Outcome Driven Quotes

Don't live the same day over and over again and call that a life. Life is about evolving mentally, spiritually, and emotionally.

Mize knew that the outcome of today’s hearing was all about politics. Lady Justice wasn’t blind. She was wearing see-no-evil lenses and had been cursed with a more troubling disability—muteness. There existed no doubt in his mind that political machinations had suffocated legal precedent on this day.

Luck and risk are both the reality that every outcome in life is guided by forces other than individual effort. They are so similar that you can’t believe in one without equally respecting the other. They both happen because the world is too complex to allow 100% of your actions to dictate 100% of your outcomes. They are driven by the same thing: You are one person in a game with seven billion other people and infinite moving parts. The accidental impact of actions outside of your control can be more consequential than the ones you consciously take.

If I want a better-than-average career, I can’t simply ‘go with the flow’ and get it. Most people do just that: they wish for an outcome but make no intention-driven actions toward that outcome. If they would just do something most people would find that they get some version of the outcome they’re looking for. That’s been my secret. Stop wishing and start doing.

Ethics is the compass that guides artificial intelligence towards responsible and beneficial outcomes. Without ethical considerations, AI becomes a tool of chaos and harm.

In books, political cartoons, films, and TV shows, fat bodies make up the failings of America, capitalism, beauty standards, excess, and consumerism. Fat bodies represent at once the poorest of the poor and the pinnacle of unchecked power, consumption, and decay. Our bodies have borne the blame for so much. Whole artistic worlds are built on the premise that bodies like mine are monstrous, repulsive, and—worst of all—contagious. From individuals to institutions, academia to the evening news, fat people are made bogeymen. And that spills into daily experiences of abuse, driven by intentions both good and ill, but always with the same outcome: an intense shame for simply daring to exist in the bodies many of us have always had.

Education, government, health care, and science are increasingly driven by the philosophies of financial maximization. Institutions that had previously been focused on a range of outcomes—knowledge, service, care, discovery—are increasingly measured by just one: money.

The most important effect of all this was to leave the determination as to which ships were to be spared, which to be sunk, to the discretion of individual U-boat commanders. Thus a lone submarine captain, typically a young man in his twenties or thirties, ambitious, driven to accumulate as much sunk tonnage as possible, far from his base and unable to make wireless contact with superiors, his vision limited to the small and distant view afforded by a periscope, now held the power to make a mistake that could change the outcome of the entire war. As

Stress-relieving impulses like these had driven most of his actions during the previous year. His intervention on behalf of his patients was a compulsion that had little to do with the patients themselves; often, in fact, he failed to notice the patients at all, only their outcomes. Each spasm of control offered a period of relief and afterglow.

Competence comes when successful outcomes are produced by values-driven, purposeful behaviors.

You create the action, the chances, the opportunities, the wealth, the happiness, the success, the rhythm, the speed, you control all the outcomes in your life!

is never our circumstances that defeat us; it is how we choose to deal with the circumstances that determines the outcome of our lives.

The focus on the desired outcome will push you through every difficulty.

Rest is not for weaklings. Hollowing out space for rest is work. Finding time for rest is the hands and feet of the promises we long to claim. It means saying no. It means having limits with ourselves. It means having limits with others. It takes courage to rest in the midst of an outcome-driven society. It takes strength to walk away from good in the pursuit of better.

Asian nationalism is driven by rising expectations; the West’s nationalism is driven by disappointed hopes. But the political outcome is surprisingly similar: a call to make the country “great again.

If you’re like most people, you’ll do one thing for two to three years, then something else for two to three years, and then—somewhere in that five- to seven-year distance from Yale—you’ll see a need to fully commit to something that’s a longer-term project: graduate school, for example, or a job you need to stick with for some real time. The question is: where do you need to be with yourself such that when the time comes to ‘cast your whole vote,’ you’re reasonably confident you’re not being either fear-based or ego-driven in your choice . . . that the journey you’re on is really yours, and not someone else’s? If you think of your first few jobs after Yale in this way—holistically and in terms of your growth as a person rather than as ladder rungs to a specific material outcome—you’re less likely to wake up at age forty-five married to a stranger.” Yikes!

..Each of us has something within us which won't be denied, even if it make us scream aloud to die. We are what we are, that's all. Like the old Celtic legend of the bird with a thorn in it's breast, singing it's heart out and dying. Because it has to, it's driven to. We can know what we do wrong even before we do it, but self-knowledge can't affect or change the outcome, can it? Everyone singing his own little song, convinced it's the most wonderful song the world has ever heard. Don't you see? We create our own thorns, and never stop to count the cost. All we can do is suffer the pain, and tell ourselves it was well worth it.

Was his ego so twisted that he had to seize control over outcomes? No, it was almost worse than that. He was driven to console people, to bind them up, to protect them from the worst—an ambition that often got in the way of the Holy Spirit's ministrations. . . . He didn't know if it was so loving to protect people. Perhaps really loving meant not protecting them.

However, even before the orgies of neoliberalism it was obvious that capitalism is not socially efficient. Market failures are everywhere, from environmental calamities to the necessity of the state’s funding much socially useful science to the existence of public education and public transportation (not supplied through the market) to the outrageous incidence of poverty and famine in countries that have had capitalism foisted on them.3 All this testifies to a “market failure,” or rather a failure of the capitalist, competitive, profit-driven mode of production, which, far from satisfying social needs, multiplies and aggravates them. This should not be surprising. An economic system premised on two irreconcilable antagonisms—that between worker and supplier-of-capital and that between every supplier-of-capital and every other4—and which is propelled by the structural necessity of exploiting and undermining both one’s employees and one’s competitors in order that ever-greater profits may be squeezed out of the population, is not going to lead to socially harmonious outcomes. Only in the unreal world of standard neoclassical economics, which makes such assumptions as perfect knowledge, perfect capital and labor flexibility, the absence of firms with “market power,” the absence of government, and in general the myth of homo economicus—the person susceptible of no other considerations than those of pure “economic rationality”—is societal harmony going to result.

It's a sad fact that most people can't even spot a story when they see one. Most people don't know that stories aren't confined by the covers of books or by half-hour slots on TV. The world is made of stories. The world is driven by stories. When a sunburned-friend tells you about their holiday, it's not a straight list of everything that happened to them - it's a story, an anecdote with a plot, a beginning, a middle and an end. Each one of their holiday snaps is a story too. When you're making a decision, and you imagine the possible outcomes - what are you doing if not telling yourself a story? History is a story. Society is a story. Countries are stories. Your plans are stories. Your desires are stories. Your own memories are stories - narratives selected, trimmed and packaged by the hidden machinery in your mind. Human beings are story engines. We have to be - to understand stories is to understand the world.

I seek to sensitize and clarify the essential elements of my soul. I will leave striving for the flags of fame and fortune behind and go where the soul beckons without fearing the decisive outcome. I will travel in a world without boundaries and embrace danger and awe. I will stand as a witness to comedy, beauty, and tragedy and apply the principles of artistic and ascetic forms of awareness to overcome the inherent frustration of enduring a fundamentally painful human existence.

All of the solutions to our growth-based problems involve some form of self-restraint. That’s why most of those solutions remain just good ideas. That’s also why we will probably hit the wall, and why the outcomes described in the previous chapters of this book are likely. The sustainability revolution will occur. The depletion of nonrenewable resources ensures that humankind will eventually base its economy on renewable resources harvested at rates of natural replenishment. But that revolution will be driven by crisis.

