In most forms of meditation you must demonstrate a certain level of concentration as well as free mind. What You’ll Get Out of It You must expand your mind and embrace the fullness of the moment in which you are. We might compare our sensitivity to light: When we concentrate on something, we could say we're "shining a spotlight" about it. Instead of shining a spotlight on one particular thing, as we exercise transparent consciousness, we may suggest that we encourage our awareness to "shine" in every direction around us, like the glow of a candle flame. This light of consciousness surrounding us will be referred to as our area of knowledge. The response area is the total sum of all the sensory input. The practice of open consciousness is an experiment of encouraging the senses to feel the fullness of the present moment, being mindful of even the subtleties you would usually forget, neglect or completely miss, such as the warmth of the air around you or the occasional crackling of floorboards. When we just accept and allow things to be as they are, we disengage instinctively from the urges that would try to control or change things. In passivity or indifference, this isn't a custom–quite the contrary. This is an exercise of opening your mind and encouraging you to obtain all the knowledge you can potentially before you make any moves or take any action. Remember that the term makes. We don't push ourselves to pick up on sensory input; perception simply grows from a state of quiet, comfortable allowing. We have a biological tendency to "brace for impact" when we are resistant to something that is happening, which means we withdraw and tighten up the muscles in our body. The subconscious then automatically begins to think all the way things could or ought to be different from what they are. When we're open to something, we seem to be more enthusiastic about the unexpected, and even more willing to embrace, leaving the body more at ease. It helps us to be more open to learning what we're doing and to learn. With an open mind we strive to see more options on issues and multiple perspectives. Open Awareness Meditation will strengthen the ability to see things as they really are and embrace them for what they are.

Attention is a yin to the yang in focus. Attention (mindfulness) and attention (focus) work together to provide a true, rounded experience of both being centered on the task at hand (whatever it may be), as well as being fully aware of, and responsive to, the many facets of the moment in which you are. In most forms of meditation you must demonstrate a certain level of concentration as well as free mind. What You’ll Get Out of It You must expand your mind and embrace the fullness of the moment in which you are. We might compare our sensitivity to light: When we concentrate on something, we could say we're "shining a spotlight" about it. Instead of shining a spotlight on one particular thing, as we exercise transparent consciousness, we may suggest that we encourage our awareness to "shine" in every direction around us, like the glow of a candle flame. This light of consciousness surrounding us will be referred to as our area of knowledge. The response area is the total sum of all the sensory input. The practice of open consciousness is an experiment of encouraging the senses to feel the fullness of the present moment, being mindful of even the subtleties you would usually forget, neglect or completely miss, such as the warmth of the air around you or the occasional crackling of floorboards. When we just accept and allow things to be as they are, we disengage instinctively from the urges that would try to control or change things. In passivity or indifference, this isn't a custom–quite the contrary. This is an exercise of opening your mind and encouraging you to obtain all the knowledge you can potentially before you make any moves or take any action. Remember that the term makes. We don't push ourselves to pick up on sensory input; perception simply grows from a state of quiet, comfortable allowing. We have a biological tendency to "brace for impact" when we are resistant to something that is happening, which means we withdraw and tighten up the muscles in our body. The subconscious then automatically begins to think all the way things could or ought to be different from what they are. When we're open to something, we seem to be more enthusiastic about the unexpected, and even more willing to embrace, leaving the body more at ease. It helps us to be more open to learning what we're doing and to learn. With an open mind we strive to see more options on issues and multiple perspectives. Open Awareness Meditation will strengthen the ability to see things as they really are and embrace them for what they are. By practicing Open Awareness Meditation, you will cultivate: Discernment Open Awareness Meditation allows us to better appreciate the moment we are at. The more we know the more educated our choices can be in any situation. Through cultivating conscious awareness, we develop discernment by being more sensitive to the larger picture, and how it is connected to the present moment.

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.

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

The DSM-5 defines depression as a person having multiple symptoms, which may include a depressed mood, loss of energy, diminished ability to concentrate, changes in appetite, and decreased interest or pleasure in normally enjoyable activities, for more than a two-week period. It also states that depression is disruptive, meaning that a person’s decreased mood is interfering with their ability to comfortably live their lives. A person with depression may have a lot of trouble getting out of bed in the morning, finishing basic tasks, or connecting with friends and family. One of my patients once described depression to me as what happens when life loses its color—and I think that’s a very illuminating description.

As this model of work gains ever more prominence, as fixed premises and traditional jobs are subsumed into the space of flows and flexible contracts, there is the prospect of this sort of remote-controlled labour spreading out from the entrepreneurial sphere to become the norm. The supposedly classless society of the future might well arrange itself around an elite of WiFi managers serviced by a mass of virtual assistants who are kept occupied well beyond their nominal work duties. This will be a society where self-marketing is just another administrative task, employment involves fitting multiple differently shaped assignments into every available gap, and there is no real beginning or end to the working day; a world in which we are all either willing or reluctant jugglers.

