Planning And Organising Quotes

Can I just point something out?" Fletcher asked. "That is an awful plan. On a scale of one to ten - the Trojan War being a ten and General Custer verus all those Indians being a one - your plan is a zero. I don't think it is a plan at all. I think it's just a series of happenings that are, to be honest, unlikely to follow on from each other in the way in which everyone's probably hoping." "Do you have a better plan?" Valkyrie asked. "Of course not. I'm a man of action, not thought." Valkyrie nodded. "You're definitely not a man of thought." "Why are you in charge anyway? What do you know about organising something like this?" "I have faith," Tanith said. "As do I," said Ghastly. Valkyrie smiled at them gratefully. "So you think the plan will work?" "God, no," said Ghastly. "Sorry, Val," said Tanith

That's the truth about people with obsessively organised plans: we're not trying to control everything in our lives. We're trying to block out the things we can't.

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

As I get older, the tyranny that football exerts over my life, and therefore over the lives of people around me, is less reasonable and less attractive. Family and friends know, after long years of wearying experience, that the fixture list always has the last word in any arrangement; they understand, or at least accept, that christenings or weddings or any gatherings, which in other families would take unquestioned precedence, can only be plotted after consultation. So football is regarded as a given disability that has to be worked around. If I were wheelchair-bound, nobody close to me would organise anything in a top-floor flat, so why would they plan anything for a winter Saturday afternoon.

You want me to assassinate him." "No, my dear, we want you to infiltrate his organisation, find out his plans, root out his spies, and then kill him.

The whole tendency of modern life is towards scientific planning and organisation, central control, standardisation, and specialisation. If this tendency was left to work itself out to its extreme conclusion, one might expect to see the state transformed into an immense social machine, all the individual components of which are strictly limited to the performance of a definite and specialised function, where there could be no freedom because the machine could only work smoothly as long as every wheel and cog performed its task with unvarying regularity. Now the nearer modern society comes to the state of total organisation, the more difficult it is to find any place for spiritual freedom and personal responsibility. Education itself becomes an essential part of the machine, for the mind has to be as completely measured and controlled by the techniques of the scientific expert as the task which it is being trained to perform.

Evidence is always partial. Facts are not truth, though they are part of it – information is not knowledge. And history is not the past – it is the method we have evolved of organising our ignorance of the past. It’s the record of what’s left on the record. It’s the plan of the positions taken, when we to stop the dance to note them down. It’s what’s left in the sieve when the centuries have run through it – a few stones, scraps of writing, scraps of cloth. It is no more “the past” than a birth certificate is a birth, or a script is a performance, or a map is a journey. It is the multiplication of the evidence of fallible and biased witnesses, combined with incomplete accounts of actions not fully understood by the people who performed them. It’s no more than the best we can do, and often it falls short of that.

Knowledge is only potential power. It becomes power only when, and if, it is organised into definite plans of action and directed to a definite end.

In the travellers’ world, social media have enlarged the generation gap. The internet has brought a change in the very concept of travel as a process taking one away from the familiar into the unknown. Now the familiar is not left behind and the unknown has become familiar even before one leaves home. Unpredictability – to my generation the salt that gave travelling its savour – seems unnecessary if not downright irritating to many of the young. The sunset challenge – where to sleep? – has been banished by the ease of booking into a hostel or organised campsite with a street plan provided by the internet. Moreover, relatives and friends evidently expect regular reassurance about the traveller’s precise location and welfare – and vice versa, the traveller needing to know that all is well back home. Notoriously, dependence on instant communication with distant family and friends is known to stunt the development of self-reliance. Perhaps that is why, amongst younger travellers, one notices a new timidity.

The sustainable success of digital transformation comes from a carefully planned organisational change management process that meets two key objectives, one being the company culture, and the other one is empowering its employees

Just like the way a beautiful butterfly can’t come into life without its transformation cycle from egg to larva, caterpillar to pupa and finally to a brilliant creation, to become a successful digitally transformed organisation, similar transformational stages are essential.

The work which can be done by your subordinates should be delegated, even if you like doing the work yourself. You must rather focus only on those tasks that can be done by you alone. If you still have some time left, focus on future planning and improving the efficiency of the organisation.

Because that's the truth about people with obsessively organised plans: we're not trying to control everything in our lives. We're trying to block everything we can't.

Human nature is not taken into account, it is excluded, it's not supposed to exist! They don't recognise that humanity, developing by a historical living process, will become at last a normal society, but they believe that a social system that has come out of some mathematical brain is going to organise all humanity at once and make it just and sinless in an instant, quicker than any living process! That's why they instinctively dislike history, 'nothing but ugliness and stupidity in it,' and they explain it all as stupidity! That's why they so dislike the living process of life; they don't want a living soul! The living soul demands life, the soul won't obey the rules of mechanics, the soul is an object of suspicion, the soul is retrograde! But what they want though it smells of death and can be made of india-rubber, at least is not alive, has no will, is servile and won't revolt! And it comes in the end to their reducing everything to the building of walls and the planning of rooms and passages in a phalanstery! The phalanstery is ready, indeed, but your human nature is not ready for the phalanstery--it wants life, it hasn't completed its vital process, it's too soon for the graveyard! You can't skip over nature by logic.

Transforming a team, let alone an entire organisation, from the principles of command and control to those based on servant-leadership, from plans based on prediction to plans based on empirical, evolutionary data requires both patience and tenacity.

