Organizing Motivation Quotes

Suicide is a form of murder - premeditated murder. It isn't something you do the first time you think of doing it. It takes getting used to. And you need the means, the opportunity, the motive. A successful suicide demands good organization and a cool head, both of which are usually incompatible with the suicidal state of mind.

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

Our conscious motivations, ideas, and beliefs are a blend of false information, biases, irrational passions, rationalizations, prejudices, in which morsels of truth swim around and give the reassurance, albeit false, that the whole mixture is real and true. The thinking processes attempt to organize this whole cesspool of illusions according to the laws of plausibility. This level of consciousness is supposed to reflect reality; it is the map we use for organizing our life.

Suicide is a form of murder— premeditated murder. It isn’t something you do the first time you think of doing it. It takes some getting used to. And you need the means, the opportunity, the motive. A successful suicide demands good organization and a cool head, both of which are usually incompatible with the suicidal state of mind. It’s important to cultivate detachment. One way to do this is to practice imagining yourself dead, or in the process of dying. If there’s a window, you must imagine your body falling out the window. If there’s a knife, you must imagine the knife piercing your skin. If there’s a train coming, you must imagine your torso flattened under its wheels. These exercises are necessary to achieving the proper distance. The debate was wearing me out. Once you've posed that question, it won't go away. I think many people kill themselves simply to stop the debate about whether they will or they won't. Anything I thought or did was immediately drawn into the debate. Made a stupid remark—why not kill myself? Missed the bus—better put an end to it all. Even the good got in there. I liked that movie—maybe I shouldn’t kill myself. In reality, it was only part of myself I wanted to kill: the part that wanted to kill herself, that dragged me into the suicide debate and made every window, kitchen implement, and subway station a rehearsal for tragedy.

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.

plan, organize, integrate, motivate, and measure.

Little things make the big things happen

Don't worry. You'll find your message in your mess.

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

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

...[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.

The fact that people in countries with cold weather tend to be harder working, richer, less relaxed, less amicable, less tolerant of idleness, more (over) organized and more harried than those in hotter climates should make us wonder whether wealth is mere indemnification, and motivation is just overcompensation for not having a real life.

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.

We have never been outnumbered, we have only been out organized.

people who read literary fiction (as opposed to popular fiction or nonfiction) were better able to detect another person’s emotions, and the theory proposed was that literary fiction engages the reader in a process of decoding the characters’ thoughts and motives in a way that popular fiction and nonfiction, being less complex, do not.

While good strategy content is based on a compelling value proposition for buyers with a robust profit proposition for the organization, sustainable strategy execution is based largely on a motivating-people proposition.

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.

Politics doesn’t mean playing deceitful and trickery games against the people, it means playing resourceful and organized games for the people.

If you are not able to see your goals, they will take longer to achieve, and sometimes “longer” is "never.

When you were making excuses someone else was making enterprise.

Suicide is a form of murder—premeditated murder. It isn’t something you do the first time you think of doing it. It takes getting used to. And you need the means, the opportunity, the motive. A successful suicide demands good organization and a cool head, both of which are usually incompatible with the suicidal state of mind.

Assembling a coherent portrait of Muhammad’s life required piecing together scattered fragments and structuring them in an organized manner. What emerged from the reconstruction was the realization that Muhammad had endured terrible setbacks and traumatic suffering, only to turn his brokenness into an asset, unlocking latent abilities to improve the world around him. Moved by his own experience in overcoming challenges, Muhammad dedicated himself to inspiring others to see their imperfections as the very source of their potential. Despite all the pain, Muhammad refused to see himself as a victim. His nickname al- Badr Laylat At-Tamam (the fullest moon) referred to illumination of the darkness by his bright shining face.

Life is a series of choices and all we can do is make them.

Let your projects be independent organisms. They will develop their own beautiful architecture.

The choice, as he saw it, was this: You give up or you work for change. “What’s better for us?” Barack called to the people gathered in the room. “Do we settle for the world as it is, or do we work for the world as it should be?” It was a phrase borrowed from a book he’d read when he first started out as an organizer, and it would stay with me for years. It was as close as I’d come to understanding what motivated Barack. The world as it should be.

Here’s a quick overview of what happens when groups of passionate believers start to define themselves in opposition to others: A simple message seems obvious to a large population, and those people can’t understand what the opposition could possibly be thinking. They never or almost never engage with someone who holds those different beliefs, and if they do, it’s in the context of the discussion, not in the context of, like, also being a human. The vast majority of those people nod appreciatively and then change the channel and watch NCIS and eat the tacos that they made. It’s their own recipe. They’ve developed it over years, and they like it better than any taco you could get at even a super fancy restaurant. They go to bed at 10: 30 and worry a bit about whether their son is adjusting well to college. A very small percentage get really riled up. They’re angry, but they’re mostly worried or even scared and want to cause some kind of action. They call their representatives and do a little organizing. They’re usually motivated not just by agreement in the message but by a hatred of the people trying to fight the message. A tiny percentage of that percentage just go way the fuck overboard. They get so frightened and angry that they need to make something happen. How? Well, that’s simple, right? You eliminate the people who are actively trying to destroy the world. If we’re all really unlucky, and if there are enough of them, those people find each other and they confirm and exacerbate their own extremism.

Goals may cause systematic problems for organizations due to narrowed focus, unethical behavior, increased risk taking, decreased cooperation, and decreased intrinsic motivation. Use care when applying goals in your organization.

[R]elying on nonfinancial motivations may actually make systems more tolerant of variable participation.

Leadership is influencing people—by providing purpose, direction, and motivation—while operating to accomplish the mission and improving the organization.

Great bosses and world-class organizations hire motivated people, set high expectations, and give their people room to become remarkable.

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.

There is no addiction centre in the brain, no circuits designated strictly for addictive purposes. The brain systems involved in addiction are among the key organizers and motivators of human emotional life and behaviour; hence, addiction’s powerful hold on human beings.

The public was like one of those huge Pacific jellyfish; one enormous, pulsating mass of indifference, drifting wherever the current carried it; an organism without a motive, ambition or original sin to call its own, but which somehow believed, in whatever passed for its brain, that it chose its own leaders and had a say in its own destiny.

Motivation 1.0 presumed that humans were biological creatures, struggling to obtain our basic needs for food, security and sex. Motivation 2.0 presumed that humans also responded to rewards and punishments. That worked fine for routine tasks but incompatible with how we organize what we do, how we think about what we do, and how we do what we do. We need an upgrade. Motivation 3.0, the upgrade we now need, presumes that humans also have a drive to learn, to create, and to better the world.

Our bodies are of such complexity of structure, the motions we perform are so numerous and involved, and the external impressions on our sense organs to such a degree delicate and elusive that it is hard for the average person to grasp this fact.

organizations need to shift their emphasis from getting more out of people to investing more in them, so they are motivated—and able—to bring more of themselves to work every day.

a “grouplet”—a small, self-organized team that has almost no budget and even less authority, but that tries to change something within the company.

The ACA wisdom is this: “There is nothing like hitting bottom to motivate someone into action that produces lasting change.

People are an organization's most valuable asset and the key to its success. - Dave Bookbinder

Everybody has a natural gift. When you tap into whatever your gift is that will allow you to connect organically with others and will lead to more positive outcomes in your life.

Never forget you are the successful product of a harsh universe; the simple fact that you exist, whence trillions of other organisms do not, is a mathematical miracle.

Life Is Like a Big Kitchen — You Create, Plan, Organize, Execute, Achieve and Sometimes You Fail…

If you don't like what you got, why don't you change it? If your world is all screwed up, rearrange it!

A common strand appeared to unite these conflicts, and that was the advancement of a small coterie’s concept of American interests in the guise of the fight against terrorism, which was defined to refer only to the organized and politically motivated killing of civilians by killers not wearing the uniforms of soldiers. I recognized that if this was to be the single most important priority of our species, then the lives of those of us who lived in lands in which such killers also lived had no meaning except as collateral damage. This, I reasoned, was why America felt justified in bringing so many deaths to Afghanistan and Iraq, and why America felt justified in risking so many more deaths by tacitly using India to pressure Pakistan.

Applying a Holistic Wealth lens to our decision-making going forward is critical. Ideally, every organization should have trained Holistic Wealth Consultants (by the Institute on Holistic Wealth), embedded into teams and employee resource groups. Holistic Wealth Coaching is critical.

Personal meaning is the way we connect to a wider team purpose. If our values and beliefs are aligned with the values and beliefs of the organization, then we will work harder towards its success. If not, our individual motivation and purpose will suffer, and so will the organization.

Don’t believe tree-huggers who claim that our ancestors lived in harmony with nature. Long before the Industrial Revolution, Homo sapiens held the record among all organisms for driving the most plant and animal species to their extinctions. We have the dubious distinction of being the deadliest species in the annals of biology. Perhaps if more people were aware of the First Wave and Second Wave extinctions, they’d be less nonchalant about the Third Wave they are part of. If we knew how many species we’ve already eradicated, we might be more motivated to protect those that still survive

Among peoples who possess a highly developed pugnacious instinct we find the greatest progress in the arts, sciences, social and political organization, commerce and industry. The instinct takes the milder form of rivalry which is the motive force of the great portion of the serious labors of mankind.

Every organization would benefit from having Holistic Wealth Project Groups comprised of groups of employees in each region who are energized and motivated to help each other achieve Holistic Wealth both at work and in their personal lives, and therefore drive organizational purpose, resilience, innovation, wellness, and success.

One of his motivating passions was to build a lasting company. At age twelve, when he got a summer job at Hewlett-Packard, he learned that a properly run company could spawn innovation far more than any single creative individual. " I discovered that the best innovation is sometimes the company, the way you organize a company," he recalled." The whole notion of how you build a company is fascinating. When i got the chance to come back to Apple, I realized that I would be useless without the company, and that's why I decided to stay and rebuild it.

Leadership is all about people. It is not about organizations. It is not about plans. It is not about strategies. It is all about people--motivating people to get the job done. You have to be people centered. Colin Powell

There’s not a single photo in his home, but countless books. Every kind of motivational or self-help book you could imagine lines the shelves and they’re organized by…Are you kidding me? Alphabetical order of the author’s last name. This guy is a monster who probably runs marathons for fun and passes out nutrition bars on Halloween.

Similar ecological disasters occurred on almost every one of the thousands of islands that pepper the Atlantic Ocean, Indian Ocean, Arctic Ocean and Mediterranean Sea. Archaeologists have discovered on even the tiniest islands evidence of the existence of birds, insects and snails that lived there for countless generations, only to vanish when the first human farmers arrived. None but a few extremely remote islands escaped man’s notice until the modern age, and these islands kept their fauna intact. The Galapagos Islands, to give one famous example, remained uninhabited by humans until the nineteenth century, thus preserving their unique menagerie, including their giant tortoises, which, like the ancient diprotodons, show no fear of humans. The First Wave Extinction, which accompanied the spread of the foragers, was followed by the Second Wave Extinction, which accompanied the spread of the farmers, and gives us an important perspective on the Third Wave Extinction, which industrial activity is causing today. Don’t believe tree-huggers who claim that our ancestors lived in harmony with nature. Long before the Industrial Revolution, Homo sapiens held the record among all organisms for driving the most plant and animal species to their extinctions. We have the dubious distinction of being the deadliest species in the annals of biology. Perhaps if more people were aware of the First Wave and Second Wave extinctions, they’d be less nonchalant about the Third Wave they are part of. If we knew how many species we’ve already eradicated, we might be more motivated to protect those that still survive. This is especially relevant to the large animals of the oceans.

So I looked with fascination at those people in their mobes, and tried to fathom what it would be like. Thousands of years ago, the work that people did had been broken down into jobs that were the same every day, in organizations where people were interchangeable parts. All of the story had been bled out of their lives. That was how it had to be; it was how you got a productive economy. But it would be easy to see a will at work behind this: not exactly an evil will, but a selfish will. The people who'd made the system thus were jealous, not of money and not of power but of story. If their employees came home at day's end with interesting stories to tell, it meant that something had gone wrong: a blackout, a strike, a spree killing. The Powers That Be would not suffer others to be in stories of their own unless they were fake stories that had been made up to motivate them. People who couldn't live without story had been driven into the concents or into jobs like Yul's. All others had to look somewhere outside of work for a feeling that they were part of a story, which I guessed was why Sæculars were so concerned with sports, and with religion. How else could you see yourself as part of an adventure? Something with a beginning, middle, and end in which you played a significant part? We avout had it ready-made because we were a part of this project of learning new things. Even if it didn't always move fast enough for people like Jesry, it did move. You could tell where you were and what you were doing in that story. Yul got all of this for free by living his stories from day to day, and the only drawback was that the world held his stories to be of small account. Perhaps that was why he felt such a compulsion to tell them, not just about his own exploits in the wilderness, but those of his mentors.

This vacillation between assertion and denial in discussions about organised abuse can be understood as functional, in that it serves to contain the traumatic kernel at the heart of allegations of organised abuse. In his influential ‘just world’ theory, Lerner (1980) argued that emotional wellbeing is predicated on the assumption that the world is an orderly, predictable and just place in which people get what they deserve. Whilst such assumptions are objectively false, Lerner argued that individuals have considerable investment in maintaining them since they are conducive to feelings of self—efficacy and trust in others. When they encounter evidence contradicting the view that the world is just, individuals are motivated to defend this belief either by helping the victim (and thus restoring a sense of justice) or by persuading themselves that no injustice has occurred. Lerner (1980) focused on the ways in which the ‘just world’ fallacy motivates victim-blaming, but there are other defences available to bystanders who seek to dispel troubling knowledge. Organised abuse highlights the severity of sexual violence in the lives of some children and the desire of some adults to inflict considerable, and sometimes irreversible, harm upon the powerless. Such knowledge is so toxic to common presumptions about the orderly nature of society, and the generally benevolent motivations of others, that it seems as though a defensive scaffold of disbelief, minimisation and scorn has been erected to inhibit a full understanding of organised abuse. Despite these efforts, there has been a recent resurgence of interest in organised abuse and particularly ritualistic abuse (eg Sachs and Galton 2008, Epstein et al. 2011, Miller 2012).

Eye Contact Can Reveal if a Person is . . . • Shy or gregarious • Honest or deceitful • Confident or terrified • Interested or bored • Patient or irritated • Sincere or inauthentic • Organized or Unprepared • Attentive or distracted

I read many years ago how healthcare was organized in Ancient Chinese villages. They have a doctor, and this doctor was paid one egg or chicken by each family when each family member was healthy. When something goes wrong, they stop paying. So the doctor was motivated not to spend money for healing but to spend money for preventing disease. This the product. You should organize the system that way. The system as a whole is setting the product of maintaining health.

What was it that motivated you to tidy in the first place? What do you hope to gain through tidying? Before you start getting rid of things, take the time to think this through carefully. This means visualizing the ideal lifestyle you dream of.

We feel the ground slipping from beneath our feet, and we want to hold on and stay in control. And so we organize and define (that is, put limits around) what first moved freely within us, flowed out of us, and motivated our action. We also dismiss, with varying degrees of harshness, what does not fit into the pattern we so painstakingly created for our God experience.

There are many paths leading to a garden and many experiences awaiting those who venture in. No matter what your motive—whether to grow healthy, delicious food; spend time outdoors feeling more alive than your desk job allows; help save the planet; find relaxation, solace, or healing; meet your neighbors; get your hands in the sweet earth; or discover for yourself just how abundant and generous nature can be—a garden rarely disappoints. It’s a magnet for life in all its quirky, beautiful forms.

