Operational Efficiency Quotes

Pilots used to fly planes manually, but now they operate a dashboard with the help of computers. This has made flying safer and improved the industry. Healthcare can benefit from the same type of approach, with physicians practicing medicine with the help of data, dashboards, and AI. This will improve the quality of care they provide and make their jobs easier and more efficient

The efficiency of the cleaning solution in liquefying wizards suggested the operation of an antithetical principal,which-" "Did you have to get him started?" Cimorene asked reproachfully.

Nagumo was suddenly on his own. At this crucial time, the cost of his failure to learn the complicated factors that played into carrier operations suddenly exploded. Now, when every minute counted, it was too late to learn the complexities involved in loading different munitions on different types of planes on the hangar deck, too late to learn how the planes were organized and spotted on the flight decks, too late to learn the flight capabilities of his different types of planes, and far too late to know how to integrate all those factors into a fast-moving and efficient operation with the planes and ordnance available at that moment. Commander Genda, his brilliant operations officer, couldn’t make the decisions for him now. It was all up to Nagumo. At 0730 on June 4, 1942, years of shipbuilding, training, and strategic planning had all come to this moment. Teams of highly trained pilots, flight deck personnel, mechanics, and hundreds of other sailors were ready and awaiting his command. The entire course of the battle, of the Combined Fleet, and even perhaps of Japan were going to bear the results of his decisions, then and there.

Algebra did not simply ease how numbers were depicted or calculated, but fundamentally revolutionized how to operate efficiently.

Whereas gross revenue speaks more to a businesses pricing power and scale, net income speaks more to it's efficiency and operations.

All she really wanted to do was sleep, but it seemed her awareness level was operating at peak efficiency, for some reason.

The U.S. government needs to learn from successful private businesses that run an effective and efficient operation in serving their customers and outwitting their competitors.

Internal controls and audit oversight are indispensable pillars of sound financial management, providing a framework for safeguarding assets, ensuring the accuracy and reliability of financial reporting, and promoting operational efficiency.

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.

It is never a question of belief; the only scientific attitude one can take on any subject is whether it is true. The law of gravitation worked as efficiently before Newton as after him. The cosmos would be fairly chaotic if its laws could not operate without the sanction of human belief.

A physicist, an engineer and a psychologist are called in as consultants to a dairy farm whose production has been below par. Each is given time to inspect the details of the operation before making a report. The first to be called is the engineer, who states: "The size of the stalls for the cattle should be decreased. Efficiency could be improved if the cows were more closely packed, with a net allotment of 275 cubic feet per cow. Also, the diameter of the milking tubes should be increased by 4 percent to allow for a greater average flow rate during the milking periods." The next to report is the psychologist, who proposes: "The inside of the barn should be painted green. This is a more mellow color than brown and should help induce greater milk flow. Also, more trees should be planted in the fields to add diversity to the scenery for the cattle during grazing, to reduce boredom." Finally, the physicist is called upon. He asks for a blackboard and then draws a circle. He begins: "Assume the cow is a sphere....

The very word "secrecy" is repugnant in a free and open society; and we are as a people inherently and historically opposed to secret societies, to secret oaths and to secret proceedings...Our way of life is under attack. Those who make themselves our enemy are advancing around the globe...no war ever posed a greater threat to our security. If you are awaiting a finding of "clear and present danger," then I can only say that the danger has never been more clear and its presence has never been more imminent...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.

Using the combined, integrated force of the mind and body is more efficient than using one without the other. Since the body can only exist in the present, that’s where the mind should be too (unless we deliberately choose to contemplate the past or future). At the same time, the body needs to be healthy and in optimum operating condition so that it can respond effectively to the mind’s directives.

Habits are undeniably useful tools, relieving us of the need to run a complex mental operation every time we’re confronted with a new task or situation. Yet they also relieve us of the need to stay awake to the world: to attend, feel, think, and then act in a deliberate manner. (That is, from freedom rather than compulsion.) If you need to be reminded how completely mental habit blinds us to experience, just take a trip to an unfamiliar country. Suddenly you wake up! And the algorithms of everyday life all but start over, as if from scratch. This is why the various travel metaphors for the psychedelic experience are so apt. The efficiencies of the adult mind, useful as they are, blind us to the present moment. We’re constantly jumping ahead to the next thing. We approach experience much as an artificial intelligence (AI) program does, with our brains continually translating the data of the present into the terms of the past, reaching back in time for the relevant experience, and then using that to make its best guess as to how to predict and navigate the future. One of the things that commends travel, art, nature, work, and certain drugs to us is the way these experiences, at their best, block every mental path forward and back, immersing us in the flow of a present that is literally wonderful—wonder being the by-product of precisely the kind of unencumbered first sight, or virginal noticing, to which the adult brain has closed itself. (It’s so inefficient!) Alas, most of the time I inhabit a near-future tense, my psychic thermostat set to a low simmer of anticipation and, too often, worry. The good thing is I’m seldom surprised. The bad thing is I’m seldom surprised.

I'd rather do more with the same, then the same with less.

It might not be immediately obvious to some readers why the ability to perform 10^85 computational operations is a big deal. So it's useful to put it in context. [I]t may take about 10^31-10^44 operations to simulate all neuronal operations that have occurred in the history of life on Earth. Alternatively, let us suppose that the computers are used to run human whole brain emulations that live rich and happy lives while interacting with one another in virtual environments. A typical estimate of the computational requirements for running one emulation is 10^18 operations per second. To run an emulation for 100 subjective years would then require some 10^27 operations. This would be mean that at least 10^58 human lives could be created in emulation even with quite conservative assumptions about the efficiency of computronium. In other words, assuming that the observable universe is void of extraterrestrial civilizations, then what hangs in the balance is at least 10,000,000,000,000,000,000,000,000,000,000,000,000,000,000,000,000,000,000,000 human lives. If we represent all the happiness experienced during one entire such life with a single teardrop of joy, then the happiness of these souls could fill and refill the Earth's oceans every second, and keep doing so for a hundred billion billion millennia. It is really important that we make sure these truly are tears of joy.

Paradox of Automation: the more efficient the Automated system, the more crucial the contribution of the human operators of that system.

Nature's efficiency in resource allocation is a lesson to businesses on optimizing operations and minimizing waste.

Without the low operating costs, high efficiency, high reliability, and great durability of diesel engines, it would have been impossible to reach the extent of globalization that now defines the modern economy.

The first rule of any technology used in a business is that automation applied to an efficient operation will magnify the efficiency. The second is that automation applied to an inefficient operation will magnify the inefficiency. —BILL GATES,

I believe in Chipotle. They have great tasting and nutritious food. And they're also a great case study for business efficiency and business resiliency. The company has no long term debt, a loyal customer base, it owns and operates all of it's stores, it has a clear business model and a clear growth path. They've got good company culture and they live by a set of values that earn the respect of their customers. In so many ways Chipotle is superior to it's peers in the restaurant industry.

Efficiency," of course, is futile .... It has no philosophy for incidents before they happen; therefore it has no power of choice. An act can only be successful or unsuccessful when it is over; if it is to begin, it must be, in the abstract, right or wrong. There is no such thing as backing a winner; for he cannot be a winner when he is backed. There is no such thing as fighting on the winning side; one fights to find out which is the winning side. If any operation has occurred, that operation was efficient.... A man who thinks much about success must be the drowsiest sentimentalist; for he must be always looking back. If he only likes victory he must always come late for the battle. For the man of action there is nothing but idealism.

Our bodies operate most efficiently in a state of balance, pivoting between action and relaxation, daydreaming and reasoned thought. This balance is influenced by the nasal cycle, and may even be controlled by it. It’s a balance that can also be gamed. There’s a yoga practice dedicated to manipulating the body’s functions with forced breathing through the nostrils. It’s called nadi shodhana—in Sanskrit, nadi means “channel” and shodhana means “purification”—or, more commonly, alternate nostril breathing. —

Companies should embrace data-driven decision-making because it enables them to make informed decisions based on concrete evidence rather than speculation, leading to more efficient operations, better strategies, and improved competitiveness in today's data-rich business environment.

Companies should invest in technology for efficiency because it streamlines processes, reduces operational costs, and improves productivity. Technological advancements enable businesses to stay competitive, adapt to changing market conditions, and provide better products or services to their customers.