Ritual abuse is highly organised and, obviously, secretive. It is often linked with other major crimes such as child pornography, child prostitution, the drugs industry, trafficking, and many other illegal and heinous activities. Ritual abuse is organised sexual, physical and psychological abuse, which can be systematic and sustained over a long period of time. It involves the use of rituals - things which the abusers 'need' to do, or 'need' to have in place - but it doesn't have to have a belief system. There doesn't have to be God or the Devil, or any other deity for it to be considered 'ritual'. It involves using patterns of learning and development to keep the abuse going and to make sure the child stays quiet. There has been, and still is a great deal of debate about whether or not such abuse exists anywhere in the world. There are many people who constantly deny that there is even such a thing as ritual abuse. All I can say is that I know there is. Not only have I been a victim of it myself, but I have been dealing with survivors of this type of abuse for almost 30 years. If there are survivors, there must be something that they have survived. The things is, most sexual abuse of children is ritualised in some way. Abusers use repetition, routine and ritual to forced children into the patterns of behaviour they require. Some abusers want their victims to wear certain clothing, to say certain things. They might bathe them or cut them, they might burn them or abuse them only on certain days of the week. They might do a hundred other things which are ritualistic, but aren't always called that - partly, I think because we have a terror of the word and of accepting just how premeditated abuse actually is. Abusers instill fear in their victims and ensure silence; they do all they can to avoid being caught. Sexual abuse of a child is rarely a random act. It involves thorough planning and preparation beforehand. They threaten the children with death, with being taken into care, with no one believing them, which physical violence or their favourite teddy being taken away. They are told that their mum will die, or their dad will hate them, the abusers say everyone will think it's their fault, that everyone already knows they are bad. Nothing is too big or small for an abuser to use as leverage. There is unmistakable proof that abusers do get together in order to share children, abuse more children, and even learn from each other. As more cases have come into the public eye in recent years, this has become increasingly obvious. More and more of this type of abuse is coming to light. I definitely think it is the word ritual which causes people to question, to feel uncomfortable, or even just disbelieve. It seems almost incredible that such things would happen, but too many of us know exactly how bad the lives of many children are. A great deal of child pornography shows children being abused in a ritualised setting, and many have now come forward to share their experiences, but there is a still tendency to say it just couldn't happen. p204-205

People do not always remember that politics, economics, and social organisation generally, belong in the realm of means, not ends. Our political and social thinking is prone to what may be called the ‘administrator’s fallacy’, by which I mean the habit of looking upon a society as a systematic whole, of a sort that is thought good if it is pleasant to contemplate as a model of order, a planned organism with parts neatly dove-tailed into each other. But a society does not, or at least should not, exist to satisfy an external survey, but to bring a good life to the individuals who compose it. It is in the individuals, not in the whole, that ultimate value is to be sought. A good society is a means to a good life for those who compose it, not something having a separate kind of excellence on its own account.

The Planned Parenthood Foundation was founded in 1916 by Margaret Sanger, who thought philanthropy would ‘perpetuate constantly increasing numbers of defectives, delinquents, and dependents’. The organisation’s international arm was headquartered in the offices of the British Eugenics Society as late as 1952.

I was amazed, shocked, and sickened by what I heard throughout the day, over and over, by many victims' stories. I can think of no one with whom I didn't recognize a common thread. These monsters, these evil priests, used the same words and methods on all of us. With each session, I would find something that sent a cold chill down my spine. It amazed and frightened me that the actual words used on me, to rape me, to rape me, were the same as the words used on so many others from all over the United States. You would think that all these priests either were educated in how to concur and rape us, or they met privately with each other to compare notes and develop their plan of attack on us. The pattern was so much the same, with the same words, that you would swear it was scripted and disbursed to these priests. Do they secretly have closed-door meetings on how to abuse us? A chilling thought. Neary's routine of saying the “Our Father” during the rape and making me say it with him, repeating the “thy will be done” over and over, the absolution given me after he “finished,” the threats of having God take my parents away, the lectures about offering my suffering up to God, etc., etc., etc. My experience was identical, word-for-word, to that of many others. The exact words during the abuse were not just close, but exactly the same, as if it were some kind of abuse ritual. Ritual abuse is not limited to the religious definition and can include compulsive, abusive behavior performed in an exact series of steps with little variation. How could these similarities occur without the priests taking the same “abuse seminar” together some place, somehow? Was it taught in the seminary? In some dark corner? It goes beyond coincidence—the similarities in deeds and verbiage that these predators use on us. It truly chilled me to the very marrow of my bones.

Evidence is always partial. Facts are not the truth, though they are part of it - information is not knowledge. And history is not the past - it is the method we have evolved of organising our ignorance of the past. It is the record of what is left of the record. It's the plan of positions when we stop the dance to note them down.

This is how nature has worked for millions of years. Innovation doesn't happen centrally, according to plan, but at the edges, all the time, when some organism senses a change in the environment and experiments to find a response. Some attempts to fail catch on; others rapidly spread to all corners of the ecosystem. Reality is the ultimate reference.

Families are organisations just like any organisation. Families need to have goals too. Every member of this organisation must be able to contribute to the family’s benefit, not compete to the family’s detriment. When the family has unified goals in addition to each member’s personal objectives, family relationships are smoother. Goals promote unity and cooperation and help each member to enjoy the fruits of the whole family’s efforts.

The Sarcophagus was never intended as a permanent solution. Rather, the concern at the time was to erect a structure to confine the radioactive release as rapidly as possible. As a consequence, it only had an estimated life of around 20 years - a time frame long since expired. In 1997, a Shelter Implementation Plan funded by 46 countries and organisations for a replacement - dubbed the New Safe Confinement (NSC) - was set in motion, with an estimated cost of €2 billion.

Quand ils s'indignent de nos réunions féministes en non-mixité, ce qu'ils nous reprochent vraiment, c'est de nous regrouper en un corps politique où ils n'ont pas voix au chapitre. Ce n'est en effet pas tant qu'on se rassemble entre femmes qui les choque : quand ce sont des clubs de tricot, des associations de mères ou des réunions Tupperware, rien ne pourrait moins les intéresser. Ce qu'ils ne supportent pas, ce qui les effraie même, c'est qu'on s'organise, qu'on s'assemble et qu'on forme une masse politique d'où émergent des idées et des plans d'action. Et qu'on ne leur accorde aucune importance.

Everything with them is ‘the influence of environment,’ and nothing else. Their favourite phrase! From which it follows that, if society is normally organised, all crime will cease at once, since there will be nothing to protest against and all men will become righteous in one instant. Human nature is not taken into account, it is excluded, it’s not supposed to exist! They don’t recognise that humanity, developing by a historical living process, will become at last a normal society, but they believe that a social system that has come out of some mathematical brain is going to organise all humanity at once and make it just and sinless in an instant, quicker than any living process! That’s why they instinctively dislike history, ‘nothing but ugliness and stupidity in it,’ and they explain it all as stupidity! That’s why they so dislike the living process of life; they don’t want a living soul! The living soul demands life, the soul won’t obey the rules of mechanics, the soul is an object of suspicion, the soul is retrograde! But what they want though it smells of death and can be made of India-rubber, at least is not alive, has no will, is servile and won’t revolt! And it comes in the end to their reducing everything to the building of walls and the planning of rooms and passages in a phalanstery! The phalanstery is ready, indeed, but your human nature is not ready for the phalanstery—it wants life, it hasn’t completed its vital process, it’s too soon for the graveyard! You can’t skip over nature by logic. Logic presupposes three possibilities, but there are millions! Cut away a million, and reduce it all to the question of comfort! That’s the easiest solution of the problem! It’s seductively clear and you musn’t think about it. That’s the great thing, you mustn’t think! The whole secret of life in two pages of print!