I maintain, then, that scientific psychology (and, it may be added, the psychology of the same kind that we all unconsciously practise when we try to "figure to ourselves" the stirrings of our own or others' souls) has, in its inability to discover or even to approach the essence of the soul, simply added one more to the symbols that collectively make up the Macrocosm of the culture-man. Like everything else that is no longer becoming but become, it has put a mechanism in place of an organism. We miss in its picture that which fills our feeling of life (and should surely be " soul " if anything is) the Destiny-quality, the necessary directedness of existence, the possibility that life in its course actualizes. I do not believe that the word "Destiny" figures in any psychological system whatsoever — and we know that nothing in the world could be more remote from actual life-experience and knowledge of men than a system without such elements. Associations, apperceptions, affections, motives, thought, feeling, will — all are dead mechanisms, the mere topography of which constitutes the insignificant total of our "soul-science." One looked for Life and one found an ornamental pattern of notions. And the soul remained what it was, something that could neither be thought nor represented, the secret, the ever-becoming, the pure experience.

The unhappiness of men, maintained by Socrates, depends upon their badness being brought home to them in conscience. If, because of their insensibility or lack of proper reproof, the error of their way is not impressed upon them, they have no motive to reform. The fact that the evil-doer has become such gradually, and does not realize the evil in him, is no reason why we should not blame him; it is the function of blame to make him and others realize it, to define evil-doer when he is dead, or has sincerely and openly repented, not while he remains a force for wrong.

People who are depressed at the thought that all our motives are selfish are [confused]. They have mixed up ultimate causation (why something evolved by natural selection) with proximate causation (how the entity works here and now). [A] good way to understand the logic of natural selection is to imagine that genes are agents with selfish motives. [T]he genes have metaphorical motives — making copies of themselves — and the organisms they design have real motives. But they are not the same motives. Sometimes the most selfish thing a gene can do is wire unselfish motives into a human brain — heartfelt, unstinting, deep-in-the-marrow unselfishness. The love of children (who carry one's genes into posterity), a faithful spouse (whose genetic fate is identical to one's own), and friends and allies (who trust you if you're trustworthy) can be bottomless and unimpeachable as far as we humans are concerned (proximate level), even if it is metaphorically self-serving as far as the genes are concerned (ultimate level). Combine this with the common misconception that the genes are a kind of essence or core of the person, and you get a mongrel of Dawkins and Freud: the idea that the metaphorical motives of the genes are the deep, unconscious, ulterior motives of the person. That is an error.

People play differently when they’re keeping score,” the 4DX authors explain. They then elaborate that when attempting to drive your team’s engagement toward your organization’s wildly important goal, it’s important that they have a public place to record and track their lead measures. This scoreboard creates a sense of competition that drives them to focus on these measures, even when other demands vie for their attention. It also provides a reinforcing source of motivation. Once the team notices their success with a lead measure, they become invested in perpetuating this performance.

In fact, the business school professors suggest they should come with their own warning label: Goals may cause systematic problems for organizations due to narrowed focus, unethical behavior, increased risk taking, decreased cooperation, and decreased intrinsic motivation. Use care when applying goals in your organization.

Why would insults matter to me? Insults were insults, what could they do? A superficial person would be angry due to curses and would be happy due to praises. These were just bystanders’ ways of looking at you. Those who lived according to others’ points of view were really pitiful. They are just pawns, merely restrained dogs. What truly stalls a person’s success is not talent, but the mindset. Criticize, trying to impart these morals to the people, not allowing others to have more freedom than them. In this process, they would even enjoy this ridiculous moral superiority and bliss. Any organization, once a person is born, would impart their morals and rules, constantly brainwashing. Those that want to surpass humanity’s achievements have to break this restraint on their mindset. Sadly, most people are trapped by this their entire lives, using this to move forward with motivation and even use their chained collar as a symbol of pride. A superficial person would be angry due to curses and would be happy due to praises. These were just bystanders’ ways of looking at you. Those who lived according to others’ points of view were really pitiful.

It is precisely to the organization and the ‘humanization’ of its free time that future humanity will have to devote its efforts. (Did Marx himself not say, in repeating, without realizing it, a saying of Aristotle’s: that the ultimate motive of progress, and thus of socialism, is the desire to ensure a maximum of leisure for man?)

Traditional corporations, particularly large-scale service and manufacturing businesses are organized for efficiency. Or consistency. But not joy. Joy comes from surprise and connection and humanity and transparency and new...If you fear special requests, if you staff with cogs, if you have to put it all in a manual, then the chances of amazing someone are really quite low. These organizations have people who will try to patch problems over after the fact, instead of motivated people eager to delight on the spot. The alternative, it seems, is to organize for joy. These are the companies that give their people the freedom (and the expectation) that they will create, connect and surprise. These are the organizations that embrace someone who make a difference, as opposed to searching the employee handbook for a rule that was violated.

Give people a voice, encourage, motivate and reward them

Making a product is just an activity, making a profit on a product is the achievement.

Good managers don't set a goal to increase efficiency, but rather an implementation of business process improvements that result in higher efficiency as well.

Stop trying to bend your mind around someone else’s organizing framework.

Prepare for Success. Feel the satisfaction and power of having your act together! Get organized beforehand to get better results. Prior Planning Prevents Poor Performance.

Don't you love the sense of personal power you feel when you've got your act together? When your life is in order, you’re organized, and you have everything you need?

You project a confident image through good body posture.

The future of your organization depends on motivated human beings selflessly contributing unasked-for gifts of emotional labor.

Successful companies are built by investing lare amount of money and hundreds of litres of sweat.

people get used to having experts who can solve their problems for them; people can then easily lose motivation to develop their own capacities.

Leaders ought never to allow the least motivated members of an organization to set the pace for the others. Rather,

Repetition and wasted effort can kill motivation, and therefore it must be avoided.

Motivated employees are 87 percent less likely to leave an organization compared to an unmotivated employee.” —BILL HYBELS

An Employee is the most valuable asset for an Organization.

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.

Management is the process of assuring that the program and objectives of the organization are implemented. Leadership, on the other hand, has to do with casting vision and motivating people.

Our conscious motivations, ideas, and beliefs are a blend of false information, biases, irrational passions, rationalizations, prejudices, in which morsels of truth swim around and give the reassurance, albeit false, that the whole mixture is real and true. The thinking process attempts to organize this whole cesspool of illusions according to the laws of logic and plausibility.

The forces that motivate jpgm to write reviews are the same ones that inspire people to edit Wikipedia articles: everyone wants to contribute, and everyone has something to contribute somewhere.

I consider myself a “social ecologist,” concerned with man’s man-made environment the way the natural ecologist studies the biological environment.....the discipline itself boasts an old and distinguished lineage. Its greatest document is Alexis de Tocqueville’s Democracy in America. But no one is as close to me in temperament, concepts, and approach as the mid-Victorian Englishman Walter Bagehot. Living (as I have) in an age of great social change, Bagehot first saw the emergence of new institutions: civil service and cabinet government, as cores of a functioning democracy, and banking as the center of a functioning economy. A hundred years after Bagehot, I was first to identify management as the new social institution of the emerging society of organizations and, a little later, to spot the emergence of knowledge as the new central resource, and knowledge workers as the new ruling class of a society that is not only “postindustrial” but postsocialist and, increasingly, post-capitalist. As it had been for Bagehot, for me too the tension between the need for continuity and the need for innovation and change was central to society and civilization.

Care enough to take deliberate steps and get ready through thoughtful discipline, research, organization, and effort. It will impress others and give you the winner’s edge to live and give your best.

Being a leader doesn’t mean you have people reporting to you on an organizational chart—leadership is about inspiring and motivating those around you. A good leader affects a team’s ability to deliver code, architect good systems, and apply Lean principles to how the team manages its work and develops products. All of these have a measurable impact on an organization’s profitability, productivity, and market share.

Cîtă laşitate în concepţia celor care susţin că sinuciderea este o afirmaţie a vieţii! Pentru a-şi scuza lipsa de îndrăzneală, inventează diverse motive sau elemente care să le scuze neputinţa. În realitate, nu există voinţă sau hotărîre raţională de a te sinucide, ci numai determinante organice, intime, care predestinează la sinucidere. Sinucigaşii simt o pornire patologică înspre moarte, pe care, deşi îi rezistă conştient, ei n-o pot totuşi suprima. Viaţa din ei a ajuns la un astfel de dezechilibru, încît nici un motiv de ordin raţional n-o mai poate consolida. Nu există sinucideri din hotărîri raţionale, rezultate din reflexii asupra inutilităţii lumii sau asupra neantului acestei vieţi. Iar cînd ni se opune cazul acelor înţelepţi antici ce se sinucideau în singurătate, eu voi răspunde că sinuciderea lor era posibilă numai prin faptul că au lichidat viaţa din ei, că au distrus orice pîlpîire de viaţă, orice bucurie a existenţei şi orice fel de tentaţie. A gîndi mult asupra morţii sau asupra altor probleme periculoase este desigur a da o lovitură mai mult sau mai puţin mortală vieţii, dar nu este mai puţin adevărat că acea viaţă, acel corp în care se frămîntă astfel de probleme trebuie să fi fost anterior afectat pentru a permite astfel de gînduri. Nimeni nu se sinucide din cauza unor întîmplări exterioare, ci din cauza dezechilibrului său interior şi organic. Aceleaşi condiţii exterioare defavorabile pe unii îi lasă indiferenţi, pe alţii îi afectează, pentru ca pe alţii să-i aducă la sinucidere. Pentru a ajunge la ideea obsedantă a sinuciderii trebuie atîta frămîntare lăuntrică, atît chin şi o spargere atît de puternică a barierelor interioare, încît din viaţă să nu mai rămînă decît o ameţeală catastrofală, un vîrtej dramatic şi o agitaţie stranie. Cum o să fie sinuciderea o afirmaţie a vieţii? Se spune: te sinucizi, fiindcă viaţa ţi-a provocat decepţii. Ca atare ai dorit-o, ai aşteptat ceva de la ea, dar ea nu ţi-a putut da. Ce dialectică falsă! Ca şi cum acel ce se sinucide n-ar fi trăit înainte de a muri, n-ar fi avut ambiţii, speranţe, dureri sau deznădejdi. În sinucidere, faptul important este că nu mai poţi trăi, care nu rezultă dintr-un capriciu, ci din cea mai groaznică tragedie interioară. Şi a nu mai putea trăi este a afirma viaţa? Orice sinucidere, din moment ce e sinucidere, e impresionantă. Mă mir cum oamenii mai caută motive şi cauze pentru a ierarhiza sinuciderea sau pentru a-i căuta diverse feluri de justificări, cînd n-o depreciază. Nu pot concepe o problemă mai imbecilă decît aceea care s-ar ocupa cu ierarhia sinuciderilor, care s-ar referi la sinuciderile din cauză înaltă sau la cele din cauză vulgară etc.… Oare faptul de a-ţi lua viaţa nu este el atît de impresionant încît orice căutare de motive pare meschină? Am cel mai mare dispreţ pentru acei care rîd de sinuciderile din iubire, deoarece aceştia nu înţeleg că o iubire ce nu se poate realiza este pentru cel ce iubeşte o anulare a fiinţei lui, o pierdere totală de sens, o imposibilitate de fiinţare. Cînd iubeşti cu întreg conţinutul fiinţei tale, cu totalitatea existenţei tale subiective, o nesatisfacere a acestei iubiri nu poate aduce decît prăbuşirea întregii tale fiinţe. Marile pasiuni, cînd nu se pot realiza, duc mai repede la moarte decît marile deficienţe. Căci în marile deficienţe te consumi într-o agonie treptată, pe cînd în marile pasiuni contrariate te stingi ca un fulger. N-am admiraţie decît pentru două categorii de oameni: pentru acei care pot oricînd înnebuni şi pentru acei care în fiecare clipă se pot sinucide.

It shows that being steadfast and avoiding sins, which are connected with the tongue and sexual organ, are the most difficult type of endurance, since their motives are very powerful and the acts are easy to commit.

Epic art is founded on action, and the model of a society in which action could play out in greatest freedom was that of the heroic Greek period; so said Hegel, and he demonstrated it with The Iliad: even though Agamemnon was the prime king, other kings and princes chose freely to join him and, like Achilles, they were free to withdraw from the battle. Similarly the people joined with their princes of their own free will; there was no law that could force them; behavior was determined only by personal motives, the sense of honor, respect, humility before a more powerful figure, fascination with a hero's courage, and so on. The freedom to participate in the struggle and the freedom to desert it guaranteed every man his independence. In this way did action retain a personal quality and thus its poetic form. Against this archaic world, the cradle of the epic, Hegel contrasts the society of his own period: organized into the state, equipped with a constitution, laws, a justice system, an omnipotent administration, ministries, a police force, and so on. The society imposes its moral principles on the individual, whose behavior is thus determined by far more anonymous wishes coming from the outside than by his own personality. And it is in such a world that the novel was born.

The whole universe is a complex of rhythms," mused Amanda. "We each of us feel a need to identify our bodily rhythms with those of the cosmos. The sea is the grand agency of rhythm. The grain-tops in the wind, the atoms that orbit are rhythmic. The uterus, which is a strong muscular organ, contracts with the birth of a baby - the rhythmic contractions, in fact, are the important motivations for the baby to emerge into the world. Rhythm is how it all begins.

Qualitative and quantitative research with adults and children reporting ritual abuse has found that it occurs alongside other forms of organised abuse, particularly the manufacture of child abuse images (Scott 2001, Snow and Sorenson 1990, Waterman et al. 1993), and hence subsuming such non-ritualistic experiences under the moniker ‘ritual abuse’ is misleading at best and incendiary at worst. Moreover, it is unclear why an abusive group that invokes a religious or metaphysical mandate to abuse children should be considered as largely distinct from an abusive group that invokes a non-religious rationale to do so. The presumption evident amongst some authors writing on ritual abuse that a professed spiritual motivation for abusing children necessarily reflects the offenders actual motivation seems naïve at best, and at worst it risks colluding with the ways in which abusive groups obfuscate responsibility for their actions.

All organizations must be capable of change. We need concepts and measurements that give to other kinds of organizations what the market test and profitability yardstick give to business. Those tests and yardsticks will be quite different.

For Eric, Columbine was a performance. Homicidal art. He actually referred to his audience in his journal: “the majority of the audience wont even understand my motives,” he complained. He scripted Columbine as made-for-TV murder, and his chief concern was that we would be too stupid to see the point. Fear was Eric’s ultimate weapon. He wanted to maximize the terror. He didn’t want kids to fear isolated events like a sporting event or a dance; he wanted them to fear their daily lives. It worked. Parents across the country were afraid to send their kids to school. Eric didn’t have the political agenda of a terrorist, but he had adopted terrorist tactics. Sociology professor Mark Juergensmeyer identified the central characteristic of terrorism as “performance violence.” Terrorists design events “to be spectacular in their viciousness and awesome in their destructive power. Such instances of exaggerated violence are constructed events: they are mind-numbing, mesmerizing theater.” The audience—for Timothy McVeigh, Eric Harris, or the Palestine Liberation Organization—was always miles away, watching on TV. Terrorists rarely settle for just shooting; that limits the damage to individuals. They prefer to blow up things—buildings, usually, and the smart ones choose carefully. “During that brief dramatic moment when a terrorist act levels a building or damages some entity that a society regards as central to its existence, the perpetrators of the act assert that they—and not the secular government—have ultimate control over that entity and its centrality,” Juergensmeyer wrote. He pointed out that during the same day as the first attack on the World Trade Center, in 1993, a deadlier attack was leveled against a coffee shop in Cairo. The attacks were presumably coordinated by the same group. The body count was worse in Egypt, yet the explosion was barely reported outside that country. “A coffeehouse is not the World Trade Center,” he explained. Most terrorists target symbols of the system they abhor—generally, iconic government buildings. Eric followed the same logic. He understood that the cornerstone of his plan was the explosives. When all his bombs fizzled, everything about his attack was misread. He didn’t just fail to top Timothy McVeigh’s record—he wasn’t even recognized for trying. He was never categorized with his peer group. We lumped him in with the pathetic loners who shot people.

We as a human community need to develop a new competency. We need to move from a single-cell social organism to a multicellular social organism. While making this evolutionary leap is no easy task, staring into the abyss is a strong motivator.

