Operational Discipline Quotes

Why is discipline important? Discipline teaches us to operate by principle rather than desire. Saying no to our impulses (even the ones that are not inherently sinful) puts us in control of our appetites rather than vice versa. It deposes our lust and permits truth, virtue, and integrity to rule our minds instead.

Essentialism is not about how to get more things done; it’s about how to get the right things done. It doesn’t mean just doing less for the sake of less either. It is about making the wisest possible investment of your time and energy in order to operate at our highest point of contribution by doing only what is essential.

Our freedom to operate and maneuver had increased substantially through disciplined procedures. Discipline equals freedom.

It is about making the wisest possible investment of your time and energy in order to operate at our highest point of contribution by doing only what is essential.

I don't mean to be like some old guy from the olden days who says, "I walked thirty miles to school every morning, so you kids should too." That's a statement born of envy and resentment. What I'm saying is something quite different. What I'm saying is that by having very little, I had it good. Children need a sense of pulling their own weight, of contributing to the family in some way, and some sense of the family's interdependence. They take pride in knowing that they're contributing. They learn responsibility and discipline through meaningful work. The values developed within a family that operates on those principles then extend to the society at large. By not being quite so indulged and "protected" from reality by overflowing abundance, children see the bonds that connect them to others.

companies should focus on one of three value disciplines: operational excellence, product leadership, or customer intimacy.

Look, the insidious thing about these forms of worship is not that they're evil or sinful; it is that they are unconscious. They are default-settings. They're the kind of worship you just gradually slip into, day after day, getting more and more selective about what you see and how you measure value without ever being fully aware that that's what you're doing. And the world will not discourage you from operating on your default-settings, because the world of men and money and power hums along quite nicely on the fuel of fear and contempt and frustration and craving and the worship of self. Our own present culture has harnessed these forces in ways that have yielded extraordinary wealth and comfort and personal freedom. The freedom to be lords of our own tiny skull-sized kingdoms, alone at the center of all creation. This kind of freedom has much to recommend it. But of course there are all different kinds of freedom, and the kind that is most precious you will not hear much talked about in the great outside world of winning and achieving and displaying. The really important kind of freedom involves attention, and awareness, and discipline, and effort, and being able truly to care about other people and to sacrifice for them, over and over, in myriad petty little unsexy ways, every day. That is real freedom. The alternative is unconsciousness, the default-setting, the “rat race” — the constant gnawing sense of having had and lost some infinite thing.

In Astrology, the moon, among its other meanings, has that of "the common people," who submit (they know not why) to any independent will that can express itself with sufficient energy. The people who guillotined the mild Louis XVI died gladly for Napoleon. The impossibility of an actual democracy is due to this fact of mob-psychology. As soon as you group men, they lose their personalities. A parliament of the wisest and strongest men in the nation is liable to behave like a set of schoolboys, tearing up their desks and throwing their inkpots at each other. The only possibility of co-operation lies in discipline and autocracy, which men have sometimes established in the name of equal rights.

Growing up, I always had a soldier mentality. As a kid I wanted to be a soldier, a fighter pilot, a covert agent, professions that require a great deal of bravery and risk and putting oneself in grave danger in order to complete the mission. Even though I did not become all those things, and unless my predisposition, in its youngest years, already had me leaning towards them, the interest that was there still shaped my philosophies. To this day I honor risk and sacrifice for the good of others - my views on life and love are heavily influenced by this.

The leader must be in charge of getting things done by running the three core processes—picking other leaders, setting the strategic direction, and conducting operations.

For we are opposed around the world by a monolithic and ruthless conspiracy that relies primarily on covert means for expanding its sphere of influence -- on infiltration instead of invasion, on subversion instead of elections, on intimidation instead of free choice, on guerrillas by night instead of armies by day. It is a system which has conscripted vast human and material resources into the building of a tightly knit, highly efficient machine that combines military, diplomatic, intelligence, economic, scientific and political operations. Its preparations are concealed, not published. Its mistakes are buried, not headlined. Its dissenters are silenced, not praised. No expenditure is questioned, no rumor is printed, no secret is revealed. It conducts the Cold War, in short, with a war-time discipline no democracy would ever hope or wish to match.

He was Instructor Reno Alberto, a five-foot-six man-mountain of fitness, discipline, and intelligence. He was ruthless, cruel, unrelenting taskmaster.

Every community is exposed to two opposite dangers: ossification through too much discipline and reverence for tradition, on the one hand; on the other hand, dissolution, or subjection to foreign conquest, through the growth of an individualism and personal independence that makes co-operation impossible.

I was temperamentally better suited to a cognitive discipline, to an introspective field—internal medicine, or perhaps psychiatry. The sight of the operating theater made me sweat. The idea of holding a scalpel caused coils to form in my belly. (It still does.) Surgery was the most difficult thing I could imagine. And so I became a surgeon.

The gospel, if it is really believed, removes neediness - the need to be constantly respected, appreciated, and well regarded; the need to have everything in your life go well; the need to have power over others. All of these great, deep needs continue to control you only because the concept of the glorious God delighting in you with all His being is just that - a concept and nothing more. Our hearts don't believe it, so they operate in default mode. Paul is saying that if you want to really change, you must let the gospel teach you - that is to train, discipline, coach you - over a period of time. You must let the gospel argue with you. You must let the gospel sink down deeply into your heart, until it changes your motivation and views and attitudes.

In the Israeli army, soldiers are divided into those who think with a rosh gadol—literally, a “big head”—and those who operate with a rosh katan, or “little head.” Rosh katan behavior, which is shunned, means interpreting orders as narrowly as possible to avoid taking on responsibility or extra work. Rosh gadol thinking means following orders but doing so in the best possible way, using judgment, and investing whatever effort is necessary. It emphasizes improvisation over discipline, and challenging the chief over respect for hierarchy.

How could the disciplines and the power that functions in them appear arbitrary, when they merely operate the mechanisms of justice itself, even with a view to mitigating their intensity?

What rules, then, can one follow if one is dedicated to the truth? First, never speak falsehood. Second, bear in mind that the act of withholding the truth is always potentially a lie, and that in each instance in which the truth is withheld a significant moral decision is required. Third, the decision to withhold the truth should never be based on personal needs, such as a need for power, a need to be liked or a need to protect one’s map from challenge. Fourth, and conversely, the decision to withhold the truth must always be based entirely upon the needs of the person or people from whom the truth is being withheld. Fifth, the assessment of another’s needs is an act of responsibility which is so complex that it can only be executed wisely when one operates with genuine love for the other. Sixth, the primary factor in the assessment of another’s needs is the assessment of that person’s capacity to utilize the truth for his or her own spiritual growth. Finally, in assessing the capacity of another to utilize the truth for personal spiritual growth, it should be borne in mind that our tendency is generally to underestimate rather than overestimate this capacity. All this might seem like an extraordinary task, impossible to ever perfectly complete, a chronic and never-ending burden, a real drag. And it is indeed a never-ending burden of self-discipline, which is why most people opt for a life of very limited honesty and openness and relative closedness, hiding themselves and their maps from the world. It is easier that way. Yet the rewards of the difficult life of honesty and dedication to the truth are more than commensurate with the demands. By virtue of the fact that their maps are continually being challenged, open people are continually growing people. Through their openness they can establish and maintain intimate relationships far more effectively than more closed people. Because they never speak falsely they can be secure and proud in the knowledge that they have done nothing to contribute to the confusion of the world, but have served as sources of

Bob Iger, Disney's chief operating officer, had to step in and do damage control. He was as sensible and solid as those around him were volatile. His background was in television; he had been president of the ABC network, which was acquired in 1996 by Disney. His reputation was as an corporate suit, and he excelled at deft management, but he also had a sharp eye for talent, a good-humored ability to understand people, and a quiet flair that he was secure enough to keep muted. Unlike Eisner and Jobs, he had a disciplined calm, which helped him deal with large egos. " Steve did some grandstanding by announcing that he was ending talks with us," Iger later recalled. " We went into crisis mode and I developed some talking points to settle things down.

