Operational Success Quotes

The brainwashed humans were the code that kept the Masters’ program running smoothly and the freethinking humans were the viruses in the program who needed to be removed, quarantined, and deleted to protect the operating system, the Masters’ great spider-web design.

The operation was a success, but I'm afraid the doctor is dead.

Implementing Extreme Ownership requires checking your ego and operating with a high degree of humility. Admitting mistakes, taking ownership, and developing a plan to overcome challenges are integral to any successful team.

Scientific method seeks to understand things as they are, while alchemy seeks to bring about a desired state of affairs. To put it another way, the primary objective of science is truth, - that of alchemy, operational success.

Market research is the process by which a business gathers and studies information related to the product or service it is providing or the market it is operating in.

If you want to build a better business, you must build better relationships. Relationships are crucial to developing the business you hope to achieve.

I’ve always been the opposite of a paranoid. I operate as if everyone is part of a plot to enhance my well-being.

Dr. Richard Davidson, a neuroscientist at the University of Wisconsin–Madison, concludes, “Your grades in school, your scores on the SAT, mean less for life success than your capacity to co-operate, your ability to regulate your emotions, your capacity to delay your gratification, and your capacity to focus your attention. Those skills are far more important—all the data indicate—for life success than your IQ or your grades.

Over the course of many encounters and many years, I have successfully developed a standard operating procedure for dealing with big, nasty monsters. Run away.

Every successful business (1) creates or provides something of value that (2) other people want or need (3) at a price they're willing to pay, in a way that (4) satisfies the purchaser's needs and expectations and (5) provides the business sufficient revenue to make it worthwhile for the owners to continue operation.

Most importantly we have learned that from here on it is success for all or none, for it is experimentally proven by physics that "unity is plural and at minimum two" - the complementary but not mirror-imaged proton and neutron. You and I are inherently different and complimentary. Together we average as zero - that is, as eternity.

If there is an operation, and if that operation is successful, she says she will move to Sweden. I fear for her future in a country whose citizenry is forced to assemble its own furniture.

There are three ways that men get what they want: by planning, by working, and by praying. Any great military operation takes careful planning or thinking. Then you must have well trained troops to carry it out: that's working. But between the plan and the operation there is always an unknown. That unknown spells defeat or victory; success or failure. It is the reaction of the actors to the ordeal when it actually comes. Some people call that getting the breaks. I call it God. God has His part or margin in everything. That's where prayer comes in.

I've been lucky enough now in my life to meet all sorts of extraordinary and accomplished people - world leaders, inventors, musicians, astronauts, athletes, professors, entrepreneurs, artists and writers, pioneering doctors and researchers. Some (though not enough) of them are women. Some (though not enough) are black or of color. Some were born poor or have lives that to many of us would appear to have been unfairly heaped with adversity, and yet still they seem to operate as if they've had every advantage in the world. What I've learned is this: All of them have had doubters. Some continue to have roaring, stadium-sized collection of critics and naysayers who will shout I told you so at every little misstep or mistake. The noise doesn't go away, but the most successful people I know have figured out how to live with it, to lean on the people who believe in them, and to push onward with their goals.

You get the idea. Every business, like a painting, operates according to its own rules. There are many ways to run a successful company. What works once may never work again. What everyone tells you never to do may just work, once. There are no rules. You don't learn to walk by following rules. You learn by doing, and by falling over, and it's because you fall over that you learn to save yourself from falling over. It's the greatest thrill in the world and it runs away screaming at the first sight of bullet points.

A sad truth is that we don't know what we really believe! We don't know how we operate. We don't know what is holding us back. We don't know why we do what we do.

Instead of waiting for a system to coalesce into consistency, the successful actor must learn to operate in complex, uncertain, and ever-changing environments.

I know you like to be in control and you operate a lot from fear but you have to break the bounds of your past Nicole and rewrite the story you’ve been telling yourself based off of others experiences. You have to create your own experience, write your own story.

Your grades in school, your scores on the SAT, mean less for life success than your capacity to co-operate, your ability to regulate your emotions, your capacity to delay your gratification, and your capacity to focus your attention. Those skills are far more important—all the data indicate—for life success than your IQ or your grades.

A person who has resolved to ‘think positive’ must constantly scan his or her mind for negative thoughts – there’s no other way that the mind could ever gauge its success at the operation – yet that scanning will draw attention to the presence of negative thoughts.

Psychological research has shown that the most reliable route to personal happiness is to make others happy. I have made many patients very happy with successful operations but there have been many terrible failures and most neurosurgeons’ lives are punctuated by periods of deep despair.

Overcome the prideful need to measure your worth by how much more successful you are than others, by operating from a core belief grounded in abundance.

In terms of business resilience, it's important to have the ability to repurpose inputs and redirect outputs. It's important to have a good amount of flexibility designed into the businesses operating systems. When a business can answer the if this then that question over and over again with different fill in the blanks, it's got resilience.

God, I know it's weird that I'm talking to you now. I know I haven't talk to you in ages. But hey, you're the only one I can turn to when everybody else has troubles of their own. I know it's a big thing to ask you to let Ann live and have a cancer free life. I know that will be impossible. Just let her live a little longer. After her successful operation please let her live a whole lot longer.

We have achieved most as surgeons when our patients recover completely and forget us completely. All patients are immensely grateful at first after a successful operation but if the gratitude persists it usually means that they have not been cured of the underlying problem and that they fear that they may need us in the future. They feel that they must placate us, as though we were angry gods or at least the agents of an unpredictable fate.

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.

Humans operate on millennia-old hardware. We can comprehend linear relationships, but have trouble processing accelerating rates of change.

Focusing on avoiding mistakes takes our focus away from becoming truly exceptional. Once a ship has achieved success merely in the form of preventing major errors and is operating in a competent way, mission accomplished, there is no need to strive further.

The social prestige of wine at table and at the club must be destroyed through lofty example and polite ridicule; forces which are not always available, and for whose successful operation much time will be required. But the outstanding fact remains, that the world has come to regard liquor in a new and clearer light. Our next generation of poets will contain but few Anacreons, for the thinking element of mankind has robbed the flowing bowl of its fancied virtues and fictitious beauties. The grape, so long permitted to masquerade as the inspirer of wit and art, is now revealed as the mother of ruin and death. The wolf at last stands divested of its sheep’s clothing.

Determined imagination is the beginning of all successful operation. The imagination, alone, is the means of fulfilling the intention.

Within the industries where businesses typically operate with tight margins, bartering provides even more of an operational advantage. And by incorporating bartering into those industries, wider margins can maybe become more typical.

Average assumes—incorrectly, of course—that everything operates stably. People optimistically overestimate how well things will go and then underestimate how much energy and effort it will take just to push things through. Anyone who has made it in business will support this concept.

You may know how to operate computers. You may know a lot about aliens or robots. You may be a doctor, lawyer, engineer, teacher, specialist… BUT if you don’t know how you operate, why your life is the way it is and how to increase fulfillment, love and peace in your life then all the knowledge and degrees aren’t much worth having!

The question is: Who owns the truth about what color the company is? The answer? Every single person in the company, including the entry-level file clerk, owns a piece of the truth about what color the company is. The operative word is piece. No one, not even the CEO, owns the entire truth, because no one can be in all places at all times.

It is my experience that bold decisions give the best promise of success. But one must differentiate between [strategic] and tactical boldness and a military gamble. A bold operation is one in which success is not a certainty but which in case of failure leaves one with sufficient forces in hand to cope with whatever situation may arise. A gamble, on the other hand, is an operation which can lead either to victory or to the complete destruction of one's force. Situations can arise where even gamble may be justified - as, for instance, when in the normal course of events defeat is merely a matter of time, when the gaining of time is therefore pointless and the only chance lies in an operation of great risk.

At any particular time, leaders are operating from either fear or love. This

The fear of being judged as weak or naïve prevents many people from operating like givers at work.

One would never defeat one's circumstances by working and saving one's pennies; one would never, by working, acquire that many pennies, and, besides, the social treatment accorded even the most successful Negroes proved that one needed, in order to be free, something more than a bank account. One needed a handle, a lever, a means of inspiring fear. It was absolutely clear that the police would whip you and take you in as long as they could get away with it, and that everyone else—housewives, taxi-drivers, elevator boys, dishwashers, bartenders, lawyers, judges, doctors, and grocers—would never, by the operation of any generous human feeling, cease to use you as an outlet for his frustrations and hostilities.

I realized a smart person learns from their mistakes, as all successful people do, but those who operate at a world class level learn from other peoples mistakes so they can shorten their learning curve by learning from them and not wasting as much time making the same ones.

