Perception Management Quotes

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

Forget what hurt you in the past, but never forget what it taught you. However, if it taught you to hold onto grudges, seek revenge, not forgive or show compassion, to categorize people as good or bad, to distrust and be guarded with your feelings then you didn’t learn a thing. God doesn’t bring you lessons to close your heart. He brings you lessons to open it, by developing compassion, learning to listen, seeking to understand instead of speculating, practicing empathy and developing conflict resolution through communication. If he brought you perfect people, how would you ever learn to spiritually evolve?

Psychologists usually try to help people use insight and understanding to manage their behavior. However, neuroscience research shows that very few psychological problems are the result of defects in understanding; most originate in pressures from deeper regions in the brain that drive our perception and attention. When the alarm bell of the emotional brain keeps signaling that you are in danger, no amount of insight will silence it.

One of the biggest, and possibly the biggest, obstacle to becoming a writer... is learning to live with the fact that the wonderful story in your head is infinitely better, truer, more moving, more fascinating, more perceptive, than anything you're going to manage to get down on paper. (And if you ever think otherwise, then you've turned into an arrogant self-satisfied prat, and should look for another job or another avocation or another weekend activity.) So you have to learn to live with the fact that you're never going to write well enough. Of course that's what keeps you trying -- trying as hard as you can -- which is a good thing.

When you hear men talking," said Cornelia, "all they ever do is speak ill of women. ... And I don't quite know how they managed to make this law in their favour, or who exactly it was who gave them a greater license to sin than is allowed to us; and if the fault is common to both sexes (as they can hardly deny), why should the blame not be as well? What makes them think they can boast of the same thing that in women brings only shame?

Not even the most heavily-armed police state can exert brute force to all of its citizens all of the time. Meme management is so much subtler; the rose-tinted refraction of perceived reality, the contagious fear of threatening alternatives.

The crazy creatives are the creatives who never go completely mad. They aren't so easily disheartened by the seemingly endless amounts of scrutiny that creative individuals tend to receive because they, like insanity, are the ones who feed off of opposition and negative feedback and manage to continue along with a healthy ambition. It is the crazy that teaches us to use our gifts wisely and own all the attackers.

[Aldous Huxley] compared the brain to a 'reducing valve'. In ordinary perception, the senses send an overwhelming flood of information to the brain, which the brain then filters down to a trickle it can manage for the purpose of survival in a highly competitive world. Man has become so rational, so utilitarian, that the trickle becomes most pale and thin. It is efficient, for mere survival, but it screens out the most wondrous part of man's potential experience without his even knowing it. We're shut off from our own world.

We master our lives by mastering our perception. Life is not what happens to us but how we manage what happens.

And you managed to leave the house and be the hero. Who do you think you are, Spider-Man?

Being “in control” isn’t always about the desire to manipulate situations, but often it’s about the need to manage perception.

It is usually unbearably painful to read a book by an author who knows way less than you do, unless the book is a novel.

But none of them taught me the things I learned from Carrie White. The most important is that the writer’s original perception of a character or characters may be as erroneous as the reader’s. Running a close second was the realization that stopping a piece of work just because it’s hard, either emotionally or imaginatively, is a bad idea. Sometimes you have to go on when you don’t feel like it, and sometimes you’re doing good work when it feels like all you’re managing is to shovel shit from a sitting position.

Jean-Jacques Rousseau defined civilization as when people build fences. A very perceptive observation. And it’s true—all civilization is the product of a fenced-in lack of freedom. The Australian Aborigines are the exception, though. They managed to maintain a fenceless civilization until the seventeenth century. They’re dyed-in-the-wool free. They go where they want, when they want, doing what they want. Their lives are a literal journey. Walkabout is a perfect metaphor for their lives. When the English came and built fences to pen in their cattle, the Aborigines couldn’t fathom it. And, ignorant to the end of the principle at work, they were classified as dangerous and antisocial and were driven away, to the outback. So I want you to be careful. The people who build high, strong fences are the ones who survive the best. You deny that reality only at the risk of being driven into the wilderness yourself.

The idealized market was supposed to deliver ‘friction free’ exchanges, in which the desires of consumers would be met directly, without the need for intervention or mediation by regulatory agencies. Yet the drive to assess the performance of workers and to measure forms of labor which, by their nature, are resistant to quantification, has inevitably required additional layers of management and bureaucracy. What we have is not a direct comparison of workers’ performance or output, but a comparison between the audited representation of that performance and output. Inevitably, a short-circuiting occurs, and work becomes geared towards the generation and massaging of representations rather than to the official goals of the work itself. Indeed, an anthropological study of local government in Britain argues that ‘More effort goes into ensuring that a local authority’s services are represented correctly than goes into actually improving those services’. This reversal of priorities is one of the hallmarks of a system which can be characterized without hyperbole as ‘market Stalinism’. What late capitalism repeats from Stalinism is just this valuing of symbols of achievement over actual achievement. […] It would be a mistake to regard this market Stalinism as some deviation from the ‘true spirit’ of capitalism. On the contrary, it would be better to say that an essential dimension of Stalinism was inhibited by its association with a social project like socialism and can only emerge in a late capitalist culture in which images acquire an autonomous force. The way value is generated on the stock exchange depends of course less on what a company ‘really does’, and more on perceptions of, and beliefs about, its (future) performance. In capitalism, that is to say, all that is solid melts into PR, and late capitalism is defined at least as much by this ubiquitous tendency towards PR-production as it is by the imposition of market mechanisms.

In this pilgrimage in search of modernity I lost my way at many points only to find myself again. I returned to the source and discovered that modernity is not outside but within us. It is today and the most ancient antiquity; it is tomorrow and the beginning of the world; it is a thousand years old and yet newborn. It speaks in Nahuatl, draws Chinese ideograms from the 9th century, and appears on the television screen. This intact present, recently unearthed, shakes off the dust of centuries, smiles and suddenly starts to fly, disappearing through the window. A simultaneous plurality of time and presence: modernity breaks with the immediate past only to recover an age-old past and transform a tiny fertility figure from the neolithic into our contemporary. We pursue modernity in her incessant metamorphoses yet we never manage to trap her. She always escapes: each encounter ends in flight. We embrace her and she disappears immediately: it was just a little air. It is the instant, that bird that is everywhere and nowhere. We want to trap it alive but it flaps its wings and vanishes in the form of a handful of syllables. We are left empty-handed. Then the doors of perception open slightly and the other time appears, the real one we were searching for without knowing it: the present, the presence.

In ordinary perception, the senses send an overwhelming flood of information to the brain, which the brain then filters down to a trickle it can manage for the purpose of survival in a highly competitive world. Man has become so rational, so utilitarian, that the trickle becomes most pale and thin. It is efficient, for mere survival, but it screens out the most wondrous parts of man's potential experience without his even knowing it. We're shut off from our own world. Primitive man once experienced the rich and sparkling flood of the senses fully. Children experience it for a few months-until "normal" training, conditioning, close the doors on this other world, usually for good. Somehow, the drugs opened these ancient doors. And through them modern man may at last go, and rediscover his divine birthright...

In order for collaboration to take place, managers must give up their silos and their perceptions of power.

Merton ... humbly warned, however, "It's a wrong perception to believe that you can eliminate risk just because you can measure it.

You only ever have three things: 1) your self, wellbeing and mindset 2) Your life network, resources and resourcefulness 3) Your reputation and goodwill. Treasure and tend the first. Value, support and build the second. And mindfully, wisely ensure that the third (your life current and savings account) is always in credit.

When we feel most stuck, it is often because we are trying to decipher who we really are by piecing together images we assume others have of us. What we don’t realize is that there is not just one, singular version of us that exists. There’s our experience of ourselves, and then the kaleidoscope of ways we are perceived by others. When we spend all of our lives trying to manage those perceptions, we become completely lost within them.

Give today to get better tomorrow.

Strategic girls manage perception; idealistic girls go up against the narrative, because it’s at the root of the problem, and they get crushed every time.

Market rewards you as per your perception.

People can learn to control and change their behavior, but only if they feel safe enough to experiment with new solutions. The body keeps the score: If trauma is encoded in heartbreaking and gut-wrenching sensations, then our first priority is to help people move out of fight-or-flight states, reorganize their perception of danger, and manage relationships. Where traumatized children are concerned, the last things we should be cutting from school schedules are the activities that can do precisely that: chorus, physical education, recess, and anything else that involves movement, play, and other forms of joyful engagement.

Don't go out of your way to correct a false assumption if it plays to your advantage.

Afraid of offending with an off word or the slightest insensitivity, I keep an unobtrusive and silent distance. Nevertheless, my pursed lips and offish stance are perceived as cold, managing to offend all.

I could almost see fairies skipping on top of the snake-tongue flames—brief moments of clarity overcome by suffocating normalcy. It occurred to me that everything is believable during a glimpse, and it is during these flashes we see things as they truly are—unruly shadows in the corner of our perceptions. The only way to overcome is to act as Rachael did—as we all should—staring into the brightest light we can manage, until any hint of darkness is burned from our vision.

The national perception was clear: Puerto Ricans were ignorant, uncivilized, morally bankrupt, and utterly incapable of self-rule. The US would protect them, tame their savagery, manage their property, and deliver them from four hundred years of solitude.