For a long time, I’ve known that the key to getting started down the path of being remarkable in anything is to simply act with the intention of being remarkable. “If I want a better-than-average career, I can’t simply ‘go with the flow’ and get it. Most people do just that: they wish for an outcome but make no intention-driven actions toward that outcome. If they would just do something most people would find that they get some version of the outcome they’re looking for. That’s been my secret. Stop wishing and start doing. “Yet

Both camps maneuvered to win the endorsement of Kaiser Wilhelm, who, as the nation’s supreme military leader, had the final say. He authorized U-boat commanders to sink any ship, regardless of flag or markings, if they had reason to believe it was British or French. More importantly, he gave the captains permission to do so while submerged, without warning. The most important effect of all this was to leave the determination as to which ships were to be spared, which to be sunk, to the discretion of individual U-boat commanders. Thus a lone submarine captain, typically a young man in his twenties or thirties, ambitious, driven to accumulate as much sunk tonnage as possible, far from his base and unable to make wireless contact with superiors, his vision limited to the small and distant view afforded by a periscope, now held the power to make a mistake that could change the outcome of the entire war. As Chancellor Bethmann would later put it, “Unhappily, it depends upon the attitude of a single submarine commander whether America will or will not declare war.

So why did strong, modern states not emerge in Latin America as they did in Europe? If there is a single factor that explains this outcome, it is the relative absence of interstate war in the New World. We have seen how central war and preparation for war were in the creation of modern states in China, Prussia, and France. Even in the United States, state building has been driven by national security concerns throughout the twentieth century. Though Europe has been remarkably peaceful since 1945, the prior centuries were characterized by high and endemic levels of interstate violence. Over the past two centuries, the major political acts that reconfigured the map of Europe—the French Revolution and Napoleonic Wars, and the wars of unification of Italy and Germany—all involved high levels of violence, culminating in the two world wars of the twentieth century. There has been plenty of violence in Latin America, of course: today the region is infested with drug cartels, street gangs, and a few remaining guerrilla groups, all of which inflict enormous sufferings on local populations. But in comparison with Europe, Latin America has been a peaceful place in terms of interstate war. This has been a blessing for the region, but it has also left a problematic institutional legacy.

Over the years I have seen the power of taking an unconditional relationship to life. I am surprised to have found a sort of willingness to show up for whatever life may offer and meet with it rather than wishing to edit and change the inevitable...When people begin to take such an attitude, they seem to become intensely alive, intensely present. Their losses and suffering have not caused them to reject life, have not cast them into a place of resentment, victimization, or bitterness. From such people, I have learned a new definition of the word 'joy.' I had thought joy to be rather synonymous with happiness, but it seems now to be far less vulnerable than happiness. Joy seems to be part of an unconditional wish to live, not holding back because life may not meet our preferences and expectations. Joy seems to be a function of the willingness to accept the whole, and to show up to meet with whatever is there. It has a kind of invincibility that attachment to any particular outcome would deny us. Rather than the warrior who fights toward a specific outcome and therefore is haunted by the specter of failure and disappointment, it is the lover drunk with the opportunity to love despite the possibility of loss, the player for whom playing has become more important than winning or losing. The willingness to win or lose moves us out of an adversarial relationship to life and into a powerful kind of openness. From such a position, we can make a greater commitment to life. Not only pleasant life, or comfortable life, or our idea of life, but all life. Joy seems more closely related to aliveness than happiness. The strength that I notice developing in many of my patients and in myself after all these years could almost be called a form of curiosity. What one of my colleagues calls fearlessness. At one level, of course, I fear outcome as much as anyone. But more and more I am able to move in and out of that and to experience a place beyond preference for outcome, a life beyond life and death. It is a place of freedom, even anticipation. Decisions made from this perspective are life-affirming and not fear-driven. It is a grace.

The revolt of the public will not necessarily usher in an authoritarian age. It does not necessarily foster populism. It is not necessarily destructive of liberal democracy. The revolt of the public, as I envision the thing, is a technology-driven churning of new people and classes, a proliferation and confusion of message and noise, utopian hopes and nihilistic rage, globalization and disintegration, taking place in the unbearable personal proximity of the web and at a fatal distance from political power. Every structure of order is threatened—yes. Nihilism at the level of whole societies, in the style of ISIS, is a possible outcome. But no particular system is favored or disadvantaged—and nothing is ordained.

If you believe in education and hard work, and want your children to as well, we don’t recommend scolding them each time they come home with a subpar grade. Though you may think it’s the best way to communicate values, it’s actually counterproductive because it signals conditional love. Chances are that they are already irked by the grade, so offer a sympathetic, “I know this is upsetting to you. I know you worked hard on that. I’d be happy to talk through things to help you for next time, if you want.” Note that this response is sympathetic (relatedness). You’re also reminding your child that there are ways to get a better outcome next time (competence). And by ending it with “if you want,” they see they are in control, that you’re a consultant, not a manager (autonomy).

Fearing death - neurotically manifested as a fear of “failure” or being needy in American culture - we slavishly pursue “success” as it is defined by the surrounding culture. Even more troubling, we become hostile toward out-group members who call our hero system into question. The great problem in all this - a problem we need to face before concluding - is how God and religion undergird and support the cultural hero system. Cultural hero systems and religion are deeply interconnected - in fact, they are generally synonymous - with our “God” or “gods” providing the warrant for our way of life. Recall that in order for hero systems to confer immunity in the face of death, they must be experienced as immortal and eternal. And there is no better way to create that sense of immortality than to baptize and sacralize the hero system, to fuse our way of life with the way of God. What this means is that “God” and religious institutions can become as enslaved to the fear of death as everything else in the culture. The church can become as much a principality and power as any other cultural institution. And if this is so, service to “God” and “the church” can produce satanic outcomes as much as, if not more so, any other form of service to the power of death in our world. In biblical terms, this is idolatry - when “God” and religion become another form of our slavery to the fear of death, another fallen principality and power demanding slavish service and loyalty. Idolatry is when our allegiances to the faith-based principalities and powers, and the cultural institutions they are wedded to (e.g., the nation-state), keep us enslaved to death, bound to the fear-driven cycle of sin as we become paranoid and hostile toward out-group members. It’s not news that much of the hostility and violence in the world has been rooted in religious conflict. Idolatry, then, is the slavery of God where “God” and “the church” become another manifestation of our slavery to death, another form of “the devil’s work” in our lives.

One of my colleagues in Duke, Ralph Keeney, noted that America's top killer isn't cancer or heart disease, nor is it smoking or obesity. It's our inability to make smart choices and overcome our own self-destructive behaviours. Ralph estimates that about half of us will make a lifestyle decision that will ultimately lead us to an early grave. And as if this were not bad enough, it seems that the rate at which we make these deadly decisions is increasing at an alarming pace. I suspect that over the next few decades, real improvements in life expectancy and quality are less likely to be driven by medical technology than by improved decision making. Since focusing on long-term benefits is not our natural tendency, we need to more carefully examine the cases in which we repeatedly fail, and try to come up with some remedies for these situations. For an overweight movie loved, the key might be to enjoy watching a film while walking on the treadmill. The trick is to find the right behavioural antidote for each problem. By pairing something that we love with something that we dislike but that is good for us, we might be able to harness desire with outcome - and thus overcome some of the problems with self-control we face every day.

