Player Development Quotes

You were designed to be very smart, Max,' she told me. 'We electrically stimulated your synaptic nerve endings while your brain was developing.' (The director) And yet I still can't program my DVD player,' I said." (Max)

I'm quite certain that if the rest of the world vanished overnight and the development of cricket were left in Australian hands, within a generation, the players would be wearing shorts and using the bats to hit each other, and the thing is, it'd be a much better game for it.

Sometimes parents don't find what they're looking for it their child, so they plant seeds for what they'd like to grow there instead. I've witnessed this with the former hockey player who takes his son out to skate before he can even walk. Or in the mother who gave up her ballet dreams when she married, but now scrapes her daughter's hair into a bun and watched from the wings of the stage. We are not, as you'd expect, orchestrating their lives; we are not even trying for a second chance. We are hoping that if this one thing takes root, it might take up enough light and space to keep something else from developing in our children: the disappointment we've already lived.

When everyone believes they are the life coaches, who are the players?

Maybe every time an intelligent species grew advanced enough to invent a global computer network, they would then develop some form of social media, which would immediately fill these beings with such an intense hatred for one another that they ended up wiping themselves out within four or five decades.

Something as superfluous as "play" is also an essential feature of our consciousness. If you ask children why they like to play, they will say, "Because it's fun." But that invites the next question: What is fun? Actually, when children play, they are often trying to reenact complex human interactions in simplified form. Human society is extremely sophisticated, much too involved for the developing brains of young children, so children run simplified simulations of adult society, playing games such as doctor, cops and robber, and school. Each game is a model that allows children to experiment with a small segment of adult behavior and then run simulations into the future. (Similarly, when adults engage in play, such as a game of poker, the brain constantly creates a model of what cards the various players possess, and then projects that model into the future, using previous data about people's personality, ability to bluff, etc. The key to games like chess, cards, and gambling is the ability to simulate the future. Animals, which live largely in the present, are not as good at games as humans are, especially if they involve planning. Infant mammals do engage in a form of play, but this is more for exercise, testing one another, practicing future battles, and establishing the coming social pecking order rather than simulating the future.)

I am quite certain that if the rest of the world vanished overnight and the development of cricket was left in Australian hands, within a generation the players would be wearing shorts and using the bats to hit each other.

Men of our generation often disappear once they’ve got a woman to say ‘I love you’ back to them, because it’s almost like they’ve completed a game. Because they’re the first boys who grew up glued to their PlayStations and Game Boys, they weren’t conditioned to develop any sense of honour and duty in adolescence the way our fathers were. PlayStations replaced parenting. They were taught to look for fun, complete the fun, then get to the next level, switch players or try a new game. They need maximum stimulation all the time. ‘I love you’ is the relationship equivalent of Level 17 of Tomb Raider 2 for a lot of millennial men.

In New Orleans after Katrina, some of the key players who now surround Trump showed to what lengths they will go to decimate the public sphere and advance the interests of real estate developers, private contractors, and oil companies.

Game developers know better than anyone else how to inspire extreme effort and reward hard work. They know how to facilitate cooperation and collaboration at previously unimaginable scales. And they are continuously innovating new ways to motivate players to stick with harder challenges, for longer, and in much bigger groups. These crucial twenty-first-century skills can help all of us find new ways to make a deep and lasting impact on the world around us.

I was even beginning to wonder if the invention of a worldwide social network was actually the “Great Filter” that theoretically caused all technological civilizations to go extinct, instead of nuclear weapons or climate change. Maybe every time an intelligent species grew advanced enough to invent a global computer network, they would then develop some form of social media, which would immediately fill these beings with such an intense hatred for one another that they ended up wiping themselves out within four or five decades. Only time would tell.

It’s not weird that you watched it. It’s weird that it’s the start of a conversation. I just . . . I’m still getting used to this. Before Project Hot Chick, I just knew you as the dorky little sister. Now you’re this . . . porn-watching woman who had a breast reduction and develops theories about hymen restoration. It’s an adjustment.” That, and I find you almost irresistible, I thought.

I go to New York City, the Tournament of Champions, a significant milestone because it’s a clash of the top players in the world. Once more I square off against Chang, who’s developed a bad habit since we last met. Every time he beats someone, he points to the sky. He thanks God—credits God—for the win, which offends me. That God should take sides in a tennis match, that God should side against me, that God should be in Chang’s box, feels ludicrous and insulting. I beat Chang and savor every blasphemous stroke.