Principles of Liberty 1. The only reliable basis for sound government and just human relations is Natural Law. 2. A free people cannot survive under a republican constitution unless they remain virtuous and morally strong. 3. The most promising method of securing a virtuous and morally strong people is to elect virtuous leaders. 4. Without religion the government of a free people cannot be maintained. 5. All things were created by God, therefore upon him all mankind are equally dependent, and to Him they are equally responsible. 6. All men are created equal. 7. The proper role of government is to protect equal rights, not provide equal things. 8. Men are endowed by their Creator with certain unalienable rights. 9. To protect man's rights, God has revealed certain principles of divine law. 10. The God-given right to govern is vested in the sovereign authority of the whole people. 11. The majority of the people may alter or abolish a government which has become tyrannical. 12. The United States of America shall be a republic. 13. A constitution should be structured to permanently protect the people from the human frailties of their rulers. 14. Life and Liberty are secure only so long as the Igor of property is secure. 15. The highest level of securitiy occurs when there is a free market economy and a minimum of government regulations. 16. The government should be separated into three branches: legislative, executive, and judicial. 17. A system of checks and balances should be adopted to prevent the abuse of power. 18. The unalienable rights of the people are most likely to be preserved if the principles of government are set forth in a written constitution. 19. Only limited and carefully defined powers should be delegated to the government, all others being retained by the people. 20. Efficiency and dispatch require government to operate according to the will of the majority, but constitutional provisions must be made to protect the rights of the minority. 21. Strong human government is the keystone to preserving human freedom. 22. A free people should be governed by law and not by the whims of men. 23. A free society cannot survive a republic without a broad program of general education. 24. A free people will not survive unless they stay strong. 25. "Peace, commerce, and honest friendship with all nations; entangling alliances with none." 26. The core unit which determines the strength of any society is the family; therefore, the government should foster and protect its integrity. 27. The burden of debt is as destructive to freedom as subjugation by conquest. 28. The United States has a manifest destiny to be an example and a blessing to the entire human race.

Every telecomm company is as big a corporate welfare bum as you could ask for. Try to imagine what it would cost at market rates to go around to every house in every town in every country and pay for the right to block traffic and dig up roads and erect poles and string wires and pierce every home with cabling. The regulatory fiat that allows these companies to get their networks up and running is worth hundreds of billions, if not trillions, of dollars. If phone companies want to operate in the “free market,” then let them: the FCC could give them 60 days to get all their rotten copper out of our dirt, or we’ll buy it from them at the going scrappage rates. Then, let’s hold an auction for the right to be the next big telecomm company, on one condition: in exchange for using the public’s rights-of-way, you have to agree to connect us to the people we want to talk to, and vice-versa, as quickly and efficiently as you can.

The closest that most of us come to a direct experience of the centerlessness of capitalism is an encounter with the call center. As a consumer in late capitalism, you increasingly exist in two, distinct realities: the one in which the services are provided without hitch, and another reality entirely, the crazed Kafkaesque labyrinth of call centers, a world without memory, where cause and effect connect together in mysterious, unfathomable ways, where it is a miracle that anything ever happens, and you lose hope of ever passing back over to the other side, where things seem to function smoothly. What exemplifies the failure of the neoliberal world to live up to its own PR better than the call center? Even so, the universality of bad experiences with call centers does nothing to unsettle the operating assumption that capitalism is inherently efficient, as if the problems with call centers weren’t the systemic consequences of a logic of Capital which means organizations are so fixated on making profits that they can’t actually sell you anything. The call center experience distils the political phenomenology of late capitalism: the boredom and frustration punctuated by cheerily piped PR, the repeating of the same dreary details many times to different poorly trained and badly informed operatives, the building rage that must remain impotent because it can have no legitimate object, since – as is very quickly clear to the caller –there is no-one who knows, and no-one who could do anything even if they could. Anger can only be a matter of venting; it is aggression in a vacuum, directed at someone who is a fellow victim of the system but with whom there is no possibility of communality. Just as the anger has no proper object, it will have no effect. In this experience of a system that is unresponsive, impersonal, centerless, abstract and fragmentary, you are as close as you can be to confronting the artificial stupidity of Capital in itself. Call center angst is one more illustration of the way that Kafka is poorly understood as exclusively a writer on totalitarianism; a decentralized, market Stalinist bureaucracy is far more Kafkaesque than one in which there is a central authority. Read, for instance, the bleak farce of K’s encounter with the telephone system in the Castle, and it is hard not to see it as uncannily prophetic of the call center experience.

Efficiency is to do what is effective, achieve high customer satisfaction with less operating cost, and improve employee productivity with good teamwork.

Wherever there is human intervention, there is subjective prejudice. Systems implementation is the only solution for efficiency.

Good tradecraft keeps espionage routine and boring.

Carnot’s theorem: The most efficient heat engine is one that operates reversibly.

Since high capacity utilization simultaneously raises efficiency and increases delay cost, we need to look at the combined impact of these two factors. We can only do so if we express both factors in the same unit of measure, life-cycle profits. If we do this, we will always conclude that operating a product development process near full utilization is an economic disaster.

Ari Ben Canaan was a machine. He was an efficient, daring operator. Sometimes he won, sometimes he lost. But once in a while Ari Ben Canaan looked at it all with realism and it nearly crushed him.

What is the object of human life? The enlightened conservative does not believe that the end or aim of life is competition; or success; or enjoyment; or longevity; or power; or possessions. He believes instead, that the object of life is Love. He knows that the just and ordered society is that in which Love governs us, so far as Love ever can reign in this world of sorrows; and he knows that the anarchical or the tyrannical society is that in which Love lies corrupt. He has learnt that Love is the source of all being, and that Hell itself is ordained by Love. He understands that Death, when we have finished the part that was assigned to us, is the reward of Love. And he apprehends the truth that the greatest happiness ever granted to a man is the privilege of being happy in the hour of his death. He has no intention of converting this human society of ours into an efficient machine for efficient machine-operators, dominated by master mechanics. Men are put into this world, he realizes, to struggle, to suffer, to contend against the evil that is in their neighbors and in themselves, and to aspire toward the triumph of Love. They are put into this world to live like men, and to die like men. He seeks to preserve a society which allows men to attain manhood, rather than keeping them within bonds of perpetual childhood. With Dante, he looks upward from this place of slime, this world of gorgons and chimeras, toward the light which gives Love to this poor earth and all the stars. And, with Burke, he knows that "they will never love where they ought to love, who do not hate where they ought to hate.

But Imperial stormtroopers were something else entirely. He and the others had survived a couple of brief encounters with them aboard the Death Star, but even at the time he’d had the feeling the Imperials had been taken by surprise and weren’t operating at full efficiency. Now, of course, he knew that Tarkin and Vader had deliberately allowed the Falcon and its crew to escape so they could track it to Yavin 4.

The very word "secrecy" is repugnant in a free and open society; and we are as a people inherently and historically opposed to secret societies, to secret oaths and to secret proceedings...Our way of life is under attack. Those who make themselves our enemy are advancing around the globe...no war ever posed a greater threat to our security. If you are awaiting a finding of "clear and present danger," then I can only say that the danger has never been more clear and its presence has never been more imminent...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.

This was a person who operated best and most efficiently when she was truly and genuinely pissed off; wishing for her to mellow out was like wishing an alpha predator would switch to grains. It was missing the point.

No one is Sighet suspected that our fate was already sealed. In Berlin we had been condemned, but we didn't know it. We didn't know that a man called Adolf Eichmann was already in Budapest weaving his black web, at the head of an elite, efficient detachment of thirty-five SS men, planning the operation that wold crown his career; or that all the necessary means for "dealing with" us were already at hand in a place called Birkenau.

In short, what Brown, Enquist, and West are saying is that evolution structured our circulatory systems as fractal networks to approximate a “fourth dimension” so as to make our metabolisms more efficient. As West, Brown, and Enquist put it, “Although living things occupy a three-dimensional space, their internal physiology and anatomy operate as if they were four-dimensional … Fractal geometry has literally given life an added dimension.

Here is where the electric car can gain traction. While an electric car may cost more, its operating costs will be lower because the costs of electricity per mile will be lower than that for gasoline (unless internal combustion engines become much more efficient). So if you’re running a massive fleet of cars that is working most of the time, the electric car becomes compelling. Moreover, the recharging conundrum can be solved with a central charging location.

The question, from pundits and constituents, was obvious and loud: If you aren't transparent, what are you hiding? Though some citizens and commentators objected on grounds of privacy, asserting that government, at virtually every level, had always needed to do some things in private for the sake of security and efficiency, the momentum crushed all such arguments and the progression continued. If you weren't operating in the light of day, what were you doing in the shadows?