You know, Junie, you're fourteen now. I think you can certainly manage to put together a sandwich. ... The thing is, if my mother had any idea what I had in my backpack, she would have made me that sandwich. If she knew that I'd searched and searched the house until I finally found the little key to the fireproof box buried in the bottom of her underwear drawer, if she knew that I'd unlocked the box and taken my passport out, that I had it with me right that very second in a Ziploc bag in the bottom of my backpack, if she knew why I had it there, if she knew even a bit of all that, she might have made me that PBJ. She wouldn't have said, "You're fourteen now," like she thought I was some kind of responsible adult. No. If she knew about my plan, she would have said, "you're only fourteen." She would have told me that I was crazy to think about going to England with I was only fourteen.

Life is an art of managing conflicts—conflicts between our expectations and perceptions. It is like a tightrope walk. We load our expectations from life on one end of the bar and our perceptions about life on other, and move on the rope, relying on the balance of the stick. Overload, on any end, can fling us down, ruining the remaining journey. Some might survive such falls through repeated mood swings or with emotional breakdowns, while some might go down, diving deep into the bottom of depression.

In Hebrew, the Lord’s language, the word for time is ZeMaN, which is linked to the word for invitation. This serves to remind us that the passage of time is an invitation to make the most of it, to manage it effectively, and to integrate our understanding of how the world works with a true and accurate perception of the reality of time.

When problems arise, so do our emotions, based on our perception and associated feelings of whatever is going on

Perceptions can be managed. Actions can be directed. We can always think clearly, respond creatively. Look for opportunity, seize the initiative.

They manage our perception and interpretation of environmental information in a way that is consistent with what we believe.

Within the scope of human cognitive experience, consciousness, when perceived, becomes awarenesss... Awareness is the qualia of consciousness...Awareness is the perception of your presence in the now. Awareness in its pure state is nonlocal; there's no focal point in it. It is unbounded. Awareness, when managed and directed, becomes attention. By turning into attention, awareness becomes localized, and attains a focal point. Because of this feature, attention has the power to direct energy...Attention has its most powerful expression in purposeful action.

Emotional quotient (EQ) is a measure of your emotional and social intelligence. It involves your ability to manage yourself, your emotions, your relationships, and people’s perceptions of you.

You are schooled in the art of managing your perceptions and impressions. Like Rockefeller, you’re cool under pressure, immune to insults and abuse. You see opportunity in the darkest of places.

Observing, it turns out, does more than activate our visual perceptions; observed actions are mapped onto our motor systems. So if you are watching someone hitting a baseball, you're actually practicing your swing in your head. You are working all the neurological connections that you need to actually stand up and swing the bat. And so seeing can be a powerful enabler of doing (as well as a powerful enabler of empathy).

Its little wonder anxiety, depression and other mental illness is at such a high point at this time in the world; people have little control over the mental capacities, of their thoughts, perceptions, feelings and emotions. People never get a moments silence from the constant bombardment and when they do they don’t know how to manage their thoughts so the endless barrage of noise simply continues giving them no time or space for clarity.

Having proven that solitary pleasures are as delicious as any others and much more likely to delight, it becomes perfectly clear that this enjoyment, taken in independence of the objectwe employ, is not merely of a nature very remote from what could be pleasurable to thatobject, but is even found to be inimical to that object’s pleasure: what is more, it may becomean imposed suffering, a vexation, or a torture, and the only thing that results from this abuse isa very certain increase of pleasure for the despot who does the tormenting or vexing; let usattempt to demonstrate this.”Voluptuous emotion is nothing but a kind of vibration produced in our soul by shockswhich the imagination, inflamed by the remembrance of a lubricious object, registers uponour senses, either through this object’s presence, or better still by this object’s being exposedto that particular kind of irritation which most profoundly stirs us; thus, our voluptuoustransport Ä this indescribable convulsive needling which drives us wild, which lifts us to thehighest pitch of happiness at which man is able to arrive Ä is never ignited save by twocauses: either by the perception in the object we use of a real or imaginary beauty, the beautyin which we delight the most, or by the sight of that object undergoing the strongest possiblesensation; now, there is no more lively sensation than that of pain; its impressions are certainand dependable, they never deceive as may those of the pleasure women perpetually feign andalmost never experience; and, furthermore, how much self-confidence, youth, vigor, healthare not needed in order to be sure of producing this dubious and hardly very satisfyingimpression of pleasure in a woman. To produce the painful impression, on the contrary,requires no virtues at all: the more defects a man may have, the older he is, the less lovable,the more resounding his success. With what regards the objective, it will be far more certainlyattained since we are establishing the fact that one never better touches, I wish to say, that onenever better irritates one’s senses than when the greatest possible impression has been produced in the employed object, by no matter what devices; therefore, he who will cause themost tumultuous impression to be born in a woman, he who will most thoroughly convulsethis woman’s entire frame, very decidedly will have managed to procure himself the heaviest possible dose of voluptuousness, because the shock resultant upon us by the impressionsothers experience, which shock in turn is necessitated by the impression we have of thoseothers, will necessarily be more vigorous if the impression these others receive be painful,than if the impression they receive be sweet and mild; and it follows that the voluptuousegoist, who is persuaded his pleasures will be keen only insofar as they are entire, willtherefore impose, when he has it in his power to do so, the strongest possible dose of painupon the employed object, fully certain that what by way of voluptuous pleasure he extractswill be his only by dint of the very lively impression he has produced.

The most important is that the writer’s original perception of a character or characters may be as erroneous as the reader’s. Running a close second was the realization that stopping a piece of work just because it’s hard, either emotionally or imaginatively, is a bad idea. Sometimes you have to go on when you don’t feel like it, and sometimes you’re doing good work when it feels like all you’re managing is to shovel shit from a sitting position.

The CDC did many things. It published learned papers on health crises, after the fact. It managed, very carefully, public perception of itself. But when the shooting started, it leapt into the nearest hole, while others took fire.

When we feel out of control we search for patterns in the world. Finding regularities allows us to plan our behavior in a manageable environment. And in our search for order we often see order that isn’t there. Jennifer Whitson and Adam Galinsky have shown that when people feel out of control, they’re more likely to see shapes in random noise, false correlations in financial reports, or conspiracies in strings of events. So the need for control can lead us to spot patterns (which may or may not exist), and, as explained earlier, pattern perception leads to agency detection; spooky coincidences and semblant conspiracies suggest creators. Such conspicuous alignments don’t just happen on their own, right?

Consumer society thrives as long as it manages to render the non-satisfaction of its members (and so, in its own terms, their unhappiness) perpetual. The explicit method of achieving such an effect is to denigrate and devalue consumer products shortly after they have been hyped into the universe of the consumers' desires. But another way to do the same thing, and yet more effectively, stays in the semi-shade and is seldom brought out into the limelight except by perceptive investigative journalists: namely, by satisfying every need/desire/want in such a fashion that they cannot but give birth to yet new needs/desires/wants. What starts as an effort to satisfy a need must end up as a compulsion or an addiction.

The regime's policies, whether intentionally or unintentionally, had engendered a sharp divide between Muslims and Christians, in spite of the fact that generations of Muslims and Coptic Christians had lived together peacefully in the past. The regime was good at utilizing this divide to create a perception that without Mubarak in power, Egyptians would break out into sectarian warfare. As a result, Mubarak managed to market his police state successfully to the international community as the lesser of two evils.

mathematician Steven Strogatz puts it . . . In every case, these feats of synchrony occur spontaneously, almost as if nature has an eerie yearning for order. And that raises a profound mystery: Scientists have long been baffled by the existence of spontaneous order in the universe. The laws of thermodynamics seem to dictate the opposite, that nature should inexorably degenerate toward a state of greater disorder, greater entropy. Yet all around us we see magnificent structures that have somehow managed to assemble themselves. This enigma bedevils all of science today.2

intelligence and intuition are heightened when we learn to listen more deeply to our own heart. It’s through learning how to decipher the messages we receive from our heart that we gain the keen perception needed to effectively manage our emotions in the midst of life’s situations and challenges.

The real aim of colonialism was to control the people’s wealth, what they produced, how they produced it,” Ngūgī wa Thiong’o sees the way that control was introduced and managed was to deconstruct the people’s sense of self and replace it with that of the colonizer. This would occur when a people’s perception of themselves and their world was overthrown.

Donald Trump was uncannily intuitive and extremely perceptive. He seemed to be able to sense when certain individuals were susceptible to being influenced by his power and abiding by his loyalty demands—as was seen later with people like his longtime lawyer Michael Cohen, his first campaign manager Corey Lewandowski, and Hope Hicks. His demands increased over time, as did the loyalty of his followers.

the writer’s original perception of a character or characters may be as erroneous as the reader’s. Running a close second was the realization that stopping a piece of work just because it’s hard, either emotionally or imaginatively, is a bad idea. Sometimes you have to go on when you don’t feel like it, and sometimes you’re doing good work when it feels like all you’re managing is to shovel shit from a sitting position.

Our mental health depends on a mechanism for editing the moment-by-moment ocean of sensory data flowing into our consciousness down to a manageable trickle of the noticed and remembered. The cannabinoid network appears to be part of that mechanism, vigilantly sifting the vast chaff of sense impression from the kernels of perception we need to remember if we’re to get through the day and get done what needs to be done.* Much depends on forgetting.

