Organization And Management Quotes

The behavior of any bureaucratic organization can best be understood by assuming that it is controlled by a secret cabal of its enemies.

People in any organization are always attached to the obsolete - the things that should have worked but did not, the things that once were productive and no longer are.

We have learned that trauma is not just an event that took place sometime in the past; it is also the imprint left by that experience on mind, brain, and body. This imprint has ongoing consequences for how the human organism manages to survive in the present. Trauma results in a fundamental reorganization of the way mind and brain manage perceptions. It changes not only how we think and what we think about, but also our very capacity to think.

The three most charismatic leaders in this century inflicted more suffering on the human race than almost any trio in history: Hitler, Stalin, and Mao. What matters is not the leader's charisma. What matters is the leader's mission.

Too many companies believe people are interchangeable. Truly gifted people never are. They have unique talents. Such people cannot be forced into roles they are not suited for, nor should they be. Effective leaders allow great people to do the work they were born to do.

If you always do what you've always done, you'll always get what you always got.

All organizations are perfectly designed to get the results they are now getting. If we want different results, we must change the way we do things.

The best way to protect an asset is with systems that self organize and self execute behaviors which function as protective to the asset.

Organizational structure and management style are those two factors that we always forget to analyze when the performance of our businesses goes down.

Yet the paradox is that scientific methodology is the product of human hands and thus cannot reach some permanent truth. We build scientific theories to organize and manipulate the world, to reduce phenomena into manageable units. Science is based on reproducibility and manufactured objectivity. As strong as that makes its ability to generate claims about matter and energy, it also makes scientific knowledge inapplicable to the existential, visceral nature of human life, which is unique and subjective and unpredictable. Science may provide the most useful way to organize empirical, reproducible data, but its power to do so is predicated on its inability to grasp the most central aspects of human life: hope, fear, love, hate, beauty, envy, honor, weakness, striving, suffering, virtue.

This is what language does: organize the world into manageable, and in some sense artificial, units that can then be inhabited and manipulated.

The whole world organizes itself around the fact that people manage to get their awkward bodies in position to fuck, an achievement honored by toasters, tandems, and tax cuts.

Every time I read a management or self-help book, I find myself saying, “That’s fine, but that wasn’t really the hard thing about the situation.” The hard thing isn’t setting a big, hairy, audacious goal. The hard thing is laying people off when you miss the big goal. The hard thing isn’t hiring great people. The hard thing is when those “great people” develop a sense of entitlement and start demanding unreasonable things. The hard thing isn’t setting up an organizational chart. The hard thing is getting people to communicate within the organization that you just designed. The hard thing isn’t dreaming big. The hard thing is waking up in the middle of the night in a cold sweat when the dream turns into a nightmare.

Entrepreneurs must organize their business for success by developing a project management mindset that allows them to plan, build, divide, and conquer.

The bottom line in managing your emotions is that you should put others – not yourself – first in how you handle and process them. Whether you delay or display your emotions should not be for your own gratification. You should ask yourself, What does the team need? Not, What will make me feel better?

When we look at asset protection from a natural perspective, we realize that in nature, assets are protected not with fences or walls but with internal and external immune systems. So the best way to protect an asset is with systems that self organize and self execute behaviors which function as protective to the asset.

There are only two ways to influence human behavior: you can manipulate it or you can inspire it. Very few people or companies can clearly articulate WHY they do WHAT they do. By WHY I mean your purpose, cause or belief - WHY does your company exist? WHY do you get out of bed every morning? And WHY should anyone care? People don’t buy WHAT you do, they buy WHY you do it. We are drawn to leaders and organizations that are good at communicating what they believe. Their ability to make us feel like we belong, to make us feel special, safe and not alone is part of what gives them the ability to inspire us. For values or guiding principles to be truly effective they have to be verbs. It’s not “integrity,” it’s “always do the right thing.” It’s not “innovation,” it’s “look at the problem from a different angle.” Articulating our values as verbs gives us a clear idea - we have a clear idea of how to act in any situation. Happy employees ensure happy customers. And happy customers ensure happy shareholders—in that order. Leading is not the same as being the leader. Being the leader means you hold the highest rank, either by earning it, good fortune or navigating internal politics. Leading, however, means that others willingly follow you—not because they have to, not because they are paid to, but because they want to. You don’t hire for skills, you hire for attitude. You can always teach skills. Great companies don’t hire skilled people and motivate them, they hire already motivated people and inspire them. People are either motivated or they are not. Unless you give motivated people something to believe in, something bigger than their job to work toward, they will motivate themselves to find a new job and you’ll be stuck with whoever’s left. Trust is maintained when values and beliefs are actively managed. If companies do not actively work to keep clarity, discipline and consistency in balance, then trust starts to break down. All organizations start with WHY, but only the great ones keep their WHY clear year after year.

Effective managers,” he thought, “manage themselves and the people they work with so that both the organization and the people profit from their presence.

A man should never be appointed to a managerial position if his vision focuses on people’s weaknesses rather than on their strengths. The man who always knows exactly what people cannot do, but never sees anything they can do, will undermine the spirit of his organization.

What it takes to do a job will not be learned from management courses. It is principally a matter of experience, the proper attitude, and common sense — none of which can be taught in a classroom... Human experience shows that people, not organizations or management systems, get things done.

Manager Mangione,” Ping said, “algorithmic regulation was to have been a system of governance where more exact data, collected from MEG citizens’ minds via neuralinks, would be used to organize Human life more efficiently as a CORPORATE collective. Except no one to this point in Human existence has been able to identify the mind. The CORPORATE can only receive data from the NET on behaviours which indicate feelings or intentions. I & I cannot . . .

Time Progression: Wasting >>Spending >> Managing >> Investing

My definition of a great manager is someone with whom you can make a connection no matter where you sit in the organization chart.

The "non-profit" institution neither supplies goods or services not controls. Its "product" is neither a pair of shoes nor an effective regulation. Its product is a changed human being. The non-profit institutions are human-change agents. Their "product" is a cured patient, a child that learns, a young man or woman grown into a self-respecting adult; a changed human life altogether.

If climate drives business results, what drives climate? 50-70% of how employees perceive their organization’s climate corresponds to the actions of one person: their manager.

Keep your eye on the task, not on yourself. The task matters, and you are a servant.