We have been most successful, however, when our patients return to their homes and get on with their lives and never need to see us again. They are grateful, no doubt, but happy to put us and the horror of their illness behind them. Perhaps they never quite realized just how dangerous the operation had been and how lucky they were to have recovered so well. Whereas the surgeon, for a while, has known heaven, having come very close to hell.

In recent years, some of the biggest new drug kingpins can't be successfully prosecuted. The Pablo Escobars of today are coming out of China, and they don't have to worry about being imprisoned by their government. They can operate free and in the clear, within the boundaries of their country's own laws. Whenever a deadly new drug is made illegal in China, manufacturers simply tweak its chemical structure and start producing a new drug that is still legal. Many fentanyl analogues and cannabinoids have been made this way.

The vain arrogance of the literati and the Bohemian artists dismisses the activities of the businessmen as unintellectual money-making. The truth is that the entrepreneurs and promoters display more intellectual faculties and intuition than the average writer and painter. The inferiority of many self-styled intellectuals manifests itself precisely in the fact that they fail to recognize what capacity and reasoning power are required to develop and to operate successfully a business enterprise.

A trained Soviet KGB operative then heading its successor outfit, the FSB, Putin had done the sitting Russian president the memorable favor of successfully derailing the criminal investigation into the Yeltsin clan. He did so by blackmailing Russia’s prosecutor general with a fake sex tape.

courage was more important than confidence. When you are operating out of courage, you are saying that no matter how you feel about yourself or your opportunities or the outcome, you are going to take a risk and take a step toward what you want. You are not waiting for the confidence to mysteriously arrive. I now believe that confidence is achieved through repeated success at any endeavor.

The company’s profits, after all, were contingent on the public’s cluelessness. As Harvard Business School professor Shoshana Zuboff put it, Facebook’s success “depends upon one-way-mirror operations engineered for our ignorance and wrapped in a fog of misdirection, euphemism and mendacity.”27

Fear and hope remain the same; therefore the study of the psychology of speculators is as valuable as it ever was. Weapons change, but strategy remains strategy, on the New York Stock Exchange as on the battlefield. I think the clearest summing up of the whole thing was expressed by Thomas F. Woodlock when he declared: "The principles of successful stock speculation are based on the supposition that people will continue in the future to make the mistakes that they have made in the past.

Sensitive pricing and a deliberate policy of keeping taxes low were symptomatic of the bureaucratic nous of the Mongol Empire, which gets too easily lost beneath the images of violence and wanton destruction. In fact, the Mongols’ success lay not in indiscriminate brutality but in their willingness to compromise and co-operate, thanks to the relentless effort to sustain a system that renewed central control.

But the compulsive overachievement of today's elite college students - the sense that they need to keep running as fast as they can - is not the only thing that keeps them from forming the deeper relationships that might relieve their anguish. Something more insidious is operating, too: a resistance to vulnerability, a fear of looking like the only one who isn't capable of handling the pressure. These are young people who have always succeeded at everything, in part by projecting the confidence that they always will. Now, as they get to college, the stakes are higher and the competition fiercer. Everybody thinks that they are the only one who's suffering, so nobody says anything, so everybody suffers. Everyone feels like a fraud; everybody thinks that everybody else is smarter than they are.

Basically, CEOs have five essential choices for deploying capital—investing in existing operations, acquiring other businesses, issuing dividends, paying down debt, or repurchasing stock—and three alternatives for raising it—tapping internal cash flow, issuing debt, or raising equity. Think of these options collectively as a tool kit. Over the long term, returns for shareholders will be determined largely by the decisions a CEO makes in choosing which tools to use (and which to avoid) among these various options. Stated simply, two companies with identical operating results and different approaches to allocating capital will derive two very different long-term outcomes for shareholders.

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.

As a member of the avant-garde who is capable of perceiving the conspiracy before it is fully obvious to an as yet unaroused public, the paranoid is a militant leader. He does not see social conflict as something to be mediated and compromised, in the manner of the working politician. Since what is at stake is always a conflict between absolute good and absolute evil, what is necessary is not compromise but the will to fight things out to a finish. Since the enemy is thought of as being totally evil and totally unappeasable, he must be totally eliminated–if not from the world, at least from the theatre of operations to which the paranoid directs his attention. This demand for total triumph leads to the formulation of hopelessly unrealistic goals, and since these goals are not even remotely attainable, failure constantly heightens the paranoid’s sense of frustration. Even partial success leaves him with the same feeling of powerlessness with which he began, and this in turn only strengthens his awareness of the vast and terrifying quality of the enemy he opposes.

The family is the world's greatest welfare agency, and the most successful. What the federal government has done in welfare is small and trifling compared to what the families of America do daily, caring for their own, relieving family distresses, providing medical care and education for one another, and so on. No civil government could begin to finance what the families underwrite daily. The family's welfare program, for all its failures from time to time, is proportionately the world's most successful operation by an incomparable margin.

In my lifelong study of the scores of species of ants to be found in the tropical forests of Dal Hon, I am led to the conviction that all forms of life are engaged in a struggle to survive, and that within each species there exists a range of natural but variable proclivities, of physical condition and of behaviour, which in turn weighs for or against in the battle to survive and procreate. Further, it is my suspicion that in the act of procreation, such traits are passed on. By extension, one can see that ill traits reduce the likelihood of both survival and procreation. On the basis of these notions, I wish to propose to my fellow scholars at this noble gathering a law of survival that pertains to all forms of life. But before I do so, I must add one more caveat, drawn from the undeniable behavioural characteristics of, in my instance of speciality, ants. To whit, success of one form of life more often than not initiates devastating population collapse among competitors, and indeed, sometimes outright extinction. And that such annihilation of rivals may in fact be a defining feature of success. Thus, my colleagues, I wish to propose a mode of operation among all forms of life, which I humbly call-in my four-volume treatise-‘The Betrayal of the Fittest’. Obsessional Scrolls Sixth Day Proceedings Address Of Skavat Gill Unta, Malazan Empire, 1097 Burn's Sleep

If you don’t drink coffee, you should think about two to four cups a day. It can make you more alert, happier, and more productive. It might even make you live longer. Coffee can also make you more likely to exercise, and it contains beneficial antioxidants and other substances associated with decreased risk of stroke (especially in women), Parkinson’s disease, and dementia. Coffee is also associated with decreased risk of abnormal heart rhythms, type 2 diabetes, and certain cancers.12, 13 Any one of those benefits of coffee would be persuasive, but cumulatively they’re a no-brainer. An hour ago I considered doing some writing for this book, but I didn’t have the necessary energy or focus to sit down and start working. I did, however, have enough energy to fix myself a cup of coffee. A few sips into it, I was happier to be working than I would have been doing whatever lazy thing was my alternative. Coffee literally makes me enjoy work. No willpower needed. Coffee also allows you to manage your energy levels so you have the most when you need it. My experience is that coffee drinkers have higher highs and lower lows, energywise, than non–coffee drinkers, but that trade-off works. I can guarantee that my best thinking goes into my job, while saving my dull-brain hours for household chores and other simple tasks. The biggest downside of coffee is that once you get addicted to caffeine, you can get a “coffee headache” if you go too long without a cup. Luckily, coffee is one of the most abundant beverages on earth, so you rarely have to worry about being without it. Coffee costs money, takes time, gives you coffee breath, and makes you pee too often. It can also make you jittery and nervous if you have too much. But if success is your dream and operating at peak mental performance is something you want, coffee is a good bet. I highly recommend it. In fact, I recommend it so strongly that I literally feel sorry for anyone who hasn’t developed the habit.

Even today a good many distinguished minds seem unable to accept or even to understand that from a source of noise natural selection alone and unaided could have drawn all the music of the biosphere. In effect natural selection operates upon the products of chance and can feed nowhere else; but it operates in a domain of very demanding conditions, and from this domain chance is barred. It is not to chance but to these conditions that evolution owes its generally progressive course, its successive conquests, and the impression it gives of a smooth and steady unfolding.

All of this evokes the dicta of successful historic propagandists described earlier. From Alinsky's Rules for Radicals: >"Ridicule is man's most potent weapon." >"Keep the pressure on. Never let up." > "development of operations that will keep a constant pressure on the opposition." >"Pick the target, freeze it, personalize it, and polarize it." >"Not every item of news should be published. Rather must those who control news policies endeavor to make every item of news serve a certain purpose." >"Propaganda must facilitate the displacement of aggression by specifying the targets for hatred.