Most of our general feelings – every sort of restraint, pressure, tension, explosion in the play and counter-play of our organs, likewise and especially the condition of the nervus sympathicus – excite our cause-creating drive: we want to have a reason for feeling as we do – for feeling well or for feeling ill. It never suffices us simply to establish the mere fact that we feel as we do: we acknowledge this fact – become conscious of it – only when we have furnished it with a motivation of some kind.

I am drawn to a fourth alternative, natural teleology, or teleological bias, as an account of the existence of the biological possibilities on which natural selection can operate. I believe that teleology is a naturalistic alternative that is distinct from all three of the other candidate explanations: chance, creationism, and directionless physical law. To avoid the mistake that White finds in the hypothesis of nonintentional bias, teleology would have to be restrictive in what it makes likely, but without depending on intentions or motives. This would probably have to involve some conception of an increase in value through the expanded possibilities provided by the higher forms of organization toward which nature tends: not just any outcome could qualify as a telos. That would make value an explanatory end, but not one that is realized through the purposes or intentions of an agent. Teleology means that in addition to physical law of the familiar kind, there are other laws of nature that are "biased toward the marvelous".

External initiatives and perks never truly motivate people for the long term. Instead, only internal drivers—such as meaningful engagement, connectedness, and feeling valued—can engage employees on the deeper level needed for long-term commitment and productivity.

We must learn to see the full picture, and not just the treats before our eyes. Our trendy gadgets, such as smartphones and tablets, have given us new access to the world. We regularly communicate with people we would never even have been aware of before the networked age. We can find information about almost anything at any time. But we have learned how much our gadgets and out idealistically motivated digital networks are being used to spy on us by ultrapowerful, remote organizations. We are being dissected more than we dissect.

The days that people make progress are the days they feel most motivated and engaged. By creating conditions for people to make progress, shining a light on that progress, recognizing and celebrating progress, organizations can help their own cause and enrich people’s lives.

D.C. area colleges being among the most reliable feeders of swamp talent (government is not really an Ivy League profession). Most government and political organizations are not run, for better or worse, by MBAs, but by young people distinguished only by their earnestness and public sector idealism and ambition. (It is an anomaly of Republican politics that young people motivated to work in the public sector find themselves working to limit the public sector.) Careers advance by how well you learn on the job and how well you get along with the rest of the swamp and play its game.

Only a visionary leadership that can motivate "the better angels of our nature," as Lincoln said, and activate possibilities for a freer, more efficient, and stable America -- only that leadership deserves cultivation and support. / This new leadership must be grounded in grassroots organizing that highlights democratic accountability. Whoever our leaders will be as we approach the twenty-first century, their challenge will be to help Americans determine whether a genuine multiracial democracy can be created and sustained in an era of global economy and a moment of xenophobic frenzy.

GiveWell.org reviews hundreds of charities and provides recommendations to donors about which organizations will save the most lives per dollar donated. The website EffectiveAnimalActivism.org was launched in 2012 to provide similar advice for donors wanting to support animal protection causes.

Technology, hardware, and capital can be copied easily. What can't be copied easily is the culture and human capacity that create those in the first place and does so in a way that engages not just functionally with people, but also emotionally so that people want what your organization offers.

efficiently means providing slots in our schedules where we can maintain an attentional set for an extended period. This allows us to get more done and finish up with more energy. Related to the manager/worker distinction is that the prefrontal cortex contains circuits responsible for telling us whether we’re controlling something or someone else is. When we set up a system, this part of the brain marks it as self-generated. When we step into someone else’s system, the brain marks it that way. This may help explain why it’s easier to stick with an exercise program or diet that someone else sets up: We typically trust them as “experts” more than we trust ourselves. “My trainer told me to do three sets of ten reps at forty pounds—he’s a trainer, he must know what he’s talking about. I can’t design my own workout—what do I know?” It takes Herculean amounts of discipline to overcome the brain’s bias against self-generated motivational systems. Why? Because as with the fundamental attribution error we saw in Chapter 4, we don’t have access to others’ minds, only our own. We are painfully aware of all the fretting and indecision, all the nuances of our internal decision-making process that led us to reach a particular conclusion. (I really need to get serious about exercise.) We don’t have access to that (largely internal) process in others, so we tend to take their certainty as more compelling, in many cases, than our own. (Here’s your program. Do it every day.)

Conflict manipulation is the favored strategy of people who incessantly worry about failure, of managers who excel at motivational chats that point out the highly unpleasant consequences if the company’s goals are not achieved, and of social movements that attempt to mobilize people through fear.

open organization”—which I define as an organization that engages participative communities both inside and out—responds to opportunities more quickly, has access to resources and talent outside the organization, and inspires, motivates, and empowers people at all levels to act with accountability.

De unde derivă adâncimea iubirii, dacă nu din negaţia cunoaşterii? Ceea ce în cunoaştere e plat, iubire devine absolut. Orice cunoaştere obiectivă e plată; e o punere în relaţii prin care obiectele îşi pierd valoarea. Cunoaştem un lucru pentru a-l face ca pe celelalte; cu cât cunoaştem mai mult, cu atât realitatea devine mai comună, mai vulgară şi mai plată, deoarece cunoaşterea nu salvează niciodată nimic, ci distruge progresiv în fiinţă. Există, în orice cunoaştere obiectivă, care consideră lucrurile din afară, le încadrează în legi şi le pune în relaţii, care înţelege totul şi încearcă să explice totul, o tendinţă distructivă, iar când pornirea spre cunoaştere devine pasiune, ea nu este decât o formă de autodistrugere. Iubim în măsura în care negăm cunoaşterea, în măsura în care ne putem abandona absolut unei valori, făcând-o şi pe aceasta absolută. Şi dacă nu ne-am iubi decât dorinţa noastră de iubire sau iubirea noastră, în acest avânt nu este mai puţină negaţie a cunoaşterii. Cunoaştem cu adevărat numai în momentele când nu vibrăm intern, când nu ardem, când nu ne putem ridica la un înalt nivel psihic. Diferenţa aceasta de nivel psihic între cunoaştere şi iubire ne indică suficient pentru ce ele nu pot vieţui niciodată împreună. Când iubeşti o fiinţă, momentele de reală cunoaştere sunt extrem de rare; apariţia lor se datoreşte unui minus de iubire. Când ajungi uneori să-ţi dai seama din afară, cu o perspectivă obiectivă, că femeia care-ţi şerpuieşte ca o obsesie întreaga ta fiinţă, care a crescut organic în tine, seamănă cu oricare alta ca adâncime sufletească, sau când înţelegi că zâmbetul ei nu e unic, ci perfect reversibil, când o poţi încadra în rândul celorlalte şi găseşti explicaţii generale pentru reacţiile ei individuale, atunci cunoaşterea a suplinit dureros elanurile iubirii. Iubirea este o fugă de adevăr. Şi iubim cu adevărat numai când nu vrem adevărul. Iubirea împotriva adevărului, iată o luptă pentru viaţă, pentru propriile extazuri şi pentru propriile greşeli. Pe fiinţa ce o iubim o cunoaştem cu adevărat numai după ce n-o mai iubim, când am devenit lucizi, clari, seci şi goi. Şi în iubire nu putem cunoaşte, fiindcă persoana ce o iubim actualizează, numai, un potenţial lăuntric de iubire. Realitatea primordială şi efectivă este iubirea din noi. Pentru aceasta iubim. Iubesc iubirea din mine, iubesc iubirea mea. Femeia este pretextul indispensabil care-mi aduce într-un ritm intens pulsaţiile timide ale iubirii. Nu poate exista o iubire pur subiectivă. Dar, între abandonarea în experienţa voluptuoasă a iubirii ca stare pură şi abandonarea în culmile unei alte fiinţe, întâia este cea primordială. Iubim o femeie fiindcă ne este scumpă iubirea noastră. Singurătatea sexelor şi lupta sălbatică între bărbat şi femeie îşi au izvorul in această interioritate a iubirii. Căci în iubire ne gustăm, ne savurăm pe noi înşine, ne încântăm de voluptăţile tremurului nostru erotic. Din acest motiv, iubirea este cu atât mai intensă şi mai profundă, cu cât distanţa de persoana iubită este mai mare. Prezenţa ei fizică face din sentimentul nostru ceva prea orientat, cu o direcţie prea determinată, încât ceea ce este în noi cu adevărat trăire erotică pură, elan subiectiv, ne pare a veni din afară, desprinzându-se din prezenţa fizică a persoanei iubite. Numai iubirea de departe, iubirea care creşte alimentată de fatalitatea spaţiului, numai aceasta se prezintă ca stare pură. Atunci ai priză directă pe adânca ei interioritate, atunci trăieşti iubirea ca iubire, adâncindu-te în zvâcnirile unui sentiment, în farmecul lui voluptuos, care face suferinţele fluide, le topeşte ca într-o iluzie.

In one of his puckish moods Saul talked the president of a university into letting him anonymously take an examination being administered to candidates for a doctorate in community organization. "Three of the questions were on the philosophy of and motivations of Saul Alinsky," writes Saul. "I answered two of them incorrectly.

Mother Nature, truly we are grateful for what you have made us. No doubt you did the best you could. However, with all due respect, we must say that you have in many ways done a poor job with the human constitution. You have made us vulnerable to disease and damage. You compel us to age and die – just as we’re beginning to attain wisdom. And, you forgot to give us the operating manual for ourselves! … What you have made is glorious, yet deeply flawed … We have decided that it is time to amend the human constitution … We do not do this lightly, carelessly, or disrespectfully, but cautiously, intelligently, and in pursuit of excellence … Over the coming decades we will pursue a series of changes to our own constitution … We will no longer tolerate the tyranny of aging and death … We will expand our perceptual range … improve on our neural organization and capacity … reshape our motivational patterns and emotional responses … take charge over our genetic programming and achieve mastery over our biological and neurological processes.

That's something for me to consider. So what else can you tempt me with?" Breckenridge hid a wry smile; he'd guessed that, in common with her female Cynster mentors, she'd be drawn to the prospect of managing a large household and the estate's people. Organizing ran in the blood. "I believe I mentioned that I'm under sisterly edict to marry. Unsurprisingly, a large and pertinent motive behind my sisters' prodding is the desirability of me begetting an heir, or more, thus securing the succession. Perish the thought the estate might ever revert to the Crown, so you could view your pole as my future countess as in part holding the ton line against King George and his cronies." She narrowed her eyes on his. That's the most inventive way I've ever heard of saying you want children." His lips curved, then he let the expression fade. "I do-but do you?" She looked forward. "Yes, of course." After a moment she added, "I can't imagine not wanting children, truth be told." "Well, then we're in agreement on that." "Don't get carried away-you haven't yet convinced me we should wed.

In business, the market is changing so rapidly that many products and services that successfully met consumer tastes and needs a few years ago are obsolete today. Proactive powerful leadership must constantly monitor environmental change, particularly customer buying habits and motives, and provide the force necessary to organize resources in the right direction.

Perhaps most stunning thing about the VW emissions debacle is that it's by no means a singular event. The same script – unreachable target goals, a command-and-control hierarchy that motivates by fear, and people afraid to lose their jobs if they fail – has been repeated again and again. In part that's because it's a script that was useful in the past, when goals were reachable, progress directly observable, and tasks largely individually executed. Under those conditions, people could be compelled to reach them simply by fear and intimidation. The problem is that, in today's volatile, uncertain, complex, and ambiguous (VUCA) world, this is no longer a script that's good for business. Rather than success, it's a playbook that invites avoidable, and often painfully public, failure.

Character – the inner world of motives and values that shapes our actions – is the ultimate determiner of the nature of our leadership. It empowers our capacities while keeping them in check. It distinguishes those who steward power well from those who abuse power. Character weaves such values as integrity, honesty, and selfless service into the fabric of our lives, organizations, and cultures.

Productivity -- real, self-driven productivity -- was one of the first entrepreneurial skills I learned. It served me well when I was on my own, and it has served me even better as an employee because it requires a kind of organization and self-motivation that employees aren't necessarily incentivized to cultivate. After all, if you are superproductive, all you'll get is more work to do, right?

Popular authors do not and apparently cannot appreciate the fact that true art is obtainable only by rejecting normality and conventionality in toto, and approaching a theme purged utterly of any usual or preconceived point of view. Wild and “different” as they may consider their quasi-weird products, it remains a fact that the bizarrerie is on the surface alone; and that basically they reiterate the same old conventional values and motives and perspectives. Good and evil, teleological illusion, sugary sentiment, anthropocentric psychology—the usual superficial stock in trade, and all shot through with the eternal and inescapable commonplace…. Who ever wrote a story from the point of view that man is a blemish on the cosmos, who ought to be eradicated? As an example—a young man I know lately told me that he means to write a story about a scientist who wishes to dominate the earth, and who to accomplish his ends trains and overdevelops germs … and leads armies of them in the manner of the Egyptian plagues. I told him that although this theme has promise, it is made utterly commonplace by assigning the scientist a normal motive. There is nothing outré about wanting to conquer the earth; Alexander, Napoleon, and Wilhelm II wanted to do that. Instead, I told my friend, he should conceive a man with a morbid, frantic, shuddering hatred of the life-principle itself, who wishes to extirpate from the planet every trace of biological organism, animal and vegetable alike, including himself. That would be tolerably original. But after all, originality lies with the author. One can’t write a weird story of real power without perfect psychological detachment from the human scene, and a magic prism of imagination which suffuses theme and style alike with that grotesquerie and disquieting distortion characteristic of morbid vision. Only a cynic can create horror—for behind every masterpiece of the sort must reside a driving demonic force that despises the human race and its illusions, and longs to pull them to pieces and mock them.

With the invention of the city and its powerful combination of economies of scale coupled to innovation and wealth creation came the great divisions of society. Our present social network structures barely existed in their present form until urban communities evolved. Hunter-gatherers were significantly less hierarchical, more egalitarian and community oriented than we are. The struggle and tension between unbridled individual self-enhancement and the care and concern for the less fortunate has been a major thread running throughout human history, especially over the past two hundred years. Nevertheless, it seems that without the motive of self-interest our entrepreneurial free market economy would collapse. The system we have evolved critically relies on people continually wanting new cars and new cell phones, new widgets and gadgets, new clothes and new washing machines, new thrills, new entertainment, and pretty much new everything, even when they already have enough of “everything.” It may not be a pretty picture and it doesn’t work for everyone, but so far, it’s worked remarkably well for most of us, and apparently most of us seem to want it to continue. Whether it can is a topic I’ll return to in the last chapter.

The less we are convinced of our exceptionalism, the greater ability we have to understand and contribute to our environment, the less blindly driven we are by our own needs, the more clearly we can appreciate the needs of those around us, the more we can appreciate the larger ecosystem of which we are a part. Peace is when we realize that victory and defeat are almost identical spots on one long spectrum. Peace is what allows us to take joy in the success of others and to let them take joy in our own. Peace is what motivates a person to be good, to treat every other living thing well, because they understand that it is a way to treat themselves well. We are one big collective organism engaged in one endless project together. We are one. We are the same. Still, too often we forget it, and we forget ourselves in the process.

The beliefs and behaviour of the Restoration reflect the theories of society put forward by Thomas Hobbes in The Leviathan, which was written in exile in Paris and published in 1651. Like many texts of the time, The Leviathan is an allegory. It recalls mediaeval rather than Renaissance thinking. The leviathan is the Commonwealth, society as a total organism, in which the individual is the absolute subject of state control, represented by the monarch. Man - motivated by self-interest - is acquisitive and lacks codes of behaviour. Hence the necessity for a strong controlling state, 'an artificial man', to keep discord at bay. Self-interest and stability become the keynotes of British society after 1660, the voice of the new middle-class bourgeoisie making itself heard more and more in the expression of values, ideals, and ethics.

People are not motivated by the bottom line. It’s about the human factor—and purpose is the driver. It’s what stirs our souls and inspires us to do great things over a sustained period of time.” Capitalism for these organizations capitalizes on human enterprise, not performance metrics. On people, not consumers. On relationships, not transactions. And on becoming the best company for the planet, not just on the planet.