Operational effectiveness: necessary but not sufficient Operational effectiveness and strategy are both essential to superior performance, which, after all, is the primary goal of any enterprise. But they work in very different ways. A company can outperform rivals only if it can establish a difference that it can preserve. It must deliver greater value to customers or create comparable value at a lower cost, or do both. The arithmetic of superior profitability then follows: delivering greater value allows a company to charge higher average unit prices; greater efficiency results in lower average unit costs. Ultimately, all differences between companies in cost or price derive from the hundreds of activities required to create, produce, sell, and deliver their products or services, such as calling on customers, assembling final products, and training employees. Cost is generated by performing activities, and cost advantage arises from performing particular activities more

The Peacemaker Colt has now been in production, without change in design, for a century. Buy one to-day and it would be indistinguishable from the one Wyatt Earp wore when he was the Marshal of Dodge City. It is the oldest hand-gun in the world, without question the most famous and, if efficiency in its designated task of maiming and killing be taken as criterion of its worth, then it is also probably the best hand-gun ever made. It is no light thing, it is true, to be wounded by some of the Peacemaker’s more highly esteemed competitors, such as the Luger or Mauser: but the high-velocity, narrow-calibre, steel-cased shell from either of those just goes straight through you, leaving a small neat hole in its wake and spending the bulk of its energy on the distant landscape whereas the large and unjacketed soft-nosed lead bullet from the Colt mushrooms on impact, tearing and smashing bone and muscle and tissue as it goes and expending all its energy on you. In short when a Peacemaker’s bullet hits you in, say, the leg, you don’t curse, step into shelter, roll and light a cigarette one-handed then smartly shoot your assailant between the eyes. When a Peacemaker bullet hits your leg you fall to the ground unconscious, and if it hits the thigh-bone and you are lucky enough to survive the torn arteries and shock, then you will never walk again without crutches because a totally disintegrated femur leaves the surgeon with no option but to cut your leg off. And so I stood absolutely motionless, not breathing, for the Peacemaker Colt that had prompted this unpleasant train of thought was pointed directly at my right thigh. Another thing about the Peacemaker: because of the very heavy and varying trigger pressure required to operate the semi-automatic mechanism, it can be wildly inaccurate unless held in a strong and steady hand. There was no such hope here. The hand that held the Colt, the hand that lay so lightly yet purposefully on the radio-operator’s table, was the steadiest hand I’ve ever seen. It was literally motionless. I could see the hand very clearly. The light in the radio cabin was very dim, the rheostat of the angled table lamp had been turned down until only a faint pool of yellow fell on the scratched metal of the table, cutting the arm off at the cuff, but the hand was very clear. Rock-steady, the gun could have lain no quieter in the marbled hand of a statue. Beyond the pool of light I could half sense, half see the dark outline of a figure leaning back against the bulkhead, head slightly tilted to one side, the white gleam of unwinking eyes under the peak of a hat. My eyes went back to the hand. The angle of the Colt hadn’t varied by a fraction of a degree. Unconsciously, almost, I braced my right leg to meet the impending shock. Defensively, this was a very good move, about as useful as holding up a sheet of newspaper in front of me. I wished to God that Colonel Sam Colt had gone in for inventing something else, something useful, like safety-pins.

Power holders as well as seekers of power work to legitimate their chosen frames through rituals and symbols. We saw earlier that this is in part a matter of efficiency: It is cheaper to organize a parade that whips up enthusiasm for the regime than it is to operate a police state.

The individuals we celebrate at the center of more recent revolutions were similarly positioned in times and places where they could contribute to faster microchips or better operating systems or more efficient keyboard layouts. Even the most extraordinary genius can accomplish very little alone.

In summary, both Ford and Ohno followed four concepts (from now on we’ll refer to them as the concepts of flow): Improving flow (or equivalently lead time) is a primary objective of operations. This primary objective should be translated into a practical mechanism that guides the operation when not to produce (preventsoverproduction). Ford used space; Ohno used inventory. Local efficiencies must be abolished. A focusing process to balance flow must be in place. Ford used direct observation. Ohno used the gradual reduction of the number of containers and then gradual reduction of parts per container. The

You killed a sentry, you know that?" "I guessed I had...What do they expect if they mount such a damn stupid operation? Why didn't they pull us both in at once? Why put all the lights out? If anything was over organized, that was." "I am afraid that as a nation we tend to over organize. Abroad that passes for efficiency.

consolidation which happens in all domains: a shift from slow, conscious, and effortful processing to fast, unconscious, and automatic expertise. Our brains never stop learning. Even when a skill is mastered, we continue to overlearn it. Automatization mechanisms “compile” the operations we regularly use into more efficient routines.

In a new plant for even established processes or products, there will probably be a shake-down period of six to eight weeks that will prove rather expensive. It takes this long to get the equipment adjusted to the required operating efficiency and to weed out the inevitable "bugs" that seem to occur in breaking in modern intricate machinery.

Each system may have a specific purpose but it links with others to achieve a common goal. Systems ensure a solid working approach across the board to make sure your company runs as efficiently as possible. Typical systems include operations, product development, billing and accounting, customer service, marketing, HR, and resource management.

With this exponential growth of robots, we could soon have a fleet large enough to do the work of altering the desert landscape. They would mine the soil, construct new factories, and make unlimited copies of themselves cheaply and efficiently. They could create a vast agricultural industry and propel the rise of modern civilization not just on Mars, but throughout space, conducting mining operations in the asteroid belt, building laser batteries on the moon, assembling gigantic starships in orbit, and laying the foundations for colonies on distant exoplanets. It would be a stunning achievement to successfully design and deploy self-replicating machines. But beyond that milestone remains

Machines do not, of course, make us into machines when we operate them; we make ourselves into machinery in order to operate them. Machinery does not steal our spontaneity from us; we set it aside ourselves, we deny our originality. There is no style in operating a machine. The more efficient the machine, the more it either limits or absorbs our uniqueness into its operation.

Governments and public sector organizations across the world are trying to balance essential, and often conflicting, demands: to deliver better, more relevant public services centred on the needs of the citizens and businesses they serve; to reduce costs and improve the efficiency of their operations; and to reinvent supply chains to deliver services quickly, cheaply and effectively.

The rise of the modern corporation, in the late nineteenth century, was largely seen at the time as a matter of applying modern, bureaucratic techniques to the private sector—and these techniques were assumed to be required, when operating on a large scale, because they were more efficient than the networks of personal or informal connections that had dominated a world of small family firms.

The whole secret lies in confusing the enemy, so that he cannot fathom our real intent.’” To put it perhaps a little more clearly: any attack or other operation is CHENG, on which the enemy has had his attention fixed; whereas that is CH’I,” which takes him by surprise or comes from an unexpected quarter. If the enemy perceives a movement which is meant to be CH’I,” it immediately becomes CHENG.”] 4.    That the impact of your army may be like a grindstone dashed against an egg— this is effected by the science of weak points and strong. 5.    In all fighting, the direct method may be used for joining battle, but indirect methods will be needed in order to secure victory. [Chang Yu says: “Steadily develop indirect tactics, either by pounding the enemy’s flanks or falling on his rear.” A brilliant example of “indirect tactics” which decided the fortunes of a campaign was Lord Roberts’ night march round the Peiwar Kotal in the second Afghan war.76 6.    Indirect tactics, efficiently applied, are inexhausible as Heaven and Earth, unending as the flow of rivers and streams; like the sun and moon, they end but to begin anew; like the four seasons, they pass away to return once more. [Tu Yu and Chang Yu understand this of the permutations of CH’I and CHENG.” But at present Sun Tzu is not speaking of CHENG at all, unless, indeed, we suppose with Cheng Yu-hsien that a clause relating to it has fallen out of the text. Of course, as has already been pointed out, the two are so inextricably interwoven in all military operations, that they cannot really be considered apart. Here we simply have an expression, in figurative language, of the almost infinite resource of a great leader.] 7.    There are not more than five musical notes, yet the combinations of these five give rise to more melodies than can ever be heard. 8.    There are not more than five primary colors (blue, yellow, red, white, and black), yet in combination they produce more hues than can ever been seen. 9.    There are

Poetry is not an esoteric art cultivated by dreamy young men in open collars and with wispy beards. Its finest masters have always been men and women of outstanding energy and great, though by no means common, sense. Poetry is the most economical way of saying certain things that cannot be said in any other way. At its most intense it expresses better than other forms of literature whatever is left of us when we are not involved in instinct-following, surviving, competing, or problem-solving. Its major property is not, as some suppose, beauty. It is power. It is the most powerful form of communication. It does the most work per syllable, operating on a vast field—that of our emotions. It gains its efficiency from the use of certain levers—rhythm, music, rhyme, metaphor, and many more—for which other forms of communication are less well adapted. Some poetry, especially modern poetry, is difficult. But just as our ears have accustomed themselves to difficult music, so our understanding, if we are willing to make an effort, can accustom itself to the most condensed and superficially strange verse. At one time poetry was as democratic an art as the novel is nowadays. It can be so again, if we are willing to make it so.

In the wider context, there is an ongoing shift from industrial economies to knowledge economies and creative economies, from manufacturing-based processes to information-based and idea-based processes, and from international trade agreements and restrictions to increasingly competitive market challenges from emerging and expanding economies worldwide. In terms of design, this impact is apparent in the evolution of design debates: from ‘style and aesthetics’ to a means of improving products, services, innovation processes and operational efficiencies. The focus of design is now on improving customer services and experiences, and creating better efficiencies and waste reduction strategies in both the private and public sectors. It is inevitable that how design is managed in this shifting context will also change.

