Opportunity Cost Quotes

Satan is so much more in earnest than we are--he buys up the opportunity while we are wondering how much it will cost.

He says presents aren't important, but I think they are - not because of how much they cost, but for the opportunity they provide to say I understand you.

Like winds and sunsets, wild things were taken for granted until progress began to do away with them. Now we face the question whether a still higher 'standard of living' is worth its cost in things natural, wild and free. For us of the minority, the opportunity to see geese is more important than television.

It’s the opportunity of a lifetime,” said Ito finally, who had been keeping very quiet
up to this point.
“Indeed. How much will it cost?” asked Brown
“About twenty million Interplanetary Credits,” said Demba. “A modest investment for
a man of your means.”
“Indeed,” said Brown again. That was all the money he had, which started to strike
him as strange, when his thoughts were interrupted.
“We’ll arrange a visit to the mine,” said Ito. “Show you the place itself.”
“Indeed,” said Brown. Or had he said that? The strange waking memory he had fallen
into started to become repetitive. Reality started to flow back in.
Diamonds, thought Brown. All those diamonds in that mine.

The cost of stability is often diminished opportunities for growth

Instead of being blind to race, color blindness makes people blind to racism, unwilling to acknowledge where its effects have shaped opportunity or to use race-conscious solutions to address it.

Of all the costs imposed on our society by the top 1 percent, perhaps the greatest is this: the erosion of our sense of identity in which fair play, equality of opportunity, and a sense of community are so important.

Life is an opportunity, benefit from it. Life is a beauty, admire it. Life is bliss, taste it. Life is a dream, realize it. life is a challenge, meet it. life is a duty, complete it. life is a game, play it. life is costly, care for it. life is wealth, keep it. life is love, enjoy it. life is mystery, know it. life is a promise, fulfill it. Life is a sorrow, overcome it. Life is a song, sing it. Life is a struggle, accept it. Life is a tragedy, confront it. Life is an adventure, dare it. Life is luck, make it. Life is too precious, do not destroy it. Life is Life, fight for it!.

I wanted to throw myself into an experience that was too big for me and learn in a way that cost me something

Value versus Cost Economists tend to focus on cost, and, as economists, we are as guilty of that as anyone. The entire premise of our first book, Prediction Machines, was that AI advances were going to dramatically reduce the cost of prediction, leading to a scale-up of its use. However, while that book suggested that the initial uses of AI would be where prediction was already occurring, either explicitly in, say, forecasting sales or the weather, or implicitly in classifying photos and language, we were mindful that the real opportunity would be the new applications and uses that were enabled when prediction costs fell low enough.

Poor kids, through no fault of their own, are less prepared by their families, their schools, and their communities to develop their God-given talents as fully as rich kids. For economic productivity and growth, our country needs as much talent as we can find, and we certainly can’t afford to waste it. The opportunity gap imposes on all of us both real costs and what economists term “opportunity costs.

The linchpin has figured out that we get only a certain number of brain cycles to spend each day. Spending even one on a situation out of our control has a significant opportunity cost.

Travel is costly yes, but it pays dividends too.

The opportunity cost of an unlived dream is not only that dream, but also the dreams the dream was meant to inspire.

precautions are expensive, either in terms of actual costs for safety or opportunity costs for risks that you could have taken but didn’t.

worry and discomfort of taking a risk, you’re potentially costing yourself an opportunity. In clinging only to what you know, you are making your world small. You are robbing yourself of chances to grow.

Your Temporary Santa, "He says presents aren't important, but I think they are- not because of how much they cost, but for the opportunity they provide to say 'I understand you.

Opportunity cost is no joke. Every choice has a price. Everything you say yes to means you’re saying no to something else. Translation? Each time you pick up your brain-draining gadget and say YES to watching another cat video, you’re saying NOPE to ever reaching your biggest and most important long-term goals.

As Nietzsche wrote, “The value of a thing sometimes lies not in what one attains with it, but in what one pays for it—what it costs us.” Perhaps you will attain your goal, and a worthy goal at that, but at what price? Apply this standard to everything, including whether to collaborate with other people or come to their aid. In the end, life is short, opportunities are few, and you have only so much energy to draw on. And in this sense time is as important a consideration as any other. Never waste valuable time, or mental peace of mind, on the affairs of others—that is too high a price to pay. Power

Giving up the opportunity to sell something does not hurt as much as taking the money out of your wallet to pay for it. Opportunity costs are vague and abstract when compared to handing over actual cash.

We're at a crucial point in history. We cannot have fast cars, computers the size of credit cards, and modern conveniences, whilst simultaneously having clean air, abundant rainforests, fresh drinking water and a stable climate. This generation can have one or the other but not both. Humanity must make a choice. Both have an opportunity cost. Gadgetry or nature? Pick the wrong one and the next generations may have neither.

As I write this, we are in an especially divisive era in American politics. There are questions about who holds power, who abuses it, who profits from it, and at what cost to our democracy. It is a time of questions about what makes us American, of shifting identities, inclusion and exclusion, protest, civil and human rights, the strength of our compassion versus the weakness of our fears, and the seductive lure of a mythic "great" past that never was versus the need for the consciousness and responsibility necessary if we are truly to live up to the rich promise of "We the People." We are a country built by immigrants, dreams, daring, and opportunity. We are a country built by the horrors of slavery and genocide, the injustice of racism and exclusion. These realities exist side by side. It is our past and present. The future is unwritten. This is a book about ghosts. For we live in a haunted house.

There’s not a lot to say about the Cul-de-Sac except to realize that it exists and to embrace the fact that when you find one, you need to get off it, fast. That’s because a dead end is keeping you from doing something else. The opportunity cost of investing your life in something that’s not going to get better is just too high.

This dynamic is key: We are, of course, constantly fighting the complex nature of money and our own failure to consider opportunity costs.

The opportunity cost of investing your life in something that’s not going to get better is just too high.

ECONOMISTS POINT OUT THAT THE QUALITY OF ANY GIVEN OPTION can not be assessed in isolation from its alternatives. One of the “costs” of any option involves passing up the opportunities that a different option would have afforded. This is referred to as an opportunity cost.

One of the conflicts inherent in having choice is that we all make different ones. There is always an opportunity cost, and I don't know any woman who feels comfortable with all her decisions. As a result, we inadvertently hold that discomfort against those who remind us of the path not taken. Guilt and insecurity make us second-guess ourselves and, in turn, resent one another.'

To savor the simple privilege that every day I have a sunrise to bathe in, a storehouse of opportunities to romp through, the thick wrap of relationships to keep me warm, a God who meticulously tends to every detail round about me, and it all costs me not a dime. What madness would keep me from being eternally thankful for all that?

Be aware of the cost of constant connection. If your focus is always on others—and quenching your appetite for information and external validation—you will miss out on the opportunity to mine the potential of your own mind. Recognize

You are all soldiers of Christ," he said, "and now is an opportunity given to you to show that you are worthy soldiers. When the troops of a worldly monarch go into battle they do so with head erect, with proud and resolute bearing, with flashing eye, and with high courage, determined to bear aloft his banner and to crown it with victory, even though it cost them their lives. Such is the mien that soldiers of Christ should bear in the mortal strife now raging round us. Let them show the same fearlessness of death, the same high courage, the same unlimited confidence in their Leader. What matter if they die in His service? He has told them what their work should be. He has bidden them visit the sick and comfort the sorrowing. What if there be danger in the work? Did He shrink from the Cross which was to end His work of love, and is it for His followers to do so? 'Though you go down into the pit,' He has said, 'I am there also'; and with His companionship one must be craven indeed to tremble. This is a noble opportunity for holding high the banner of Christ. There is work to be done for all, and as the work is done, men should see by the calm courage, the cheerfulness, and the patience of those that do it, that they know that they are doing His work, and that they are content to leave the issue, whatever it be, in His hands.