The Western conception of the person as a bounded, unique, more or less integrated motivational and cognitive universe, a dynamic center of awareness, emotion, judgment, and action organized into a distinctive whole and set contrastively both against other such wholes and against its social and natural background, is, however incorrigible it may seem to us, a rather peculiar idea within the context of the world’s cultures.

A true BHAG (Big, Hairy, Audacious Goals) is clear and compelling, serves as a unifying focal point of effort, and acts as a catalyst for team spirit. It has a clear finish line, so the organization can know when it has achieved the goal; people like to shoot for finish lines. A BHAG engages people—it reaches out and grabs them. It is tangible, energizing, highly focused. People get it right away; it takes little or no explanation.

Motivation, inspiration were not the problem; on the contrary I was always cheerful and workmanlike at the typewriter and had never suffered from what’s called writer’s block; I didn’t believe in it. The problem, if anything, was precisely the opposite. I had too much to write: too many fine and miserable buildings to construct and streets to name and clock towers to set chiming, too many characters to raise up from the dirt like flowers whose petals I peeled down to the intricate frail organs within, too many terrible genetic and fiduciary secrets to dig up and bury and dig up again, too many divorces to grant, heirs to disinherit, trysts to arrange, letters to misdirect into evil hands, innocent children to slay with rheumatic fever, women to leave unfulfilled and hopeless, men to drive to adultery and theft, fires to ignite at the hearts of ancient houses.

The beauty of our mind lies in its resources as our creative organizer toward our higher hopes and dreams. On the one hand it is the home of our rational and logical thought, yet on the other it is the birthplace of our creativity, where our imagination floats freely in limitless lands. When you can filter your thoughts through a lens of possibility rather than certainty, freedom instead of fear, belief over doubt, then a powerful inner magic is born.

In August 1917, white, Black, and Muskogee tenant farmers and sharecroppers in several eastern and southern Oklahoma counties took up arms to stop conscription, with a larger stated goal of overthrowing the US government to establish a socialist commonwealth. These more radically minded grassroots socialists had organized their own Working Class Union (WCU), with Anglo-American, African American, and Indigenous Muskogee farmers forming a kind of rainbow alliance. Their plan was to march to Washington, DC, motivating millions of working people to arm themselves and to join them along the way. After a day of dynamiting oil pipelines and bridges in southeastern Oklahoma, the men and their families created a liberated zone where they ate, sang hymns, and rested. By the following day, heavily armed posses supported by police and militias stopped the revolt, which became known as the Green Corn Rebellion.

astonishing number of senior leaders are systemically incapable of identifying their organization’s most glaring and dangerous shortcomings. This is not a function of stupidity, but rather stems from two routine pressures that constrain everybody’s thinking and behavior. The first is comprised of cognitive biases, such as mirror imaging, anchoring, and confirmation bias. These unconscious motivations on decision-making under uncertain conditions make it inherently difficult to evaluate one’s own judgments and actions. As David Dunning, a professor of psychology at Cornell University, has shown in countless environments, people who are highly incompetent in terms of their skills or knowledge are also terrible judges of their own performance. For example, people who perform the worst on pop quizzes also have the widest variance between how they thought they performed and the actual score that they earned.22

Enforce functional training by withholding new employee requisitions. As Andy Grove writes, there are only two ways for a manager to improve the output of an employee: motivation and training. Therefore, training should be the most basic requirement for all managers in your organization. An effective way to enforce this requirement is by withholding new employee requisitions from managers until they’ve developed a training program for the TBH, “To Be Hired.

Keeping flat surfaces clear is perhaps the single most important thing to keep in mind for your kitchen—as it is for any room in the house. A clear countertop makes any kitchen look more organized. Once the flat surfaces start to disappear under clutter, you lose your motivation to keep the area organized and you open the area to attracting more dust and dirt, further compounding the clutter problem. Consider flat surfaces your preparation area—not your storage area!

If you find yourself in a funk or feeling unmotivated with life, make a small goal. Start with a small area of chaos in your life. Make a short list of two or three things and check them off. This may help you feel like you are progressing. Wash the dishes, clean the closet, sweep the porch, organize your food pantry, or clean out your car. You don’t need to go out and run a marathon. Instead, set a smaller goal. Walk 5,000 or 10,000 steps. In order to do that, you must start with one.

Blue believes the harmony to be motivated by self-interest. There is a resurgence of faith these days, a growing belief in organized religion, grace, damnation, heaven and hell. People treat each other kindly now, thinks Blue, because they hope to escape God's wrath. Blue does not believe in damnation and has trouble empathizing with those who do. In her fifty-two years, she has found no hard evidence, no scientific proof to convince her of God's existence. She considers herself an atheist.

If pain sometimes shatters the creature's false self sufficiency, yet in supreme Trial or Sacrifice' it teaches him the self-sufficiency which really ought to be his - the 'strength which, if Heaven gave it may be called his own': for then, in the absence of all merely natural motives and supports he acts in that strength, and that alone, which God confers upon him through his subjected will. Human will becomes truly creative and truly our own when it is wholly God's, and this is one of the many senses in which he that loses his soul shall find it. In all other acts our will is fed through nature, that is, through created things other than the self - through the desires which our physical organism and our heredity supply to us. When we act from ourselves alone, that is, from God in ourselves - we are collaborators in, or live instruments of creation: and that is why such an act undoes with 'backward mutters of deserving power' the uncreative spell which Adam laid upon his species.

Israeli intelligence, on the other hand, relied mostly on human resources—had countless spies in mosques, Islamic organizations, and leadership roles; and had no problem recruiting even the most dangerous terrorists. They knew they had to have eyes and ears on the inside, along with minds that understood motives and emotions and could connect the dots. America understood neither Islamic culture nor its ideology. That, combined with open borders and lax security made it a much softer target than Israel.

Long before the Industrial Revolution, Homo sapiens held the record among all organisms for driving the most plant and animal species to their extinctions. We have the dubious distinction of being the deadliest species in the annals of biology. Perhaps if more people were aware of the First Wave and Second Wave extinctions, they’d be less nonchalant about the Third Wave they are part of. If we knew how many species we’ve already eradicated, we might be more motivated to protect those that still survive.

I know you are tired. I know you are hurting. I know that even among the crowds and or with your closest loved ones, you feel terribly alone in the world. I know that in the quietness, a thousand hell hounds are barking and snarling at your heels. They tell you, "Everything is wrong with you. You are a failure. You will never live to see your dreams and visions come to pass. You know you should just throw in the towel. No one would even miss you if you were gone. Exit from this cruel insane assylum you call home. We will even tell you how to end 'it'." But don't you dare entertain those hounds of hell, no, not even for one moment. See, you not only have the elixir of Life inside of your organs and your veins; you are the Elixir of Life of a Celestial domain. For every hell hound nipping at your ears, there are eight hundred angels rushing to you with every holy breath....you take. Every step you make fuels the fire of Love in your behalf. See, nothing is wrong with you. Every thing is right with you. You are cut from iron. You have long exchanged your velveteen fabric and cotton stuffing for blazen guts and a heart of gold. You are the head and not the tail. You are the water in the desert, the ripple in the steam, the sword AND the stone and you, glorious being, are not alone! We are one and we are many. We've known lack, but we are plenty. We are not on the cusp of a break through. We are the cusp and we are the break --- through. We are the old and we are the new. Who knew? You did. You do. And don't you ever forget that.

Listening and oral communication Adaptability and creative responses to setbacks and obstacles Personal management, confidence, motivation to work toward goals, a sense of wanting to develop one’s career and take pride in accomplishments Group and interpersonal effectiveness, cooperativeness and teamwork, skills at negotiating disagreements Effectiveness in the organization, wanting to make a contribution, leadership potential10 Of seven desired traits, just one was academic: competence in reading, writing, and math.

You have a soul and a heart. Your mind controls both. There is an evil side and there is a good one. You heart is actually the place where the desires are created. It’s the emotional being. Your mind is the rational being which warns or motivates you. If you are strong, you will listen to your mind, listen to its reason and see the logic, but if you are weak, you would be taken by the heart and every right and wrong thing it wishes to do.However, it does not mean that the heart is the polluted organ. It can be purified

Thousands of years ago, the work that people did had been broken down into jobs that were the same every day, in organizations where people were interchangeable parts. All of the story had been bled out of their lives. That was how it had to be; it was how you got a productive economy. But it would be easy to see a will at work behind this: not exactly an evil will, but a selfish will. The people who’d made the system thus were jealous, not of money and not of power but of story. If their employees came home at day’s end with interesting stories to tell, it meant that something had gone wrong: a blackout, a strike, a spree killing. The Powers That Be would not suffer others to be in stories of their own unless they were fake stories that had been made up to motivate them. People who couldn’t live without story had been driven into the concents or into jobs like Yul’s. All others had to look somewhere outside of work for a feeling that they were part of a story, which I guessed was why Sæculars were so concerned with sports, and with religion. How else could you see yourself as part of an adventure? Something with a beginning, middle, and end in which you played a significant part? We avout had it ready-made because we were a part of this project of learning new things. Even if it didn’t always move fast enough for people like Jesry, it did move. You could tell where you were and what you were doing in that story. Yul got all of this for free by living his stories from day to day, and the only drawback was that the world held his stories to be of small account.

Burned-out, stressed-out, and frazzled leaders foster organizations that experience high turnover, low employee engagement, steep healthcare costs, and dysfunctional teams that often work against one another. The current models of leadership require organizations to motivate their people largely with fear and extrinsic rewards. Though no one argues that these forms of motivation can produce short-term results, they are usually accompanied by distrust and cynicism in the workplace, which have long-term negative consequences.

I talk a lot about this in the book. Why is it that our universe gets gradually more complex? Once you get into biology, the fundamental reason is that if you’re living in a complex environment, then the smarter you are the more successful you’ll be, because you can exploit regularities in the environment to your advantage. Eventually all the other organisms are motivated, in turn, to get smarter. As organisms get smarter and smarter, they keep creating an ever more complex environment for one another, and they all get smarter.

Paul was an attorney. And this was what his as yet brief career in the law had done to his brain. He was comforted by minutiae. His mortal fears could be assuaged only by an encyclopedic command of detail. Paul was a professional builder of narratives. He was a teller of concise tales. His work was to take a series of isolated events and, shearing from them their dross, craft from them a progression. The morning’s discrete images—a routine labor, a clumsy error, a grasping arm, a crowded street, a spark of fire, a blood-speckled child, a dripping corpse—could be assembled into a story. There would be a beginning, a middle, and an end. Stories reach conclusions, and then they go away. Such is their desperately needed magic. That day’s story, once told in his mind, could be wrapped up, put aside, and recalled only when necessary. The properly assembled narrative would guard his mind from the terror of raw memory. Even a true story is a fiction, Paul knew. It is the comforting tool we use to organize the chaotic world around us into something comprehensible. It is the cognitive machine that separates the wheat of emotion from the chaff of sensation. The real world is overfull with incidents, brimming over with occurrences. In our stories, we disregard most of them until clear reason and motivation emerge. Every story is an invention, a technological device not unlike the very one that on that morning had seared a man’s skin from his bones. A good story could be put to no less dangerous a purpose. As an attorney, the tales that Paul told were moral ones. There existed, in his narratives, only the injured and their abusers. The slandered and the liars. The swindled and the thieves. Paul constructed these characters painstakingly until the righteousness of his plaintiff—or his defendant—became overwhelming. It was not the job of a litigator to determine facts; it was his job to construct a story from those facts by which a clear moral conclusion would be unavoidable. That was the business of Paul’s stories: to present an undeniable view of the world. And then to vanish, once the world had been so organized and a profit fairly earned.

Chronicling the passage of whales has led me to an understanding that we, as a species, now sand at a crossroads. We can face the possibility of our own extinction and work to avert it, or we can flow the more traditional path of earths organisms and fall blindly over the edge. If there's one trait that characterised human beings, it's the will to survive. This, I believe, will motivate us to work with the natural world rather than opposite it, which is all we need to do to give the children of earth - of all species - the opportunity to thrive.

In three studies, gender expert Jennifer Berdahl found that sexual harassment isn’t primarily motivated by sexual desire: Women who meet feminine standards of beauty don’t experience the most harassment. Instead, “it is motivated primarily by a desire to punish gender-role deviants and, therefore, is directed at women who violate feminine ideals.” Women who were “assertive, dominant, and independent” faced the most harassment, particularly in male-dominated organizations. Sexual harassment, she concludes, is mostly targeted toward “uppity women.

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.

Self-Management If you can read just one book on motivation—yours and others: Dan Pink, Drive If you can read just one book on building new habits: Charles Duhigg, The Power of Habit If you can read just one book on harnessing neuroscience for personal change: Dan Siegel, Mindsight If you can read just one book on deep personal change: Lisa Lahey and Bob Kegan, Immunity to Change If you can read just one book on resilience: Seth Godin, The Dip Organizational Change If you can read just one book on how organizational change really works: Chip and Dan Heath, Switch If you can read just two books on understanding that change is a complex system: Frederic Laloux, Reinventing Organizations Dan Pontefract, Flat Army Hear interviews with FREDERIC LALOUX, DAN PONTEFRACT, and JERRY STERNIN at the Great Work Podcast. If you can read just one book on using structure to change behaviours: Atul Gawande, The Checklist Manifesto If you can read just one book on how to amplify the good: Richard Pascale, Jerry Sternin and Monique Sternin, The Power of Positive Deviance If you can read just one book on increasing your impact within organizations: Peter Block, Flawless Consulting Other Cool Stuff If you can read just one book on being strategic: Roger Martin and A.G. Lafley, Playing to Win If you can read just one book on scaling up your impact: Bob Sutton and Huggy Rao, Scaling Up Excellence If you can read just one book on being more helpful: Edgar Schein, Helping Hear interviews with ROGER MARTIN, BOB SUTTON, and WARREN BERGER at the Great Work Podcast. If you can read just two books on the great questions: Warren Berger, A More Beautiful Question Dorothy Strachan, Making Questions Work If you can read just one book on creating learning that sticks: Peter Brown, Henry Roediger and Mark McDaniel, Make It Stick If you can read just one book on why you should appreciate and marvel at every day, every moment: Bill Bryson, A Short History of Nearly Everything If you can read just one book that saves lives while increasing impact: Michael Bungay Stanier, ed., End Malaria (All money goes to Malaria No More; about $400,000 has been raised so far.) IF THERE ARE NO STUPID QUESTIONS, THEN WHAT KIND OF QUESTIONS DO STUPID PEOPLE ASK?

I don't worry about how other people perceive me. I figure out what I want, and I work very hard to make it happen. Simple recipe. I didn't achieve any goals by having it given to me on a silver platter, through fibbing or exaggeration, nor through favours. When you work hard, the universe almost always brings people to you - synergy. The universe will reflect the energy you give it. Stop worrying about what other people think of you, or worrying about the limit(s) they have, in their heads, about your potential. The universe will bring you into your purpose organically. Nothing out of force tastes as good as what you have worked your ass off to achieve, and for which the universe synergistically opens up for you, and brings into your world. As well it is not about proving other people wrong; first and foremost prove your own negative inner voice wrong. The inner voice that internalized the negative energies of others. Sometimes we are our own biggest hurdle. And as a subsequent outcome of rewiring your inner voice, you'll leave others speechless at contesting their limitations of you...seeing the supernova you are.

great. This is a good description of Rovio, which was around for six years and underwent layoffs before the “instant” success of the Angry Birds video game franchise. In the case of the Five Guys restaurant chain, the founders spent fifteen years tweaking their original handful of restaurants in Virginia, finding the right bun bakery, the right number of times to shake the french fries before serving, how best to assemble a burger, and where to source their potatoes before expanding nationwide. Most businesses require a complex network of relationships to function, and these relationships take time to build. In many instances you have to be around for a few years to receive consistent recognition. It takes time to develop connections with investors, suppliers, and vendors. And it takes time for staff and founders to gain effectiveness in their roles and become a strong team.* So, yes, the bar is high when you want to start a company. You’ll have the chance to work on something you own and care about from day to day. You’ll be 100 percent engaged and motivated, and doing something you believe in. You can lead an integrated life, as opposed to a compartmentalized one in which you play a role in an office and then try to forget about it when you get home. You can define an organization, not the other way around. But even if you quit your job, hunker down for years, work hard for uncertain reward, and ask everyone you know for help, there’s still a great chance that your new business will not succeed. Over 50 percent of companies fail within their first three years.2 There’s a quote I like from an unknown source: “Entrepreneurship is living a few years of your life like most people won’t, so that you can spend the rest of your life like most people can’t.