The sexual competition model of eating disorders has two interlocking components. The first component is based on the universal male preference for a nubile -hourglass- body shape and the fact that women tend to accumulate body weight as they age, with the result that relative thinness is a reliable cue of youth and reproductive potential. The second component is specific to modern societies: as fertility declines and the age of reproduction shifts upward, women tend to retain an attractive nubile shape for longer, which increases the importance of thinness as an attractive display. At the same, a number of converging trends contribute to intensify real and perceived mating competition among women, especially for long-term partners. Specifically, socially imposed monogamy reduces the number of available men; urban living dramatically increases the number of potential desirable competitors; and the media paint a visual landscape full of unrealistically thin, attractive women. The net outcome of these social changes is a process of runaway sexual competition that leads to an exaggerated desire for thinness in girls and women. Ironically, the process is largely driven by female intrasexual competition rather than direct male choice, and the resulting -ideal body- may be too thin to be maximally attractive to men.

[Nero] castrated the boy Sporus and actually tried to make a woman of him; and he married him with all the usual ceremonies, including a dowry and a bridal veil, took him to his house attended by a great throng, and treated him as his wife. This Sporus, decked out with the finery of the empresses and riding in a litter, he took with him to the assizes and marts of Greece, and later at Rome through the Street of the Images,​ fondly kissing him from time to time. That he even desired illicit relations with his own mother, and was kept from it by her enemies, who feared that such a help might give the reckless and insolent woman too great influence, was notorious, especially after he added to his concubines a courtesan who was said to look very like Agrippina. Even before that, so they say, whenever he rode in a litter with his mother, he had incestuous relations with her, which were betrayed by the stains on his clothing. He so prostituted his own chastity that after defiling almost every part of his body, he at last devised a kind of game, in which, covered with the skin of some wild animal, he was let loose from a cage and attacked the private parts of men and women, who were bound to stakes, and when he had sated his mad lust, was dispatched​ by his freedman Doryphorus; for he was even married to this man in the same way that he himself had married Sporus, going so far as to imitate the cries and lamentations of a maiden being deflowered. He made a palace extending all the way from the Palatine to the Esquiline, which at first he called the House of Passage, but when it was burned shortly after its completion and rebuilt, the Golden House. Its size and splendour will be sufficiently indicated by the following details. Its vestibule was large enough to contain a colossal statue of the emperor a hundred and twenty feet high; and it was so extensive that it had a triple colonnade​ a mile long. There was a pond too, like a sea, surrounded with buildings to represent cities,​ besides tracts of country, varied by tilled fields, vineyards, pastures and woods, with great numbers of wild and domestic animals. In the rest of the house all parts were overlaid with gold and adorned with gems and mother-of‑pearl. There were dining-rooms with fretted ceils of ivory, whose panels could turn and shower down flowers and were fitted with pipes for sprinkling the guests with perfumes. The main banquet hall was circular and constantly revolved day and night, like the heavens. His mother offended him by too strict surveillance and criticism of his words and acts. At last terrified by her violence and threats, he determined to have her life, and after thrice attempting it by poison and finding that she had made herself immune by antidotes, he tampered with the ceiling of her bedroom, contriving a mechanical device for loosening its panels and dropping them upon her while she slept. When this leaked out through some of those connected with the plot, he devised a collapsible boat,​ to destroy her by shipwreck or by the falling in of its cabin. ...[He] offered her his contrivance, escorting her to it in high spirits and even kissing her breasts as they parted. The rest of the night he passed sleepless in intense anxiety, awaiting the outcome of his design. On learning that everything had gone wrong and that she had escaped by swimming, driven to desperation he secretly had a dagger thrown down beside her freedman Lucius Agermus, when he joyfully brought word that she was safe and sound, and then ordered that the freedman be seized and bound, on the charge of being hired to kill the emperor; that his mother be put to death, and the pretence made that she had escaped the consequences of her detected guilt by suicide.

The difference between passion and addiction is that between a divine spark and a flame that incinerates. Passion is divine fire: it enlivens and makes holy; it gives light and yields inspiration. Passion is generous because it’s not ego-driven; addiction is self-centred. Passion gives and enriches; addiction is a thief. Passion is a source of truth and enlightenment; addictive behaviours lead you into darkness. You’re more alive when you are passionate, and you triumph whether or not you attain your goal. But an addiction requires a specific outcome that feeds the ego; without that outcome, the ego feels empty and deprived. A consuming passion that you are helpless to resist, no matter what the consequences, is an addiction. You may even devote your entire life to a passion, but if it’s truly a passion and not an addiction, you’ll do so with freedom, joy and a full assertion of your truest self and values. In addiction, there’s no joy, freedom or assertion. The addict lurks shame-faced in the shadowy corners of her own existence. I glimpse shame in the eyes of my addicted patients in the Downtown Eastside and, in their shame, I see mirrored my own. Addiction is passion’s dark simulacrum and, to the naïve observer, its perfect mimic. It resembles passion in its urgency and in the promise of fulfillment, but its gifts are illusory. It’s a black hole. The more you offer it, the more it demands. Unlike passion, its alchemy does not create new elements from old. It only degrades what it touches and turns it into something less, something cheaper. Am I happier after one of my self-indulgent sprees? Like a miser, in my mind I recount and catalogue my recent purchases — a furtive Scrooge, hunched over and rubbing his hands together with acquisitive glee, his heart growing ever colder. In the wake of a buying binge, I am not a satisfied man. Addiction is centrifugal. It sucks energy from you, creating a vacuum of inertia. A passion energizes you and enriches your relationships. It empowers you and gives strength to others. Passion creates; addiction consumes — first the self and then the others within its orbit.

These include: 1.Do the Right Thing—the principle of integrity. We see in George Marshall the endless determination to tell the truth and never to curry favor by thought, word, or deed. Every one of General Marshall’s actions was grounded in the highest sense of integrity, honesty, and fair play. 2.Master the Situation—the principle of action. Here we see the classic “know your stuff and take appropriate action” principle of leadership coupled with a determination to drive events and not be driven by them. Marshall knew that given the enormous challenges of World War II followed by the turbulent postwar era, action would be the heart of his remit. And he was right. 3.Serve the Greater Good—the principle of selflessness. In George Marshall we see a leader who always asked himself, “What is the morally correct course of action that does the greatest good for the greatest number?” as opposed to the careerist leader who asks “What’s in it for me?” and shades recommendations in a way that creates self-benefit. 4.Speak Your Mind—the principle of candor. Always happiest when speaking simple truth to power, General and Secretary Marshall never sugarcoated the message to the global leaders he served so well. 5.Lay the Groundwork—the principle of preparation. As is often said at the nation’s service academies, know the six Ps: Prior Preparation Prevents Particularly Poor Performance. 6.Share Knowledge—the principle of learning and teaching. Like Larry Bird on a basketball court, George Marshall made everyone on his team look better by collaborating and sharing information. 7.Choose and Reward the Right People—the principle of fairness. Unbiased, color- and religion-blind, George Marshall simply picked the very best people. 8.Focus on the Big Picture—the principle of vision. Marshall always kept himself at the strategic level, content to delegate to subordinates when necessary. 9.Support the Troops—the principle of caring. Deeply involved in ensuring that the men and women under his command prospered, General and Secretary Marshall taught that if we are loyal down the chain of command, that loyalty will be repaid not only in kind but in operational outcomes as well.