I think that the real religion is about the understanding that if we can only still our egos for a few seconds, we might have a chance of experiencing something that is divine in nature. But in order to do that, we have to slice away at our egos and try to get them down to a manageable size, and then still work some practiced light meditation. So real religion is about reducing our egos, whereas all the churches are interested in is egotistical activities, like getting as many members and raising as much money and becoming as important and high-profile and influential as possible. All of which are egotistical attitudes. So how can you have an egotistical organization trying to teach a non-egotistical ideal? It makes no sense, unless you regard religion as crowd control. What I think most organized religion—simply crowd control.

Coupla weeks ago, you gave me a fuckin’ sweet nightie and words I loved hearing.” I felt my entire body go still as I held his eyes. “Forgot to mention I feel the same,” he stated and my insides hollowed out. “What?” I breathed. “Put down the rice and come here, baby, I wanna tell you I love you when you’re in my arms.” I didn’t move. I stared at him, my internal organs gone but still, my body managed to produce tears which gathered in my eyes and then promptly and silently slid down my cheeks.

Continuing to confuse career development with attaining specific positions will only limit the growth that both employees and organizations need.

Be creative while inventing ideas, but be disciplined while implementing them.

The pace and ability at which an organization is able to effectively innovate will be the determining factor of competitiveness in the future. The future is now.

I don't waste food, water, money, time and talent.

How did these organs of plant sex manage to get themselves cross-wired with human ideas of value and status and Eros? And what might our ancient attraction for flowers have to teach us about the deeper mysteries of beauty - what one poet has called "this grace wholly gratuitous"? Is that what it is? Or does beauty have a purpose? (64)

...[I]ron discipline does not preclude but presupposes criticism and contest of opinion within the Party. Least of all does it mean that discipline must be 'blind'. On the contrary, iron discipline does not preclude but presupposes conscious and voluntary submission, for only conscious discipline can be truly iron discipline.

These kids don't have a little brother working in the coal mine, they don't have a little sister coughing her lungs out in the looms of the big mill towns of the Northeast. Why? Because we organized; we broke the back of the sweatshops in this country; we have child labor laws. Those were not benevolent gifts from enlightened management. They were fought for, they were bled for, they were died for by working people, by people like us. Kids ought to know that.

She was not suicidal; that is what people never managed to grasp. Cutting relieved the pressure and stood as some enduring demonstration of her emotion, some way to be in control of a body that could toss her about with seizures. It was borderline artistic to mark her body, chiaroscuro designs in blood. Dying is the last thing she would want, like any healthy organism. A little pain, a small invoked sting trailing her arm, brought her much closer to grounded when she could not keep her head from racing, her thoughts from consuming her with obsession. An ounce of liquid weight loss and she could go back to being herself again. Usually.

Talented people are going to develop careers somewhere. How can you make sure it’s with you and your organization?

Combat is fear and management of fear far more than it is organized murder. Those who manage fear best will seize the day.

When the people have to manage dangers from inside the organization, the organization itself becomes less able to face the dangers from outside.

Every enterprise requires commitment to common goals and shared values. Without such commitment there is no enterprise; there is only a mob. The enterprise must have simple, clear, and unifying objectives. The mission of the organization has to be clear enough and big enough to provide common vision. The goals that embody it have to be clear, public, and constantly reaffirmed. Management’s first job is to think through, set, and exemplify those objectives, values, and goals. Management

Just by breathing deeply on your anger, you will calm it. You are being mindful of your anger, not suppressing it...touching it with the energy of mindfulness. You are not denying it at all. When I speak about this to psychotherapists, I have some difficulty. When I say that anger makes us suffer, they take it to mean that anger is something negative to be removed. But I always say that anger is an organic thing, like love. Anger can become love. Our compost can become a rose. If we know how to take care of our compost...Anger is the same. It can be negative when we do not know how to handle it, but if we know how to handle our anger, it can be very positive. We do not need to throw anything away," (50).

Schools everywhere are organized on the assumption that there is only one right way to learn and that it is the same way for everybody.

Show me an organization in which employees take ownership, and I will show you one that beats its competitors.

The board chair should have a clear vision for the organization's future and be able to articulate it in a way that inspires and motivates the board and management.

I am told by people all the time that they simply do not have time to read and listen to all the material they have purchased or subscribed to. But time is democratic and just. Everyone has the same amount. When I choose to read with my mid morning coffee break and you choose to blather about trivia with friends, when I choose to study for an hour sitting on my backyard deck at day's end but you choose to watch a TIVO'd American Idol episode, we reveal much. When someone says he does not have the time to apply himself to acquiring the know-how required to create sufficient value for his stated desires, he is a farmer surrounded by ripe fruit and vegetables, whole grains, and a herd of cattle on his own property who dies of starvation, unable to organize his time and discipline himself to eat.

Asset protection is critical in business. And the best way to protect an asset is with systems that self organize and self execute behaviors which function as protective to the asset.

Like the brain's command center, the board provides the highest level of cognitive function for the organization. They are the "big picture" thinkers, setting strategic direction, overseeing management, and representing the interests of shareholders and stakeholders.

To succeed consistently, good managers need to be skilled not just in choosing, training, and motivating the right people for the right job, but in choosing, building, and preparing the right organization for the job as well.

If you believe that science provides not basis for God, then you are almost obligated to conclude that science provides no basis for meaning and, there for, life itself doesn't have any. In other words, existential claims have no weight; all knowledge is scientific knowledge. Yet the paradox is that scientific methodology is the product of human hands and thus cannot reach some permanent truth. We build scientific theories to organize and manipulate the world, to reduce phenomena into manageable units. Science is based on reproducibility and manufactured objectivity. As strong as that makes its ability to generate claims about matter and energy, it also makes scientific knowledge inapplicable to the existential, visceral nature or human life, which is unique and subjective and unpredictable. Science may provide the most useful may to organize empirical, reproducible data, but its power to do so is predicated on its inability to grasp the most central aspects of human life: hope, fear, love, hate, beauty, envy, honor, weakness, striving, suffering, virtue.

To competently perform rectifying security service, two critical incident response elements are necessary: information and organization.

Training often gives people solutions to problems already solved. Collaboration addresses challenges no one has overcome before.

Change Management provides strategies, tools, and methods that equip an organization to achieve a desired future state.

We will never transform the prevailing system of management without transforming our prevailing system of education. They are the same system.

Secret to Productivity is single tasking: Focus only on one task at hand. And don't start another till that one is completely done

CSIPP™ (Crisis Solution Internal Philosophy and Practice) is a framework I created that is designed to help organizations effectively handle crises. It emphasizes proactive planning, continuous learning, and adaptability, focusing on maximizing the organization's ability to add value throughout the crisis.