What the world needs today are alliances that improve the lives of people by creating opportunities and not cheap public relations stunts. Where I come from we say 'kwa ground vitu ni different'. [G7 Summit, June 12, 2021]

We leave partners using the framework of opportunity costs as we’re convinced there are better options out there; we lose weight to become more appealing and raise our value in the marketplace. We maintain beauty because attractiveness is an endowment, which improves one’s chances of finding love.

We have the opportunity to choose whether we want to hang on or let go of emotional upsets. We can look at the cost of hanging on to them. Do we want to pay the price? Are we willing to accept the feelings? We can look at the benefits of letting go of them. The choice we make will determine our future. What kind of a future do we want? Will we choose to be healed, or will we become one of the walking wounded?

This is the challenge with owning a restaurant. A large fixed cost—your lease—and little or nothing you can do about it, and because it’s a low-margin business with few sources of funding, there’s typically no capital cushion to survive lean times.

the world’s interactions with Africa are not necessarily motivated by altruism, but by the self-interest of states seeking to maximize their opportunities and minimize their costs, often at the expense of those who are not in a position to do either.

The cost of stability is often diminished opportunities for growth.

When we choose things that are evil and stupid, then we pay the cost of lost opportunities to do something good—something wise and unselfish.

Above all you must study hard. Very few in Pakistan have the opportunity you now have and you must take advantage of it. Never forget that the money it is costing to send you comes from the land, from the people who sweat and toil on those lands. You will owe a debt to them, a debt you can repay with God's blessing by using your education to better their lives.

People carry their loved ones with them. They are forever present, and life is full of easily grasped opportunities to show them one’s affection. It costs so little and achieves so much.

At its most basic, the logic of 'meritocracy' is ironclad: putting the most qualified, best equipped people into the positions of greates responsibility and import...But my central contention is that our near-religious fidelity to the meritocratic model comes with huge costs. We overestimate the advantages of meritocracy and underappreciate its costs, because we don't think hard enough about the consequences of the inequality it produces. As Americans, we take it as a given that unequal levels of achievement are natural, even desirable. Sociologist Jermole Karabel, whose work looks at elite formation, once said he 'didnt think any advanced democracy is as obsessed with equality of opportunity or as relatively unconcerned with equality of condition' as the United States. This is our central problem. And my proposed solution for correcting the excesses of our extreme version of meritocracy is quite simple: make America more equal

But efforts to protect kids from risk by preventing them from gaining experience— such as walking to school, climbing a tree, or using sharp scissors— are different. Such protections come with costs, as kids miss out on opportunities to learn skills, independence, and risk assessment.

Overthinking also carries a significant opportunity cost. Mental energy is not a limitless resource. We have only so much to spend each day, and how we choose to spend it matters. As Annie Dillard writes, “How we spend our days is, of course, how we spend our lives. What we do with this hour, and that one, is what we are doing.” When we spend our time overthinking, that’s what we’re doing.

would have recognized the opportunity for a world-class joke, but would never allow myself to be funny at the cost of making somebody else feel like something the cat drug in. Let that be my epitaph. ***

Our approach to existential risks cannot be one of trial-and-error. There is no opportunity to learn from errors. The reactive approach — see what happens, limit damages, and learn from experience — is unworkable. Rather, we must take a proactive approach. This requires foresight to anticipate new types of threats and a willingness to take decisive preventive action and to bear the costs (moral and economic) of such actions.

It is imperative to acquire assets at a financial cost that is less than their value. Timing the purchase based on changes in the marketplace or other factors may present great opportunity to widen the margin between cost and value.

While you are busy eyeing the progress of others, you lose sight of your own opportunities. Handle your own business and get your personal affairs in order. Paying too much attention to someone else's blessings will ultimately cost you your own.

The economic metaphor came to be applied to every aspect of modern life, especially the areas where it simply didn't belong. In fields such as education, equality of opportunity, health, employee's rights, the social contract and culture, the first conversation to happen should be about values and principles; then you have the conversation about costs, and what you as a society can afford.

THIS IS NOT, to say the least, an appealing prospect. People naturally prefer to avoid the subject of their decrepitude. There have been dozens of bestselling books on aging, but they tend to have titles such as Younger Next Year, The Fountain of Age, Ageless, or—my favorite—The Sexy Years. Still, there are costs to averting our eyes from the realities. We put off dealing with the adaptations that we need to make as a society. And we blind ourselves to the opportunities that exist to change the individual experience of aging for the better.

Six Telltale Signs of a Winning Strategy 1) An activity system that looks different from any competitor's system. It means you are tempting to deliver value in a distinctive way. 2) Customers who absolutely adore you, and noncustomers who can't see why anybody would buy from you. This means you have been choiceful. 3) Competitors who make a good profit doing what they are doing. It means your strategy has left where-to-play and how-to-win choices for competitors, who don't need to attack the heart of your market to survive. 4) More resources to spend on an ongoing basis than competitors have. This means you are winning the value equation and have the biggest margin between price and costs and best capacity to add spending to take advantage of an opportunity to defend your turf. 5) Competitors who attack one another, not you. It means that you look like the hardest target in the (broadly defined) industry to attack. 6) Customers who look first to you for innovations, new products, and service enhancement to make their lives better. This means that your customers believe that you are uniquely positioned to create value for them.

The changeover from one medium to another presents both opportunities and challenges. New technologies empower us, to be sure; but never without some cost which we universally fail to anticipate. We must avoid celebrating the advantages too enthusiastically, lest we miss the meaning of the challenges. For once the changeover is complete, the opportunities and challenges fully assimilated, we will certainly be impotent to undo them.

But what is more foolish, when men are in the plenitude of resources, opportunities, and wealth, than to procure the other things which money provides — horses, slaves, splendid raiment, and costly plate — and not procure friends, who are, if I may say so, life's best and fairest furniture?

Dad simply would not settle for second best. He always insisted on several basic rules of personal behavior. "Anything worthwhile costs an effort," or "If it's worth doing, it's worth doing well," or "Opportunities only come to those prepared to grasp them," or "Do the thing you fear and so overcome.

Either way there would be suffering. I had to choose between physical suffering in the moment, and the mental anguish of wondering if that one missed pull-up, that last lap in the pool, the quarter mile I skipped on the road or trail, would end up costing me an opportunity of a lifetime. It was an easy choice.

It’s about respecting yourself, instead of catering to your insecure need to be liked. This is incredibly powerful, because when you love yourself enough to stand in your truth no matter what the cost, everyone benefits. You start attracting the kinds of things, people, and opportunities, that are in alignment with who you truly are, which is way more fun than hanging out with a bunch of irritating energy suckers. And by declining to participate in other people’s drama, (i.e. refusing to rip people to shreds, to complain about how unfair the world is, etc.) you not only raise your own frequency, but you offer the drama queens the chance to rise up too, instead of everyone continuing to play a low, lame game.     Never apologize for who you are. It lets the whole world down.

This is incredibly powerful, because when you love yourself enough to stand in your truth no matter what the cost, everyone benefits. You start attracting the kinds of things, people, and opportunities, that are in alignment with who you truly are, which is way more fun than hanging out with a bunch of irritating energy suckers. And by declining to participate in other people’s drama, (i.e. refusing to rip people to shreds, to complain about how unfair the world is, etc.) you not only raise your own frequency, but you offer the drama queens the chance to rise up too, instead of everyone continuing to play a low, lame game.

Companies should seek opportunities for cost reduction to improve efficiency, increase profitability, and maintain a competitive edge. Cost reduction efforts can lead to better financial health, enhanced competitiveness, and the ability to allocate resources to other critical areas of the business, fostering long-term growth and sustainability.

There are, no doubt, lessons here for the contemporary reader. The changing character of the native population, brought about through unremarked pressures on porous borders; the creation of an increasingly unwieldy and rigid bureaucracy, whose own survival becomes its overriding goal; the despising of the military and the avoidance of its service by established families, while its offices present unprecedented opportunity for marginal men to whom its ranks had once been closed; the lip service paid to values long dead; the pretense that we still are what we once were; the increasing concentrations of the populace into richer and poorer by way of a corrupt tax system, and the desperation that inevitably follows; the aggrandizement of executive power at the expense of the legislature; ineffectual legislation promulgated with great show; the moral vocation of the man at the top to maintain order at all costs, while growing blind to the cruel dilemmas of ordinary life—these are all themes with which our world is familiar, nor are they the God-given property of any party or political point of view, even though we often act as if they were. At least, the emperor could not heap his economic burdens on posterity by creating long-term public debt, for floating capital had not yet been conceptualized. The only kinds of wealth worth speaking of were the fruits of the earth.