The basic principle of health, well-being, and the action of healing is the presumption of prior perfection rather than the motivating problem. We must be established in the presumption that Truth is always already the case, and therefore, the perfect form of any condition is already, priorly, and presently true of it. It is not that "I" am a problem or disease to be cured (or a hopeless sinner to be saved). Rather, "I" am already and priorly one with the Perfect Condition and the perfect Form of all conditions that presently pertain, and "I" am simply operating in order to manifest it (or allow it to manifest itself) in the play of experience.

You no longer watch TV, it is TV that watches you (live),” or again: “You are no longer listening to Don’t Panic, it is Don’t Panic that is listening to you”—a switch from the panoptic mechanism of surveillance (Discipline and Punish [Surveiller et punir]) to a system of deterrence, in which the distinction between the passive and the active is abolished. There is no longer any imperative of submission to the model, or to the gaze “YOU are the model!” “YOU are the majority!” Such is the watershed of a hyperreal sociality, in which the real is confused with the model, as in the statistical operation, or with the medium. …Such is the last stage of the social relation, ours, which is no longer one of persuasion (the classical age of propaganda, of ideology, of publicity, etc.) but one of deterrence: “YOU are information, you are the social, you are the event, you are involved, you have the word, etc.” An about-face through which it becomes impossible to locate one instance of the model, of power, of the gaze, of the medium itself, because you are always already on the other side.

By using repetition, images, and other strategies - all of which communicate truths in ways that are not cognitively or propositional - marketing forms us into the kind of persons who want to buy beer to have meaningful relationships, or to buy a car to be respected, or buy the latest thing to come along simply to satisfy the desire that has been formed and implanted in us. It is important to appreciate that these disciplinary mechanisms transmit values and truth claims, but not via propositions or cognitive means; rather, the values are transmitted more covertly...This covertness of the operation is also what makes it so powerful: the truths are inscribed in us through the powerful instruments of imagination and ritual.

A good systems thinker, particularly in an organizational setting, is someone who can see four levels operating simultaneously: events, patterns of behavior, systems, and mental models.

Growing children with an inner compass that guides their steps toward kindness and compassion and generosity of spirit is far, far and away superior to training children to operate on automatic pilot.

The operative principle for all is what Danny Hillis calls the Golden Rule of Time: Do for the future what you’re grateful the past did for you. (Or what you wish the past had done for you.) That tells you the right thing to do.

Play is one of our human drives that is the basis of creativity. All of the most creative people, whether they're artists or whether they're scientists, their work is really disciplined play. Play is what we do out of freedom, not necessity.

Too obsessed with day-to-day coverage, too easily blown off track by day-to-day events, they have a tendency to flit from issue to issue, rarely engaging with them fully and rarely joining up their various responses into a considered overall approach.

Every community is exposed to two opposite dangers, ossification through too much discipline and reverence for tradition, on the one hand; on the other hand, dissolution, or subjection to foreign conquest, through the growth of an individualism and personal independence that makes co-operation impossible.

From a very early age Edison became used to doing things for himself, by necessity. His family was poor, and by the age of twelve he had to earn money to help his parents. He sold newspapers on trains, and traveling around his native Michigan for his job, he developed an ardent curiosity about everything he saw. He wanted to know how things worked—machines, gadgets, anything with moving parts. With no schools or teachers in his life, he turned to books, particularly anything he could find on science. He began to conduct his own experiments in the basement of his family home, and he taught himself how to take apart and fix any kind of watch. At the age of fifteen he apprenticed as a telegraph operator, then spent years traveling across the country plying his trade. He had no chance for a formal education, and nobody crossed his path who could serve as a teacher or mentor. And so in lieu of that, in every city he spent time in, he frequented the public library. One book that crossed his path played a decisive role in his life: Michael Faraday’s two-volume Experimental Researches in Electricity. This book became for Edison what The Improvement of the Mind had been for Faraday. It gave him a systematic approach to science and a program for how to educate himself in the field that now obsessed him—electricity. He could follow the experiments laid out by the great Master of the field and absorb as well his philosophical approach to science. For the rest of his life, Faraday would remain his role model. Through books, experiments, and practical experience at various jobs, Edison gave himself a rigorous education that lasted about ten years, up until the time he became an inventor. What made this successful was his relentless desire to learn through whatever crossed his path, as well as his self-discipline. He had developed the habit of overcoming his lack of an organized education by sheer determination and persistence. He worked harder than anyone else. Because he was a consummate outsider and his mind had not been indoctrinated in any school of thought, he brought a fresh perspective to every problem he tackled. He turned his lack of formal direction into an advantage. If you are forced onto this path, you must follow Edison’s example by developing extreme self-reliance. Under these circumstances, you become your own teacher and mentor. You push yourself to learn from every possible source. You read more books than those who have a formal education, developing this into a lifelong habit. As much as possible, you try to apply your knowledge in some form of experiment or practice. You find for yourself second-degree mentors in the form of public figures who can serve as role models. Reading and reflecting on their experiences, you can gain some guidance. You try to make their ideas come to life, internalizing their voice. As someone self-taught, you will maintain a pristine vision, completely distilled through your own experiences—giving you a distinctive power and path to mastery.

People were suddenly subject to the curse, which caused them to perform for identity instead of operating out of their identity. This has led to all sorts of perversions - people working for love instead of from love, for instance, and men and women measuring their relationship with God by their disciplines instead of by their passion.

The literatures of Greece and Rome comprise the longest, most complete and most nearly continuous record we have of what the strange creature known as Homo sapiens has been busy about in virtually every department of spiritual, intellectual and social activity. That record covers nearly twenty-five hundred years in an unbroken stretch of this animated oddity’s operations in poetry, drama, law, agriculture, philosophy, architecture, natural history, philology, rhetoric, astronomy, logic, politics, botany, zoölogy, medicine, geography, theology,—everything, I believe, that lies in the range of human knowledge or speculation. Hence the mind which has attentively canvassed this record is much more than a disciplined mind, it is an experienced mind. It has come, as Emerson says, into a feeling of immense longevity, and it instinctively views contemporary man and his doings in the perspective set by this profound and weighty experience. Our studies were properly called formative, because beyond all others their effect was powerfully maturing. Cicero told the unvarnished truth in saying that those who have no knowledge of what has gone before them must forever remain children; and if one wished to characterise the collective mind of this present period, or indeed of any period,—the use it makes of its powers of observation, reflection, logical inference,—one would best do it by the one word immaturity.

macrocosm applies equally to the microcosm. Every human being is subject to this law. It operates at the physical, mental and intellectual levels. If the physical body has gone through a proper discipline of yoga and exercise it would presently be hale and healthy. And if the body has had no proper physical training, been sensually indulgent it would be pale and sickly. Similarly, the flow of thoughts and emotions towards the positive or negative would determine the nature of the present inner personality. So what you are now is a result of what you have been doing in the past, dating back from this moment. And what you would be in the future would depend upon what you do from this moment. It is an irrefragable law. The above

Maybe you’ve noticed what I’ve noticed, and thought it strange, or dismissed it as youthful foolishness or that you were missing some critical piece of information that would reveal itself with age and wisdom – that is: every single teacher believes feverishly in the importance of the content of their class, and furthermore, believes that their assessment of you in their class is a direct measure of your capacity for future success, while simultaneously not having a clue as to the content of virtually any other discipline in the school. They will boldly state things like, That’s math, I’m an English teacher or That’s literature, I’m a biology teacher, practically admitting out loud that nothing learned in school is important (except, of course, the course they are teaching).