Religion and Higher Learning.—Religious motives entered into the establishment of colleges as well as local schools. Harvard, founded in 1636, and Yale, opened in 1718, were intended primarily to train "learned and godly ministers" for the Puritan churches of New England. To the far North, Dartmouth, chartered in 1769, was designed first as a mission to the Indians and then as a college for the sons of New England farmers preparing to preach, teach, or practice law. The College of New Jersey, organized in 1746 and removed to Princeton eleven years later, was sustained by the Presbyterians.

The whole history of India and Hinduism. First comes Krishna. Seeing his charisma, the whole country follows him. Then comes Buddha who is completely opposite ideology. But seeing his charisma and ability to lead people into enlightenment experience, the whole country followed him. Then came Shankara. Just his ability to lead people into experience, simply the whole country followed him. Then came Nagarjuna who is completely opposite to Shankara. But his ability to lead people to experience, the whole country followed him. So, we never followed any infrastructure, organization. We followed the beings’ ability to lead us into the next level.

As social change increases in speed, how are geneticists to foresee the adaptations of taste, temperament, and motivation that will be necessary twenty or thirty years ahead? Furthermore, every act of interference with the course of nature changes it in unpredictable ways. A human organism which has absorbed antibiotics is not quite the same kind of organism that it was before, because the behavior of its microorganisms has been significantly altered. The more one interferes, the more one must analyze an ever-growing volume of detailed information about the results of interference on a world whose infinite details are inextricably interwoven.

Perhaps, but you fail to see the folly of the Reishi,” Bragador said. “The concentration of power that allowed them to ensure peace for so long was the very thing that made them such a potent threat to peace when their power corrupted them, as power inevitably does.” “So what’s the solution?” Alexander asked, a bit more defiantly than he would have liked. “Simple … humans must learn to live without government,” Bragador said. “Government, organized force, is the repository of evil. It is the source of corruption, the enemy of civilization and the problem with the world. As long as there is a place where concentrated power resides, it will attract evil people like dung attracts flies. The only solution is to remove the pile of dung.” “What about crime? What about other countries with powerful governments bent on war? How can there be peace without authority?” Alexander asked. “Therein lies the human dilemma,” Bragador said. “There will always be those who call for greater and greater control, out of fear or ignorance or greed. Until humanity learns restraint in governance, learns how to limit the power it grants to its leaders, learns that those who crave power over others are always deceivers, your kind will know only war and despair.” “If we haven’t learned that lesson by now, I doubt we ever will,” Alexander said. “Some will, most won’t,” Bragador said. “Selfish interest is a powerful motivator. Governments can always be bought or manipulated or blackmailed to set rules that favor some at the expense of others. Evil people see government as a weapon to be used for their own purposes while spreading the lie that it exists to protect the innocent or ensure fairness or defend against some distant threat. The truth is, government has always existed for one single reason … the profit and power of those in government. Of course, there are always those working within government who are good and decent people. But those who vie for power, they can never be trusted.

PHYSIOLOGY 1. Sex 2. Age 3. Height and weight 4. Color of hair, eyes, skin 5. Posture 6. Appearance: good-looking, over- or underweight, clean, neat, pleasant, untidy. Shape of head, face, limbs. 7. Defects: deformities, abnormalities, birthmarks. Diseases. 8. Heredity SOCIOLOGY 1. Class: lower, middle, upper. 2. Occupation: type of work, hours of work, income, condition of work, union or nonunion, attitude toward organization, suitability for work. 3. Education: amount, kind of schools, marks, favorite subjects, poorest subjects, aptitudes. 4. Home life: parents living, earning power, orphan, parents separated or divorced, parents’ habits, parents’ mental development, parents’ vices, neglect. Character’s marital status. 5. Religion 6. Race, nationality 7. Place in community: leader among friends, clubs, sports. 8. Political affiliations 9. Amusements, hobbies: books, newspapers, magazines he reads. PSYCHOLOGY 1. Sex life, moral standards 2. Personal premise, ambition 3. Frustrations, chief disappointments 4. Temperament: choleric, easygoing, pessimistic, optimistic. 5. Attitude toward life: resigned, militant, defeatist. 6. Complexes: obsessions, inhibitions, superstitions, phobias. 7. Extrovert, introvert, ambivert 8. Abilities: languages, talents. 9. Qualities: imagination, judgment, taste, poise. 10. I.Q.

She also taught me to write, by which I mean not simply organizing a set of sentences into a series of paragraphs, but organizing them as a means of investigation. When I was in trouble at school (which was quite often) she would make me write about it. The writing had to answer a series of questions: Why did I feel the need to talk at the same time as my teacher? Why did I not believe that my teacher was entitled to respect? How would I want someone to behave while I was talking? What would I do the next time I felt the urge to talk to my friends during a lesson? I have given you these same assignments. I gave them to you not because I thought they would curb your behavior—they certainly did not curb mine—but because these were the earliest acts of interrogation, of drawing myself into consciousness. Your grandmother was not teaching me how to behave in class. She was teaching me how to ruthlessly interrogate the subject that elicited the most sympathy and rationalizing—myself. Here was the lesson: I was not an innocent. My impulses were not filled with unfailing virtue. And feeling that I was as human as anyone, this must be true for other humans. If I was not innocent, then they were not innocent. Could this mix of motivation also affect the stories they tell? The cities they built? The country they claimed as given to them by God?

The media squabble over Shchepotin’s final day at the Cancer Institute, and the doubts it raised over the motivation of all concerned, were appropriate, because the most corrosive aspect of corruption is the way that it undermines trust. When corruption is widespread, it becomes impossible to know whom to believe, since the money infects every aspect of state and society. Every newspaper article can be criticized as paid for, every politician can be called corrupt, every court decision can be called into question. Charities are set up by oligarchs to lobby for their interests, and those then provoke doubts about every other non-governmental organization. If even doctors are on the take, can you trust their diagnoses? Are they claiming a patient needs treatment only because that would be to their profit? If policemen are crooked, and courts are paid for, are criminals really criminals? Or are they honest people who interfered in criminals’ business? Not knowing whom to believe, you retreat into trusting only those closest to you—your oldest friends, and your relatives—and that reinforces the divisions in society that corruption thrives on. It is impossible to build a thriving economy, or a healthy democracy, without a society whose members fundamentally trust each other. If you take that away, you are left with something far darker and more mercenary.

Catapulting change requires meticulous leadership that is mindful of all those elements that are seemingly trivial to most but produce positive outcomes that hit us as hard as tsunamis. It’s the sort of leadership that empowers and engages people to move deep with themselves, and yet it mobilizes them with others in a manner that is coordinated, collaborative, and cohesive. These are fostered because leaders have the innate ability to make you feel that you are working “with” them not “for” them in such a way that motivates you to spring off the mattress each morning to make meaningful contributions because you feel valued, respected, empowered, and connected to an overarching goal.

But as a Puerto Rican woman, she belonged to not one but two minority groups. New research suggests that her double minority status may have amplified the costs and the benefits of speaking up. Management researcher Ashleigh Rosette, who is African American, noticed that she was treated differently when she led assertively than were both white women and black men. Working with colleagues, she found that double minority group members faced double jeopardy. When black women failed, they were evaluated much more harshly than black men and white leaders of both sexes. They didn’t fit the stereotype of leaders as black or as female, and they shouldered an unfair share of the blame for mistakes. For double minorities, Rosette’s team pointed out, failure is not an option. Interestingly, though, Rosette and her colleagues found that when black women acted dominantly, they didn’t face the same penalties as white women and black men. As double minorities, black women defy categories. Because people don’t know which stereotypes to apply to them, they have greater flexibility to act “black” or “female” without violating stereotypes. But this only holds true when there’s clear evidence of their competence. For minority-group members, it’s particularly important to earn status before exercising power. By quietly advancing the agenda of putting intelligence online as part of her job, Carmen Medina was able to build up successes without attracting too much attention. “I was able to fly under the radar,” she says. “Nobody really noticed what I was doing, and I was making headway by iterating to make us more of a publish-when-ready organization. It was almost like a backyard experiment. I pretty much proceeded unfettered.” Once Medina had accumulated enough wins, she started speaking up again—and this time, people were ready to listen. Rosette has discovered that when women climb to the top and it’s clear that they’re in the driver’s seat, people recognize that since they’ve overcome prejudice and double standards, they must be unusually motivated and talented. But what happens when voice falls on deaf ears?

WHAT: Every single company and organization on the planet knows WHAT they do. This is true no matter how big or small, no matter what industry. Everyone is easily able to describe the products or services a company sells or the job function they have within that system. WHATs are easy to identify. HOW: Some companies and people know HOW they do WHAT they do. Whether you call them a “differentiating value proposition,” “proprietary process” or “unique selling proposition,” HOWs are often given to explain how something is different or better. Not as obvious as WHATs, many think these are the differentiating or motivating factors in a decision. It would be false to assume that’s all that is required. There is one missing detail: WHY: Very few people or companies can clearly articulate WHY they do WHAT they do. When I say WHY, I don’t mean to make money—that’s a result. By WHY I mean what is your purpose, cause or belief? WHY does your company exist? WHY do you get out of bed every morning? And WHY should anyone care? When most organizations or people think, act or communicate they do so from the outside in, from WHAT to WHY. And for good reason—they go from clearest thing to the fuzziest thing. We say WHAT we do, we sometimes say HOW we do it, but we rarely say WHY we do WHAT we do. But not the inspired companies. Not the inspired leaders. Every single one of them, regardless of their size or their industry, thinks, acts and communicates from the inside out.

Genuine compliance" The manipulation of symbols is necessary for three reasons. First of all, it persuades the individual to enter the framework of an organization. Second, it furnishes him with reasons, justification, motivations for action. Third, it obtains his total allegiance. More and more we are learning that genuine compliance is essential if action is to be effective. The worker, the soldier, and the partisan must believe in what they are doing, must put all their heart and their good will into it; they must also find their equilibrium, their satisfactions, in their actions. All this is the result of psychological influence, which cannot attain great results alone, but which can attempt anything when combined with organization.

Rule by decree has conspicuous advantages for the domination of far-flung territories with heterogeneous populations and for a policy of oppression. Its efficiency is superior simply because it ignores all intermediary stages between issuance and application, and because it prevents political reasoning by the people through the withholding of information. It can easily overcome the variety of local customs and need not rely on the necessarily slow process of development of general law. It is most helpful for the establishment of a centralized administration because it overrides automatically all matters of local autonomy. If rule by good laws has sometimes been called the rule of wisdom, rule by appropriate decrees may rightly be called the rule of cleverness. For it is clever to reckon with ulterior motives and aims, and it is wise to understand and create by deduction from generally accepted principles. Government by bureaucracy has to be distinguished from the mere outgrowth and deformation of civil services which frequently accompanied the decline of the nation-state—as, notably, in France. There the administration has survived all changes in regime since the Revolution, entrenched itself like a parasite in the body politic, developed its own class interests, and become a useless organism whose only purpose appears to be chicanery and prevention of normal economic and political development. There are of course many superficial similarities between the two types of bureaucracy, especially if one pays too much attention to the striking psychological similarity of petty officials. But if the French people have made the very serious mistake of accepting their administration as a necessary evil, they have never committed the fatal error of allowing it to rule the country—even though the consequence has been that nobody rules it. The French atmosphere of government has become one of inefficiency and vexation; but it has not created and aura of pseudomysticism. And it is this pseudomysticism that is the stamp of bureaucracy when it becomes a form of government. Since the people it dominates never really know why something is happening, and a rational interpretation of laws does not exist, there remains only one thing that counts, the brutal naked event itself. What happens to one then becomes subject to an interpretation whose possibilities are endless, unlimited by reason and unhampered by knowledge. Within the framework of such endless interpretive speculation, so characteristic of all branches of Russian pre-revolutionary literature, the whole texture of life and world assume a mysterious secrecy and depth. There is a dangerous charm in this aura because of its seemingly inexhaustible richness; interpretation of suffering has a much larger range than that of action for the former goes on in the inwardness of the soul and releases all the possibilities of human imagination, whereas the latter is consistently checked, and possibly led into absurdity, by outward consequence and controllable experience.

One of our Church educators published what he purports to be a history of the Church's stand on the question of organic evolution. His thesis challenges the integrity of a prophet of God. He suggests that Joseph Fielding Smith published his work, Man: His Origin and Destiny, against the counsel of the First Presidency and his own Brethren. This writer's interpretation is not only inaccurate, but it also runs counter to the testimony of Elder Mark E. Petersen, who wrote this foreword to Elder Smith's book, a book I would encourage all to read. Elder Petersen said: Some of us [members of the Council of the Twelve] urged [Elder Joseph Fielding Smith] to write a book on the creation of the world and the origin of man.... The present volume is the result. It is a most remarkable presentation of material from both sources [science and religion] under discussion. It will fill a great need in the Church and will be particularly invaluable to students who have become confused by the misapplication of information derived from scientific experimentation. When one understands that the author to whom I alluded is an exponent of the theory of organic evolution, his motive in disparaging President Joseph Fielding Smith becomes apparent. To hold to a private opinion on such matters is one thing, but when one undertakes to publish his views to discredit the work of a prophet, it is a very serious matter. It is also apparent to all who have the Spirit of God in them that Joseph Fielding Smith's writings will stand the test of time.

The civil machinery which ensured the carrying out of this law, and the military organization which turned numbers of men into battalions and divisions, were each founded on a bureaucracy. The production of resources, in particular guns and ammunition, was a matter for civil organization. The movement of men and resources to the front, and the trench system of defence, were military concerns.” Each interlocking system was logical in itself and each system could be rationalized by those who worked it and moved through it. Thus, Elliot demonstrates, “It is reasonable to obey the law, it is good to organize well, it is ingenious to devise guns of high technical capacity, it is sensible to shelter human beings against massive firepower by putting them in protective trenches.” What was the purpose of this complex organization? Officially it was supposed to save civilization, protect the rights of small democracies, demonstrate the superiority of Teutonic culture, beat the dirty Hun, beat the arrogant British, what have you. But the men caught in the middle came to glimpse a darker truth. “The War had become undisguisedly mechanical and inhuman,” Siegfried Sassoon allows a fictional infantry officer to see. “What in earlier days had been drafts of volunteers were now droves of victims.”378 Men on every front independently discovered their victimization. Awareness intensified as the war dragged on. In Russia it exploded in revolution. In Germany it motivated desertions and surrenders. Among the French it led to mutinies in the front lines. Among the British it fostered malingering.

To recap, Motivation 2.0 suffers from three compatibility problems. It doesn't mesh with the way many new business models are organizing what we do - because we're intrinsically motivated purpose maximizers, not only extrinsically motivated profit maximizers. It doesn't comport with the way that twenty-first-century economics thinks about what we do - because economists are finally realizing tht we're full-fledged human beings, not single-minded economic robots. And perhaps most important, it's hard to reconcile with much of what we actually do at work - because for growing numbers of people, work is often creative, interesting, and self-directed rather than routine, boring and other-directed. Taken together, these compatibility problems warn us that something's gone awry in our motivational operating system.