Therefore, since I could count on no continuity of sapient will to carry me through, indeed since all that was certain was that I must suffer repeated loss of same in order to maintain my body's vitality, my only course was to accomplish with what I hoped was the greater puissance of conscious craft what I had already once barely managed to achieve by accident of fate. Which was to use these periods of conscious lucidity to engrave a mantric tropism upon the presentient levels of my mind with perpetual chanting repetition and diligent meditation, so that even when reason and conscious will had once more fled, my Bloomenkind self would, during periods of enforced floral nirvana, be programmed to follow the yellow, to follow the sun that sooner or later must rise during a cycle of such meditations into its percept sphere. "Follow the sun, follow the yellow, follow the Yellow Brick Road ...

Strong evidence for a genetic language ability comes from the observation that children who are not exposed to any speech, but are able to interact with each other, will invent their own language, which is complex in syntax and meaning. This has been seen in deaf children who were not exposed to sign language. Amazingly, as long as they had someone to interact with, they managed to communicate complex thoughts by inventing their own system of signing.

Wanting to be perceived as cool isn’t about wanting to be “The Fonz”—it’s about minimizing vulnerability in order to reduce the risk of being ridiculed or made fun of. We hustle for our worthiness by slipping on the emotional and behavioral straitjacket of cool and posturing as the tragically hip and the terminally “better than.” Being “in control” isn’t always about the desire to manipulate situations, but often it’s about the need to manage perception.

i like to go into the roots of words, because they often show early insights, a fresh perception of meaning. the word 'economy' has a greek root, meaning 'household management'. we can say that there are so many households in the world and they all behave independently. in fact they are all interdependent. the earth is one household really, but we are not treating it that way. so the first step in economics is to say, the earth is one household, it is all one.

The Chimp does not necessarily work with facts but it works with what it believes is the truth or with a perception of the truth or, even worse, with a projection of what might be the truth. It is quick to form an impression on little, if any, evidence and usually won’t give way. Of course, some impressions that the Chimp gives us are accurate and helpful, but they can just as easily be wrong. Searching for some accuracy and truth would help us to reach a sensible conclusion.

Science can now help us to understand ourselves in this way by giving factual information about brain structure and function, and how the mind works. Then there is an art of self knowledge, which each person has to develop for himself. This art must lead one to be sensitive to how his basically false approach to life is always tending to generate conflict and confusion. The role of art here is therefore not to provide a symbolism, but rather to teach the artistic spirit of sensitive perception of the individual and particular phenomena of one's own psyche. This spirit is needed if one is to understand the relevance of general scientific knowledge to his own special problems, as well as to give effect to the scientific spirit of seeing the fact about one's self as it is, whether on elikes it or not, and thus helping to end conflict. Such an approach is not possible, however, unless one has the spirit that meets life wholly and totally. We still need the religious spirit, but today we no longer need the religious mythology, which is now introducing an irrelevant and confusing element into the whole question. Itwould seem, then, that in some ways the modern person must manage to create a total approach to life which accomplishes what was done in earlier days by science, art and religion, but in a new way that is appropriate to the modern conditions of life. An important part of such an action is to see what the relationshipbetween science and art now actually is, and to understand the direction in which this relationship might develop.

For example, suppose you’ve completed an exam at school and received a poor grade. You may feel disgusted with yourself, presuming that you’re dense and incapable of doing better. These negative emotions and overly-critical assumptions will wreak havoc with your ability to perform well in the future. Exerting emotional control allows you to explore these emotions and assumptions honestly and determine if they’re accurate (spoiler: they’re rarely accurate). It gives you a chance to realign your perceptions about your abilities with reality.

Feeling stressed and feeling overwhelmed seem to be related to our perception of how we are coping with our current situation and our ability to handle the accompanying emotions: Am I coping? Can I handle this? Am I inching toward the quicksand? Jon Kabat-Zinn describes overwhelm as the all-too-common feeling “that our lives are somehow unfolding faster than the human nervous system and psyche are able to manage well.” This really resonates with me: It’s all unfolding faster than my nervous system and psyche can manage it. When I read that Kabat-Zinn suggests that mindful play, or no-agenda, non-doing time, is the cure for overwhelm, it made sense to me why, when we were blown at the restaurant, we weren’t asked to help problem-solve the situation. We were just asked to engage in non-doing. I’m sure experience taught the managers that doing nothing was the only way back for someone totally overwhelmed. The non-doing also makes sense—there is a body of research that indicates that we don’t process other emotional information accurately when we feel overwhelmed, and this can result in poor decision making. In fact, researcher Carol Gohm used the term “overwhelmed” to describe an experience where our emotions are intense, our focus on them is moderate, and our clarity about exactly what we’re feeling is low enough that we get confused when trying to identify or describe the emotions. In other words: On a scale of 1 to 10, I’m feeling my emotions at about 10, I’m paying attention to them at about 5, and I understand them at about 2. This is not a setup for successful decision making. The big learning here is that feeling both stressed and overwhelmed is about our narrative of emotional and mental depletion—there’s just too much going on to manage effectively.

Though anxiety might originate as some form of attention-getting signal to avoid danger, it doesn’t necessarily have to cause discomfort, distraction, or otherwise interfere with our natural drive toward well-being and balance. We can learn to use awareness to reframe a situation, remove the perception of danger, and reappraise it instead as an opportunity to overcome a challenge and set down new learning (i.e., responses). We have multiple options for managing both the attention to the signal and the anxiety (the feelings), and if it gets to that point, the response itself. Our brain is a wondrous thing!

Is there a bird among them, dear boy?” Charity asked innocently, peering not at the things on the desk, but at his face, noting the muscle beginning to twitch at Ian’s tense jaw. “No.” “Then they must be in the schoolroom! Of course,” she said cheerfully, “that’s it. How like me, Hortense would say, to have made such a silly mistake.” Ian dragged his eyes from the proof that his grandfather had been keeping track of him almost from the day of his birth-certainly from the day when he was able to leave the cottage on his own two legs-to her face and said mockingly, “Hortense isn’t very perceptive. I would say you are as wily as a fox.” She gave him a little knowing smile and pressed her finger to her lips. “Don’t tell her, will you? She does so enjoy thinking she is the clever one.” “How did he manage to have these drawn?” Ian asked, stopping her as she turned away. “A woman in the village near your home drew many of them. Later he hired an artist when he knew you were going to be somewhere at a specific time. I’ll just leave you here where it’s nice and quiet.” She was leaving him, Ian knew, to look through the items on the desk. For a long moment he hesitated, and then he slowly sat down in the chair, looking over the confidential reports on himself. They were all written by one Mr. Edgard Norwich, and as Ian began scanning the thick stack of pages, his anger at his grandfather for this outrageous invasion of his privacy slowly became amusement. For one thing, nearly every letter from the investigator began with phrases that made it clear the duke had chastised him for not reporting in enough detail. The top letter began, I apologize, Your Grace, for my unintentional laxness in failing to mention that indeed Mr. Thornton enjoys an occasional cheroot… The next one opened with, I did not realize, Your Grace, that you would wish to know how fast his horse ran in the race-in addition to knowing that he won. From the creases and holds in the hundreds of reports it was obvious to Ian that they’d been handled and read repeatedly, and it was equally obvious from some of the investigator’s casual comments that his grandfather had apparently expressed his personal pride to him: You will be pleased to know, Your Grace, that young Ian is a fine whip, just as you expected… I quite agree with you, as do many others, that Mr. Thornton is undoubtedly a genius… I assure you, Your Grace, that your concern over that duel is unfounded. It was a flesh wound in the arm, nothing more. Ian flipped through them at random, unaware that the barricade he’d erected against his grandfather was beginning to crack very slightly. “Your Grace,” the investigator had written in a rare fit of exasperation when Ian was eleven, “the suggestion that I should be able to find a physician who might secretly look at young Ian’s sore throat is beyond all bounds of reason. Even if I could find one who was willing to pretend to be a lost traveler, I really cannot see how he could contrive to have a peek at the boy’s throat without causing suspicion!” The minutes became an hour, and Ian’s disbelief increased as he scanned the entire history of his life, from his achievements to his peccadilloes. His gambling gains and losses appeared regularly; each ship he added to his fleet had been described, and sketches forwarded separately; his financial progress had been reported in minute and glowing detail.

Not satisfied with controlling information pipelines, the tech oligarchs have been moving to shape content as well. Controllers like those at Facebook and Twitter seek to “curate” content on their sites, or even eliminate views they find objectionable, which tend to be conservative views, according to former employees.35 Algorithms intended to screen out “hate groups” often spread a wider net, notes one observer, since the programmers have trouble distinguishing between “hate groups” and those who might simply express views that conflict with the dominant culture of Silicon Valley.36 That managers of social media platforms aim to control content is not merely the perception of conservatives. Over 70 percent of Americans believe that social media platforms “censor political views,” according to a recent Pew study.37 With their quasi-monopoly status, Facebook and Google don’t have to worry about competing with anyone, as the tech entrepreneur Peter Thiel observes, so they can indulge their own prejudices to a greater extent than the businesses that might be concerned about alienating customers.38 With their tightening control over media content, the tech elite are now situated to exert a cultural predominance that is unprecedented in the modern era.39 It recalls the cultural influence of the Catholic Church in the Middle Ages, but with more advanced technology.

But Berns’s study also shed light on exactly why we’re such conformists. When the volunteers played alone, the brain scans showed activity in a network of brain regions including the occipital cortex and parietal cortex, which are associated with visual and spatial perception, and in the frontal cortex, which is associated with conscious decision-making. But when they went along with their group’s wrong answer, their brain activity revealed something very different. Remember, what Asch wanted to know was whether people conformed despite knowing that the group was wrong, or whether their perceptions had been altered by the group. If the former was true, Berns and his team reasoned, then they should see more brain activity in the decision-making prefrontal cortex. That is, the brain scans would pick up the volunteers deciding consciously to abandon their own beliefs to fit in with the group. But if the brain scans showed heightened activity in regions associated with visual and spatial perception, this would suggest that the group had somehow managed to change the individual’s perceptions. That was exactly what happened—the conformists showed less brain activity in the frontal, decision-making regions and more in the areas of the brain associated with perception. Peer pressure, in other words, is not only unpleasant, but can actually change your view of a problem.