Non-Essentialists apply implicit or unspoken criteria to the decisions they make in both their personal and their professional lives. For example, when deciding what projects to take on at work, a non-Essentialist may operate by the implicit criterion, “If my manager asks me to do it, then I should do it.” Or even more broadly, “If someone asks me to do something, I should try to do it.” Or

In order to assimilate the culture of the oppressor and venture into his fold, the colonized subject has to pawn some of his own intellectual possessions. For instance, one of the things he has had to assimilate is the way the colonialist bourgeoisie thinks. This is apparent in the colonized intellectual's inaptitude to engage in dialogue. For he is unable to make himself inessential when confronted with a purpose or idea. On the other hand, when he operates among the people he is constantly awestruck. He is literally disarmed by their good faith and integrity. He is then constantly at risk of becoming a demagogue. He turns into a kind of mimic man who nods his assent to every word by the people, transformed by him into an arbiter of truth. But the fellah, the unemployed and the starving do not lay claim to truth. They do not say they represent the truth because they are the truth in their very being. During this period the intellectual behaves objectively like a vulgar opportunist. His maneuvering, in fact, is still at work. The people would never think of rejecting him or cutting the ground from under his feet. What the people want is for everything to be pooled together. The colonized intellectual's insertion into this human tide will find itself on hold because of his curious obsession with detail. It is not that the people are opposed to analysis. They appreciate clarification, understand the reasoning behind an argument, and like to see where they are going. But at the start of his cohabitation with the people the colonized intellectual gives priority to detail and tends to forget the very purpose of the struggle - the defeat of colonialism. Swept along by the many facets of the struggle, he tends to concentrate on local tasks, undertaken zealously but almost always too pedantically. He does not always see the overall picture. He introduces the notion of disciplines, specialized areas and fields into that awesome mixer and grinder called a people's revolution. Committed to certain frontline issues he tends to lose sight of the unity of the movement and in the event of failure at the local level he succumbs to doubt, even despair. The people, on the other hand, take a global stance from the very start. "Bread and land: how do we go about getting bread and land?" And this stubborn, apparently limited, narrow-minded aspect of the people is finally the most rewarding and effective model.

The charge that Anarchism is destructive, rather than constructive, and that, therefore, Anarchism is opposed to organization, is one of the many falsehoods spread by our opponents. They confound our present social institutions with organization; hence they fail to understand how we can oppose the former, and yet favor the latter. The fact, however, is that the two are not identical. “The State is commonly regarded as the highest form of organization. But is it in reality a true organization? Is it not rather an arbitrary institution, cunningly imposed upon the masses? “Industry, too, is called an organization; yet nothing is farther from the truth. Industry is the ceaseless piracy of the rich against the poor. “We are asked to believe that the Army is an organization, but a close investigation will show that it is nothing else than a cruel instrument of blind force. “The Public School! The colleges and other institutions of learning, are they not models of organization, offering the people fine opportunities for instruction? Far from it. The school, more than any other institution, is a veritable barrack, where the human mind is drilled and manipulated into submission to various social and moral spooks, and thus fitted to continue our system of exploitation and oppression. “Organization, as WE understand it, however, is a different thing. It is based, primarily, on freedom. It is a natural and voluntary grouping of energies to secure results beneficial to humanity. “It is the harmony of organic growth which produces variety of color and form, the complete whole we admire in the flower. Analogously will the organized activity of free human beings, imbued with the spirit of solidarity, result in the perfection of social harmony, which we call Anarchism. In fact, Anarchism alone makes non-authoritarian organization of common interests possible, since it abolishes the existing antagonism between individuals and classes. “Under present conditions the antagonism of economic and social interests results in relentless war among the social units, and creates an insurmountable obstacle in the way of a co-operative commonwealth. “There is a mistaken notion that organization does not foster individual freedom; that, on the contrary, it means the decay of individuality. In reality, however, the true function of organization is to aid the development and growth of personality. “Just as the animal cells, by mutual co-operation, express their latent powers in formation of the complete organism, so does the individual, by co-operative effort with other individuals, attain his highest form of development. “An organization, in the true sense, cannot result from the combination of mere nonentities. It must be composed of self-conscious, intelligent individualities. Indeed, the total of the possibilities and activities of an organization is represented in the expression of individual energies. “It therefore logically follows that the greater the number of strong, self-conscious personalities in an organization, the less danger of stagnation, and the more intense its life element. “Anarchism asserts the possibility of an organization without discipline, fear, or punishment, and without the pressure of poverty: a new social organism which will make an end to the terrible struggle for the means of existence,—the savage struggle which undermines the finest qualities in man, and ever widens the social abyss. In short, Anarchism strives towards a social organization which will establish well-being for all. “The germ of such an organization can be found in that form of trades unionism which has done away with centralization, bureaucracy, and discipline, and which favors independent and direct action on the part of its members.

Architecture is a fuzzy amalgamation of ancient knowledge and contemporary practice, an awkward way to look at the world and an inadequate medium to operate on it. Any architectural project takes five years; no single enterprise—ambition, intention, need—remains unchanged in the contemporary maelstrom. Architecture is too slow. Yes, the word "architecture" is still pronounced with certain reverence (outside the profession). It embodies the lingering hope—or the vague memory of a hope—that shape, form, coherence could be imposed on the violent surf of information that washes over us daily. Maybe, architecture doesn't have to be stupid after all. Liberated from the obligation to construct, it can become a way of thinking about anything—a discipline that represents relationships, proportions, connections, effects, the diagram of everything.

There is a difference between losing and being beaten. Being beaten means they are better than you. They are faster, stronger, and more talented.” To Larry, losing means something else. It means you lost focus. It means you didn’t concentrate on what was essential. It is all based on a simple but powerful idea: to operate at your highest level of contribution requires that you deliberately tune in to what is important in the here and now.

...Rusche and Kirchheimer relate the different systems of punishment with the systems of production within which they operate: thus, in a slave economy, punitive mechanisms serve to provide an additional labour force -- and to constitute a body of 'civil' slaves in addition to those provided by war or trading; with feudalism, at a time when money and production were still at an early stage of development, we find a sudden increase in corporal punishments -- the body being in most cases the only property accessible; the penitentiary (the Hopital General, the Spinhuis or the Rasphuis), forced labour and the prison factory appear with the development of the mercantile economy. But the industrial system requires a free market in labour and, in the nineteenth century, the role of forced labour in the mechanisms of punishment diminishes accordingly and 'corrective' detention takes its place.

When you operate from the assumption that more or better analysis will create consistency, you will be driven to gather as many market variables as possible into your arsenal of trading tools. But what happens then? You are still disappointed and betrayed by the markets, time and again, because of something you didn’t see or give enough consideration to. It will feel like you can’t trust the markets; but the reality is, you can’t trust yourself.

despite professing a deep distrust of traditional institutions of authority such as governments – conspiracy theories actually reveal an extraordinary faith in the organizational aptitude and institutional discipline of such bodies. Consider the scheming, forward planning, and perpetual fidelity to an agenda that would be required for governments and/or military operations to prosecute an effective conspiracy. Surely the effort involved in a four-and- a-half-decade intergovernmental ruse required to fake the Apollo 11 moon landing would dwarf the cost and organization of a moon landing itself. The conspiracy would be, in many ways, a grander accomplishment than the space exploration it purportedly fabricates. (Then again, perhaps the conspiracist counter is that the substantial sums once diverted to NASA are now being allocated to government programs designed to fake all levels of space exploration...)

While a machine greatly aids the operator in such tasks, it also disciplines its operator. As the machine might be considered the extended arms and legs of the worker, the worker might be considered an extension of the machine. All machines, and especially very complicated machines, require operators to place themselves in a provided location and to perform functions mechanically adapted to the functions of the machine. To use the machine for control is to be controlled by the machine.

The new type of capitalists - the industrial leader - develops new talents with his new function in economic life and, above all, a new discipline and evaluation of labour. He allows commercial interests to recede to a certain extent and concentrates on the internal organization of his factory. The principle of expediency, methodical planning and calculability, which had become very important in the economy in the leading countries since the fifteenth century, now becomes all-powerful. The employer disciplines himself just as ruthless as he does his workmen and employees, and becomes just as much the slave of his concern as his staff. The raising of labour to the level of the ethical force, its glorification and adoration, is fundamentally nothing but the ideological transfiguration of the striving for success and profit and an attempt to stimulate even those elements who share least in the fruits of their labour into enthusiastic co-operation. The idea of freedom is part of the same ideology.