For there is a growing apprehension that existence is a rat-race in a trap: living organisms, including people,are merely tubes which put things in at one end and let them out at the other, which both keeps them doing it and in the long run wears them out. So to keep the farce going, the tubes find ways of making new tubes, which also put things in at one end and let them out at the other. At the input end they even develop ganglia of nerves called brains, with eyes and ears, so that they can more easily scrounge around for things to swallow. As and when they get enough to eat, they use up their surplus energy by wiggling in complicated patterns, making all sorts of noises by blowing air in and out of the input hole, and gathering together in groups to fight with other groups. In time, the tubes grow such an abundance of attached appliances that they are hardly recognizable as mere tubes, and they manage to do this in a staggering variety of forms. There is a vague rule not to eat tubes of your own form, but in general there is serious competition as to who is going to be the top type of tube. All this seems marvelously futile, and yet, when you begin to think about it, it begins to be more marvelous than futile. Indeed, it seems extremely odd.

Nothing will make a better impression on your leader than your ability to manage yourself. If your leader must continually expend energy managing you, then you will be perceived as someone who drains time and energy. If you manage yourself well, however, your boss will see you as someone who maximizes opportunities and leverages personal strengths. That will make you someone your leader turns to when the heat is on.

Things nature is good at include - organizing matter in a way that is multi functional, mass customization, network adaptation to circumstance, responsive evolution, growth as a mechanism for construction, decentralization, data management and asset management. Regardless of what kind of business we are talking about, there's something vital to learn from nature.

The problem is, it's just not enough to live according to the rules. Sure, you manage to live according to the rules. Sometimes it's tight, extremely tight, but on the whole you manage it. Your tax papers are up to date. Your bills paid on time. You never go out without your identity card (and the special little wallet for your Visa!). Yet you haven’t any friends. The rules are complex, multiform. There’s the shopping that needs doing out of working hours, the automatic dispensers where money has to be got (and where you so often have to wait). Above all there are the different payments you must make to the organizations that run different aspects of your life. You can fall ill into the bargain, which involves costs, and more formalities. Nevertheless, some free time remains. What’s to be done? How do you use your time? In dedicating yourself to helping people? But basically other people don’t interest you. Listening to records? That used to be a solution, but as the years go by you have to say that music moves you less and less. Taken in its widest sense, a spot of do-it-yourself can be a way out. But the fact is that nothing can halt the ever-increasing recurrence of those moments when your total isolation, the sensation of an all-consuming emptiness, the foreboding that your existence is nearing a painful and definitive end all combine to plunge you into a state of real suffering. And yet you haven’t always wanted to die. You have had a life. There have been moments when you were having a life. Of course you don't remember too much about it; but there are photographs to prove it. This was probably happening round about the time of your adolescence, or just after. How great your appetite for life was, then! Existence seemed so rich in new possibilities. You might become a pop singer, go off to Venezuela. More surprising still, you have had a childhood. Observe, now, a child of seven, playing with his little soldiers on the living room carpet. I want you to observe him closely. Since the divorce he no longer has a father. Only rarely does he see his mother, who occupies an important post in a cosmetics firm. And yet he plays with his little soldiers and the interest he takes in these representations of the world and of war seems very keen. He already lacks a bit of affection, that's for sure, but what an air he has of being interested in the world! You too, you took an interest in the world. That was long ago. I want you to cast your mind back to then. The domain of the rules was no longer enough for you; you were unable to live any longer in the domain of the rules; so you had to enter into the domain of the struggle. I ask you to go back to that precise moment. It was long ago, no? Cast your mind back: the water was cold.

Is that what God does? He helps? Tell me, why didn't God help my innocent friend who died for no reason while the guilty ran free? Okay. Fine. Forget the one offs. How about the countless wars declared in his name? Okay. Fine. Let's skip the random, meaningless murder for a second, shall we? How about the racist, sexist, phobia soup we've all been drowning in because of him? And I'm not just talking about Jesus. I'm talking about all organized religion. Exclusive groups created to manage control. A dealer getting people hooked on the drug of hope. His followers, nothing but addicts who want their hit of bullshit to keep their dopamine of ignorance. Addicts. Afraid to believe the truth. That there's no order. There's no power. That all religions are just metastasizing mind worms, meant to divide us so it's easier to rule us by the charlatans that wanna run us. All we are to them are paying fanboys of their poorly-written sci-fi franchise. If I don't listen to my imaginary friend, why the fuck should I listen to yours? People think their worship's some key to happiness. That's just how he owns you. Even I'm not crazy enough to believe that distortion of reality. So fuck God. He's not a good enough scapegoat for me.

We humans have known since time immemorial something that science is only now discovering: our gut feeling is responsible in no small measure for how we feel. We are “scared shitless” or we can be “shitting ourselves” with fear. If we don’t manage to complete a job, we can’t get our “ass in gear.” We “swallow” our disappointment and need time to “digest” a defeat. A nasty comment leaves a “bad taste in our mouth.” When we fall in love, we get “butterflies in our stomach.” Our self is created in our head and our gut—no longer just in language, but increasingly also in the lab.

Organizations like the UN do a lot of good, but there are certain basic realities they never seem to grasp ...Maybe the most important truth that eludes these organizations is that it's insulting when outsiders come in and tell a traumatized people what it will take for them to heal. You cannot go to another country and make a plan for it. The cultural context is so different from what you know that you will not understand much of what you see. I would never come to the US and claim to understand what's going on, even in the African American culture. People who have lived through a terrible conflict may be hungry and desperate, but they are not stupid. They often have very good ideas about how peace can evolve, and they need to be asked. That includes women. Most especially women ... To outsiders like the UN, these soldiers were a problem to be managed. But they were our children.

Bureaucracies, I've suggested, are not themselves forms of stupidity so much as they are ways of organizing stupidity--of managing relationships that are already characterized by extremely unequal structures of imagination, which exist because of the existence of structural violence.

Who wouldn’t appreciate maintenance free, guaranteed fresh, organic and self-cleaning relationships!  We want the happily ever after of fairy tales and the conflict-free marriages that only exist in televised fantasies.  Real relationships take time, energy, and daily care and feeding

We have no need of a feminized apparatus to bureaucratically manage women's lives or to issue sporadic statements about women's lives by smooth-talking functionaries. What we need are women who will fight because they know that without a fight the old order will not be destroyed and no new order will be built. We are not looking to organize what exists but to definitively destroy and replace it.