There’s something else about this list that really jumps out. Take another look at the top five attributes listed there—the key characteristics defining a world-class sales experience: Rep offers unique and valuable perspectives on the market. Rep helps me navigate alternatives. Rep provides ongoing advice or consultation. Rep helps me avoid potential land mines. Rep educates me on new issues and outcomes. Each of these attributes speaks directly to an urgent need of the customer not to buy something, but to learn something. They’re looking to suppliers to help them identify new opportunities to cut costs, increase revenue, penetrate new markets, and mitigate risk in ways they themselves have not yet recognized. Essentially this is the customer—or 5,000 of them at least, all over the world—saying rather emphatically, “Stop wasting my time. Challenge me. Teach me something new.

True choice requires that a person have the ability to choose an option and not be prevented from choosing it by any external force, meaning that a system tending too far toward either extreme will limit People’s opportunities. Also, both extremes can produce additional problems in practice. Aside from the fact that a lack of “freedom to” can lead to privation, suffering, and death for those who can’t provide for themselves, it can also lead to a de facto plutocracy. The extremely wealthy can come to wield disproportionate power, enabling them to avoid punishment for illegal practices or to change the law itself in ways that perpetuate their advantages at the cost of others, a charge often levied against the “robber baron” industrialists of the late nineteenth century. A lack of “freedom from,” on the other hand, can encourage people to do less work than they’re capable of since they know their needs will be met, and it may stifle innovation and entrepreneurship because people receive few or no additional material benefits for exerting additional effort. Moreover, a government must have extensive power over its people to implement such a system, and as can be seen in the actions of the majority of communist governments in the past, power corrupts.

One of the conflicts inherent in having choice is that we all make different ones. There is always an opportunity cost, and I don’t know any woman who feels comfortable with all her decisions. As a result, we inadvertently hold that discomfort against those who remind us of the path not taken. Guilt and insecurity make us second-guess ourselves and, in turn, resent one another.

It is essential that a child's life not be ruled by the adult's need for efficiency. Efficiency is the enemy of infancy. It is too costly in terms of the child's emotional economy. It drains the child's resources, prevents growth, stifles interests, and may lead to emotional meltdowns. Children need opportunities to experiment, struggle, and learn without being rushed or insulted. Anxiety

Our tryst with global modernity enables new choices and norms that create their own problems and their own solutions. The opportunity to study, work and find your own partner exposes us to the harsh markets for mates and monies. Philosophers tell us that capitalism has made us all complicit in our own commoditization. Love, as much as labour, has become an object of trade and exchange value—circulating in a marketplace, compelling us to become slaves to the rational logic of incentives, costs and scarcity.

Physicians, nurses, and other caregivers often do not know the costs associated with their treatment protocols. And administrators rarely collaborate with them to develop outcome and cost measurements that would facilitate benchmarking and best-practice-sharing opportunities.

When something is chance based, be stubbornly persistent. There’s no reason to quit a (free) chance-based venture. Ever. It’s irrational to quit unless it costs you something. It’s free to submit guest post articles, ask women to go to dinner with you, apply for dream jobs, or ask your boss for a raise. There can be many upsides if you get positive results, so take action without apologizing. Be the most aggressive person you know! When something fails, try a different approach. Concrete failure, as opposed to chance failure, gives you an opportunity to eliminate that way of doing things (Edison’s failed lightbulb prototypes are a popular example of this). When you suspect a negative result comes from a combination of chance and failure, be persistent, but try varying strategies to the degree that you think it’s failure.

And I saw just the other day, in Mentor, Ohio, where a father told the story of his 8-year-old daughter, whose long battle with leukemia nearly cost their family everything had it not been for the health care reform passing just a few months before the insurance company was about to stop paying for her care. I had an opportunity to not just talk to the father, but meet this incredible daughter of his. And when he spoke to the crowd listening to that father's story, every parent in that room had tears in their eyes, because we knew that little girl could be our own.

I find myself increasingly shocked at the unthinking and automatic rubbishing of men which is now so part of our culture that it is hardly even noticed. Great things have been achieved through feminism. We now have pretty much equality at least on the pay and opportunities front, though almost nothing has been done on child care, the real liberation. We have many wonderful, clever, powerful women everywhere, but what is happening to men? Why did this have to be at the cost of men? I was in a class of nine- and ten-year-olds, girls and boys, and this young woman was telling these kids that the reason for wars was the innately violent nature of men. You could see the little girls, fat with complacency and conceit while the little boys sat there crumpled, apologising for their existence, thinking this was going to be the pattern of their lives. The teacher tried to catch my eye, thinking I would approve of this rubbish. This kind of thing is happening in schools all over the place and no one says a thing. It has become a kind of religion that you can't criticise because then you become a traitor to the great cause, which I am not. It is time we began to ask who are these women who continually rubbish men. The most stupid, ill-educated and nasty woman can rubbish the nicest, kindest and most intelligent man and no one protests. Men seem to be so cowed that they can't fight back, and it is time they did.

The majority of the cost of a software project is in long-term maintenance. In order to minimize the potential for defects as we introduce change, it’s critical for us to be able to understand what a system does. As systems become more complex, they take more and more time for a developer to understand, and there is an ever greater opportunity for a misunderstanding. Therefore, code should clearly express the intent of its author. The clearer the author can make the code, the less time others will have to spend understanding it. This will reduce defects and shrink the cost of maintenance.

God knows that parents love to take any opportunity to strut around with their unbearable, intrusive spawns, every public place available. Parks, museums, theaters, hospital, cemeteries, unemployment offices, by pushing in front of them with a puffed chest those characatures of a sarcophagus that are their strollers or even by dangling under the noses of innocent bystanders, their shopping basket from which an ugly squealing head emerges, much to the delight of the makers, who benefit at little cost from their little siren who captures our attention and stimulates our repressed instinct for murder.

If you leave within the hour, you can make it by nightfall. With this rain, I wouldn't wait longer. The stream is close to covering the bridge already." Sophia had to smile. "Anxious to get rid of me?" "Aye.I'm tried of seeing your long face over the breakfast table." She laughed a little. "Red,I don't understand. Why are you so insistent about this?" "Because if anyone knows the cost of lost opportunities, it's me. Sometimes you have to grab life by the horns and ride it,even if it tries to throw you. I don't want to see you spending the rest of your life wincing every time you say this man's name.

They have concluded that it is their duty to rush forward on their journey no matter what the weather; I, on the other hand, am for waiting for favourable wind and current. They are for risking all for God at the snap of a finger; I am for taking advantage of every opportunity to secure my life and estate. They are for holding to their ideas even though all the world would be against them; I, however, am for religion insofar as the times, conditions, and my safety allow it. They are for religion when walking in rags and abuse; I am for it when it walks in silver slippers, in sunshine, and with applause.