We say it is "explanation" but it is only in "description" that we are in advance of the older stages of knowledge and science. We describe better we explain just as little as our predecessors. We have discovered a manifold succession where the naive man and investigator of older cultures saw only two things "cause" and "effect " as it was said we have perfected the conception of becoming but have not got a knowledge of what is above and behind the conception. The series of "causes" stands before us much more complete in every case we conclude that this and that must first precede in order that that other may follow - but we have not grasped anything thereby. The peculiarity for example in every chemical process seems a "miracle " the same as before just like all locomotion nobody has "explained" impulse. How could we ever explain We operate only with things which do not exist with lines surfaces bodies atoms divisible times divisible spaces - how can explanation ever be possible when we first make everything a conception our conception It is sufficient to regard science as the exactest humanizing of things that is possible we always learn to describe ourselves more accurately by describing things and their successions. Cause and effect: there is probably never any such duality in fact there is a continuum before us from which we isolate a few portions - just as we always observe a motion as isolated points and therefore do not properly see it but infer it. The abruptness with which many effects take place leads us into error it is however only an abruptness for us. There is an infinite multitude of processes in that abrupt moment which escape us. An intellect which could see cause and effect as a continuum which could see the flux of events not according to our mode of perception as things arbitrarily separated and broken - would throw aside the conception of cause and effect and would deny all conditionality.

The fact that conflicts between men and women originate from our evolved mating psychology is disturbing to some people, partly because it contradicts widely held beliefs. Many of us have learned the traditional view that these conflicts are reflections of a particular culture whose practices perturb the natural harmony of human nature. But the anger that women feel when sexually coerced and the rage that men feel when cuckolded arise from our evolved mating strategies, not from capitalism, culture, patriarchy, or socialization. Evolution operates by the ruthless criterion of reproductive success, no matter how repugnant we may find the strategies produced by that process, and no matter how abhorrent the consequences of those strategies may be.

In launching Operation RYAN, Andropov broke the first rule of intelligence: never ask for confirmation of something you already believe. Hitler had been certain that the D-day invasion force would land at Calais, so that is what his spies (with help from Allied double agents) told him, ensuring the success of the Normandy landings. Tony Blair and George W. Bush were convinced that Saddam Hussein possessed weapons of mass destruction, and that is what their intelligence services duly concluded. Yuri Andropov, pedantic and autocratic, was utterly convinced that his KGB minions would find evidence of a looming nuclear assault. So that is what they did.

Amusement under late capitalism is the prolongation of work. It is sought after as an escape from the mechanised work process, and to recruit strength in order to be able to cope with it again. But at the same time mechanisation has such power over a man’s leisure and happiness, and so profoundly determines the manufacture of amusement goods, that his experiences are inevitably after-images of the work process itself. The ostensible content is merely a faded foreground; what sinks in is the automatic succession of standardised operations. What happens at work, in the factory, or in the office can only be escaped from by approximation to it in one’s leisure time.

70,000 to 100,000 births; twins joined at the head occur only once in 2 to 2.5 million births. Siamese twins received their name because of the birthplace (Siam) of Chang and Eng (1811 - 1874) whom P.T. Barnum exhibited across America and Europe. Most cranio pagus Siamese twins die at birth or shortly afterward. So far as we know, not more than 50 attempts had previously been made to separate such twins. Of those, less than ten operations have resulted in two fully normal children. Aside from the skill of the operating surgeons, the success depends largely on how much and what kind of tissue the babies share. Occipital cranio pugus twins (such as the Binders) had never before been separated with both surviving.

I felt drained and frustrated (not to mention flat-out dirty) operating within a framework that positioned the criminal legal system as the primary remedy for sexual violence. The prison-industrial complex, to which the mainstream rape crisis movement is intimately and often unquestioningly linked, is an embodiment of nonconsent used to reinforce race and class inequality. Prisons take away the rights of people, primarily poor people of color, to control their own lives and bodies. This is glaringly apparent when one sits in a courtroom and observes the ways in which race, class, and power intersect in this space. How, then, do we as a movement whose fundamental principle is consent see this as an appropriate solution? A successful anti-rape movement will focus not only on how rape upholds male supremacy, but also on how it serves as a tool to maintain white supremacy and myriad other oppressive systems. When this is done, the importance of creating alternative ways to address violence becomes more apparent, and the state-sponsored systems that reproduce inequality seem less viable options for true transformative change.

The theory behind open source is simple. In the case of an operating system, the source code-the programming instructions underlying the system-is free. Anyone can improve it, change it, exploit it. But those improvements, changes, and exploitations have to be made freely available. Think Zen. The project belongs to no one and to everyone. When a project is opened up, there is rapid and continual improvement. With teams of contributors working in parallel, the results can happen far more speedily and success­ fully than if the work were being conducted behind closed doors.

As the manager of my hedge fund, I’ve shorted the stocks of over two hundred companies that have eventually gone bankrupt. Many of these businesses started out with promising, even inspired ideas: natural cures for common diseases, for example, or a cool new kind of sporting goods product. Others were once-thriving organizations trying to rebound from hard times. Despite their differences, they all failed because their leaders made one or more of six common mistakes that I look for: They learned from only the recent past. They relied too heavily on a formula for success. They misread or alienated their customers. They fell victim to a mania. They failed to adapt to tectonic shifts in their industries. They were physically or emotionally removed from their companies’ operations.

In carrying out a peacekeeping mission where the grand strategy is to maintain peace and order by persuading armed parties or other hostile elements to back away from aggressive activities, military strength is not a definite measure of success; neither could material contribution alone guarantees the "winning of the hearts and minds" of the people. What appears to be important is the day-to-day conduct of the peacekeepers on the ground; those who uphold the principles of neutrality and impartiality, as well as those who are able to carry all aspects of its operational duties exceptionally.

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.

The length of time that the thought is held has also much to do with its accomplishment, for the thought-vibrations have to be active for a certain time to bring about a certain result. A certain length of time is required for the baking of a cake; if it is hurried the cake will be uncooked; with too great a heat it will burn. If the operator of the mental vibrations lacks patience then the power of thought will be wasted, even if it were half-way to its destiny, or still nearer to a successful issue. If too great a power of thought is given to the accomplishment of a certain thing it destroys while preparing it.

Let us fool ourselves no longer. At the very moment Western nations, threw off the ancient regime of absolute government, operating under a once-divine king, they were restoring this same system in a far more effective form in their technology, reintroducing coercions of a military character no less strict in the organization of a factory than in that of the new drilled, uniformed, and regimented army. During the transitional stages of the last two centuries, the ultimate tendency of this system might b e in doubt, for in many areas there were strong democratic reactions; but with the knitting together of a scientific ideology, itself liberated from theological restrictions or humanistic purposes, authoritarian technics found an instrument at hand that h as now given it absolute command of physical energies of cosmic dimensions. The inventors of nuclear bombs, space rockets, and computers are the pyramid builders of our own age: psychologically inflated by a similar myth of unqualified power, boasting through their science of their increasing omnipotence, if not omniscience, moved by obsessions and compulsions no less irrational than those of earlier absolute systems: particularly the notion that the system itself must be expanded, at whatever eventual co st to life. Through mechanization, automation, cybernetic direction, this authoritarian technics has at last successfully overcome its most serious weakness: its original dependence upon resistant, sometimes actively disobedient servomechanisms, still human enough to harbor purposes that do not always coincide with those of the system. Like the earliest form of authoritarian technics, this new technology is marvellously dynamic and productive: its power in every form tends to increase without limits, in quantities that defy assimilation and defeat control, whether we are thinking of the output of scientific knowledge or of industrial assembly lines. To maximize energy, speed, or automation, without reference to the complex conditions that sustain organic life, have become ends in themselves. As with the earliest forms of authoritarian technics, the weight of effort, if one is to judge by national budgets, is toward absolute instruments of destruction, designed for absolutely irrational purposes whose chief by-product would be the mutilation or extermination of the human race. Even Ashurbanipal and Genghis Khan performed their gory operations under normal human limits. The center of authority in this new system is no longer a visible personality, an all-powerful king: even in totalitarian dictatorships the center now lies in the system itself, invisible but omnipresent: all its human components, even the technical and managerial elite, even the sacred priesthood of science, who alone have access to the secret knowledge by means of which total control is now swiftly being effected, are themselves trapped by the very perfection of the organization they have invented. Like the Pharoahs of the Pyramid Age, these servants of the system identify its goods with their own kind of well-being: as with the divine king, their praise of the system is an act of self-worship; and again like the king, they are in the grip of an irrational compulsion to extend their means of control and expand the scope of their authority. In this new systems-centered collective, this Pentagon of power, there is no visible presence who issues commands: unlike job's God, the new deities cannot be confronted, still less defied. Under the pretext of saving labor, the ultimate end of this technics is to displace life, or rather, to transfer the attributes of life to the machine and the mechanical collective, allowing only so much of the organism to remain as may be controlled and manipulated.