As a child, Callum never sympathized much with storybook villains, who were always clinging to some sort of broad, unspecified drive. It wasn’t the depravity that unnerved him, but the desperation of it all; the need, the compulsion, which always destroyed them in the end. That was the distasteful thing about villains, really. Not the manner in which they went about their business, which was certainly gruesome and morally corrupt, but the fact that they desired things so intensely. The heroes were always reluctant, always pushed into their roles, martyring themselves. Callum didn’t like that, either, but at least it made sense. Villains were far too proactive. Must they participate in the drudgery of it all for some interminable cause? Taking over the world was a mostly nonsensical agenda. Have control of these puppets, with their empty heads and their pitchforked mobs? Why? Wanting anything—beauty, love, omnipotence, absolution—was the natural flaw in being human, but the choice to waste away for anything made the whole indigestible. A waste. Simple choices were what registered to Callum as most honestly, the truest truths: fairy-tale peasants need money for dying child, accepts whatever consequence follow. The rest of the story—about rewards of choosing good or the ill-fated outcomes of desperation and vice—we’re always too lofty, a pretty but undeniable lie. Cosmic justice wasn’t real. Betrayal was all too common. For better or worse, people did not get what they deserved. Callum had always tended toward the assassins in the stories, the dutiful soldiers, those driven by personal reaction rather than on some larger moral cause. Perhaps it was a small role to serve on the whole, but at least it was rational, comprehensible beyond fatalistic. Take the huntsman who failed to kill Snow White, for example. An assassin acting on his own internal compass. Whether humanity as a whole won or lost as a result of his choice? Unimportant. He didn’t raise an army, didn’t fight for good, didn’t interfere much with the queen’s other evils. It wasn’t the whole world at stake; it was never about destiny. Callum admired that, the ability to take a moral stance and hold it. It was only about whether the huntsman could live with his decision—because however miserable or dull or uninspired, life was the only thing that mattered in the end. The truest truths: Mortal lifetimes were short, inconsequential. Convictions were death sentences. Money couldn’t buy happiness, but nothing could buy happiness, so at least money could buy everything else. In terms of finding satisfaction, all a person was capable of controlling was himself.

Remember and Share - Action is the second step in The Hook. - The action is the simplest behavior in anticipation of reward. - As described by the Dr. BJ Fogg’s Behavior Model: - For any behavior to occur, a trigger must be present at the same time as the user has sufficient ability and motivation to take action. - To increase the desired behavior, ensure a clear trigger is present, then increase ability by making the action easier to do, and finally align with the right motivator. - Every behavior is driven by one of three Core Motivators: seeking pleasure or avoiding pain, seeking hope and avoiding fear, seeking social acceptance while avoiding social rejection. - Ability is influenced by the six factors of time, money, physical effort, brain cycles, social deviance, and non-routineness. Ability is dependent on users and their context at that moment. - Heuristics are cognitive shortcuts we take to make quick decisions. Product designers can utilize many of the hundreds of heuristics to increase the likelihood of their desired action.   *** Do This Now Refer to the answers you came up with in the last “Do This Now” section to complete the following exercises: - Walk through the path your users would take to use your product or service, beginning from the time they feel their internal trigger to the point where they receive their expected outcome. How many steps does it take before users obtain the reward they came for? How does this process compare with the simplicity of some of the examples described in this chapter? How does it compare with competing products and services? - Which resources are limiting your users’ ability to accomplish the tasks that will become habits? - Time - Money - Physical effort - Brain cycles (too confusing) - Social deviance (outside the norm) - Non-routine (too new) - Brainstorm three testable ways to make the intended tasks easier to complete. -  Consider how you might apply heuristics to make habit-forming actions more likely.

Disruptive innovation, as made popular by Harvard Business School professor Clayton M. Christensen, results when a company uses a new technology to disrupt the prevailing business model in an existing market that is filled with overserved customers. This approach to innovation is different.

A new market innovation occurs when a company discovers that people (individuals or businesses) are struggling to get a job done on their own because no products exist and devises a creative product or service that enables customers to get that job done faster and cheaper than ever before; ultimately, the company creates a new market.

Operational innovation happens when a company discovers inefficiencies in a business operation and works to address those inefficiencies through creative solutions.

Product innovation, or service innovation, which is the most common type of innovation, results from improvements that are made to existing products and services.

To execute their innovation processes successfully, companies must obtain three distinct types of data. They must know which jobs their customers are trying to get done (that is, the tasks or activities customers are trying to carry out); the outcomes customers are trying to achieve (that is, the metrics customers use to define the successful execution of a job); and the constraints that may prevent customers from adopting or using a new product or service.

companies need to figure out what jobs customers want to get done and how they measure success in getting a job done before they can determine what solutions customers want.

For a company to innovate, it must create products and services that let consumers perform a job faster, better, more conveniently, and/or less expensively than before. To achieve this objective, companies must know what outcomes customers are trying to achieve (what metrics they use to determine how well a job is getting done) and figure out which technologies, products, and features will best satisfy the important outcomes that are currently underserved.

the customer-driven movement has failed to produce the desired results because asking the customer what he wants solicits not only the wrong inputs, but inputs that inadvertently cause the failures that managers are fervently trying to avoid.

An agreed-on language is fundamental to success in any discipline, yet confusion has permeated product development because companies continue to define "requirements" as any kind of customer input: customer wants, needs, benefits, solutions, ideas, desires, demands, specifications, and so on. But really, those are all different types of inputs, none of which can be used predictably to ensure success.

Only after knowing what jobs customers are trying to get done and what outcomes they are trying to achieve are companies able to systematically and predictably identify opportunities and create products and services that deliver significant new value. Only then can they figure out What Customers Want.

Technically speaking, innovation is the process of creating a product or service solution that delivers significant new customer value.

ahead of ICAO audit By Tarun Shukla | 527 words New Delhi: India's civil aviation regulator has decided to restructure its safety board and hire airline safety professionals ahead of an audit by the UN's aviation watchdog ICAO (International Civil Aviation Organization). The Directorate General of Civil Aviation (DGCA) announced its intent, and advertised the positions on its website. ICAO told the Indian regulator recently that it would come down to India to conduct an audit, its third in just over a decade, Mint reported on 12 February. Previous ICAO audits had highlighted the paucity of safety inspectors in DGCA. After its 2006 and 2012 audits, ICAO had placed the country in its list of 13 worst-performing nations. US regulator Federal Aviation Authority followed ICAO's 2012 audit with its own and downgraded India, effectively barring new flights to the US by Indian airlines. FAA is expected to visit India in the summer to review its downgrade. The result of the ICAO and FAA audits will have a bearing on the ability of existing Indian airlines to operate more flights to the US and some international destinations and on new airlines' ability to start flights to these destinations. The regulator plans to hire three directors of safety on short-term contracts to be part of the accident investigation board, according to the information on DGCA's website. This is first time the DGCA is hiring external staff for this board, which is critical to ascertain the reasoning for any crashes, misses or other safety related events in the country. These officers, the DGCA said on its website, must have at least 12 years of experience in aviation, specifically on the technical aspects, and have a degree in aeronautical engineering. DGCA has been asked by international regulators to hire at least 75 flight inspectors. It has only 51. India's private airlines offer better pay and perks to inspectors compared with DGCA. The aviation ministry told DGCA in January to speed up the recruitment and do whatever was necessary to get more inspectors on board, a government official said, speaking on condition of anonymity. DGCA has also announced it will hire flight operations inspectors as consultants on a short-term basis for a period of one year with a fixed remuneration of `1.25 lakh per month. "There will be a review after six months and subsequent continuation will be decided on the basis of outcome of the review," DGCA said in its advertisement. The remuneration of `1.25 lakh is higher than the salary of many existing DGCA officers. In its 2006 audit, ICAO said it found that "a number of final reports of accident and serious incident investigations carried out by the DGCA were not sent to the (member) states concerned or to ICAO when it was applicable". DGCA had also "not established a voluntary incident reporting system to facilitate the collection of safety information that may not otherwise be captured by the state's mandatory incident reporting system". In response, DGCA "submitted a corrective action plan which was never implemented", said Mohan Ranganthan, an aviation safety analyst and former member of government appointed safety council, said of DGCA. He added that the regulator will be caught out this time. Restructuring DGCA is the key to better air safety, said former director general of civil aviation M.R. Sivaraman. Hotel industry growth is expected to strengthen to 9-11% in 2015-16: Icra By P.R. Sanjai | 304 words Mumbai: Rating agency Icra Ltd on Monday said Indian hotel industry revenue growth is expected to strengthen to 9-11% in 2015-16, driven by a modest increase in occupancy and small increase in rates. "Industry wide revenues are expected to grow by 5-8% in 2014-15. Over the next 12 months, Icra expects RevPAR (revenue per available room) to improve by 7-8% driven by up to 5% pickup in occupancies and 2-3% growth in average room rates (ARR)," Icra said. Further, margins are expected to remain largely flat for 2014-15 while

