Participation In Competition Quotes

No nation can ever be worthy of its existence that cannot take its women along with the men. No struggle can ever succeed without women participating side by side with men. There are two powers in the world; one is the sword and the other is the pen. There is a great competition and rivalry between the two. There is a third power stronger than both, that of the women.

Instead of engaging in cutthroat competition, we should strive to create value. In economic terms, this means a transition from a consumer economy - the mad rush for ownership and consumption - to a constructive economy where all human beings can participate in the act of creating lasting worth.

The baby was almost certainly one year old. They knew this because of the red rosette pinned to her front, which read, 1! "Or rather," said Charles Maxim, "the child is either one year old or she has come first in a competition. I believe babies are rarely keen participants in competitive sport. Shall we therefore assume it is the former?

What do you expect?" he said. "For generations they've been built up to worship competition and the market, productivity and economic usefulness, and the envy of their fellow men-and boom! it's all yanked out from under them. They can't participate, can't be useful any more. Their whole culture's been shot to hell.

Markets do not automatically generate trust, cooperation or collective action for the common good. Quite the contrary: it is in the nature of economic competition that a participant who breaks the rules will triumph—at least in the short run—over more ethically sensitive competitors.

In the tenth century BC, the priests of India devised the Brahmodya competition, which would become a model of authentic theological discourse. The object was to find a verbal formula to define the Brahman, the ultimate and inexpressible reality beyond human understanding. The idea was to push language as far as it would go, until participants became aware of the ineffable. The challenger, drawing on his immense erudition, began the process by asking an enigmatic question and his opponents had to reply in a way that was apt but equally inscrutable. The winner was the contestant who reduced the others to silence. In that moment of silence, the Brahman was present - not in the ingenious verbal declarations but in the stunning realisation of the impotence of speech. Nearly all religious traditions have devised their own versions of this exercise. It was not a frustrating experience; the finale can, perhaps, be compared to the moment at the end of the symphony, when there is a full and pregnant beat of silence in the concert hall before the applause begins. The aim of good theology is to help the audience to live for a while in that silence.

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

Today's world is flooded with participation trophies. In an attempt to promote equality we have robbed our youth of the most growth-inducing aspect of competition, failing. If you want to be resurrected, you have to first be crucified. Everybody wants to be reborn, but no one is willing to die. Losing, in the context of whatever arena it may be, is a microcosmic death. When we learn from our failures and grow because of them, we are reborn.

The decimation of public spaces renders a sense of communal life increasingly difficult. There are fewer places for people to congregate, whether for relaxation and enjoyment, or to discuss issues of common concern or participate in collaborative projects. This heightens the competitive individualism that so often leads to loneliness and isolation, while having devastating repercussions for our ability to participate in democratic decision-making.

Teamwork is not a game for the selfish. It is for those with the mindset that a win for one is a win for all.

That sounds like something sick,” Lula said. “What kind of a person would participate in a cornhole competition? I personally wouldn’t be involved in anything to do with cornholes.

Thank you," he said. "Welcome. Welcome especially to Mr. Coyle Mathis and the other men and women of Forster Hollow who are going to be employed at this rather strikingly energy-inefficient plant. It's a long way from Forster Hollow, isn't it?" "So, yes, welcome," he said. "Welcome to the middle class! That's what I want to say. Although, quickly, before I go any further, I also want to say to Mr. Mathis here in the front row: I know you don't like me. And I don't like you. But, you know, back when you were refusing to have anything to do with us, I respected that. I didn't like it, but I had respect for your position. For your independence. You see, because I actually came from a place a little bit like Forster Hollow myself, before I joined the middle class. And, now you're middle-class, too, and I want to welcome you all, because it's a wonderful thing, our American middle class. It's the mainstay of economies all around the globe!" "And now that you've got these jobs at this body-armor plant," he continued, "You're going to be able to participate in those economies. You, too, can help denude every last scrap of native habitat in Asia, Africa, and South America! You, too, can buy six-foot-wide plasma TV screens that consume unbelievable amounts of energy, even when they're not turned on! But that's OK, because that's why we threw you out of your homes in the first places, so we could strip-mine your ancestral hills and feed the coal-fired generators that are the number-one cause of global warming and other excellent things like acid rain. It's a perfect world, isn't it? It's a perfect system, because as long as you've got your six-foot-wide plasma TV, and the electricity to run it, you don't have to think about any of the ugly consequences. You can watch Survivor: Indonesia till there's no more Indonesia!" "Just quickly, here," he continued, "because I want to keep my remarks brief. Just a few more remarks about this perfect world. I want to mention those big new eight-miles-per-gallon vehicles you're going to be able to buy and drive as much as you want, now that you've joined me as a member of the middle class. The reason this country needs so much body armor is that certain people in certain parts of the world don't want us stealing all their oil to run your vehicles. And so the more you drive your vehicles, the more secure your jobs at this body-armor plant are going to be! Isn't that perfect?" "Just a couple more things!" Walter cried, wresting the mike from its holder and dancing away with it. "I want to welcome you all to working for one of the most corrupt and savage corporations in the world! Do you hear me? LBI doesn't give a shit about your sons and daughters bleeding in Iraq, as long as they get their thousand-percent profit! I know this for a fact! I have the facts to prove it! That's part of the perfect middle-class world you're joining! Now that you're working for LBI, you can finally make enough money to keep your kids from joining the Army and dying in LBI's broken-down trucks and shoddy body armor!" The mike had gone dead, and Walter skittered backwards, away from the mob that was forming. "And MEANWHILE," he shouted, "WE ARE ADDING THIRTEEN MILLION HUMAN BEINGS TO THE POPULATION EVERY MONTH! THIRTEEN MILLION MORE PEOPLE TO KILL EACH OTHER IN COMPETITION OVER FINITE RESOURCES! AND WIPE OUT EVERY OTHER LIVING THING ALONG THE WAY! IT IS A PERFECT FUCKING WORLD AS LONG AS YOU DON'T COUNT EVERY OTHER SPECIES IN IT! WE ARE A CANCER ON THE PLANT! A CANCER ON THE PLANET!

: larger structures in the society have inculcated behavior patterns of submission to authority, competition in the workplace, conformism, and passive atomization rather than active participation in decision-making.

Of course, competition is part of the mix -it's a race, after all- but for most of the people participating triathlon the competitive aspect is less important than the sense of a triathlon as a sort of ceremony by which we can affirm this shared bond

In 2007, Navy SEAL Mike Day was shot 27 times by three al-Qaeda gunman and knocked unconscious by a grenade. When he awoke, he managed to kill two of them and escape to the extraction helicopter. He has now recovered and is participating in Ironman competitions.

They suspected that children learned best through undirected free play—and that a child’s psyche was sensitive and fragile. During the 1980s and 1990s, American parents and teachers had been bombarded by claims that children’s self-esteem needed to be protected from competition (and reality) in order for them to succeed. Despite a lack of evidence, the self-esteem movement took hold in the United States in a way that it did not in most of the world. So, it was understandable that PTA parents focused their energies on the nonacademic side of their children’s school. They dutifully sold cupcakes at the bake sales and helped coach the soccer teams. They doled out praise and trophies at a rate unmatched in other countries. They were their kids’ boosters, their number-one fans. These were the parents that Kim’s principal in Oklahoma praised as highly involved. And PTA parents certainly contributed to the school’s culture, budget, and sense of community. However, there was not much evidence that PTA parents helped their children become critical thinkers. In most of the countries where parents took the PISA survey, parents who participated in a PTA had teenagers who performed worse in reading. Korean parenting, by contrast, were coaches. Coach parents cared deeply about their children, too. Yet they spent less time attending school events and more time training their children at home: reading to them, quizzing them on their multiplication tables while they were cooking dinner, and pushing them to try harder. They saw education as one of their jobs.

What distinguishes a true competitor from a mere participant is that the competitor derives enjoyment from the nature of the competition aside from the prize at the end. She gets a rush from the gaming dynamics and appreciates the beauty of the game. At the end of the day, you play for the love of the game or not at all.

Veblen argues that the existing social hierarchy is actively maintained by competitive consumption among all classes of society. Thus, consumerism, far from being something that is inflicted upon the working classes by the scheming bourgeoisi, is something that the working classes actively participate in maintaining - even though it is not in their collective interest to do so. If the working classes had wanted to buy out the capitalists, they could easily have done so by now, simply by saving a fraction of the wage increases that they have received over the years. But instead they have chosen to max out their spending on consumer goods.

The behaviour of the individual capitalist does not depend on 'the good or ill will of the individual' because 'free competition brings out the inherent laws of capitalist production, in the shape of external coercive laws having power over every individual capitalist' (Capital, vol. 1, p. 270). In so far as individuals adopt the role of capitalist, they are forced to internalize the profit-seeking motive as part of their subjective being. Avarice and greed, and the predilections of the miser, find scope for expression in such a context, but capitalism is not founded on such character traits — competition imposes them willy-nilly on the unfortunate participants.