Many autism experts believe daily living skills, such as managing finances, need to be explicitly taught to people on the autism spectrum. Everything most nonautistic people pick up as they go along—how to shop, catch a bus, cook, clean, or manage money—are skills that are difficult for me to acquire simply by assimilation. I need a book, a video, or someone to explain and show me how to do it. There’s a perception that anyone with average or above-average intelligence will naturally pick up these skills. Strangely, intelligence seems to have little to do with it, and one study even found that problems of this kind are especially prominent in those autistic people with greater cognitive abilities.

Shapiro concludes his twenty-three-page paper with this remarkable statement . . . The take-home lesson of more than half a century of molecular microbiology is to recognize that bacterial information processing is far more powerful than human technology. . . . These small cells are incredibly sophisticated at coordinating processes involving millions of individual events and at making them precise and reliable. In addition, the astonishing versatility and mastery bacteria display in managing the biosphere’s geochemical and thermodynamic transformations indicates that we have a great deal to learn about chemistry, physics, and evolution from our small, but very intelligent, prokaryotic relatives.21

A number of factors contribute to the development of an individual’s “practiced self-deception.” First, people who live primarily in fantasy confuse fantasy images with real, goal-directed action. They believe that they are actively pursuing their goals, when in fact they are not taking the steps necessary for success. For example, an executive in the business world may only perform the functions that enhance an image of himself as the “boss,” and leave essential management tasks unattended. The distinction between the image of success and its actual achievement is blurred. Retreat from action-oriented behavior is masked by the person’s focus on superficial signs and activities that preserve vanity and the fantasy image. Secondly, involvement in fantasy distorts one’s perception of reality, making self-deception more possible. Kierkegaard (1849/1954) alluded to this power of fantasy to attract and deceive when he observed: Sometimes the inventiveness of the human imagination suffices to procure possibility. Instead of summoning back possibility into necessity, the man pursues the possibility—and at last cannot find his way back to himself. (p. 77, 79) Thirdly, through its assigned roles and its rules for role-designated behavior, including age-appropriate activities, our culture actively supports people’s tendencies to give themselves up to more and more passivity and fantasy as they move through the life process. In addition, the discrepancy between society’s professed values on the one hand, and how society actually operates, on the other, tends to distort a person’s perceptions of reality, further confusing the difference between idealistic fantasies and actual accomplishments. The general level of pretense, duplicity, and deception existing in our society contributes to everyone’s disillusionment, cynicism, resignation, and passivity. The pooling of the individual defenses and fantasies of all society’s members makes it possible for each person to practice self-delusion under the guise of normalcy. Thus chronic self-denial becomes a socially acceptable defense against death anxiety.

will tell you what is my overriding perception of the last twenty years: that we are a civilization careening toward a succession of anticlimaxes—toward an infinity of unsatisfying and disagreeable endings. The wholly anticlimactic, unsatisfying, and disagreeable news that the Rev. Lewis Merrill was my father—not to mention the death of Owen Meany—is just one example of the condition of universal disappointment. In my sorry father’s case, my disappointment with him was heightened by his refusal to admit that Owen Meany had managed—from beyond the grave—to reveal the Rev. Mr. Merrill’s identity to me. This was another miracle that my father lacked the faith to believe in. It had been an emotional moment; I was—by my own admission—becoming

Parents of spirited children who are learning to manage their intensity well are talking about intensity and naming the emotions. They soothe the wailing baby by telling him that they understand it’s frustrating to wait for the bottle to warm. They tell the toddler that they understand she is angry. It’s hard for her to stop playing outside and come into the house. Soon, the children will be able to use these words themselves. It won’t happen overnight, but it will happen. And according to John Gottman, from the Gottman Institute, the research demonstrates that children who receive these types of messages are “emotion coached” and are more effective at soothing themselves and focusing attention. As a result, they do better in school and with peers, experience fewer behavior problems, and demonstrate more positive emotions.

REQUIREMENTS TO BE GREAT AT RUNNING HR What kind of person should you look for to comprehensively and continuously understand the quality of your management team? Here are some key requirements:   World-class process design skills Much like the head of quality assurance, the head of HR must be a masterful process designer. One key to accurately measuring critical management processes is excellent process design and control.   A true diplomat Nobody likes a tattletale and there is no way for an HR organization to be effective if the management team doesn’t implicitly trust it. Managers must believe that HR is there to help them improve rather than police them. Great HR leaders genuinely want to help the managers and couldn’t care less about getting credit for identifying problems. They will work directly with the managers to get quality up and only escalate to the CEO when necessary. If an HR leader hoards knowledge, makes power plays, or plays politics, he will be useless.   Industry knowledge Compensation, benefits, best recruiting practices, etc. are all fast-moving targets. The head of HR must be deeply networked in the industry and stay abreast of all the latest developments.   Intellectual heft to be the CEO’s trusted adviser None of the other skills matter if the CEO does not fully back the head of HR in holding the managers to a high quality standard. In order for this to happen, the CEO must trust the HR leader’s thinking and judgment.   Understanding things unspoken When management quality starts to break down in a company, nobody says anything about it, but super-perceptive people can tell that the company is slipping. You need one of those.

i like to go into the roots of words, because they often show early insights, a fresh perception of meaning. the word 'economy' has a greek root, meaning 'household management'. we can say that there are so many households in the world and they all behave independently. in fact they are all interdependent. the earth is one household really, but we are not treating it that way. so the first step in economics is to say, the earth is one household, it is all one. The implicate order would help us to see that, to see that everything enfolds everything, but actually everybody is everybody in a deeper sense. we are the earth, because our substance comes from earth and goes back to it. it is a mistake to say that environmentjust surrounding us, because that would be like the brain regarding the rest of the body as part of its environment.

Great people, and artists, and extraordinary men and women have dramatically different Alpha and Omega. Of course, so do the feebleminded, the addictive, and the psychotic.” Something in the certainty of her voice was making me dogged. “How do you account, then,” I asked, “for the difference between an artist and a psychotic?” “The quality of inner communication, of course. If Alpha and Omega are incredibly different, but can manage all the same to express their separate needs and perceptions to each other, then you have an extraordinary person. Such people can find exceptional solutions. Artists, especially. You see, when Alpha and Omega don’t communicate, then one or the other must become the master or there’s a standstill. So the loser becomes oppressed. That’s a desperately inefficient way of living.” “Like totalitarianism?” “Precisely.

Hers might be different in many ways from a really fashionable drawing-room in which you would have been struck by the absence of a number of middle class ladies to whom Mme. de Villeparisis was ‘at home,’ and would have noticed instead such brilliant leaders of fashion as Mme. Leroi had in course of time managed to secure, but this distinction is not perceptible in her Memoirs, from which certain unimportant friendships of the author have disappeared because there is never any occasion to refer to them; while the absence of those who did not come to see her leaves no gap because, in the necessarily restricted space at the author’s disposal, only a few persons can appear, and if these persons are royal personages, historic personalities, then the utmost impression of distinction which any volume of memoirs can convey to the public is achieved

The Coach’s head was oblong with tiny slits that served as eyes, which drifted in tides slowly inward, as though the face itself were the sea or, in fact, a soup of macromolecules through which objects might drift, leaving in their wake, ripples of nothingness. The eyes—they floated adrift like land masses before locking in symmetrically at seemingly prescribed positions off-center, while managing to be so closely drawn into the very middle of the face section that it might have seemed unnecessary for there to have been two eyes when, quite likely, one would easily have sufficed. These aimless, floating eyes were not the Coach’s only distinctive feature—for, in fact, connected to the interior of each eyelid by a web-like layer of rubbery pink tissue was a kind of snout which, unlike the eyes, remained fixed in its position among the tides of the face, arcing narrowly inward at the edges of its sharp extremities into a serrated beak-like projection that hooked downward at its tip, in a fashion similar to that of a falcon’s beak. This snout—or beak, rather—was, in fact, so long and came to such a fine point that as the eyes swirled through the soup of macromolecules that comprised the man’s face, it almost appeared—due to the seeming thinness of the pink tissue—that the eyes functioned as kinds of optical tether balls that moved synchronously across the face like mirror images of one another. 'I wore my lizard mask as I entered the tram, last evening, and people found me fearless,' the Coach remarked, enunciating each word carefully through the hollow clack-clacking sound of his beak, as its edges clapped together. 'I might have exchanged it for that of an ox and then thought better. A lizard goes best with scales, don’t you think?' Bunnu nodded as he quietly wondered how the Coach could manage to fit that phallic monstrosity of a beak into any kind of mask, unless, in fact, this disguise of which he spoke, had been specially designed for his face and divided into sections in such a way that they could be readily attached to different areas—as though one were assembling a new face—in overlapping layers, so as to veil, or perhaps even amplify certain distinguishable features. All the same, in doing so, one could only imagine this lizard mask to be enormous to the extent that it would be disproportionate with the rest of the Coach’s body. But then, there were ways to mask space, as well—to bend light, perhaps, to create the illusion that something was perceptibly larger or smaller, wider or narrower, rounder or more linear than it was in actuality. That is to say, any form of prosthesis designed for the purposes of affecting remedial space might, for example, have had the capability of creating the appearance of a gap of void in occupied space. An ornament hangs from the chin, let’s say, as an accessory meant to contour smoothly inward what might otherwise appear to be hanging jowls. This surely wouldn’t be the exact use that the Coach would have for such a device—as he had no jowls to speak of—though he could certainly see the benefit of the accessory’s ingenuity. This being said, the lizard mask might have appeared natural rather than disproportionate given the right set of circumstances. Whatever the case, there was no way of even knowing if the Coach wasn’t, in fact, already wearing a mask, at this very moment, rendering Bunnu’s initial appraisal of his character—as determined by a rudimentary physiognomic analysis of his features—a matter now subject to doubt. And thus, any conjecture that could be made with respect to the dimensions or components of a lizard mask—not to speak of the motives of its wearer—seemed not only impractical, but also irrelevant at this point in time.