What if my job as a coach isn’t so much to force or coerce performance as it is to create situations where players develop the confidence to set their talents free and pursue their potential to its full extent?

This development signified also that jazz would someday have to contend with the idea of its being an art (since that was the white man's only way into it). The emergence of the white player meant that Afro-American culture had already become the expression of a particular kind of American experience, and what is most important, that this experience was available intellectually, that it could be learned.

There is a belief, current in many countries, which has been elevated to the rank of an official article of faith in the United States, that free competition is itself a homeostatic process: that in a free market the individual selfishness of the bargainers, each seeking to sell as high and buy as low as possible, will result in the end in a stable dynamics of prices, and with redound to the greatest common good. This is associated with the very comforting view that the individual entrepreneur, in seeking to forward his own interest, is in some manner a public benefactor and has thus earned the great rewards with which society has showered him. Unfortunately, the evidence, such as it is, is against this simpleminded theory. The market is a game, which has indeed received a simulacrum in the family game of Monopoly. It is thus strictly subject to the general theory of games, developed by von Neumann and Morgenstern. This theory is based on the assumption that each player, at every stage, in view of the information then available to him, plays in accordance with a completely intelligent policy, which will in the end assure him of the greatest possible expectation of reward.

I like Jade too much. It would be very, very stupid of me to develop feelings for my ex’s new girlfriend.

But we also figured out how to do science, which helped us develop technology.

No matter how hard we worked to blood youngsters, Barcelona is still able to do this better than any club. The way they develop boys into some of the best players in the world is breathtaking.

We teach our players, in response to any situation they face, to press pause and ask: What does this situation require of me? Pressing pause gives you time to think. It gets you off autopilot and helps you gain clarity about the outcome you are pursuing, the situation you are experiencing, and the Above the Line action you need to take to achieve the outcome. There are two important benefits of pressing pause: A) It helps you avoid doing something foolish or harmful B) It focuses you on acting with purpose to accomplish your goals A productive pause could last only a split second, which helps you regain your focus and take control of your action. It could last an hour, a day, or longer. The purpose is to take the time necessary to be intentional about the way you think and act. Pressing pause does not come naturally; it is a skill that must be developed. The more you practice, the more skilled you become at being able to identify how and when to use it effectively.

Create the highest possible operating standards, develop the character of your players, develop the culture of your team and, as the title of Walsh’s book proclaims, The Score Takes Care of Itself.

I am completely an elitist in the cultural but emphatically not the social sense. I prefer the good to the bad, the articulate to the mumbling, the aesthetically developed to the merely primitive, and full to partial consciousness. I love the spectacle of skill, whether it's an expert gardener at work or a good carpenter chopping dovetails. I don't think stupid or ill-read people are as good to be with as wise and fully literate ones. I would rather watch a great tennis player than a mediocre one, unless the latter is a friend or a relative. Consequently, most of the human race doesn't matter much to me, outside the normal and necessary frame of courtesy and the obligation to respect human rights. I see no reason to squirm around apologizing for this. I am, after all, a cultural critic, and my main job is to distinguish the good from the second-rate, pretentious, sentimental, and boring stuff that saturates culture today, more (perhaps) than it ever has. I hate populist [shit], no matter how much the demos love it.

Especially noteworthy is his comment that new people added late in a development project must be team players willing to pitch in and work within the process, and not attempt to alter or improve the process itself!

Imagine if we taught baseball the way we teach science. Until they were twelve, children would read about baseball technique and history, and occasionally hear inspirational stories of the great baseball players. They would fill out quizzes about baseball rules. College undergraduates might be allowed, under strict supervision, to reproduce famous historic baseball plays. But only in the second or third year of graduate school, would they, at last, actually get to play a game. If we taught baseball this way, we might expect about the same degree of success in the Little League World Series that we currently see in our children’s science scores.

