Organize Tomorrow Today Quotes

Can anything be more idiotic than certain people who boast of their foresight? They keep themselves officiously preoccupied in order to improve their lives; they spend their lives in organizing their lives. They direct their purposes with an eye to a distant future. But putting things off is the biggest waste of life: it snatches away each day as it comes, and denies us the present by promising the future. The greatest obstacle to living is expectancy, which hangs upon tomorrow and loses today. You are arranging what lies in Fortune’s control, and abandoning what lies in yours. What are you looking at? To what goal are you straining?

The economy, like science or art, is more like an organism growing uncertainly toward the light than a steel machine repeating exactly today and tomorrow what it did yesterday.

I had always been impressed by the fact that there are a surprising number of individuals who never use their minds if they can avoid it, and an equal number who do use their minds, but in an amazingly stupid way. I was also surprised to find many intelligent and wide-awake people who lived (as far as one could make out) as if they had never learned to use their sense organs: They did not see the things before their eyes, hear the words sounding in their ears, or notice the things they touched or tasted. Some lived without being aware of the state of their own bodies. There are others who seemed to live in a most curious condition of consciousness, as if the state they had arrived at today were final, with no possibility of change, or as if the world and the psyche were static and would remain so forever. They seemed devoid of all imagination, and they entirely and exclusively depended upon their sense-perception. Chances and possibilities did not exist in their world, and in “today” there was no real “tomorrow.” The future was just the repetition of the past.

[Don Beck] said, after hearing about the three stages of epiphany, "There's a word in the Bantu languages that [Archbishop Desmond] Tutu has used to help bring the entire country of South Africa together: ubuntu, meaning 'Today I share with you because tomorrow you share with me.'" The word can also be translated "I am because we are.

This is an ode to life. The anthem of the world. For as there are billions of different stars that make up the sky so, too, are there billions of different humans that make up the Earth. Some shine brighter but all are made of the same cosmic dust. O the joy of being in life with all these people! I speak of differences because they are there. Like the different organs that make up our bodies. Earth, itself, is one large body. Listen to how it howls when one human is in misery. When one kills another, the Earth feels the pang in its chest. When one orgasms, the Earth craves a cigarette. Look carefully, these animals are beauty spots that make the Earth’s face lovelier and more loveable. These oceans are the Earth’s limpid eyes. These trees, its hair. This is an ode to life. The anthem of the world. I will no longer speak of differences, for the similarities are larger. Look even closer. There may be distances between our limbs but there are no spaces between our hearts. We long to be one. We long to be in nature and to run wild with its wildlife. Let us celebrate life and living, for it is sacrilegious to be ungrateful. Let us play and be playful, for it is sacrilegious to be serious. Let us celebrate imperfections and make existence proud of us, for tomorrow is death, and this is an ode to life. The anthem of the world.

If today's churches, companies and organizations want to be thriving tomorrow, they have an obligation to coach and mentor the new generation of leaders.

Inequality and poverty, unhealth and no wealth are hand in hand. And if we are all born equal that should be true in all lands. We cannot divide the world between poor and rich countries. It's like saying the ones are good, the others are junkies. That can only increase more prejudice, miseries and sorrow. Turning the wheel today it will lead to a better tomorrow.

Not only individual organisms are seen today as data-processing systems, but also entire societies such as beehives, bacteria colonies, forests and human cities.

Greatness is predicated on consistently doing things others can’t or won’t do. Simply put, success is not about being brilliant. It is about being consistent.

While it is not likely that Democrats will start winning statewide elections tomorrow in Alabama, South Carolina, Kansas, Wyoming, or Utah, they will never win if they don’t plant a flag and start organizing. My own state of Vermont is a good example. Forty-five years ago, Vermont was one of the most Republican states in the country. Today, as a result of a lot of hard work by many people, it is one of the most progressive.

Futurists are skilled at listening to and interpreting the signals talking. It’s a learnable skill, and a process anyone can master. Futurists look for early patterns—pre-trends, if you will—as the scattered points on the fringe converge and begin moving toward the mainstream. They know most patterns will come to nothing, and so they watch and wait and test the patterns to find those few that will evolve into genuine trends. Each trend is a looking glass into the future, a way to see over time’s horizon. The advantage of forecasting the future in this way is obvious. Organizations that can see trends early enough to take action have first-mover influence. But they can also help to inform and shape the broader context, conversing and collaborating with those in other fields to plan ahead.

Assessment for Creating More Possibility What are all of your gifts? Are you living a life that honors all of your gifts? If yes, how did you create all this possibility for yourself? If no, how can you create more possibility today? Tomorrow? This month? This year? What are your organization’s unique gifts? Is your organization able to hold complexity?

pitfall. The root of the problem lies in the fact that people often store the same type of item in more than one place. When we tidy each place separately, we fail to see that we’re repeating the same work in many locations and become locked into a vicious circle of tidying. To avoid this, I recommend tidying by category. For example, instead of deciding that today you’ll tidy a particular room, set goals like “clothes today, books tomorrow.

Radicals have value, at least; they can move the center. On a scale of 1 to 5, 3 is moderate, 1 and 5 the hardliners. But if a good radical takes it up to 9, then 5 becomes the new center. I already saw it working in the American Muslim community. For years women were neglected in mosques, denied entrance to the main prayer halls and relegated to poorly maintained balconies and basements. It was only after a handdful of Muslim feminists raised "lunatic fringe" demands like mixed-gender prayers with men and women standing together and even women imams giving sermons and leading men in prayer that major organizations such as ISNA and CAIR began to recognize the "moderate" concerns and deal with the issue of women in mosques. I've taken part in the woman-led prayer movement, both as a writer and as a man who prays behind women, happy to be the extremist who makes moderate reform seem less threatening. Insha'Allah, what's extreme today will not be extreme tomorrow.