Legally Kidnapped: The Case Against Child Protective Services is a radical book at its core. It seeks to strike the root of the problem rather than feverishly vying for compromise. This book is a journey inside an agency that has carelessly and often unnecessarily disrupted families throughout the country. With over 400,000 children in the United States currently in the custody of this organization, it is imperative to explore the true intentions and motives behind its work (1). This is a book about Child Protective Services, assembled by a former CPS investigator who has worked to expose the agency; it is dedicated to the past, current and future victims of an agency which has hurt parents and children time and time again. Though it may seem extreme, the information divulged to you is backed by facts and experience.

The religious utopian hides his pride behind the mask of humility; he recognizes God alone; he does not recognize ministers or sacraments since he puts himself in place of both. He ministers his own religious needs and he consecrates his inner self as a place of worship more worthy of receiving God than the churches. He substitutes his own sentiments and emotions for doctrine, because doctrines are man-made speculations unable to comprehend God's essence. He considers the sacramental, ceremonial and generally institutional aspects of religion as rigid and expendable molds which are adequate for the unthinking who need strong sensations and impressions to sustain their faith. He, on the other hand, puts his trust in his own individual inspiration, strengthens his faith through direct and permanent contact with the divine and so rises as a pure spirit to the level of a "truer" religion. The secular utopian also displays excessive pride. He believes that societies of the past were based on error since they yielded to the political principle of organization and hierarchy. The goal of the utopian is to create a society in its pristine purity, as it were, unsullied by laws and magistrates, functioning through its members' natural good will and cooperativeness. Laws, institutions, symbols, flags, armies, disciplines, patriotic encouragement and the like will all be abolished because, for pure social beings, their inner motivation of social living - togetherness - is quite sufficient and because they would serve to anchor the citizens, bodily and emotionally, in the soil and reality of the State just as pomp and ceremony, rules and institutions anchor the faithful in religion.

Because we don't know, do we? Everyone knows . . . How what happens the way it does? What underlies the anarchy of the train of events, the uncertainties, the mishaps, the disunity, the shocking irregularities that define human affairs? Nobody knows, Professor Roux. "Everyone knows" is the invocation of the cliche and the beginning of the banalization of experience, and it's the solemnity and the sense of authority that people have in voicing the cliché that's so insufferable. What we know is that, in an unclichéd way, nobody knows anything. You can't know anything. The things you know you don't know. Intention? Motive? Consequence? Meaning? All that we don't know is astonishing. Even more astonishing is what passes for knowing. As the audience filed back in, I began, cartoonishly, to envisage the fatal malady that, without anyone's recognizing it, was working away inside us, within each and every one of us: to visualize the blood vessels occluding under the baseball caps, the malignancies growing beneath the permed white hair, the organs misfiring, atrophying, shutting down, the hundreds of billions of murderous cells surreptitiously marching this entire audience toward the improbable disaster ahead. I couldn't stop myself. The stupendous decimation that is death sweeping us all away. Orchestra, audience, conductor, technicians, swallows, wrens—think of the numbers for Tanglewood alone just between now and the year 4000. Then multiply that times everything. The ceaseless perishing. What an idea! What maniac conceived it? And yet what a lovely day it is today, a gift of a day, a perfect day lacking nothing in a Massachusetts vacation spot that is itself as harmless and pretty as any on earth.

The First Wave Extinction, which accompanied the spread of the foragers, was followed by the Second Wave Extinction, which accompanied the spread of the farmers, and gives us an important perspective on the Third Wave Extinction, which industrial activity is causing today. Don’t believe tree-huggers who claim that our ancestors lived in harmony with nature. Long before the Industrial Revolution, Homo sapiens held the record among all organisms for driving the most plant and animal species to their extinctions. We have the dubious distinction of being the deadliest species in the annals of biology. Perhaps if more people were aware of the First Wave and Second Wave extinctions, they’d be less nonchalant about the Third Wave they are part of. If we knew how many species we’ve already eradicated, we might be more motivated to protect those that still survive.

The qualities of a successful military strategist will change from person to person, but there are a central few that all of them need. These include, above all else, strategic judgment, but also stamina, interpersonal skills and a feel for people; an ability to energize, inspire and motivate; the ability to communicate effectively orally and in writing; a degree of personal presence and charisma; a sincere love of servicemen and women; an ability to be tough when needed, but also compassionate when that is appropriate; fortitude in the face of adversity and the capacity to stay calm in the midst of chaos; an ability to deal with setbacks, missteps and mistakes; a sense of what leadership style is required to bring out the best in those immediately below, and also for the organization collectively. A great strategic leader also needs to be able to foresee how a conflict will end.

While abortion is commonly understood as the issue that began to unite evangelicals in the 1970s, I give that dubious honor to the issue of race. Race hatred played the fundamental role in, first, pushing evangelicals towards a "color-blind gospel," which would provide cover for their racially motivated organizing against the federal government, and, second, their push to block implementation of the hard-won gains of the civil rights movement. This color-blind gospel is how evangelicals used biblical scripture to affirm that everyone, no matter what race, is equal and that race does not matter. The reality of the term ‘color-blind,’ however, was more about making Black and other ethnic evangelicals conform to whiteness and accept white leadership as the norm both religiously and socially. It is the equivalent of today's oft-quoted phrase "I don't see color." Saying that means white is the default color.

Most of their discussions centred on how people were generally, universally crazy. Or a whole lot crazier than her classes in economics had led Elizabeth to believe. In the world of economics, humans were rational agents, doggedly and intelligently pursuing their own self-interest. In Sanborne's world, humans were insane, suffering all sorts of delusions, prey to the smallest stimuli, easily tricked, contradictory, self-sabotaging, untrustworthy, malleable, impulsive, acting according to motivations unknown even to themselves, making everyone miserable. The world described in a microeconomics textbook was a rational and organized pursuit of maximized happiness. What Sanborne offered was a world in which happiness was a satisfying fiction set atop the mind's darker motivations, which accorded pretty well with Elizabeth's own observations, her bafflement at people's messy, careless, inconsistent affections.

Maybe your priority actually is money. Or maybe it’s family. Maybe it’s influence or change. Maybe it’s building an organization that lasts, or serves a purpose. All of these are perfectly fine motivations. But you do need to know. You need to know what you don’t want and what your choices preclude. Because strategies are often mutually exclusive. One cannot be an opera singer and a teen pop idol at the same time. Life requires those trade-offs, but ego can’t allow it. So why do you do what you do? That’s the question you need to answer. Stare at it until you can. Only then will you understand what matters and what doesn’t. Only then can you say no, can you opt out of stupid races that don’t matter, or even exist. Only then is it easy to ignore “successful” people, because most of the time they aren’t—at least relative to you, and often even to themselves. Only then can you develop that quiet confidence Seneca talked about.

The unreal is the illogical. And this age seems to have a capacity for surpassing even the acme of illogicality, of anti-logicality: it is as if the monstrous reality of the war had blotted out the reality of the world. Fantasy has become logical reality, but reality evolves the most a-logical phantasmagoria. An age that is softer and more cowardly than any preceding age suffocates in waves of blood and poison-gas; nations of bank clerks and profiteers hurl themselves upon barbed wire; a well-organized humanitarianism avails to hinder nothing, but calls itself the Red Cross and prepares artificial limbs for the victims; towns starve and coin money out of their own hunger; spectacled school-teachers lead storm-troops; city dwellers live in caves; factory hands and other civilians crawl out on their artificial limbs once more to the making of profits. Amid a blurring of all forms, in a twilight of apathetic uncertainty brooding over a ghostly world, man like a lost child gropes his way by the help of a small frail thread of logic through a dream landscape that he calls reality and that is nothing but a nightmare to him. The melodramatic revulsion which characterizes this age as insane, the melodramatic enthusiasm which calls it great, are both justified by the swollen incomprehensibility and illogicality of the events that apparently make up its reality. Apparently! For insane or great are terms that can never be applied to an age, but only to an individual destiny. Our individual destinies, however, are as normal as they ever were. Our common destiny is the sum of our single lives, and each of these single lives is developing quite normally, in accordance, as it were, with its private logicality. We feel the totality to be insane, but for each single life we can easily discover logical guiding motives. Are we, then, insane because we have not gone mad?

Discouraging cooperation and common purpose. Rewarding individuals for measured performance diminishes the sense of common purpose as well as the social relationships that provide the unmeasureable motivation for cooperation and institutional effectiveness.7 Reward based on measured performance tends to promote not cooperation but competition. If the individuals or units respond to the incentives created, rather than aiding, assisting, and advising one another, they strive to maximize their own metrics, ignoring, or even sabotaging, their fellows. As Donald Berwick, a leading medical reformer, has recounted, One hospital CEO described to me his system of profit-center management, in which middle management bonuses depended on local budget performance. I asked him if one of his managers would transfer resources from his department to another’s if it would help the organization as a whole. “Yes,” the CEO answered honestly, “if he were crazy.

Cînd iubeşti o fiinţă, momentele de reală cunoaştere sunt extrem de rare; apariţia lor se datoreaza unui minus de iubire. Cînd ajungi uneori să-ţi dai seama din afară, cu o perspectivă obiectivă, că femeia care-ţi şerpuieşte ca o obsesie intreaga ta fiinţă, care a crescut organic in tine seamănă cu oricare alta ca adîncime sufletească sau cînd înţelegi că zîmbetul ei nu e unic, ci perfect reversibil; cand o poţi înseria şi încadra în rîndul celorlalte şi găseşti explicaţii generale pentru reacţiile ei individuale, atunci cunoaşterea a suplinit dureros elanurile iubirii. lubirea este o fugă de adevăr. Şi iubim cu adevărat numai cînd nu vrem adevărul. Iubirea împotriva adevărului, iată o lupta pentru viaţă, pentru propriile extazuri şi pentru propriile greşeli. Pe fiinţa ce o iubim o cunoaştem cu adevărat numai după ce n-o mai iubim, cînd am devenit lucizi, clari, seci şi goi. Şi în iubire nu putem cunoaşte, fiindcă persoana ce o iubim actualizează numai un potenţial lăuntric de iubire. Realitatea primordială şi efectivă este iubirea din noi. Pentru aceasta iubim. Iubesc iubirea din mine, iubesc iubirea mea. Femeia este pretextul indispensabil care-mi aduce într-un ritm intens pulsaţiile timide ale iubirii. Nu poate exista o iubire pur subiectivă. Dar între abandonarea în experienţa voluptuoasă a iubirii ca stare pură şi abandonarea în culmile unei alte fiinţe, întîia este cea primordială. Iubim o femeie, fiindcă ne este scumpă iubirea noastră. Singurătatea sexelor şi lupta sălbatică între bărbat şi femeie îşi au izvorul în această interioritate a iubirii. Căci în iubire ne gustăm, ne savurăm pe noi înşine, ne încîntăm de voluptăţile tremurului nostru erotic. Din acest motiv, iubirea este cu atît mai intensă şi mai profundă, cu cît distanţa de persoana iubită este mai mare. Prezenţa ei fizică face din sentimentul nostru ceva prea orientat, cu o direcţie prea determinată, încît ceea ce este în noi cu adevărat trăire erotică pură, elan subiectiv, ne pare a veni din afară, desprinzîndu-se din prezenţa fizică a persoanei iubite. Numai iubirea de departe, iubirea care creşte alimentată de fatalitatea spaţiului, numai aceasta se prezintă ca stare pură. Atunci ai priză directă pe adinca ei interioritate, atunci trăieşti iubirea ca iubire, adîncindu-te în zvacniriIe unui sentiment, în farmecul lui voluptuos, care face suferinţele fluide, le topeşte ca într-o iluzie. La oamenii cu multă imaginaţie şi cu o viaţă interioară complicată, se găseşte nu arareori o astfel de purificare a iubirii încît ei trăiesc elanurile iubirii in ceea ce ele au suav, virginal, în volutele vitale ale iubirii, în pulsaţiile ei pure, în potenţialul erotic ca atare, inainte ca o fiinţă să fi trezit la viaţă şi să fi actualizat acest potenţial. Contopirea în tremurul vital, în iubirea ca germen, în iubirea ca dorinţă face din sufletul acestor oameni fîntîni nesecate de stări cristaline în puritatea lor.

So I looked with fascination at those people in their mobes, and tried to fathom what it would be like. Thousands of years ago, the work that people did had been broken down into jobs that were the same every day, in organizations where people were interchangeable parts. All of the story had been bled out of their lives. That was how it had to be; it was how you got a productive economy. But it would be easy to see a will at work behind this: not exactly an evil will, but a selfish will. The people who’d made the system thus were jealous, not of money and not of power but of story. If their employees came home at day’s end with interesting stories to tell, it meant that something had gone wrong: a blackout, a strike, a spree killing. The Powers That Be would not suffer others to be in stories of their own unless they were fake stories that had been made up to motivate them. People who couldn’t live without story had been driven into the concents or into jobs like Yul’s.

God. JAMES 2 : 23 Many organizations today fail to tap into their potential. Why? Because the only reward they give their employees is a paycheck. The relationship between employer and employee never develops beyond that point. Successful organizations take a different approach. In exchange for the work a person gives, he receives not only his paycheck, but he is also nurtured by the people he works for. And nurturing has the ability to transform people’s lives. I use the BEST” acronym as a reminder of what people need when they get started with my organization. They need me to . . . Believe in them Encourage them Share with them Trust them Nurturing benefits everyone. What people wouldn’t be more secure and motivated when their leader believes in them, encourages them, shares with them, and trusts them (BEST)? People are more productive when they are nurtured. Even more important, nurturing creates a strong emotional and professional foundation within workers who have leadership potential. Later, using training and development, a leader can be built on that foundation.

Leadership is about having clear & grand vision, taking initiatives, possessing courage to question the status quo, ability to set large goals, consistently inspire self & others towards those goals, being self motivated and capability to motivate others, being spirited & strong to surmount any obstacle on the path, humility & openness to listen and learn from others, strength to stand for what he believes is right, while being flexible enough to revisit & review his beliefs, ability to organize & shift paradigms of his own & others, ability to attract, retain, develop & work with bigger leaders than himself, ability to trust others & being trust worthy , to think big & not petty, being above self, kind & giving, ability to sacrifice for others and to be bereft of insecurities & suspicion, ability to take risks, learn from both success & failure, being able to forget & forgive mistakes and mishaps of others, being focused, patient & persistent, to possess an amazing ability to be simple & easy to understand, to communicate & express with clarity and above all, being human.

Roughly 25 percent of humanity is Muslim. For every Jew, there are roughly one hundred twenty-five Muslims. Judaism is about 2500 years older than Islam, and yet it has not been able to attract nearly as many followers. If we construe religions as memeplexes (a collection of interconnected memes), to borrow Richard Dawkin's term, the Islamic memeplex has been extraordinarily more successful than its Jewish counterpart (from an epidemiological perspective, that is). Why is that? To answer this important question, we must look at the contents of the two respective memeplexes to examine why one is more "infectious" than the other. Let us explore the rules for converting into the two religions and apostatizing out of them. In Judaism, the religious process for conversion is onerous, requiring several years of commitment and an absence of ulterior motive. (For example, converting to Judaism because you are marrying a Jewish person is considered an ulterior motive). Not surprisingly, given the barriers to entry, relatively few people convert to Judaism. On the other hand, to convert to Islam simply requires that one proclaim openly the sentence, the shahada (the testimony): "There is no true god but Allah, and Muhammad is the Messenger of Allah." It does not require a sophisticated epidemiological model to predict which memeplex will spread more rapidly. Let us now suppose that one wishes to leave the religion. While the Old Testament does mention the death penalty for apostasy, it has seldom been applied throughout Jewish history, whereas to this day apostasy from Islam does lead to the death penalty in several Islamic countries. But perhaps the most important difference is that Judaism does not promote or encourage proselytizing, whereas it is a central religious obligation in Islam. According to Islam, the world is divided into dar al-hard (the house of war) and dar al-Islam (the house of Islam). Peace will arrive when the entire world is united under the flag of Allah. Hence, it is imperative to Islamize the nations within dar al-harb. There is only one Jewish country in the world, Israel, and it has a sizeable non-Jewish minority. But there are fifty-seven member states of the Organization of Islamic Cooperation.