As machines increasingly do more of the work, and real-life relationships lose their allure, then the allegory of Plato’s Cave becomes real. A mass of people living inside, disconnected from those who live their lives outside, systematically unable or unwilling to participate in the competition of life because they cannot stand the unpredictability of reality.

In the first case it emerges that the evidence that might refute a theory can often be unearthed only with the help of an incompatible alternative: the advice (which goes back to Newton and which is still popular today) to use alternatives only when refutations have already discredited the orthodox theory puts the cart before the horse. Also, some of the most important formal properties of a theory are found by contrast, and not by analysis. A scientist who wishes to maximize the empirical content of the views he holds and who wants to understand them as clearly as he possibly can must therefore introduce other views; that is, he must adopt a pluralistic methodology. He must compare ideas with other ideas rather than with 'experience' and he must try to improve rather than discard the views that have failed in the competition. Proceeding in this way he will retain the theories of man and cosmos that are found in Genesis, or in the Pimander, he will elaborate them and use them to measure the success of evolution and other 'modern' views. He may then discover that the theory of evolution is not as good as is generally assumed and that it must be supplemented, or entirely replaced, by an improved version of Genesis. Knowledge so conceived is not a series of self-consistent theories that converges towards an ideal view; it is not a gradual approach to truth. It is rather an ever increasing ocean of mutually incompatible alternatives, each single theory, each fairy-tale, each myth that is part of the collection forcing the others in greater articulation and all of them contributing, via this process of competition, to the development of our consciousness. Nothing is ever settled, no view can ever be omitted from a comprehensive account. Plutarch or Diogenes Laertius, and not Dirac or von Neumann, are the models for presenting a knowledge of this kind in which the history of a science becomes an inseparable part of the science itself - it is essential for its further development as well as for giving content to the theories it contains at any particular moment. Experts and laymen, professionals and dilettani, truth-freaks and liars - they all are invited to participate in the contest and to make their contribution to the enrichment of our culture. The task of the scientist, however, is no longer 'to search for the truth', or 'to praise god', or 'to synthesize observations', or 'to improve predictions'. These are but side effects of an activity to which his attention is now mainly directed and which is 'to make the weaker case the stronger' as the sophists said, and thereby to sustain the motion of the whole.

Competition has taken place at the wrong levels, and on the wrong things. It has gravitated to a zero-sum competition, in which the gains of one system participant come at the expense of others. Participants compete to shift costs to one another, accumulate bargaining power, and limit services. This kind of competition does not create value for patients, but erodes quality, fosters inefficiency, creates excess capacity, and drives up administrative costs, among other nefarious effects.

The world, with its commonsensical viewpoint, thinks their lifestyle is peculiar. And it would be hard to argue with anyone who labeled them eccentrics and oddballs. But there’s something we share, not something as exaggerated as solidarity, perhaps, but at least a warm emotion, like a vague, faintly colored mist over a late-spring peak. Of course, competition is part of the mix -it's a race, after all- but for most of the people participating triathlon the competitive aspect is less important than the sense of a triathlon as a sort of ceremony by which we can affirm this shared bond.

Awe empowers sacrifice, and inspires us to give that most precious of resources, time. Memphis University professor Jia Wei Zhang and I brought people to a lab where they were surrounded by either awe-inspiring plants or less-inspiring ones. As participants were leaving the lab, we asked if they would fold origami cranes to be sent to victims of the 2011 tsunami in Japan. Being surrounded with awe-inspiring plants led people to volunteer more time. The last pillar of the default self—striving for competitive advantage, registered in a stinginess toward giving away possessions and time—crumbles during awe. Awe awakens the better angels of our nature.

a perfectly competitive industry is an utter impossibility in the real world. The requirements for this status are numerous and ridiculously otherworldly: completely homogeneous products; an indefinitely large, not to say infinite, number of both buyers (to stave off monopsony)5 and sellers (to preclude monopoly); full and complete information about everything relevant on the part of all market participants; zero profits and equilibrium. The reductio ad absurdum of this objection is that, not only could roads not be privatized under such impossible criteria, but neither could anything else be. That is, this is a recipe for a complete takeover by the government of the entire economy; whether by nationalization (communism) or regulation (fascism), it matters little.

participated in the grueling competition, which was broken up into stages and went on for days. But in the spring of 1940, Germany invaded France, and shortly after that, the German army marched into Paris. The Tours de France had been canceled indefinitely. Now it was 1942, and the Occupation had dragged on for two long years. Who knew how long it would last or when the race would start up again? The bumpy cobblestones made the bike shake. But Marcel wouldn’t let that stop him. He knew that in 1939, the spring classic Paris-Roubaix bicycle race included fifteen or more cobbled sections as part of the grueling 200-plus kilometer course. Some were even steep hills. He had just rounded the corner of the street where Madame Trottier lived when suddenly a streak of orange flashed across the road. Zut alors! He jammed his feet on the brakes hard and

Firms justified their approach to recruitment by asserting that the best students go to the best universities and by arguing that it was more efficient to hire from listed schools because the screening that had already been done by these institutions’ admissions offices saved firms time and money. But as the next chapter’s examination of recruitment at core campuses shows, limiting competition to students at elite schools was much more than a matter of efficiency or effectiveness. Firms spent vast sums of money each year engaging in an elaborate courting ritual with students at core campuses. This showy, expensive undertaking not only bolstered the status of the participating companies in the eyes of students but it also generated emotional investment in the outcome of the hiring contest and began to seduce students into an upper-class style of life.

We probably all had the dream, back then, that one day our talent would take us to the big time, and there was nothing wrong with dreaming that dream. That’s what fuels every game of shinny or back-lot baseball in the world. Of course, as you move along in your hockey career, reality begins to set in for most people. The dream begins to slowly fade away with the understanding that you will probably never be playing under the bright lights. But that’s beside the point—that’s not what childhood games are about, anyway. The life lessons we learned about competing remained with us even into adulthood. The types of competitions you engage in as an adult might be different from those you participated in when you were a child, but the rules from childhood still apply. What you learn on the frozen bays and ball fields doesn’t become less relevant, no matter where you end up.

The remedy for what ails our democracy is not simply better education (as important as that is) or civic education (as important as that can be), but the reestablishment of a genuine democratic discourse in which individuals can participate in a meaningful way—a conversation of democracy in which meritorious ideas and opinions from individuals do, in fact, evoke a meaningful response. And in today’s world, that means recognizing that it’s impossible to have a well-informed citizenry without having a well-connected citizenry. While education remains important, it is now connection that is the key. A well-connected citizenry is made up of men and women who discuss and debate ideas and issues among themselves and who constantly test the validity of the information and impressions they receive from one another—as well as the ones they receive from their government. No citizenry can be well informed without a constant flow of honest information about contemporary events and without a full opportunity to participate in a discussion of the choices that the society must make. Moreover, if citizens feel deprived of a meaningful opportunity to participate in the national conversation, they can scarcely be blamed for developing a lack of interest in the process. And sure enough, numerous surveys and studies have documented the erosion of public knowledge of basic facts about our democracy. For example, from the data compiled by the National Election Studies on one recent election, only 15 percent of respondents could recall the name of even one of the candidates in the election in their district. Less than 4 percent could name two candidates. When there are so few competitive races, it’s hard to blame them. Two professors, James Snyder and David Stromberg, found that knowledge of candidates increased in media markets where the local newspaper covered the congressional representative more. Very few respondents claimed to learn anything at all about their congressional elections from television news.

The evidence for the cognitive interpretation of the above-average effect is that when people are asked about a task they find difficult (for many of us this could be “Are you better than average in starting conversations with strangers?”), they readily rate themselves as below average. The upshot is that people tend to be overly optimistic about their relative standing on any activity in which they do moderately well. I have had several occasions to ask founders and participants in innovative start-ups a question: To what extent will the outcome of your effort depend on what you do in your firm? This is evidently an easy question; the answer comes quickly and in my small sample it has never been less than 80%. Even when they are not sure they will succeed, these bold people think their fate is almost entirely in their own hands. They are surely wrong: the outcome of a start-up depends as much on the achievements of its competitors and on changes in the market as on its own efforts. However, WYSIATI plays its part, and entrepreneurs naturally focus on what they know best—their plans and actions and the most immediate threats and opportunities, such as the availability of funding. They know less about their competitors and therefore find it natural to imagine a future in which the competition plays little part.