Do you have a piece of paper I could write on?” I jump up too fast. “Sure. Just one? Do you—of course you need something to write with. Sorry. Here.” I grab him a paper from my deskdrawer and one of my myriad pencils, and he uses the first Children of Hypnos book as a flat surface to write on. When I’m sure he’s writing something for me to read right now, I say, “I thought you only needed to do that when other people were around?” He etches one careful line after the next. He frowns, shakes his head. “Sometimes it’s . . . tough to say things. Certain things.” His voice is hardly a whisper. I sit down beside him again, but his big hand blocks my view of the words. He stops writing, leaves the paper there, and stares. Then he hands it to me and looks the other direction. Can I kiss you? “Um,” is a delightfully complex word. “Um” means “I want to say something but don’t know what it is,” and also “You have caught me off guard,” and also “Am I dreaming right now? Someone please slap me.” I say “um,” then. Wallace’s entire head-neck region is already flushed with color, but the “um” darkens it a few shades, and goddammit, he was nervous about asking me and I made it worse. What good is “um” when I should say “YES PLEASE NOW”? Except there’s no way I’m going to say “YES PLEASE NOW” because I feel like my body is one big wired time bomb of organs and if Wallace so much as brushes my hand, I’m going to jump out of my own skin and run screaming from the house. I’ll like it too much. Out of control. No good. I say, “Can I borrow that pencil?” He hands me the pencil, again without looking. Yes, but not right now. I know it sounds weird. Sorry. I don’t think it’ll go well if I know it’s coming. I will definitely freak out and punch you in the face or scream bloody murder or something like that. Surprising me with it would probably work better. I am giving you permission to surprise me with a kiss. This is a formal invitation for surprise kisses. I don’t like writing the word “kiss.” It makes my skin crawl. Sorry. It’s weird. I’m weird. Sorry. I hope that doesn’t make you regret asking. I hand the paper and pencil back. He reads it over, then writes: No regret. I can do surprises. That’s it. That’s it? Shit. Now he’s going to try to surprise me with a kiss. At some point. Later today? Tomorrow? A week from now? What if he never does it and I spend the rest of the time we hang out wondering if he will? What have I done? This was a terrible idea. I’m going to vomit. “Be right back,” I say, and run to the bathroom to curl up on the floor. Just for like five minutes. Then I go back to my room and sit down beside Wallace. As I’m moving myself into position, his hand falls over mine, and I don’t actually jump out of my skin. My control shakes for a moment, but I turn in to it, and everything smooths out. I flip my hand over. He flexes his fingers so I can fit mine in the spaces between. And we sit there, shoulder to shoulder, with our hands resting on the bed between us. It’s not so bad

I dial her mum's number, then sit down cross-legged, facing the wall. When she comes on the line, she sounds uncertain, hesitant. 'Hey! Guess where I am?' I ask, my voice loud with false cheer. 'Rami told me. The Wellesly Hospital in Worthing. What's it like?' 'For a loony-bin it's actually quite decent,' I reply. 'I don't have Sky or an en-suite, and the menu isn't exactly à la carte, but you know...' I tail off. There is a silence. 'Do you have your own room?' Jenna asks, 'Oh yeah, yeah. I have a lovely view of the sea between the bars of my window.' She doesn't laugh. 'Have you started' -there is a pause as she searches for the right word -'threatment?' 'Yeah, yeah. We had group therapy today. Tomorrow we'll probably have art therapy - maybe I'll draw you a hourse and a garden. I know, perhaps they'll teach us to make baskets! Isn't that why they call us basket cases?' 'Flynn, stop,' Jennah softly implores. 'And we'll probably have music therapy the day after. Maybe I'll get to play the tambourine. Or the triangle. I've always wanted to play the triangle!' 'Flynn-' 'No, I'm serious! I'll ask for some manuscript paper and see if I can write a composition for tambourine and triangle. Then I can post if off to you to hand in for my next composition assignment.' 'Flynn, listen-' 'Hold on, hold on! I'm making a note to myself now: Find fellow insane musician and start composing the Flynn Laukonen Sonata for Tambourine and Triangle.' 'Flynn-' 'And then, when they let me out, if they ever let me out, perhaps you could pull a few strigns and organize for me and my tambourine buddy to give a recital. I'm not sure where though -how about the subway at Marble Arch tube? Nice and central, good acoustics-' 'What are the other people like?' Jennah cuts in, an edge to her voice. I notice she doesn't use the word patients. Clever Jennah. For a moment there you almost made me forget I was locked up in a mental institution. 'Round the bend, just like me,' I reply. 'I'm in excellent company. We'll be swapping suicide tips in no time at all!' I give a harsh laugh.

The first is to bring clarity to those you work with. This is one of the foundational things leaders do every day, every minute. In order to bring clarity, you’ve got to synthesize the complex. Leaders take internal and external noise and synthesize a message from it, recognizing the true signal within a lot of noise. I don’t want to hear that someone is the smartest person in the room. I want to hear them take their intelligence and use it to develop deep shared understanding within teams and define a course of action. Second, leaders generate energy, not only on their own teams but across the company. It’s insufficient to focus exclusively on your own unit. Leaders need to inspire optimism, creativity, shared commitment, and growth through times good and bad. They create an environment where everyone can do his or her best work. And they build organizations and teams that are stronger tomorrow than today. ​Third, and finally, they find a way to deliver success, to make things happen. This means driving innovations that people love and are inspired to work on; finding balance between long-term success and short-term wins; and being boundary-less and globally minded in seeking solutions.