Suggested outline of a strategy document Once you have devised the strategy, you’ll need to explain it to the organisation by writing a strategy document. Below are the key elements it should contain: Where the organisation has come from The successes it has achieved thus far The changing environment and context in which it operates The vision for the future The unique role that the organisation plays The specific strategies that will get it there The timelines The challenges How you’ll measure success The role the organisation’s people play The role of the support functions

Social cohesion is a necessity, and mankind has never yet succeeded in enforcing cohesion by merely rational arguments. Every community is exposed to two opposite dangers: ossification through too much discipline and reverence for tradition, on the one hand; on the other hand, dissolution, or subjection to foreign conquest, through the growth of an individualism and personal independence that makes co-operation impossible. In general, important civilizations start with a rigid and superstitious system, gradually relaxed, and leading, at a certain stage, to a period of brilliant genius, while the good of the old tradition remains and the evil inherent in its dissolution has not yet developed. But as the evil unfolds, it leads to anarchy, thence, inevitably, to a new tyranny, producing a new synthesis secured by a new system of dogma. The doctrine of liberalism is an attempt to escape from this endless oscillation. The essence of liberalism is an attempt to secure a social order not based on irrational dogma, and insuring stability without involving more restraints than are necessary for the preservation of the community. Whether this attempt can succeed only the future can determine.

She had, in truth, discovered, underneath the crust of uncouthness and meagre articulation which was due to their Troglodytean existence, that her unwelcomed daughters had natures that were unselfish almost to sublimity. The harsh discipline accorded to their young lives before their mother's wrongs had been righted, had operated less to crush them than to lift them above all personal ambition. They considered the world and its contents in a purely objective way, and their own lot seemed only to affect them as that of certain human beings among the rest, whose troubles they knew rather than suffered.

lack, or loutish and crass kollective is a program dedicated to the proposition that vulgarity and bad taste are an inalienable right. the lackies, as they are sometimes called, meet if they feel like it at program headquarters, which is known as La Gaucherie. La Gaucherie is densely furnished with seven thousand always-in-operation console color televisions, nine hundred constantly blaring quadrophonic stereos, shag rugs in six hundred and seventy-eight decorator colors, and am eclectic mix of Mediterranean-style dining room sets, fun sofas, interesting wall hangings, and modular seating systems. These members not otherwise occupied practicing the electric guitar or writing articles for Playgirl sit around in unduly comfortable positions expressing their honest feelings and opinions in loud tones of voice. Male lackies are encouraged to leave unbuttoned the first five buttons of their shirts unless they have unusually pale skin and hairy chests, in which case they are required to do so. Female members are encouraged to encourage them. Both sexes participate in a form of meditation that consists of breathing deeply of musk oil while wearing synthetic fabrics. The eventual goal of this discipline is to reach the state of mind known as Los Angeles.

The problem in both cases can be attributed to poor connections between the greenfield and the mainstream. Indeed, when people operate in silos, companies may miss innovation opportunities altogether. Game-changing innovations often cut across established channels or combine elements of existing capacity in new ways. CBS was once the world’s largest broadcaster and owned the world’s largest record company, yet it failed to invent music video, losing this opportunity to MTV. In the late 1990s, Gillette had a toothbrush unit (Oral B), an appliance unit (Braun), and a battery unit (Duracell), but lagged in introducing a battery-powered toothbrush.

The larger Europe grows, the more diverse must be the forms of co-operation it requires. Instead of a centralised bureaucracy, the model should be a market — not only a market of individuals and companies, but also a market in which the players are governments. Thus governments would compete with each other for foreign investments, top management and high earners through lower taxes and less regulation. Such a market would impose a fiscal discipline on governments because they would not want to drive away expertise and business. It would also help to establish which fiscal and regulatory policies produced the best overall economic results. No wonder socialists don't like it.

Two separate and distinct forces were operating in Los Angeles. One was a hardened criminal element incapable of restraint by appeals to reason or discipline. This was a small number in contrast to the large number involved. The larger group of participants were not criminal elements. I was certain that the majority of the more than four thousand persons arrested in Los Angeles were being arrested for the first time. They were the disorganized, the frustrated, and the oppressed. Their looting was a form of social protest. Forgotten by society, taunted by the affluence around them, but effectively barred from its reach, they were acting out hostilities as a method of relief and to focus attention.

While formally or structurally speaking, there are mechanisms of discipline operative in both the convent and the prison, in both the factory and the monastery, more specifically these disciplines and practices are aimed at very different ends. And here we must make an important distinction: we can distinguish good discipline from bad discipline by its telos, its goal or end. So the difference between the disciplines that form us into disciples of Christ and the disciplines of contemporary culture that produce consumers is precisely the goal they are aiming at. Discipline and formation are good insofar as they are directed toward the end, or telos, that is proper to human beings: to glorify God and enjoy him forever.

The language of caste may well seem foreign or unfamiliar to some. Public discussions about racial caste in America are relatively rare. We avoid talking about caste in our society because we are ashamed of our racial history. We also avoid talking about race. We even avoid talking about class. Conversations about class are resisted in part because there is a tendency to imagine that one's class reflects upon one's character. What is key to America's understanding of class is the persistent belief - despite all evidence to the contrary - that anyone, with the proper discipline and drive, can move from a lower class to a higher class. We recognize that mobility may be difficult, but the key to our collective self-image is the assumption that mobility is always possible, so failure to move up reflects on one's character. By extension, the failure of a race or ethnic group to move up reflects very poorly on the group as a whole. What is completely missed in the rare public debates today about the plight of African Americans is that a huge percentage of them are not free to move up at all. It is not just that they lack opportunity, attend poor schools, or are plagued by poverty. They are barred by law from doing so. And the major institutions with which they come into contact are designed to prevent their mobility. To put the matter starkly: The current system of control permanently locks a huge percentage of the African American community out of the mainstream society and economy. The system operates through our criminal justice institutions, but it functions more like a caste system than a system of crime control. Viewed from this perspective, the so-called underclass is better understood as an undercaste - a lower caste of individuals who are permanently barred by law and custom from mainstream society. Although this new system of racialized social control purports to be colorblind, it creates and maintains racial hierarchy much as earlier systems of control did. Like Jim Crow (and slavery), mass incarceration operates as a tightly networked system of laws, policies, customs, and institutions that operate collectively to ensure the subordinate status of a group defined largely by race.

A whole problematic then develops: that of an architecture that is no longer built simply to be seen (as with the ostentation of palaces), or to observe the external space (cf. the geometry of fortresses), but to permit an internal, articulated and detailed control – to render visible those who are inside it; in more general terms, an architecture that would operate to transform individuals: to act on those it shelters, to provide a hold on their conduct, to carry the effects of power right to them, to make it possible to know them, to alter them. Stones can make people docile and knowable. The old simple schema of confinement and enclosure — thick walls, a heavy gate that prevents entering or leaving — began to be replaced by the calculation of openings, of filled and empty spaces, passages and transparencies.

Throughout this long development, from 600 B.C. to the present day, philosophers have been divided into those who wished to tighten social bonds and those who wished to relax them. With this difference others have been associated. The disciplinarians have advocated some system of dogma, either old or new, and have therefore been compelled to be, in a greater or less degree, hostile to science, since their dogmas could not be proved empirically. They have almost invariably taught that happiness is not the good, but that “nobility” or “heroism” is to be preferred. They have had a sympathy with the irrational parts of human nature, since they have felt reason to be inimical to social cohesion. The libertarians, on the other hand, with the exception of the extreme anarchists, have tended to be scientific, utilitarian, rationalistic, hostile to violent passion, and enemies of all the more profound forms of religion. This conflict existed in Greece before the rise of what we recognize as philosophy, and is already quite explicit in the earliest Greek thought. In changing forms, it has persisted down to the present day, and no doubt will persist for many ages to come. It is clear that each party to this dispute—as to all that persist through long periods of time—is partly right and partly wrong. Social cohesion is a necessity, and mankind has never yet succeeded in enforcing cohesion by merely rational arguments. Every community is exposed to two opposite dangers: ossification through too much discipline and reverence for tradition, on the one hand; on the other hand, dissolution, or subjection to foreign conquest, through the growth of an individualism and personal independence that makes co-operation impossible.

Although some organizations today may survive and prosper because they have intu- itive geniuses managing them, most are not so fortunate. Most organizations can benefit from strategic management, which is based upon integrating intuition and analysis in decision making. Choosing an intuitive or analytic approach to decision making is not an either–or proposition. Managers at all levels in an organization inject their intuition and judgment into strategic-management analyses. Analytical thinking and intuitive thinking complement each other. Operating from the I’ve-already-made-up-my-mind-don’t-bother-me-with-the-facts mode is not management by intuition; it is management by ignorance. Drucker says, “I believe in intuition only if you discipline it. ‘Hunch’ artists, who make a diagnosis but don’t check it out with the facts, are the ones in medicine who kill people, and in management kill businesses.