Not being able to see this, culture-based explanations for economic development have usually been little more than ex post facto justifications based on a 20/20 hindsight vision. So, in the early days of capitalism, when most economically successful countries happened to be Protestant Christian, many people argued that Protestantism was uniquely suited to economic development. When Catholic France, Italy, Austria and southern Germany developed rapidly, particularly after the Second World War, Christianity, rather than Protestantism, became the magic culture. Until Japan became rich, many people thought East Asia had not developed because of Confucianism. But when Japan succeeded, this thesis was revised to say that Japan was developing so fast because its unique form of Confucianism emphasized co-operation over individual edification, which the Chinese and Korean versions allegedly valued more highly. And then Hong Kong, Singapore, Taiwan and Korea also started doing well, so this judgement about the different varieties of Confucianism was forgotten. Indeed, Confucianism as a whole suddenly became the best culture for development because it emphasized hard work, saving, education and submission to authority. Today, when we see Muslim Malaysia and Indonesia, Buddhist Thailand and even Hindu India doing well economically, we can soon expect to encounter new theories that will trumpet how uniquely all these cultures are suited for economic development (and how their authors have known about it all along).

To return to the general analysis of the Rosicrucian outlook. Magic was a dominating factor, working as a mathematics-mechanics in the lower world, as celestial mathematics in the celestial world, and as angelic conjuration in the supercelestial world. One cannot leave out the angels in this world view, however much it may have been advancing towards the scientific revolution. The religious outlook is bound up with the idea that penetration has been made into higher angelic spheres in which all religions were seen as one; and it is the angels who are believed to illuminate man's intellectual activities. In the earlier Renaissance, the magi had been careful to use only the forms of magic operating in the elemental or celestial spheres, using talismans and various rituals to draw down favourable influences from the stars. The magic of a bold operator like Dee, aims beyond the stars, aims at doing the supercelestial mathematical magic, the angel-conjuring magic. Dee firmly believed that he had gained contact with good angels from whom he learned advancement in knowledge. This sense of close contact with angels or spiritual beings is the hallmark of the Rosicrucian. It is this which infuses his technology, however practical and successful and entirely rational in its new understanding of mathematical techniques, with an unearthly air, and makes him suspect as possibly in contact, not with angels, but with devils.

Surgeons are independent doers, ready to act. They prefer not to ask for help, thank you, or to place trust in much outside their own abilities. They work hard, expect perfection, and do not accept excuses. To the residents, some surgeon mentors were decent human beings; others were tyrants. Personalities aside, the central fact was this: Surgeons use their hard-earned physical skills to get results in the operating room (or create their own problems). They rely on themselves for success or failure. They are the captains of their ships. They do not need or want to rely on medication or another person to improve the quality of a patient’s life. Surgery is a specialty of instant gratification, for patient and surgeon alike.

How to Survive Racism in an Organization that Claims to be Antiracist: 10. Ask why they want you. Get as much clarity as possible on what the organization has read about you, what they understand about you, what they assume are your gifts and strengths. What does the organization hope you will bring to the table? Do those answers align with your reasons for wanting to be at the table? 9. Define your terms. You and the organization may have different definitions of words like "justice", "diveristy", or "antiracism". Ask for definitions, examples, or success stories to give you a better idea of how the organization understands and embodies these words. Also ask about who is in charge and who is held accountable for these efforts. Then ask yourself if you can work within the structure. 8. Hold the organization to the highest vision they committed to for as long as you can. Be ready to move if the leaders aren't prepared to pursue their own stated vision. 7. Find your people. If you are going to push back against the system or push leadership forward, it's wise not to do so alone. Build or join an antiracist cohort within the organization. 6. Have mentors and counselors on standby. Don't just choose a really good friend or a parent when seeking advice. It's important to have on or two mentors who can give advice based on their personal knowledge of the organization and its leaders. You want someone who can help you navigate the particular politics of your organization. 5. Practice self-care. Remember that you are a whole person, not a mule to carry the racial sins of the organization. Fall in love, take your children to the park, don't miss doctors' visits, read for pleasure, dance with abandon, have lots of good sex, be gentle with yourself. 4. Find donors who will contribute to the cause. Who's willing to keep the class funded, the diversity positions going, the social justice center operating? It's important for the organization to know the members of your cohort aren't the only ones who care. Demonstrate that there are stakeholders, congregations members, and donors who want to see real change. 3. Know your rights. There are some racist things that are just mean, but others are against the law. Know the difference, and keep records of it all. 2. Speak. Of course, context matters. You must be strategic about when, how, to whom, and about which situations you decide to call out. But speak. Find your voice and use it. 1. Remember: You are a creative being who is capable of making change. But it is not your responsibility to transform an entire organization.

Again, of two who act cautiously, you shall find that one attains his end, the other not, and that two of different temperament, the one cautious, the other impetuous, are equally successful. All which happens from no other cause than that the character of the times accords or does not accord with their methods of acting. And hence it comes, as I have already said, that two operating differently arrive at the same result, and two operating similarly, the one succeeds and the other not. On this likewise depend the vicissitudes of Fortune. For if to one who conducts himself with caution and patience, time and circumstances are propitious, so that his method of acting is good, he goes on prospering; but if these change he is ruined, because he does not change his method of acting.

An example of the Peter Pan syndrome is used in Aldous Huxley's 1962 novel Island. In it, one of the characters talks about male "dangerous delinquents" and "power-loving troublemakers" who are "Peter Pans". These types of males were "boys who can't read, won't learn, don't get on with anyone, and finally turn to the more violent forms of delinquency." He uses Adolf Hitler as an archetype of this phenomenon:[15] A Peter Pan if ever there was one. Hopeless at school. Incapable either of competing or co- operating. Envying all the normally successful boys—and, because he envied, hating them and, to make himself feel better, despising them as inferior beings. Then came the time for puberty. But Adolf was sexually backward. Other boys made advances to girls, and the girls responded. Adolf was too shy, too uncertain of his manhood. And all the time incapable of steady work, at home only in the compensatory Other World of his fancy. There, at the very least, he was Michelangelo. Here, unfortunately, he couldn't draw. His only gifts were hatred, low cunning, a set of indefatigable vocal cords and a talent for nonstop talking at the top of his voice from the depths of his Peter-Panic paranoia. Thirty or forty million deaths and heaven knows how many billions of dollars—that was the price the world had to pay for little Adolf's retarded maturation.

But psychology is passing into a less simple phase. Within a few years what one may call a microscopic psychology has arisen in Germany, carried on by experimental methods, asking of course every moment for introspective data, but eliminating their uncertainty by operating on a large scale and taking statistical means. This method taxes patience to the utmost, and could hardly have arisen in a country whose natives could be bored. Such Germans as Weber, Fechner, Vierordt, and Wundt obviously cannot ; and their success has brought into the field an array of younger experimental psychologists, bent on studying the elements of the mental life, dissecting them out from the gross results in which they are embedded, and as far as possible reducing them to quantitative scales. The simple and open method of attack having done what it can, the method of patience, starving out, and harassing to death is tried ; the Mind must submit to a regular siege, in which minute advantages gained night and day by the forces that hem her in must sum themselves up at last into her overthrow. There is little of the grand style about these new prism, pendulum, and chronograph-philosophers. They mean business, not chivalry. What generous divination, and that superiority in virtue which was thought by Cicero to give a man the best insight into nature, have failed to do, their spying and scraping, their deadly tenacity and almost diabolic cunning, will doubtless some day bring about. No general description of the methods of experimental psychology would be instructive to one unfamiliar with the instances of their application, so we will waste no words upon the attempt.

Although Liston was renowned for his success stories—such as the removal of a forty-five-pound scrotal tumor in four minutes; prior to the operation, the poor patient had been forced to carry his scrotum around in a wheelbarrow—he also developed a reputation for the flamboyancy of his surgical failures. For instance, his joy at amputating a patient’s leg at the thigh in less than three minutes was hindered greatly when he realized he had also inadvertently sawed off the patient’s testicles. And perhaps, most famously, another leg amputation performed in less than three minutes had the unfortunate result of killing three people: the patient (who survived the surgery but died of gangrene several days later); his young assistant (whose fingers he accidentally sawed off during surgery and who would also later succumb to gangrene); and “a distinguished surgical spectator” whose coattails Liston also slashed. The man, who found himself surrounded by geysers of blood, was so convinced that the knife had pierced his vitals that he immediately “dropped dead from fright.” It was later described as “the only operation in history with a 300 percent mortality [rate].