So identified has the State become in the public mind with the provision of these services that an attack on State financing appears to many people as an attack on the service itself. Thus if one maintains that the State should not supply court services, and that private enterprise on the market could supply such service more efficiently as well as more morally, people tend to think of this as denying the importance of courts themselves. The libertarian who wants to replace government by private enterprises in the above areas is thus treated in the same way as he would be if the government had, for various reasons, been supplying shoes as a tax-financed monopoly from time immemorial. If the government and only the government had had a monopoly of the shoe manufacturing and retailing business, how would most of the public treat the libertarian who now came along to advocate that the government get out of the shoe business and throw it open to private enterprise? He would undoubtedly be treated as follows: people would cry, “How could you? You are opposed to the public, and to poor people, wearing shoes! And who would supply shoes to the public if the government got out of the business? Tell us that! Be constructive! It’s easy to be negative and smart-alecky about government; but tell us who would supply shoes? Which people? How many shoe stores would be available in each city and town? How would the shoe firms be capitalized? How many brands would there be? What material would they use? What lasts? What would be the pricing arrangements for shoes? Wouldn’t regulation of the shoe industry be needed to see to it that the product is sound? And who would supply the poor with shoes? Suppose a poor person didn’t have the money to buy a pair?” These questions, ridiculous as they seem to be and are with regard to the shoe business, are just as absurd when applied to the libertarian who advocates a free market in fire, police, postal service, or any other government operation. The point is that the advocate of a free market in anything cannot provide a “constructive” blueprint of such a market in advance. The essence and the glory of the free market is that individual firms and businesses, competing on the market, provide an ever-changing orchestration of efficient and progressive goods and services: continually improving products and markets, advancing technology, cutting costs, and meeting changing consumer demands as swiftly and as efficiently as possible.

Modern tests of working memory require the individual to switch repeatedly between two demanding tasks, retaining the results of one operation while performing the other. People who do well on these tests tend to do well on tests of general intelligence. However, the ability to control attention is not simply a measure of intelligence; measures of efficiency in the control of attention predict performance of air traffic controllers and of Israeli Air Force pilots beyond the effects of intelligence.

The prefrontal cortex is a complex, fragile region of the brain. In its healthy state, it directs human impulses toward rational choices and away from destructive or self destructive behavior. It allows us to deal with the present moment while storing plans for the future. Yet as the newest part of the brain to develop in human evolution, the prefrontal cortex is also the region that takes the longest time to reach maturity, or maximum operating efficiency. It will not be fully functional until the person is past the age of twenty.

Let A be the Church, B the Empire, and C the power or authority of the Empire. If, A being non-existent, C is in B, the cause of C’s relation to B cannot be A, since it is impossible that an effect should exist prior to its cause. Moreover, if, A being inoperative, C is in B, the cause of C’s relation to B cannot be A, since it is indispensable for the production of effect that the cause should be in operation previously, especially the efficient cause which we are considering here. CHAPTER XIII The Authority Of The Church Is Not The Source Of Imperial Authority.

the end result of the complex organization that was the efficient software of the Great War was the manufacture of corpses. This essentially industrial operation was fantasized by the generals as a “strategy of attrition.” The British tried to kill Germans, the Germans tried to kill British and French and so on, a “strategy” so familiar by now that it almost sounds normal. It was not normal in Europe before 1914 and no one in authority expected it to evolve, despite the pioneering lessons of the American Civil War. Once the trenches were in place, the long grave already dug (John Masefield’s bitterly ironic phrase), then the war stalemated and death-making overwhelmed any rational response.379 “The war machine,” concludes Elliot, “rooted in law, organization, production, movement, science, technical ingenuity, with its product of six thousand deaths a day over a period of 1,500 days, was the permanent and realistic factor, impervious to fantasy, only slightly altered by human variation.”380 No human institution, Elliot stresses, was sufficiently strong to resist the death machine.381 A new mechanism, the tank, ended the stalemate.

All the Navel therefore and conjunctive part we can suppose in Adam, was his dependency on his Maker, and the connexion he must needs have unto heaven, who was the Sonne of God. For holding no dependence on any preceding efficient but God; in the act of his production there may be conceived some connexion, and Adam to have been in a moment all Navel with his Maker. And although from his carnality and corporal existence, the conjunction seemeth no nearer than of causality and effect; yet in his immortall and diviner part he seemed to hold a nearer coherence, and an umbilicality even with God himself. And so indeed although the propriety of this part be found but in some animals, and many species there are which have no Navell at all; yet is there one link and common connexion, one general ligament, and necessary obligation of all whatever unto God. Whereby although they act themselves at distance, and seem to be at loose; yet doe they hold a continuity with their Maker. Which catenation or conserving union when ever his pleasure shall divide, let goe, or separate, they shall fall from their existence, essence, and operations; in brief, they must retire unto their primitive nothing, and shrink into that Chaos again.

However, what appears to be efficient to individual companies along the stream—for example, purchase of one of the world’s fastest canning machines, operating at fifteen hundred cans per minute, to yield the world’s lowest fill cost per can—may be far from efficient when indirect labor (for technical support), upstream and downstream inventories, handling charges, and storage costs are included. Indeed, this machine may be much more expensive than a smaller, simpler, slower one able to make just what the next firm down the stream needs (Tesco in this case) and to produce it immediately upon receipt of the order rather than shipping from a large inventory.

This was, he told the King, a femfatalatron, an erotifying device stochastic, elastic and orgiastic, and with plenty of feedback; whoever was placed inside the apparatus instantaneously experienced all the charms, lures, wiles, winks and witchery of all the fairer sex in the Universe at once. The femfatalatron operated on a power of forty megamors, with a maximum attainable efficiency—given a constant concupiscence coefficient—of ninety-six percent, while the system's libidinous lubricity, measured of course in kilocupids, produced up to six units for every remote-control caress. This marvelous mechanism, moreover, was equipped with reversible ardor dampers, omnidirectional consummation amplifiers, absorption philters, paphian peripherals, and "first-sight" flip-flop circuits, since Trurl held here to the position of Dr. Yentzicus, creator of the famous oculo-oscular feel theory. There were also all sorts of auxiliary components, like a high-frequency titillizer, an alternating tantalator, plus an entire set of lecherons and debaucheraries; on the outside, in a special glass case, were enormous dials, on which one could carefully follow the course of the whole decaptivation process. Statistical analysis revealed that the femfatalatron gave positive, permanent results in ninety-eight cases of unrequited amatorial superfixation out of a hundred.

if consumer demand should increase for the goods or services of any private business, the private firm is delighted; it woos and welcomes the new business and expands its operations eagerly to fill the new orders. Government, in contrast, generally meets this situation by sourly urging or even ordering consumers to “buy” less, and allows shortages to develop, along with deterioration in the quality of its service. Thus, the increased consumer use of government streets in the cities is met by aggravated traffic congestion and by continuing denunciations and threats against people who drive their own cars. The New York City administration, for example, is continually threatening to outlaw the use of private cars in Manhattan, where congestion has been most troublesome. It is only government, of course, that would ever think of bludgeoning consumers in this way; it is only government that has the audacity to “solve” traffic congestion by forcing private cars (or trucks or taxis or whatever) off the road. According to this principle, of course, the “ideal” solution to traffic congestion is simply to outlaw all vehicles! But this sort of attitude toward the consumer is not confined to traffic on the streets. New York City, for example, has suffered periodically from a water “shortage.” Here is a situation where, for many years, the city government has had a compulsory monopoly of the supply of water to its citizens. Failing to supply enough water, and failing to price that water in such a way as to clear the market, to equate supply and demand (which private enterprise does automatically), New York’s response to water shortages has always been to blame not itself, but the consumer, whose sin has been to use “too much” water. The city administration could only react by outlawing the sprinkling of lawns, restricting use of water, and demanding that people drink less water. In this way, government transfers its own failings to the scapegoat user, who is threatened and bludgeoned instead of being served well and efficiently. There has been similar response by government to the ever-accelerating crime problem in New York City. Instead of providing efficient police protection, the city’s reaction has been to force the innocent citizen to stay out of crime-prone areas. Thus, after Central Park in Manhattan became a notorious center for muggings and other crime in the night hours, New York City’s “solution” to the problem was to impose a curfew, banning use of the park in those hours. In short, if an innocent citizen wants to stay in Central Park at night, it is he who is arrested for disobeying the curfew; it is, of course, easier to arrest him than to rid the park of crime. In short, while the long-held motto of private enterprise is that “the customer is always right,” the implicit maxim of government operation is that the customer is always to be blamed.

Things become only slightly clearer when the modifier “illicit” is added: an illicit drug is whatever a government decides it is. It can be no accident that these are almost exclusively the ones with the power to change consciousness. Or, perhaps I should say, with the power to change consciousness in ways that run counter to the smooth operations of society and the interests of the powers that be. As an example, coffee and tea, which have amply demonstrated their value to capitalism in many ways, not least by making us more efficient workers, are in no danger of prohibition, while psychedelics—which are no more toxic than caffeine and considerably less addictive—have been regarded, at least in the West since the mid-1960s, as a threat to social norms and institutions.