Once, during a concert of cathedral organ music, as I sat getting gooseflesh amid that tsunami of sound, I was struck with a thought: for a medieval peasant, this must have been the loudest human-made sound they ever experienced, awe-inspiring in now-unimaginable ways. No wonder they signed up for the religion being proffered. And now we are constantly pummeled with sounds that dwarf quaint organs. Once, hunter-gatherers might chance upon honey from a beehive and thus briefly satisfy a hardwired food craving. And now we have hundreds of carefully designed commercial foods that supply a burst of sensation unmatched by some lowly natural food. Once, we had lives that, amid considerable privation, also offered numerous subtle, hard-won pleasures. And now we have drugs that cause spasms of pleasure and dopamine release a thousandfold higher than anything stimulated in our old drug-free world. An emptiness comes from this combination of over-the-top nonnatural sources of reward and the inevitability of habituation; this is because unnaturally strong explosions of synthetic experience and sensation and pleasure evoke unnaturally strong degrees of habituation.90 This has two consequences. First, soon we barely notice the fleeting whispers of pleasure caused by leaves in autumn, or by the lingering glance of the right person, or by the promise of reward following a difficult, worthy task. And the other consequence is that we eventually habituate to even those artificial deluges of intensity. If we were designed by engineers, as we consumed more, we’d desire less. But our frequent human tragedy is that the more we consume, the hungrier we get. More and faster and stronger. What was an unexpected pleasure yesterday is what we feel entitled to today, and what won’t be enough tomorrow.

Pity those who are punished. Alas! Who are we, after all? Who am I who speak to you now? Who are you, listening to me? Where do we come from? And is it quite certain we did nothing before we were born? The earth is not without some resemblance to a gaol. Who knows whether man is not a previous offender against divine justice? Take a close look at life. It is so organized that everywhere there is a sense of punishment. Are you what is called a happy man? Well, you are sad every day. Every day has its great sorrow or petty anxiety. Yesterday you were trembling for the health of someone dear to you, today you fear for your own; tomorrow it will be financial worries, the next day some back-biter’s slander, the day after that a friend’s misfortune. Then the weather, then something broken or lost, then a pleasure that your conscience and your backbone begrudge you. Another time, what is going on in the world. Not to mention heartache. And so on and so forth. One cloud clears, another forms. Hardly one day in a hundred that is entirely joyous, entirely sunny. And you are one of that small number who are happy! As for the rest of mankind, stagnant night is upon them. Reflective minds rarely use those terms, ‘the happy’ and ‘the unhappy’. In this world, the antechamber to another, of course, no one is happy. The real human division is this: the enlightened and the benighted. To reduce the numbers of the benighted, to increase the numbers of the enlightened, that is the object. That is why we cry: Education! Science! To teach someone to read is to light a fire! Every spelled-out syllable sparkles! And he who says ‘light’ does not necessarily say ‘joy’. People suffer in the light. An excess of it burns. The flame is enemy to the wing. To burn without ceasing to fly, that is the marvel of genius. Even if you have knowledge and even if you have love, you will still suffer. Each day begins with tears. The enlightened weep, if only for the benighted.

Over the next 300 years, the Afro-Asian giant swallowed up all the other worlds. It consumed the Mesoamerican World in 1521, when the Spanish conquered the Aztec Empire. It took its first bite out of the Oceanic World at the same time, during Ferdinand Magellan’s circumnavigation of the globe, and soon after that completed its conquest. The Andean World collapsed in 1532, when Spanish conquistadors crushed the Inca Empire. The first European landed on the Australian continent in 1606, and that pristine world came to an end when British colonisation began in earnest in 1788. Fifteen years later the Britons established their first settlement in Tasmania, thus bringing the last autonomous human world into the Afro-Asian sphere of influence. It took the Afro-Asian giant several centuries to digest all that it had swallowed, but the process was irreversible. Today almost all humans share the same geopolitical system (the entire planet is divided into internationally recognised states); the same economic system (capitalist market forces shape even the remotest corners of the globe); the same legal system (human rights and international law are valid everywhere, at least theoretically); and the same scientific system (experts in Iran, Israel, Australia and Argentina have exactly the same views about the structure of atoms or the treatment of tuberculosis). The single global culture is not homogeneous. Just as a single organic body contains many different kinds of organs and cells, so our single global culture contains many different types of lifestyles and people, from New York stockbrokers to Afghan shepherds. Yet they are all closely connected and they influence one another in myriad ways. They still argue and fight, but they argue using the same concepts and fight using the same weapons. A real ‘clash of civilisations’ is like the proverbial dialogue of the deaf. Nobody can grasp what the other is saying. Today when Iran and the United States rattle swords at one another, they both speak the language of nation states, capitalist economies, international rights and nuclear physics.

Some of these bots are already arriving in 2021 in more primitive forms. Recently, when I was in quarantine at home in Beijing, all of my e-commerce packages and food were delivered by a robot in my apartment complex. The package would be placed on a sturdy, wheeled creature resembling R2-D2. It could wirelessly summon the elevator, navigate autonomously to my door, and then call my phone to announce its arrival, so I could take the package, after which it would return to reception. Fully autonomous door-to-door delivery vans are also being tested in Silicon Valley. By 2041, end-to-end delivery should be pervasive, with autonomous forklifts moving items in the warehouse, drones and autonomous vehicles delivering the boxes to the apartment complex, and the R2-D2 bot delivering the package to each home. Similarly, some restaurants now use robotic waiters to reduce human contact. These are not humanoid robots, but autonomous trays-on-wheels that deliver your order to your table. Robot servers today are both gimmicks and safety measures, but tomorrow they may be a normal part of table service for many restaurants, apart from the highest-end establishments or places that cater to tourists, where the human service is integral to the restaurant’s charm. Robots can be used in hotels (to clean and to deliver laundry, suitcases, and room service), offices (as receptionists, guards, and cleaning staff), stores (to clean floors and organize shelves), and information outlets (to answer questions and give directions at airports, hotels, and offices). In-home robots will go beyond the Roomba. Robots can wash dishes (not like a dishwasher, but as an autonomous machine in which you can pile all the greasy pots, utensils, and plates without removing leftover food, with all of them emerging cleaned, disinfected, dried, and organized). Robots can cook—not like a humanoid chef, but like an automated food processor connected to a self-cooking pot. Ingredients go in and the cooked dish comes out. All of these technology components exist now—and will be fine-tuned and integrated in the decade to come. So be patient. Wait for robotics to be perfected and for costs to go down. The commercial and subsequently personal applications will follow. By 2041, it’s not far-fetched to say that you may be living a lot more like the Jetsons!