Cultivating an ethic of responsibility begins with nonnatives understanding ourselves as beneficiaries of the illegal settlement of indigenous people's land, and unjust appropriation of indigenous peoples' resources and jurisdiction. When faced with this truth, it is common for activists to get stuck in their feelings of guilt, which I would argue is a state of self-absorption that actually upholds privilege. While guilt is often representative of much-needed shift in consciousness, in itself it does nothing to motivate the responsibility necessary to actively dismantle entrenched systems of oppression. In a movement-building round table, longtime Montreal activist Jaggi Singh expressed that "the only way to escape complicity with settlement is active opposition to it. That only happens in the context of on-the-ground, day-to-day organizing, and creating and cultivating the spaces where we can begin dialogues and discussions as natives an nonnatives." Original blog post: Unsettling America: Decolonization in Theory and Practice. Quoted In: Decolonize Together: Moving beyond a Politics of Solidarity toward a Practice of Decolonization. Taking Sides.

Thousands of years ago, the work that people did had been broken down into jobs that were the same every day, in organizations where people were interchangeable parts. All of the story had been bled out of their lives. That was how it had to be; it was how you got a productive economy. But it would be easy to see a will at work behind this: not exactly an evil will, but a selfish will. The people who’d made the system thus were jealous, not of money and not of power but of story. If their employees came home at day’s end with interesting stories to tell, it meant that something had gone wrong: a blackout, a strike, a spree killing. The Powers That Be would not suffer others to be in stories of their own unless they were fake stories that had been made up to motivate them. People who couldn’t live without story had been driven into the concents or into jobs like Yul’s. All others had to look somewhere outside of work for a feeling that they were part of a story, which I guessed was why Sæculars were so concerned with sports, and with religion. How else could you see yourself as part of an adventure? Something with a beginning, middle, and end in which you played a significant part?

So you’re saying,” I interjected, “that there is no organized, conspiratorial evil in the world, no satanic plot to which we fall prey?” “None. There is only human fear and the bizarre ways that humans try to ward it off.” “What about the many references in sacred texts and scriptures to Satan?” “This idea is a metaphor, a symbolic way of warning people to look to the divine for security, not to their sometimes tragic ego urges and habits. Blaming an outside force for everything bad was perhaps important at a certain stage in human development. But now it obscures the truth, because blaming our behavior on forces outside ourselves is a way of avoiding responsibility. And we tend to use the idea of Satan to project that some people are inherently evil so we can dehumanize the ones we disagree with and write them off. It is time now to understand the true nature of human evil in a more sophisticated way and then to deal with it.” “If there is no satanic plot,” I said, “then ‘possession’ doesn’t exist.” “That’s not so,” Wil said emphatically. “Psychological ‘possession’ does exist. But it is not the result of a conspiracy of evil; it is just energy dynamics. Fearful people want to control others. That’s why certain groups try to pull you in and convince you to follow them, and ask you to submit to their authority, or fight you if you try to leave.” “When I was first drawn into that illusory town, I thought I had been possessed by some demonic force.” “No, you were drawn in because you made the same mistake you made earlier: you didn’t just open up and listen to those souls; you gave yourself over to them, as if they automatically had all the answers, without checking to see if they were connected and motivated by love. And unlike the souls who are divinely connected, they didn’t back away from you. They just pulled you into their world, the same way some crazy group or cult might do in the physical dimension if you don’t discriminate.” Wil paused as if in thought, then continued. “All this is more of the Tenth Insight; that’s why we’re seeing it. As communication between the two dimensions increases, we’ll begin to have more encounters with souls in the Afterlife. This part of the Insight is that we must discern between those souls who are awake and connected with the spirit of love and those who are fearful and stuck in an obsessive trance of some kind. But we must do so without invalidating and dehumanizing those caught in such fear dramas by thinking they are demons or devils. They are souls in a growth process, just like us.

A drone is often preferred for missions that are too "dull, dirty, or dangerous" for manned aircraft.” PROLOGUE The graffiti was in Spanish, neon colors highlighting the varicose cracks in the wall. It smelled of urine and pot. The front door was metal with four bolt locks and the windows were frosted glass, embedded with chicken wire. They swung out and up like big fake eye-lashes held up with a notched adjustment bar. This was a factory building on the near west side of Cleveland in an industrial area on the Cuyahoga River known in Ohio as The Flats. First a sweatshop garment factory, then a warehouse for imported cheeses then a crack den for teenage potheads. It was now headquarters for Magic Slim, the only pimp in Cleveland with his own film studio and training facility. Her name was Cosita, she was eighteen looking like fourteen. One of nine children from El Chorillo. a dangerous poverty stricken barrio on the outskirts of Panama City. Her brother, Javier, had been snatched from the streets six months ago, he was thirteen and beautiful. Cosita had a high school education but earned here degree on the streets of Panama. Interpol, the world's largest international police organization, had recruited Cosita at seventeen. She was smart, street savvy, motivated and very pretty. Just what Interpol was looking for. Cosita would become a Drone!

Thus the Mother of Death joins the Mother of Life in lamenting the dying god, and, as an outward token of their union, Mary kisses the cross and is reconciled.155 In ancient Egypt this union of opposite tendencies was naively preserved in the Isis mother-imago. The separation of the son from the mother signifies man’s leavetaking from animal unconsciousness. It was only the power of the “incest prohibition”156 that created the self-conscious individual, who before had been mindlessly one with the tribe; and it was only then that the idea of the final death of the individual became possible. Thus through Adam’s sin, which lay precisely in his becoming conscious, death came into the world. The neurotic who cannot leave his mother has good reasons for not doing so: ultimately, it is the fear of death that holds him there. It seems as if no idea and no word were powerful enough to express the meaning of this conflict. Certainly the struggle for expression which has continued through the centuries cannot be motivated by what is narrowly and crudely conceived as “incest.” We ought rather to conceive the law that expresses itself first and last in the “incest prohibition” as the impulse to domestication, and regard the religious systems as institutions which take up the instinctual forces of man’s animal nature, organize them, and gradually make them available for higher cultural purposes.

The First Wave Extinction, which accompanied the spread of the foragers, was followed by the Second Wave Extinction, which accompanied the spread of the farmers, and gives us an important perspective on the Third Wave Extinction, which industrial activity is causing today. Don’t believe tree-huggers who claim that our ancestors lived in harmony with nature. Long before the Industrial Revolution, Homo sapiens held the record among all organisms for driving the most plant and animal species to their extinctions. We have the dubious distinction of being the deadliest species in the annals of biology. Perhaps if more people were aware of the First Wave and Second Wave extinctions, they’d be less nonchalant about the Third Wave they are part of. If we knew how many species we’ve already eradicated, we might be more motivated to protect those that still survive. This is especially relevant to the large animals of the oceans. Unlike their terrestrial counterparts, the large sea animals suffered relatively little from the Cognitive and Agricultural Revolutions. But many of them are on the brink of extinction now as a result of industrial pollution and human overuse of oceanic resources. If things continue at the present pace, it is likely that whales, sharks, tuna and dolphins will follow the diprotodons, ground sloths and mammoths to oblivion. Among all the world’s large creatures, the only survivors of the human flood will be humans themselves, and the farmyard animals that serve as galley slaves in Noah’s Ark.

Thousands of years ago, the work that people did had been broken down into jobs that were the same every day, in organizations where people were interchangeable parts. All of the story had been bled out of their lives. That was how it had to be; it was how you got a productive economy. But it would be easy to see a will at work behind this: not exactly an evil will, but a selfish will. The people who'd made the system thus were jealous, not of money and not of power but of story. If their employees came home at day's end with interesting stories to tell, it meant that something had gone wrong: a blackout, a strike, a spree killing. The Powers That Be would not suffer others to be in stories of their own unless they were fake stories that had been made up to motivate them. People who couldn't live without story had been driven into the concents or into jobs like Yul's. All others had to look somewhere outside of work for a feeling that they were part of a story, which I guessed was why Sæculars were so concerned with sports, and with religion. How else could you see yourself as part of an adventure? Something with a beginning, middle, and end in which you played a significant part? We avout had it ready-made because we were a part of this project of learning new things. Even if it didn't always move fast enough for people like Jesry, it did move. You could tell where you were and what you were doing in that story. Yul got all of this for free by living his stories from day to day, and the only drawback was that the world held his stories to be of small account.

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

Is there an evolutionary consequence to this distinctive quality of story? Researchers have imagined so. We prevailed, in large part, because we are an intensely social species. We are able to live and work in groups. Not in perfect harmony, but with sufficient cooperation to thoroughly upend the calculus of survival. It is not just safety in numbers. It is innovate, participate, delegate, and collaborate in numbers. And essential to such successful group living are the very insights into the variety of human experience we’ve absorbed through story. As psychologist Jerome Bruner noted, “We organize our experience and our memory of human happenings mainly in the form of narrative,”37 leading him to doubt that “such collective life would be possible were it not for our human capacity to organize and communicate experience in narrative form.”38 Through narrative we explore the range of human behavior, from societal expectation to heinous transgression. We witness the breadth of human motivation, from lofty ambition to reprehensible brutality. We encounter the scope of human disposition from triumphant victory to heartrending loss. As literary scholar Brian Boyd has emphasized, narratives thus make “the social landscape more navigable, more expansive, more open with possibilities,” instilling in us a “craving for understanding our world not only in terms of our own direct experience, but through the experiences of others—and not only real others.”39 Whether told through myths, stories, fables, or even embellished accounts of daily events, narratives are the key to our social nature. With math we commune with other realities; with story we commune with other minds.

Some people put years into their heroic accomplishments; assassins do not. While stalking Richard Nixon, Bremer wrote, “I’m as important as the start of WWI. I just need the little opening, and a second of time.” Such narcissism is a central feature of every assassin, and like many of their characteristics, it is in us all to some degree. In his Pulitzer Prize winning book Denial of Death, Ernest Becker observes that narcissism is universal. Becker says every child’s “whole organism shouts the claim of his natural narcissism. It is too all-absorbing and relentless to be an aberration, it expresses the heart of the creature: the desire to stand out, to be the one in creation.” Becker says we all look for heroics in our lives, adding that in some people “it is a screaming for glory as uncritical and reflexive as the howling of a dog.” But the howls for glory of assassins had been unanswered in their mundane pre-attack lives. The assassin might be weird or unusual, but we cannot say we don’t understand his motives, his goal. He wants what Americans want: recognition, and he wants what all people want: significance. People who don’t get that feeling in childhood seek ways to get it in adulthood. It is as if they have been malnourished for a lifetime and seek to fix it with one huge meal. The same search for significance is part of the motivation for the young gang member who kills, because violence is the fastest way to get identity. Murderer Jack Henry Abbott describes the “involuntary pride and exhilaration all convicts feel when they are chained up hand and foot like dangerous animals. The world has focused on us for a moment. We are somebody capable of threatening the world.

I met with a group of a hundred or so fifth graders from a poor neighborhood at a school in Houston, Texas. Most of them were on a track that would never get them to college. So I decided then and there to make a contract with them. I would pay for their four-year college education if they kept a B average and stayed out of trouble. I made it clear that with focus, anyone could be above average, and I would provide mentoring support to them. I had a couple of key criteria: They had to stay out of jail. They couldn't get pregnant before graduating high school. Most importantly, they needed to contribute 20 hours of service per year to some organization in their community. Why did I add this? College is wonderful, but what was even more important to me was to teach them they had something to give, not just something to get in life. I had no idea how I was going to pay for it in the long run, but I was completely committed, and I signed a legally binding contract requiring me to deliver the funds. It's funny how motivating it can be when you have no choice but to move forward. I always say, if you want to take the island, you have to burn your boats! So I signed those contracts. Twenty-three of those kids worked with me from the fifth grade all the way to college. Several went on to graduate school, including law school! I call them my champions. Today they are social workers, business owners, and parents. Just a few years ago, we had a reunion, and I got to hear the magnificent stories of how early-in-life giving to others had become a lifelong pattern. How it caused them to believe they had real worth in life. How it gave them such joy to give, and how many of them now are teaching this to their own children.

Let’s explore some key signs you should be watchful for: Unrelenting fatigue: Persistent exhaustion, even after adequate rest and sleep, is a key part of Autistic burnout. When grappling with burnout, your body may feel utterly exhausted, leaving you scrambling for energy to complete even the simplest tasks. Heightened sensory sensitivities: Sensitivity to sensory stimuli—be it noise, light, texture, or smell—intensifies during burnout, amplifying your susceptibility to sensory overload, meltdowns, and shutdowns. Sensory stimuli that used to feel manageable may now feel overwhelming. Skills and functioning decline: A conspicuous drop in skills like focusing, organizing, problem-solving, and speaking is another feature of burnout and makes social interactions more daunting. Emotional dysregulation: Burnout-induced dysregulation in your nervous and sensory systems hampers your ability to manage your emotions, resulting in intense emotions or emotional numbness. Increased anxiety, irritability, or feelings of being overwhelmed are common during burnout. Diminished tolerance for change: During burnout, your capacity to absorb and adapt to change wanes, and you may seek comfort in sameness and predictability. You might experience heightened distress in the face of the unexpected. Social isolation: Burnout can spark a retreat into solitude and diminish your ability to engage socially. You might withdraw from social interactions and lose motivation for once-enjoyed hobbies or activities. Masking: Burnout can throw a wrench in your masking abilities, and it can be confusing if you don’t understand what is happening! Interestingly, lots of adults don’t get their autism diagnosis until they are in burnout and have lost their ability to mask.

Performance measure. Throughout this book, the term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators. Critical success factors (CSFs). CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization. Success factors. A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors. Balanced scorecard. A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives. For the purposes of this book, there are six perspectives in a balanced scorecard (see Exhibit 1.7). Oracles and young guns. In an organization, oracles are those gray-haired individuals who have seen it all before. They are often considered to be slow, ponderous, and, quite frankly, a nuisance by the new management. Often they are retired early or made redundant only to be rehired as contractors at twice their previous salary when management realizes they have lost too much institutional knowledge. Their considered pace is often a reflection that they can see that an exercise is futile because it has failed twice before. The young guns are fearless and precocious leaders of the future who are not afraid to go where angels fear to tread. These staff members have not yet achieved management positions. The mixing of the oracles and young guns during a KPI project benefits both parties and the organization. The young guns learn much and the oracles rediscover their energy being around these live wires. Empowerment. For the purposes of this book, empowerment is an outcome of a process that matches competencies, skills, and motivations with the required level of autonomy and responsibility in the workplace. Senior management team (SMT). The team comprised of the CEO and all direct reports. Better practice. The efficient and effective way management and staff undertake business activities in all key processes: leadership, planning, customers, suppliers, community relations, production and supply of products and services, employee wellbeing, and so forth. Best practice. A commonly misused term, especially because what is best practice for one organization may not be best practice for another, albeit they are in the same sector. Best practice is where better practices, when effectively linked together, lead to sustainable world-class outcomes in quality, customer service, flexibility, timeliness, innovation, cost, and competitiveness. Best-practice organizations commonly use the latest time-saving technologies, always focus on the 80/20, are members of quality management and continuous improvement professional bodies, and utilize benchmarking. Exhibit 1.10 shows the contents of the toolkit used by best-practice organizations to achieve world-class performance. EXHIBIT 1.10 Best-Practice Toolkit Benchmarking. An ongoing, systematic process to search for international better practices, compare against them, and then introduce them, modified where necessary, into your organization. Benchmarking may be focused on products, services, business practices, and processes of recognized leading organizations.