Poor child. Listen closely: Parent is no longer a noun—those days are done. Parent is now a verb, something you do ceaselessly. Think of the verb parent as synonymous with protect, shield, hover, deflect, fix, plan, and obsess. Parenting will require all of you; please parent with your mind, body, and soul. Parenting is your new religion, within which you will find salvation. This child is your savior. Convert or be damned. We will wait while you cancel all other life endeavors. Thank you. Now the goal of parenting is: Never allow anything difficult to happen to your child. To that end, she must win every competition she enters. (Here are your four hundred participation trophies, distribute accordingly.) She must feel that everyone likes and loves her and wants to be with her at all times. She must be constantly entertained and amused; every one of her days on Earth must be like Disneyland, but better. (If you go to actual Disneyland, get a fast pass because she should never be forced to wait. For anything, ever.) If other kids don’t want to play with her, call those kids’ parents, find out why, and insist they fix it. In public, walk in front of your child and shield her from any unhappy faces that might make her sad, and any happy faces that might make her feel left out. When she gets into trouble at school, call her teacher and explain loudly that your child does not make mistakes. Insist that the teacher apologize for her mistake. Do not ever, ever let a drop of rain fall upon your child’s fragile head. Raise this human without ever allowing her to feel a single uncomfortable human emotion. Give her a life without allowing life to happen to her. In short: Your life is over, and your new existence is about ensuring that her life never begins. Godspeed.

Perhaps we could practice together at Marsbury House sometime,” he said. “I would enjoy that.” She ignored the niggle that said encouraging the duke’s suit was wrong when she wasn’t sure she wanted to marry him. “Yes, Lady Celia always enjoys showing a man how to use his gun,” Mr. Pinter put in. “You couldn’t ask for a better tutor, Your Grace.” When the duke stiffened understandably, she glared at Mr. Pinter. “His Grace needs no tutoring. He shoots quite well. And manages to remain civil at the same time, which is more than I can say for you, sir.” Why was Mr. Pinter being so difficult? Bad enough that he’d goaded her into this competition-must he also make her suitors resent her? So far they’d taken her participation in this competition in stride, but if he kept provoking them… Mr. Pinter scowled as they all halted to reload. “Civility is for you aristocrats.” His voice was sullen. “We mere mortals have no sense of it.” “Then it’s a miracle anyone ever hires you to do anything,” she retorted. “Civility is the bedrock of a polite society, no matter what a man’s station.” “I thought money was the bedrock,” eh countered. “Why else does your grandmother’s ultimatum have all of you dashing about trying to find spouses?” It was a nasty thing to say and he knew it, for he cast her a belligerent look as soon as the words left her mouth. “I don’t know why you should complain about that,” she said archly. “Our predicament has afforded you quite a good chance to plump your own pockets.” “Celia,” Oliver said in a low voice, “sheathe your claws.” “Why? He’s being rude.” The beater’s flushed the grouse. Mr. Pinter brought down another bird, a muscle ticking in his jaw as they all fired. “I beg your pardon, my lady. Sometimes my tongue runs away with my good sense.” “I’ve noticed.” She caught the gentlemen watching them with interest and forced a smile. “But since you were good enough to apologize, let us forget the matter, shall we?” With a taut nod, he acknowledged her request for a truce. After that, they both concentrated on shooting. She was determined to beat him, and he seemed equally determined to beat the other gentlemen. She tried not to dwell on why, but the possibility of another kiss from him made her nervous and excited.

What is scarce? Surely time is scarce? This is true in the sense that we get only one life, but yet again there are ways in which competition and how we use our time can make us feel an artificial sense of time scarcity. Each time we are able to build on the work of others with confidence, each time we use the elements of life pulled from our commonwealth of agricultural knowledge, we bundle time, and so get the benefit of having multiple lifetimes. Each time nature uses genetic code that has been developed over millions of years, millions of years of development are collapsed into something that works in our lifetimes. Each time we add to that collection, we are putting our lifetimes' work into a useful form for the benefit of future generations. At the same time, yes, we each have only our own single lives in which to pursue happiness. The goal is to spend as much of that time in a framework of sharing abundance rather than having it squeezed into a life of scarcity and competition. In contrast, we need not look far to find lots of frustrating examples in which our time is treated as abundant when we would rather have it be valued as scarce. It happens each time we must stand in line at the DMV, fill out redundant forms at the hospital, reproduce others' efforts by spending time searching for knowledge or data that already exists somewhere, create a report that no one reads. In those cases, we are creating and living in artificial and unnecessary time scarcity. Time is indeed one of the most curious elements of life, especially since our lifetimes and those of plants and animals all move at different rates. We know, for example, that the urgency to address climate change is really on our human scale, not geologic scale. The Earth has been through greater upheavals and mass extinctions and will likely go through them again, but for the narrowest of narrow bands of human history on Earth, we require very specific conditions for us to continue to thrive as a species. To keep our planet within a habitable and abundant balance, we have, as Howard Buffet noted, only 'forty seasons' to learn and adjust. That is why building on one another's work is so important. One farmer can have the benefit of forty seasons and pass some of that experience down, but if 1,000 farmers do the same, there is the collective benefit of 1,000 years in a single year. If a million people participate, then a million years of collective experience are available. If we are then able to compound knowledge across generations and deepen our understanding of human and natural history, we add even greater richness. It is in this way of bundling our experiences for continual improvement, with compound interest, that time shifts from a scarce resource to being far less of a constraint, if not truly abundant. However, for time to be compounded, knowledge must be shared, and real resources, energy, and infrastructure must exist and function to support and grow our commonwealth of knowledge.

Moving to value-based competition on results will require significant changes by all system participants, as we have noted. However, the system can, and will, change from within. Each system participant can significantly improve value, and reap the benefits, even if nothing else in the system changes.

Competition takes place on broad service lines, not individual services. Providers offer every possible service, and gear up to handle any patient who walks in the door. Health plans contract with providers across the board. Yet breadth of services per se has little impact on patient value—it is the ability to deliver value in each medical condition that matters. Health plans and providers have merged and consolidated, but the pursuit of breadth and the duplication of services have only increased. As system participants compete on breadth, competition at the medical condition level has been suppressed or eliminated by health plan networks, captive referrals within provider groups, and the almost total absence of relevant information.

Competing on results requires that results be measured and made widely available. Only by measuring and holding every system participant accountable for results will the performance of the health care system ever be significantly improved.

Some grant programs are structured as competitions. New York City’s Industrial Growth Initiative, now in its second year, is a two-stage process that requires businesses to attend a growth workshop and then apply for a more in-depth workshop series covering topics like human resources and marketing. The program culminates with a business plan competition, where participants put what they have learned to work and create expansion plans to guide their next stage of growth. The plans are pitched to an audience of judges and business leaders, and three winners split a $150,000 prize. One recent winner was Eric Campione, chief administrative officer for P.A.C. Plumbing, Heating, & Air Conditioning. Mr. Campione submitted a plan to bring the third-generation family-owned business on Staten Island into the digital age with new technology, such as iPads for field technicians. It is about more than money, though.

It is natural for people to fear that such an inherently critical environment will feel threatening and unpleasant, like a trip to the dentist. The key is to look at the viewpoints being offered, in any successful feedback group, as additive, not competitive. A competitive approach measures other ideas against your own, turning the discussion into a debate to be won or lost. An additive approach, on the other hand, starts with the understanding that each participant contributes something (even if it’s only an idea that fuels the discussion—and ultimately doesn’t work). The Braintrust is valuable because it broadens your perspective, allowing you to peer—at least briefly—through others’ eyes.

If a platform achieves scale and becomes the de facto standard for its industry, the network effects of compatibility and standards (combined with the ability to rapidly iterate and optimize the platform) create a significant and lasting competitive advantage that can be nearly unassailable. This dominance lets the market leader “tax” all the participants who want to use the platform, much as levies were imposed in the bygone Republic of Venice. For example, the iTunes store takes a 30 percent share of the proceeds whenever a song, a movie, a book, or an app is sold on that platform. These platform revenues tend to have very high gross margins, which generate cash that can be plowed back into making the platform even better. Amazon’s merchant platform, Facebook’s social graph, and, of course, Apple’s iOS ecosystem are great examples of the power of platforms.

Reading The Powers That Be, David Halberstam’s book about the relationship between political power and the media in America, she wondered how a woman could earn respect in the fiercely competitive, male-dominated world of journalism, noting that Halberstam did not cite a single female voice covering—much less participating in—Vietnam, the McCarthy hearings, Watergate, or any international crisis.

Not long before the USSR’s breakup, I participated in a survey of Russian attitudes regarding democracy and free enterprise. What we found was a population worn down by Communism but with little understanding of what democracy entailed. Reliance on the state for jobs, housing, and other benefits was deeply ingrained. People accustomed to the Soviet system had no clue about competitive markets and found alien, even disturbing, the concept of demanding more productive work as a condition for higher pay.