I have an-odd ability-to read very quickly.” “Oh,” Elizabeth replied, “how lucky you are. I never heard of a talent like that.” A lazy glamorous smile swept across his face, and he squeezed her hand. “It’s not nearly as uncommon as your eyes,” he said. Elizabeth thought it must be a great deal more uncommon, but she wasn’t completely certain and she let it pass. The following day, that discovery was completely eclipsed by another one. At Ian’s insistence, she’d spread the books from Havenhurst across his desk in order to go over the quarter’s accounts, and as the morning wore on, the long columns of figures she’d been adding and multiplying began to blur together and transpose themselves in her mind-due in part, she thought with a weary smile, to the fact that her husband had kept her awake half the night making love to her. For the third time, she added the same long columns of expenditures, and for the third time, she came up with a different sum. So frustrated was she that she didn’t realize Ian had come into the room, until he leaned over her from behind and put his hands on the desk on either side of her own. “Problems?” he asked, kissing the top of her head. “Yes,” she said, glancing at the clock and realizing that the business acquaintances he was expecting would be there momentarily. As she explained her problem to him, she started shoving loose papers into the books, hurriedly trying to reassemble everything and clear his desk. “For the last forty-five minutes, I’ve been adding the same four columns, so that I could divide them by eighteen servants, multiply that by forty servants which we now have there, times four quarters. Once I know that, I can forecast the real cost of food and supplies with the increased staff. I’ve gotten three different answers to those miserable columns, and I haven’t even tried the rest of the calculations. Tomorrow I’ll have to start all over again,” she finished irritably, “and it takes forever just to get all this laid out and organized.” She reached out to close the book and shove her calculations into it, but Ian stopped her. “Which columns are they?” he asked calmly, his surprised gaze studying the genuine ire on her face. “Those long ones down the left-hand side. It doesn’t matter, I’ll fight it out tomorrow,” she said. She shoved the chair back, dropped two sheets of paper, and bent over to pick them up. They’d slid beneath the kneehole of the desk, and in growing disgust Elizabeth crawled underneath to get them. Above her, Ian said, “$364.” “Pardon?” she asked when she reemerged, clutching the errant sheets of paper. He was writing it down on a scrap of paper. “$364.” “Do not make light of my wanting to know the figures,” she warned him with an exasperated smile. “Besides,” she continued, leaning up and pressing an apologetic kiss on his cheek, loving the tangy scent of his cologne, “I usually enjoy the bookwork. I’m simply a little short of sleep today, because,” she whispered, “my husband kept me awake half the night.” “Elizabeth,” he began hesitantly, “there’s something I-“ Then he shook his head and changed his mind, and since Shipley was already standing in the doorway to announce the arrival of his business acquaintances, Elizabeth thought no more of it. Until the next morning.

Before going to bed, they take a few minutes to read over the mathematical or literary work they did during the day—especially if they’ve reached a plateau or feel stuck. The mind then works all night to close the loop, and they wake up in the morning with “inspiration.” It seems magical, but it isn’t so much magical as it is the result of effective priming of the mental pump. The OTT principle and prioritization with a list

Brave Tomorrow was “a story of love and courage,” the challenge of the day being the raising of two daughters in wartime by Louise and Hal Lambert. Jean came of age and married: her husband Brad, waiting to get into the war, was shipped from one small-town Army post to another, places like Dustville, Tex. In one sequence, sister Marty ran away to Texas to join Jean and Brad, and Louise came flying, walking, and hitchhiking in pursuit. Louise and Hal differed in philosophy: she was the disciplinarian; he wanted to let the children “turn life’s sharp corners alone.” Words of wisdom were read over a soaring organ theme: Love requires courage … out of the challenge of today, we build our brave tomorrow! This was considered profound enough for readings before and after the melodrama.

You have to spend more of today thinking more about tomorrow if your future is going to be an improvement over the present. And throughout the process of reflecting on your past, attending to the present, and prospecting for the future, you also need to keep in touch with what moves you, what you care about, where your passion is.

When you investigate a crime in real time, on air, you have this problem of reverb. The reporting you do today will influence the interviews and responses you get tomorrow, because your subject will have heard your episode, and will know your doubts, and suspicions, and theories, and thoughts. They will know what others have told you. And it will influence what they in turn tell you. That’s fine for fiction, but it’s a serious problem from a journalistic standpoint, the telling of a story influencing the story as it’s unfolding. It’s bait and switch. It’s unfair to the listener. You have your footprints and fingerprints all over the story in a very postmodern way. The risk with that—the reason news organizations don’t do it—is that you’ll find inconsistencies. You’ll find people lied to you. You’ll find you overlooked a piece of information, and you may have to reassess or revamp your story. I’m not saying it’s unethical per se, just that there are these potential pitfalls.—Mark Pattinson, journalism professor, on the ethics of true crime podcasting

Organizing has its place. But it’s not the same as minimizing. Think about it. Organizing our stuff (without removing the excess) is only a temporary solution. We have to repeat it over and over. As my fellow minimalist Courtney Carver puts it, “If organizing your stuff worked, wouldn’t you be done by now?” At its heart, organizing is simply rearranging. And though we may find storage solutions today, we will be forced to find new ones as early as tomorrow.

But we believe—and strongly recommend—that you reemphasize the personal element of your “3 Most Important / 1 Must” and make those connections directly, either face to face or over the phone. There’s often a direct correlation between in-person communication and your level of success.

Powerful salespeople require a marketplace where they can leverage today’s efforts into tomorrow’s income.