17.  Thus we may know that there are five essentials for victory: (1) He will win who knows when to fight and when not to fight. [Chang Yu says: If he can fight, he advances and takes the offensive; if he cannot fight, he retreats and remains on the defensive. He will invariably conquer who knows whether it is right to take the offensive or the defensive.] (2) He will win who knows how to handle both superior and inferior forces. [This is not merely the general’s ability to estimate numbers correctly, as Li Ch’uan and others make out. Chang Yu expounds the saying more satisfactorily: “By applying the art of war, it is possible with a lesser force to defeat a greater, and vice versa. The secret lies in an eye for locality, and in not letting the right moment slip. Thus Wu Tzu says: ‘With a superior force, make for easy ground; with an inferior one, make for difficult ground.’"] (3) He will win whose army is animated by the same spirit throughout all its ranks. (4) He will win who, prepared himself, waits to take the enemy unprepared. (5) He will win who has military capacity and is not interfered with by the sovereign. [Tu Yu quotes Wang Tzu as saying: “It is the sovereign’s function to give broad instructions, but to decide on battle it is the function of the general.” It is needless to dilate on the military disasters which have been caused by undue interference with operations in the field on the part of the home government. Napoleon undoubtedly owed much of his extraordinary success to the fact that he was not hampered by central authority.] 18.  Hence the saying: If you know the enemy and know yourself, you need not fear the result of a hundred battles. If you know yourself but not the enemy, for every victory gained you will also suffer a defeat.

Private sector networks in the United States, networks operated by civilian U.S. government agencies, and unclassified U.S. military and intelligence agency networks increasingly are experiencing cyber intrusions and attacks,” said a U.S.-China Economic and Security Review Commission report to Congress that was published the same month Conficker appeared. “. . . Networks connected to the Internet are vulnerable even if protected with hardware and software firewalls and other security mechanisms. The government, military, businesses and economic institutions, key infrastructure elements, and the population at large of the United States are completely dependent on the Internet. Internet-connected networks operate the national electric grid and distribution systems for fuel. Municipal water treatment and waste treatment facilities are controlled through such systems. Other critical networks include the air traffic control system, the system linking the nation’s financial institutions, and the payment systems for Social Security and other government assistance on which many individuals and the overall economy depend. A successful attack on these Internet-connected networks could paralyze the United States [emphasis added].

Stop Looking for Occasions to Be Offended When you live at or below ordinary levels of awareness, you spend a great deal of time and energy finding opportunities to be offended. Today we’re going to examine how you can stop allowing yourself to be offended by others and instead respond positively with love and forgiveness. A news report, an economic downturn, a rude stranger, a fashion miscue, someone cursing, a sneeze, a black cloud, any cloud, an absence of clouds—just about anything will do if you’re looking for an occasion to be offended. Along the extra mile, you’ll never find anyone engaging in such absurdities. Become a person who refuses to be offended by anyone, any thing, or any set of circumstances. If something takes place and you disapprove, by all means state what you feel from your heart; and if possible, work to eliminate it and then let it go. Most people operate from the ego and really need to be right. So, when you encounter someone saying things that you find inappropriate, or when you know they’re wrong, wrong, wrong, forget your need to be right and instead say, “You’re right about that!” Those words will end potential conflict and free you from being offended. Your desire is to be peaceful—not to be right, hurt, angry, or resentful. If you have enough faith in your own beliefs, you’ll find that it’s impossible to be offended by the beliefs and conduct of others. Not being offended is a way of saying, “I have control over how I’m going to feel, and I choose to feel peaceful regardless of what I observe going

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

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

Surely the extraordinary success of artificial intelligence is attributable to the fact that it frees us from real intelligence, that by hypertrophying thought as an operational process it frees us from thought's ambiguity and from the insoluble puzzle of its relationship to the world. Surely the success of all these technologies is a result of the way in which they make it impossible even to raise the timeless question of liberty. What a relief! Thanks to the machinery of the virtual, all your problems are over! You are no longer either subject or object, no longer either free or alienated - and no longer either one or the other: you are the same, and enraptured by the commutations of that sameness. We have left the hell of other people for the ecstasy of the same, the purgatory of otherness for the artificial paradises of identity. Some might call this an even worse servitude, but Telecomputer Man, having no will of his own, knows nothing of serfdom. Alienation of man by man is a thing of the past: now man is plunged into homeostasis by machines.

The creative side of the female operates imperceptibly: its province is the potential man. When its play is unrestricted the level of the race is raised. One can always gauge the level of a period by the status of its womankind. Something more than freedom and opportunity are here involved because Woman's true nature never expressed itself in demands. Like water, woman always finds her own level. And like water also, she mirrors faithfully all that passes in the soul of man. What is called truly feminine therefore is only the deceptive masquerade which the uncreative male blindly accepts as the real show. It is the flattering substitute which the thwarted female offers in self-defense. It is the homosexual game which Narcissus exacts. It is most flagrantly revealed when the partners are extremely masculine and feminine. It can be mimicked most successfully in the shadow play of the avowed homosexuals. It reaches its blind culmination in the Don Juan. Here the pursuit of the unattainable reaches the burlesk proportions of a Chaplinesque pursuit. The end is always the same: Narcissus drowning in his own image.

Bottoming out can vary from person to person; however, the general consensus reveals that the person usually has exhausted all resources, lacks self-love, and is practicing self-harm. The person may be allowing others to neglect and abuse him. While a bottom is in progress, denial is rampant and relatives or friends may have turned away. At this juncture, the adult child usually isolates or becomes involved in busy work to avoid asking for help. He scrambles to manipulate anyone who might still be having contact with him. Some adult children are at the other extreme. They have resources and speak of a bright future or new challenge; however, their bottom involves an inability to connect with others on a meaningful level. Their lives are unmanageable due to perfectionism and denial that seals them off from others. These are the high-functioning adults who seem to operate in the stratosphere of success. In their self-sufficiency they avoid asking for help, but they feel a desperate disconnect from life. Their bottom can be panic attacks without warning or bouts of depression that are pushed away with work or a new relationship.

We became the most successful advanced projects company in the world by hiring talented people, paying them top dollar, and motivating them into believing that they could produce a Mach 3 airplane like the Blackbird a generation or two ahead of anybody else. Our design engineers had the keen experience to conceive the whole airplane in their mind’s-eye, doing the trade-offs in their heads between aerodynamic needs and weapons requirements. We created a practical and open work environment for engineers and shop workers, forcing the guys behind the drawing boards onto the shop floor to see how their ideas were being translated into actual parts and to make any necessary changes on the spot. We made every shop worker who designed or handled a part responsible for quality control. Any worker—not just a supervisor or a manager—could send back a part that didn’t meet his or her standards. That way we reduced rework and scrap waste. We encouraged our people to work imaginatively, to improvise and try unconventional approaches to problem solving, and then got out of their way. By applying the most commonsense methods to develop new technologies, we saved tremendous amounts of time and money, while operating in an atmosphere of trust and cooperation both with our government customers and between our white-collar and blue-collar employees. In the end, Lockheed’s Skunk Works demonstrated the awesome capabilities of American inventiveness when free to operate under near ideal working conditions. That may be our most enduring legacy as well as our source of lasting pride.

The essence of Hilbert's program was to find a decision process that would operate on symbols in a purely mechanical fashion, without requiring any understanding of their meaning. Since mathematics was reduced to a collection of marks on paper, the decision process should concern itself only with the marks and not with the fallible human intuitions out of which the marks were reduced. In spite of the prolonged efforts of Hilbert and his disciples, the Entscheidungsproblem was never solved. Success was achieved only in highly restricted domains of mathematics, excluding all the deeper and more interesting concepts. Hilbert never gave up hope, but as the years went by his program became an exercise in formal logic having little connection with real mathematics. Finally, when Hilbert was seventy years old, Kurt Godel proved by a brilliant analysis that the Entscheindungsproblem as Hilbert formulated it cannot be solved. Godel proved that in any formulation of mathematics, including the rules of ordinary arithmetic, a formal process for separating statements into true and false cannot exist. He proved the stronger result which is now known as Godel's theorem, that in any formalization of mathematics including the rules of ordinary arithmetic there are meaningful arithmetical statements that cannot be proved true or false. Godel's theorem shows conclusively that in pure mathematics reductionism does not work. To decide whether a mathematical statement is true, it is not sufficient to reduce the statement to marks on paper and to study the behavior of the marks. Except in trivial cases, you can decide the truth of a statement only by studying its meaning and its context in the larger world of mathematical ideas.

As for having reached the top, with only one way to go from there, Lee had a point, no? I mean, if you cannot repeat a once-in-a-lifetime miracle—if you can never again reach the top—then why bother creating at all? Well, I can actually speak about this predicament from personal experience, because I myself was once “at the top”—with a book that sat on the bestseller list for more than three years. I can’t tell you how many people said to me during those years, “How are you ever going to top that?” They’d speak of my great good fortune as though it were a curse, not a blessing, and would speculate about how terrified I must feel at the prospect of not being able to reach such phenomenal heights again. But such thinking assumes there is a “top”—and that reaching that top (and staying there) is the only motive one has to create. Such thinking assumes that the mysteries of inspiration operate on the same scale that we do—on a limited human scale of success and failure, of winning and losing, of comparison and competition, of commerce and reputation, of units sold and influence wielded. Such thinking assumes that you must be constantly victorious—not only against your peers, but also against an earlier version of your own poor self. Most dangerously of all, such thinking assumes that if you cannot win, then you must not continue to play. But what does any of that have to do with vocation? What does any of that have to do with the pursuit of love? What does any of that have to do with the strange communion between the human and the magical? What does any of that have to do with faith? What does any of that have to do with the quiet glory of merely making things, and then sharing those things with an open heart and no expectations?