Somewhere in all the looking around at others for validation, we’ve stopped looking up. If we are living honest lives that honor God, we must not forget that people not liking our boundary does not mean we aren’t living right before God. When someone says something that hurts or offends us when we draw a boundary, it can be good to check ourselves. Is any part of this an attempt on our part to do harm, control, retaliate, check out, or give ourselves permission to be irresponsible? While checking ourselves is healthy, questioning our identity is not. Checking ourselves means looking at a current attitude or behavior to see if it is in line with God’s instructions and wisdom. Questioning our identity is doubting who we are because we have given too much power to other people by letting their opinions define us. I don’t know any other way to say this except to be absolutely direct: If our identity, the foundational belief we hold of who we are, is tied to an opinion someone has of us, we need to reassess. We must be honest with how much access to our heart we’ve given to this person. It’s not bad to give someone access to our heart but when we give an unhealthy person too much access, it can shake us to our core. When their opinion of us starts to affect how we see ourselves, we can lose sight of the best parts of who we are because we get entangled in the exhausting pursuit of trying to keep that relationship intact no matter the cost. And when this is the cycle we are caught in, sometimes we would rather manage people’s perceptions of us than care for ourselves and the relationship by putting appropriate boundaries in place. Remember, we talked about personal access and responsibility in previous chapters. When we give people personal access to us, those people must be responsible with it. And emotional access to our hearts is especially important.

Sound waves, regardless of their frequency or intensity, can only be detected by the Mole Fly’s acute sense of smell—it is a little known fact that the Mole Fly’s auditory receptors do not, in fact, have a corresponding center in the brain designated for the purposes of processing sensory stimuli and so, these stimuli, instead of being siphoned out as noise, bypass the filters to be translated, oddly enough, by the part of the brain that processes smell. Consequently, the Mole Fly’s brain, in its inevitable confusion, understands sound as an aroma, rendering the boundary line between the auditory and olfactory sense indistinguishable. Sounds, thus, come in a variety of scents with an intensity proportional to its frequency. Sounds of shorter wavelength, for example, are particularly pungent. What results is a species of creature that cannot conceptualize the possibility that sound and smell are separate entities, despite its ability to discriminate between the exactitudes of pitch, timbre, tone, scent, and flavor to an alarming degree of precision. Yet, despite this ability to hyper-analyze, they lack the cognitive skill to laterally link successions of either sound or smell into a meaningful context, resulting in the equivalent of a data overflow. And this may be the most defining element of the Mole Fly’s behavior: a blatant disregard for the context of perception, in favor of analyzing those remote and diminutive properties that distinguish one element from another. While sensory continuity seems logical to their visual perception, as things are subject to change from moment-to-moment, such is not the case with their olfactory sense, as delays in sensing new smells are granted a degree of normality by the brain. Thus, the Mole Fly’s olfactory-auditory complex seems to be deprived of the sensory continuity otherwise afforded in the auditory senses of other species. And so, instead of sensing aromas and sounds continuously over a period of time—for example, instead of sensing them 24-30 times per second, as would be the case with their visual perception—they tend to process changes in sound and smell much more slowly, thereby preventing them from effectively plotting the variations thereof into an array or any kind of meaningful framework that would allow the information provided by their olfactory and auditory stimuli to be lasting in their usefulness. The Mole flies, themselves, being the structurally-obsessed and compulsive creatures that they are, in all their habitual collecting, organizing, and re-organizing of found objects into mammoth installations of optimal functional value, are remarkably easy to control, especially as they are given to a rather false and arbitrary sense of hierarchy, ascribing positions—that are otherwise trivial, yet necessarily mundane if only to obscure their true purpose—with an unfathomable amount of honor, to the logical extreme that the few chosen to serve in their most esteemed ranks are imbued with a kind of obligatory arrogance that begins in the pupal stages and extends indefinitely, as they are further nurtured well into adulthood by a society that infuses its heroes of middle management with an immeasurable sense of importance—a kind of celebrity status recognized by the masses as a living embodiment of their ideals. And yet, despite this culture of celebrity worship and vicarious living, all whims and impulses fall subservient, dropping humbly to the knees—yes, Mole Flies do, in fact, have knees!—before the grace of the merciful Queen, who is, in actuality, just a puppet dictator installed by the Melic papacy, using an old recycled Damsel fly-fishing lure. The dummy is crude, but convincing, as the Mole flies treat it as they would their true-born queen.

There's a clear link between this cultural pattern and Germany's place in history as one of the first countries in the world to become heavily industrialized. Imagine being a factory worker in the German automative industry. If you arrive at work four minutes late, the machine for which you are responsible gets started late, which exacts a real, measurable financial cost. To this day, the perception of time in Germany is partially rooted in the early impact of the industrial revolution, where factory work required the labor force to be on hand and in place at a precisely appointed moment. In other societies -particularly in developing world- life centers around the fact of constant change. As political systems shift and financial systems alter, as traffic surges and wanes, as monsoons or water shortages raise unforeseeable challenges, the successful managers are those who have developed the ability to ride out the changes with ease and flexibility.

Our overview of lagging skills is now complete. Of course, that was just a sampling. Here’s a more complete, though hardly exhaustive, list, including those we just reviewed: > Difficulty handling transitions, shifting from one mind-set or task to another > Difficulty doing things in a logical sequence or prescribed order > Difficulty persisting on challenging or tedious tasks > Poor sense of time > Difficulty maintaining focus > Difficulty considering the likely outcomes or consequences of actions (impulsive) > Difficulty considering a range of solutions to a problem > Difficulty expressing concerns, needs, or thoughts in words > Difficulty understanding what is being said > Difficulty managing emotional response to frustration so as to think rationally > Chronic irritability and/or anxiety significantly impede capacity for problem-solving or heighten frustration > Difficulty seeing the “grays”/concrete, literal, black-and-white thinking > Difficulty deviating from rules, routine > Difficulty handling unpredictability, ambiguity, uncertainty, novelty > Difficulty shifting from original idea, plan, or solution > Difficulty taking into account situational factors that would suggest the need to adjust a plan of action > Inflexible, inaccurate interpretations/cognitive distortions or biases (e.g., “Everyone’s out to get me,” “Nobody likes me,” “You always blame me,” “It’s not fair,” “I’m stupid”) > Difficulty attending to or accurately interpreting social cues/poor perception of social nuances > Difficulty starting conversations, entering groups, connecting with people/lacking basic social skills > Difficulty seeking attention in appropriate ways > Difficulty appreciating how his/her behavior is affecting other people > Difficulty empathizing with others, appreciating another person’s perspective or point of view > Difficulty appreciating how s/he is coming across or being perceived by others > Sensory/motor difficulties

I would want to have died on a sunny day. The seed of this small secret wish I carry since childhood. What frightens me most about the death, is the perception of darkness with which it is connected. I admire the religions of the East that have managed to bring to humanity a bright, sunny death, to instill in t the perception of the endless jás after the grave. They have, perhaps, given to mankind the greatest good that a mortal can receive. I would want to have died lying prone on the good, hot soil, all bathed in sun and glory, to have died in the plentitude of a day, into the hour of the scorching crickets. Into the hour in which sleepily silence the folded wheat fields, in which ripen the bulking grapes, into the hour of the searing after noon silence. It scares me, the death at sunset, the death in the autumn, the death behind the slanting curtains of the rain. Vladan Desnica, The Springs Of Ivan Galeb (*English translation from the Serbo-Croatian: Boris Gregoric)