the planned destruction of Iraq’s agriculture is not widely known. Modern Iraq is part of the ‘fertile crescent’ of Mesopotamia where man first domesticated wheat between 8,000 and 13,000 years ago, and home to several thousand varieties of local wheat. As soon as the US took over Iraq, it became clear its interests were not limited to oil. In 2004, Paul Bremer, the then military head of the Provisional Authority imposed as many as a hundred laws which made short work of Iraq’s sovereignty. The most crippling for the people and the economy of Iraq was Order 81 which deals, among other things, with plant varieties and patents. The goal was brutally clear-cut and sweeping — to wipe out Iraq’s traditional, sustainable agriculture and replace it with oil-chemical-genetically-modified-seed-based industrial agriculture. There was no public or parliamentary debate for the conquered people who never sought war. The conquerors made unilateral changes in Iraq’s 1970 patent law: henceforth, plant forms could be patented — which was never allowed before — while genetically-modified organisms were to be introduced. Farmers were strictly banned from saving their own seeds: this, in a country where, according to the Food and Agriculture Organisation, 97 per cent of Iraqi farmers planted only their own saved seeds. With a single stroke of the pen, Iraq’s agriculture was axed, while Order 81 facilitated the introduction and domination of imported, high-priced corporate seeds, mainly from the US — which neither reproduce, nor give yields without their prescribed chemical fertiliser and pesticide inputs. It meant that the majority of farmers who had never spent money on seed and inputs that came free from nature, would henceforth have to heavily invest in corporate inputs and equipment — or go into debt to obtain them, or accept lowered profits, or give up farming altogether.

I have arrived at the conviction that no mere institutions, however wise, and however much thought may have been required to organise and arrange them, can attach class to class as they should be attached, unless the working of such institutions bring the individuals of the different classes into actual personal contact. Such intercourse is the very breath of life. A working man can hardly be made to feel and know how much his employer may have laboured in his study at plans for the benefit of his workpeople. A complete plan emerges like a piece of machinery, apparently fitted for every emergency. But the hands accept it as they do machinery, without understanding the intense mental labour and forethought required to bring it to such perfection. But I would take an idea, the working out of which would necessitate personal intercourse; it might not go well at first, but at every hitch interest would be felt by an increasing number of men, and at last its success in working come to be desired by all, as all had borne a part in the formation of the plan; and even then I am sure that it would lose its vitality, cease to be living, as soon as it was no longer carried on by that sort of common interest which invariably makes people find means and ways of seeing each other, and becoming acquainted with each other's characters and person, and even tricks of temper and modes of speech. We should understand each other better, and I'll venture to say we should like each other more.

And what, exactly, does this Band of Exiles plan to do? Host events? Organise party-planning committees?' Lucien's metal eye clicked faintly and narrowed. 'You can be as much of an asshole as that mate of yours, you know that?' True. I sighed again. 'I'm sorry. I just-' 'I don't have anywhere else to go.' Before I could object, he said. 'You ruined any chance I have of going back to Spring. Not to Tamlin, but to the court beyond his house. Everyone either still believes the lies you spun or they believe me complicit in your deceit. And as for here...' He shook off my grip and headed for the door. 'I can't stand to be in the same room as her for more than two minutes. I can't stand to be in this court and have your mate pay for the very clothes on my back.

Their favourite phrase! From which it follows that, if society is normally organised, all crime will cease at once, since there will be nothing to protest against and all men will become righteous in one instant. Human nature is not taken into account, it is excluded, it's not supposed to exist! They don't recognise that humanity, developing by a historical living process, will become at last a normal society, but they believe that a social system that has come out of some mathematical brain is going to organise all humanity at once and make it just and sinless in an instant, quicker than any living process! That's why they instinctively dislike history, 'nothing but ugliness and stupidity in it,' and they explain it all as stupidity! That's why they so dislike the living process of life; they don't want a living soul! The living soul demands life, the soul won't obey the rules of mechanics, the soul is an object of suspicion, the soul is retrograde! But what they want though it smells of death and can be made of India-rubber, at least is not alive, has no will, is servile and won't revolt! And it comes in the end to their reducing everything to the building of walls and the planning of rooms and passages in a phalanstery! The phalanstery is ready, indeed, but your human nature is not ready for the phalanstery—it wants life, it hasn't completed its vital process, it's too soon for the graveyard! You can't skip over nature by logic. Logic presupposes three possibilities, but there are millions! Cut away a million, and reduce it all to the question of comfort! That's the easiest solution of the problem! It's seductively clear and you musn't think about it. That's the great thing, you mustn't think! The whole secret of life in two pages of print!

The 8 Play Personalities The Collector loves to gather and organise, enjoying activities like searching for rare plants, or rummaging around in archives or garage sales. The Competitor enjoys games and sports, and takes pleasure in trying their best and winning. The Explorer likes to wander, discovering new places and things they’ve never seen, through hiking, road tripping and other adventures. The Creator finds joy in making things, and can spend hours every day drawing, painting, making music, gardening and more. The Storyteller has an active imagination and uses their imagination to entertain others. They’re drawn to activities like writing, dance, theatre and role-playing games. The Joker endeavours to make people laugh, and may play by performing stand-up, doing improv, or just pulling a lot of pranks to make you smile. The Director likes to plan, organise and lead others, and can fit into many different roles and activities, from directing stage performances to running a company, to working in political or social advocacy. The Kinesthete finds play in physical activities like acrobatics, gymnastics and free running.

Liberty which is paraded in the West as a holy grail to keep the masses quiet, descends on their necks as a rubber truncheon when they organise to demand their real liberties, their basic rights to work, to land, to a secure future. There are hundreds of millions of people in the world today who have decided that liberty is something to do with everyday life and work. They are not interested in a liberty of the press to promote religious and racial hatreds; not interested in a liberty for publishers to flood bookstalls with pornographic literature; not interested in the liberty of scientists to devote their best brains to inventing hydrogen bombs or other means of destroying the world; not interested even in the theoretical liberty of the ballot box to decide between two groups of political parties both bent on maintaining the privileges of one tiny group of people over the great majority of the population. If the same advance is made in the next twenty years as has been made in the past five years in bringing real liberties to the workers and peasants of the People's Democracies, and if the Western powers give up their morbid plans to destroy the People's Democracies by force of arms and the hydrogen bomb, the whole population will be enjoying liberties of a quality not yet dreamed of in the Western world. [From Chapter 16 of People's Democracies (World Unity Publications, 1951), pp. 277-287.]