leaders in this book have achieved successes from their purposeful strategies and actions, as well as trials and tribulations, so can you. Apply at least some of what you have learned in this book. Be outcome-focused, purpose-driven, and action-oriented. Your resolve truly tests who you are and who you want to be! Finally, my own professional core values, which are similar to my personal core values, are as follows. I challenge you to think through and write out your own! Contribute profoundly to my clients toward a vision Build trusting and genuine working relationships Be passionate, creative, and open-minded

Here’s another analogy. Human beings bring only a handful of facial features to the blueprint of how we look—two eyes, two eyebrows, a nose, a mouth, a pair of cheekbones, and two ears, all pasted onto a somewhat ovular-to-round face. That particular blueprint doesn’t often vary much, either. Interestingly enough, this is about the same number of essential storytelling parts and milestones that each and every story needs to showcase in order to be successful. Now, consider this: With only these eleven variables to work with, ask yourself how often you see two people who look exactly alike. In a crowd of ten thousand faces, you would be able to differentiate each and every one of them, other than a set of twins or two in attendance. Where we humans are concerned, the miracle of originality resides in the Creator, who applies an engineering-driven process—eleven variables— to an artistic outcome. Where art is concerned, there is something to be learned from that.

Leadership Roles in the Decision Making Process The main component in the development of good decision makers falls on the individual and individual efforts. Yes, but the climate for this development comes from the top, in leadership. To achieve the results sought after, if we truly want to call ourselves professionals and prepare for the challenges we face in the future, leaders must LEAD. It is the Leader’s role, to create and nurture the appropriate environment that emboldens decision makers.  Leader development is two way, it falls on the individual, but the organization’s leaders must set the conditions to encourage it.   The aim of leadership is not merely to find and record failures in men, but to remove the cause of failure. ~W. Edwards Deming14               “Leadership can be described as a process by which a person influences others to accomplish an objective, and directs his or her organization in a way that makes it more cohesive and coherent.”15 This is the definition we should subscribe too. However, all too often I have had both frontline personnel and mangers tell me that this cannot be done. This type of training and developing initiative driven personnel will cause more problems for departments and agencies in dealing with liability issues and complaints because control is lost. I wholeheartedly disagree with his sentiment. The opposite is indeed the effect you get. This is not a free reign type of leadership. Matter of fact if done appropriately it will take more effort and time on your part as a leader, because you will be involved. Your training program will be enhanced and the learning that takes place unifies your agencies and all the individuals in it. How? Through the system described above which develops “mutual trust” throughout the organization because the focus is now on results. The “how to” is left to the individuals and the instructors. But a culture must exist to encourage what the Army calls outcome based training.16

The journey driven by the winds of greed are certain to run aground on the shoals of suffering.

Many a warlord engages a spiritualist to influence the outcome of a war he is involved in. A priest may consecrate a campaign, and may even join the soldiers on the battlefield in a total effort to shore up their fighting spirit; a spell-caster is hired to curse the wretched enemy. But as the war drags on and divine intervention proves hopelessly distant, an Abettor is sought. A self-appointed admiral, the Abettor is versed in the art of modern warfare, developments in armaments, the strengths and weaknesses of warring parties in his domain, and, above all, is the deciding factor in the most prickly situations. Driven by his passion for a fair fight more than any personal reward or gratification, a good Abettor thinks nothing of abetting both belligerents in a given engagement. A celebrated Abettor came to the rescue of Count Ashenafi. A slight man with wooden dentures, the war broker had spent many of his ninety-three years crisscrossing territories, often with little regard for political borders, in search of a war to sponsor. He was a living archive: at his fingertips were all the battles that had been fought in his vast domain for the past six centuries and the strategies and tactics that had endured through generations. He was well acquainted with the armaments and able-bodied men within reach of not just princes and kings but also the lesser war-makers—feudal lords. A quick study of human nature, the Abettor realized that men may endure without bread and water but not without war, and so he made it his calling to afford them a fair and refreshing combat. He spent his days and nights sniffing for gunpowder, carrying on his back his worldly possessions of an old rifle, the Holy Scriptures, an extra copy of the Book of Hymns, and a small sacrifice for the road. He slept while walking. Having adjusted his needs to the ever-shifting clime, he could go without food or water for up to six months. Only in times of abundant harvest did he answer the call of nature. Though many brave men had sought him out in times of pressing need, the war patriarch had failed to earn their affection. A few of the people he had so diligently served had conspired to put him out of service in the most hideous ways. In an ordinary year, he could expect to be stabbed to death twice. Once, an army of retreating archers shot him with ninety-five arrows. On three different occasions, he was carved into palm-sized pieces and his remains served to hawks and storks; he was also known to have been buried alive. But, each time, the old man resurfaced in some remote corner of the kingdom in one piece, invigorated by his ordeal, ready to influence the outcome of another raging war.

But this is all “Idealist” philosophy where ideas come first and causally determine the outcome of history. It contends that the Idea (of Neoliberalism), as advanced by intellectuals, is what has driven global capitalism into its late 20th century form—not that elites and politicians who exercise the real levers of economic and political power pick and choose among the useful ideas put forth by intellectuals those that legitimize and justify the transformation and the policies they’ve already decided on and are about to implement or have already done so.

Business as usual produces predictable results. But if you want something fresh, something new, that takes vision. Greatness only happens by design. And, while the vision-driven leader is committed to designing and pursuing a desirable future outcome for their organization, they recognize resistance is part of realizing their vision. To become the most effective vision-driven leader, tenacity, integrity, and courage are essential.