Why It’s Good to Take in the Good Given the negativity bias of the brain, it takes an active effort to internalize positive experiences and heal negative ones. When you tilt toward what’s positive, you’re actually righting a neurological imbalance. And you’re giving yourself today the caring and encouragement you should have received as a child, but perhaps didn’t get in full measure. Focusing on what is wholesome and then taking it in naturally increases the positive emotions flowing through your mind each day. Emotions have global effects since they organize the brain as a whole. Consequently, positive feelings have far-reaching benefits, including a stronger immune system (Frederickson 2000) and a cardiovascular system that is less reactive to stress (Frederickson and Levenson 1998). They lift your mood; increase optimism, resilience, and resourcefulness; and help counteract the effects of painful experiences, including trauma (Frederickson 2001; Frederickson et al. 2000). It’s a positive cycle: good feelings today increase the likelihood of good feelings tomorrow.

His biggest hit so far is making the first investment in Pinterest, the popular social network used to share photos, organized as collections of pictures on a pin board. Launched in March 2010, it has become one of the most visited sites, with 23 million users in 2012 and a valuation of over $1.5 billion. Pinterest was founded in Palo Alto, Silicon Valley, by three youngsters under 30. “I helped them start and guided them as a mentor to become what they are,” says Cohen. “With this single investment I’m done. As soon as I get my liquidity event I will party like there’s no tomorrow.” All the angels dream of “the big hit,” says Cohen, who has written a book on the subject.[24] They are the ones providing 90% of startup capital, by writing checks out of their own pocket. But they don't do it just thinking of financial returns. “I think we do it because it’s fun. There’s no question that everyone thinks he or she is smarter than everyone else,” the Chairman of the New York Angels says half-jokingly. “In reality no one makes money, although some are luckier and hit the jackpot. Then there is the fashion factor. Everyone today wants to be an angel because it is cool. In other words, we are the prima donnas; we have a big ego. But there is also the idea of doing good, to have the satisfaction of helping start new emerging companies.” The pleasure of giving back: an important part of Jewish culture, and of American culture in general.

God is quite able to send you a million people today, but tomorrow they will all leave you again, if you haven’t got a system of administration, structure, management, order and organization in your church.

Temptation Bundling One approach to fighting wayward urges involves “temptation bundling,” in which subjects couple a “want” activity with a “should.” In one experiment, Milkman divided participants into three groups. The full group was allowed to listen to audio novels of their choice only at the gym; after their workouts, the novels were locked away. The intermediate group was allowed to keep the audio novels but was encouraged to listen only at the gym. The third, unrestricted group was not limited in any way and could listen to novels whenever they chose. At the start of a nine-week intervention, the full group visited the gym 51 percent more often than the unrestricted group. The intermediates visited the gym 29 percent more than the unrestricteds. Meaning: pairing a “want” activity (listening to a juicy audiobook) with a “should” one (going to the gym) was a strong incentive to exercise. The method was so valuable that when the experiment was done, 61 percent of the participants opted to pay the gym to restrict access to their audiobooks. The effect fades over several months, though, so people have to switch the “want” activity to stay engaged. Even so, these results open up multitudes of possibilities. If we pair an unappealing chore with something we like to do, we increase the odds that we’ll perform the challenging task. For example, you could buy yourself an item of clothing every week you lose some weight. This will force you to assess your body and give you a reward for being disciplined. This is temptation bundling, but it’s also giving yourself a break from a constant stream of “should” activities. It recharges your brain and makes you stronger for the next time a little self-control is required (see below, “Don’t Overdo It”). Another method of improving self-control is the use of precommitment devices, which allow you to lock in good behavior tomorrow based on your good intentions today. An example of this is a website called stickK.com that helps people create commitment contracts. On the site you create a contract with yourself in which you set a goal—for example, losing ten pounds by a specified date. You deposit money into an account and then you select a trainer or coach to referee and confirm whether or not you achieved your goal. If you don’t hit your target, you lose that money. The process ensures that once tomorrow becomes today, you’ll feel a strong pinch if you break the contract. For example, you can commit to giving $500 to charity if you don’t achieve your goal by the specified date. Or choose an anticharity, meaning if you fail you must give money to an organization you don’t want to help, such as the opposing political party, which is an extra incentive not to fail. Using precommitment devices is a way of forcing your future self to do what your present self thinks it should.

The value of an individual is measured based on productivity, creativity, and contribution to the organization today and tomorrow.

Acquiring new skills and adapting to complex, uncertain environments isn’t easy, though. It requires persistent attention and near-constant effort to maintain a trajectory of growth. As such, it’s easy to grow tired or lose your drive. However, when you stop growing, you start dying. In much the same way that an organization needs to be persistently innovative in order to maintain market share, individuals must make a personal commitment to lifelong personal innovation through skill development, risk-taking, and experimentation in order to avoid stagnation. The seeds of tomorrow’s brilliance are planted in the soil of today’s activity.