The credit for Erté's rediscovery must be given to French writer Jacques Damase, who met the artist when preparing a book on the Parisian music-hall. It was not merely his active presence which astounded Damase, but the fact that neatly stored away were thousands of perfectly preserved drawings representing a life's work. The immediate result was an exhibition at Galerie Motte in 1965, organised with Jacques Perrin, who the following year held another exhibition at his own gallery in Paris. Through the Motte exhibition, Erté was brought to the attention of galleria Milano, which in 1965 included some of his work in a pioneering exhibition of Art Déco. The most prominent event in this sequence was was Erté inclusion in the important exhibition Les Années 25 held at Musée des Arts Décoratifs, Paris, in 1966, which put an historical and artistic seal on Art Déco and the diverse artistic activities of the 'twenties. It is fair to say, however, that complete international reappraisal only came about after Grosvenor gallery in London became his world agents. Jacques Damase had suggested an exhibition of Erté's work to this London gallery, to which, at that time, I was acting as an art consultant. As a result we were able to prepare his first ever London exhibition in 1967. The remarkable success it achieved was presaged by a smaller exhibition in New York a few months earlier. It had planned to follow the London show with a similar collection in new York, based on work by Erté done for America. The new York premises were available earlier than planned and it was decided to go ahead none the less.

In the course of this book I will be setting out a case, developed from my experience as a manager and consultant, that many of the management approaches that are taken for granted in organisations, and which are taught on management courses and replicated by management consultants, actually get in the way of doing good work and hinder rather than help. They promise what they cannot deliver because they are predicated on ideas of predictability and control and imply powers of intervention on the part of managers and consultants which they cannot possess. People in organisations do not fit into two-by-two grids, and are not parts of wholes. The interweaving of intentions, hopes, aspirations and behaviour of people who are both inside and outside organisations, who behave both rationally and irrationally, will bring about outcomes which no one has predicted and which no one has planned.

if you are aiming to organise for revolution, then you need to make sure your organisation can possibly lead there, and if it does, that it can cope. Reliance on spontaneity is a complete dead-end, an uprising that has been organised and planned is no less “authentic” than one that arises seemingly at random — remember Occupy was planned, sort of, by Adbusters of all groups. Imagine what an organisation with an actually coherent ultimate aim and that is serious about its aims could do.This is a long way from smug floridity in literary fora, and the quicker we leave that behind, the better.

THE ROAR of the death blast on the Avenue of the Americas cannot be heard in faraway Johannesburg. With eight weeks to go to the opening game in Soccer City, Sepp Blatter and his South African capos have enough problems. Outraged by price gouging, fans are staying home. In the townships citizens protest every day; ‘Service riots’ send messages to politicians that public money should be spent on homes, water, sewage plants and jobs, not stadiums that will become white elephants. Why should they listen? They have the police beat back the protestors. The World Cup is good news for Danny Jordaan, leader of the bid and now chief executive for the tournament. Quietly, his brother Andrew has been given a well-paid job as Hospitality liaison with MATCH Event Services at the Port Elizabeth stadium. A stakeholder in the MATCH company is Sepp Blatter’s nephew Philippe Blatter. The majority owners are Mexican brothers Jaime and Enrique Byrom, based in Manchester, England, Zurich, Switzerland and with some of their bank accounts in Spain and the Isle of Man. The Brothers are not happy. Sepp Blatter awarded them the lucrative 2010 hospitality contract aimed at wealthy football patrons, mostly from abroad. If that wasn’t enough, Blatter also gave them the contract to manage and distribute the three million tickets. The brothers are charging top rates for hotels and internal flights and expected to make huge profits. Instead, they are on their way to losing $50 million. They plan to recoup these losses in Brazil in four years time.

Combat is an interaction between human organisations. It is adversarial, highly dynamic, complex and lethal. It is grounded in individual and collective human behaviour, and conducted between organisations that are themselves complex. It is not determined, hence uncertain, and evolutionary. Critically, and to an extent in a way which we currently overlook, combat is fundamentally a human activity.12

There was a moment of silence as they imagined a future in which there existed an organisation that stole imagination for, undoubtedly, a sinister plan.

If you have ever planned a house extension in Peterborough than contact Dave Elms Builders that provide a high quailty service in building and organisation at very little cost.

Planning their learning involves making decisions based on: •  how much time the learner has to study and when •  the type of practice she needs •  the resources available to her •  what she enjoys doing! The Organise! section of the Student’s Book includes various activities that help learners make those decisions and formulate a plan of action. 

Resignation to misfortune is the only attitude, but not an easy one to adopt. It seems undeserved where plans were well laid and so nearly crowned with a first success. I cannot see that any plan would be altered if it were to do again, the margin for bad weather was ample according to all experience and this stormy December - our finest month - is a thing that the most cautious organiser might not have been prepared to encounter. It is very evil to lie here in a wet sleeping-bag and think of the pity of it all.

One of the skills sought and expected by senior executives in our organisations is undoubtedly the strategic ability to think, plan and act.

Being a true leader, as opposed to a competent manager, requires a willingness to get your hands dirty. I have said before that I do not expect anyone to do a job I cannot do myself. While this is clearly unrealistic as a company grows and expands, the perception of being willing to step in and assist must remain. The weight of leadership includes staying calm while others panic and coming up with solutions rather than joining the chorus of complaints. The Covid-19 pandemic has certainly helped distinguish the leaders from the managers. Leaders are prepared to take responsibility when things go wrong, even if the true responsibility lies with someone else. Leaders are visible. Leaders have a vision, even if it is only short term. I don’t really believe in long-term planning. I make up the rules of the game based on one-year plans. This means I always retain visibility and control. Five years is too long a time to have any certainty that the objectives will be met. Leadership is not a popularity contest, but it also should not inspire fear. Leaders earn respect and loyalty, recognising that these take a long time to earn and a second to lose. A leader is not scared of collaboration and listening to the opinions of others, as well as accepting help when it’s needed. Leadership is not a quality that you are born with, it is something that you learn over time. I was not a leader in my Coronation days, and I am the first to admit that I made a lot of mistakes. Even at African Harvest, as much as I achieved financial success and tried different techniques to earn respect, I never truly managed to deal with the unruly investment team. But, having built on years of experience, by the time I hit my stride at Sygnia, I was a leader. Within any organisation of substantial size, there is space for more than one leader, whether they head up divisions or the organisation itself. There are several leaders across Sygnia weaving the fabric of our success. I am no longer the sole leader, having passed the baton on to others in pursuit of my own dreams. To quote the Harvard Business Review, ‘The competencies most frequently required for success at the top of any sizable business include strategic orientation, market insight, results orientation, customer impact, collaboration and influence, organisational development, team leadership, and change leadership.’ That is what I looked for in my successor, and that is what I found in David. I am confident that all the leaders I have groomed are more than capable of taking the company forwards.