His order cited "credible evidence" that a takeover "threatens to impair the national security of the US".Qualcomm was already trying to fend off Broadcom's bid.The deal would have created the world's third-largest chipmaker behind Intel and Samsung.It would also have been the biggest takeover the technology koo50 sector had ever seen.The presidential order said: "The proposed takeover of Qualcomm by the Purchaser (Broadcom) is prohibited. and any substantially equivalent merger. acquisition. or takeover. whether effected directly or indirectly. is also prohibited."Crown jewelSome analysts said President Trump's decision was more about competitiveness and winning the race for 5G technology. than security concerns.The sector is in a race to develop chips for the latest 5G wireless technology. and Qualcomm was considered by Broadcom a significant asset in its bid to gain market share.Image captionQualcomm has already showcased 1Gbps mobile internet speeds using a 5G chip"Given the current political climate in the US and other regions around the world. everyone is taking a more conservative view on mergers and acquisitions and protecting their own domains." IDC's Mario Morales. vice president of enabling technologies and semiconductors told the BBC."We are all at the start of a race. and you have 5G as a crown jewel that everyone wants to participate in - and every region is racing towards that." he said."We don't want to hinder someone like Qualcomm so that they can't provide the technology to the vendors that are competing within that space."US investigates Broadcom's Qualcomm bidQualcomm rejects Broadcom takeover bidHuawei's US smartphone deal collapsesSingapore-based Broadcom had been pursuing San Diego-based Qualcomm for about four months.Last week however. Broadcom's hostile takeover bid was put under investigation by the Committee on Foreign Investment in the US. a multi-agency led by the US Treasury Department.The US company had rejected approaches from its rival on the grounds that the offer undervalued the business. and also that any takeover would face antitrust hurdles.Earlier this year. Chinese telecoms giant Huawei said it had not been able to strike a deal to sell its new smartphone via a US carrier. widely believed to be AT&T.The US also recently blocked the $1.2bn sale of money transfer firm Moneygram to China's Ant Financial. the digital payments arm of Alibaba.

Although all the major industrial countries and a multitude of business units participate in the world trade in chemicals, the forces of free competition do not rule the world markets. The techniques of business diplomacy frequently supplement and in some instances have supplanted independent decision making by separate producers in response to free market forces. The geographic and industrial areas within which particular companies will operate, the scale of their output, the prices of their products, the use or nonuse of their technology, have increasingly become objects of negotiation, subjects of national and international agreement. More and more the conference table has been taking the place of the market as a regulator if the chemical industries.

Playwright Noel Coward once said, “Work is more fun than fun.” I included that quote in a seminar guidebook for a sales group a year ago and one of the participants in the back of the room raised his hand and said, “Yeah, Steve, who is this Noel Coward guy? I figure with a quote like that he’s either a porn star or a professional golfer.” That line got a great laugh at my expense, but it also revealed a truth (which almost all humor does). People believe that the fun jobs are always somewhere else. “If only I could get a job like that!” “If only I had been a pro golfer!” But the truth is that fulfilling and fun work can be found in anything. The more we consciously introduce game-playing elements (personal bests listed, goals, time limits, competition with self or others, record-keeping, and so on), the more fun the activity becomes.

The Sporting Arena Rome’s Colosseum, which opened in A.D. 80, was built specifically for sporting competitions. About fifty thousand spectators sat on terraced marble benches that formed an oval. Below the arena were dressing rooms and holding chambers where animals were kept. Most of the competitions held in the Colosseum involved deadly combat. Sometimes, fighters called gladiators would battle each other, and sometimes they would battle animals. In both cases, the participants fought to the death. Today, visitors to the ruins of the Colosseum can look down on the arena and imagine the cheers of the audience, the snarls of the angry lions, and the moans of the anguished losers.

This book is about putting you in the position to get there. It’s for those of us who understand that competition has intensified in all industries, further pushing for participation in more digital ecosystems and making digital transformation a key priority for company boards across all industries.

These stark facts create competition and conflict within each gender that can be avoided only by opting out of the mating game entirely. The fundamental desires of mating, however, are not easily extinguished. The quest to fulfill these desires catapults people headlong into the arena of competition. People do not always recognize competition in its many guises. A man or woman buying the latest facial cream may not construe this attention to skin as competition. A woman or man participating in the latest fitness craze or working late into the night may not construe these actions as competition. But as long as people have mating desires and as long as people differ in the qualities desired, competition will be an inevitable aspect of human mating.

Third, the idea that venture capitalists get into deals on the strength of their brands can be exaggerated. A deal seen by a partner at Sequoia will also be seen by rivals at other firms: in a fragmented cottage industry, there is no lack of competition. Often, winning the deal depends on skill as much as brand: it’s about understanding the business model well enough to impress the entrepreneur; it’s about judging what valuation might be reasonable. One careful tally concluded that new or emerging venture partnerships capture around half the gains in the top deals, and there are myriad examples of famous VCs having a chance to invest and then flubbing it.[6] Andreessen Horowitz passed on Uber. Its brand could not save it. Peter Thiel was an early investor in Stripe. He lacked the conviction to invest as much as Sequoia. As to the idea that branded venture partnerships have the “privilege” of participating in supposedly less risky late-stage investment rounds, this depends from deal to deal. A unicorn’s momentum usually translates into an extremely high price for its shares. In the cases of Uber and especially WeWork, some late-stage investors lost millions. Fourth, the anti-skill thesis underplays venture capitalists’ contributions to portfolio companies. Admittedly, these contributions can be difficult to pin down. Starting with Arthur Rock, who chaired the board of Intel for thirty-three years, most venture capitalists have avoided the limelight. They are the coaches, not the athletes. But this book has excavated multiple cases in which VC coaching made all the difference. Don Valentine rescued Atari and then Cisco from chaos. Peter Barris of NEA saw how UUNET could become the new GE Information Services. John Doerr persuaded the Googlers to work with Eric Schmidt. Ben Horowitz steered Nicira and Okta through their formative moments. To be sure, stories of venture capitalists guiding portfolio companies may exaggerate VCs’ importance: in at least some of these cases, the founders might have solved their own problems without advice from their investors. But quantitative research suggests that venture capitalists do make a positive impact: studies repeatedly find that startups backed by high-quality VCs are more likely to succeed than others.[7] A quirky contribution to this literature looks at what happens when airline routes make it easier for a venture capitalist to visit a startup. When the trip becomes simpler, the startup performs better.[8]

Social networks bring in another dimension of stimuli: social pressure. People are keenly sensitive to social status, judgment, and competition. Unlike most animals, people are not only born absolutely helpless, but also remain so for years. We only survive by getting along with family members and others. Social concerns are not optional features of the human brain. They are primal. The power of what other people think has proven to be intense enough to modify the behavior of subjects participating in famous studies like the Milgram Experiment and the Stanford Prison Experiment. Normal, noncriminal people were coerced into doing horrible things, such as torturing others, through no mechanism other than social pressure.

Do you see that by serving the people of your home, by building relationships with them, you are participating in God’s cosmic plan to love his creation through your efforts? This turns the cultural tension of children being the focal point of the home on its head. We can’t separate the two from each other. Laundry is for people to wear. Food is for people to be nourished. Clean floors are for people to crawl around on. Dishes are for people to eat off. The people and the physical work of the home are not in competition. They are two sides of the same coin. Sometimes one aspect of the work gets more attention than the other, but they go together. The physical work of the home exists for the physical people in the home.

I breathe in the fresh summer air as I pass a table covered with all sorts of cakes---Victorian sponge, Madeira, Battenberg, lemon drizzle. Again my mind drifts to my childhood, this time to the Michigan State Fair, which my family would visit at the end of every summer. It had all sorts of contests---pie eating, hog calling, watermelon seed spitting (Stevie's favorite)---but the cake competition was my favorite challenge of all. Every year I'd eye the confections longingly: the fluffy coconut cakes, the fudge chocolate towers filled with gooey caramel or silky buttercream, the cinnamon-laced Bundts topped with buttery streusel. The competition was divided into adult and youth categories, and when I turned twelve, I decided to enter a recipe for chocolate cupcakes with peanut butter buttercream and peanut brittle. My mom was a little befuddled by my participation (her idea of baking involved Duncan Hines and canned, shelf-stable frosting, preferably in a blinding shade of neon), but she rode along with my dad, Stevie, and me as we carted two-dozen cupcakes to the fairgrounds in Novi. The competition was steep---pumpkin cupcakes with cream cheese frosting, German chocolate cupcakes, zucchini cupcakes with lemon buttercream---but my entry outshone them all, and I ended up taking home the blue ribbon, along with a gift certificate to King Arthur Flour.

For example, women’s participation in the labour market has generally risen—but above all as cleaners, cashiers and nursing staff. Competition in the labour market has increased overall in the wake of increased gender and ethnic rights. The traditional sexual division of labour in the home, based on the model of the male breadwinner, has declined in favour of equal participation in the labour market (the dual-income model). However, and we shall return to this, in lower segments of the labour market both partners now earn less, so that total household income has fallen.