Respect: If your son is raised connecting the word respect with the following statements: “I respect the choice you are making to wear your sandals; I will be wearing my rain boots.” “I can see how upset you are, and I love you and respect you too much to fight with you, so I am going to go outside until I cool down and then we can talk about what happened.” “I know you like having the same lunch every day, so I bought you everything you need to make the lunch that you like.” “I can see that the way you organize your clothes really works for you.” “I can feel myself getting angry, so I am going to go cool down and think about how I feel about the situation and then maybe we can find a solution that works for all of us.” “I respect your choice not to work on your science project and I hope you can respect my choice not to get involved in the decision your teacher makes.” “I know your uncle can be very judgmental and in spite of that, you showed respect for his point of view and for the rest of the family by not arguing with him over dinner.” … it is reasonable that you will raise a son who has a healthy concept of what respect looks like, sounds like, and feels like in a relationship with others. Message: Respect is a two-way street and we both participate. Cooperation: If your daughter is raised hearing: “How about you carry the jacket to the car just in case the weather changes? If you decide not to wear it, that’s fine, but at least you will have it with you.” “Would you be willing to help me out at the store and be in charge of crossing things off my list and then paying the cashier while I bag the groceries?” “I am not going to have time tonight to help you with your project, but if you are willing to get up an hour early tomorrow morning I could help you then.” “I promised your brother I would make him a cake and I am wondering if you would like me to teach you so we can make our cakes together from now on.” “I am willing to watch thirty minutes of your show, even though you know it’s not my favorite, before I go to the other room to read.” “We have a lot of camping gear to set up, how do we want to divide up the jobs?” … it is reasonable that you will raise a daughter who has a healthy concept of what cooperation looks like, sounds like, and feels like in a relationship with others. Message: Cooperation is a willingness to work together. Responsibility: If your children are raised hearing: “I trust you can find another pair of mittens to wear today at school.” “Only you can decide how much lunch you will eat.” “I don’t know where you put your soccer shoes. I put mine in the hall closet.” “I’m sorry, but I won’t bring the homework that you left on the counter.” “You told the coach that you would put in the extra time outside of practice; you’ll have to explain to him why that didn’t happen.” “Do you have a plan for replacing the broken window?” “I understand that you are frustrated. I am following through with our agreement.” … it is reasonable that you will raise children who have a healthy concept of what responsibility looks like, sounds like, and feels like in a relationship with others. Message: Responsibility is being able to respond effectively to the situation at hand.

when you’re running around doing your best while everything seems to be falling apart around you, go put your feet up and remind yourself that tomorrow is a new day. Tomorrow you can get back to your routines and maybe do an extra cleaning frenzy to make up for everything that fell apart today. Today your house is clean enough.

As Jimmy Boggs used to remind us, revolutions are made out of love for people and for place. He often talked about loving America enough to change it. “I love this country,” he used to say, “not only because my ancestors’ blood is in the soil but because of what I believe it can become.” Shea Howell, Oakland University rhetoric professor and former director of Detroit Summer, has helped hundreds of students and community organizers appreciate what Jimmy meant: Love isn’t just something you feel. It’s something you do every day when you go out and pick up the papers and bottles scattered the night before on the corner, when you stop and talk to a neighbor, when you argue passionately for what you believe with whoever will listen, when you call a friend to see how they’re doing, when you write a letter to the newspaper, when you give a speech and give ’em hell, when you never stop believing that we can all be more than we are. In other words, Love isn’t about what we did yesterday; it’s about what we do today and tomorrow and the day after. Taking King seriously also requires a paradigm shift in how we address the three main questions of philosophy: What does it mean to be a human being? How do we know? How shall we live? It means rejecting scientific rationalism (based on the Cartesian body-mind dichotomy), which recognizes as real only that which can be measured and therefore excludes the knowledge that comes from the heart or from relationships between people. It means that we must be willing to see with our hearts and not only with our eyes. King was assassinated before he could begin to develop strategies and praxis to implement this revolutionary/evolutionary perspective for our young people, our cities, and our country. After his death many of his closest associates were too overwhelmed or too busy taking advantage of the new opportunities for advancement within the system to keep his vision and his practice alive. We will never know how King would have developed had he lived to see the twenty-first century. What we do know is that in the forty years since his assassination, our communities have been turned into wastelands by the Hi-Tech juggernaut and the export of, first, factory and, now, computer jobs overseas so that global corporations can make more of a profit with cheaper labor. We have witnessed and shared the suffering of countless numbers of young people in our inner cities,

Those are the doubting reactions of impetuous youth. Today, you learn something. Tomorrow you think you can already be letter perfect in technique. But the ‘system’ is not a hand me down suit that you can put on and walk off in, or a cookbook where all you need to do is find the page and there is your recipe. No, it is a whole way of life, you have to grow up in it, educate yourself in it for years. You cannot cram it into yourselves, you can assimilate it, take it into your blood and flesh, until it becomes second nature, becomes so organic as part of your being that you are trans-formed by it for all time. It is a system that must be studied in parts and then merged into a whole so that it can be understood in all its fundamentals. When you can spread it all out before you like a fan you will have attained a true grasp of it. You cannot hope to do this all at once.

When I talk about kindness in business, a few people scoff. They say, “Steve Jobs and the leaders at Apple created a pressure-cooker environment but it produced category-defining products that people love and obsess over.” That is the point — the results are not worth the cost, because there is an alternative. The goal of TRM is to create a kind, sustainable, and fulfilling experience for everyone. Caring and a sense of purpose evoke better performance than pressure and fear. The idea that only obsessive egomaniacs can produce breakthroughs is nonsense. People are the most important resource for any business, and people — whether they are employees, vendors, or customers — respond best to kindness, respect, humility, and empathy. You never know what other people are going through in their lives. Many of us are under great stress, especially when business cycles shift and economic pressures build. Others are struggling in relationships. When everyone feels valued and heard, they are more likely to show up fully and bring their best each day. Kindness is the alternative to the unnecessary “business is war” analogies that are not only tiresome but borderline offensive. It is the opposite of the “outcome justified the means” mentality that drives many entrepreneurs to consider sacrificing everything (including their morals) to build $100 million businesses in seven years. It’s success without the collateral damage. This aspect of TRM creates a healthy framework for daily interactions and long-term goals and helps people avoid burnout even when they put in heavy hours over long periods of time. We are all naturally optimistic, motivated to be better tomorrow than we are today. A kind organization understands that and leverages it. Your goal is to build a product that lasts, but to do that, you must also build an organization, a work environment, and a fabric of relationships that last too. People will remain engaged and focused on achievements when they are doing something meaningful that they care about in an organization that lets them live the way they want to live. “Caring and a sense of purpose evoke better performance than pressure and fear. The idea that only egomaniacs can produce breakthroughs is nonsense.