I wish I had asked myself when I was younger. My path was so tracked that in my 8th-grade yearbook, one of my friends predicted— accurately— that four years later I would enter Stanford as a sophomore. And after a conventionally successful undergraduate career, I enrolled at Stanford Law School, where I competed even harder for the standard badges of success. The highest prize in a law student’s world is unambiguous: out of tens of thousands of graduates each year, only a few dozen get a Supreme Court clerkship. After clerking on a federal appeals court for a year, I was invited to interview for clerkships with Justices Kennedy and Scalia. My meetings with the Justices went well. I was so close to winning this last competition. If only I got the clerkship, I thought, I would be set for life. But I didn’t. At the time, I was devastated. In 2004, after I had built and sold PayPal, I ran into an old friend from law school who had helped me prepare my failed clerkship applications. We hadn’t spoken in nearly a decade. His first question wasn’t “How are you doing?” or “Can you believe it’s been so long?” Instead, he grinned and asked: “So, Peter, aren’t you glad you didn’t get that clerkship?” With the benefit of hindsight, we both knew that winning that ultimate competition would have changed my life for the worse. Had I actually clerked on the Supreme Court, I probably would have spent my entire career taking depositions or drafting other people’s business deals instead of creating anything new. It’s hard to say how much would be different, but the opportunity costs were enormous. All Rhodes Scholars had a great future in their past. the best paths are new and untried. will this business still be around a decade from now? business is like chess. Grandmaster José Raúl Capablanca put it well: to succeed, “you must study the endgame before everything else. The few who knew what might be learned, Foolish enough to put their whole heart on show, And reveal their feelings to the crowd below, Mankind has always crucified and burned. Above all, don’t overestimate your own power as an individual. Founders are important not because they are the only ones whose work has value, but rather because a great founder can bring out the best work from everybody at his company. That we need individual founders in all their peculiarity does not mean that we are called to worship Ayn Randian “prime movers” who claim to be independent of everybody around them. In this respect, Rand was a merely half-great writer: her villains were real, but her heroes were fake. There is no Galt’s Gulch. There is no secession from society. To believe yourself invested with divine self-sufficiency is not the mark of a strong individual, but of a person who has mistaken the crowd’s worship—or jeering—for the truth. The single greatest danger for a founder is to become so certain of his own myth that he loses his mind. But an equally insidious danger for every business is to lose all sense of myth and mistake disenchantment for wisdom.

This spells opportunity for all sorts of communities: those off-grid Indian villages with their 300 million electricity-poor residents; sovereign indigenous communities such as Native Americans in the United States or Aboriginals in Australia who seek energy independence; or farmers and other users in low-density rural areas who are cursed by their low level of community demand and for whom the cost of installing transmission lines and relay stations can be extremely burdensome. In many of these cases, power delivery has been subsidized by governments, in effect by taxing urban users with higher tariffs than they would otherwise pay.

Sheepwalking I define “sheepwalking” as the outcome of hiring people who have been raised to be obedient and giving them a brain-dead job and enough fear to keep them in line. You’ve probably encountered someone who is sheepwalking. The TSA “screener” who forces a mom to drink from a bottle of breast milk because any other action is not in the manual. A “customer service” rep who will happily reread a company policy six or seven times but never stop to actually consider what the policy means. A marketing executive who buys millions of dollars’ worth of TV time even though she knows it’s not working—she does it because her boss told her to. It’s ironic but not surprising that in our age of increased reliance on new ideas, rapid change, and innovation, sheepwalking is actually on the rise. That’s because we can no longer rely on machines to do the brain-dead stuff. We’ve mechanized what we could mechanize. What’s left is to cost-reduce the manual labor that must be done by a human. So we write manuals and race to the bottom in our search for the cheapest possible labor. And it’s not surprising that when we go to hire that labor, we search for people who have already been trained to be sheepish. Training a student to be sheepish is a lot easier than the alternative. Teaching to the test, ensuring compliant behavior, and using fear as a motivator are the easiest and fastest ways to get a kid through school. So why does it surprise us that we graduate so many sheep? And graduate school? Since the stakes are higher (opportunity cost, tuition, and the job market), students fall back on what they’ve been taught. To be sheep. Well-educated, of course, but compliant nonetheless. And many organizations go out of their way to hire people that color inside the lines, that demonstrate consistency and compliance. And then they give these people jobs where they are managed via fear. Which leads to sheepwalking. (“I might get fired!”) The fault doesn’t lie with the employee, at least not at first. And of course, the pain is often shouldered by both the employee and the customer. Is it less efficient to pursue the alternative? What happens when you build an organization like W. L. Gore and Associates (makers of Gore-Tex) or the Acumen Fund? At first, it seems crazy. There’s too much overhead, there are too many cats to herd, there is too little predictability, and there is way too much noise. Then, over and over, we see something happen. When you hire amazing people and give them freedom, they do amazing stuff. And the sheepwalkers and their bosses just watch and shake their heads, certain that this is just an exception, and that it is way too risky for their industry or their customer base. I was at a Google conference last month, and I spent some time in a room filled with (pretty newly minted) Google sales reps. I talked to a few of them for a while about the state of the industry. And it broke my heart to discover that they were sheepwalking. Just like the receptionist at a company I visited a week later. She acknowledged that the front office is very slow, and that she just sits there, reading romance novels and waiting. And she’s been doing it for two years. Just like the MBA student I met yesterday who is taking a job at a major packaged-goods company…because they offered her a great salary and promised her a well-known brand. She’s going to stay “for just ten years, then have a baby and leave and start my own gig.…” She’ll get really good at running coupons in the Sunday paper, but not particularly good at solving new problems. What a waste. Step one is to give the problem a name. Done. Step two is for anyone who sees themselves in this mirror to realize that you can always stop. You can always claim the career you deserve merely by refusing to walk down the same path as everyone else just because everyone else is already doing it.

All at once he found his mind drawing a parallel between that destiny and his own existence; all at once questions of life arose before his vision, like owls in an ancient ruin flushed from sleep by a stray ray of sunlight. Somehow he felt pained and grieved at his arrested development, at the check which had taken place in his moral growth, at the weight which appeared to be pressing upon his every faculty. Also gnawing at his heart there was a sense of envy that others should be living a life so full and free, while all the time the narrow, pitiful little pathway of his own existence was being blocked by a great boulder. And in his hesitating soul there arose a torturing consciousness that many sides of his nature had never yet been stirred, that others had never even been touched, and that not one of them had attained complete formation. Yet with this there went an aching suspicion that, buried in his being, as in a tomb, there still remained a moribund element of sweetness and light, and that it was an element which, though hidden in his personality, as a nugget lies lurking in the bowels of the earth, might once have become minted into sterling coin. But the treasure was now overlaid with rubbish--was now thickly littered over with dust. 'Twas as though some one had stolen from him, and besmirched, the store of gifts with which life and the world had dowered him; so that always he would be prevented from entering life's field and sailing across it with the aid of intellect and of will. Yes, at the very start a secret enemy had laid a heavy hand upon him and diverted him from the road of human destiny. And now he seemed to be powerless to leave the swamps and wilds in favour of that road. All around him was a forest, and ever the recesses of his soul were growing dimmer and darker, and the path more and more tangled, while the consciousness of his condition kept awaking within him less and less frequently--to arouse only for a fleeting moment his slumbering faculties. Brain and volition alike had become paralysed, and, to all appearances, irrevocably--the events of his life had become whittled down to microscopical proportions. Yet even with them he was powerless to cope--he was powerless to pass from one of them to another. Consequently they bandied him to and fro like the waves of the ocean. Never was he able to oppose to any event elasticity of will; never was he able to conceive, as the result of any event, a reasoned-out impulse. Yet to confess this, even to himself, always cost him a bitter pang: his fruitless regrets for lost opportunities, coupled with burning reproaches of conscience, always pricked him like needles, and led him to strive to put away such reproaches and to discover a scapegoat.

The assistant director of the Office of Economic Opportunity, Hyman Bookbinder, in a frank statement on December 29, 1966, declared that the long-range costs of adequately implementing programs to fight poverty, ignorance and slums will reach one trillion dollars. He was not awed or dismayed by this prospect but instead pointed out that the growth of the gross national product during the same period makes this expenditure comfortably possible. It is, he said, as simple as this: “The poor can stop being poor if the rich are willing to become even richer at a slower rate.” Furthermore, he predicted that unless a “substantial sacrifice is made by the American people,” the nation can expect further deterioration of the cities, increased antagonisms between races and continued disorders in the streets. He asserted that people are not informed enough to give adequate support to antipoverty programs, and he leveled a share of the blame at the government because it “must do more to get people to understand the size of the problem.