The usual short story cannot have a complex plot, but it often has a simple one resembling a chain with two or three links. The short short, however, doesn't as a rule have even that much - you don't speak of a chain when there's only one link. ... Sometimes ... the short short appears to rest on nothing more than a fragile anecdote which the writer has managed to drape with a quantity of suggestion. A single incident, a mere anecdote - these form the spine of the short short. Everything depends on intensity, one sweeping blow of perception. In the short short the writer gets no second chance. Either he strikes through at once or he's lost. And because it depends so heavily on this one sweeping blow, the short short often approaches the condition of a fable. When you read the two pieces by Tolstoy in this book, or I.L. Peretz's 'If Not Higher,' or Franz Kafka's 'The Hunter Gracchus,' you feel these writers are intent upon 'making a point' - but obliquely, not through mere statement. What they project is not the sort of impression of life we expect in most fiction, but something else: an impression of an idea of life. Or: a flicker in darkness, a slight cut of being. The shorter the piece of writing, the more abstract it may seem to us. In reading Paz's brilliant short short we feel we have brushed dangerously against the sheer arbitrariness of existence; in reading Peretz's, that we have been brought up against a moral reflection on the nature of goodness, though a reflection hard merely to state. Could we say that the short short is to other kinds of fiction somewhat as the lyric is to other kinds of poetry? The lyric does not seek meaning through extension, it accepts the enigmas of confinement. It strives for a rapid unity of impression, an experience rendered in its wink of immediacy. And so too with the short short. ... Writers who do short shorts need to be especially bold. They stake everything on a stroke of inventiveness. Sometimes they have to be prepared to speak out directly, not so much in order to state a theme as to provide a jarring or complicating commentary. The voice of the writer brushes, so to say, against his flash of invention. And then, almost before it begins, the fiction is brought to a stark conclusion - abrupt, bleeding, exhausting. This conclusion need not complete the action; it has only to break it off decisively. Here are a few examples of the writer speaking out directly. Paz: 'The universe is a vast system of signs.' Kafka in 'First Sorrow': The trapeze artist's 'social life was somewhat limited.' Paula Fox: 'We are starving here in our village. At last, we are at the center.' Babel's cossack cries out, 'You guys in specs have about as much pity for chaps like us as a cat for a mouse.' Such sentences serve as devices of economy, oblique cues. Cryptic and enigmatic, they sometimes replace action, dialogue and commentary, for none of which, as it happens, the short short has much room. There's often a brilliant overfocussing. ("Introduction")

How many?—maybe two dozen people in the world were on to this incredible secret! One was Aldous Huxley, who had taken mescaline and written about it in The Doors of Perception. He compared the brain to a “reducing valve.” In ordinary perception, the senses send an overwhelming flood of information to the brain, which the brain then filters down to a trickle it can manage for the purpose of survival in a highly competitive world. Man has become so rational, so utilitarian, that the trickle becomes most pale and thin. It is efficient, for mere survival, but it screens out the most wondrous part of man’s potential experience without his even knowing it. We’re shut off from our own world. Primitive man once experienced the rich and sparkling flood of the senses fully. Children experience it for a few months—until “normal” training, conditioning, close the doors on this other world, usually for good. Somehow, Huxley had said, the drugs opened these ancient doors. And through them modern man may at last go, and rediscover his divine birthright—

Many potential readers will skip the shopping cart or cash-out clerk because they have seen so many disasters reported in the news that they’ve acquired a panic mentality when they think of them. “Disasters scare me to death!” they cry. “I don’t want to read about them!” But really, how can a picture hurt you? Better that each serve as a Hallmark card that greets your fitful fevers with reason and uncurtains your valor. Then, so gospeled, you may see that defeating a disaster is as innocently easy as deciding to go out to dinner. Remove the dread that bars your doors of perception, and you will enjoy a banquet of treats that will make the difference between suffering and safety. You will enter a brave new world that will erase your panic, and release you from the grip of terror, and relieve you of the deadening effects of indifference —and you will find that switch of initiative that will energize your intelligence, empower your imagination, and rouse your sense of vigilance in ways that will tilt the odds of danger from being forever against you to being always in your favor. Indeed, just thinking about a disaster is one of the best things you can do —because it allows you to imagine how you would respond in a way that is free of pain and destruction. Another reason why disasters seem so scary is that many victims tend to see them as a whole rather than divide them into much smaller and more manageable problems. A disaster can seem overwhelming when confronted with everything at once —but if you dice it into its tiny parts and knock them off one at a time, the whole thing can seem as easy as eating a lavish dinner one bite at a time. In a disaster you must also plan for disruption as well as destruction. Death and damage may make the news, but in almost every disaster far more lives are disrupted than destroyed. Wit­ness the tornado that struck Joplin, Missouri, in May 2011 and killed 158 people. The path of death and destruction was less than a mile wide and only 22 miles long —but within thirty miles 160,000 citizens whose property didn’t suffer a dime of damage were profoundly disrupted by the carnage, loss of power and water, suspension of civic services, and inability to buy food, gas, and other necessities. You may rightfully believe your chances of dying in a disaster in your lifetime may be nearly nil, but the chances of your life being disrupted by a disaster in the next decade is nearly a sure thing. Not only should you prepare for disasters, you should learn to premeditate them. Prepare concerns the body; premeditate concerns the mind. Everywhere you go, think what could happen and how you might/could/would/should respond. Use your imagination. Fill your brain with these visualizations —run mind-movies in your head —develop a repertoire —until when you walk into a building/room/situation you’ll automatically know what to do. If a disaster does ambush you —sure you’re apt to panic, but in seconds your memory will load the proper video into your mobile disk drive and you’ll feel like you’re watching a scary movie for the second time and you’ll know what to expect and how to react. That’s why this book is important: its manner of vivifying disasters kickstarts and streamlines your acquiring these premeditations, which lays the foundation for satisfying your needs when a disaster catches you by surprise.

The Pathe & Mullen (1997) sample almost unanimously reported deterioration in mental and physical well-being as a consequence of the harassment. (..) These victims often described a preoccupation with their stalker, one commenting: "I think I’ve become as obsessed as the stalker himself". (..) Whenever stalking victims present it is essential to assess their suicide potential and continue to monitor this. (..) Victims of stalking often respond to cognitive-orientated psychological therapies because stalking breaches previously held assumptions about their safety. The belief of victims in their strength and resilience and their confidence in the reasonable and predictable nature of the world are frequently shattered, to be replaced with feelings of extreme vulnerability and an expectation of pervasive danger and unpredictable harm. Cognitive therapies attempt to restructure these morbid perceptions of the world that threaten the victim’s adaptation and functioning. (..) Avoidance can respond to behavioural therapies such as prolonged exposure and stress inoculation, which aim to assist victims to gradually resume abandoned activities and manage the associated anxiety.

The Russian goal was to quickly harness the power of personal access that social media gives and craft metanarratives and distribute in such a way that the enemy population can be turned against their own government. Opinion polls, news coverage, and street talk can be shifted by changing the perception of the populace. Social media not only weaponizes opinion, it gives the attacker the ability to act as puppeteer for an entire foreign nation. Two Russian information warfare officers wrote a treatise describing the combat effects of weaponized news and social media: “The mass media today can stir up chaos and confusion in government and military management of any country and instill ideas of violence, treachery, and immorality, and demoralize the public. Put through this treatment, the armed forces personnel and public of any country will not be ready for active defense.”1 Additionally, the Russians make no distinction between using these activities in wartime and “peace.” The Russian Federation will deploy information warfare and propaganda persistently in a constant effort to keep adversaries off balance. When it comes to information warfare, such distinctions of peacetime and wartime fade away.

Perhaps most people in the world aren’t trying to be free, Kafka. They just think they are. It’s all an illusion. If they really were set free, most people would be in a real bind. You’d better remember that. People actually prefer not being free.” “Including you?” “Yeah. I prefer being unfree, too. Up to a point. Jean-Jacques Rousseau defined civilization as when people build fences. A very perceptive observation. And it’s true—all civilization is the product of a fenced-in lack of freedom. The Australian Aborigines are the exception, though. They managed to maintain a fenceless civilization until the seventeenth century. They’re dyed-in-the-wool free. They go where they want, when they want, doing what they want. Their lives are a literal journey. Walkabout is a perfect metaphor for their lives. When the English came and built fences to pen in their cattle, the Aborigines couldn’t fathom it. And, ignorant to the end of the principle at work, they were classified as dangerous and antisocial and were driven away, to the outback. So I want you to be careful. The people who build high, strong fences are the ones who survive the best. You deny that reality only at the risk of being driven into the wilderness yourself.

Unfortunately, the facts show the exact opposite: consciousness succumbs all too easily to unconscious influences, and these are often truer and wiser than our conscious thinking. Also, it frequently happens that unconscious motives overrule our conscious decisions, especially in matters of vital importance. Indeed, the fate of the individual is largely dependent on unconscious factors. Careful investigation shows how very much our conscious decisions depend on the undisturbed functioning of memory. But memory often suffers from the disturbing interference of unconscious contents. Moreover, it functions as a rule automatically. Ordinarily it uses the bridges of association, but often in such an extraordinary way that another thorough investigation of the whole process of memory-reproduction is needed in order to find out how certain memories managed to reach consciousness at all. And sometimes these bridges cannot be found. In such cases it is impossible to dismiss the hypothesis of the spontaneous activity of the unconscious. Another example is intuition, which is chiefly dependent on unconscious processes of a very complex nature. Because of this peculiarity, I have defined intuition as “perception via the unconscious.” [505]

Bruno Bettelheim, a psychologist and educator at the University of Chicago, wrote one of the most perceptive articles about education in the aftermath of Sputnik. He observed that while liberal policymakers urged racial integration they simultaneously favored intellectual segregation. Writing in Commentary in 1958, he said that northern white liberals wanted to obliterate the color line while replacing it with a hierarchical caste system based on intelligence. The movement to the suburbs was one way to ensure that their own children had a leg up on everyone. But gifted programs (and the new Advanced Placement programs in high school) promised middle- and upper-class whites (and some blacks who made it out of poverty) greater access to the highest-quality education. Despite all the Jeffersonian talk about how talented inhered in all classes, the poor were unlikely to benefit from gifted programs or the new curriculum projects. A new caste system was in the making, parodied so brilliantly in Michael Young's 1958 fantasy, The Rise of the Meritocracy. Bettelheim sarcastically asked why elite liberals were so worried. "Have these so-called gifted been winding up in the coal mines, have so few of them managed to enter Harvard, Yale, City College, or the University of Chicago?