The reason why many organizations and individuals fail, they plan for tomorrow's opportynities utilizing today's present challenges". - Dr Lloyd Magangeni

I had felt compelled to write this letter because we had emerged from the Great Recession of 2008 in great shape, outpacing our peers and also Honeywell’s historical performance during recessions. While the experience was still fresh, I wanted to capture my reflections on how we had done it, in the hopes that my successors would have an easier time dealing with similar situations in the future and wouldn’t have to waste time learning what we’d learned. If you haven’t written such postmortem analyses (or white papers, as we called them) for your organization, I strongly suggest it. As we saw in chapter 1, intellectual rigor is vital for organizations seeking to perform well today and tomorrow, and leaders are uniquely positioned to establish and maintain that rigor.

Second, leaders generate energy, not only on their own teams but across the company. It’s insufficient to focus exclusively on your own unit. Leaders need to inspire optimism, creativity, shared commitment, and growth through times good and bad. They create an environment where everyone can do his or her best work. And they build organizations and teams that are stronger tomorrow than today.

Factory, forge and mine can be as healthy and magnificent as the finest laboratories in modern universities, and the better the organization the more will man’s labour produce. If it can be so, can we doubt that work will become a pleasure and a relaxation in a society of equals, in which ‘hands’ will not be compelled to sell themselves to toil, and to accept work under any conditions? Repugnant tasks will disappear, because it is evident that these unhealthy conditions are harmful to society as a whole. Slaves can submit to them, but free men will create new conditions, and their work will be pleasant and infinitely more productive. The exceptions of today will be the rule of tomorrow.

The practice of relaying decisions up and down the chain of command is premised on the assumption that the organization has the time to do so, or, more accurately, that the cost of the delay is less than the cost of the errors produced by removing a supervisor. In 2004 this assumption no longer held. The risks of acting too slowly were higher than the risks of letting competent people make judgment calls. We concluded that we would be better served by accepting the 70 percent solution today, rather than satisfying protocol and getting the 90 percent solution tomorrow (in the military you learn that you will never have time for the 100 percent solution).

remember that as you plan you must answer the question: What do I have to do today to solve—or better, avoid—tomorrow’s problem? Thus, the true output of the planning process is the set of tasks it causes to be implemented. The output of Intel’s annual plan, for instance, is the actions taken and changes prompted as a result of the thinking process that took place throughout the organization. I, for one, hardly ever look at the bound volume finally called the Annual Plan. In other words, the output of the planning process is the decisions made and the actions taken as a result of the process.

how are we to explain that science became such a 'risky' activity that, according to some top scientists, it poses today the principal threat to the survival of humanity? Some philosophers reply to this question by saying that Descartes's dream - 'to become master and possessor of nature' - has turned wrong, and that we should urgently return to the 'mastery of mastery'. They have understood nothing. They don't see that the technology profiling itself at our horizon through 'convergence' of all disciplines aims precisely at nonmastery. The engineer of tomorrow will not be a sorcerer's apprentice because of his negligence or ignorance, but by choice. He will 'give' himself complex structures or organizations and he will try to learn what they are capable of by way of exploring their functional properties - an ascending, bottom-up approach. He will be an explorer and experimenter at least as much as an executor. The measure of his success will be more the extent to which his own creation will surprise him than the conformity of his realization to the list of preestablished tasks.

Long ago, in the infancy of civilization, man learned that there were drugs in Nature, cell products of the growth or transformation of "our brother organisms, the plants," by whose agency pain was turned to pleasure. By the aid of these outside influences he could clear "today of past regrets and future fears," and strike out from the sad "calendar unborn tomorrow and dead yesterday.

Tidying up by location is a fatal mistake. I’m ashamed to admit that it took me three years to see this. Many people are surprised to hear that such a seemingly viable approach is actually a common pitfall. The root of the problem lies in the fact that people often store the same type of item in more than one place. When we tidy each place separately, we fail to see that we’re repeating the same work in many locations and become locked into a vicious circle of tidying. To avoid this, I recommend tidying by category. For example, instead of deciding that today you’ll tidy a particular room, set goals like “clothes today, books tomorrow.” One reason so many of us never succeed at tidying is because we have too much stuff. This excess is caused by our ignorance of how much we actually own. When we disperse storage of a particular item throughout the house and tidy one place at a time, we can never grasp the overall volume and therefore can never finish. To escape this negative spiral, tidy by category, not by place.

The future-fallacy trap happens in every organization, and quite often within those that are pushing the boundaries of innovation. When a decision is made to act on an important trend, details must be considered before putting a trend into action.

The main problem, when an organization wants to map the future of x, is that it too often defines x far too narrowly, using the old market research paradigm.

If we are indeed standing on the precipice of a modern-day Cambrian explosion, within the next one hundred years much of human life could look radically different from today’s world. All of this technological progress—all of these questions, and all of the trends described throughout this book—will cause great disruption and opportunity within organizations. But what does that imply for our future as human beings, living together on planet Earth?

set goals like “clothes today, books tomorrow.

The most important thing is to understand that you are not a manager of strategy, or a functional specialist. Others can fill those roles. You are, first and foremost, a leader. Your goal is to build something that is not already there. To do so, you must confront the four basic questions you have already explored: What does my organization bring to the world? Does that difference matter? Is something about it scarce and difficult to imitate? Are we doing today what we need to do in order to matter tomorrow?

Filling our home with yesterday’s stuff means there is no room left for today and tomorrow.

organization and its ability to forecast the future. Within every organization are people whose dominant characteristic is either creativity or logic. If you’ve been on a team that includes both groups and didn’t have a great facilitator during your meetings, you probably clashed.

Because trends and time zones are a different way of seeing and interpreting our current reality, they provide a useful framework for organizing our thinking, especially when we’re hunting for the unknown and trying to find answers to questions we do not yet even know how to ask.