When the options are few, we can be happy with what we choose since we are confident that it is the best possible choice for us. When the options are practically infinite, though, we believe that the perfect choice for us must be out there somewhere and that it’s our responsibility to find it. Choosing can become a lose-lose situation: if we make a choice quickly without fully exploring the available options, we’ll regret potentially missing out on something better; if we do exhaustively consider all the options, we’ll expend more effort (which won’t necessarily increase the quality of our final choice), and if we discover other good options, we may regret that we can’t choose them all.

There have been ample opportunities since 1945 to show that material superiority in war is not enough if the will to fight is lacking. In Algeria, Vietnam and Afghanistan the balance of economic and military strength lay overwhelmingly on the side of France, the United States, and the Soviet Union, but the will to win was slowly eroded. Troops became demoralised and brutalised. Even a political solution was abandoned. In all three cases the greater power withdrew. The Second World War was an altogether different conflict, but the will to win was every bit as important - indeed it was more so. The contest was popularly perceived to be about issues of life and death of whole communities rather than for their fighting forces alone. They were issues, wrote one American observer in 1939, 'worth dying for'. If, he continued, 'the will-to-destruction triumphs, our resolution to preserve civilisation must become more implacable...our courage must mount'. Words like 'will' and 'courage' are difficult for historians to use as instruments of cold analysis. They cannot be quantified; they are elusive of definition; they are products of a moral language that is regarded sceptically today, even tainted by its association with fascist rhetoric. German and Japanese leaders believed that the spiritual strength of their soldiers and workers in some indefinable way compensate for their technical inferiority. When asked after the war why Japan lost, one senior naval officer replied that the Japanese 'were short on spirit, the military spirit was weak...' and put this explanation ahead of any material cause. Within Germany, belief that spiritual strength or willpower was worth more than generous supplies of weapons was not confined to Hitler by any means, though it was certainly a central element in the way he looked at the world. The irony was that Hitler's ambition to impose his will on others did perhaps more than anything to ensure that his enemies' will to win burned brighter still. The Allies were united by nothing so much as a fundamental desire to smash Hitlerism and Japanese militarism and to use any weapon to achieve it. The primal drive for victory at all costs nourished Allied fighting power and assuaged the thirst for vengeance. They fought not only because the sum of their resources added up to victory, but because they wanted to win and were certain that their cause was just. The Allies won the Second World War because they turned their economic strength into effective fighting power, and turned the moral energies of their people into an effective will to win. The mobilisation of national resources in this broad sense never worked perfectly, but worked well enough to prevail. Materially rich, but divided, demoralised, and poorly led, the Allied coalition would have lost the war, however exaggerated Axis ambitions, however flawed their moral outlook. The war made exceptional demands on the Allied peoples. Half a century later the level of cruelty, destruction and sacrifice that it engendered is hard to comprehend, let alone recapture. Fifty years of security and prosperity have opened up a gulf between our own age and the age of crisis and violence that propelled the world into war. Though from today's perspective Allied victory might seem somehow inevitable, the conflict was poised on a knife-edge in the middle years of the war. This period must surely rank as the most significant turning point in the history of the modern age.

I’m not in the advice business. However, people have been sending increasing amounts of books / videos / manuscripts / poems / photographs / artworks / long raving emails describing plans for certain masterpieces. Mostly this is a pleasure, but I would like to take the opportunity to offer one piece of advice to young artists and writers. Be disciplined. Be hard on yourself. Remember that you are competing with some of the greatest minds in history. If you are a painter, for example, you are entering into a race where Michelangelo and Picasso already have leads. Ask yourself if you have done everything you can, everything in your power, to compete with those guys. It’s not a matter of painting like them or of conceiving of art like them. You can do your own thing. It’s a matter of pushing yourself, the way they pushed themselves, to do in art what no one else could do. Why accept anything less of yourself? Wittgenstein: “What you have achieved cannot mean more to others than it does to you. Whatever it has cost you, that’s what they’ll pay.

There is a vast difference between being a Christian and being a disciple. The difference is commitment. Motivation and discipline will not ultimately occur through listening to sermons, sitting in a class, participating in a fellowship group, attending a study group in the workplace or being a member of a small group, but rather in the context of highly accountable, relationally transparent, truth-centered, small discipleship units. There are twin prerequisites for following Christ - cost and commitment, neither of which can occur in the anonymity of the masses. Disciples cannot be mass produced. We cannot drop people into a program and see disciples emerge at the end of the production line. It takes time to make disciples. It takes individual personal attention. Discipleship training is not about information transfer, from head to head, but imitation, life to life. You can ultimately learn and develop only by doing. The effectiveness of one's ministry is to be measured by how well it flourishes after one's departure. Discipling is an intentional relationship in which we walk alongside other disciples in order to encourage, equip, and challenge one another in love to grow toward maturity in Christ. This includes equipping the disciple to teach others as well. If there are no explicit, mutually agreed upon commitments, then the group leader is left without any basis to hold people accountable. Without a covenant, all leaders possess is their subjective understanding of what is entailed in the relationship. Every believer or inquirer must be given the opportunity to be invited into a relationship of intimate trust that provides the opportunity to explore and apply God's Word within a setting of relational motivation, and finally, make a sober commitment to a covenant of accountability. Reviewing the covenant is part of the initial invitation to the journey together. It is a sobering moment to examine whether one has the time, the energy and the commitment to do what is necessary to engage in a discipleship relationship. Invest in a relationship with two others for give or take a year. Then multiply. Each person invites two others for the next leg of the journey and does it all again. Same content, different relationships. The invitation to discipleship should be preceded by a period of prayerful discernment. It is vital to have a settled conviction that the Lord is drawing us to those to whom we are issuing this invitation. . If you are going to invest a year or more of your time with two others with the intent of multiplying, whom you invite is of paramount importance. You want to raise the question implicitly: Are you ready to consider serious change in any area of your life? From the outset you are raising the bar and calling a person to step up to it. Do not seek or allow an immediate response to the invitation to join a triad. You want the person to consider the time commitment in light of the larger configuration of life's responsibilities and to make the adjustments in schedule, if necessary, to make this relationship work. Intentionally growing people takes time. Do you want to measure your ministry by the number of sermons preached, worship services designed, homes visited, hospital calls made, counseling sessions held, or the number of self-initiating, reproducing, fully devoted followers of Jesus? When we get to the shore's edge and know that there is a boat there waiting to take us to the other side to be with Jesus, all that will truly matter is the names of family, friends and others who are self initiating, reproducing, fully devoted followers of Jesus because we made it the priority of our lives to walk with them toward maturity in Christ. There is no better eternal investment or legacy to leave behind.

Decide you’ll only ask questions that help you move forward instead of feeling stuck in the reasons something happened. “What” questions increase our ability to become more self-aware, while “why” questions only focus on things out of our control. Pride loves to whisper, “It’s their issue. Not yours.” Insecurity loves to whisper, “You are a mess. You are the issue.” But what a tragedy it would be to suffer this hurt and refuse the precious and costly gifts of humility and maturity this situation could very well give you. Questions I’ve found helpful: What is one good thing I’ve learned from this? What was a downside to this situation that I can be thankful is no longer my burden to carry? What were the unrealistic expectations I had, and how can I better manage these next time? What do I need to do to boost my courage to pursue future opportunities? What is one positive change I could make in my attitude about the future? What are some lingering negative feelings about this situation that I need to pray through and shake off to be better prepared to move forward? What is one thing God has been asking me to do today to make tomorrow easier?

Development means a capacity for self-sustaining growth. It means that an economy must register advances which in turn will promote further progress. The loss of industry and skill in Africa was extremely small, if we measure it from the viewpoint of modern scientific achievements or even by the standards of England in the late eighteenth century. However, it must be borne in mind that to be held back at one stage means that it is impossible to go on to a further stage. When a person is forced to leave school after only two years of primary school education, it is no reflection on him that he is academically and intellectually less developed than someone who had the opportunity to be schooled right through to university level. What Africa experienced in the early centuries of trade was precisely a loss of development opportunity, and this is of greatest importance.