To economists, everything revolves around scarcity - after all, even the biggest spenders can't buy everything. However, the perception of scarcity is not ubiquitous. An empty schedule feels different than a jam-packed workday. And that's not some harmless little feeling. Scarcity impinges on your mind. People behave differently when they perceive a thing to be scarce. What that thing is doesn't much matter; whether it's too little time, money, friendship, food - it all contributes to experience a "scarcity mentality". And this has benefits. People who experience a sense of scarcity are good at managing their short-term problems. Poor people have an incredible ability - in the short term - to make ends meet, the same way that overworked CEOs can power through to close a deal. Despite all this, the drawbacks of a "scarcity mentality" are greater than the benefits. Scarcity narrows your focus to your immediate lack, to the meeting that's starting in five minutes or the bills that need to be paid tomorrow. The long-term perspective goes out of the window. "Scarcity consumes you", Shafir explains. "You're less able to focus on other things that are also important to you." ... There's a key distinction though between people with busy lives and those living in poverty: You can't take a break from poverty.

FOCUS ON GENERATING REVENUE THE DOJ FOUND THAT virtually every branch and tributary of the city’s bureaucracy—the mayor, city council, city manager, finance director, municipal court judge, municipal court prosecutor, court clerk, assistant clerks, police chief—all were enmeshed in an unending race to raise revenue through municipal fines and fees:            City officials routinely urge Chief [Tom] Jackson to generate more revenue through enforcement. In March 2010, for instance, the City Finance Director wrote to Chief Jackson that “unless ticket writing ramps up significantly before the end of the year, it will be hard to significantly raise collections next year. . . . Given that we are looking at a substantial sales tax shortfall, it’s not an insignificant issue.” Similarly, in March 2013, the Finance Director wrote to the City Manager: “Court fees are anticipated to rise about 7.5%. I did ask the Chief if he thought the PD [police department] could deliver 10% increase. He indicated they could try.” The importance of focusing on revenue generation is communicated to FPD officers. Ferguson police officers from all ranks told us that revenue generation is stressed heavily within the police department, and that the message comes from City leadership. The evidence we reviewed supports this perception.

They had shared much of their pasts, most of their fears, and all of their tenuous and fragile hopes, but Deborah had noticed over the years that whenever she mentioned her art, or something on which she was working, a subtle change would come over Carla. Her face would harden almost imperceptibly; her manner would edge toward coolness. Because it was a subtle emotion in a world of erratic oscillations of feeling, of violence, and of lies told by every sense of perception, Deborah had not noticed it in their sick times. But one day the world had cleared enough so that she realised that at any mention of her art, her friend drew back. In their new eagerness for experience and reality, the strange aloofness stood out clearly. [...] She had a dream. In the dream it was winter and night. The sky was thick blue-black and the stars were frozen in it, so that they glimmered. Over the clean white and windswept hills the shadows of snowdrifts drew long. She was walking on the crust of snow, watching the star-glimmer and the snow-glimmer and the cold tear-glimmer in her own eyes. A deep voice said to her, "You know, don't you, that the stars are sound as well as light?" She listened and heard a lullaby made by the voices of the stars, sounding so beautiful together that she began to cry with it. The voice said, "Look out there." She looked toward the horizon. "See, it is a sweep, a curve." Then the voice said, "This night is a curve of darkness and the space beyond it is a curve of human history, with every single life an arch from birth to death. The apex of all of these single curves determines the curve of history and, at last, of man." "I cannot show you yours," the voice said, "but I can show you Carla's. Dig here, deep in the snow. It is buried and frozen - Dig deep." Deborah pushed the snow aside with her hands. It was very cold, but she worked with a great intensity as if there were salvation in it. At last her hand struck something and she tore it up from burial. It was a piece of bone, thick and very strong and curved in a long, high, steady curve. "Is this Carla's life?" she asked. "Her creativity?" "It is bone-deep with her, though buried and frozen." The voice paused a moment and then said, "It's a fine one - a fine solid one!" [...] "Please don't be angry," she said, and then told Carla the dream. [...] She wiped her eyes. "It was only a dream, your dream..." "It's true anyway," Deborah said. "The one place I could never go..." Carla said musing, "...the one hunger I could never admit." When Deborah finished, Furii said, "You always took your art for granted, didn't you? I used to read in the ward reports all the time how you managed to do your drawing in spite of every sort of inconvenience and restriction.

INTENSITY A Summary Intensity is the driving force behind the strong reactions of the spirited child. It is the invisible punch that makes every response of the spirited child immediate and strong. Managed well, intensity allows spirited children a depth and delight of emotion rarely experienced by others. Its potential to create as well as wreak havoc, however, makes it one of the most challenging temperamental traits to learn to manage. Intense spirited kids need to hear: You do everything with zest, vim, vigor, and gusto. You are enthusiastic, expressive, and full of energy. Your intensity can make you a great athlete, leader, performer, etc. Things can frustrate you easily. Being intense does not mean being aggressive. Teaching tips: Help your child learn to notice her growing intensity before it overwhelms her. Provide activities that soothe and calm, such as warm baths, stories, and quiet imaginative play. Use humor to diffuse intense reactions. Protect her sleep. Make time for exercise. Teach your child that time-out is a way to calm herself. If you are intense too: Do not fear your child’s intensity. Diffuse your own intensity before you step in to help your child. Take deep breaths, step away from the situation, get the sleep you need, or ask for help to cope with your own intensity. Review in your own mind the messages you were given about intensity. Dump those that negate the value of intensity or leave you feeling powerless.

His mother left the room; then, moved by insupportable regret, I just murmured the words “Dr. Bretton.” He looked up from his book; his eyes were not cold or malevolent, his mouth was not cynical; he was ready and willing to hear what I might have to say: his spirit was of vintage too mellow and generous to sour in one thunder-clap. “Dr. Bretton, forgive my hasty words: do, do forgive them.” He smiled that moment I spoke. “Perhaps I deserved them, Lucy. If you don’t respect me, I am sure it is because I am not respectable. I fear, I am an awkward fool: I must manage badly in some way, for where I wish to please, it seems I don’t please.” “Of that you cannot be sure; and even if such be the case, is it the fault of your character, or of another’s perceptions? But now, let me unsay what I said in anger. In one thing, and in all things, I deeply respect you. If you think scarcely enough of yourself, and too much of others, what is that but an excellence?” “Can I think too much of Ginevra?” “I believe you may; you believe you can’t. Let us agree to differ. Let me be pardoned; that is what I ask.” “Do you think I cherish ill-will for one warm word?” “I see you do not and cannot; but just say, ‘Lucy, I forgive you!’ Say that, to ease me of the heart-ache.” “Put away your heart-ache, as I will put away mine; for you wounded me a little, Lucy. Now, when the pain is gone, I more than forgive: I feel grateful, as to a sincere well-wisher.” “I am your sincere well-wisher: you are right.” Thus our quarrel ended.

The bad news is, everyone looks great on paper and in interviews, but everyone also looks exactly the same. People have figured out how to present themselves as competent, qualified managers who won’t make waves and who won’t make mistakes—but nobody is able to say, “I’ve got ideas that are really new and different!” People are afraid to present themselves as innovators, and consequently innovation itself has become a lost art. This is a problem for American business. But it’s also a golden opportunity for anyone who values originality and knows how to put it to work. You can instantly set yourself apart from the crowd by focusing on what you’ll do right instead of what you won’t do wrong. To do that, you’ll need insight about your strengths and weaknesses, and intelligence about how to maximize your contribution. But most of all you’ll need inspiration—the power to create energy and excitement by what you say, how you look, and above all, what you do. Those are some of the topics we’ll be talking about in this chapter. As a first step toward making yourself unforgettable to others, consider how you see yourself in your own eyes. Image is built upon self-perception. If your self-perception is out of sync with the way you want to be perceived, you will have a hard time making a positive impression—especially if you’re not even fully aware of the problem. This happens to many people. For some reason, we tend to think less of ourselves than we’d like. We also tend to have a lower opinion of ourselves than other people have of us. It

No matter how narrow our perceptions become in the daily obsessions of the organization, there is no such thing as a life lived only within an organization. There are other necessities calling us to a much greater participation than any corporation can offer. The most efficiently run, streamlined organization, the best-groomed, most-organized executive is interwoven with the ragged vagaries of creation, and despite our best attempts to anchor ourselves in the concrete foundations of profitability and permanence, we remain forever at the whim, mercy, and pleasure of the wind-blown world. Ironically, we bring more vitality into our organizations when we refuse to make their goals the measure of our success and start to ask about the greater goals they might serve, and when we stop looking to them as parents who will supply necessities we can only obtain when we wrestle directly with our own destiny. In a sense, we place the same burdens on our organizational life as we place on the rest of our existence. We feel there is something wrong at the center of it all, and we have to put it right. We are forever looking for a cure for our ills. We do this by placing ourselves in the position of manager, of thus managing change. Unless it is managed, something is wrong. But our real unconscious and underlying wish is to find a cure for the impermanence of life, and for that there is no remedy. Most of the difficulties we confront at work are no different from those human beings have been dealing with for millenia. Life is full of loneliness, failure, grief, and loss to an extent that terrifies us, and we will do anything to will ourselves another existence.