Republicans too have seen the influence of money from China. Since 2015, Kentucky Senator Mitch McConnell has been Senate majority leader and the most powerful man in Washington after the president. Once a hardliner, in the 1990s he became a noted China dove (although in 2019, in a likely instance of ‘big help with a little badmouth’, he voiced support for Hong Kong protesters37). In 1993 he married the daughter of one of his donors, Chinese-American businessman James Chao. Elaine Chao went on to serve as secretary of labor under President George W. Bush and in 2017 was sworn in as President Trump’s transportation secretary. She wasted no time organising a trip to China that included meetings between members of her family and Chinese government officials, a plan that was spiked only when the State Department raised ethical concerns.38 James Chao has excellent guanxi—connections—in China, including his classmate Jiang Zemin, the powerful former president of China. Chao became rich through his shipping company, Foremost Group, which flourished due to its close association with the state-owned behemoth the China State Shipbuilding Corporation. McConnell, after his marriage to Chao’s daughter, was courted by the highest CCP leaders, and his in-laws were soon doing deals with Chinese government corporations.

Unfortunately, the most common way people organise their writing is by making plans. Although planning is almost universally recommended by study guides, it’s the equivalent of putting oneself on rails. Don’t make plans. Become an expert.

Simple organisational mechanisms, such as the creation of a sub committee of the EXCO body, under the authorisation of the CEO and chaired by the Chief Financial Officer (CFO) or the Chief Operating Officer (COO) — i.e., those who have the necessary organisational authority to resolve issues — should be established. Reporting into this group should be weekly and any variance to plan should be identified for resolution. There may be other organisational solutions but as a minimum, project reporting should be frequent and escalation for issue resolution should be integral to the process.

Why invest in Stocks? Answer: 1) You can ‘own’ multiple businesses 2) Working hours are defined 3) No retirement age 4) Work from Anywhere 5) No organisation required 6) Fully scaleable - can buy 1 or 1 million shares at the same price 7) Quickest Liquidity 8) You can ‘bunk your ‘business days’ at your will, for as long as you wish, and get back as conveniently 9) All the ‘compliances’ headache is minus 10) Payments headaches are Zero. 11) Can make money on both side. 12) Get to know ‘Like Minded’ people without meeting them. 13) The kick of ‘identifying’ some businesses ahead of ‘The Aces’ is impeccably fulfilling.

The point is to think from a position of strength, rather than focus on complaints, or behave like a victim. Not ‘If we had such and such, then you’d see how successful we could be’, but ‘Given that we don’t have such and such, or that this and that is not up to par, we’ll take this action in order to realise our goal anyway.’ Many people – and organisations – prefer to transfer responsibility onto external events, or onto others, but it is much more meaningful (and fun) to focus on your own behaviour.

First published in its entirety in the March 1914 edition of Munsey’s Magazine, this novel tells the tale of a small boy that is abandoned in a Parisian hotel and falls under the spell of a crook. The crook takes to him and teaches him the ways of his business and soon the student, who has adopted the name Michael Lanyard, becomes greater than his master. After a job in London, which nets him a valuable jewel and aeroplane plans that a German spy had stolen from a French inventor, Lanyard falls in love and decides to renounce his ways. But ‘The Pack’ — an organised crime gang — wants the Lone Wolf to join them and won’t take no for an answer…

● Developing your first-ever leadership strategy and don't know where to start? ● Are you stuck with a particular phase of leadership strategy? ● Having a tough time achieving corporational milestones with your robust strategy? If you're facing these questions and confused regarding canvassing a robust leadership strategy, this article can help you solve these queries. Several factors affect the development of a leadership strategy, such as the influence of decision-making processes for leadership/management, the personnel brought on board for strategy development and the resources involved. There are specific "keys" to effective leadership that help in efficient development and deployment of strategies. Professionals who want to develop robust strategies and move up in their leadership career can opt for online strategy courses. These courses aim to build concepts from the grass-root level, such as what defines a strategy leadership and others. What is a Leadership Strategy? Leadership is required for leading organisational growth by optimising the resources and making the company's procedures more efficient. A leadership strategy explicitly enlists the number of leaders required, the tasks they need to perform, the number of employees, team members and other stakeholders required, and the deadlines for achieving each task. Young leaders who have recently joined the work-force can take help of programs offered by reputable institutes for deepening their knowledge about leadership and convocating successful strategies. Various XLRI leadership and management courses aim to equip new leaders with a guided step-by-step pedagogy to canvass robust leadership strategies. What it Takes to Build a Robust Leadership Strategy: Guided Step-By-Step Pedagogy The following steps go into developing an effective and thriving leadership strategy:- ● Step 1 = Identify Key Business Drivers The first step involves meeting with the senior leaders and executives and identifying the business's critical drivers. Determining business carriers is essential for influencing the outcome of strategies. ● Step 2 = Identifying the Different Leadership Phases Required This step revolves around determining the various leadership processes and phases. Choosing the right techniques from hiring and selection, succession planning, training patterns and others is key for putting together a robust strategy. ● Step 3 = Perform Analysis and Research Researching about the company's different leadership strategies and analysing them with the past and present plans is vital for implementing future strategies. ● Step 4 = Reviewing and Updating Leadership Strategic Plan Fourth step includes reviewing and updating the strategic plan in accordance with recent developments and requirements. Furthermore, performing an environmental scan to analyse the practices that can make strategies long-lasting and render a competitive advantage. All it Takes for Building a Robust Leadership Strategy The above-mentioned step by step approach helps in auguring a leadership strategy model that is sustainable and helps businesses maximise their profits. Therefore, upcoming leaders need to understand the core concepts of strategic leadership through online strategy courses. Moreover, receiving sound knowledge about developing strategies from XLRI leadership and management courses can help aspiring leaders in their careers.