I lay in my bed a few minutes later, resigned as the pain finally made its appearance. It was a crippling thing, this sensation that a huge hole had been pushed through my chest, excising my most vital organs and leaving ragged, unhealed gashes around the edges that continued to throb and bleed despite the passage of time. Rationally, I knew my lungs must still be intact, yet I gasped for air and my head spun like my efforts yielded me nothing. My heart must have been beating, too, but I couldn't hear the sound of my pulse in my ears; my hands felt blue with cold. I curled inward, hugging my ribs to hold myself together. I scrambled for my numbness, my denial, but it evaded me. And yet, I found I could survive. I was alert, I felt the pain--the aching loss that radiated out from my chest, sending wracking waves of hurt through my limbs and head--but it was managable. I could live through it. It didn't feel like the pain had weakened over time, rather that I'd grown strong enough to bear it.

Once upon a time there was a mother who, in order to become a mother, had agreed to change her name; who set herself the task of falling in love with her husband bit-by-bit, but who could n ever manage to love one part, the part, curiously enough, which made possible her motherhood; whose feet were hobbled by verrucas and whose shoulders were stooped beneath the accumulating guilts of the world; whose husband's unlovable organ failed to recover from the effects of a freeze; and who, like her husband, finally succumbed to the mysteries of telephones, spending long minutes listening to the words of wrong-number callers . . . shortly after my tenth birthday (when I had recovered from the fever which has recently returned to plague me after an interval of nearly twenty-one years), Amina Sinai resumed her recent practice of leaving suddenly, and always immediately after a wrong number, on urgent shopping trips.

company leaders need to provide their company with a self-organizing and semi-autonomous immune system. Effective risk management isn't about a siloed approach focusing on isolated threats. We have to think more broadly. Effective risk management requires a holistic approach that transcends a siloed focus on isolated threats. In today's interconnected business landscape, risks are rarely confined to a single department or function. Instead, they often ripple across the organization, impacting multiple areas simultaneously.

Unfortunately, in a hierarchical structure, power relationships tend to determine the content; there is always the danger that a "rank-based" logic will prevail. Managers, intent on advancement, tend to supply the information they know their superiors want to hear, rather than the information they ought to hear. Large organizations tend, therefore, to become systematically stupid.

In fact, the belief that climate could be plausibly governed, or managed, by any institution or human instrument presently at hand is another wide-eyed climate delusion. The planet survived many millennia without anything approaching a world government, in fact endured nearly the entire span of human civilization that way, organized into competitive tribes and fiefdoms and kingdoms and nation-states, and only began to build something resembling a cooperative blueprint, very piecemeal, after brutal world wars—in the form of the League of Nations and United Nations and European Union and even the market fabric of globalization, whatever its flaws still a vision of cross-national participation, imbued with the neoliberal ethos that life on Earth was a positive-sum game. If you had to invent a threat grand enough, and global enough, to plausibly conjure into being a system of true international cooperation, climate change would be it—the threat everywhere, and overwhelming, and total. And yet now, just as the need for that kind of cooperation is paramount, indeed necessary for anything like the world we know to survive, we are only unbuilding those alliances—recoiling into nationalistic corners and retreating from collective responsibility and from each other. That collapse of trust is a cascade, too.

Yes, Mom. It did. Your love was like organ donation. You and Dad and Leo gave me pieces of your hearts and lungs and skeletons so I could put myself back together again. And now you hardly have the strength to stand up and keep breathing yourselves. I think about that so often, and I think about all the girls who don’t have you. I feel like I only just managed to survive this. How the hell does everyone who doesn’t have you as their mom even stand a chance?” Good luck having a daughter and not going to pieces when you hear that.

Our prevailing system of management has destroyed our people. People are born with intrinsic motivation, self-respect, dignity, curiosity to learn, joy in learning. The forces of destruction begin with toddlers—a prize for the best Halloween costume, grades in school, gold stars—and on up through the university. On the job, people, teams, and divisions are ranked, reward for the top, punishment for the bottom. Management by Objectives, quotas, incentive pay, business plans, put together separately, division by division, cause further loss, unknown and unknowable.

These two voices represent opposing paths for the feminist movement. On the one hand, Sandberg and her ilk see feminism as a handmaiden of capitalism. They want a world where the task of managing exploitation in the workplace and oppression in the social whole is shared equally by ruling-class men and women. This is a remarkable vision of equal opportunity domination: one that asks ordinary people, in the name of feminism, to be grateful that it is a woman, not a man, who busts their union, orders a drone to kill their parent, or locks their child in a cage at the border. In sharp contrast to Sandberg’s liberal feminism, the organizers of the huelga feminista insist on ending capitalism: the system that generates the boss, produces national borders, and manufactures the drones that guard them.

Life is like the big wheel at Luna Park. You pay five francs and go into a room with tiers of seats all around, and in the centre the floor is made of a great disc of polished wood that revolves quickly. At first you sit down and watch the others. They are all trying to sit in the wheel, and they keep getting flung off, and that makes them laugh too. It's great fun. You see, the nearer you can get to the hub of the wheel the slower it is moving and the easier it is to stay on. There's generally someone in the centre who stands up and sometimes does a sort of dance. Often he's paid by the management, though, or, at any rate, he's allowed in free. Of course at the very centre there's a point completely at rest, if one could only find it; I'm not very near that point myself. Of course the professional men get in the way. Lots of people just enjoy scrambling on and being whisked off and scrambling on again. How they all shriek and giggle! Then there are others, like Margot, who sit as far out as they can and hold on for dear life and enjoy that. But the whole point about the wheel is that you needn't get on it at all, if you don't want to. People get hold of ideas about life, and that makes them think they've got to join in the game, even if they don't enjoy it. It doesn't suit everyone. People don't see that when they say "life" they mean two different things. They can mean simply existence, with its physiological implications of growth and organic change. They can't escape that - even by death, but because that's inevitable they think the other idea of life is too - the scrambling and excitement and bumps and the effort to get to the middle, and when we do get to the middle, it's just as if we never started. It's so odd. Now you're a person who was clearly meant to stay in the seats and sit still and if you get bored watch the others. Somehow you got on to the wheel, and you got thrown off again at once with a hard bump. It's all right for Margot, who can cling on, and for me, at the centre, but you're static. Instead of this absurd division into sexes they ought to class people as static and dynamic. There's a real distinction there, though I can't tell you how it comes. I think we're probably two quite different species spiritually.