The lesson to be learned is that your affections and emotional capital are valuable resources.  Be strong, be discerning, and do not give this gift to anyone who does not deserve it. What are the Dangers and the Long-Term Outcomes of Associating Closely with Psychopaths, Sociopaths, and Narcissists? When you associate in the long term with disordered individuals, the outcome is almost always disillusioning, negative, or tragic. There are very few exceptions. This is due to three reasons: 1. A psychopath’s aptitude for moral depravity is a bad influence for anyone wishing to live a peaceful and conscientious life. The old proverb rings true: you become like those you associate with – for the good and the bad. 2. Psychopaths like to exploit and cheat the people closest to them. The frequent pattern of those closest to them getting hurt or being driven to ruin is often observable by outsiders. 3. They can even harm and hurt you unintentionally, because none of their actions or decisions take others’ welfare into account.  For example: The majority of HIV patients who regularly have

Considering fascism simply as a capitalist tool sends us astray in two respects. The narrow and rigid formula that became orthodox in Stalin’s Third International denied fascism’s autonomous roots and authentic popular appeal. Even worse, it ignored human choice by making fascism the inevitable outcome of the ineluctable crisis of capitalist overproduction. Closer empirical work showed, to the contrary, that real capitalists, even when they rejected democracy, mostly preferred authoritarians to fascists. Whenever fascists reached power, to be sure, capitalists mostly accommodated with them as the best available nonsocialist solution. We had occasion to see that even the giant German chemical combine I. G. Farben, whose ascent to the rank of the biggest company in Europe had been based on global trade, found ways to adapt to rearmament-driven autarky, and prospered mightily again. The relations of accommodation, foot dragging, and mutual advantage that bound the business community to fascist regimes turn out to be another complicated matter that varied over time. That there was some mutual advantage is beyond doubt. Capitalism and fascism made practicable bedfellows (though not inevitable ones, nor always comfortable ones). As for the opposite interpretation that portrays the business community as fascism’s victim, it takes far too seriously the middle-level frictions endemic to this relationship, along with businessmen’s postwar efforts at self-exculpation. Here, too, we need a subtler model of explanation that allows for interplays of conflict and accommodation.

Innovation must be value-driven. New ideas can be gone by a sneer or yawn and the customer-driven concept has failed to produce the desired results because asking the customers what they want is not innovation. We need to understand the customers’ needs and take an outcome-focused approach.

But when our egos are out of balance due to a barrage of stress hormones, our analytical minds go into high gear and become overstimulated. That’s when the analytical mind is no longer working for us, but against us. We get overanalytical. And the ego becomes highly selfish by making sure that we come first, because that’s its job. It thinks and feels as though it needs to be in control to protect the identity. It tries to have power over outcomes; it predicts what it needs to do to create a certainly safe situation; it clings to the familiar and won’t let go—so it holds grudges, feels pain and suffers, or can’t get beyond its victimhood. It will always avoid the unknown condition and view it as potentially dangerous, because to the ego, the unknown is not to be trusted. And the ego will do anything to empower itself for the rush of addictive emotions. It wants what it wants, and it will do whatever it takes to get there first, by pushing its way to the front of the line. It can be cunning, manipulative, competitive, and deceptive in its protection. So the more stressful your situation, the more your analytical mind is driven to analyze your life within the emotion you’re experiencing at that particular time. When this happens, you’re actually moving your consciousness further away from the operating system of the subconscious mind, where true change can occur. You’re then analyzing your life from your emotional past, although the answers to your problems aren’t within those emotions, which are causing you to think harder within a limited, familiar chemical state. You’re thinking in the box.

Because we are so focused on the real world, we keep forgetting how fantasy-driven the Left really is....As with orthodox Marxists, the left adamantly believes it is "Progressive", implying that its adherents know the inevitable and virtuous outcome of history. In the Soviet Union the Party truly believed every five years that Stalin's commands to fix agriculture were bound to work....Lenin and Stalin killed tens of millions of "rich peasants" without ever learning how to feed their country.

The age of territory was driven by acquisition. Leaders of nations sought to increase their nation’s power by gaining territory—mostly through force. Accumulated military prowess by one drove would-be victims to arm. War was thus inevitable. Lost lives and wasted resources were its currency. And always, one side’s gain was the other’s loss. Today, the importance of land as the primary source of human livelihood has diminished, giving way to science instead. Unlike territory, science has no borders or flags. Science can’t be conquered by tanks or defended by fighter jets. It has no limitations. A nation can increase its scientific achievement without taking anything from somebody else. In fact, great scientific achievement by one nation lifts the fortunes of all nations. It is the first time in history that we can win, without making anyone lose. In the age of science, the traditional power of states and leaders is declining. Rather than politicians, it is innovators that drive the global economy and wield the most influence. The young leaders who created Facebook and Google have sparked a revolution without killing one person. The globalized economy affects every state, yet no single state is powerful enough to determine outcomes. We are participating in the birth of a new world.

The difference between passion and addiction is that between a divine spark and a flame that incinerates. [..] Passion is divine fire: it enlivens and makes holy; it gives light and yields inspiration. Passion is generous because it’s not ego-driven; addiction is self-centred. Passion gives and enriches; addiction is a thief. Passion is a source of truth and enlightenment; addictive behaviours lead you into darkness. You’re more alive when you are passionate, and you triumph whether or not you attain your goal. But an addiction requires a specific outcome that feeds the ego; without that outcome, the ego feels empty and deprived. A consuming passion that you are helpless to resist, no matter what the consequences, is an addiction.

Luck and risk are both the reality that every outcome in life is guided by forces other than individual effort. They are so similar that you can’t believe in one without equally respecting the other. They both happen because the world is too complex to allow 100% of your actions to dictate 100% of your outcomes. They are driven by the same thing: You are one person in a game with seven billion other people and infinite moving parts. The accidental impact of actions outside of your control can be more consequential than the ones you consciously take. But both are so hard to measure, and hard to accept, that they too often go overlooked. For every Bill Gates there is a Kent Evans who was just as skilled and driven but ended up on the other side of life roulette. If you give luck and risk their proper respect, you realize that when judging people’s financial success—both your own and others’—it’s never as good or as bad as it seems.

financial outcomes are driven by luck, independent of intelligence and effort.

These rights are the more concrete manifestations of a variety of general legal principles and privacy- and autonomy-enhancing principles that guide the GDPR, in general promoting the individual’s right to agency in navigating digital data-driven products and right to understand how their information and the resulting outcomes are derived from the data. The GDPR empowers individuals through rights to information but also rights to affect how and whether entities can use their information.

But astrophysics is a field of precision. It isn’t impacted by the vagaries of human behavior and emotions, like finance is. Business, economics, and investing, are fields of uncertainty, overwhelmingly driven by decisions that can’t easily be explained with clean formulas, like a trip to Pluto can. But we desperately want it to be like a trip to Pluto, because the idea of a NASA engineer being in 99.99998% control of an outcome is beautiful and comforting. It’s so comforting that we’re tempted to tell ourselves stories about how much control we have in other parts of our life, like money.