But it seems to have eluded all these philosophers in what way each of us is truly two fold and composite. For that other two fold nature of ours they have not discerned, but merely the more obvious one, the blend of soul and body. But that there is some element of composition, some two fold nature and dissimilarity of the very soul within itself, since the irrational, as though it were another substance, is mingled and joined with reason by some compulsion of Nature — E this, it is likely, was not unknown even to Pythagoras, if we may judge by the man’s enthusiasm for the study of music, which he introduced to enchant and assuage the soul, perceiving that the soul has not every part of itself in subjection to discipline and study, and that not every part can be changed from vice by reason, but that the several parts have need of some other kind of persuasion to co operate with them, to mould them, and to tame them, if they are not to be utterly intractable and obstinate to the teaching of philosophy.

Mafiosi, for Franchetti, were entrepreneurs in violence, specialists who had developed what today would be called the most sophisticated business model in the marketplace. Under the leadership of their bosses, mafia bands ‘invested’ violence in various commercial spheres in order to extort protection money and guarantee monopolies. This was what he called the violence industry. As Franchetti wrote, [in the violence industry] the mafia boss . . . acts as capitalist, impresario and manager. He unifies the management of the crimes committed . . . he regulates the way labour and duties are divided out, and controls discipline amongst the workers. (Discipline is indispensable in this as in any other industry if abundant and constant profits are to be obtained.) It is the mafia boss’s job to judge from circumstances whether the acts of violence should be suspended for a while, or multiplied and made fiercer. He has to adapt to market conditions to choose which operations to carry out, which people to exploit, which form of violence to use.

With one final flip the quarter flew high into the air and came down on the mattress with a light bounce. It jumped several inches off the bed, high enough for the instructor to catch it in his hand. Swinging around to face me, the instructor looked me in the eye and nodded. He never said a word. Making my bed correctly was not going to be an opportunity for praise. It was expected of me. It was my first task of the day, and doing it right was important. It demonstrated my discipline. It showed my attention to detail, and at the end of the day it would be a reminder that I had done something well, something to be proud of, no matter how small the task. Throughout my life in the Navy, making my bed was the one constant that I could count on every day. As a young SEAL ensign aboard the USS Grayback, a special operation submarine, I was berthed in sick bay, where the beds were stacked four high. The salty old doctor who ran sick bay insisted that I make my rack every morning. He often remarked that if the beds were not made and the room was not clean, how could the sailors expect the best medical care? As I later found out, this sentiment of cleanliness and order applied to every aspect of military life. Thirty years later, the Twin Towers came down in New York City. The Pentagon was struck, and brave Americans died in an airplane over Pennsylvania. At the time of the attacks, I was recuperating in my home from a serious parachute accident. A hospital bed had been wheeled into my government quarters, and I spent most of the day lying on my back, trying to recover. I wanted out of that bed more than anything else. Like every SEAL I longed to be with my fellow warriors in the fight. When I was finally well enough to lift myself unaided from the bed, the first thing I did was pull the sheets up tight, adjust the pillow, and make sure the hospital bed looked presentable to all those who entered my home. It was my way of showing that I had conquered the injury and was moving forward with my life. Within four weeks of 9/11, I was transferred to the White House, where I spent the next two years in the newly formed Office of Combatting Terrorism. By October 2003, I was in Iraq at our makeshift headquarters on the Baghdad airfield. For the first few months we slept on Army cots. Nevertheless, I would wake every morning, roll up my sleeping bag, place the pillow at the head of the cot, and get ready for the day.

The story of The Rape of the Lock, sylphs and all, could have been told, though not so effectively, in prose. The Odyssey and the Comedy have something to say that could have been said well, though not equally well, without verse. Most of the qualities Aristotle demands of a tragedy could occur in a prose play. Poetry and prose, however different in language, overlapped, almost coincided, in content. But modern poetry, if it ‘says’ anything at all, if it aspires to ‘mean’ as well as to ‘be’, says what prose could not say in any fashion. To read the old poetry involved learning a slightly different language; to read the new involves the unmaking of your mind, the abandonment of all the logical and narrative connections which you use in reading prose or in conversation. You must achieve a trance-like condition in which images, associations, and sounds operate without these. Thus the common ground between poetry and any other use of words is reduced almost to zero. In that way poetry is now more quintessentially poetical than ever before; ‘purer’ in the negative sense. It not only does (like all good poetry) what prose can’t do: it deliberately refrains from doing anything that prose can do. Unfortunately, but inevitably, this process is accompanied by a steady diminution in the number of its readers. Some have blamed the poets for this, and some the people. I am not sure that there need be any question of blame. The more any instrument is refined and perfected for some particular function, the fewer those who have the skill, or the occasion, to handle it must of course become. Many use ordinary knives and few use surgeons’ scalpels. The scalpel is better for operations, but it is no good for anything else. Poetry confines itself more and more to what only poetry can do; but this turns out to be something which not many people want done. Nor, of course, could they receive it if they did. Modern poetry is too difficult for them. It is idle to complain; poetry so pure as this must be difficult. But neither must the poets complain if they are unread. When the art of reading poetry requires talents hardly less exalted than the art of writing it, readers cannot be much more numerous than poets. The explication of poetry is already well entrenched as a scholastic and academic exercise. The intention to keep it there, to make proficiency in it the indispensable qualification for white-collared jobs, and thus to secure for poets and their explicators a large and permanent (because a conscript) audience, is avowed. It may possibly succeed. Without coming home any more than it now does to the ‘business and bosoms’ of most men, poetry may, in this fashion, reign for a millennium; providing material for the explication which teachers will praise as an incomparable discipline and pupils will accept as a necessary moyen de parvenir. But this is speculation.

In the absence of expert [senior military] advice, we have seen each successive administration fail in the business of strategy - yielding a United States twice as rich as the Soviet Union but much less strong. Only the manner of the failure has changed. In the 1960s, under Robert S. McNamara, we witnessed the wholesale substitution of civilian mathematical analysis for military expertise. The new breed of the "systems analysts" introduced new standards of intellectual discipline and greatly improved bookkeeping methods, but also a trained incapacity to understand the most important aspects of military power, which happens to be nonmeasurable. Because morale is nonmeasurable it was ignored, in large and small ways, with disastrous effects. We have seen how the pursuit of business-type efficiency in the placement of each soldier destroys the cohesion that makes fighting units effective; we may recall how the Pueblo was left virtually disarmed when it encountered the North Koreans (strong armament was judged as not "cost effective" for ships of that kind). Because tactics, the operational art of war, and strategy itself are not reducible to precise numbers, money was allocated to forces and single weapons according to "firepower" scores, computer simulations, and mathematical studies - all of which maximize efficiency - but often at the expense of combat effectiveness. An even greater defect of the McNamara approach to military decisions was its businesslike "linear" logic, which is right for commerce or engineering but almost always fails in the realm of strategy. Because its essence is the clash of antagonistic and outmaneuvering wills, strategy usually proceeds by paradox rather than conventional "linear" logic. That much is clear even from the most shopworn of Latin tags: si vis pacem, para bellum (if you want peace, prepare for war), whose business equivalent would be orders of "if you want sales, add to your purchasing staff," or some other, equally absurd advice. Where paradox rules, straightforward linear logic is self-defeating, sometimes quite literally. Let a general choose the best path for his advance, the shortest and best-roaded, and it then becomes the worst path of all paths, because the enemy will await him there in greatest strength... Linear logic is all very well in commerce and engineering, where there is lively opposition, to be sure, but no open-ended scope for maneuver; a competitor beaten in the marketplace will not bomb our factory instead, and the river duly bridged will not deliberately carve out a new course. But such reactions are merely normal in strategy. Military men are not trained in paradoxical thinking, but they do no have to be. Unlike the business-school expert, who searches for optimal solutions in the abstract and then presents them will all the authority of charts and computer printouts, even the most ordinary military mind can recall the existence of a maneuvering antagonists now and then, and will therefore seek robust solutions rather than "best" solutions - those, in other words, which are not optimal but can remain adequate even when the enemy reacts to outmaneuver the first approach.