Repo is the oil that lubricates the engine of the financial markets. It keeps it running smoothly; it’s the plumbing of the financial system. You might even say it’s the oil that lubricates the engine of the entire economy. Here are some important characteristics of the Repo market: In one respect, Repo is a popular instrument for short-term cash investments for institutional investors, with “short-term” meaning from overnight through one year. It’s an ultra-safe investment. It’s an investment collateralized with a Treasury security at a competitive market rate of interest. In another respect, Repo is a mechanism for market participants to cover short sales of U.S. Treasurys. This is a big part of the Repo market and arguably the most interesting part. In another respect, it provides collateralized funding for large leveraged investors. OK, let’s just get this said up front. Yes, the Repo market is the way hedge funds can highly leverage their trading positions. More on this later.

It all comes down to competition. When our industrial revolution first began, Earth was ruled by monarchs. Wars soon took on a scope and scale that formerly would have been unthinkable—besides being beyond the scope of any kingdom to pay for. The monarchies, over time, were replaced by governments which, to varying degrees, allowed for the citizens to participate. It created the wealth that nation-states could call upon in times of war. “I don’t want to give you the impression that our society evolved in lock-step as part of some grand plan. The people living through those changes didn’t even have the concepts to explain what was happening. I have the advantage of having paid attention in my history classes. It was incredibly haphazard—fits and starts, wars, revolutions, counterrevolutions, etc.” “I know you aren’t calling for a revolution here,” Tima pressed. “Continue.” “The new economic systems relied, to varying degrees, on an educated populace, and so did the new political structures. Gradually capitalism, our economic system, became the most efficient way for a nation to harness the energy and spirit of its people. An individual with a great idea could become rich and powerful—good ideas were rewarded by the system itself. Bad ones would die on the vine. The problems started when the rich and powerful became the political leaders—too many laws and rules were created to protect the status quo, and it was no longer good idea versus bad, but which idea had the backing of the powers that be—” “Stop.” Tima held out a hand. “You are getting off into your recent history—the reason for your people leaving Earth and going to Eden. I’m less interested in that, and more in weighing your Earth’s development against that of my world. Why is this development prevented by our culture?”   Ocheltree shrugged and pointed a finger at him. “You yourself have complained to me how hard it is to get others to even consider a new way of thinking. People have to be free to bring new ideas forward. If all you have is dedication to authority, you really are limited to the creativity and genius of your leaders.

In a country where those who are committing crime are supported, rewarded, applauded and promoted. In a country where no one is arrested for doing wrong or for breaking the law. No one is taking responsibility and accountability. It will make everyone in that country to voluntarily participate in committing crime. Everyone will eventually end up being corrupt or criminals including foreigners. It will be a competition or a dare for thieves on who steals more and who steals better. People everyday will ask themselves why should they bother being good and not committing a crime, when everyone is doing it. Crime stats will be so high and increasing everyday. It is a duty of the president and the cabinet ministers in making sure the law is followed .If not everyone in that country will commit crime and they will be ok with it. No one will see anything wrong. That includes the law enforcement or institution.

The competition’s insidious reputation continues to terrorize the continent, leaving a trail of blood in its wake. A place where nightmares roam free, but the dream of winning a magical prize keeps participants rolling in.

From my examination of many declining industries, the firms that seem to be the most objective about managing the decline process are those that also participate in the substitute industry. They have a clearer perception concerning the prospects of the substitute product and the threat of decline.

As we look at the major acquisitions that others made during 1982, our reaction is not envy, but relief that we were non-participants. For in many of these acquisitions, managerial intellect wilted in competition with managerial adrenaline. The thrill of the chase blinded the pursuers to the consequences of the catch. Pascal’s observation seems apt: “It has struck me that all men’s misfortunes spring from the single cause that they are unable to stay quietly in one room.

Participants go down slopes with their feet attached to skis. This takes quite a bit of lower body strength and balance to stay on the course. While it is a fun sport to do on your own, there are also competitive levels of skiing you can participate in, including in the Winter Olympics.

They were divided into four categories that are described below along with examples of the motivational behaviours included within each. 1     Teacher discourse: arousing curiosity or attention, promoting autonomy, stating communicative purpose/utility of activity 2     Participation structure: group work/pair work 3     Activity design: individual competition, team competition, intellectual challenge, tangible task product 4     Encouraging positive retrospective self-evaluation and activity design: effective praise, elicitation of self/peer correction session, class applause. In each lesson, the learners’ motivation was measured in terms of their level of engagement. The proportion of students who paid attention, who actively participated, and who eagerly volunteered during activities was calculated. A three-level scale was used to measure engagement in each observed lesson: very low (a few students), low (one third to two thirds of the students) and high (more than two thirds of the students). Learners also completed a questionnaire about their motivation levels specifically related to their EFL class. The researchers found significant positive correlations between the teachers’ motivational practices, the learners’ engagement behaviours, and the learners’ self-reports on the questionnaire. The researchers acknowledge that correlation results do not indicate cause–effect relationships. Nevertheless, the findings are important because this is the first study to provide ‘any empirical evidence concerning the concrete, classroom-specific impact of language teachers’ motivational strategies’ (Guilloteaux and Dörnyei 2008: 72).

Presently the Rothschilds control, among other things; Shell, BP, Deutsche Bank, Barclays, ABN Amro, Fortis, Unilever, IBM, World Bank Group and International Monetary Fund, ING, Federal Reserve, Bank of England, Arrow Fund Curacao, J.P Morgan and many other banks and influential organizations. The participation of the Rothschild dynasty in various competitive companies misleads even experts. A perfect example of this is when Henry Coston elaborately described the all out struggle between American Standard Oil (of the Rockefeller family) and British Royal Dutch-Shell for market leadership in 1920s France.[17] The struggle for control lasted into the late Fifties.[18] However, he essentially overlooked one important detail; that both oil giants belonged to the Rothschilds! Coston failed to understand that this sham of a fight served only one purpose: to bring in enormous profits while covering up the real power behind it.[19]

As we look at the major acquisitions that others made during 1982, our reaction is not envy, but relief that we were non-participants. For in many of these acquisitions, managerial intellect wilted in competition with managerial adrenaline. The thrill of the chase blinded the pursuers to the consequences of the catch. Pascal’s observation seems apt: “It has struck me that all men’s

But it isn’t the fun of DIY invention, urban exploration, physical danger, and civil disorder that the Z-Boys enjoyed in 1976. It is fun within serious limits, and for all of its thrills it is (by contrast) scripted. And rather obedient. The fact that there are public skateparks and high-performance skateboards signals progress: America has embraced this sport, as it did bicycles in the nineteenth century. Towns want to make skating safe and acceptable. The economy has more opportunity to grow. America is better off for all of this. Yet such government and commercial intervention in a sport that was born of radical liberty means that the fun itself has changed; it has become mediated. For the skaters who take pride in their flashy store-bought equipment have already missed the Z-Boys’ joke: Skating is a guerrilla activity. It’s the fun of beating, not supporting, the system. P. T. Barnum said it himself: all of business is humbug. How else could business turn a profit, if it didn’t trick you with advertising? If it didn’t hook you with its product? This particular brand of humbug was perfected in the late 1960s, when merchandise was developed and marketed and sold to make Americans feel like rebels. Now, as then, customers always pay for this privilege, and purveyors keep it safe (and generally clean) to curb their liability. They can’t afford customers taking real risks. Plus it’s bad for business to encourage real rebellion. And yet, marketers know Americans love fun—they have known this for centuries. And they know that Americans, especially kids, crave autonomy and participation, so they simulate the DIY experience at franchises like the Build-A-Bear “workshops,” where kids construct teddy bears from limited options, or “DIY” restaurants, where customers pay to grill their own steaks, fry their own pancakes, make their own Bloody Marys. These pay-to-play stores and restaurants are, in a sense, more active, more “fun,” than their traditional competition: that’s their big selling point. But in both cases (as Barnum knew) the joke is still on you: the personalized bear is a standardized mishmash, the personalized food is often inedible. As Las Vegas knows, the house always wins. In the history of radical American fun, pleasure comes from resistance, risk, and participation—the same virtues celebrated in the “Port Huron Statement” and the Digger Papers, in the flapper’s slang and the Pinkster Ode. In the history of commercial amusement, most pleasures for sale are by necessity passive. They curtail creativity and they limit participation (as they do, say, in a laser-tag arena) to a narrow range of calculated surprises, often amplified by dazzling technology. To this extent, TV and computer screens, from the tiny to the colossal, have become the scourge of American fun. The ubiquity of TV screens in public spaces (even in taxicabs and elevators) shows that such viewing isn’t amusement at all but rather an aggressive, ubiquitous distraction. Although a punky insurgency of heedless satire has stung the airwaves in recent decades—from equal-opportunity offenders like The Simpsons and South Park to Comedy Central’s rabble-rousing pundits, Jon Stewart and Stephen Colbert—the prevailing “fun” of commercial amusement puts minimal demands on citizens, besides their time and money. TV’s inherent ease seems to be its appeal, but it also sends a sobering, Jumbotron-sized message about the health of the public sphere.