Yet the deepest and most enduring forms of cultural change nearly always occurs from the “top down.” In other words, the work of world-making and world-changing are, by and large, the work of elites: gatekeepers who provide creative direction and management within spheres of social life. Even where the impetus for change draws from popular agitation, it does not gain traction until it is embraced and propagated by elites. The reason for this, as I have said, is that culture is about how societies define reality—what is good, bad, right, wrong, real, unreal, important, unimportant, and so on. This capacity is not evenly distributed in a society, but is concentrated in certain institutions and among certain leadership groups who have a lopsided access to the means of cultural production. These elites operate in well-developed networks and powerful institutions. Over time, cultural innovation is translated and diffused. Deep-rooted cultural change tends to begin with those whose work is most conceptual and invisible and it moves through to those whose work is most concrete and visible. In a very crude formulation, the process begins with theorists who generate ideas and knowledge; moves to researchers who explore, revise, expand, and validate ideas; moves on to teachers and educators who pass those ideas on to others, then passes on to popularizers who simplify ideas and practitioners who apply those ideas. All of this, of course, transpires through networks and structures of cultural production. Cultural change is most enduring when it penetrates the structure of our imagination, frameworks of knowledge and discussion, the perception of everyday reality. This rarely if ever happens through grassroots political mobilization though grassroots mobilization can be a manifestation of deeper cultural transformation.

It is not only in childhood that people of high potential can be encouraged or held back and their promise subverted or sustained. The year before I went to Amherst, a group of women had declined to stand for tenure. One of them simply said that after six years she was used up, too weary and too eroded by constant belittlement to accept tenure if it were offered to her. Women were worn down or burnt out. During the three years I spent as dean of the faculty, as I watched some young faculty members flourish and others falter, I gradually realized that the principal instrument of sexism was not the refusal to appoint women or even the refusal to promote (though both occurred, for minorities as well as women), but the habit of hiring women and then dealing with them in such a way that when the time came for promotion it would be reasonable to deny it. It was not hard to show that a particular individual who was a star in graduate school had somehow belied her promise, had proved unable to achieve up to her potential. This subversion was accomplished by taking advantage of two kinds of vulnerability that women raised in our society tend to have. The first is the quality of self-sacrifice, a learned willingness to set their own interests aside and be used and even used up by the community. Many women at Amherst ended up investing vast amounts of time in needed public-service activities, committee work, and teaching nondepartmental courses. Since these activities were not weighed significantly in promotion decisions, they were self-destructive. The second kind of vulnerability trained into women is a readiness to believe messages of disdain and derogation. Even women who arrived at Amherst full of confidence gradually became vulnerable to distorted visions of themselves, no longer secure that their sense of who they were matched the perceptions of others. When a new president, appointed in 1983, told me before coming and without previous discussion with me that he had heard I was “consistently confrontational,” that I had made Amherst “a tense, unhappy place,” and that he would want to select a new dean, I should have reacted to his picture of me as bizarre, and indeed confronted its inaccuracy, but instead I was shattered. It took me a year to understand that he was simply accepting the semantics of senior men who expected a female dean to be easily disparaged and bullied, like so many of the young women they had managed to dislodge. It took me a year to recover a sense of myself as worth defending and to learn to be angry both for myself and for the college as I watched a tranquil campus turned into one that was truly tense and unhappy.

An automobile yields to its driver regardless of his expertise and dexterity. If a driver decides to run a car into a solid wall, the car will hit the wall without objection. Riding a horse, however, presents a different perspective. It matters to the horse who the rider is, and a proper ride can be achieved only after a series of information exchanges between the horse and the rider. Horse and rider form an information-bonded system in which guidance and control are achieved by a second degree agreement (agreement based on a common perception) preceded by a psychological contract.

regression line will have larger standard deviations and, hence, larger standard errors. The computer calculates the slope, intercept, standard error of the slope, and the level at which the slope is statistically significant. Key Point The significance of the slope tests the relationship. Consider the following example. A management analyst with the Department of Defense wishes to evaluate the impact of teamwork on the productivity of naval shipyard repair facilities. Although all shipyards are required to use teamwork management strategies, these strategies are assumed to vary in practice. Coincidentally, a recently implemented employee survey asked about the perceived use and effectiveness of teamwork. These items have been aggregated into a single index variable that measures teamwork. Employees were also asked questions about perceived performance, as measured by productivity, customer orientation, planning and scheduling, and employee motivation. These items were combined into an index measure of work productivity. Both index measures are continuous variables. The analyst wants to know whether a relationship exists between perceived productivity and teamwork. Table 14.1 shows the computer output obtained from a simple regression. The slope, b, is 0.223; the slope coefficient of teamwork is positive; and the slope is significant at the 1 percent level. Thus, perceptions of teamwork are positively associated with productivity. The t-test statistic, 5.053, is calculated as 0.223/0.044 (rounding errors explain the difference from the printed value of t). Other statistics shown in Table 14.1 are discussed below. The appropriate notation for this relationship is shown below. Either the t-test statistic or the standard error should be shown in parentheses, directly below the regression coefficient; analysts should state which statistic is shown. Here, we show the t-test statistic:3 The level of significance of the regression coefficient is indicated with asterisks, which conforms to the p-value legend that should also be shown. Typically, two asterisks are used to indicate a 1 percent level of significance, one asterisk for a 5 percent level of significance, and no asterisk for coefficients that are insignificant.4 Table 14.1 Simple Regression Output Note: SEE = standard error of the estimate; SE = standard error; Sig. = significance.

Thus, multiple regression requires two important tasks: (1) specification of independent variables and (2) testing of the error term. An important difference between simple regression and multiple regression is the interpretation of the regression coefficients in multiple regression (b1, b2, b3, …) in the preceding multiple regression model. Although multiple regression produces the same basic statistics discussed in Chapter 14 (see Table 14.1), each of the regression coefficients is interpreted as its effect on the dependent variable, controlled for the effects of all of the other independent variables included in the regression. This phrase is used frequently when explaining multiple regression results. In our example, the regression coefficient b1 shows the effect of x1 on y, controlled for all other variables included in the model. Regression coefficient b2 shows the effect of x2 on y, also controlled for all other variables in the model, including x1. Multiple regression is indeed an important and relatively simple way of taking control variables into account (and much easier than the approach shown in Appendix 10.1). Key Point The regression coefficient is the effect on the dependent variable, controlled for all other independent variables in the model. Note also that the model given here is very different from estimating separate simple regression models for each of the independent variables. The regression coefficients in simple regression do not control for other independent variables, because they are not in the model. The word independent also means that each independent variable should be relatively unaffected by other independent variables in the model. To ensure that independent variables are indeed independent, it is useful to think of the distinctively different types (or categories) of factors that affect a dependent variable. This was the approach taken in the preceding example. There is also a statistical reason for ensuring that independent variables are as independent as possible. When two independent variables are highly correlated with each other (r2 > .60), it sometimes becomes statistically impossible to distinguish the effect of each independent variable on the dependent variable, controlled for the other. The variables are statistically too similar to discern disparate effects. This problem is called multicollinearity and is discussed later in this chapter. This problem is avoided by choosing independent variables that are not highly correlated with each other. A WORKING EXAMPLE Previously (see Chapter 14), the management analyst with the Department of Defense found a statistically significant relationship between teamwork and perceived facility productivity (p <.01). The analyst now wishes to examine whether the impact of teamwork on productivity is robust when controlled for other factors that also affect productivity. This interest is heightened by the low R-square (R2 = 0.074) in Table 14.1, suggesting a weak relationship between teamwork and perceived productivity. A multiple regression model is specified to include the effects of other factors that affect perceived productivity. Thinking about other categories of variables that could affect productivity, the analyst hypothesizes the following: (1) the extent to which employees have adequate technical knowledge to do their jobs, (2) perceptions of having adequate authority to do one’s job well (for example, decision-making flexibility), (3) perceptions that rewards and recognition are distributed fairly (always important for motivation), and (4) the number of sick days. Various items from the employee survey are used to measure these concepts (as discussed in the workbook documentation for the Productivity dataset). After including these factors as additional independent variables, the result shown in Table 15.1 is

regression results. Standardized Coefficients The question arises as to which independent variable has the greatest impact on explaining the dependent variable. The slope of the coefficients (b) does not answer this question because each slope is measured in different units (recall from Chapter 14 that b = ∆y/∆x). Comparing different slope coefficients is tantamount to comparing apples and oranges. However, based on the regression coefficient (or slope), it is possible to calculate the standardized coefficient, β (beta). Beta is defined as the change produced in the dependent variable by a unit of change in the independent variable when both variables are measured in terms of standard deviation units. Beta is unit-less and thus allows for comparison of the impact of different independent variables on explaining the dependent variable. Analysts compare the relative values of beta coefficients; beta has no inherent meaning. It is appropriate to compare betas across independent variables in the same regression, not across different regressions. Based on Table 15.1, we conclude that the impact of having adequate authority on explaining productivity is [(0.288 – 0.202)/0.202 =] 42.6 percent greater than teamwork, and about equal to that of knowledge. The impact of having adequate authority is two-and-a-half times greater than that of perceptions of fair rewards and recognition.4 F-Test Table 15.1 also features an analysis of variance (ANOVA) table. The global F-test examines the overall effect of all independent variables jointly on the dependent variable. The null hypothesis is that the overall effect of all independent variables jointly on the dependent variables is statistically insignificant. The alternate hypothesis is that this overall effect is statistically significant. The null hypothesis implies that none of the regression coefficients is statistically significant; the alternate hypothesis implies that at least one of the regression coefficients is statistically significant. The