In previous centuries national identities were forged because humans faced problems and opportunities that were far beyond the scope of local tribes and which only countrywide cooperation could hope to handle. In the twenty-first century, nations find themselves in the same situation as the old tribes: they are no longer the right framework to manage the most important challenges of the age. We need a new global identity because national institutions are incapable of handling a set of unprecedented global predicaments. We now have a global ecology, a global economy, and a global science—but we are still stuck with only national politics. This mismatch prevents the political system from effectively countering our main problems. To have effective politics, either we must deglobalize the ecology, the economy, and the march of science or we must globalize our politics. Since it is impossible to deglobalize the ecology and the march of science, and since the cost of deglobalizing the economy would probably be prohibitive, the only real solution is to globalize politics. This does not mean establishing a “global government”—a doubtful and unrealistic vision. Rather, to globalize politics means that political dynamics within countries and even cities should give far more weight to global problems and interests.

The twentieth-century mystic Thomas Merton wrote, “There can be an intense egoism in following everybody else. People are in a hurry to magnify themselves by imitating what is popular—and too lazy to think of anything better. Hurry ruins saints as well as artists. They want quick success, and they are in such a haste to get it that they cannot take time to be true to themselves. And when the madness is upon them, they argue that their very haste is a species of integrity.”20 Merton elegantly articulates how the pressure of the create-on-demand world can cause us to look sideways at our peers and competitors instead of looking ahead. The process of discovering and refining your voice takes time. Unnecessary Creation grants you the space to discover your unique aptitudes and passions through a process of trial, error, and play that won’t often be afforded to you otherwise. Initiating a project with no parameters and no expectations from others also forces you to stay self-aware while learning to listen to and follow your intuition. Both of these are crucial skills for discovering your voice. It’s completely understandable if you’re thinking, “But wait—I hardly have time to breathe, and now you want me to cram something else into my schedule, just for my own enjoyment?” It’s true that every decision about where we spend our time has an opportunity cost, and dedicating time to Unnecessary Creation seems like a remarkably inefficient choice. In truth, it is inefficient. Consider, however, the opportunity cost of spending your life only on pragmatics. You dedicate your time to pleasing everyone else and delivering on their expectations, but you never get around to discovering your deeper aptitudes and creative capacities. Nothing is worth that.

White people today, particularly outside the South, often distance themselves from slavery and Jim Crow by insisting that their immigrant ancestors had nothing to do with these atrocities and, in fact, themselves faced discrimination but were able to overcome it. (In fact, this popular belief is one of the core ideas contributing to white racial resentment against Black people and newer immigrants of color.) But the Irish, Germans, Poles, Slavs, Russians, Italians, and other Europeans who came to the United States underwent a process of attaining whiteness, an identity created in contrast to the Blackness of unfree and degraded labor. As immigrants, these groups had an opportunity to ally themselves with abolition and, later, equal rights and to fight for better social and economic conditions for all workers. They chose instead, with few exceptions, the wages of whiteness.

I was merely the instrument of habits of not working, of not going to bed, of not sleeping, which must find expression somehow, cost what it might; if I offered them no resistance, if I contented myself with the pretext they seized from the first opportunity that the day afforded them of acting as they chose, I escaped without serious injury, I slept for a few hours after all, towards morning, I read a little, I did not over-exert myself; but if I attempted to thwart them, if I pretended to go to bed early, to drink only water, to work, they grew restive, they adopted strong measures, they made me really ill, I was obliged to double my dose of alcohol, did not lie down in bed for two days and nights on end, could not even read, and I vowed that another time I would be more reasonable, that is to say less wise, like the victim of an assault who allows himself to be robbed for fear, should he offer resistance, of being murdered.

The right strategy has a beauty to it, a sense of many people and ideas working in concert to succeed. Start by asking what will be true in five years and work backward. Examine carefully the things you can assert will change quickly, especially factors of production where technology is exponentially driving down cost curves, or platforms that could emerge. In a five-year timeline there are disrupters—and opportunities—in many markets. What will be the disrupters affecting you?

The government monopoly of money leads not just to the suppression of innovation and experiment, not just to inflation and debasement, not just to financial crises, but to inequality too. As Dominic Frisby points out in his book Life After the State, opportunities in finance ripple outwards from the Treasury. The state spends money before it even exists; the privileged banks then get first access to newly minted money and can invest it before assets have increased in cost. By the time it reaches ordinary people, the money is worth less. This outward percolation is known as the Cantillon Effect – after Richard Cantillon, who noticed that the creation of paper money in the South Sea Bubble benefited those closest to the source first. Frisby argues that the process of money creation by an expansionary government effectively redistributes money from the poor to the rich. ‘This is not the free market at work, but a gross, unintended economic distortion caused by the colossal government intervention.’ The

One night, he left Stephen and me in the arcade and rushed off to a – this hurt my feelings – “real” game. That night, he missed a foul shot by two feet and made the mistake of admitting to the other players that his arms were tired from throwing miniature balls at a shortened hoop all afternoon. They laughed and laughed. ‘In the second overtime,’ Joel told me, ‘when the opposing team fouled me with four seconds left and gave me the opportunity to shoot from the line for the game, they looked mighty smug as they took their positions along the key. Oh, Pop-A-Shot guy, I could hear them thinking to their smug selves. He’ll never make a foul shot. He plays baby games. Wa-wa-wa, little Pop-A-Shot baby, would you like a zwieback biscuit? But you know what? I made those shots, and those songs of bitches had to wipe their smug grins off their smug faces and go home thinking that maybe Pop-A-Shot wasn’t such a baby game after all.” I think Pop-A-Shot’s a baby game. That’s why I love it. Unlike the game of basketball itself, Pop-A-Shot has no standard socially redeeming value whatsoever. Pop-A-Shot is not about teamwork or getting along or working together. Pop-A-Shot is not about getting exercise or fresh air. It takes place in fluorescent-lit bowling alleys or darkened bars. It costs money. At the end of a game, one does not swig Gatorade. One sips bourbon or margaritas or munches cupcakes. Unless one is playing the Super Shot version at the ESPN Zone in Times Square, in which case, one orders the greatest appetizer ever invented on this continent – a plate of cheeseburgers.

I wish I could answer your question. All I can say is that all of us, humans, witches, bears, are engaged in a war already, although not all of us know it. Whether you find danger on Svalbard or whether you fly off unharmed, you are a recruit, under arms, a soldier." "Well, that seems kinda precipitate. Seems to me a man should have a choice whether to take up arms or not." "We have no more choice in that than in whether or not to be born." "Oh, I like choice, though," he said. "I like choosing the jobs I take and the places I go and the food I eat and the companions I sit and yarn with. Don't you wish for a choice once in a while ?" She considered, and then said, "Perhaps we don't mean the same thing by choice, Mr. Scoresby. Witches own nothing, so we're not interested in preserving value or making profits, and as for the choice between one thing and another, when you live for many hundreds of years, you know that every opportunity will come again. We have different needs. You have to repair your balloon and keep it in good condition, and that takes time and trouble, I see that; but for us to fly, all we have to do is tear off a branch of cloud-pine; any will do, and there are plenty more. We don't feel cold, so we need no warm clothes. We have no means of exchange apart from mutual aid. If a witch needs something, another witch will give it to her. If there is a war to be fought, we don't consider cost one of the factors in deciding whether or not it is right to fight. Nor do we have any notion of honor, as bears do, for instance. An insult to a bear is a deadly thing. To us... inconceivable. How could you insult a witch? What would it matter if you did?" "Well, I'm kinda with you on that. Sticks and stones, I'll break yer bones, but names ain't worth a quarrel. But ma'am, you see my dilemma, I hope. I'm a simple aeronaut, and I'd like to end my days in comfort. Buy a little farm, a few head of cattle, some horses...Nothing grand, you notice. No palace or slaves or heaps of gold. Just the evening wind over the sage, and a ceegar, and a glass of bourbon whiskey. Now the trouble is, that costs money. So I do my flying in exchange for cash, and after every job I send some gold back to the Wells Fargo Bank, and when I've got enough, ma'am, I'm gonna sell this balloon and book me a passage on a steamer to Port Galveston, and I'll never leave the ground again." "There's another difference between us, Mr. Scoresby. A witch would no sooner give up flying than give up breathing. To fly is to be perfectly ourselves." "I see that, ma'am, and I envy you; but I ain't got your sources of satisfaction. Flying is just a job to me, and I'm just a technician. I might as well be adjusting valves in a gas engine or wiring up anbaric circuits. But I chose it, you see. It was my own free choice. Which is why I find this notion of a war I ain't been told nothing about kinda troubling." "lorek Byrnison's quarrel with his king is part of it too," said the witch. "This child is destined to play a part in that." "You speak of destiny," he said, "as if it was fixed. And I ain't sure I like that any more than a war I'm enlisted in without knowing about it. Where's my free will, if you please? And this child seems to me to have more free will than anyone I ever met. Are you telling me that she's just some kind of clockwork toy wound up and set going on a course she can't change?" "We are all subject to the fates. But we must all act as if we are not, or die of despair. There is a curious prophecy about this child: she is destined to bring about the end of destiny. But she must do so without knowing what she is doing, as if it were her nature and not her destiny to do it. If she's told what she must do, it will all fail; death will sweep through all the worlds; it will be the triumph of despair, forever. The universes will all become nothing more than interlocking machines, blind and empty of thought, feeling, life...