Every innovation—technological, sociological, or otherwise—begins as a crusade, organizes itself into a practical business, and then, over time, degrades into common exploitation. This is simply the life cycle of how human ingenuity manifests in the material world. What goes forgotten, though, is that those who partake in this system undergo a similar transformation: people begin as comrades and fellow citizens, then become labor resources and assets, and then, as their utility shifts or degrades, transmute into liabilities, and thus must be appropriately managed.

The proper management of one's feelings clearly lies along a complex (and therefore not simple or easy) balanced middle path, requiring constant judgment and continuing adjustment. Here the owner treats his feelings (slaves) with respect, nurturing them with good food, shelter and medical care, listening and responding to their voices, encouraging them, inquiring as to their health, yet also organizing them, limiting them, deciding clearly between them, redirecting them and teaching them, all the while leaving no doubt as to who is the boss. This is the path of healthy self-discipline.

Take now the clockworks... The clockworks, being genuine and not much to look at, don't generate the drama of an Earth-tilt or a flying saucer, nor do they seem to offer any immediate panacea for humanity's fifty-seven varieties of heartburn. But suppose that you're one of those persons who feels trapped, to some degree, trapped matrimonially, occupationally, eductionally or geographically, or trapped in something larger than all those; trapped in a system, or what you might descrbie as an "incresingly deadening technocracy" or a "theater of paranoia and desperation" or something like that. Now, if you are one of those persons... wouldn't the very knowledge that there are clockworks ticking away behind the wallpaper of civilization, unbeknownst to leaders, organizers and managers (the President included), wouldn't that knowledge, suggesting as it does the possibility of unimaginable alternatives, wouldn't that knowledge be a bubble bath for your heart?

Anything you might want to accomplish—executing a project at work, getting a new job, learning a new skill, starting a business—requires finding and putting to use the right information. Your professional success and quality of life depend directly on your ability to manage information effectively. According to the New York Times, the average person’s daily consumption of information now adds up to a remarkable 34 gigabytes.1 A separate study cited by the Times estimates that we consume the equivalent of 174 full newspapers’ worth of content each and every day, five times higher than in 1986.2 Instead of empowering us, this deluge of information often overwhelms us. Information Overload has become Information Exhaustion, taxing our mental resources and leaving us constantly anxious that we’re forgetting something.

As I have earlier noted, the most important things in life and in business can’t be measured. The trite bromide 'If you can measure it, you can manage it' has been a hindrance in the building a great real-world organization, just as it has been a hindrance in evaluating the real-world economy. It is character, not numbers, that make the world go ‘round. How can we possibly measure the qualities of human existence that give our lives and careers meaning? How about grace, kindness, and integrity? What value do we put on passion, devotion, and trust? How much do cheerfulness, the lilt of a human voice, and a touch of pride add to our lives? Tell me, please, if you can, how to value friendship, cooperation, dedication, and spirit. Categorically, the firm that ignores the intangible qualities that the human beings who are our colleagues bring to their careers will never build a great workforce or a great organization.

We found that external approvals were negatively correlated with lead time, deployment frequency, and restore time, and had no correlation with change fail rate. In short, approval by an external body (such as a manager or CAB) simply doesn’t work to increase the stability of production systems, measured by the time to restore service and change fail rate. However, it certainly slows things down. It is, in fact, worse than having no change approval process at all.

If you’re a manager, remember that one third to one half of your workforce is probably introverted, whether they appear that way or not. Think twice about how you design your organization’s office space. Don’t expect introverts to get jazzed up about open office plans or, for that matter, lunchtime birthday parties or team-building retreats. Make the most of introverts’ strengths—these are the people who can help you think deeply, strategize, solve complex problems, and spot canaries in your coal mine. Also, remember the dangers of the New Groupthink. If it’s creativity you’re after, ask your employees to solve problems alone before sharing their ideas. If you want the wisdom of the crowd, gather it electronically, or in writing, and make sure people can’t see each other’s ideas until everyone’s had a chance to contribute. Face-to-face contact is important because it builds trust, but group dynamics contain unavoidable impediments to creative thinking. Arrange for people to interact one-on-one and in small, casual groups. Don’t mistake assertiveness or eloquence for good ideas. If you have a proactive work force (and I hope you do), remember that they may perform better under an introverted leader than under an extroverted or charismatic one.

Suppose we were planning to impose a dictatorial regime upon the American people—the following preparations would be essential: 1. Concentrate the populace in megalopolitan masses so that they can be kept under close surveillance and where, in case of trouble, they can be bombed, burned, gassed or machine-gunned with a minimum of expense and waste. 2. Mechanize agriculture to the highest degree of refinement, thus forcing most of the scattered farm and ranching population into the cities. Such a policy is desirable because farmers, woodsmen, cowboys, Indians, fishermen and other relatively self-sufficient types are difficult to manage unless displaced from their natural environment. 3. Restrict the possession of firearms to the police and the regular military organizations. 4. Encourage or at least fail to discourage population growth. Large masses of people are more easily manipulated and dominated than scattered individuals. 5. Continue military conscription. Nothing excels military training for creating in young men an attitude of prompt, cheerful obedience to officially constituted authority. 6. Divert attention from deep conflicts within the society by engaging in foreign wars; make support of these wars a test of loyalty, thereby exposing and isolating potential opposition to the new order. 7. Overlay the nation with a finely reticulated network of communications, airlines and interstate autobahns. 8. Raze the wilderness. Dam the rivers, flood the canyons, drain the swamps, log the forests, strip-mine the hills, bulldoze the mountains, irrigate the deserts and improve the national parks into national parking lots. Idle speculations, feeble and hopeless protest. It was all foreseen nearly half a century ago by the most cold-eyed and clear-eyed of our national poets, on California’s shore, at the end of the open road. Shine, perishing republic.

Manners are the lubricating oil of an organization. It is a law of nature that two moving bodies in contact with each other create friction. This is as true for human beings as it is for inanimate objects. Manners- simple things like saying 'please' and 'thank you' and knowing a person’s name or asking after her family enable two people to work together whether they like each other or not. Bright people, especially bright young people, often do not understand this. If analysis shows that someone’s brilliant work fails again and again as soon as cooperation from others is required, it probably indicates a lack of courtesy – that is, a lack of manners.

Management is a set of processes that can keep a complicated system of people and technology running smoothly. The most important aspects of management include planning, budgeting, organizing, staffing, controlling, and problem solving. Leadership is a set of processes that creates organizations in the first place or adapts them to significantly changing circumstances. Leadership defines what the future should look like, aligns people with that vision, and inspires them to make it happen despite the obstacles

The European Parliament responded by focusing on corporate governance. If corporations wanted to be legal citizens they could damned well shoulder the responsibilities of good citizenship as well as the benefits. Social as well as financial audits were the order of the day. Directives outlining standards for corporate citizenship were drafted and a lucrative niche for a new generation of management consultants emerged - those who could look at an organization and sound a warning if its structure rewarded pathological behaviour.