Understanding Financial Risks and Companies Mitigate them? Financial risks are the possible threats, losses and debts corporations face during setting up policies and seeking new business opportunities. Financial risks lead to negative implications for the corporations that can lead to loss of financial assets, liabilities and capital. Mitigation of risks and their avoidance in the early stages of product deployment, strategy-planning and other vital phases is top-priority for financial advisors and managers. Here's how to mitigate risks in financial corporates:- ● Keeping track of Business Operations Evaluating existing business operations in the corporations will provide a holistic view of the movement of cash-flows, utilisation of financial assets, and avoiding debts and losses. ● Stocking up Emergency Funds Just as families maintain an emergency fund for dealing with uncertainties, the same goes for large corporates. Coping with uncertainty such as the ongoing pandemic is a valuable lesson that has taught businesses to maintain emergency funds to avoid economic lapses. ● Taking Data-Backed Decisions Senior financial advisors and managers must take well-reformed decisions backed by data insights. Data-based technologies such as data analytics, science, and others provide resourceful insights about various economic activities and help single out the anomalies and avoid risks. Enrolling for a course in finance through a reputed university can help young aspiring financial risk advisors understand different ways of mitigating risks and threats. The IIM risk management course provides meaningful insights into the other risks involved in corporations. What are the Financial Risks Involved in Corporations? Amongst the several roles and responsibilities undertaken by the financial management sector, identifying and analysing the volatile financial risks. Financial risk management is the pinnacle of the financial world and incorporates the following risks:- ● Market Risk Market risk refers to the threats that emerge due to corporational work-flows, operational setup and work-systems. Various financial risks include- an economic recession, interest rate fluctuations, natural calamities and others. Market risks are also known as "systematic risk" and need to be dealt with appropriately. When there are significant changes in market rates, these risks emerge and lead to economic losses. ● Credit Risk Credit risk is amongst the common threats that organisations face in the current financial scenarios. This risk emerges when a corporation provides credit to its borrower, and there are lapses while receiving owned principal and interest. Credit risk arises when a borrower falters to make the payment owed to them. ● Liquidity Risk Liquidity risk crops up when investors, business ventures and large organisations cannot meet their debt compulsions in the short run. Liquidity risk emerges when a particular financial asset, security or economic proposition can't be traded in the market. ● Operational Risk Operational risk arises due to financial losses resulting from employee's mistakes, failures in implementing policies, reforms and other procedures. Key Takeaway The various financial risks discussed above help professionals learn the different risks, threats and losses. Enrolling for a course in finance assists learners understand the different risks. Moreover, pursuing the IIM risk management course can expose professionals to the scope of international financial management in India and other key concepts.

What is sensory integration therapy? This form of occupational therapy helps children and adults with SPD (sensory processing disorder) use all their senses together. These are the senses of touch, taste, smell, sight, and hearing. Sensory integration therapy is claimed to help people with SPD respond to sensory inputs such as light, sound, touch, and others; and change challenging or repetitive behaviours. Someone in the family may have trouble receiving and responding to information through their senses. This is a condition called sensory processing disorder (SPD). These people are over-sensitive to things in their surroundings. This disorder is commonly identified in children and with conditions like autism spectrum disorder. The exact cause of sensory processing disorder is yet to be identified. However, previous studies have proven that over-sensitivity to light and sound has a strong genetic component. Other studies say that those with sensory processing conditions have abnormal brain activity when exposed simultaneously to light and sound. Treatment for sensory processing disorder in children and adults is called sensory integration therapy. Therapy sessions are play-oriented for children, so they should be fun and playful. This may include the use of swings, slides, and trampolines and may be able to calm an anxious child. In addition, children can make appropriate responses. They can also perform more normally. SPD can also affect adults Someone who struggles with SPD should consider receiving occupational therapy, which has an important role in identifying and treating sensory integration issues. Occupational therapists are health professionals using different therapeutic approaches so that people can do every work they need to do, inside and outside their homes. Through occupational therapy, affected individuals are helped to manage their immediate and long-term sensory symptoms. Sensory integration therapy for adults, especially for people living with dementia or Alzheimer's disease, may use everyday sounds, objects, foods, and other items to rouse their feelings and elicit positive responses. Suppose an adult is experiencing agitation or anxiety. In that case, soothing music can calm them, or smelling a scent familiar to them can help lessen their nervous excitement and encourage relaxation, as these things can stimulate their senses. Seniors with Alzheimer's/Dementia can regain their ability to connect with the world around them. This can help improve their well-being overall and quality of life. What Are The Benefits of Sensory Integration Therapy Sensory integration treatment offers several benefits to people with SPD: * efficient organisation of sensory information. These are the things the brain collects from one's senses - smell, touch, sight, etc. * Active involvement in an exploration of the environment. * Maximised ability to function in recreational and other daily activities. * Improved independence with daily living activities. * Improved performance in the home, school, and community. * self-regulations. Affected individuals get the ability to understand and manage their behaviours and understand their feelings about things that happen around them. * Sensory systems modulation. If you are searching for an occupational therapist to work with for a family with a sensory processing disorder, check out the Mission Walk Therapy & Rehabilitation Centre. The occupational therapy team of Mission Walk uses individualised care plans, along with the most advanced techniques, so that patients can perform games, school tasks, and other day-to-day activities with their best functional skills. Call Mission Walk today for more information or a free consultation on sensory integration therapy. Our customer service staff will be happy to help.

In the past you may have been able to depend upon an organisation to plan and support your development, but in today’s fast-moving, ever-changing and far less secure world it would be irresponsible not to recognise that your development, career and life plans are your responsibility, and yours alone.

HILL: Will you describe the major factors which entered into the modus operandi of Mr. Ford’s mind while he was perfecting the automobile? CARNEGIE: Yes, that will be very easy. And when I describe them, you will have a clear understanding of the working principles used by all successful men, as well as a clear picture of the Ford mind, viz.: (a) Mr. Ford was motivated by a definite purpose, which is the first step in all individual achievements. (b) He stimulated his purpose into an obsession by concentrating his thoughts upon it. (c) He converted his purpose into definite plans, through the principle of Organised Individual Endeavour, and put his plans into action with unabating persistence. (d) He made use of the Master Mind principle, first, by the harmonious aid of his wife, and second, by gaining counsel from others who had experimented with internal combustion engines and methods of power transmission. Still later, of course, when he began to produce automobiles for sale, he made a still more extensive use of the Master Mind principle by allying himself with the Dodge brothers and other mechanics and engineers skilled in the sort of mechanical problems he had to solve. (e) Back of all this effort was the power of Applied Faith, which he acquired as the result of his intense desire for achievement in connection with his Definite Major Purpose.