Another such irritating hypocrisy is the oligarchic attitude towards mendicity as against organized charity. Here again, as in the case of cleanliness and of athletics, the attitude would be perfectly human and intelligible if it were not maintained as a merit. Just as the obvious thing about soap is that it is a convenience, so the obvious thing about beggars is that they are an inconvenience. The rich would deserve very little blame if they simply said that they never dealt directly with beggars, because in modern urban civilization it is impossible to deal directly with beggars; or if not impossible, at least very difficult. But these people do not refuse money to beggars on the ground that such charity is difficult. They refuse it on the grossly hypocritical ground that such charity is easy. They say, with the most grotesque gravity, "Anyone can put his hand in his pocket and give a poor man a penny; but we, philanthropists, go home and brood and travail over the poor man's troubles until we have discovered exactly what jail, reformatory, workhouse, or lunatic asylum it will really be best for him to go to." This is all sheer lying. They do not brood about the man when they get home, and if they did it would not alter the original fact that their motive for discouraging beggars is the perfectly rational one that beggars are a bother. A man may easily be forgiven for not doing this or that incidental act of charity, especially when the question is as genuinely difficult as is the case of mendicity. But there is something quite pestilently Pecksniffian about shrinking from a hard task on the plea that it is not hard enough. If any man will really try talking to the ten beggars who come to his door he will soon find out whether it is really so much easier than the labor of writing a check for a hospital.

I am passionate about... Doing the impossible, taking on big challenges Creating new structures to achieve big results Solving problems, removing obstacles Getting the best out of people I really like ... Working with very bright people who have good values Working with companies that are respected or where respect can be created Building a culture that will succeed and be a place where people can grow and enjoy work My greatest contribution is ... Being able to do many different things well Accomplishing the mission, exceeding expectations Building an organization from scratch Saving the day—taking dire situations, fixing them, and turning them into winners I am particularly good at... Taking things that look like failures and making them into exceptional successes Developing people—getting them to be creative, committed, and accountable Getting the job done quickly with practical, interesting solutions I am known for ... Creative leadership Overcoming challenging obstacles Rising to the occasion Seeing the core issues, problems, solutions Getting to the heart of the matter quickly, and intuitively analyzing the situation I have exceptional ability to ... Devise straightforward solutions that are efficient and practical Take complex problems and quickly develop elegant solutions Create solutions that get the job done Exercise: Passions and Gifts (Downloadable) Now it �s your turn. Complete the following sentences. You may list multiple answers for each of the items below. Keep your responses focused on the career and work aspects of your life. I feel passionate about ... What I really like is... My greatest contribution is... I am particularly good at... I am known for... I have an exceptional ability to... Colleagues often ask for my help with... What motivates me most is... I would feel disappointed, frustrated, or sad if I couldn�t do...

Some people put years into their heroic accomplishments; assassins do not. While stalking Richard Nixon, Bremer wrote, “I’m as important as the start of WWI. I just need the little opening, and a second of time.” Such narcissism is a central feature of every assassin, and like many of their characteristics, it is in us all to some degree. In his Pulitzer Prize winning book Denial of Death, Ernest Becker observes that narcissism is universal. Becker says every child’s “whole organism shouts the claim of his natural narcissism. It is too all-absorbing and relentless to be an aberration, it expresses the heart of the creature: the desire to stand out, to be the one in creation.” Becker says we all look for heroics in our lives, adding that in some people “it is a screaming for glory as uncritical and reflexive as the howling of a dog.” But the howls for glory of assassins had been unanswered in their mundane pre-attack lives. The assassin might be weird or unusual, but we cannot say we don’t understand his motives, his goal. He wants what Americans want: recognition, and he wants what all people want: significance. People who don’t get that feeling in childhood seek ways to get it in adulthood. It is as if they have been malnourished for a lifetime and seek to fix it with one huge meal. The same search for significance is part of the motivation for the young gang member who kills, because violence is the fastest way to get identity. Murderer Jack Henry Abbott describes the “involuntary pride and exhilaration all convicts feel when they are chained up hand and foot like dangerous animals. The world has focused on us for a moment. We are somebody capable of threatening the world.” Ernest Becker writes, “The urge to heroism is natural, and to admit it honest. For everyone to admit it would probably release such pent-up force as to be devastating to society.

As respects its isolation and its indifference to the basic requirements of all organic activity, the pecuniary power complex discloses a startling resemblance to a newly discovered center in the brain-that which is called the pleasure center. So far as is known, this pleasure center performs no useful function in the organism, unless it should prove that in some still obscure way it plays a part in more functional pleasure reactions. But in laboratory monkeys this localized center can be penetrated by electrodes which permit a micro-current to stimulate the nervous tissue in such a fashion that the flow of current-and hence the intensity of pleasure-can be regulated by the animal himself. Apparently the stimulation of this pleasure center is so rewarding that the animal will continue to press the current regulator for an indefinite length of time, regardless of every other impulse or physiological need, even that for food, and even to the point of starvation. The intensity of this abstract stimulus produces something like a total neurotic insensibility to life needs. The power complex seems to operate on the same principle. The magical electronic stimulus is money. What increases the resemblance between this pecuniary motivation and that of the cerebral pleasure center is that both centers, unlike virtually all organic reactions, recognize no quantitative limits. What has always been true of money, among those susceptible to its influence, applies equally to the other components of the power complex: the abstraction replaces the concrete reality, and therefore those who seek to increase it never know when they have had enough. Each of these drives, for power, for goods, for fame, for pleasure, may-it goes without saying-have as useful a part to play in the normal economy of a community as in the human body itself. It is by their detachment, their isolation, their quantitative over-concentration, and their mutual re-enforcement that they become perverse and life-corroding.

Now I am alone. O, what a rogue and peasant slave am I! (520) Is it not monstrous that this player here, But in a fiction, in a dream of passion, Could force his soul so to his own conceit That from her working all his visage wann'd, Tears in his eyes, distraction in's aspect, A broken voice, and his whole function suiting With forms to his conceit? and all for nothing! For Hecuba! What's Hecuba to him, or he to Hecuba, (530) That he should weep for her? What would he do, Had he the motive and the cue for passion That I have? He would drown the stage with tears And cleave the general ear with horrid speech, Make mad the guilty and appal the free, Confound the ignorant, and amaze indeed The very faculties of eyes and ears. Yet I, A dull and muddy-mettled rascal, peak, Like John-a-dreams, unpregnant of my cause, (540) And can say nothing; no, not for a king, Upon whose property and most dear life A damn'd defeat was made. Am I a coward? Who calls me villain? breaks my pate across? Plucks off my beard, and blows it in my face? Tweaks me by the nose? gives me the lie i' the throat, As deep as to the lungs? who does me this? Ha! 'Swounds, I should take it: for it cannot be But I am pigeon-liver'd and lack gall (550) To make oppression bitter, or ere this I should have fatted all the region kites With this slave's offal: bloody, bawdy villain! Remorseless, treacherous, lecherous, kindless villain! O, vengeance! Why, what an ass am I! This is most brave, That I, the son of a dear father murder'd, Prompted to my revenge by heaven and hell, Must, like a whore, unpack my heart with words, And fall a-cursing, like a very drab, (560) A scullion! Fie upon't! foh! About, my brain! I have heard That guilty creatures sitting at a play Have by the very cunning of the scene Been struck so to the soul that presently They have proclaim'd their malefactions; For murder, though it have no tongue, will speak With most miraculous organ. I'll have these players Play something like the murder of my father Before mine uncle: I'll observe his looks; (570) I'll tent him to the quick: if he but blench, I know my course. The spirit that I have seen May be the devil: and the devil hath power To assume a pleasing shape; yea, and perhaps Out of my weakness and my melancholy, As he is very potent with such spirits, Abuses me to damn me: I'll have grounds More relative than this: the play's the thing Wherein I'll catch the conscience of the king.

Some years ago I saw a documentary on dying whose main theme was that people die as they lived. That was Jimmy. For five years, since he began undergoing operations for bladder cancer and even after his lung cancer was diagnosed, he continued the activities that he considered important, marching against crackhouses, campaigning against the demolition of the Ford Auditorium, organizing Detroit Summer, making speeches, and writing letters to the editor and articles for the SOSAD newsletter and Northwest Detroiter. In 1992 while he was undergoing the chemotherapy that cleared up his bladder cancer, he helped form the Coalition against Privatization and to Save Our City. The coalition was initiated by activist members of a few AFSCME locals who contacted Carl Edwards and Alice Jennings who in turn contacted us. Jimmy helped write the mission statement that gave the union activists a sense of themselves as not only city workers but citizens of the city and its communities. The coalition’s town meetings and demonstrations were instrumental in persuading the new mayor, Dennis Archer, to come out against privatization, using language from the coalition newsletter to explain his position. At the same time Jimmy was putting out the garbage, keeping our corner at Field and Goethe free of litter and rubbish, mopping the kitchen and bathroom floors, picking cranberries, and keeping up “his” path on Sutton. After he entered the hospice program, which usually means death within six months, and up to a few weeks before his death, Jimmy slowed down a bit, but he was still writing and speaking and organizing. He used to say that he wasn’t going to die until he got ready, and because he was so cheerful and so engaged it was easy to believe him. A few weeks after he went on oxygen we did three movement-building workshops at the SOSAD office for a group of Roger Barfield’s friends who were trying to form a community-action group following a protest demonstration at a neighborhood sandwich shop over the murder of one of their friends. With oxygen tubes in his nostrils and a portable oxygen tank by his side, Jimmy spoke for almost an hour on one of his favorite subjects, the need to “think dialectically, rather than biologically.” Recognizing that this was probably one of Jimmy’s last extended speeches, I had the session videotaped by Ron Scott. At the end of this workshop we asked participants to come to the next session prepared to grapple with three questions: What can we do to make our neighborhoods safe? How can we motivate people to transform? How can we create jobs?

Until knowledge becomes part of you, it is not possible to talk about awareness, or true understanding. Everything must come from and into an organism. Theories are only valid when made organic — ”organic” as in "part of the body". The knowledge that has to be learned and followed like a discipline is useless. It doesn't matter which amount of knowledge you absorb or in which variety. Knowledge can’t be remembered all the time in the same proportion that is kept, not all of it, and not all of it at the same time. As a matter of fact, when knowledge is not assimilated above personal interests, that same knowledge is already corrupted. When knowledge is seen as a means to a goal, either it is in obtaining something from the outside world, or passing some test, this knowledge has not become organic but merely used as a tool. That's why so many people avoid being confronted with their ignorance and react angrily when faced with their contradictions, which is quite obvious when we compare what they learn and what they say. You see this everywhere, in teachers, politicians, religious groups, and so on. And then you wonder why are people not honest. But they can’t understand honesty as much as they can’t understand their own ignorance. The stupid are not aware they are stupid, and that’s what really makes them stupid. When someone is too stupid, ignorance is replaced by arrogance. And then this person feels like the world is a bit threat to survival at an individual level. We call this attitude being egotistic. But you can’t stop being an egotistic when suppressing your emotions, or imagining that everyone is a source of negative energy but you. As a matter of fact, you commonly see the egotistic drop into apathy precisely because they confuse the work they must do on themselves with the anger they feel for the world as a whole. Have you ever noticed how easily people turn to anger when you ask them a question? That’s a reaction of someone moving from apathy to fear. On the surface this person is acting like a rude individual, but the emotions behind this behavior are those one feels when watching a horror movie. They are afraid of their own feelings, and project this fear as an aggression. Now comes the interesting part: Who are they attacking? They are attacking precisely the one that can help them, because only such individual will ask the right questions. An individual on apathy and lack of interest, can’t ask anything that is interesting or motivating. So we come to an interesting paradox in society, that those who can uplift others, end up being perceived as a threat to them. And that’s the simplest way to explain insanity.

True beauty is found not in the exceptional but in the commonplaces Where does the beauty lie, in the exceptional or the commonplace? Some people believe, true beauty can be find only in exceptional and there isn’t any beauty in commonplaces, and it seems, they are all quotidian objects; but yet, another group of people attribute to the factual beauty of commonplaces and believe the beauty of exceptional seems artificial and it’ll be ephemeral. After weighing the evidence, it is certain that the true beauty lie in the commonplace not in the exceptional. People are most move by natural feature than the artificial ones. Those people that believe the beauty lie in the exceptional prefer the artificial beauties, which is made by human, to the natural beauties. Consider Leonardo Da Vinci’s Mona Liza, one of the most beautiful painting in the world. For sure it is beautiful and few people who view the painting are not moved by the sheer beauty of it. But how much time a person can enjoy watching this art work and praise it? One hour? Two hours? One week? Like Leonardo Da Vinci’s Mona Liza, the cathedral of north dame in Paris is another exceptional object which is wonderful and there are too many tourist that travel untold miles to view cathedral. Nobody can tell it is not beautiful; but, does it sacrifice people’s tendency as much as the original beauties do? People interest to visit these beautiful building and wonderful painting at least one time to be familiar with those great art work but it cannot be considered as a true beauty which is one of the requirement of human to be alive. On the other hand, the natural beauties which are around us are fantastic and eternal. They are always improve motivation on people and make them pleased. Consider a flower, although every people have seen many kind of flowers, it is always beautiful and move people to appropriate them. Like flower, plants, stars, sun, moon, sky, sea every object in the nature can be caused of an excited on people and motivate them to be alive. The common place beauties are the most part of the human’s life. If people every time don’t appreciate every beauty around him, and he praise exceptional object when he encounter, it cannot be a fair conclusion that the exceptional objects are true beauty. Indeed people believe nature is constantly compeer of human along the history, like one of his organs, he is not praising them every time, but it is incredible for human to feel he must be alive without common place beauty. Ultimately, after considering both sides of the issue, it must be concluded that the true beauty lie in the commonplace not in the exceptional. Exceptional are the beauties which can be as a complementary for the natural beauties. Because people’s life can be current even without exceptional but without commonplace beauties it is impossible for people to be alive.

THE ORIGIN OF INTELLIGENCE Many theories have been proposed as to why humans developed greater intelligence, going all the way back to Charles Darwin. According to one theory, the evolution of the human brain probably took place in stages, with the earliest phase initiated by climate change in Africa. As the weather cooled, the forests began to recede, forcing our ancestors onto the open plains and savannahs, where they were exposed to predators and the elements. To survive in this new, hostile environment, they were forced to hunt and walk upright, which freed up their hands and opposable thumbs to use tools. This in turn put a premium on a larger brain to coordinate tool making. According to this theory, ancient man did not simply make tools—“tools made man.” Our ancestors did not suddenly pick up tools and become intelligent. It was the other way around. Those humans who picked up tools could survive in the grasslands, while those who did not gradually died off. The humans who then survived and thrived in the grasslands were those who, through mutations, became increasingly adept at tool making, which required an increasingly larger brain. Another theory places a premium on our social, collective nature. Humans can easily coordinate the behavior of over a hundred other individuals involved in hunting, farming, warring, and building, groups that are much larger than those found in other primates, which gave humans an advantage over other animals. It takes a larger brain, according to this theory, to be able to assess and control the behavior of so many individuals. (The flip side of this theory is that it took a larger brain to scheme, plot, deceive, and manipulate other intelligent beings in your tribe. Individuals who could understand the motives of others and then exploit them would have an advantage over those who could not. This is the Machiavellian theory of intelligence.) Another theory maintains that the development of language, which came later, helped accelerate the rise of intelligence. With language comes abstract thought and the ability to plan, organize society, create maps, etc. Humans have an extensive vocabulary unmatched by any other animal, with words numbering in the tens of thousands for an average person. With language, humans could coordinate and focus the activities of scores of individuals, as well as manipulate abstract concepts and ideas. Language meant you could manage teams of people on a hunt, which is a great advantage when pursuing the woolly mammoth. It meant you could tell others where game was plentiful or where danger lurked. Yet another theory is “sexual selection,” the idea that females prefer to mate with intelligent males. In the animal kingdom, such as in a wolf pack, the alpha male holds the pack together by brute force. Any challenger to the alpha male has to be soundly beaten back by tooth and claw. But millions of years ago, as humans became gradually more intelligent, strength alone could not keep the tribe together.