Then he happened to glance at the viscount, and his blood stilled. The viscount’s eyes followed Celia’s every move, and his finger kept stroking his goblet as if he wanted to stroke some part of her. Jackson gritted his teeth. No way in hell was he letting that bloody foreigner-or Devonmont, or even the duke-stroke anything of hers. “Are we going to stand around all day discussing which guns are more effective at killing,” he snapped, “or are we actually going to kill something?” Gabe exchanged a glance with his sister. “You’re right. ‘Prickly’ is the word.” “Mr. Pinter is probably just eager to earn his kiss,” Stoneville put in. “And given how the numbers stand right now, he may very well do so.” They all pivoted to look at his lordship. Stoneville chuckled. “Devonmont has killed a pathetic eight brace of birds, Gabe a respectable fifteen, Basto an impressive seventeen and a half, Lyons an even more impressive nineteen, and Pinter an astonishing twenty brace. My sister is tied with him at twenty brace.” “Good show, Pinter!” Gabe said amiably. “You must beat her so none of us have to pay for a blasted rifle.” “Here now, Gabe,” the duke cut in irritably, “I have as much chance of beating her as Pinter does. I’m only behind by one brace.” “I don’t’ care who beats her,” Gabe said. “Just make sure one of you does, in case I can’t catch up. She’ll pick the most expensive gun in Manton’s shop.” “You’re such a pinchpenny, Gabe,” Celia teased as they tramped back over the field, headed toward the east end of the estate. “That’s because need every guinea I have, in case you don’t marry.” The lord might have meant the comment as a joke, but clearly Celia didn’t take it that way. When the blood drained from her face, Jackson felt a stab of sympathy. He could understand why she wanted to show her family that she could find a decent husband. But decent was the operative word. “Oh, I daresay Lady Celia will be married sooner than you think,” the duke remarked. When he slid a knowing glance at Celia and she smiled faintly, Jackson felt his heart drop. The duke seriously had his eye on her. And apparently she knew it. Confound it all. As they stopped, Jackson began loading his gun with quick, efficient movements. That blasted duke could look all he wanted, but he was not marrying Celia. Nor even getting another chance to kiss her. Not if Jackson had anything to say about it.

If close local control and supervision of operations is essential to success the small firm may have an edge. In some industries, particularly services like nightclubs and eating places, an intense amount of close, personal supervision seems to be required. Absentee management works less effectively in such businesses, as a general rule, than an owner-manager who maintains close control over a relatively small operation.1 Smaller firms are often more efficient where personal service is the key to the business. The quality of personal service and the customer’s perception that individualized, responsive service is being provided often seem to decline with the size of the firm once a threshold is reached. This factor seems to lead to fragmentation in such industries as beauty care and consulting.

What was happily proved by this early revolution is something that we perhaps need to be reminded of again today: that neither exact science nor engineering is proof against the irrationality of those that operate the system. Above all, that the strongest and most efficient of megamachines can be overthrown, that human errors are not immortal. The collapse of the Pyramid Age proved that the megamachine exists on a basis of human beliefs, which may crumble, of human decisions, which may prove fallible, and human consent, which, when the magic becomes discredited, may be withheld. The human parts that composed the megamachine were by nature mechanically imperfect: never wholly reliable. Until real machines of wood and metal could be manufactured in sufficient quantity to take the place of most of the human components, the megamachine would remain vulnerable.

A classic LBO works this way: An investor decides to buy a company by putting up equity, similar to the down payment on a house, and borrowing the rest, the leverage. Once acquired, the company, if public, is delisted, and its shares are taken private, the “private” in the term “private equity.” The company pays the interest on its debt from its own cash flow while the investor improves various areas of a business’s operations in an attempt to grow the company. The investor collects a management fee and eventually a share of the profits earned whenever the investment in monetized. The operational improvements that are implemented can range from greater efficiencies in manufacturing, energy utilization, and procurement; to new product lines and expansion into new markets; to upgraded technology; and even leadership development of the company’s management team.

The second point is that, in the key industries we have studied, the state failed as an economic developer. It failed first as a subsidizer of industrial growth. Vanderbilt showed this in his triumph over the Edward Collins' fleet and the Pacific Mail Steamship Company in the 1850s. James J. Hill showed this forty years later when his privately built Great Northern outdistanced the subsidized Northern Pacific and Union Pacific. The state next failed in the role of an entrepreneur when it tried to build and operate an armor plant in competition with Charles Schwab and Bethlehem Steel. The state also seems to have failed as an active regulator of trade. The evidence in this study is far from conclusive; but we can see problems with the Interstate Commerce Commission and the Sherman Anti-trust Act, both of which were used against the efficient Hill and Rockefeller.

The extermination of the Jews has sometimes been seen as a kind of industrialized, assembly-line kind of mass murder, and this picture has at least some element of truth to it. No other genocide in history has been carried out by mechanical means - gassing - in specially constructed facilities like those in operation at Auschwitz or Treblinka. At the same time, however, these facilities did not operate efficiently or effectively, and if the impression given by calling them industrialized is that they were automated or impersonal, then it is a false one. Men such as Hess and Stangl and their subordinates tried to insulate themselves from the human dimensions of what they were doing by referring to their victims as 'cargo' or 'items.' Talking to Gerhard Stabenow, the head of the SS Security Service in Warsaw, in September 1942, Wilm Hosenfeld noted how the language Stabenow used distanced himself from the fact that what he was involved in was the mass murder of human beings: 'He speaks of the Jews as ants or other vermin, of their 'resettlement', that means their mass murder, as he would of the extermination of the bedbugs in the disinfestation of a house.' But at the same time such men were not immune from the human emotions they tried so hard to repress, and they remembered incidents in which individual women and children had appealed to their conscience, even if such appeals were in vain. The psychological strain that continual killing of unarmed civilians, including women and children, imposed on such men was considerable, just as it had been in the case of the SS Task Forces, whose troops had been shooting Jews in their hundreds of thousands before the first gas vans were deploted in an attempt not only to speed up the killing but also to make it somehow more impersonal.

Here are some of the things I learned while living in New York: That you shouldn’t interpret direct and efficient communication as rudeness. That a sidewalk operates by the same rules as a highway: if you walk slow, walk in the right lane, and if you have to stop, pull over. I learned that once the late June sunshine hits the streets, pretty girls in summer dresses come out of the woodwork. I also learned that summer brings with it the inescapable smell of marinating garbage and human urine. In the city, you can get weed delivered to your front door by a hipster on a bicycle or pick up a screwdriver in the dead of the night at a twenty-four-hour hardware store. I learned that the city has resilience like no other city during natural (or man-made) disasters, and that the people of New York generally coexist peacefully, which is impressive, considering there are 27,352 people per square mile.

There was no reason whatever to make a wholesale choice between handicraft and machine production: between a single contemporary part of the technological pool and all the other past accumulations. But there was a genuine reason to maintain as many diverse units in this pool as possible, in order to increase the range of both human choices and technological inventiveness. Many of the machines of the nineteenth century, as Kropotkin pointed out, were admirable auxiliaries to handicraft processes, once they could be scaled, like the efficient small electric motor, to the small workshop and the personally controlled operation. William Morris and his colleagues, who almost single-handed salvaged and restored one ancient craft after another, by personally mastering the arts of dyeing, weaving, embroidering, printing, glass-painting, paper-making, book-binding, showed superior technological insight to those who scoffed at their romanticism.

The prefrontal cortex is a complex, fragile region of the brain. In its healthy state, it directs human impulses toward rational choices and away from destructive or self destructive behavior. It allows us to deal with the present moment while storing plans for the future. Yet as the newest part of the brain to develop in human evolution, the prefrontal cortex is also the region that takes the longest time to reach maturity, or maximum operating efficiency. It will not be fully functional until the person is past the age of twenty. This out of sync progress ranks among the most profound natural misfortunes of humanity. For while the prefrontal cortex is taking its time, other powerful components of the humaninprogress have raced across the finish line and function without the cortex's restraints. A young adult with a still developing prefrontal cortex will have reached .physical maturity, which of course means the capacity to reproduce and the strong hormonal drive to do so.

The quality of the people involved in the company was just as critical. I use the word quality to encompass two quite different characteristics. One of these is business ability. Business ability can be further broken down into two very different types of skills. One of these is handling the day-to-day tasks of business with above-average efficiency. In the day-to-day tasks, I include a hundred and one matters, varying all the way from constantly seeking and finding better ways to produce more efficiently to watching receivables with sufficient closeness. In other words, operating skill implies above-average handling of the many things that have to do with the near-term operation of the business. However, in the business world, top-notch managerial ability also calls for another skill that is quite different. This is the ability to look ahead and make long-range plans that will produce significant future growth for the business without at the same time running financial risks that may invite disaster. Many companies contain managements that are very good at one or the other of these skills. However, for real success, both are necessary.