In retrospect, it is easy to see that Hitler's successful gamble in the Rhineland brought him a victory more staggering and more fatal in its immense consequences than could be comprehended at the time. At home it fortified his popularity and his power, raising them to heights which no German ruler of the past had ever enjoyed. It assured his ascendancy over his generals, who had hesitated and weakened at a moment of crisis when he had held firm. It taught them that in foreign politics and even in military affairs his judgment was superior to theirs. They had feared that the French would fight; he knew better. And finally, and above all, the Rhineland occupation, small as it was as a military operation, opened the way, as only Hitler (and Churchill, alone, in England) seemed to realize, to vast new opportunities in a Europe which was not only shaken but whose strategic situation was irrevocably changed by the parading of three German battalions across the Rhine bridges. Conversely, it is equally easy to see, in retrospect, that France's failure to repel the Wehrmacht battalions and Britain's failure to back her in what would have been nothing more than a police action was a disaster for the West from which sprang all the later ones of even greater magnitude. In March 1936 the two Western democracies were given their last chance to halt, without the risk of a serious war, the rise of a militarized, aggressive, totalitarian Germany and, in fact - as we have seen Hitler admitting - bring the Nazi dictator and his regime tumbling down. They let the chance slip by. For France, it was the beginning of the end. Her allies in the East, Russia, Poland, Czechoslovakia, Rumania and Yugoslavia, suddenly were faced with the fact that France would not fight against German aggression to preserve the security system which the French government itself had taken the lead in so laboriously building up. But more than that. These Eastern allies began to realize that even if France were not so supine, she would soon not be able to lend them much assistance because of Germany's feverish construction of a West Wall behind the Franco-German border. The erection of this fortress line, they saw, would quickly change the strategic map of Europe, to their detriment. They could scarcely expect a France which did not dare, with her one hundred divisions, to repel three German battalions, to bleed her young manhood against impregnable German fortifications which the Wehrmacht attacked in the East. But even if the unexpected took place, it would be futile. Henceforth the French could tie down in the West only a small part of the growing German Army. The rest would be free for operations against Germany's Eastern neighbors.

Operating from the idea that a relationship (or anything else) will somehow complete you, save you, or make your life magically take off is a surefire way to keep yourself unhappy and unhitched. Ironically, quite the opposite is true. What you really need to understand is that nothing outside of you can ever produce a lasting sense of completeness, security, or success. There’s no man, relationship, job, amount of money, house, car, or anything else that can produce an ongoing sense of happiness, satisfaction, security, and fulfillment in you. Some women get confused by the word save. In this context, what it refers to is the mistaken idea that a relationship will rid you of feelings of emptiness, loneliness, insecurity, or fear that are inherent to every human being. That finding someone to be with will somehow “save” you from yourself. We all need to wake up and recognize that those feelings are a natural part of the human experience. They’re not meaningful. They only confirm the fact that we are alive and have a pulse. The real question is, what will you invest in: your insecurity or your irresistibility? The choice is yours. Once you get that you are complete and whole right now, it’s like flipping a switch that will make you more attractive, authentic, and relaxed in any dating situation—instantly. All of the desperate, needy, and clingy vibes that drive men insane will vanish because you’ve stopped trying to use a relationship to fix yourself. The fact is, you are totally capable of experiencing happiness, satisfaction, and fulfillment right now. All you have to do is start living your life like you count. Like you matter. Like what you do in each moment makes a difference in the world. Because it really does. That means stop putting off your dreams, waiting for someday, or delaying taking action on those things you know you want for yourself because somewhere deep inside you’re hoping that Prince Charming will come along to make it all better. You know what I’m talking about. The tendency to hold back from investing in your career, your health, your home, your finances, or your family because you’re single and you figure those things will all get handled once you land “the one.” Psst. Here’s a secret: holding back in your life is what’s keeping him away. Don’t wait until you find someone. You are someone.

Rowan didn’t speak as she turned on her heel and strode to the door. Didn’t speak as she opened it, exited, and shut it behind her with a gentle click. Then he swiveled in his chair and leveled Sean with a dark glare. “What the hell just happened?” “That’s called a strikeout,” Sean said with a grin. “I’ve never seen you crash and burn like that, my friend.” “I know. Embarrassing is what it is. I mean, really.” Rowan tangled his fingers through his hair. “You got a better response than I did.” “Please, I got nothing, same as you.” Rowan offered him a sheepish smile. “I know. But I felt the heat pulsing off you the moment she stepped into the office. Then I saw the fantasies you were weaving about her and decided to throw you a bone. So you want her, huh?” Sean lost his grin but managed to shrug. “Doesn’t matter. Unless you picked up on her weaving fantasies about me?” A sigh. “Sorry. Her mind was a blank slate to me. I didn’t pick up on a single thought, emotion, or desire. It’s like she operates on a completely different frequency than the rest of the world.” She probably did, with all those wires and chips in her head. “Still,” Rowan continued, “we can call Bill and tell him you’re the one who should be—” “Nope.” The word burned his tongue, and he hated himself for saying it, but he didn’t take it back. Success was too important. “I don’t exactly inspire trust in the women I date. The opposite, in fact. Something about me makes people distrust every word and action.” His affiliation with the shadows, with darkness, most likely. They must have sensed it on some level. “You’re better at romancing and I’m better at killing.

IN THE 1960S, WHEN I became a beat cop in San Diego, manufacturing, selling, possessing, or using “dangerous drugs” or “controlled substances” were all violations of the law. But there was no “war,” per se, on drug-law violators. We made the occasional pot bust, less frequently a heroin or cocaine pinch. Drug enforcement was viewed by many of us almost as an ancillary duty. You’d stumble across an offender on a traffic stop or at a loud-party call. Mostly, you were on the prowl for non-drug-related crime: a gas station or liquor store stickup series, a burglary-fencing ring, an auto theft “chop shop” operation. Undercover narcs, of course, worked dope full time, chasing users and dealers. They played their snitches, sat on open-air markets, interrupted hand-to-hand dealing, and squeezed small-time street dealers in the climb up the chain to “Mister Big.” But because most local police forces devoted only a small percentage of personnel to French Connection–worthy cases, and because there were no “mandatory minimum” sentences (passed by Congress in 1986 to strip “soft on crime” judges of sentencing discretion on a host of drug offenses), and because street gangs fought over, well, streets—as in neighborhood turf (and cars and girlfriends)—not drug markets, most of our jails and prisons still had plenty of room for violent, predatory criminals. The point is, although they certainly did not turn their backs on drug offenses, the country’s police were not at “war” with users and dealers. And though their government-issued photos may have adorned the wall behind the police chief’s desk, a long succession of US presidents stayed out of the local picture.

The formerly absolute distinction between time and eternity in Christian thought--between nunc movens with its beginning and end, and nunc stans, the perfect possession of endless life--acquired a third intermediate order based on this peculiar betwixt-and-between position of angels. But like the Principle of Complementarity, this concord-fiction soon proved that it had uses outside its immediate context, angelology. Because it served as a means of talking about certain aspects of human experience, it was humanized. It helped one to think about the sense, men sometimes have of participating in some order of duration other than that of the nunc movens--of being able, as it were, to do all that angels can. Such are those moments which Augustine calls the moments of the soul's attentiveness; less grandly, they are moments of what psychologists call 'temporal integration.' When Augustine recited his psalm he found in it a figure for the integration of past, present, and future which defies successive time. He discovered what is now erroneously referred to as 'spatial form.' He was anticipating what we know of the relation between books and St. Thomas's third order of duration--for in the kind of time known by books a moment has endless perspectives of reality. We feel, in Thomas Mann's words, that 'in their beginning exists their middle and their end, their past invades the present, and even the most extreme attention to the present is invaded by concern for the future.' The concept of aevum provides a way of talking about this unusual variety of duration-neither temporal nor eternal, but, as Aquinas said, participating in both the temporal and the eternal. It does not abolish time or spatialize it; it co-exists with time, and is a mode in which things can be perpetual without being eternal. We've seen that the concept of aevum grew out of a need to answer certain specific Averroistic doctrines concerning origins. But it appeared quite soon that this medium inter aeternitatem et tempus had human uses. It contains beings (angels) with freedom of choice and immutable substance, in a creation which is in other respects determined. Although these beings are out of time, their acts have a before and an after. Aevum, you might say, is the time-order of novels. Characters in novels are independent of time and succession, but may and usually do seem to operate in time and succession; the aevum co-exists with temporal events at the moment of occurrence, being, it was said, like a stick in a river. Brabant believed that Bergson inherited the notion through Spinoza's duratio, and if this is so there is an historical link between the aevum and Proust; furthermore this durée réelle is, I think, the real sense of modern 'spatial form,' which is a figure for the aevum.