Bernadotte succeeded in focusing international pressure of some kind on Israel, or he had at least produced the potential for such pressure. In order to counteract this, the Israeli architects of the ethnic cleansing programme realised they would need to involve the state’s diplomats and the Foreign Ministry more directly. By July the political apparatus, the diplomatic corps and the military organisations within the new State of Israel were already working harmoniously together. Prior to July, it is not clear how much of the ethnic cleansing plan had been shared with Israeli diplomats and senior officials. However, when the results gradually became visible the government needed a public relations campaign to stymie adverse international responses, and began to involve and inform those officials responsible for producing the right image abroad – that of a liberal democracy in the making. Officials in the Foreign Ministry worked closely with the country’s intelligence officers, who would warn them in advance of the next stages in the cleansing operation, so as to ensure they would be kept hidden from the public eye.

The fact that the state-socialist countries were backward countries desperate to catch up partly explains why it is that, instead of executing the legacy of Marx, i.e. of constructing an egalitarian, non-market society with a truly human organisation of the labour process and an end to the division of labour and the exploitation of man by man, they were actually mainly concerned with executing the legacy of Peter the Great, the Meiji Restoration and Feng Guifen.

veut-il ouvrir une route, la commune n'est pas maîtresse de lui fermer son territoire. Fait-il un règlement de police, la commune doit l'exécuter. Veut-il organiser l'instruction sur un plan uniforme dans toute l'étendue du pays, la commune est tenue de créer les écoles voulues par la loi. Nous verrons, lorsque nous parlerons de l'administration aux États-Unis, comment et par qui les communes, dans tous ces différents cas, sont contraintes à l'obéissance. Je ne veux ici qu'établir l'existence de l'obligation. Cette obligation est étroite, mais le gouvernement de l'État, en l'imposant, ne fait que décréter un principe; pour son exécution, la commune rentre en général dans tous ses droits d'individualité. Ainsi, la taxe est, il est vrai, votée par la législature, mais c'est la commune qui la répartit et la perçoit; l'existence d'une école est imposée, mais c'est la commune qui la bâtit, la paie et la dirige.

There is a parallel between PARA and how kitchens are organized. Everything in a kitchen is designed and organized to support an outcome—preparing a meal as efficiently as possible. The archives are like the freezer—items are in cold storage until they are needed, which could be far into the future. Resources are like the pantry—available for use in any meal you make, but neatly tucked away out of sight in the meantime. Areas are like the fridge—items that you plan on using relatively soon, and that you want to check on more frequently. Projects are like the pots and pans cooking on the stove—the items you are actively preparing right now. Each kind of food is organized according to how accessible it needs to be for you to make the meals you want to eat.

Nations,’ he said, ‘which can plan and fight together shoulder to shoulder in the face of such obstacles and of distance and of language and of communications as we have overcome, can live together and work together in the coming labour of the organisation of the world for peace.

Organisations that don't adapt face obsolescence.

All of man’s achievements begin in the form of thought, organised into plans, aims and purposes, and expressed in terms of action. All

the basics of personal productivity—how to keep a schedule, how to take notes in class, and how to set goals and plan their education.

His Charles Bronson-like demeanour together with his Clint Eastwood stare and his John Wayne swagger, created from a diet of westerns and Eighties TV mixed with a lifetime of planning, organising, managing, and leading, were now gelled together with the battle-hardened soldier he had become.

Parce que classer, c'est hiérarchiser. Parce qu'aucun nom n'est neutre : « homosexuelle », ce n'est pas une description, c'est le nom d'une catégorie sociale inférieure. C'est ce qu'on fait à l'Autre. C'est comme ça qu'on signale que l'Autre est Autre. Quand l'Autre rend réciproque ce processus qui est par définition non-réciproque, il/elle bouleverse la règle du jeu, il/elle met en cause au moins symboliquement l'ensemble de l'organisation sociale. Car les dominé-e-s sont dominé-e-s soi-disant en raison de leurs caractéristiques spécifiques ; mais nommer les dominants c'est les spécifier à leur tour. Et les spécifier d'une façon qui annule, toujours sur le plan symbolique, leur supériorité : car il existe une égalité formelle entre les appellations, du moins du point de vue de la prétention à l'universalité ; « blanc-he » est aussi particulier que « noir-e » ou « homosexuel-le ». Remplacer l'opposition « général » versus « spécifique » par l'opposition entre deux particularités, c'est s'attaquer au tabou des tabous, au sacré : à la mainmise des Uns sur l'universel. (p. 40)

Despite the most meticulous planning and organisation, there is no successful way out of any difficult situation without the hand of god.

We tend to make up [stories] in the same circumstances in which people come up with conspiracy theories: ignorance and powerlessness. And they share the same flawed premise as most conspiracy theories: that the world is way more well planned and organised that it really is. They ascribe a malevolent intentionality to what is more likely simple ineptitude or neglect. Most people are just too self-absorbed, well-meaning, and lazy to bother orchestrating Machiavellian plans to slight or insult us. It's more often a boring, complicated story of wrong assumptions, miscommunication, bad administration, and cover-ups - people trying, and mostly failing, to do the right thing, hurting each other not because that's their intention but because it's impossible to avoid.

I believe the single most important management concept that has emerged in the past fifteen years is this distinction between technical and adaptive challenges.

You’re organised, I can see,’ I said. ‘I’m organised in everything,’ he said. ‘Absolutely everything. There’s nothing in my life that I have not planned or allowed for.’ ‘That sounds frightening,’ I said and looked at him. He smiled. ‘For me it’s frightening to meet someone who moves to Stockholm at one day’s notice.

Diversity is thus increasingly exercised as a form of public relations: “the planned and sustained effort to establish and maintain good will and understanding between an organisation and its publics.