One way to distinguish philosophy from other disciplines is to see that the problems posed by philosophy are distinct from those of other disciplines. 카톡【AKR331】텔레【RDH705】위커【SPR705】라인【98K33】 Even until the 18th century, mathematics and physics were perceived as natural philosophy rather than philosophy and independent science. 수면제,무조건 피하지 마라… 복용법 지키면 먹는데 도움이 되는 수면제 졸피뎀 스틸녹스 복용방법 제품정보 소개해드리겠습니다 정품수면제 추천해드릴테니 위 카톡 텔레 라인등으로 추가해서 구입문의주세요 The inherent problems of philosophy can be summed up by the four questions of Manuel Kant as an 18th century philosopher. What do I know ?: The main problem of epistemology. How is the external object recognized? Is the external thing real? Is there a real existence that exists independently of human perception ability? How can human perception respond to reality in "out there"? How is awareness formed? What are the criteria by which one consciousness can be true? And how can we acquire knowledge from true awareness? On the other hand, the problem posed by metaphysics can not be solved by most human recognition methods. Does God exist? Does the beginning and end of the universe exist? Is time and space continuous? 수면제는 불면증 초기에 일주일에 3일 이상 잠을 제대로 못자 피로와 스트레스가 심하다면 불면증이라고 생각하고 수면제를 복용을 고려해봐야한다 What should I do?: Ethics major problems. Is there a difference between right and wrong? If so, how can we prove it? In real situations, how do we apply theoretical ideas to right and wrong? What do I want?: The main problem of art philosophy (aesthetics). What kind of pleasure does art give to humans? What is beauty? Where is the value of a work of art? What is human ?: The main problem of social philosophy. How does man make society? How is the state established and how does it operate?

When I met Dr. Phil Zimbardo, the former president of the American Psychological Association, for lunch, I knew him primarily as the mastermind behind the famous Stanford prison experiment.7 In the summer of 1971, Zimbardo took healthy Stanford students, assigned them roles as either “guards” or “inmates,” and locked them in a makeshift “prison” in the basement of Stanford University. In just days, the “prisoners” began to demonstrate symptoms of depression and extreme stress, while the “guards” began to act cruel and sadistic (the experiment was ended early, for obvious reasons). The point is that simply being treated like prisoners and guards had, over the course of just a few days, created a momentum that caused the subjects to act like prisoners and guards. The Stanford prison experiment is legendary, and much has been written about its many implications. But what I wondered was this: If simply being treated in a certain way conditioned these Stanford students to gradually adopt these negative behaviors, could the same kind of conditioning work for more positive behavior too? Indeed, today Zimbardo is attempting a grand social experiment along those lines called the “Heroic Imagination Project.”8 The logic is to increase the odds of people operating with courage by teaching them the principles of heroism. By encouraging and rewarding heroic acts, Zimbardo believes, we can consciously and deliberately create a system where heroic acts eventually become natural and effortless. We have a choice. We can use our energies to set up a system that makes execution of goodness easy, or we can resign ourselves to a system that actually makes it harder to do what is good. Ward’s Positive Tickets system did the former, and it worked. We can apply the same principle to the choices we face when designing systems in our own lives.

Creating “Correct” Children in the Classroom One of the most popular discipline programs in American schools is called Assertive Discipline. It teaches teachers to inflict the old “obey or suffer” method of control on students. Here you disguise the threat of punishment by calling it a choice the child is making. As in, “You have a choice, you can either finish your homework or miss the outing this weekend.” Then when the child chooses to try to protect his dignity against this form of terrorism, by refusing to do his homework, you tell him he has chosen his logical, natural consequence of being excluded from the outing. Putting it this way helps the parent or teacher mitigate against the bad feelings and guilt that would otherwise arise to tell the adult that they are operating outside the principles of compassionate relating. This insidious method is even worse than outand-out punishing, where you can at least rebel against your punisher. The use of this mind game teaches the child the false, crazy-making belief that they wanted something bad or painful to happen to them. These programs also have the stated intention of getting the child to be angry with himself for making a poor choice. In this smoke and mirrors game, the children are “causing” everything to happen and the teachers are the puppets of the children’s choices. The only ones who are not taking responsibility for their actions are the adults. Another popular coercive strategy is to use “peer pressure” to create compliance. For instance, a teacher tells her class that if anyone misbehaves then they all won’t get their pizza party. What a great way to turn children against each other. All this is done to help (translation: compel) children to behave themselves. But of course they are not behaving themselves: they are being “behaved” by the adults. Well-meaning teachers and parents try to teach children to be motivated (translation: do boring or aversive stuff without questioning why), responsible (translation: thoughtless conformity to the house rules) people. When surveys are conducted in which fourth-graders are asked what being good means, over 90% answer “being quiet.” And when teachers are asked what happens in a successful classroom, the answer is, “the teacher is able to keep the students on task” (translation: in line, doing what they are told). Consulting firms measuring teacher competence consider this a major criterion of teacher effectiveness. In other words if the students are quietly doing what they were told the teacher is evaluated as good. However my understanding of ‘real learning’ with twenty to forty children is that it is quite naturally a bit noisy and messy. Otherwise children are just playing a nice game of school, based on indoctrination and little integrated retained education. Both punishments and rewards foster a preoccupation with a narrow egocentric self-interest that undermines good values. All little Johnny is thinking about is “How much will you give me if I do X? How can I avoid getting punished if I do Y? What do they want me to do and what happens to me if I don’t do it?” Instead we could teach him to ask, “What kind of person do I want to be and what kind of community do I want to help make?” And Mom is thinking “You didn’t do what I wanted, so now I’m going to make something unpleasant happen to you, for your own good to help you fit into our (dominance/submission based) society.” This contributes to a culture of coercion and prevents a community of compassion. And as we are learning on the global level with our war on terrorism, as you use your energy and resources to punish people you run out of energy and resources to protect people. And even if children look well-behaved, they are not behaving themselves They are being behaved by controlling parents and teachers.

The climate for relationships within an innovation group is shaped by the climate outside it. Having a negative instead of a positive culture can cost a company real money. During Seagate Technology’s troubled period in the mid-to-late 1990s, the company, a large manufacturer of disk drives for personal computers, had seven different design centers working on innovation, yet it had the lowest R&D productivity in the industry because the centers competed rather than cooperated. Attempts to bring them together merely led people to advocate for their own groups rather than find common ground. Not only did Seagate’s engineers and managers lack positive norms for group interaction, but they had the opposite in place: People who yelled in executive meetings received “Dog’s Head” awards for the worst conduct. Lack of product and process innovation was reflected in loss of market share, disgruntled customers, and declining sales. Seagate, with its dwindling PC sales and fading customer base, was threatening to become a commodity producer in a changing technology environment. Under a new CEO and COO, Steve Luczo and Bill Watkins, who operated as partners, Seagate developed new norms for how people should treat one another, starting with the executive group. Their raised consciousness led to a systemic process for forming and running “core teams” (cross-functional innovation groups), and Seagate employees were trained in common methodologies for team building, both in conventional training programs and through participation in difficult outdoor activities in New Zealand and other remote locations. To lead core teams, Seagate promoted people who were known for strong relationship skills above others with greater technical skills. Unlike the antagonistic committees convened during the years of decline, the core teams created dramatic process and product innovations that brought the company back to market leadership. The new Seagate was able to create innovations embedded in a wide range of new electronic devices, such as iPods and cell phones.