Fifteen years ago, a business manager from the United States came to Plum Village to visit me. His conscience was troubled because he was the head of a firm that designed atomic bombs. I listened as he expressed his concerns. I knew if I advised him to quit his job, another person would only replace him. If he were to quit, he might help himself, but he would not help his company, society, or country. I urged him to remain the director of his firm, to bring mindfulness into his daily work, and to use his position to communicate his concerns and doubts about the production of atomic bombs. In the Sutra on Happiness, the Buddha says it is great fortune to have an occupation that allows us to be happy, to help others, and to generate compassion and understanding in this world. Those in the helping professions have occupations that give them this wonderful opportunity. Yet many social workers, physicians, and therapists work in a way that does not cultivate their compassion, instead doing their job only to earn money. If the bomb designer practises and does his work with mindfulness, his job can still nourish his compassion and in some way allow him to help others. He can still influence his government and fellow citizens by bringing greater awareness to the situation. He can give the whole nation an opportunity to question the necessity of bomb production. Many people who are wealthy, powerful, and important in business, politics, and entertainment are not happy. They are seeking empty things - wealth, fame, power, sex - and in the process they are destroying themselves and those around them. In Plum Village, we have organised retreats for businesspeople. We see that they have many problems and suffer just as others do, sometimes even more. We see that their wealth allows them to live in comfortable conditions, yet they still suffer a great deal. Some businesspeople, even those who have persuaded themselves that their work is very important, feel empty in their occupation. They provide employment to many people in their factories, newspapers, insurance firms, and supermarket chains, yet their financial success is an empty happiness because it is not motivated by understanding or compassion. Caught up in their small world of profit and loss, they are unaware of the suffering and poverty in the world. When we are not int ouch with this larger reality, we will lack the compassion we need to nourish and guide us to happiness. Once you begin to realise your interconnectedness with others, your interbeing, you begin to see how your actions affect you and all other life. You begin to question your way of living, to look with new eyes at the quality of your relationships and the way you work. You begin to see, 'I have to earn a living, yes, but I want to earn a living mindfully. I want to try to select a vocation not harmful to others and to the natural world, one that does not misuse resources.' Entire companies can also adopt this way of thinking. Companies have the right to pursue economic growth, but not at the expense of other life. They should respect the life and integrity of people, animals, plants and minerals. Do not invest your time or money in companies that deprive others of their lives, that operate in a way that exploits people or animals, and destroys nature. Businesspeople who visit Plum Village often find that getting in touch with the suffering of others and cultivating understanding brings them happiness. They practise like Anathapindika, a successful businessman who lived at the time of the Buddha, who with the practise of mindfulness throughout his life did everything he could to help the poor and sick people in his homeland.

If you’re going to make an error in life, err on the side of overestimating your capabilities (obviously, as long as it doesn’t jeopardize your life). By the way, this is something that’s hard to do, since the human capacity is so much greater than most of us would ever dream. In fact, many studies have focused on the differences between people who are depressed and people who are extremely optimistic. After attempting to learn a new skill, the pessimists are always more accurate about how they did, while the optimists see their behavior as being more effective than it actually was. Yet this unrealistic evaluation of their own performance is the secret of their future success. Invariably the optimists eventually end up mastering the skill while the pessimists fail. Why? Optimists are those who, despite having no references for success, or even references of failure, manage to ignore those references, leaving unassembled such cognitive tabletops as “I failed” or “I can’t succeed.” Instead, optimists produce faith references, summoning forth their imagination to picture themselves doing something different next time and succeeding. It is this special ability, this unique focus, which allows them to persist until eventually they gain the distinctions that put them over the top. The reason success eludes most people is that they have insufficient references of succeeding in the past. But an optimist operates with beliefs such as, “The past doesn’t equal the future.” All great leaders, all people who have achieved success in any area of life, know the power of continuously pursuing their vision, even if all the details of how to achieve it aren’t yet available. If you develop the absolute sense of certainty that powerful beliefs provide, then you can get yourself to accomplish virtually anything, including those things that other people are certain are impossible.

Countries measured their success by the size of their territory, the increase in their population and the growth of their GDP – not by the happiness of their citizens. Industrialised nations such as Germany, France and Japan established gigantic systems of education, health and welfare, yet these systems were aimed to strengthen the nation rather than ensure individual well-being. Schools were founded to produce skilful and obedient citizens who would serve the nation loyally. At eighteen, youths needed to be not only patriotic but also literate, so that they could read the brigadier’s order of the day and draw up tomorrow’s battle plans. They had to know mathematics in order to calculate the shell’s trajectory or crack the enemy’s secret code. They needed a reasonable command of electrics, mechanics and medicine in order to operate wireless sets, drive tanks and take care of wounded comrades. When they left the army they were expected to serve the nation as clerks, teachers and engineers, building a modern economy and paying lots of taxes. The same went for the health system. At the end of the nineteenth century countries such as France, Germany and Japan began providing free health care for the masses. They financed vaccinations for infants, balanced diets for children and physical education for teenagers. They drained festering swamps, exterminated mosquitoes and built centralised sewage systems. The aim wasn’t to make people happy, but to make the nation stronger. The country needed sturdy soldiers and workers, healthy women who would give birth to more soldiers and workers, and bureaucrats who came to the office punctually at 8 a.m. instead of lying sick at home. Even the welfare system was originally planned in the interest of the nation rather than of needy individuals. When Otto von Bismarck pioneered state pensions and social security in late nineteenth-century Germany, his chief aim was to ensure the loyalty of the citizens rather than to increase their well-being. You fought for your country when you were eighteen, and paid your taxes when you were forty, because you counted on the state to take care of you when you were seventy.30 In 1776 the Founding Fathers of the United States established the right to the pursuit of happiness as one of three unalienable human rights, alongside the right to life and the right to liberty. It’s important to note, however, that the American Declaration of Independence guaranteed the right to the pursuit of happiness, not the right to happiness itself. Crucially, Thomas Jefferson did not make the state responsible for its citizens’ happiness. Rather, he sought only to limit the power of the state.

Roosevelt fought hard for the United States to host the opening session [of the United Nations]; it seemed a magnanimous gesture to most of the delegates. But the real reason was to better enable the United States to eavesdrop on its guests. Coded messages between the foreign delegations and their distant capitals passed through U.S. telegraph lines in San Francisco. With wartime censorship laws still in effect, Western Union and the other commercial telegraph companies were required to pass on both coded and uncoded telegrams to U.S. Army codebreakers. Once the signals were captured, a specially designed time-delay device activated to allow recorders to be switched on. Devices were also developed to divert a single signal to several receivers. The intercepts were then forwarded to Arlington Hall, headquarters of the Army codebreakers, over forty-six special secure teletype lines. By the summer of 1945 the average number of daily messages had grown to 289,802, from only 46,865 in February 1943. The same soldiers who only a few weeks earlier had been deciphering German battle plans were now unraveling the codes and ciphers wound tightly around Argentine negotiating points. During the San Francisco Conference, for example, American codebreakers were reading messages sent to and from the French delegation, which was using the Hagelin M-209, a complex six-wheel cipher machine broken by the Army Security Agency during the war. The decrypts revealed how desperate France had become to maintain its image as a major world power after the war. On April 29, for example, Fouques Duparc, the secretary general of the French delegation, complained in an encrypted note to General Charles de Gaulle in Paris that France was not chosen to be one of the "inviting powers" to the conference. "Our inclusion among the sponsoring powers," he wrote, "would have signified, in the eyes of all, our return to our traditional place in the world." In charge of the San Francisco eavesdropping and codebreaking operation was Lieutenant Colonel Frank B. Rowlett, the protégé of William F. Friedman. Rowlett was relieved when the conference finally ended, and he considered it a great success. "Pressure of work due to the San Francisco Conference has at last abated," he wrote, "and the 24-hour day has been shortened. The feeling in the Branch is that the success of the Conference may owe a great deal to its contribution." The San Francisco Conference served as an important demonstration of the usefulness of peacetime signals intelligence. Impressive was not just the volume of messages intercepted but also the wide range of countries whose secrets could be read. Messages from Colombia provided details on quiet disagreements between Russia and its satellite nations as well as on "Russia's prejudice toward the Latin American countries." Spanish decrypts indicated that their diplomats in San Francisco were warned to oppose a number of Russian moves: "Red maneuver . . . must be stopped at once," said one. A Czechoslovakian message indicated that nation's opposition to the admission of Argentina to the UN. From the very moment of its birth, the United Nations was a microcosm of East-West spying. Just as with the founding conference, the United States pushed hard to locate the organization on American soil, largely to accommodate the eavesdroppers and codebreakers of NSA and its predecessors.