The way to transform health care is to realign competition with value for patients. Value in health care is the health outcome per dollar of cost expended. If all system participants have to compete on value, value will improve dramatically.

The Baker group at the University of Washington has packaged computer-aided protein fold prediction as a game, Foldit, which has been a remarkable success as measured not only by participation (many players, no scientific background required), but also by results and scientific papers. Foldit makes protein folding fun—it’s a kind of puzzle-solving problem—and proposed solutions earn scores in an international competition.

Citizen involvement in democracy triggers criticism and creative attitude, the spirit of competition and transparency as well. This is the dynamic of life that must be confronted, a continuous process of improvement towards better quality of democracy, governance and stronger nation. Neutrality may not make you dizzy, and also nurture your apathetic attitude and skip an opportunity to participate and contribute to change, no matter how small it is.

If you participate in a competition, you have a chance to lose. If you don’t participate, you are already a loser.

Sin didn’t, and doesn’t, have a chance in competition with the aggressive forgiveness we call grace. When it’s sin versus grace, grace wins hands down. (MSG)

Nonetheless, the lower intensity of interstate war in Latin America did lead to some familiar outcomes. There was much less competitive pressure to consolidate strong national bureaucracies along French-Prussian lines prior to the arrival of mass political participation in the late nineteenth and early twentieth centuries. This meant that when the franchise was opened up in the early twentieth century, there was no “absolutist coalition” in place to protect the autonomy of national bureaucracies. The spread of democratic political competition created huge incentives in Argentina, Brazil, Mexico, Colombia, and other countries for democratic politicians to use clientelistic methods to recruit voters, and consequently to turn public administration into a piggy bank for political appointments. With the partial exceptions of Chile and Uruguay, countries in Latin America followed the paths of Greece and southern Italy and transformed nineteenth-century patronage politics into full-blown twentieth-century clientelism.

The organizations of fast innovators are structured for ease of coordination and speed of execution. Slow innovators are structured for functional control, cost efficiency, and risk avoidance, a structure that results in a slow and cumbersome development process. With the functional organization come multiple hand-offs that consume time, cause errors to occur and diminish overall accountability. Coordination and control can only be accomplished through elaborate review processes and documentation requirements. Quality seems to decline, not improve. Functions have their firm budgets and manage themselves to their budgets even at the expense of time. To help ensure that budgets are met, performance targets are conservative. Senior management actively participates in program decisions, and, because of their very full schedules, further slow the decision-making processes of the company.

Before the management of the company just described could become fast innovators, they had to develop and embrace a new philosophy of organizing around time. The new philosophy is embedded in these eleven key principles: Time is the key performance variable to be managed to attain improved cost and quality. Time benchmarks are set by the performance of competitors and, if faster, by what is technologically possible. The support functions necessary to advance the development process are actively managed to be “invisible.” Their need is to be anticipated; they are to be invested in and kept up-to-date. They are never to be allowed to slow the development process. Each program is to be managed and executed by a small, dedicated, decision-empowered, and experienced team. Team members have common goals and are measured and evaluated as part of a team. The development programs are to have four steps, and the company will organize itself around these steps: Planning and preparation Product definition Design development Manufacturing ramp-up Product improvement The objective of planning and preparation is to avoid having to invent in the middle of the development process—make unknowns be knowns. After definition, the product specification is frozen. The definition is committed to and not allowed to be changed. The improvement phase is to be used for costs and feature enhancements. Functional expertise resides in the development program. Manufacturing and design resources are full-time participants in the definition team. Manufacturing resources are full time participants in the design team. Team members are collocated. Senior management reviews are few. The role of senior management is to ensure that the program teams have the appropriate resources, incentives and environment to execute their tasks quickly. New programs are generated continuously, at regular market-driven intervals, and incorporate more incremental advances and fewer “great leaps forward.

I believe even athletes who participate in explosive sports will benefit from interspersing more slow repetition tempos to bolster connective tissue health and safely increase muscle length in commonly tight muscles. For football players, volleyball players, and other athletes who rely on explosive movements during competition, training should match the sport’s demands: more plyometric training and speed work with periods of therapeutic slow eccentric training interspersed.

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Values are faithfully applied to the facts before us, while ideology overrides whatever facts call theory into question. Nonpartisan districting, same-day registration, and weekend elections would all increase the competitiveness of races and might spur more participation from the electorate- and the more the electorate is paying attention, the more integrity is awarded. Public financing of campaigns or free television and radio time could drastically reduce the constant scourging for money and the influence of special interests. Changes in the rules in the House and the Senate might empower legislators in the minority, increase transparency in the process, and encourage more probing reporting.

Prior to the establishment of the Negro leagues, black baseball players had discovered how to earn winter income playing ball in Florida. The better Negro players joined local teams, which were special aggregations created to entertain the winter tourists. In the late teens Foster's Chicago American Giants and Nat C. Strong's Lincoln Giants represented the Royal Poinciana and Breakers, respectively. The players slept in barracks, worked as bellhops and cooks for extra money, and played games whenever they could, reserving Saturdays for a highly competitive game between themselves. Mayor John "Honey Fitz" Fitzgerald of Boston was so delighted with the Breakers team that he participated himself in their pre-game amusements of egg tosses and gunnysack races.

Leading in ecosystems is different than leading in industries. In industries, leadership is measured as your own competitive outcome—relative market share, profits, brand strength, etc. In ecosystems, leadership is not an outcome but a role. It is measured in terms of your ability to align others around a value architecture that delivers the value proposition. This means that we must distinguish between leading an ecosystem (role) and participating in a leading ecosystem (outcome).

Now let's consider the impact of sleep deprivation on our ability to distinguish right from wrong. A study of people in a raffle ticket competition found participants were more likely to cheat if they'd had as little as twenty-two minutes' less sleep than normal. Another study found we're less likely to search the internet for ethics-related queries the day we shift our clocks forward to daylight-saving time. Other studies found tired people are less likely to notice unethical behaviour in others, or even to recognise in the first place whether there is a moral or ethical question at stake.

This struck me as a pretty basic misunderstanding of the way capitalism works—as does, in fact, the whole notion of a nurturing “ecosystem” dedicated to “mentoring” and “incubating” other people’s precious startups. (It’s a basic misunderstanding of ecology, too, but we will let that pass.) Other than the chance to make some money, why would a capitalist participate in such a thing? If startups really were to encourage other startups, they would be contributing pretty directly to their own competition—and robust competition is precisely what today’s thinking business person wants to avoid. The winning quality today is monopoly, not competition. But this is not a literature given to subtlety or introspection. As the tech writer Evgeny Morozov points out in To Save Everything, Click Here, the cult of innovation holds every info-age novelty to be “inherently good in itself, regardless of its social or political consequences.” Sure enough, as far as I have been able to determine, few of the people who write or talk about innovation even acknowledge the possibility that innovations might be harmful instead of noble and productive. And yet recent history is littered with exactly such stuff: Innovations that allow companies to spy on us. Innovations that allow terrorist groups to recruit online. Innovations that allowed Enron to do all the fine things it used to do. Come to think of it, the whole economic debacle of the last ten years owes its existence to the financial innovations of the Nineties and the Aughts—the credit default swaps, or the algorithms companies used to hand out mortgage loans—innovations that were celebrated in their day in the same mindlessly positive way we celebrate tech today.

You must participate in competition, in struggle, in the life of the world. If you stop, you no longer exist. If you fall behind, you’re dead.’ Denying any notion of eternity, defining itself as a process of permanent renewal, advertising aims to vaporize human subjects, to transform them into obedient phantoms of becoming. And this skin-deep, superficial participation in the life of the world is supposed to take the place of the desire for being.

As in other species, male humans participate much more often in competitive sports than females. But every human culture invents different sports. We inherit the physical capacities and motivations to learn sports, not the specific genes for football, skiing, or boxing.

The best places to work are no longer those that promise lifetime employment but, rather, those that provide their participants with the opportunities, resources, and flexibility for sustainable growth, learning, and development.