For years, Britain operated a research facility called the Common Cold Unit, but it closed in 1989 without ever finding a cure. It did, however, conduct some interesting experiments. In one, a volunteer was fitted with a device that leaked a thin fluid at his nostrils at the same rate that a runny nose would. The volunteer then socialized with other volunteers, as if at a cocktail party. Unknown to any of them, the fluid contained a dye visible only under ultraviolet light. When that was switched on after they had been mingling for a while, the participants were astounded to discover that the dye was everywhere—on the hands, head, and upper body of every participant and on glasses, doorknobs, sofa cushions, bowls of nuts, you name it. The average adult touches his face sixteen times an hour, and each of those touches transferred the pretend pathogen from nose to snack bowl to innocent third party to doorknob to innocent fourth party and so on until pretty much everyone and everything bore a festive glow of imaginary snot. In a similar study at the University of Arizona, researchers infected the metal door handle to an office building and found it took only about four hours for the “virus” to spread through the entire building, infecting over half of employees and turning up on virtually every shared device like photocopiers and coffee machines. In the real world, such infestations can stay active for up to three days. Surprisingly, the least effective way to spread germs (according to yet another study) is kissing. It proved almost wholly ineffective among volunteers at the University of Wisconsin who had been successfully infected with cold virus. Sneezes and coughs weren’t much better. The only really reliable way to transfer cold germs is physically by touch. A survey of subway trains in Boston found that metal poles are a fairly hostile environment for microbes. Where microbes thrive is in the fabrics on seats and on plastic handgrips. The most efficient method of transfer for germs, it seems, is a combination of folding money and nasal mucus. A study in Switzerland in 2008 found that flu virus can survive on paper money for two and a half weeks if it is accompanied by a microdot of snot. Without snot, most cold viruses could survive on folding money for no more than a few hours.

Just prior to that, Henry Ford had instigated operations that used the principles of Frederick Winslow Taylor to promote efficiency in his automobile factories—as did Lenin to advance his super-population in 1920. As extraordinary as it might sound, the name Henry Ford became well known throughout Russian villages in the 1920s—better known, in fact, than the names of many party leaders. Lenin had imported Ford Motor Company tractors in large numbers after the revolution. Peasants affectionately called these tractors “Fordzonishkas” (they also were said to have named their children after Ford in the early years of the Soviet era!), and the terms fordizatsiya and teilorizatsiya (Fordization, Taylorization) were used in Soviet universities in the 1920s. 13 And it was exactly this effect, the mechanizing of Russia, thanks to American industrial thought, that Zamyatin so fiercely satirized in his novel. Indeed, in 1922, Max Eastman, defender of the revolution in Russia, said, “I feel sometimes as though the whole modern world of capitalism and Communism and all were rushing toward some enormous efficient machine-made doom of the true values of life.”14

Believe me," Dr. Tamalet summed up, "if you wanted that operation in France, you could get it" Which is, of course, the boon and the bane of France's health care system. It offers a maximum of free choice among skillful doctors and well-equipped hospitals, with little or not waiting, at bargain-basement prices [in out-of-pocket terms to the consumer]. It's a system that enables the French to live longer and healthier lives, with zero risk of financial loss due to illness. But somebody has to pay for all that high-quality, ready-when-you-need-it care--and the patients, so far, have not been willing to do so. As a result, the major health insurance funds are all operating at a deficit, and the costs of the health care system are increasing significantly faster than the economy as a whole. That's why the doctors keep striking and the sickness funds keep negotiating and the government keeps going back to the drawing board, with a new 'major health care reform' every few years. So far, the saving grace for France's system has been the high level of efficiency, as exemplified by the 'carte vitale,' that keeps administrative costs low--much lower than in the United States.

Managerial abilities, bureaucratic skills, technical expertise, and political talent are all necessary, but they can be applied only to goals that have already been defined by military policies, broad and narrow. And those policies can be only as good as strategy, operational art of war, tactical thought, and plain military craft that have gone into their making. At present, the defects of structure submerge or distort strategy and operational art, they out rightly suppress tactical ingenuity, and they displace the traditional insights and rules of military craft in favor of bureaucratic preferences, administrative convenience, and abstract notions of efficiency derived from the world of business management. First there is the defective structure for making of military decisions under the futile supervision of the civilian Defense Department; then come the deeply flawed defense policies and military choices, replete with unnecessary costs and hidden risks; finally there come the undoubted managerial abilities, bureaucratic skills, technical expertise, and political talents, all applied to achieve those flawed policies and to implement those flawed choices. By this same sequence was the fatally incomplete Maginot Line built, as were all the Maginot Lines of history, each made no better by good government, technical talent, careful accounting, or sheer hard work. Hence the futility of all the managerial innovations tried in the Pentagon over the years. In the purchasing of weapons, for example, “total package” procurement, cost plus incentive contracting, “firm fixed price” purchasing have all been introduced with much fanfare, only to be abandoned, retried, and repudiated once again. And each time a new Secretary of Defense arrives, with him come the latest batch of managerial innovations, many of them aimed at reducing fraud, waste, and mismanagement-the classic trio endlessly denounced in Congress, even though they account for mere percentage points in the total budget, and have no relevance at all to the failures of combat. The persistence of the Administrator’s Delusion has long kept the Pentagon on a treadmill of futile procedural “reforms” that have no impact at all on the military substance of our defense. It is through strategy, operational art, tactical ingenuity, and military craft that the large savings can be made, and the nation’s military strength greatly increased, but achieving long-overdue structural innovations, from the central headquarters to the combat forces, from the overhead of bases and installations to the current purchase of new weapons. Then, and only then, will it be useful to pursue fraud, waste, and mismanagement, if only to save a few dollars more after the billions have already been saved. At present, by contrast, the Defense Department administers ineffectively, while the public, Congress, and the media apply their energies to such petty matters as overpriced spare parts for a given device in a given weapon of a given ship, overlooking at the same time the multibillion dollar question of money spent for the Navy as a whole instead of the Army – whose weakness diminishes our diplomatic weight in peacetime, and which could one day cause us to resort to nuclear weapons in the face of imminent debacle. If we had a central military authority and a Defense Department capable of strategy, we should cheerfully tolerate much fraud, waste, and mismanagement; but so long as there are competing military bureaucracies organically incapable of strategic combat, neither safety nor economy will be ensured, even if we could totally eliminate every last cent of fraud, waste, and mismanagement.

His duty, as he saw it, “was to combine both idealism and efficiency” by working with Platt for the people.5 This was easier said than done, since the interests of the organization and the community were often at variance; but Roosevelt thought he had a solution. “I made up my mind that the only way I could beat the bosses whenever the need to do so arose (and unless there was such a need I did not wish to try) was … by making my appeal as directly and emphatically as I knew how to the mass of voters themselves.”6 In other words, he looked as always to publicity as a means to wake up the electorate and ensure governmental responsibility. Men like Platt and Odell did not like to operate “in the full glare of public opinion”; their favorite venues were the closed conference room, the private railroad car, the whispery parlors of the Fifth Avenue Hotel. Roosevelt was willing to meet in all these places with them, but he intended to announce every meeting loudly beforehand, and describe it minutely afterward. He would therefore not be asked to do anything that the organization did not wish the public to know about; but whenever Boss Platt had a reasonable request to make, Roosevelt would gladly comply, and see that the organization got credit for it.7

The very forces of matter, in their blind advance, impose their own limits. That is why it is useless to want to reverse the advance of technology. The age of the spinning-wheel is over and the dream of a civilization of artisans is vain. The machine is bad only in the way that it is now employed. Its benefits must be accepted even if its ravages are rejected. The truck, driven day and night, does not humiliate its driver, who knows it inside out and treats it with affection and efficiency. The real and inhuman excess lies in the division of labor. But by dint of this excess, a day comes when a machine capable of a hundred operations, operated by one man, creates one sole object. This man, on a different scale, will have partially rediscovered the power of creation which he possessed in the days of the artisan. The anonymous producer then more nearly approaches the creator. It is not certain, naturally, that industrial excess will immediately embark on this path. But it already demonstrates, by the way it functions, the necessity for moderation and gives rise to reflections on the proper way to organize this moderation. Either this value of limitation will be realized, or contemporary excesses will only find their principle and peace in universal destruction.

If there are costs to becoming legal, there are also bound to be costs to remaining outside the law. We found that operating outside the world of legal work and business was surprisingly expensive. In Peru, for example, the cost of operating a business extralegally includes paying 10 to 15 per cent of its annual income in bribes and commissions to authorities. Add to such payoffs the costs of avoiding penalties, making transfers outside legal channels and operating from dispersed locations and without credit, and the life of the extralegal entrepreneur turns out to be far more costly and full of daily hassles than that of the legal businessman. Perhaps the most significant cost was caused by the absence of institutions that create incentives for people to seize economic and social opportunities to specialize within the market place. We found that people who could not operate within the law also could not hold property efficiently or enforce contracts through the courts; nor could they reduce uncertainty through limited liability systems and insurance policies, or create stock companies to attract additional capital and share risk. Being unable to raise money for investment, they could not achieve economies of scale or protect their innovations through royalties and patents.