Why, he asked, do all of our policing efforts have to be so reactive, so negative, and so after the fact? What if, instead of just focusing on catching criminals—and serving up ever harsher punishments—after they committed the crime, the police devoted significant resources and effort to eliminating criminal behavior before it happens? To quote Tony Blair, what if they could be tough on crime but also tough on the causes of crime?3 Out of these questions came the novel idea for Positive Tickets, a program whereby police, instead of focusing on catching young people perpetrating crimes, would focus on catching youth doing something good—something as simple as throwing litter away in a bin rather than on the ground, wearing a helmet while riding their bike, skateboarding in the designated area, or getting to school on time—and would give them a ticket for positive behavior. The ticket, of course, wouldn’t carry a fine like a parking ticket but instead would be redeemable for some kind of small reward, like free entry to the movies or to an event at a local youth center—wholesome activities that also had the bonus of keeping the young people off the streets and out of trouble. So how well did Richmond’s unconventional effort to reimagine policing work? Amazingly well, as it turned out. It took some time, but they invested in the approach as a long-term strategy, and after a decade the Positive Tickets system had reduced recidivism from 60 percent to 8 percent. You might not think of a police department as a place where you would expect to see Essentialism at work, but in fact Ward’s system of Positive Tickets is a lesson in the practice of effortless execution. The way of the Nonessentialist is to go big on everything: to try to do it all, have it all, fit it all in. The Nonessentialist operates under the false logic that the more he strives, the more he will achieve, but the reality is, the more we reach for the stars, the harder it is to get ourselves off the ground. The way of the Essentialist is different. Instead of trying to accomplish it all—and all at once—and flaring out, the Essentialist starts small and celebrates progress. Instead of going for the big, flashy wins that don’t really matter, the Essentialist pursues small and simple wins in areas that are essential.

Jason LeDay is the owner of Axiom Industries who has vast year experience in executive management, developing and operating various healthcare disciplines based in Austin, Texas.

the elected leader of the nation should be a creative leader, who walks the path of pursuing developmental politics, adopting cooperation and collaboration as the key to operational procedure and using the core competence of all parties—irrespective of party affiliations—as well as other able and creative minds from any discipline to realize the vision of an economically developed nation.

6. THE DELUSION OF LEARNING FROM EXPERIENCE The most powerful learning comes from direct experience. Indeed, we learn eating, crawling, walking, and communicating through direct trial and error—through taking an action and seeing the consequences of that action; then taking a new and different action. But what happens when we can no longer observe the consequences of our actions? What happens if the primary consequences of our actions are in the distant future or in a distant part of the larger system within which we operate? We each have a “learning horizon,” a breadth of vision in time and space within which we assess our effectiveness. When our actions have consequences beyond our learning horizon, it becomes impossible to learn from direct experience.

To empower people in an unaligned organization can be counterproductive. If people do not share a common vision, and do not share common mental models about the business reality within which they operate, empowering people will only increase organizational stress and the burden of management to maintain coherence and direction.

A vast amount of "social reform" consists in just this operation. The consequence is that those who have gone astray, being relieved from Nature's fierce discipline, go on to worse, and that there is a constantly heavier burden for the others to bear. Who

The discipline of seeing interrelationships gradually undermines older attitudes of blame and guilt. We begin to see that all of us are trapped in structures, structures embedded both in our ways of thinking and in the interpersonal and social milieus in which we live. Our knee-jerk tendencies to find fault with one another gradually fade, leaving a much deeper appreciation of the forces within which we all operate. This does not imply that people are simply victims of systems that dictate their behavior. Often, the structures are of our own creation. But this has little meaning until those structures are seen. For most of us, the structures within which we operate are invisible. We are neither victims nor culprits but human beings controlled by forces we have not yet learned how to perceive. We

Intelligence is the decisive factor in planning guerrilla operations. Where is the enemy? In what strength? What does he propose to do? What is the state of his equipment, his supply, his morale? Are his leaders intelligent, bold, and imaginative or stupid and impetuous? Are his troops tough, efficient, and well disciplined, or poorly trained and soft? Guerrillas expect the members of their intelligence service to provide the answers to these and dozens more detailed questions. “Guerrilla intelligence nets are tightly organized and pervasive. In a guerrilla area, every person without exception must be considered an agent — old men and women, boys driving ox carts, girls tending goats, farm laborers, storekeepers, schoolteachers, priests, boatmen, scavengers. The local cadres “put the heat” on everyone, without regard to age or sex, to produce all conceivable information. And produce it they do.

This may sound like too much regimentation for you, but whether it’s that or needed discipline depends on your point of view. If the chairman forces you to show up at a meeting prepared and on time, you might consider him a drill sergeant. But if you show up on time, ready to work, and someone else doesn’t and isn’t, you’ll probably begrudge the person responsible for wasting your time. It must be much the same in an operating room. Some people working there may not like a surgeon insisting upon precision, but I am one patient who would much prefer a disciplined operating room to any other kind. Once

If it be said that it is the mind that produces Karma (I ask), what is the mind? If you mean the heart, the heart is a material thing, and is located within the body. How can it, by coming quickly into the eyes and ears, distinguish the pleasing from the disgusting in external objects? If there be no distinction between the pleasing and the disgusting, why does it accept the one or reject the other? Besides, the heart is as much material and impenetrable as the eyes, ears, hands, and feet. How, then, can the heart within freely pass to the organs of sense without? How can this one put the others in motion, or communicate with them, in order to co-operate in producing Karma? If it be said that only such passions as joy, anger, love, and hatred act through the body and the mouth and enable them to produce Karma, (I should say) those passions—joy, anger, and the rest—are too transitory, and come and go in a moment. They have no Substance (behind their appearances). What, then, is the chief agent that produces Karma? It might be said that we should not seek after (the author of Karma) by taking mind and body separately (as we have just done), because body and mind, as a whole, conjointly produce Karma. Who, then, after the destruction of body by death, would receive the retribution (in the form) of pain or of pleasure? If it be assumed that another body is to come into existence after death, then the body and mind of the present life, committing sins or cultivating virtues, would cause another body and mind in the future which would suffer from the pains or enjoy the pleasures. Accordingly, those who cultivate virtues would be extremely unlucky, while those who commit sins very lucky. How can the divine law of causality be so unreasonable? Therefore we (must) acknowledge that those who merely follow this doctrine are far from a thorough understanding of the origin of life, though they believe in the theory of Karma. 2.

The fourth stage is called the Rank of Co-operative Merit,[FN#273] in which the student 'co-operates' with other persons in order to complete his merit. Now, he is not compared with a general who conquers his foe, but with the prime-minister who co-operates with other officials to the benefit of the people. Thus the student in this stage is not satisfied with his own conquest of passion, but seeks after spiritual uplifting by means of extending his kindness and sympathy to his fellow-men. [FN#273]

Ray credits this success to their highly disciplined focus on profitability. He has led the company as CEO for thirty-five years, and throughout that period Ray has followed an extraordinarily consistent routine. He wakes up at 5:30 A.M. every single morning, including Saturday and Sunday (as he’s done for more than fifty years). He then exercises for an hour. He eats breakfast at 7:30 A.M. and arrives at work at 8:15 A.M. Dinner is at 6:30 P.M. with his family. Bedtime is 10:00 P.M. But what really enables Ray to operate at his highest level of contribution is that throughout the day, his routine is governed by a single rule: “Focus on the hardest thing first.” After all, as Ray said to me: “We already have too

Ki-saburo, although he was a mere outlaw, having his left arm half cut at the elbow in a quarrel, ordered his servant to cut it off with a saw, and during the operation he could calmly sit talking and laughing with his friends. Hiko-kuro (Takayama),[FN#235] a Japanese loyalist of note, one evening happened to come to a bridge where two robbers were lying in wait for him. They lay fully stretching themselves, each with his head in the middle of the bridge, that he might not pass across it without touching them. Hiko-kuro was not excited nor disheartened, but calmly approached the vagabonds and passed the bridge, treading upon their heads, which act so frightened them that they took to their heels without doing any harm to him.[FN#236]

REFUTATION OF DELUSIVE AND PREJUDICED (DOCTRINE)[FN#292] According to Confucianism[FN#293] and Taoism all sorts of beings, such as men and beasts, were born out of and brought up by the (so-called) Great Path of Emptiness.[FN#294] That is to say, the Path by the operation of its own law gave rise naturally to the primordial Gas, and that Gas produced Heaven and Earth, which (in their turn) brought forth thousands of things. Accordingly the wise and the unwise, the high and the low, the rich and the poor, the happy and the miserable, are predestined to be so by the heavenly flat, and are at the mercy of Time and Providence. Therefore they (must) come back after death to Heaven and Earth, from which (in turn) they return to the (Path) of Emptiness. The main purpose of these[FN#295] (two) outside teachings is simply to establish morals with regard to bodily actions, but not to trace life to its First Cause. They tell of nothing beyond the phenomenal universe in their explanation of thousands of things. Though they point out the Great Path as the origin, yet they never explain in detail (what is) the direct, and (what) the indirect cause of the phenomenal universe, or how it was created, or how it will be destroyed, how life came forth, whither it will go, (what is) good, (what) evil. Therefore the followers of these doctrines adhere to them as the perfect teachings without knowing that they are merely temporary. [FN#292]