Luck and risk are both the reality that every outcome in life is guided by forces other than individual effort. They are so similar that you can’t believe in one without equally respecting the other. They both happen because the world is too complex to allow 100% of your actions to dictate 100% of your outcomes. They are driven by the same thing: You are one person in a game with seven billion other people and infinite moving parts. The accidental impact of actions outside of your control can be more consequential than the ones you consciously take. But

The poor health outcomes of the world’s wealthiest nation are often presented as a mystery, yet their root causes are hiding in plain sight: these disparities are driven by inequality and discrimination, which lead to poor health in people of color in the United States, particularly African Americans. The health outcomes of Black Americans are by several measures on par with people living in far poorer nations. At every stage of life, Blacks have poorer health outcomes than whites and, in most cases, than other ethnic groups. Black babies are more than twice as likely as white babies to die at birth or in the first year of life—a racial gap that adds up to thousands of lost lives every year. Blacks in every age-group under sixty-five have significantly higher death rates than whites. Black life expectancy at birth is several years lower than that of whites. African Americans have elevated death rates from conditions such as diabetes, stroke, and heart disease that among whites are found more commonly at older ages. In a phrase, African Americans “live sicker and die quicker,” which, if you estimate years of life lost because of deaths that could’ve been prevented, adds up to tens of thousands of lost years.

The Metaphor That Stuck In 1996, the Summer Olympic Games were held in my home city of Atlanta. As I watched athletes from all over the world perform in their respective events, I remember wondering what motivated them to compete at the highest levels. On the surface, it seemed logical to assume that these world-class athletes were driven by all the positive rewards that would go to the champion—fame, admiration, and of course, the gold medal. After training for most of their lives, who wouldn’t want to experience “the thrill of victory”? But as I watched the games unfold, it became obvious that while some athletes were motivated by positive rewards, many others were trying to avoid “the agony of defeat.” Rather than think about all the accolades that would come from success, some athletes were motivated to run even faster, and jump even higher, because they were trying to avoid an undesirable outcome. Carl Lewis, arguably one of the greatest track and field athletes of all time, and nine-time Olympic gold medalist, was an excellent example of this. After his last event in Atlanta, when he won the gold medal on his final attempt in the long jump, the sportscaster asked, “Mr. Lewis, what were you thinking about just before you jumped?” As it turned out, Carl Lewis wasn’t thinking about medals, money, or having his picture on a box of Wheaties. Instead, he said his primary motivation was that his family was in the stadium and he didn’t want to disappoint them by losing his final Olympic event.

The fact that Ronald Read can coexist with Richard Fuscone has two explanations. One, financial outcomes are driven by luck, independent of intelligence and effort. That’s true to some extent, and this book will discuss it in further detail. Or, two (and I think more common), that financial success is not a hard science. It’s a soft skill, where how you behave is more important than what you know.

There is another way. Over the last sixty years, study after study has found that a healthy sense of control goes hand in hand with virtually all the positive outcomes we want for our children. Perceived control—the confidence that we can direct the course of our life through our own efforts—is associated with better physical health, less use of drugs and alcohol, and greater longevity, as well as with lower stress, positive emotional well-being, greater internal motivation and ability to control one’s behavior, improved academic performance, and enhanced career success.8 Like exercise and sleep, it appears to be good for virtually everything, presumably because it represents a deep human need. Our kids are “wired” for control,

One, financial outcomes are driven by luck, independent of intelligence and effort. That’s true to some extent, and this book will discuss it in further detail. Or, two (and I think more common), that financial success is not a hard science. It’s a soft skill, where how you behave is more important than what you know.

Testing should absolutely not be deployed to screen the entire population of men over the age of 50, the outcome pushed by those who stand to profit. I never dreamed that my discovery four decades ago would lead to such a profit-driven public health disaster. The medical community must confront reality and stop the inappropriate use of PSA screening. Doing so would save billions of dollars and rescue millions of men from unnecessary, debilitating treatments.

Optimism can be thought of as a cheery disposition to always look on the bright side of life, even despite the evidence. It is an attitude that can easily breed complacency and inaction. Hope, on the other hand, is a more active and radical ideal that recognizes the real possibility of failure, yet at the same time holds on to the prospect of success despite the odds, driven by a deep commitment to an outcome we value.

Chance’ simply means historical contingency - this happens rather than that. It is not automatically to be given the tendentious adjective “blind”, as if it were an unambiguous sign of meaninglessness. Rather, it may be seen as signifying the shuffling exploration and realization of fertile possibilities, by which creation makes itself. This due independence of process is a good gift, but it has a necessary cost attached to it. Raggednesses and blind alleys, as well as fruitful outcomes, are inescapable accompaniments of this evolving self-realization. Biology even helps theology a little with the deep question of theodicy, the problem of the evil and suffering of the world. Exactly the same biochemical processes that enable some cells to mutate and produce new forms of life - in other words, the very engine that has driven the stupendous four billion year history of life on Earth - these same processes will inevitably allow other cells to mutate and become malignant. In a non-magic world, it could not be different, and the world is not magic because its Creator is not a capricious Magician. I do not pretend for a moment that this insight removes all the perplexities posed by the sufferings of creation. Yet it affords some mild help, in that it suggests that the existence of cancer is not gratuitous, as if it were due to the Creator’s callousness or incompetence. We all tend to think that if we had been in charge of creation we would have made a better job of it. We would have kept the nice things (flowers and sunsets) and got rid of the nasty (disease and disaster). The more science helps us to understand the process of the universe, the more, it seems to me, to cohere into a single ‘package deal’. The light and the dark are two sides of the same coin. John Polkinghorne, “Understanding the Universe”, Cosmic Questions, James. B Miller, ed.

In compassionate adepts, the brain’s insula begins to enlarge. The insula makes us aware of our internal emotional states and raises our level of attention to their signals. It also has rich connections to the heart and other visceral organs, allowing it to track and integrate signals coming from the body. In empathetic people, the insula responds strongly to the distress of others, just as though we were suffering ourselves. Activation of the temporoparietal junction (TPJ) indicates that we can see things from the perspective of another person. This allows us to put ourselves in their shoes and take their needs into consideration. 6.10. Empathy is a neurological event, not simply an emotional state. There’s a part of the anterior cingulate that lights up only when we’re contemplating actions that help others. It isn’t activated by outcomes that favor only us. This region is also associated with impulse control and decision-making; we can choose win-win options rather than the desire-driven cravings of the nucleus accumbens. When adepts are confronted by the suffering of others, the premotor cortex lights up. This means that the brain hasn’t just noticed the distress of a fellow being; it’s getting ready to take action. In experienced meditators, the nucleus accumbens shrinks. This structure, which we looked at in Chapter 3, is active in desire and addiction. Deactivation of the nucleus accumbens through empathetic connection equates to a weakening of self-centered attachment. Calming our emotions and focusing our attention, we’re no longer driven by our wants and compulsions, and the brain circuitry associated with this part of the reward circuit begins to wither. When training people in EcoMeditation retreats, I focus on the Empathy Network only after the first three networks are active. First I have them focus on self, then on just one other person. Only after that do we expand our compassion to the universal scale. That’s because thinking about other people can easily take us into mind wandering. People I love, people I don’t, and the things that happened to cause those feelings. Trying to be compassionate toward people who harmed us can lead us out of Bliss Brain. So I activate the Empathy Network only after the Attention Network is engaged. BRAIN CHANGE IS LIFE CHANGE The fact that blissful states, practiced consistently, become blissful traits is a profound gift to us human beings. It means that we aren’t condemned to live in the Caveman Brain with which evolution endowed us. That practice can evolve our brains, some parts slowly, some parts quickly, is a remarkable innovation.

One of the greatest challenges educators and parents face is getting students engaged in their own learning. Particularly in middle school and high school, a large segment of students is doing as little as possible to get by. Even some top students take what Ned calls a “station-to-station” attitude, refusing to do anything that doesn’t contribute to a grade.2 We’re not raising curious learners who are motivated to develop their own minds. We’re raising kids who are overly focused on metrics and outcomes. The best thing you can do to facilitate engagement in the classroom may be to give your kid autonomy outside of it.