Define the Profitable Core In our experience, business definition is one of the most frustrating activities for senior executives. Although business leaders know that they should have a clear answer to the question, “What is our core business?” it is difficult to arrive at a fully satisfying statement. Part of the problem arises from blurring several distinct but related topics that need to be considered one at a time and then integrated in a consistent manner or within a single framework. In working toward a useful business definition, executives need to ask themselves the following questions: What are the boundaries of the business in which I participate, and are those boundaries “natural” economic boundaries defined by customer needs and basic economics? What products, customers, channels, and competitors do these boundaries encompass? What are the core skills and assets needed to compete effectively within that competitive arena? What is my own core business as defined by those customers, products, technologies, and channels through which I can earn a return today and can compete effectively with my current resources? What is the key differentiating factor that makes me unique to my core customers? What are the adjacent areas around my core, and are the definitions of my business and my industry likely to shift, changing the competitive and customer landscape?

Because of its internal complexity and single-minded focus on oppression, intersectionality is riddled with divisions and subcategories, which exist in competition with—or even in unrepentant contradiction to—each other. Some people in the United States therefore argue that gay white men (Fitzgerald 2019) and nonblack people of color—generally assessed as marginalized groups—need to recognize their privilege and antiblackness (Chung 2017). This can lead to the insistence that lighter-skinned black people recognize their privilege over darker-skinned black people (Tracey 2019). Straight black men have been described as the “white people of black people” (Young 2019). It is also not uncommon to hear arguments that trans men, while still oppressed by attitudes towards their trans status, need to recognize that they have ascended to male privilege (Abelson 2014) and amplify the voices of trans women, who are seen as doubly oppressed, by being both trans and women. Gay men and lesbians might well find themselves not considered oppressed at all, particularly if they are not attracted to trans men or trans women, respectively, which is considered a form of transphobia and misgendering (Sara C 2018). Asians and Jews may find themselves stripped of marginalized status due to the comparative economic success of their demographics, their participation in “whiteness,” or other factors (Kuo 2018; Lungen 2018). Queerness needs to be decolonized—meaning made more racially diverse—and its conceptual origins in white figures like Judith Butler need to be interrogated (Small 2019).

User I am competitive by nature, and I am confident that's my strength. I apologize if anyone ever mistook my competitive spirit for arrogance, but I will never apologize for being too competitive and confident because that's what pushes me to not fail. I'd rather be criticized for my ambition than regret not giving my all. It's not about being better than others, as the truth is there is always someone better than you. But, as I said, it's about proving to myself that I am capable. By confronting my fears and failures, I learn to fail to succeed. I admit that at times I can be very tough, but don't ever think it's because of you. My toughness is a reflection of the high standards I set for myself. It's a personal journey of growth, where resilience and determination fuel my relentless pursuit of self-improvement . I have learned that in the arena of life, I aim not just to participate but to conquer.

The game FR Legends MOD APK is all about drifting and racing. You can customize your car and participate in various drift competitions. The game has a variety of cars to choose from, and you can modify them according to your preferences. The game also has different tracks that you can race on, and each track has its own unique challenges.

WAYS TO MONETIZE (3): CHARGING FOR ENHANCED ACCESS Sometimes a platform that facilitates a monetary transaction may be unable to own, and hence to monetize, the transaction. Such platforms may instead charge producers for enhanced access to consumers. This refers to the provision of tools that enable a producer to stand out above the crowd and be noticed on a two-sided platform, despite an abundance of rival producers and the resulting intense competition to attract consumer attention. Platforms that charge producers fees for better targeted messages, more attractive presentations, or interactions with particularly valuable users are using enhanced access as a monetization technique. The system of monetizing enhanced access generally doesn’t harm network effects, since all producers and consumers are permitted to participate in the platform on an open, non-enhanced basis. But those for whom the additional value of enhanced access is particularly great can pay for that extra value—allowing a portion of that value to be captured by the platform business.

Find the game you like to play - not just to win but because it clicks with you differently. Want to check how? See what you don’t hate yourself much losing in… A game that you don’t need an excuse or an invitation to participate in. -- That’s the game you that you want to play – that’s the game you are not going to give up on! That’s the game you will be known as a player of!

One variant of what I have been calling the "standard view" is the "safety-valve theory." The claim is sometimes made that women's emotional caregiving does more than secure psychological benefits to individual men: This caregiving is said to shore up the patriarchal system as a whole by helping to stabilize the characteristic institutions of contemporary patriarchal society. These institutions, it is claimed, are marked by hierarchy, hence by unequal access to power, and by impersonality, alienated labor, and abstract instrumental rationality. Now men pay a heavy price for their participation in such a system, even though the system as such allows men generally to exercise more power than women generally. The disclosure of a person's deepest feelings is dangerous under conditions of competition and impersonality: A man runs the risk of displaying fear or vulnerability if he says too much. Hence, men must sacrifice the possibility of frank and intimate ties with one another; they must abandon the possibility of emotional release in one another's company. Instead, they must appear tough, controlled, and self sufficient, in command at all times. Now, so the argument goes, the emotional price men pay for participation in this system would be unacceptable high, were women not there to lower it. Women are largely excluded from the arenas wherein men struggle for prestige; because of this and by virtue of our socialization into patterns of nurturance, women are well situated to repair the emotional damage men inflict on one another. Women's caregiving is said to function as a "safety valve" that allows the release of emotional tensions generated by a fundamentally inhuman system. Without such release, these tensions might explode the set of economic and political relationships wherein they are now uneasily contained. Hence, women are importantly involved in preventing the destabilization of a system in which some men oppress other men and men generally oppress women generally.

One variant of what I have been calling the "standard view" is the "safety-valve theory." The claim is sometimes made that women's emotional caregiving does more than secure psychological benefits to individual men: This caregiving is said to shore up the patriarchal system as a whole by helping to stabilize the characteristic institutions of contemporary patriarchal society. These institutions, it is claimed, are marked by hierarchy, hence by unequal access to power, and by impersonality, alienated labor, and abstract instrumental rationality. Now men pay a heavy price for their participation in such a system, even though the system as such allows men generally to exercise more power than women generally. The disclosure of a person's deepest feelings is dangerous under conditions of competition and impersonality: A man runs the risk of displaying fear or vulnerability if he says too much. Hence, men must sacrifice the possibility of frank and intimate ties with one another; they must abandon the possibility of emotional release in one another's company. Instead, they must appear tough, controlled, and self sufficient, in command at all times. Now, so the argument goes, the emotional price men pay for participation in this system would be unacceptable high, were women not there to lower it. Women are largely excluded from the arenas wherein men struggle for prestige; because of this and by virtue of our socialization into patterns of nurturance, women are well situated to repair the emotional damage men inflict on one another. Women's caregiving is said to function as a "safety valve" that allows the release of emotional tensions generated by a fundamentally inhuman system. Without such release, these tensions might explode the set of economic and political relationships wherein they are now uneasily contained. Hence, women are importantly involved in preventing the destabilization of a system in which some men oppress other men and men generally oppress women generally.

The price of anarchy measures the gap between cooperation (a centrally designed or coordinated solution) and competition (where each participant is independently trying to maximize the outcome for themselves). 236

Consider one scenario that some envisage in an IoT world, where a self-driving car that needs to get somewhere in a hurry can make a small payment to another self-driving car to let it pass. As discussed, you’ll need a distributed trust system to verify the integrity of the transaction, which may involve a lot more information than just that of the money transfer before it can be processed—for example, you may need to know whether the overtaking car is certified as safe to drive at the faster speed, or whether one car’s software can be trusted not to infect the other with malware. These kinds of verifications, as well as that of the fund balance in the paying car’s wallet, could be run through a blockchain log to check the validity of each side’s claims, giving each the assurances they need without having to rely on some certifying central authority. The question, though, is: would this transaction be easily processed if it were based on a private blockchain? What are the chances, in a country of more than 230 million cars, that both vehicles would belong to the same closed network run by a group of permissioned validating computers? If they weren’t part of the same network, the payment couldn’t go through as the respective software would not be interoperable. Other car manufacturers might not want to use a permissioned verification system for which, say, GM, or Ford, is the gatekeeper. And if they instead formed a consortium of carmakers to run the system, would their collective control over this all-important data network create a barrier to entry for newer, startup carmakers? Would it effectively become a competition-killing oligopoly? A truly decentralized, permissionless system could be a way around this “walled-garden” problem of siloed technology. A decentralized, permissionless system means any device can participate in the network yet still give everyone confidence in the integrity of the data, of the devices, and of the value being transacted. A permissionless system would create a much more fluid, expansive Internet of Things network that’s not beholden to the say-so and fees of powerful gatekeepers.