The left side of my brain had been shut down like a damaged section of a spinship being sealed off, airtight doors leaving the doomed compartments open to vacuum. I could still think. Control of the right side of my body soon returned. Only the language centers had been damaged beyond simple repair. The marvelous organic computer wedged in my skull had dumped its language content like a flawed program. The right hemisphere was not without some language—but only the most emotionally charged units of communication could lodge in that affective hemisphere; my vocabulary was now down to nine words. (This, I learned later, was exceptional, many victims of CVAs retain only two or three.) For the record, here is my entire vocabulary of manageable words: fuck, shit, piss, cunt, goddamn, motherfucker, asshole, peepee, and poopoo;

He fashioned an empire of sorts, bereft of cities yet plagued with the endless dramas of society, its pathetic victories and inevitable failures. The community of enslaved Imass thrived in this quagmire of pettiness. They even managed to convince themselves that they possessed freedom, a will of their own that could shape destiny. They elected champions. They tore down their champions once failure draped its shroud over them. They ran in endless circles and called it growth, emergence, knowledge. While over them all, a presence invisible to their eyes, Raest flexed his will. His greatest joy came when his slaves proclaimed him god – though they knew him not – and constructed temples to serve him and organized priesthoods whose activities mimicked Raest’s tyranny with such cosmic irony that the Jaghut could only shake his head.

If human nature does alter it will be because individuals manage to look at themselves in a new way. Here and there people — a very few people, but a few novelists are among them — are trying to do this. Every institution and vested interest is against such a search: organized religion, the State, the family in its economic aspect, have nothing to gain, and it is only when outward prohibitions weaken that it can proceed: history conditions it to that extent. Perhaps the searchers will fail, perhaps it is impossible for the instrument of contemplation to contemplate itself, perhaps if it is possible it means the end of imaginative literature — [...] anyhow—that way lies movement and even combustion for the novel, for if the novelist sees himself differently, he will see his characters differently and a new system of lighting will result.

10 ways to raise a wild child. Not everyone wants to raise wild, free thinking children. But for those of you who do, here's my tips: 1. Create safe space for them to be outside for a least an hour a day. Preferable barefoot & muddy. 2. Provide them with toys made of natural materials. Silks, wood, wool, etc...Toys that encourage them to use their imagination. If you're looking for ideas, Google: 'Waldorf Toys'. Avoid noisy plastic toys. Yea, maybe they'll learn their alphabet from the talking toys, but at the expense of their own unique thoughts. Plastic toys that talk and iPads in cribs should be illegal. Seriously! 3. Limit screen time. If you think you can manage video game time and your kids will be the rare ones that don't get addicted, then go for it. I'm not that good so we just avoid them completely. There's no cable in our house and no video games. The result is that my kids like being outside cause it's boring inside...hah! Best plan ever! No kid is going to remember that great day of video games or TV. Send them outside! 4. Feed them foods that support life. Fluoride free water, GMO free organic foods, snacks free of harsh preservatives and refined sugars. Good oils that support healthy brain development. Eat to live! 5. Don't helicopter parent. Stay connected and tuned into their needs and safety, but don't hover. Kids like adults need space to roam and explore without the constant voice of an adult telling them what to do. Give them freedom! 6. Read to them. Kids don't do what they are told, they do what they see. If you're on your phone all the time, they will likely be doing the same thing some day. If you're reading, writing and creating your art (painting, cooking...whatever your art is) they will likely want to join you. It's like Emilie Buchwald said, "Children become readers in the laps of their parents (or guardians)." - it's so true! 7. Let them speak their truth. Don't assume that because they are young that you know more than them. They were born into a different time than you. Give them room to respectfully speak their mind and not feel like you're going to attack them. You'll be surprised what you might learn. 8. Freedom to learn. I realize that not everyone can homeschool, but damn, if you can, do it! Our current schools system is far from the best ever. Our kids deserve better. We simply can't expect our children to all learn the same things in the same way. Not every kid is the same. The current system does not support the unique gifts of our children. How can they with so many kids in one classroom. It's no fault of the teachers, they are doing the best they can. Too many kids and not enough parent involvement. If you send your kids to school and expect they are getting all they need, you are sadly mistaken. Don't let the public school system raise your kids, it's not their job, it's yours! 9. Skip the fear based parenting tactics. It may work short term. But the long term results will be devastating to the child's ability to be open and truthful with you. Children need guidance, but scaring them into listening is just lazy. Find new ways to get through to your kids. Be creative! 10. There's no perfect way to be a parent, but there's a million ways to be a good one. Just because every other parent is doing it, doesn't mean it's right for you and your child. Don't let other people's opinions and judgments influence how you're going to treat your kid. Be brave enough to question everything until you find what works for you. Don't be lazy! Fight your urge to be passive about the things that matter. Don't give up on your kid. This is the most important work you'll ever do. Give it everything you have.

High performers whom exhibit tremendous self-control tend to be burden by their own competence. Studies indicate that being extraordinary competent can place a person under an unusual amount of stress because it raises other people’s expectation of them. The more task that an exemplary employee produces with a ‘go-getting personality’ while maintaining high quality relationships with peers and clients, the more an organization tends to underestimates their actual effort and the more it expects of them. Other people do not comprehend how difficult it is for a high performer to complete multifaceted tasks. They also tend to underestimate how much effort an enterprising person exerts who maintains a positive and pleasant attitude while completing difficult assignments.

Another unary photograph is the pornographic photograph (I am not saying the erotic photograph: the erotic is a pornographic that has been disturbed, fissured). Nothing more homogeneous than a pornographic photograph. It is always a naive photograph, without intention and without calculation. Like a shop window which shows only one illuminated piece of jewelry, it is completely constituted by the presentation of only one thing: sex: no secondary, untimely object ever manages to half conceal, delay, or distract... A proof a contrario: Mapplethorpe shifts his close-ups of genitalia from the pornographic to the erotic by photographing the fabric of underwear at very close range: the photograph is no longer unary, since I am interested in the texture of the material. The presence (the dynamics) of this blind field is, I believe, what distinguishes the erotic photograph from the pornographic photograph. Pornography ordinarily represents the sexual organs, making them into a motionless object (a fetish), flattered like an idol that does not leave its niche; for me, there is no punctum in the pornographic image; at most it amuses me (and even then, boredom follows quickly). The erotic photograph, on the contrary (and this is its very condition), does not make the sexual organs into a central object; it may very well not show them at all; it takes the spectator outside its frame, and it is there that I animate this photograph and that it animates me.