Technology does not evolve on its own, in a vacuum. Even the most forward-thinking innovators are still grounded in reality, tethered to other areas of society. Trends are subjected to and shaped by external forces. Just as it’s useful to organize our thinking along a chronological path through time zones, it’s important to categorize the various dimensions of our everyday life, with technology as the primary interconnector:

The main problem, when an organization wants to map the future of x, is that it too often defines x far too narrowly, using the old market research paradigm. To identify emerging trends, you must gather information and observations from the fringe. But you must also broaden your definition of x.

Drones were a fringe technology barreling toward the mainstream, and a lack of planning and foresight pitted dozens of organizations against each other.

The gravitational pull toward what’s new, what’s now, and what’s next has left us in a constant state of fight-or-flight. Paradoxically, we both worry about and look forward to the latest gadgets and tools. Overwhelmed with the sheer amount of new shiny objects, we don’t take the necessary step back to connect all the dots and to ask: How does one technology influence the other? What’s really going on? Are we missing a bigger and more important trend? What trajectory are we on, and does it make sense? These are questions futurists think about all the time. But when it comes to organizations, it’s only after a fringe technology moves into the mainstream that we suddenly raise concerns, attempt to join in, or realize it’s too late—and that an industry has been upended.

The duality dilemma was responsible for a lack of forward-thinking at BlackBerry, which never had an executable plan to remake the phone’s form factor and operating system. Right-brained staff wanted to make serious changes to the phone, while left-brained staff were fixated on risk and maintaining BlackBerry’s customer base. The future of the company hinged on its ability to bring both forces together to forecast trends and plan for the future. Overcoming the duality dilemma is possible, and it’s a matter of highlighting—rather than discouraging or downplaying—the strengths of both sides. The Hasso Plattner Institute of Design at Stanford University (also known as “the d.school”) teaches a practice that addresses the duality dilemma and illuminates how an organization can harness both strengths in equal measure, alternately broadening (“ flaring”) or narrowing (“ focusing”) its thinking. 2

External events (E)—Adjacent developments and circumstances that will impact the trend’s future, even if technology leaps forward. Often, these events are completely outside an organization’s control.

Here’s how to use these complementary ways of thinking: Flare at the fringe: Keep an open mind as you cast a wide enough net and gather information without judgment. You’re brainstorming, making a fringe map, forcing yourself to think outside the box and consider radically different points of view. Focus to spot patterns: CIPHER helps narrow what you’ve learned and uncovered. Look for contradictions, inflections, practices, hacks, extremes, and rarities. Flare to ask the right questions: In order to get beyond your own belief bias, force yourself to disagree with all of your assertions. Brainstorm to create counterarguments and to poke holes in everything you think you know to be true. Focus to calculate timing: Where is the trend along its trajectory? What is your ETA equation? What are the internal tech developments and the external events worth paying attention to? Flare to create scenarios and strategies: What are the probable, plausible, and possible futures, given what you know to be true today of the trend? What outcomes are likely? What necessary strategies and ways of thinking will govern how your organization will respond to the trend? Focus to pressure-test your action: What outcomes will result in response to the action you take? Is your strategy extensible, and will it continue to address the trend as it evolves? In this final step, you are working to ensure that your desired future is achievable.

When it comes to emerging technology, most of the internal waypoints—all the little software, systems, and platform waypoints—are invisible to us. That’s because most of us want to see radical change before we’ll accept that it’s taking place.1 The heads of corporations, organizations, and governments too often remain skeptical about technology until they’ve had direct experience with it.

Internal tech developments (I)—Technological advances specific to or directly impacted by a trend. These advances often happen within the organization, or as a result of a partnership between the organization and outside researchers.

Trends help us to understand change, which is an essential part of every organization’s mandate—or, at least, of any organization hoping to survive more than a decade or two.

Technology has made it difficult to distinguish between a trend and something that is simply trendy, and that is because much of it is complicated and confusing. Or it is invisible. It’s easy to fixate on what’s trendy—the latest app, the newest gadget, the hottest social network—but more difficult to track how technology is shaping our organizations, government, education, economy, and culture

Focusing on what is wholesome and then taking it in naturally increases the positive emotions flowing through your mind each day. Emotions have global effects since they organize the brain as a whole. Consequently, positive feelings have far-reaching benefits, including a stronger immune system (Frederickson 2000) and a cardiovascular system that is less reactive to stress (Frederickson and Levenson 1998). They lift your mood; increase optimism, resilience, and resourcefulness; and help counteract the effects of painful experiences, including trauma (Frederickson 2001; Frederickson et al. 2000). It’s a positive cycle: good feelings today increase the likelihood of good feelings tomorrow.

Forecasting the future is a matter of listening to, recognizing, and acting on signals. Every step isn’t entirely about logic and data—the process also requires active dreaming and creativity. Rather than prophesying, seeing trends is a matter of looking for emerging changes at the fringe, within organizations, and in our societies. It cannot be relegated to inventive visionaries, nor can it be mapped entirely by left-brain thinkers. Great trends forecasting unites opposing forces, harnessing both wild imagination and pragmatism.

Listening to the signals talking isn’t enough—we need to understand what they’re actually saying. We must identify the likely impact and determine what the trend could mean to our businesses, our communities, and our individual daily lives. The “if this, then that” formula creates that necessary narrative to help our brains recognize what would otherwise be disparate data points and place them into cohesive scenarios for our probable, plausible, and probable futures. Scoring those scenarios by our degree of certainty and the level of importance to an organization, industry, or society informs how and when action should be taken.

It was once believed that bringing on a good engineer would solve all engineering problems. Today it is obvious that is not the case! It is important to understand how involved and influenced the engineer is feeling, because tomorrow morning he might resign. There is nothing to stop anyone; neither pressure from family nor social pressures that once were a dominant influence for staying in an ‘organized’ workplace.