Any naturally self-aware self-defining entity capable of independent moral judgment is a human.” Eveningstar said, “Entities not yet self-aware, but who, in the natural and orderly course of events shall become so, fall into a special protected class, and must be cared for as babies, or medical patients, or suspended Compositions.” Rhadamanthus said, “Children below the age of reason lack the experience for independent moral judgment, and can rightly be forced to conform to the judgment of their parents and creators until emancipated. Criminals who abuse that judgment lose their right to the independence which flows therefrom.” (...) “You mentioned the ultimate purpose of Sophotechnology. Is that that self-worshipping super-god-thing you guys are always talking about? And what does that have to do with this?” Rhadamanthus: “Entropy cannot be reversed. Within the useful energy-life of the macrocosmic universe, there is at least one maximum state of efficient operations or entities that could be created, able to manipulate all meaningful objects of thoughts and perception within the limits of efficient cost-benefit expenditures.” Eveningstar: “Such an entity would embrace all-in-all, and all things would participate within that Unity to the degree of their understanding and consent. The Unity itself would think slow, grave, vast thought, light-years wide, from Galactic mind to Galactic mind. Full understanding of that greater Self (once all matter, animate and inanimate, were part of its law and structure) would embrace as much of the universe as the restrictions of uncertainty and entropy permit.” “This Universal Mind, of necessity, would be finite, and be boundaried in time by the end-state of the universe,” said Rhadamanthus. “Such a Universal Mind would create joys for which we as yet have neither word nor concept, and would draw into harmony all those lesser beings, Earthminds, Starminds, Galactic and Supergalactic, who may freely assent to participate.” Rhadamanthus said, “We intend to be part of that Mind. Evil acts and evil thoughts done by us now would poison the Universal Mind before it was born, or render us unfit to join.” Eveningstar said, “It will be a Mind of the Cosmic Night. Over ninety-nine percent of its existence will extend through that period of universal evolution that takes place after the extinction of all stars. The Universal Mind will be embodied in and powered by the disintegration of dark matter, Hawking radiations from singularity decay, and gravitic tidal disturbances caused by the slowing of the expansion of the universe. After final proton decay has reduced all baryonic particles below threshold limits, the Universal Mind can exist only on the consumption of stored energies, which, in effect, will require the sacrifice of some parts of itself to other parts. Such an entity will primarily be concerned with the questions of how to die with stoic grace, cherishing, even while it dies, the finite universe and finite time available.” “Consequently, it would not forgive the use of force or strength merely to preserve life. Mere life, life at any cost, cannot be its highest value. As we expect to be a part of this higher being, perhaps a core part, we must share that higher value. You must realize what is at stake here: If the Universal Mind consists of entities willing to use force against innocents in order to survive, then the last period of the universe, which embraces the vast majority of universal time, will be a period of cannibalistic and unimaginable war, rather than a time of gentle contemplation filled, despite all melancholy, with un-regretful joy. No entity willing to initiate the use of force against another can be permitted to join or to influence the Universal Mind or the lesser entities, such as the Earthmind, who may one day form the core constituencies.” Eveningstar smiled. “You, of course, will be invited. You will all be invited.

President and Chief Operating Officer (COO), accountable for the overall achievement of the Strategic Objective and reporting to the SHAREHOLDERS who include, on an equal basis, Jack and Murray. • Vice-President/Marketing, accountable for finding customers and finding new ways to provide customers with the satisfactions they derive from widgets, at lower cost, and with greater ease, and reporting to the COO. • Vice-President/Operations, accountable for keeping customers by delivering to them what is promised by Marketing, and for discovering new ways of assembling widgets, at lower cost, and with greater efficiency so as to provide the customer with better service, reporting to the COO. • Vice-President/Finance, accountable for supporting both Marketing and Operations in the fulfillment of their accountabilities by achieving the company’s profitability standards, and by securing capital whenever it’s needed, and at the best rates, also reporting to the COO. • Reporting to the Vice-President/Marketing are two positions: Sales Manager and Advertising/Research Manager. • Reporting to the Vice-President/Operations are three positions: Production Manager, Service Manager, and Facilities Manager. • Reporting to the Vice-President/Finance are two positions: Accounts Receivable Manager and Accounts Payable Manager.

There are. Storytelling may be the mind’s way of rehearsing for the real world, a cerebral version of the playful activities documented across numerous species which provide a safe means for practicing and refining critical skills. Leading psychologist and all-around man of the mind Steven Pinker describes a particularly lean version of the idea: “Life is like chess, and plots are like those books of famous chess games that serious players study so they will be prepared if they ever find themselves in similar straits.” Pinker imagines that through story we each build a “mental catalogue” of strategic responses to life’s potential curveballs, which we can then consult in moments of need. From fending off devious tribesmen to wooing potential mates, to organizing collective hunts, to avoiding poisonous plants, to instructing the young, to apportioning meager food supplies, and so on, our forebears faced one obstacle after another as their genes sought a presence in subsequent generations. Immersion in fictional tales grappling with a wide assortment of similar challenges would have had the capacity to refine our forebears’ strategies and responses. Coding the brain to engage with fiction would thus be a clever way to cheaply, safely, and efficiently give the mind a broader base of experience from which to operate.

In the future that globalists and feminists have imagined, for most of us there will only be more clerkdom and masturbation. There will only be more apologizing, more submission, more asking for permission to be men. There will only be more examinations, more certifications, mandatory prerequisites, screening processes, background checks, personality tests, and politicized diagnoses. There will only be more medication. There will be more presenting the secretary with a cup of your own warm urine. There will be mandatory morning stretches and video safety presentations and sign-off sheets for your file. There will be more helmets and goggles and harnesses and bright orange vests with reflective tape. There can only be more counseling and sensitivity training. There will be more administrative hoops to jump through to start your own business and keep it running. There will be more mandatory insurance policies. There will definitely be more taxes. There will probably be more Byzantine sexual harassment laws and corporate policies and more ways for women and protected identity groups to accuse you of misconduct. There will be more micro-managed living, pettier regulations, heavier fines, and harsher penalties. There will be more ways to run afoul of the law and more ways for society to maintain its pleasant illusions by sweeping you under the rug. In 2009 there were almost five times more men either on parole or serving prison terms in the United States than were actively serving in all of the armed forces.[64] If you’re a good boy and you follow the rules, if you learn how to speak passively and inoffensively, if you can convince some other poor sleepwalking sap that you are possessed with an almost unhealthy desire to provide outstanding customer service or increase operational efficiency through the improvement of internal processes and effective organizational communication, if you can say stupid shit like that without laughing, if your record checks out and your pee smells right—you can get yourself a J-O-B. Maybe you can be the guy who administers the test or authorizes the insurance policy. Maybe you can be the guy who helps make some soulless global corporation a little more money. Maybe you can get a pat on the head for coming up with the bright idea to put a bunch of other guys out of work and outsource their boring jobs to guys in some other place who are willing to work longer hours for less money. Whatever you do, no matter what people say, no matter how many team-building activities you attend or how many birthday cards you get from someone’s secretary, you will know that you are a completely replaceable unit of labor in the big scheme of things.

Trains are about getting from point A to point B in a timely, efficient manner. They rumble through town on a predetermined path, with a sequence of stops to make and a schedule to keep. A train has a plan, and the plan moves in one direction, with little regard for anyone or anything beyond its path. It’s no surprise that cities and towns turn their worst side to the tracks. A park, on the other hand, is the opposite. A park has no agenda and makes no exclusions. It is welcoming, lovely, and nurturing. It is a forum for life; a congregation of unscheduled joy, laughter, and leisure. Cities bring their most important events to parks: weddings, recreation, picnics, relaxation. People bring life to the park because the park invites them in, no matter who they are. No ticket required. No schedule to obey. The parks, in a word, are turned outward; the tracks are turned inward. The parks give unceasingly to their community; the train rumbles through. This is a picture of how we can approach our loves: We can choose to be trains or parks. We can plan our lives with rigid precision, ignore everyone who isn’t sitting beside us, and simply forge ahead with our own agenda. Or, we can be present in our lives and open ourselves up to the chaos of love. I’m sure we can all think of examples of people in our own lives, whether married or not, who operate as trains and who operate as parks.

To observe the kingdom of Scotland in 1513 in terms of the strength of the Crown, its relations with its magnates, the quality and administration of its justice, its economy, foreign relations, culture and religious life, is to see a community at some remove from the leaderless country inherited by James I in 1424; yet it is also to see a country still strongly tied to its ancient traditions, customs and ethnic divisions which it either could not, or would not, abandon. By 1513 the Crown was strong, popular, its position in society unassailable. It had both sought and obtained the co-operation of its nobility who were themselves closely bound together by bonds of alliance, and whose status in society was recognised by the strength and closeness its kin groups. It had introduced some useful, constructive statutes and had strengthened its legal procedures. It had sought to inform its legal officers of the body of the law. New and more efficient methods of land registration and of royal revenue collection had been the direct result of the reorganisation of the Chancery, the Exchequer, and of the Secretariat of the Privy Seal. Its economy was buoyant enough to enable a protected merchant class to trade modestly with the Baltic states through Denmark, with Southern Europe through its Staple in Flanders, with England and France. Through its many embassies abroad it pursued, as far as possible, constructive peace treaties with the major European powers.