Motif Petrify in fairy tales, as multiple aesthetical, has complex origins and development. Forgotten Transformed ritual foundation motive is revealed in the ritual killing of old people. The cyclical myth dismissal of growth and decline is attributed to old people stopping power of life. In order to preserve the life force Penina points out that it took to destroy the creatures that personified their weakening. Mythological justification for the ritual murder of the demonized old lady is a representative of an old man’s death. In doing so, there is no risk of punishment or retaliation for the killing done, because in the moral and mythological plane victim turns into a bully who needs to catch up with retribution. Deeply rooted in the mythical magical notion of the sacred, ritual killing old people is not completely lost in the genres of oral tradition, but is largely hidden in fairy tales. Another basis Petrify in fairy tales is tied for proofing hero. In this type of Petrify emphasized the dependence of suffering from violations of the ban. Offense prohibiting turning into a demonic time and space, or prohibiting speech that is not necessarily related to the hazards arising from the proximity of the demons in lyrical songs, ballads, and some traditions and psychologically conditioned, but the tales he has not shown in the light of personal motives, since the clash of two sacred place in the framework of fulfilling the task of the hero. The power of the heroes in the face of a hostile beings Petrifying people in fairy tales to finalize a victory over the demon, a demon or a subsequent grace which frees the victim of the killed hero of his unfortunate fate, eventually expires Penina Mezei.

The strategic level is concerned with the use of military force to achieve national objectives. In the new American style of war, it has come to be interpreted as the highest political and diplomatic level at which decisions are made to collect and deploy military forces to a distant theater. The size of strategic land forces varies, depending on the nature of the topography and the seriousness of the enemy threat. In past limited wars, deployments involved relatively large armies consisting of multiple corps of 50,000 soldiers each. The numbers of soldiers deployed in more recent campaigns have been considerably smaller. The strategic challenge in the years ahead will center on "time versus risk"-that is, the decisions that must be made to balance the size of the strategic force to be projected versus the time necessary for the force to arrive ready to fight. The United States must be able to overcome the problems of distance and time without unnecessarily exposing early arriving forces to an enemy already in place within a theater of war. The operational level of warfare provides a connection between strategic deployments and the tactical engagements of small units. The "art" of maneuvering forces to achieve decisive results on the battlefield nest here. As with the deployments of strategic level forces, the basic elements of operational maneuver have shrunk as the conflict environment has changed since the end of the Second World War. During the Cold War, corps conducted operational maneuver. More recently, the task has devolved to brigades, usually self contained units of all arms capable of independent maneuver. An independent brigade consists of about 5,000 soldiers. At the operational level, ground forces will face the challenge of determining the proper balance between "firepower and maneuver" resources and technologies to ensure that the will of the enemy's army to resist can be collapsed quickly and decisively. Battles are fought at the tactical level. In the past, the tactical fight has been a face-to-face endeavor; small units of about company size, no more that several hundred soldiers, are locked in combat at close range. The tactical fight is where most casualties occur. The tactical challenge of the future will be to balance the anticipated "ends," or what the combat commander is expected to achieve on the battlefield, with the "means," measured in the lives of soldiers allocated to achieve those ends. Since ground forces suffer casualties disproportionately, ground commanders face the greatest challenge of balancing ends versus means. All three challenges must be addressed together if reform of the landpower services - the Army and the Marine Corps - is to be swift and lasting. The essential moderating influence on the process of change is balance. At the strategic level, the impulse to arrive quickly must be balanced with the need for forces massive and powerful enough to fight successfully on arrival. The impulse to build a firepower-dominant operational forces will be essential if the transitory advantage of fires is to be made permanent by the presence of ground forces in the enemy's midst. The impulse to culminate tactical battle by closing with and destroying the enemy must be balanced by the realization that fighting too close may play more to the advantage of enemy rather than friendly forces.

The physical space serves as an intellectual gymnasium with multiple, flexible spaces that accommodate a variety of learning tasks.

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.

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.

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.

The lawsuit was also a major distraction to Evan, Bobby, and Snapchat, during a time when they needed to focus more than ever. Finally, they reached a settlement. Reggie would receive $ 157.5 million and sign a gag order to never speak about Snapchat, the founding, or the lawsuit. Snapchat would acknowledge Reggie’s contributions to the company. Like Facebook’s multiple lawsuits with the Winklevoss twins and Eduardo Saverin, it’s difficult to neatly arrange the characters into winner and loser columns. Reggie Brown likely could not have built Snapchat into the multibillion-dollar company it is today. But he did not simply toss an idea out there for anyone to take—he recruited Evan, the best person he knew for the task, to join him and start the company. So what is fair for each side to receive? Snapchat’s valuation soared so high and so quickly during the lawsuit that it was hard for each side to wrap their heads around it, let alone arbitrate what each side deserved. This question isn’t going away. The Social Network, featuring courtroom scene after courtroom scene of friends hurling accusations at each other through expensive lawyers, spurred scores of young college students to pursue startups. Evan’s massive success with Snapchat has only increased the startup fervor on Stanford’s campus. And Reggie’s lawyers’ firm, Lee Tran & Liang, has become the hot law firm for ousted startup cofounders to sue young tech companies.

To expend so much of a teacher’s energy on keeping track of "points" related to noninstructional tasks, and to prevent any kind of deep instruction about what is being studied, can lead only to the lowest level of academic development. This is the reason we never see these prepackaged "teacher-proofed" programs in affluent schools, only in schools serving low-income children and children of color.

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.

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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