By weaponizing the discourse of human rights to justify the use of force against governments that resisted the Washington consensus, this group of well-connected liberals was able to stir support where the neocons could not. Their brand of interventionism appealed directly to the sensibility of the Democratic Party's metropolitan base, large swaths of academia, the foundation-funded human rights NGO complex, and the New York Times editorial board. The xhibition of atrocities allegedly committed by adversarial governments, either by Western-funded civil society groups, major human rights organizations or the mainstream press, was the military humanists' stock in trade, enabling them to mask imperial designs behind a patina of "genocide prevention." With this neat tactic, they effectively neutralized progressive antiwar elements and tarred those who dared to protest their wars as dictator apologists.

Then I spoke with proven shapers I knew—Bill Gates, Elon Musk, Reed Hastings, Muhammad Yunus, Geoffrey Canada, Jack Dorsey (of Twitter), David Kelley (of IDEO), and more. They had all visualized remarkable concepts and built organizations to actualize them, and done that repeatedly and over long periods of time. I asked them to take an hour’s worth of personality assessments to discover their values, abilities, and approaches. While not perfect, these assessments have been invaluable. (In fact, I have been adapting and refining them to help us in our recruiting and management.) The answers these shapers provided to the standardized questions gave me objective and statistically measurable evidence about their similarities and differences. It turns out they have a lot in common. They are all independent thinkers who do not let anything or anyone stand in the way of achieving their audacious goals. They have very strong mental maps of how things should be done, and at the same time a willingness to test those mental maps in the world of reality and change the ways they do things to make them work better. They are extremely resilient, because their need to achieve what they envision is stronger than the pain they experience as they struggle to achieve it. Perhaps most interesting, they have a wider range of vision than most people, either because they have that vision themselves or because they know how to get it from others who can see what they can’t. All are able to see both big pictures and granular details (and levels in between) and synthesize the perspectives they gain at those different levels, whereas most people see just one or the other. They are simultaneously creative, systematic, and practical. They are assertive and open-minded at the same time. Above all, they are passionate about what they are doing, intolerant of people who work for them who aren’t excellent at what they do, and want to have a big, beneficial impact on the world.

We shouldn't let our envy of distinguished masters of the arts distract us from the wonder of how each of us gets new ideas. Perhaps we hold on to our superstitions about creativity in order to make our own deficiencies seem more excusable. For when we tell ourselves that masterful abilities are simply unexplainable, we're also comforting ourselves by saying that those superheroes come endowed with all the qualities we don't possess. Our failures are therefore no fault of our own, nor are those heroes' virtues to their credit, either. If it isn't learned, it isn't earned. When we actually meet the heroes whom our culture views as great, we don't find any singular propensities––only combinations of ingredients quite common in themselves. Most of these heroes are intensely motivated, but so are many other people. They're usually very proficient in some field--but in itself we simply call this craftmanship or expertise. They often have enough self-confidence to stand up to the scorn of peers--but in itself, we might just call that stubbornness. They surely think of things in some novel ways, but so does everyone from time to time. And as for what we call "intelligence", my view is that each person who can speak coherently already has the better part of what our heroes have. Then what makes genius appear to stand apart, if we each have most of what it takes? I suspect that genius needs one thing more: in order to accumulate outstanding qualities, one needs unusually effective ways to learn. It's not enough to learn a lot; one also has to manage what one learns. Those masters have, beneath the surface of their mastery, some special knacks of "higher-order" expertise, which help them organize and apply the things they learn. It is those hidden tricks of mental management that produce the systems that create those works of genius. Why do certain people learn so many more and better skills? These all-important differences could begin with early accidents. One child works out clever ways to arrange some blocks in rows and stacks; a second child plays at rearranging how it thinks. Everyone can praise the first child's castles and towers, but no one can see what the second child has done, and one may even get the false impression of a lack of industry. But if the second child persists in seeking better ways to learn, this can lead to silent growth in which some better ways to learn may lead to better ways to learn to learn. Then, later, we'll observe an awesome, qualitative change, with no apparent cause--and give to it some empty name like talent, aptitude, or gift.

Atro had once explained to him how this was managed, how the sergeants could give the privates orders, how the lieutenants could give the privates and the sergeants orders, how the captains... and so on and so on up to the generals, who could give everyone else orders and need take them from none, except the commander in chief. Shevek had listened with incredulous disgust. "You call that organization?" he had inquired. "You even call it discipline? But it is neither. It is a coercive mechanism of extraordinary inefficiency--a kind of seventh-millennium steam engine! With such a rigid and fragile structure what could be done that was worth doing?" This had given Atro a chance to argue the worth of warfare as the breeder of courage and manliness and weeder-out of the unfit, but the very line of his argument had forced him to concede the effectiveness of guerrillas, organized from below, self-disciplined. "But that only works when the people think they're fighting for something of their own--you know, their homes, or some notion or other," the old man had said. Shevek had dropped the argument. He now continued it, in the darkening basement among the stacked crates of unlabeled chemicals. He explained to Atro that he now understood why the Army was organized as it was. It was indeed quite necessary. No rational form of organization would serve the purpose. He simply had not understood that the purpose was to enable men with machine guns to kill unarmed men and women easily and in great quantities when told to do so.

Once out of the mailroom, I began to learn more about fear. As soon as fear begins to ascend, anatomically, from the pit of the stomach to the throat and brain, from fear of violence to the more nameless kind, you come to believe you are part of a horrible experiment. I learned to distrust those superiors who encouraged independent thinking. When you gave it to them, they returned it in the form of terror, for they knew that ideas, only that, could hasten their obsolescence. Management asked for new ideas all the time; memos circulated down the echelons, requesting bold and challenging concepts. But I learned that new ideas could finish you unless you wrapped them in a plastic bag. I learned that most of the secretaries were more intelligent than most of the executives and that the executive secretaries were to be feared more than anyone. I learned what closed doors meant and that friendship was not negotiable currency and how important it was to lie even when there was no need to lie. Words and meanings were at odds. Words did not say what was being said nor even its reverse. I learned to speak a new language and soon mastered the special elements of that tongue.