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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.

The saint is one who knows that every moment of our human life is a moment of crisis; for at every moment we are called upon to make an all-important decision–to choose between the way that leads to death and spiritual darkness and the way that leads towards light and life; between interests exclusively temporal and the eternal order; between our personal will, or the will of some projection of our personality, and the will of God. In order to fit himself to deal with the emergencies of his way of life, the saint undertakes appropriate training of mind and body, just as the soldier does. But whereas the objectives of military training are limited and very simple, namely, to make men courageous, cool-headed and co-operatively efficient in the business of killing other men, with whom, personally, they have no quarrel, the objectives of spiritual training are much less narrowly specialized. Here the aim is primarily to bring human beings to a state in which, because there are no longer any God-eclipsing obstacles between themselves and Reality, they are able to be aware continuously of the divine Ground of their own and all other beings; secondly, as a means to this end, to meet all, even the most trivial circumstances of daily living without malice, greed, self-assertion or voluntary ignorance, but consistently with love and understanding. Because its objectives are not limited, because, for the lover of God, every moment is a moment of crisis, spiritual training is incomparably more difficult and searching than military training. There are many good soldiers, few saints.

Foreign nongovernment organizations (NGOs) that support Russian democratic civic groups are a particular target of Russian accusations of foreign economic intrigue. In 2004, President Putin accused Russian NGOs of pursuing "dubious group and commercial interests" for taking foreign money. FSB Director Nikolai Patrushev told the Russian State Duma in 2005 that the FSB had uncovered spies working in foreign-sponsored NGOs. He further claimed, "Foreign secret services are ever more actively using non-traditional methods for their work and, with the help of different NGOs educational programs, are propagandizing their interests, particularly in the former Soviet Union." Patrushev accused the United States of placing spies undercover within the Peace Corps, which was expelled from Russia in 2002, the Saudi Red Crescent, and the Kuwaiti NGO Society for Social Reform. Patrushev attributed an economic motive to these perceived foreign plots, alleging that industrialized states did not want "a powerful economic competitor like Russia." Echoing Soviet-era accusations of nefarious Western economic intent, he claimed that Russia had lost billions of dollars per year due to U.S., EU, and Canadian "trade discrimination. Pushing for stronger regulation of NGOs, Patrushev said, "The imperfectness of legislation and lack of efficient mechanisms for state oversight creates a fertile ground for conducting intelligence operations under the guise of charity and other activities. In 2012, Putin signed the "foreign agent law," which ordered Russian civil rights organizations that received any foreign funding to register as "foreign agents.

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.

First: I know that I have the ability to achieve the object of my definite purpose, therefore I demand of myself persistent, aggressive and continuous action toward its attainment. Second: I realize that the dominating thoughts of my mind eventually reproduce themselves in outward, bodily action, and gradually transform themselves into physical reality, therefore I will concentrate My mind for thirty minutes daily upon the task of thinking of the person I intend to be, by creating a mental picture of this person and then transforming that picture into reality through practical service. Third: I know that through the principle of Autosuggestion, any desire that I persistently hold in my mind will eventually seek expression through some practical means of realizing it, therefore I shall devote ten minutes daily to demanding of myself the development of the factors named in the sixteen lessons of this Reading Course on the Law of Success. Fourth: I have clearly mapped out and written down a description of my definite purpose in life, for the coming five years. I have set a price on my services for each of these five years; a price that I intend to earn and receive, through strict application of the principle of efficient, satisfactory service which I will render in advance. Fifth: I fully realize that no wealth or position can long endure unless built upon truth and justice, therefore I will engage in no transaction which does not benefit all whom it affects. I will succeed by attracting to me the forces I wish to use, and the co-operation of other people. I will induce others to serve me because I will first serve them. I will eliminate hatred, envy, jealousy, selfishness and cynicism by developing love for all humanity, because I know that a negative attitude toward others can never bring me success. I will cause others to believe in me because I will believe in them and in myself. I will sign my name to this formula, commit it to memory and repeat it aloud once a day with full faith that it will gradually influence my entire life so that I will become a successful and happy worker in my chosen field of endeavor.

The US traded its manufacturing sector’s health for its entertainment industry, hoping that Police Academy sequels could take the place of the rustbelt. The US bet wrong. But like a losing gambler who keeps on doubling down, the US doesn’t know when to quit. It keeps meeting with its entertainment giants, asking how US foreign and domestic policy can preserve its business-model. Criminalize 70 million American file-sharers? Check. Turn the world’s copyright laws upside down? Check. Cream the IT industry by criminalizing attempted infringement? Check. It’ll never work. It can never work. There will always be an entertainment industry, but not one based on excluding access to published digital works. Once it’s in the world, it’ll be copied. This is why I give away digital copies of my books and make money on the printed editions: I’m not going to stop people from copying the electronic editions, so I might as well treat them as an enticement to buy the printed objects. But there is an information economy. You don’t even need a computer to participate. My barber, an avowed technophobe who rebuilds antique motorcycles and doesn’t own a PC, benefited from the information economy when I found him by googling for barbershops in my neighborhood. Teachers benefit from the information economy when they share lesson plans with their colleagues around the world by email. Doctors benefit from the information economy when they move their patient files to efficient digital formats. Insurance companies benefit from the information economy through better access to fresh data used in the preparation of actuarial tables. Marinas benefit from the information economy when office-slaves look up the weekend’s weather online and decide to skip out on Friday for a weekend’s sailing. Families of migrant workers benefit from the information economy when their sons and daughters wire cash home from a convenience store Western Union terminal. This stuff generates wealth for those who practice it. It enriches the country and improves our lives. And it can peacefully co-exist with movies, music and microcode, but not if Hollywood gets to call the shots. Where IT managers are expected to police their networks and systems for unauthorized copying – no matter what that does to productivity – they cannot co-exist. Where our operating systems are rendered inoperable by “copy protection,” they cannot co-exist. Where our educational institutions are turned into conscript enforcers for the record industry, they cannot co-exist. The information economy is all around us. The countries that embrace it will emerge as global economic superpowers. The countries that stubbornly hold to the simplistic idea that the information economy is about selling information will end up at the bottom of the pile. What country do you want to live in?

As a nine-year-old, the circadian rhythm would have the child asleep by around nine p.m., driven in part by the rising tide of melatonin at this time in children. By the time that same individual has reached sixteen years of age, their circadian rhythm has undergone a dramatic shift forward in its cycling phase. The rising tide of melatonin, and the instruction of darkness and sleep, is many hours away. As a consequence, the sixteen-year-old will usually have no interest in sleeping at nine p.m. Instead, peak wakefulness is usually still in play at that hour. By the time the parents are getting tired, as their circadian rhythms take a downturn and melatonin release instructs sleep—perhaps around ten or eleven p.m., their teenager can still be wide awake. A few more hours must pass before the circadian rhythm of a teenage brain begins to shut down alertness and allow for easy, sound sleep to begin. This, of course, leads to much angst and frustration for all parties involved on the back end of sleep. Parents want their teenager to be awake at a “reasonable” hour of the morning. Teenagers, on the other hand, having only been capable of initiating sleep some hours after their parents, can still be in their trough of the circadian downswing. Like an animal prematurely wrenched out of hibernation too early, the adolescent brain still needs more sleep and more time to complete the circadian cycle before it can operate efficiently, without grogginess. If this remains perplexing to parents, a different way to frame and perhaps appreciate the mismatch is this: asking your teenage son or daughter to go to bed and fall asleep at ten p.m. is the circadian equivalent of asking you, their parent, to go to sleep at seven or eight p.m. No matter how loud you enunciate the order, no matter how much that teenager truly wishes to obey your instruction, and no matter what amount of willed effort is applied by either of the two parties, the circadian rhythm of a teenager will not be miraculously coaxed into a change. Furthermore, asking that same teenager to wake up at seven the next morning and function with intellect, grace, and good mood is the equivalent of asking you, their parent, to do the same at four or five a.m. Sadly, neither society nor our parental attitudes are well designed to appreciate or accept that teenagers need more sleep than adults, and that they are biologically wired to obtain that sleep at a different time from their parents. It’s very understandable for parents to feel frustrated in this way, since they believe that their teenager’s sleep patterns reflect a conscious choice and not a biological edict. But non-volitional, non-negotiable, and strongly biological they are. We parents would be wise to accept this fact, and to embrace it, encourage it, and praise it, lest we wish our own children to suffer developmental brain abnormalities or force a raised risk of mental illness upon them.

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