In previous eras, national identities were forged because humans faced problems and opportunities that were far beyond the scopes of local tribes. Now, we need a new global identity because national institutions are incapable of handling a set of unprecedented global predicaments. We now have a global ecology, a global economy, and a global science, but we are still stuck with only national politics. This mismatch prevents the political system from effectively countering our main problems. To have effective politics, either we must de-globalize the ecology, the economy, and the march of science, or we must globalize our politics. Since it is impossible to de-globalize the ecology and the march of science, and since the cost of de-globalizing the economy would be prohibitive, the only real solution is to globalize politics. There is no contradiction between such globalism and patriotism, for patriotism isn't about hating foreigners. Patriotism is about taking care of your compatriots, and in the 21st century in order to take good care of your compatriots you must cooperate with foreigners. So good nationalists should now be globalists.

I believe the most powerful of emotions is Hope; it is in everything we do. It is like an atom, so to speak, closely related to that of carbon. So many things can be bonded with it to create so many different things; some good, some bad. Combine Hope with Opportunity and Desire, and you get a force that can move mountains; combine it with Love, you can change a civilization; combine it with Fear and you can enslave a whole people. But take away Hope and you will have someone who has nothing left to lose, and that can cost you an empire. - Alsop Tambor’s Address to the Assembly

Let me illustrate what I mean by “the opportunity costs of working.” I was recently in the market for domestic help, and a young woman I wanted to hire as a housekeeper refused the job because I wouldn’t pay her under the table. No, she wasn’t an illegal alien—she just wanted me to treat her as one. The reason she made this unusual demand was that if she had income to report, she would suddenly have to start making student loan payments and paying taxes. To work for me would have cost her hundreds of dollars every month, creating a big enough hit to her bottom line that it wasn’t worth working anymore. (Perhaps she wasn’t savvy enough to apply for all of the available government programs, but she could have just as well pointed out that my hiring her would have cost her thousands annually in food stamps and other welfare payments.) Just imagine—there are so many unemployed people today, and yet government is making it too expensive for anyone to come and clean your floors for a fair wage. (By the way, the job I offered paid close to $40,000 per year.) Here was someone who admitted that reality quite bluntly—and I still regret the fact that I couldn’t hire her legally.

All A players have six common denominators. They have a scoreboard that tells them if they are winning or losing and what needs to be done to change their performance. They will not play if they can’t see the scoreboard. They have a high internal, emotional need to succeed. They do not need to be externally motivated or begged to do their job. They want to succeed because it is who they are . . . winners. People often ask me how I motivate my employees. My response is, “I hire them.” Motivation is for amateurs. Pros never need motivating. (Inspiration is another story.) Instead of trying to design a pep talk to motivate your people, why not create a challenge for them? A players love being tested and challenged. They love to be measured and held accountable for their results. Like the straight-A classmate in your high school geometry class, an A player can hardly wait for report card day. C players dread report card day because they are reminded of how average or deficient they are. To an A player, a report card with a B or a C is devastating and a call for renewed commitment and remedial actions. They have the technical chops to do the job. This is not their first rodeo. They have been there, done that, and they are technically very good at what they do. They are humble enough to ask for coaching. The three most important questions an employee can ask are: What else can I do? Where can I get better? What do I need to do or learn so that I continue to grow? If you have someone on your team asking all three of these questions, you have an A player in the making. If you agree these three questions would fundamentally change the game for your team, why not enroll them in asking these questions? They see opportunities. C players see only problems. Every situation is asking a very simple question: Do you want me to be a problem or an opportunity? Your choice. You know the job has outgrown the person when all you hear are problems. The cost of a bad employee is never the salary. My rules for hiring and retaining A players are: Interview rigorously. (Who by Geoff Smart is a spectacular resource on this subject.) Compensate generously. Onboard effectively. Measure consistently. Coach continuously.

While all of us dread being blamed, we all would wish to be more responsible—that is, to have the ability to respond with awareness to the circumstances of our lives rather than just reacting. We want to be the authoritative person in our own lives: in charge, able to make the authentic decisions that affect us. There is no true responsibility without awareness. One of the weaknesses of the Western medical approach is that we have made the physician the only authority, with the patient too often a mere recipient of the treatment or cure. People are deprived of the opportunity to become truly responsible. None of us are to be blamed if we succumb to illness and death. Any one of us might succumb at any time, but the more we can learn about ourselves, the less prone we are to become passive victims. Mind and body links have to be seen not only for our understanding of illness but also for our understanding of health. Dr. Robert Maunder, on the psychiatric faculty of the University of Toronto, has written about the mindbody interface in disease. “Trying to identify and to answer the question of stress,” he said to me in an interview, “is more likely to lead to health than ignoring the question.” In healing, every bit of information, every piece of the truth, may be crucial. If a link exists between emotions and physiology, not to inform people of it will deprive them of a powerful tool. And here we confront the inadequacy of language. Even to speak about links between mind and body is to imply that two discrete entities are somehow connected to each other. Yet in life there is no such separation; there is no body that is not mind, no mind that is not body. The word mindbody has been suggested to convey the real state of things. Not even in the West is mind-body thinking completely new. In one of Plato’s dialogues, Socrates quotes a Thracian doctor’s criticism of his Greek colleagues: “This is the reason why the cure of so many diseases is unknown to the physicians of Hellas; they are ignorant of the whole. For this is the great error of our day in the treatment of the human body, that physicians separate the mind from the body.” You cannot split mind from body, said Socrates—nearly two and a half millennia before the advent of psychoneuroimmunoendocrinology!