Step two is to encourage your child to write down several words about the hoped-for outcome. They should not edit themselves during this process, but rather should feel free to write whatever comes to mind. Step three is to ask your child to consider inner obstacles to that goal. Note that you are not asking them to think about external barriers. Again, ask them to take pen to paper and to write down those obstacles, considering how they will be affected and what they can do when they surface.

The collaboration between LPM and TBM is a harmonious blend of strategic alignment, financial responsibility, data-driven decision-making, and a commitment to efficiency and continuous improvement. An excel-lent meal results from the perfect combination of ingredients and techniques. Organizational success is the outcome of the harmonious integration of LPM and TBM. This recipe for excellence satisfies both the palate and the bottom line.

Luck and risk are both the reality that every outcome in life is guided by forces other than individual effort. They are so similar that you can’t believe in one without equally respecting the other. They both happen because the world is too complex to allow 100% of your actions to dictate 100% of your outcomes. They are driven by the same thing: You are one person in a game with seven billion other people and infinite moving parts.

had to be cognizant of the fact that I was desperately trying to replace my wife with the first nice woman I met, the first truly pleasant gal who tried to reciprocate and make me happy. This realization led me to conclude that if I moved too fast due to my desperation, that I would very possibly really hurt my new friend when it all inevitably came to an ignoble end. It is easy to lie to yourself, and to her, as you try to force an outcome driven by an emotionally distraught state of mind.

Some schools of philosophical thought, like libertarianism (for which individual freedom matters the most) and utilitarianism (for which the pursuit of the best outcome for the greatest number makes more sense) may even dispute that the common good is a cause worth pursuing, but can conflicts between competing moral theories be resolved? The pandemic brought them to a boil, with furious arguments between opposing camps. Many decisions framed as “cold” and rational, driven exclusively by economic, political and social considerations, are in fact deeply influenced by moral philosophy – the endeavour to find a theory that is capable of explaining what we should do.

relationship between breastfeeding and education, income, and other variables is a problem for research. Having more education and more resources is linked to better outcomes for infants and children, even independent of breastfeeding.

financial outcomes are driven by luck, independent of intelligence and effort

It was not until May, 1908—nearly four and a half years after the Wright’s first flight—that experienced reporters were sent to observe what they were doing, experienced editors gave full credence to these reporters’ excited dispatches, and the world at last woke up to the fact that human flight had been successfully accomplished. Growth is driven by compounding, which always takes time. Destruction is driven by single points of failure, which can happen in seconds, and loss of confidence, which can happen in an instant. When planning we focus on what we want to do and can do, neglecting the plans and skills of others whose decisions might affect our outcomes. we focus on the causal role of skill and neglect the role of luck. We focus on what we know and neglect what we do not know, which makes us overly confident in our beliefs little correlation between investment effort and investment results. The reason is because the world is driven by tails

Being free of psychological time, you no longer pursue your goals with grim determination, driven by fear, anger, discontent, or the need to become someone. Nor will you remain inactive through fear of failure, which to the ego is loss of self. When your deeper sense of self is derived from Being, when you are free of “becoming” as a psychological need, neither your happiness nor your sense of self depends on the outcome, and so there is freedom from fear.

While a services-driven company first needs to meet the customer to understand their individual needs so they can custom-build a solution for them, a product-driven company creates a product based on an educated guess about what the needs of future prospective customers will be.

Uncontrolled circumstances can create unexpected or unwanted outcomes that are driven totally by chance rather than specific choices to bring about exactly what is personally required.

Active Learning that is aimed at solving specific problems is the marriage of attention and intention and leads to positive outcomes for both the learner and beneficiaries of their output. Active learning can help you achieve a state of flow.

What should be a problem-solving, outcomes-driven cycle of elections and legislative leadership is instead an industrial-strength perversion that fosters unhealthy competition and blocks the innovation and progress for which American democracy is known. Politics has become the preeminent barrier to addressing the very problem it exists to solve.

What should be a problem-solving, outcomes-driven cycle of elections and legislative leadership is instead an industrial-strength perversion that fosters unhealthy competition and blocks the innovation and progress for which American democracy is known. Politics has become the preeminent barrier to addressing the very problem it exists to solve.

Luck and risk are siblings. They are both the reality that every outcome in life is guided by forces other than individual effort. They both happen because the world is too complex to allow 100% of your actions to dictate 100% of your outcomes. They are driven by the same thing: You are one person in a game with seven billion other people and infinite moving parts. The accidental impact of actions outside of your control can be more consequential than the ones you consciously take.

they bought a retail company, Lojas Americanas, and a beer company, Brahma. Their thesis proved correct: If they had the right people with the right cultural DNA, they could deploy those right people into acquired businesses and win big. Lemann and his partners focused on building a “People Machine” to hire and train an ever-larger pool of aggressive, ambitious, young leaders for eventual deployment. Their ultimate “strategy” was to find passionate, driven young people; put them in an intense meritocratic culture; challenge them with audacious goals; and give them a stake in the outcome—what they summarized as Dream-People-Culture.

We can use our past- and future-selves to pull us out of the moment and remind us when we’re watching the ticker, looking at our lives through that lens on extreme zoom. When we view these upticks and downticks under the magnification of that in-the-moment zoom lens, our emotional responses are, similarly, amplified. Like the flat tire in the rain, we are capable of treating things that will have little effect on our long-term happiness as having significant impact. Our decision-making becomes reactive, focused on off-loading negative emotions or sustaining positive emotions from the latest change in the status quo. We can see how this can result in self-serving bias: fielding outcomes to off-load the negative emotions we feel in the moment from a bad outcome by blaming them on luck and sustaining the positive emotions from good outcomes by taking credit for them. The decisions driven by the emotions of the moment can become a self-fulfilling prophecy, degrading the quality of the bets we make, increasing the chances of bad outcomes, and making things worse.

Luck and risk are both the reality that every outcome in life is guided by forces other than individual effort. They are so similar that you can’t believe in one without equally respecting the other. They both happen because the world is too complex to allow 100% of your actions to dictate 100% of your outcomes. They are driven by the same thing: You are one person in a game with seven billion other people and infinite moving parts. The accidental impact of actions outside of your control can be more consequential than the ones you consciously take. But both are so hard to measure, and hard to accept, that they too often go overlooked.

The perpetual threat of conflict—first with one European power, then with another—infused American politics with a sense of constant crisis. Both Federalists and Republicans believed the fate of the United States could turn on the confrontation of the hour. In the broad public discourse, driven by partisan editors publishing partisan newspapers, there seemed no middle ground, only extremes of opinion or of outcome.

Probably the most difficult challenge in getting customer inputs is determining in advance which of the three types of customer data (jobs, outcomes, or constraints) to try to capture in a given situation. Several common situations arise.

Development and marketing managers are responsible for identifying opportunities for growth, segmenting markets, conducting competitive analysis, generating and evaluating ideas, generating intellectual property, communicating value to customers, and measuring customer satisfaction.

Future strong is relationship-driven and joyful. Its best bet is on people. Its outcomes create joy for others and ourselves.

An ethical, high quality, student centered, outcomes driven, affordable education for the benefit of our fellow citizens seeking a better life by means of gainful employment from career focused education and training.