Every American should be able to expect certain standards, freedoms, benefits, and opportunities form a twenty-first-century health system. If they are willing to participate and be responsible, they will gain: •Improved health; •Longer lives with a much better quality of life; •A more convenient, understandable and personalized experience -- all at a lower cost; •Access to the best course of treatment for their particular illness and their unique characteristics; •A system that fosters and encourages innovation, competition, and better outcomes for patients; •A system that truly values the impact that medical innovation has on patients and their caregivers as well as on society as a whole; •A government that facilitates and accelerates extraordinary opportunities to improve health and health care; •Continuous but unobtrusive 24/7 monitoring of their general health, chronic conditions, and acute health problems; •Access to the most modern medical knowledge and breakthroughs, including the most advanced technologies, therapies and drugs, unimpeded by government-imposed price controls or rationing; •The chance to increase their personal knowledge by learning from a transparent system of information about their diagnosis, costs and alternative solutions; •A continuously improving, competitive, patient-focused medical world in which new therapies, new technologies, and new drugs are introduced as rapidly and safely as possible -- and not a day later; •Greater price and market competition, innovation and smarter health care spending; •A system of financing that includes insurance, government, charities, and self-funding that ensures access to health and health care for every American at the lowest possible cost without allowing financing and short-term budgetary considerations to distort and weaken the delivery of care; •Genuine insurance to facilitate access to dramatically better care, rather than the current system, which is myopically focused on monthly or annual payments; •A health system in which third parties and government bureaucrats do not impede the best course of treatment that doctors and their patients decide on; •A health system in which seniors, veterans, or others under government health programs receive the same quality of care as their children in private markt systems. Big reforms are required to transform today’s expensive, obsolete health bureaucracy into a system that conforms to these principles.

The faithful living out of the tropos of the incarnate Christ is the challenge that faces us in all these areas, and what it entails (so Bonhoeffer and Przywara alike insist) is the patient embrace of finitude, the refusal of defensive anxiety about the Church’s privilege or influence, the recognition and valuing of the unspectacular, in life and art, as the site where we may expect the paradoxical radiance of the infinite to become visible. Christian ethics is not about dramatic and solitary choices for individual good or evil but the steady building of a culture of durable mutuality and compassion. Christian aesthetics is not about genius-driven or near-magical transmutations of this world into some imagined semblance of divine glory and abundance, but the gift of unlocking in the most ordinary setting or object the ‘grace of sense’ that allows it to be seen with (to use the word again) durable, attentive love. And Christian metaphysics? Przywara’s work clearly understands the role of Christology in developing a schematic and consistent view of analogy, depending on the recognition that whatever comes into intellectual focus in our human understanding is always already implicated in relations that make its life more than a single and containable phenomenon but something opening out on to an unlimited horizon of connection... ...authentic theology shows itself, in self-forgetting and self-dispossessing practice. The theology that we write and discuss has no substance independently of this formal content, this knowledge of how to ‘enact Christ’ in the world. And it is because of this that Przywara resists a reading of St John of the Cross’s spiritual teaching which simply identifies the ‘night of spirit’ with the negation of the creaturely. Put like this, it can suggest yet another form of the competitive ontological model which we struggle to escape from – more world, less God, and vice versa. But St John properly read – giving priority to the poems rather than the commentaries on them – characterizes the night as participation in the act of Christ the Word. The darkness of our prayer is not the result of a straightforward gap between what we can know as creatures and the unknowable depths of God, the infinite dissimilarity between finite and infinite; it is our assimilation into the infinite’s self-unveiling in the dark places of the finite world, in the wordless helplessness of the cross. And because it is in this way an entry deeper and deeper into the centre of God’s activity, it is a journey into the ‘excess’ of divine light, the overflowing of God’s absolute abundance, which is itself nothing else than agape directed towards the life and joy of the other – in the divine life and in the relation of divine to non-divine life.

To that end, she must win every competition she enters. (Here are your four hundred participation trophies, distribute accordingly.) She must feel that everyone likes and loves her and wants to be with her at all times. She must be constantly entertained and amused; every one of her days on Earth must be like Disneyland, but better. (If you go to actual Disneyland, get a fast pass because she should never be forced to wait. For anything, ever.) If other kids don’t want to play with her, call those kids’ parents, find out why, and insist they fix it. In public, walk in front of your child and shield her from any unhappy faces that might make her sad, and any happy faces that might make her feel left out. When she gets into trouble at school, call her teacher and explain loudly that your child does not make mistakes. Insist that the teacher apologize for her mistake. Do not ever, ever let a drop of rain fall upon your child’s fragile head. Raise this human without ever allowing her to feel a single uncomfortable human emotion. Give her a life without allowing life to happen to her. In short: Your life is over, and your new existence is about ensuring that her life never begins. Godspeed. We got a terrible memo. Our terrible memo is why we feel exhausted, neurotic, and guilty. Our terrible memo is also why our kids suck. They do, they just suck. Because people who do not suck are people who have failed, dusted themselves off, and tried again. People who do not suck are people who have been hurt, so they have empathy for others who are hurt. People who do not suck are those who have learned from their own mistakes by dealing with the consequences. People who do not suck are people who have learned how to win with humility and how to lose with dignity. Our memo has led us to steal from our children the one thing that will allow them to become strong people: struggle.

Everybody should get a good gym coaching from early age so that they grow up to have fit bodies, good bodily awareness, positive body image, relaxed body language and healthy habits. Everybody should be trained in dialogue and get the chance to participate in public debates or deliberations. Everybody should get a year off once in a lifetime to go look for new purpose in life and make tough life decisions under professional care and support—in a kind of secular monastery. Everybody should be “nudged” and supported to consume both healthy and sustainable food that prevents depression and supports long-term societal goals. Everybody should be trained in social and emotional intelligence so that conflicts arise less often and, when they do arise, are handled more productively. Everybody should have a proper sexual education from early on, knowing things such as how to tackle early ejaculation, tensions in the vagina, sexual rejections, making approaches in a charming but respectful manner, how to handle competition and how to handle pornography or sexual desires that diverge from the norm. Everybody should get some aid in managing the fear of death and facing the hard facts of life—to help us intuitively know that our time here is precious.

The classical definitions of free competition all involve further postulates besides the greatness of that number. E.g., it is clear that if certain great groups of participants will—for any reason whatsoever—act together, then the great number of participants may not become effective; the decisive exchanges may take place directly between large “coalitions,”1 few in number, and not between individuals, many in number, acting independently. Our subsequent discussion of “games of strategy” will show that the role and size of “coalitions” is decisive throughout the entire subject.

Participating in architectural competitions is associated both with a playful learning process, delight, collaboration and with competition in dead earnest. The tension of the chase for the fundamental idea that will resolve the design project has been testified to among practicing architects. […]. A sense of curiosity and delight fills the exhibition room. A new world is being opened before the eyes of the jury. The future is at stake.

The rule of St. Thomas More in his Utopia, although openly utopian, had a rationale which anyone can admit as sound: Anyone who campaigned for a public office became disqualified from holding any office at all. The obvious reasoning here is that men who seek most fervently after a public office are often of precisely that character most prone to corruption by power; that is to say, the man whose desire is strongest for wine is probably the man with whom you'd least want to drink it. A man who so passionately believes himself worthy of an office that he is willing vie for it in the shameless fashion that we see in every electoral campaign, is a man in whom the virtue of humility is only tenuously active. By allowing the holding of offices to become the prizes of popular competition, those men of moderate temper whose constitutions will not allow them to participate are automatically excluded, and in their place a category of most undesirable candidates is ushered in.

Society is neither an organism nor a machine; it is-like organisms and machines-a system. It is composed of components that are related in such a way that the whole is greater than, and essentially different from, the sum of the parts. This is so because relations between the parts are maintained by mechanisms of communication and control that depend on the flow of information, on "feedback," for effective operation. Cybernetic theory informs social analysis in a variety of ways: by focusing attention on system properties such as entropy and redundancy and on the values that function as operating rules; by emphasizing the extent to which the meaning and function of any part of the system is determined by context; and so on. Above all else, it reminds us that it is the context-a set of relationships, rather than any single component in isolation-that evolves.18 The focus of this book is on the evolving context of ideas in twentieth-century Vietnam. Vietnamese Society as a System of Yin and Yang In traditional Vietnamese culture we can find, in every domain of society, two different sets of operating principles, or values. These two sets can be used as the basis for a model of society and culture. One set can be seen as yang in nature; the other, as yin. Yang is defined by a tendency toward male dominance, high redundancy, low entropy, complex and rigid hierarchy, competition, and strict orthodoxy focused on rules for behavior based on social roles. Yin is defined by a tendency toward greater egalitarianism and flexibility, more female participation, mechanisms to dampen competition and conflict, high entropy, low redundancy, and more emphasis on feeling, empathy, and spontaneity. Much of traditional Vietnamese culture, social organization, and behavior expressed the balanced opposition between yin and yang as interlocking sets of ideas (including values, conceptual categories, operating rules, etc.). At a high level of abstraction, a great deal of persistence may be detected in the

Slow-and-Steady wins no race at all except when no one is participating; because he completes the ‘competition’ when the judges and spectators have all gone home. Who then declares him winner?