Our safety lies in repentance. Our strength comes of obedience to the commandments of God. My beloved brethren and sisters, I accept this opportunity in humility. I pray that I may be guided by the Spirit of the Lord in that which I say. I have just been handed a note that says that a U.S. missile attack is under way. I need not remind you that we live in perilous times. I desire to speak concerning these times and our circumstances as members of this Church. You are acutely aware of the events of September 11, less than a month ago. Out of that vicious and ugly attack we are plunged into a state of war. It is the first war of the 21st century. The last century has been described as the most war-torn in human history. Now we are off on another dangerous undertaking, the unfolding of which and the end thereof we do not know. For the first time since we became a nation, the United States has been seriously attacked on its mainland soil. But this was not an attack on the United States alone. It was an attack on men and nations of goodwill everywhere. It was well planned, boldly executed, and the results were disastrous. It is estimated that more than 5,000 innocent people died. Among these were many from other nations. It was cruel and cunning, an act of consummate evil. Recently, in company with a few national religious leaders, I was invited to the White House to meet with the president. In talking to us he was frank and straightforward. That same evening he spoke to the Congress and the nation in unmistakable language concerning the resolve of America and its friends to hunt down the terrorists who were responsible for the planning of this terrible thing and any who harbored such. Now we are at war. Great forces have been mobilized and will continue to be. Political alliances are being forged. We do not know how long this conflict will last. We do not know what it will cost in lives and treasure. We do not know the manner in which it will be carried out. It could impact the work of the Church in various ways. Our national economy has been made to suffer. It was already in trouble, and this has compounded the problem. Many are losing their employment. Among our own people, this could affect welfare needs and also the tithing of the Church. It could affect our missionary program. We are now a global organization. We have members in more than 150 nations. Administering this vast worldwide program could conceivably become more difficult. Those of us who are American citizens stand solidly with the president of our nation. The terrible forces of evil must be confronted and held accountable for their actions. This is not a matter of Christian against Muslim. I am pleased that food is being dropped to the hungry people of a targeted nation. We value our Muslim neighbors across the world and hope that those who live by the tenets of their faith will not suffer. I ask particularly that our own people do not become a party in any way to the persecution of the innocent. Rather, let us be friendly and helpful, protective and supportive. It is the terrorist organizations that must be ferreted out and brought down. We of this Church know something of such groups. The Book of Mormon speaks of the Gadianton robbers, a vicious, oath-bound, and secret organization bent on evil and destruction. In their day they did all in their power, by whatever means available, to bring down the Church, to woo the people with sophistry, and to take control of the society. We see the same thing in the present situation.

Sexual conflict occurs when one mating partner has an opportunity to increase its fitness at a cost to the other partner. On a genetic level, most sexual conflicts are interlocus conflicts that mainly concern the outcome of male-female interactions about the mating rate, fertility efficiency, relative parental effort, remating behavior, and female reproductive rate. In sexually antagonistic evolution, a trait that affords advantage to one sex is disadvantageous to the other. An example is the sexual arms race that evolves when resistance in one sex drives the evolution of coercive traits in the other sex. Without the restrictions of natural selection, this process may lead to a runaway amplification of male and female traits. The coevolutionary arms races between adaptations in one sex and counteradaptations in the other sex can be made visible by experimentally arresting evolution in one sex.

The Proofs Human society has devised a system of proofs or tests that people must pass before they can participate in many aspects of commercial exchange and social interaction. Until they can prove that they are who they say they are, and until that identity is tied to a record of on-time payments, property ownership, and other forms of trustworthy behavior, they are often excluded—from getting bank accounts, from accessing credit, from being able to vote, from anything other than prepaid telephone or electricity. It’s why one of the biggest opportunities for this technology to address the problem of global financial inclusion is that it might help people come up with these proofs. In a nutshell, the goal can be defined as proving who I am, what I do, and what I own. Companies and institutions habitually ask questions—about identity, about reputation, and about assets—before engaging with someone as an employee or business partner. A business that’s unable to develop a reliable picture of a person’s identity, reputation, and assets faces uncertainty. Would you hire or loan money to a person about whom you knew nothing? It is riskier to deal with such people, which in turn means they must pay marked-up prices to access all sorts of financial services. They pay higher rates on a loan or are forced by a pawnshop to accept a steep discount on their pawned belongings in return for credit. Unable to get bank accounts or credit cards, they cash checks at a steep discount from the face value, pay high fees on money orders, and pay cash for everything while the rest of us enjoy twenty-five days interest free on our credit cards. It’s expensive to be poor, which means it’s a self-perpetuating state of being. Sometimes the service providers’ caution is dictated by regulation or compliance rules more than the unwillingness of the banker or trader to enter a deal—in the United States and other developed countries, banks are required to hold more capital against loans deemed to be of poor quality, for example. But many other times the driving factor is just fear of the unknown. Either way, anything that adds transparency to the multi-faceted picture of people’s lives should help institutions lower the cost of financing and insuring them.

The experience of stress has three components. The first is the event, physical or emotional, that the organism interprets as threatening. This is the stress stimulus, also called the stressor. The second element is the processing system that experiences and interprets the meaning of the stressor. In the case of human beings, this processing system is the nervous system, in particular the brain. The final constituent is the stress response, which consists of the various physiological and behavioural adjustments made as a reaction to a perceived threat. We see immediately that the definition of a stressor depends on the processing system that assigns meaning to it. The shock of an earthquake is a direct threat to many organisms, though not to a bacterium. The loss of a job is more acutely stressful to a salaried employee whose family lives month to month than to an executive who receives a golden handshake. Equally important is the personality and current psychological state of the individual on whom the stressor is acting. The executive whose financial security is assured when he is terminated may still experience severe stress if his self-esteem and sense of purpose were completely bound up with his position in the company, compared with a colleague who finds greater value in family, social interests or spiritual pursuits. The loss of employment will be perceived as a major threat by the one, while the other may see it as an opportunity. There is no uniform and universal relationship between a stressor and the stress response. Each stress event is singular and is experienced in the present, but it also has its resonance from the past. The intensity of the stress experience and its long-term consequences depend on many factors unique to each individual. What defines stress for each of us is a matter of personal disposition and, even more, of personal history. Selye discovered that the biology of stress predominantly affected three types of tissues or organs in the body: in the hormonal system, visible changes occurred in the adrenal glands; in the immune system, stress affected the spleen, the thymus and the lymph glands; and the intestinal lining of the digestive system. Rats autopsied after stress had enlarged adrenals, shrunken lymph organs and ulcerated intestines.

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

Like stress, emotion is a concept we often invoke without a precise sense of its meaning. And, like stress, emotions have several components. The psychologist Ross Buck distinguishes between three levels of emotional responses, which he calls Emotion I, Emotion II and Emotion III, classified according to the degree we are conscious of them. Emotion III is the subjective experience, from within oneself. It is how we feel. In the experience of Emotion III there is conscious awareness of an emotional state, such as anger or joy or fear, and its accompanying bodily sensations. Emotion II comprises our emotional displays as seen by others, with or without our awareness. It is signalled through body language — “non-verbal signals, mannerisms, tones of voices, gestures, facial expressions, brief touches, and even the timing of events and pauses between words. [They] may have physiologic consequences — often outside the awareness of the participants.” It is quite common for a person to be oblivious to the emotions he is communicating, even though they are clearly read by those around him. Our expressions of Emotion II are what most affect other people, regardless of our intentions. A child’s displays of Emotion II are also what parents are least able to tolerate if the feelings being manifested trigger too much anxiety in them. As Dr. Buck points out, a child whose parents punish or inhibit this acting-out of emotion will be conditioned to respond to similar emotions in the future by repression. The self-shutdown serves to prevent shame and rejection. Under such conditions, Buck writes, “emotional competence will be compromised…. The individual will not in the future know how to effectively handle the feelings and desires involved. The result would be a kind of helplessness.” The stress literature amply documents that helplessness, real or perceived, is a potent trigger for biological stress responses. Learned helplessness is a psychological state in which subjects do not extricate themselves from stressful situations even when they have the physical opportunity to do so. People often find themselves in situations of learned helplessness — for example, someone who feels stuck in a dysfunctional or even abusive relationship, in a stressful job or in a lifestyle that robs him or her of true freedom. Emotion I comprises the physiological changes triggered by emotional stimuli, such as the nervous system discharges, hormonal output and immune changes that make up the flight-or-fight reaction in response to threat. These responses are not under conscious control, and they cannot be directly observed from the outside. They just happen. They may occur in the absence of subjective awareness or of emotional expression. Adaptive in the acute threat situation, these same stress responses are harmful when they are triggered chronically without the individual’s being able to act in any way to defeat the perceived threat or to avoid it. Self-regulation, writes Ross Buck, “involves in part the attainment of emotional competence, which is defined as the ability to deal in an appropriate and satisfactory way with one’s own feelings and desires.” Emotional competence presupposes capacities often lacking in our society, where “cool” — the absence of emotion — is the prevailing ethic, where “don’t be so emotional” and “don’t be so sensitive” are what children often hear, and where rationality is generally considered to be the preferred antithesis of emotionality. The idealized cultural symbol of rationality is Mr. Spock, the emotionally crippled Vulcan character on Star Trek.