The truth is you already know what it’s like. You already know the difference between the size and speed of everything that flashes through you and the tiny inadequate bit of it all you can ever let anyone know. As though inside you is this enormous room full of what seems like everything in the whole universe at one time or another and yet the only parts that get out have to somehow squeeze out through one of those tiny keyholes you see under the knob in older doors. As if we are all trying to see each other through these tiny keyholes. But it does have a knob, the door can open. But not in the way you think. But what if you could? Think for a second — what if all the infinitely dense and shifting worlds of stuff inside you every moment of your life turned out now to be somehow fully open and expressible afterward, after what you think of as you has died, because what if afterward now each moment itself is an infinite sea or span or passage of time in which to express it or convey it, and you don’t even need any organized English, you can as they say open the door and be in anyone else’s room in all your own multiform forms and ideas and facets? Because listen — we don’t have much time, here’s where Lily Cache slopes slightly down and the banks start getting steep, and you can just make out the outlines of the unlit sign for the farmstand that’s never open anymore, the last sign before the bridge — so listen: What exactly do you think you are? The millions and trillions of thoughts, memories, juxtapositions — even crazy ones like this, you’re thinking — that flash through your head and disappear? Some sum or remainder of these? Your history? Do you know how long it’s been since I told you I was a fraud? Do you remember you were looking at the respicem watch hanging from the rearview and seeing the time, 9:17? What are you looking at right now? Coincidence? What if no time has passed at all?* The truth is you’ve already heard this. That this is what it’s like. That it’s what makes room for the universes inside you, all the endless inbent fractals of connection and symphonies of different voices, the infinities you can never show another soul. And you think it makes you a fraud, the tiny fraction anyone else ever sees? Of course you’re a fraud, of course what people see is never you. And of course you know this, and of course you try to manage what part they see if you know it’s only a part. Who wouldn’t? It’s called free will, Sherlock. But at the same time it’s why it feels so good to break down and cry in front of others, or to laugh, or speak in tongues, or chant in Bengali — it’s not English anymore, it’s not getting squeezed through any hole. So cry all you want, I won’t tell anybody.

Speaking to a foreigner was the dream of every student, and my opportunity came at last. When I got back from my trip down the Yangtze, I learned that my year was being sent in October to a port in the south called Zhanjiang to practice our English with foreign sailors. I was thrilled. Zhanjiang was about 75 miles from Chengdu, a journey of two days and two nights by rail. It was the southernmost large port in China, and quite near the Vietnamese border. It felt like a foreign country, with turn-of-the-century colonial-style buildings, pastiche Romanesque arches, rose windows, and large verandas with colorful parasols. The local people spoke Cantonese, which was almost a foreign language. The air smelled of the unfamiliar sea, exotic tropical vegetation, and an altogether bigger world. But my excitement at being there was constantly doused by frustration. We were accompanied by a political supervisor and three lecturers, who decided that, although we were staying only a mile from the sea, we were not to be allowed anywhere near it. The harbor itself was closed to outsiders, for fear of 'sabotage' or defection. We were told that a student from Guangzhou had managed to stow away once in a cargo steamer, not realizing that the hold would be sealed for weeks, by which time he had perished. We had to restrict our movements to a clearly defined area of a few blocks around our residence. Regulations like these were part of our daily life, but they never failed to infuriate me. One day I was seized by an absolute compulsion to get out. I faked illness and got permission to go to a hospital in the middle of the city. I wandered the streets desperately trying to spot the sea, without success. The local people were unhelpful: they did not like non-Cantonese speakers, and refused to understand me. We stayed in the port for three weeks, and only once were we allowed, as a special treat, to go to an island to see the ocean. As the point of being there was to talk to the sailors, we were organized into small groups to take turns working in the two places they were allowed to frequent: the Friendship Store, which sold goods for hard currency, and the Sailors' Club, which had a bar, a restaurant, a billiards room, and a ping-pong room. There were strict rules about how we could talk to the sailors. We were not allowed to speak to them alone, except for brief exchanges over the counter of the Friendship Store. If we were asked our names and addresses, under no circumstances were we to give our real ones. We all prepared a false name and a nonexistent address. After every conversation, we had to write a detailed report of what had been said which was standard practice for anyone who had contact with foreigners. We were warned over and over again about the importance of observing 'discipline in foreign contacts' (she waifi-lu). Otherwise, we were told, not only would we get into serious trouble, other students would be banned from coming.

The Atonist nobility knew it was impossible to organize and control a worldwide empire from Britain. The British Isles were geographically too far West for effective management. In order to be closer to the “markets,” the Atonist corporate executives coveted Rome. Additionally, by way of their armed Templar branch and incessant murderous “Crusades,” they succeeded making inroads further east. Their double-headed eagle of control reigned over Eastern and Western hemispheres. The seats of Druidic learning once existed in the majority of lands, and so the Atonist or Christian system spread out in similar fashion. Its agents were sent from Britain and Rome to many a region and for many a dark purpose. To this very day, the nobility of Europe and the east are controlled from London and Rome. Nothing has changed when it comes to the dominion of Aton. As Alan Butler and Stephen Dafoe have proven, the Culdean monks, of whom we write, had been hired for generations as tutors to elite families throughout Europe. In their book The Knights Templar Revealed, the authors highlight the role played by Culdean adepts tutoring the super-wealthy and influential Catholic dynasties of Burgundy, Champagne and Lorraine, France. Research into the Templars and their affiliated “Salt Line” dynasties reveals that the seven great Crusades were not instigated and participated in for the reasons mentioned in most official history books. As we show here, the Templars were the military wing of British and European Atonists. It was their job to conquer lands, slaughter rivals and rebuild the so-called “Temple of Solomon” or, more correctly, Akhenaton’s New World Order. After its creation, the story of Jesus was transplanted from Britain, where it was invented, to Galilee and Judea. This was done so Christianity would not appear to be conspicuously Druidic in complexion. To conceive Christianity in Britain was one thing; to birth it there was another. The Atonists knew their warped religion was based on ancient Amenism and Druidism. They knew their Jesus, Iesus or Yeshua, was based on Druidic Iesa or Iusa, and that a good many educated people throughout the world knew it also. Their difficulty concerned how to come up with a believable king of light sufficiently appealing to the world’s many pagan nations. Their employees, such as St. Paul (Josephus Piso), were allowed to plunder the archive of the pagans. They were instructed to draw from the canon of stellar gnosis and ancient solar theologies of Egypt, Chaldea and Ireland. The archetypal elements would, like ingredients, simply be tossed about and rearranged and, most importantly, the territory of the new godman would be resituated to suit the meta plan.

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.