This power is made up of the principles described in this book. In the story of the Declaration of Independence it will not be difficult to detect at least six of these principles: DESIRE, DECISION, FAITH, PERSISTENCE, THE MASTER MIND and ORGANISED PLANNING. Throughout

Brisbane said nothing for a long moment. Then he spoke, his voice resolved. “I will tell Morgan the Apiary cannot be. I will keep to private enquiry work. It isn’t much safer but it will keep me closer to home, I suspect. And we will need a bigger house than Mrs. Lawson’s in Half Moon. I will tell her we rescind the offer, and we’ll start looking for lodgings tomorrow.” “No,” I said firmly. “No?” One handsome black brow quirked upward. “No. We must begin as we mean to go on. We are neither of us happy without purposeful work, and we shall have it. There will be those to care for him when we are not there, and he will learn the value of a job well done from both of us. We will move into Half Moon Street as we planned, and you will work with Morgan to form the Vespiary,” I said, stressing the correction. He smiled. “And what will you do? You will never be happy with teething biscuits and silver spoons.” “No more than you,” I agreed. “But I will do as I have done. I will organise our household because, let us be frank, my love, I am better at it than you. I will work with you on cases that interest me. I will advise on the Vespiary when you think I can be useful. I will have my photography. And we will have...” I hesitated then said it for the first time and with ringing conviction, “our son.” He looked down at the sleeping boy. “Our son,” he said, and in his voice was a note of wonder.

It was near the end of the year 1906, and I had just returned from Milan, where I had been one of a committee at the International Exhibition for the assignment of prizes in the subjects of Scientific Pedagogy and Experimental Psychology. A great opportunity came to me, for I was invited by Edoardo Talamo, the Director General of the Roman Association for Good Building, to undertake the organisation of infant schools in its model tenements. It was Signor Talamo's happy idea to gather together in a large room all the little ones between the ages of three and seven belonging to the families living in the tenement. The play and work of these children was to be carried on under the guidance of a teacher who should have her own apartment in the tenement house. It was intended that every house should have its school, and as the Association for Good Building already owned more than 400 tenements in Rome the work seemed to offer tremendous possibilities of development. The first school was to be established in January, 1907, in a large tenement house in the Quarter of San Lorenzo. In the same Quarter the Association already owned fifty-eight buildings, and according to Signor Talamo's plans we should soon be able to open sixteen of these "schools within the house.

Balfour Beatty The economic crisis really galvanised us as a business. I think it accelerated a lot of things that were in train anyway and gave them a real impetus. We’re more aware of the need to be more revolutionary than evolutionary. We always knew we would need to expand into emerging markets, but since the crisis we are much more definite about how to do this. We have been much clearer about finding the right people and devising the right management structure, and how joint ventures and strategic alliances should be organised. It is all very deliberate and open – it is no longer a distant plan, it is under way. Richard Gartside Eisenhardt and Brown argue that the ability to reshape a business is critical in turbulent markets. It is not the same as traditional

Architecture Building Blocks. Explain the purpose of Architecture Contracts. Explain the purpose of an architecture definition document. Explain the purpose of the Architecture Repository. Explain the purpose of an architecture requirements specification. Explain the purpose of an Architecture Roadmap. Explain the purpose of the Architecture Vision. Explain the purpose of business drivers, business goals and business principles. Explain the purpose of a capability assessment. Explain the purpose of a change request. Explain the purpose of a communications plan. Explain the purpose of a compliance assessment. Explain the purpose of an implementation and migration plan. Explain the purpose of an Implementation Governance Model. Explain the purpose of an organisational model for Enterprise Architecture.

Nogle lægemidler kan være nyttige nogle gange for nogle patienter, især i den akutte fase, hvor en patient kan være så plaget af panik eller vrangforestillinger, at det kan være nyttigt at dæmpe følelserne med noget beroligende. Men medmindre lægerne bliver meget bedre til at bruge psykofarmaka - hvilket vil sige at bruge dem meget lidt, i lave doser og altid med en plan for udtrapning - så ville vore borgere være langt bedre stillet, hvis vi fjernede alle psykofarmaka fra markedet.

One example of how closely the two work together was revealed during the British Parliamentary or local Northern Ireland elections.  During the years, I would become involved in helping the Sinn Fein cause, along with many other young men and women, many of whom were members of the IRA. From their headquarters in Connolly House, Belfast, Sinn Fein organisers would try, with the assistance of the IRA, to do everything in their power to rig the elections.  The plan would be to distribute false identification papers to IRA men and women and other republican sympathisers, and send them around to a number of polling stations so that they could cast votes in perhaps six to ten different places. The

Then she stood in front of Elizabeth, her hands on her hips. ‘Now, this is the plan.’ Thank God. There was a plan. She didn’t have to try to figure out this horrible mess herself. She just had to follow the plan. ‘I’ve told work you’re not coming in for a few days. Your sister has organised for John to be out of the house for the next two hours. We’re going to your place and we’re packing three suitcases of your things. Then you’re coming back to my house for two days, and I will feed you cups of tea, chocolate, ice cream and vodka on constant rotation as the mood necessitates. You can resign from your job when you feel ready. Then you’re getting on a plane.’ ‘A plane?’ ‘Your parents have organised a ticket home to London.

A hastily and silently organised new plan had ended with Simon sneaking around to the guards’ right, while Harriet moved to their left. She would distract them so that Simon could sneak up behind them and smack them both over the head with the nearest heavy object. Sean vehemently tried to convince them it was a bad idea and that he couldn’t be seen, but his explanation was limited to gestures and small whispers. Simon half suspected he was just trying to keep himself out of trouble, but he hoped that wasn’t the case. Harriet had shrugged at Sean and shoved Simon on his way. The lady was not for turning.

It was not until the dawn of the twentieth century of the Christian era that war began to enter into its kingdom as the potential destroyer of the human race. The organisation of mankind into great States and Empires, and the rise of nations to full collective consciousness, enabled enterprises of slaughter to be planned and executed upon a scale and with a perseverance never before imagined. All the noblest virtues of individuals were gathered to strengthen the destructive capacity of the mass. Good finances, the resources of world-wide credit and trade, the accumulation of large capital reserves, made it possible to divert for considerable periods the energies of whole peoples to the task of devastation. Democratic institutions gave expression to the will-power of millions. Education not only brought the course of the conflict within the comprehension of everyone, but rendered each person serviceable in a high degree for the purpose in hand. The Press afforded a means of unification and of mutual stimulation. Religion, having discreetly avoided conflict on the fundamental issues, offered its encouragements and consolations, through all its forms, impartially to all the combatants. Lastly, Science unfolded her treasures and her secrets to the desperate demands of men, and placed in their hands agencies and apparatus almost decisive in their character.