A number of factors contribute to the development of an individual’s “practiced self-deception.” First, people who live primarily in fantasy confuse fantasy images with real, goal-directed action. They believe that they are actively pursuing their goals, when in fact they are not taking the steps necessary for success. For example, an executive in the business world may only perform the functions that enhance an image of himself as the “boss,” and leave essential management tasks unattended. The distinction between the image of success and its actual achievement is blurred. Retreat from action-oriented behavior is masked by the person’s focus on superficial signs and activities that preserve vanity and the fantasy image. Secondly, involvement in fantasy distorts one’s perception of reality, making self-deception more possible. Kierkegaard (1849/1954) alluded to this power of fantasy to attract and deceive when he observed: Sometimes the inventiveness of the human imagination suffices to procure possibility. Instead of summoning back possibility into necessity, the man pursues the possibility—and at last cannot find his way back to himself. (p. 77, 79) Thirdly, through its assigned roles and its rules for role-designated behavior, including age-appropriate activities, our culture actively supports people’s tendencies to give themselves up to more and more passivity and fantasy as they move through the life process. In addition, the discrepancy between society’s professed values on the one hand, and how society actually operates, on the other, tends to distort a person’s perceptions of reality, further confusing the difference between idealistic fantasies and actual accomplishments. The general level of pretense, duplicity, and deception existing in our society contributes to everyone’s disillusionment, cynicism, resignation, and passivity. The pooling of the individual defenses and fantasies of all society’s members makes it possible for each person to practice self-delusion under the guise of normalcy. Thus chronic self-denial becomes a socially acceptable defense against death anxiety.

One way to get a life and keep it is to put energy into being an S&M (success and money) queen. I first heard this term in Karen Salmansohn’s fabulous book The 30-Day Plan to Whip Your Career Into Submission. Here’s how to do it: be a star at work. I don’t care if you flip burgers at McDonald’s or run a Fortune 500 company. Do everything with totality and excellence. Show up on time, all the time. Do what you say you will do. Contribute ideas. Take care of the people around you. Solve problems. Be an agent for change. Invest in being the best in your industry or the best in the world! If you’ve been thinking about changing professions, that’s even more reason to be a star at your current job. Operating with excellence now will get you back up to speed mentally and energetically so you can hit the ground running in your new position. It will also create good karma. When and if you finally do leave, your current employers will be happy to support you with a great reference and often leave an open door for additional work in the future. If you’re an entrepreneur, look at ways to enhance your business. Is there a new product or service you’ve wanted to offer? How can you create raving fans by making your customer service sparkle? How can you reach more people with your product or service? Can you impact thousands or even millions more? Let’s not forget the M in S&M. Getting a life and keeping it includes having strong financial health as well. This area is crucial because many women delay taking charge of their financial lives as they believe (or have been culturally conditioned to believe) that a man will come along and take care of it for them. This is a setup for disaster. You are an intelligent and capable woman. If you want to fully unleash your irresistibility, invest in your financial health now and don’t stop once you get involved in a relationship. If money management is a challenge for you, I highly recommend my favorite financial coach: David Bach. He is the bestselling author of many books, including The Automatic Millionaire, Smart Women Finish Rich, and Smart Couples Finish Rich. His advice is clear-cut and straightforward, and, most important, it works.

GET BEYOND THE ONE-MAN SHOW Great organizations are never one-man operations. There are 22 million licensed small businesses in America that have no employees. Forbes suggests 75 percent of all businesses operate with one person. And the average income of those companies is a sad $44,000. That’s not a business—that’s torture. That is a prison where you are both the warden and the prisoner. What makes a person start a business and then be the only person who works there? Are they committed to staying small? Or maybe an entrepreneur decides that because the talent pool is so poor, they can’t hire anyone who can do it as well as them, and they give up. My guess is the latter: Most people have just given up and said, “It’s easier if I just do it myself.” I know, because that’s what I did—and it was suicidal. Because my business was totally dependent on me and only me, I was barely able to survive, much less grow, for the first ten years. Instead I contracted another company to promote my seminars. When I hired just one person to assist me out of my home office, I thought I was so smart: Keep it small. Keep expenses low. Run a tight ship. Bigger isn’t always better. These were the things I told myself to justify not growing my business. I did this for years and even bragged about how well I was doing on my own. Then I started a second company with a partner, a consulting business that ran parallel to my seminar business. This consulting business quickly grew bigger than my first business because my partner hired people to work for us. But even then I resisted bringing other people into the company because I had this idea that I didn’t want the headaches and costs that come with managing people. My margins were monster when I had no employees, but I could never grow my revenue line without killing myself, and I have since learned that is where all my attention and effort should have gone. But with the efforts of one person and one contracted marketing company, I could expand only so much. I know that a lot of speakers and business gurus run their companies as one-man shows. Which means that while they are giving advice to others about how to grow a business, they may have never grown one themselves! Their one-man show is simply a guy or gal going out, collecting a fee, selling time and a few books. And when they are out speaking, the business terminates all activity. I started studying other people and companies that had made it big and discovered they all had lots of employees. The reality is you cannot have a great business if it’s just you. You need to add other people. If you don’t believe me, try to name one truly great business that is successful, ongoing, viable, and growing that doesn’t have many people making it happen. Good luck. Businesses are made of people, not just machines, automations, and technology. You need people around you to implement programs, to add passion to the technology, to serve customers, and ultimately to get you where you want to go. Consider the behemoth online company Amazon: It has more than 220,000 employees. Apple has more than 100,000; Microsoft has around the same number. Ernst & Young has more than 200,000 people. Apple calls the employees working in its stores “Geniuses.” Don’t you want to hire employees deserving of that title too? Think of how powerful they could make your business.

Now to picture the mechanism of this process of construction and not merely its progressive extension, we must note that each level is characterized by a new co-ordination of the elements provided—already existing in the form of wholes, though of a lower order—by the processes of the previous level. The sensori-motor schema, the characteristic unit of the system of pre-symbolic intelligence, thus assimilates perceptual schemata and the schemata relating to learned action (these schemata of perception and habit being of the same lower order, since the first concerns the present state of the object and the second only elementary changes of state). The symbolic schema assimilates sensori-motor schemata with differentiation of function; imitative accommodation is extended into imaginal significants and assimilation determines the significates. The intuitive schema is both a co-ordination and a differentiation of imaginal schemata. The concrete operational schema is a grouping of intuitive schemata, which are promoted, by the very fact of their being grouped, to the rank of reversible operations. Finally, the formal schema is simply a system of second-degree operations, and therefore a grouping operating on concrete groupings. Each of the transitions from one of these levels to the next is therefore characterized both by a new co-ordination and by a differentiation of the systems constituting the unit of the preceding level. Now these successive differentiations, in their turn, throw light on the undifferentiated nature of the initial mechanisms, and thus we can conceive both of a genealogy of operational groupings as progressive differentiations, and of an explanation of the pre-operational levels as a failure to differentiate the processes involved. Thus, as we have seen (Chap. 4), sensori-motor intelligence arrives at a kind of empirical grouping of bodily movements, characterized psychologically by actions capable of reversals and detours, and geometrically by what Poincaré called the (experimental) group of displacement. But it goes without saying that, at this elementary level, which precedes all thought, we cannot regard this grouping as an operational system, since it is a system of responses actually effected; the fact is therefore that it is undifferentiated, the displacements in question being at the same time and in every case responses directed towards a goal serving some practical purpose. We might therefore say that at this level spatio-temporal, logico-arithmetical and practical (means and ends) groupings form a global whole and that, in the absence of differentiation, this complex system is incapable of constituting an operational mechanism. At the end of this period and at the beginning of representative thought, on the other hand, the appearance of the symbol makes possible the first form of differentiation: practical groupings (means and ends) on the one hand, and representation on the other. But this latter is still undifferentiated, logico-arithmetical operations not being distinguished from spatio-temporal operations. In fact, at the intuitive level there are no genuine classes or relations because both are still spatial collections as well as spatio-temporal relationships: hence their intuitive and pre-operational character. At 7–8 years, however, the appearance of operational groupings is characterized precisely by a clear differentiation between logico-arithmetical operations that have become independent (classes, relations and despatialized numbers) and spatio-temporal or infra-logical operations. Lastly, the level of formal operations marks a final differentiation between operations tied to real action and hypothetico-deductive operations concerning pure implications from propositions stated as postulates.