Though time management seems a problem as old as time itself, the science of scheduling began in the machine shops of the industrial revolution. In 1874, Frederick Taylor, the son of a wealthy lawyer, turned down his acceptance at Harvard to become an apprentice machinist at Enterprise Hydraulic Works in Philadelphia. Four years later, he completed his apprenticeship and began working at the Midvale Steel Works, where he rose through the ranks from lathe operator to machine shop foreman and ultimately to chief engineer. In the process, he came to believe that the time of the machines (and people) he oversaw was not being used very well, leading him to develop a discipline he called “Scientific Management.” Taylor created a planning office, at the heart of which was a bulletin board displaying the shop’s schedule for all to see. The board depicted every machine in the shop, showing the task currently being carried out by that machine and all the tasks waiting for it. This practice would be built upon by Taylor’s colleague Henry Gantt, who in the 1910s developed the Gantt charts that would help organize many of the twentieth century’s most ambitious construction projects, from the Hoover Dam to the Interstate Highway System. A century later, Gantt charts still adorn the walls and screens of project managers at firms like Amazon, IKEA, and SpaceX.

THE FIVE RANKS.—-THE TEN PICTURES. 1. The Rank of Turning—-1. The Searching of the Cow.                          2. The Finding of the Cow's Tracks. 2. The Rank of Service—-3. The Finding of the Cow.                          4. The Catching of the Cow. 3. The Rank of Merit—-5. The Taming of the Cow.                        6. The Going Home, Riding on the Cow. 4. The Rank of Co-operative Merit—-9. The Returning to the Root and Source. 10. The Going into the City with Open Hands. 5. The Rank of Merit-over-Merit—-7. The Forgetting of the Cow and the Remembering of the Man. 8. The Forgetting of the Cow and of the Man. 14.

In its heyday, Strategic Air Command (SAC) was the prima donna Air Force unit. It demanded and got the cream of the crop of personnel for practically every discipline needed, from flight operations to maintenance and support. And there's no denying that SAC got most of the money it wanted from a Congress anxious about the Cold War and our defensive posture vis-a-vis the Soviet Union.

The prejudiced person can’t see how his prejudice shapes what he “sees” and how he acts. In some sense, if he did, he would no longer be prejudiced. To operate, the “thought” of prejudice must remain hidden to its holder.

Run solar orbit computation software ‘Three Body 1.0’!” Newton screamed at the top of his lungs. “Start the master computing module! Load the differential calculus module! Load the finite element analysis module! Load the spectral method module! Enter initial condition parameters … and begin calculation!” The motherboard sparkled as the display formation flashed with indicators in every color. The human-formation computer began the long computation. “This is really interesting,” Qin Shi Huang said, pointing to the spectacular sight. “Each individual’s behavior is so simple, yet together, they can produce such a complex, great whole! Europeans criticize me for my tyrannical rule, claiming that I suppress creativity. But in reality, a large number of men yoked by severe discipline can also produce great wisdom when bound together as one.” “Great First Emperor, this is just the mechanical operation of a machine, not wisdom. Each of these lowly individuals is just a zero. Only when someone like you is added to the front as a one can the whole have any meaning.” Newton’s smile was ingratiating. “Disgusting philosophy!” Von Neumann said as he glanced at Newton. “If, in the end, the results computed in accordance with your theory and mathematical model don’t match reality, then you and I aren’t even zeroes.” “Indeed. If that turns out to be the case, you will be nothing!” Qin Shi Huang turned and left the scene.

Apollo was having a difficult time finding candidates for the top spot, and Frissora would have had a hard time finding any job at any other public company. In September 2014, he had left as CEO at Hertz Global citing “personal reasons.” In fact, Hertz was in the middle of a massive accounting scandal where the rental car and equipment company was facing accusations of inflating profits. Carl Icahn had taken a near 10 percent stake and was making noise. Another hedge fund said Frissora had “lost all credibility.” To his surprise, Frissora got a call from an executive search firm just two weeks after leaving Hertz. They asked if he had interest in the Caesars job. He met with Rowan, Sambur, and Bonderman. Apollo claimed it would be a brief six-month bankruptcy, and the job would be fun. Frissora had been the CEO of two public companies, Hertz and auto parts maker Tenneco, and was new to gaming. But Hertz had gone private in a $15 billion LBO in 2006, so he had experience working with private equity. Until the accounting scandal, Hertz had prospered under Frissora. Rowan and Sambur were hoping an experienced operator could impose business discipline they believed Loveman had not.

the Lord creates, but always for a purpose. Even color and music and beauty serve a purpose—to inspire awe and turn our eyes to the Lord. And creation operates according to laws—most of them mathematical, by the way. So embracing discipline is a way of embracing God.

At the very top of its hierarchy, I.S.I. was a black-and-white organization, fully subject to discipline and accountability, Mullen told colleagues. In the middle the organization started to go gray, fading into heavily compartmented operations that drew upon mid-level officers, civilians, contractors, and retirees. Then there were retired I.S.I. director-generals or senior brigadiers with their own followings among militants.

All skills operate under the same principle—the more you practice, the better at it you will become.

First, I am thrilled that paramedics are finally getting the respect they deserve for being the professionals they can be. The scope of practice is expanding, and patient care modalities are improving, seemingly by the minute. Patient outcomes are also improving as a result, and EMS is passing through puberty and forging into adulthood. On the other hand, autonomy in the hands of the “lesser-motivated,” can be a very dangerous thing. You know as well as I do that there are still plenty of providers who operate from a subjective, complacent, and downright lazy place. Combined with the ever-expanding autonomy, that provider just became more dangerous than he or she ever has been – to the patients and to you. Autonomy in patient care places more pressure for excellence on the provider charged with delivering it, and also on the partner and crew members on scene. Since the base hospital is not involved like it once was, they are likewise less responsible for the errors and omissions of the medics on the scene. Now more than ever, crew members are being held to answer for the mistakes and follies of their coworkers; now more than ever, EMS providers are working without a net. What’s next? I predict (and hope) emergency medical Darwinism is going to force some painful and necessary changes. First, increasing autonomy is going to result in the better and best providing superior patient care. More personal ownership of the results is going to manifest in outcomes such as increased cardiac arrest survival rates, faster and more complete stroke recovery, and significantly better outcomes for STEMI patients, all leading to the brass ring: EMS as a profession, not just a job. On the flip side of that coin, you will see consequences for the not-so-good and completely awful providers. There will be higher instances of licensure action, internal discipline, and wash-out. Unfortunately, all those things will stem from generally preventable negative patient outcomes. The danger for the better provider will be in the penumbra; the murky, gray area of time when providers are self-categorizing. Specifically, the better provider who is aware of the dangerously poor provider but does nothing to fix or flush him or her, is almost certain to be caught up in a bad situation caused by sloppy, complacent, or ultimately negligent patient care that should have been corrected or stopped. The answer is as simple as it is difficult. If you are reading this, it is more likely because you are one of the better, more committed, more professional providers. This transition is up to you. You must dig deep and find the strength necessary to face the issue and force the change; you have to demand more from yourself and from those around you. You must have the willingness to help those providers who want it – and respond to those who need it, but don’t want it – with tough love by showing them the door. In the end, EMS will only ever be as good as you make it. If you lay silent through its evolution, you forfeit the right to complain when it crumbles around you.

people to get drunk. So he banned alcohol completely from the events, and, of course, they were never quite the same after that.” They did get a little wild for me, I guess. But if nothing else, our meetings generated a lot of talk about us back on Wall Street—not all of it good, I’m sure—but the ones who paid attention understood that we were serious operators who were in it for the long haul, that we had a disciplined financial philosophy, and that we had growth on our minds.