The artistically inclined delight in the Game because it provides opportunities for improvisation and fantasy. The strict scholars and scientists despise it – and so do some musicians also – because, they say, it lacks that degree of strictness which their specialties can achieve. Well and good, you will encounter these antinomies, and in time you will discover that they are subjective, not objective – that, for example, a fancy-free artist avoids pure mathematics or logic not because he understands them and could say something about them if he wished, but because he instinctively inclines toward other things. Such instinctive and violent inclinations and disinclinations are signs by which you can recognize the pettier souls. In great souls and superior minds, these passions are not found. Each of us is merely one human being, merely an experiment, a way station. But each of us should be on the way toward perfection, should be striving to reach the center, not the periphery. Remember this: one can be a strict logician or grammarian, and at the same time full of imagination and music. One can be a musician or Glass Bead Game player and at the same time wholly devoted to rule and order. The kind of person we want to develop, the kind of person we aim to become, would at any time be able to exchange his discipline or art for any other. He would infuse the Glass Bead Game with crystalline logic, and grammar with creative imagination. That is how we ought to be. We should be so constituted that we can at any time be placed in a different position without offering resistance or losing our heads.

The most important part of the development process, and the part that is so often missing, is the leader's commitment to constantly “reminding” an employee if she is not yet doing what is needed. Without this, improvement will not occur.

A successful partnership is like a winning basketball team made up of two deaf individuals with fully developed and interchangeable sets of skills. Each player has to know not just how to shoot but also how to dribble, pass and defend. That doesn't mean there aren't weaknesses or differences you will compensate for in each other. It's just that together you'll have to cover the full court keeping yourselves versatile over time. A partnership doesn't actually change who you are even as it challenges you to be accommodating of another person's needs... The change is in what is between us, the million small adjustments, compromises and sacrifices, we've each made in order to accommodate the close presence of the other.

Any business that wanted to set up shop inside the OASIS had to rent or purchase virtual real estate (which Morrow dubbed “surreal estate”) from GSS. Anticipating this, the company had set aside Sector One as the simulation’s designated business zone and began to sell and rent millions of blocks of surreal estate there. City-sized shopping malls were erected in the blink of an eye, and storefronts spread across planets like time-lapse footage of mold devouring an orange. Urban development had never been so easy.

It’s been said that when one of Wooden’s players asked, “Coach, what happens if I point to the player who gave me the assist and he isn’t watching?” Coach Wooden replied, “He will always be watching.” People desire validation and encouragement. It’s human nature.

I’ve witnessed this with the former hockey player who takes his son out to skate before he can even walk. Or in the mother who gave up her ballet dreams when she married, but now scrapes her daughter’s hair into a bun and watches from the wings of the stage. We are not, as you’d expect, orchestrating their lives; we are not even trying for a second chance. We’re hoping that if this one thing takes root, it might take up enough light and space to keep something else from developing in our children: the disappointment we’ve already lived.

Rereading the texts of terror as a young woman, I kept anticipating some sort of postscript or epilogue chastising the major players for their sins, a sort of Arrested Development–style “lesson” to wrap it all up—“And that’s why you should always challenge the patriarchy!” But no such epilogue exists.

There's a strange uniformity in the vocabulary European soccer fans use to hate black people. The same primate insults get hurled. Although they've gotten better over time, the English and Italians developed the tradition of making ape noises when black players touched the ball. The Poles toss bananas on the field. This consistency owes nothing to television, which rarely shows these finer points of fan behavior. Nor are these insults considered polite to discuss in public. This trope has simply become a continent-wide folk tradition, transmitted via the stadium, from fan to fan, from father to son.

For the TL;DR (too long; didn’t read), generation dating is just one more arena vying for our headspace. The days of introspection and developing relationships have been replaced with instant, curated imagery, all intended to get to the point of selling our sexual market brand in the best picture before the swipe. Image and perception are king.

What a waste of time it would be to insist that everyone develop each of the specialties we call upon to an equal level. We'd get bogged down in remedial training programs, trying to get the cornet players up to speed with the computer programmers, sacrificing the tends to be exceptional in so many individual situations in order to be average in all of them.

I have a whole regimental intelligence service that’s developed a fine line in rumour-mongering and story-placing over the last few years, and the ear of every media player you’ve courted so assiduously over the decades; they will ask the questions we’ve suggested, they will listen, and they will repeat what we tell them. The issue is whether people believe it.

The flipper bat was quite a breakthrough because it gave the player a true means of exercising and developing skill. You could aim at targets now, rather than in the old days when you popped the ball up and just shook the shit out of the table and hoped that it went in the right hole or hit the right thing. The use of the flipper bat is probably the greatest breakthrough ever in pinball. —Eddie

like the culture developed by Coach Steve Kerr for my beloved Golden State Warriors. Even though he helms a team, Steve believes that having good people is more important that just having good basketball players; he understands that players come and go, but the ethos on the court gets passed down from one game and one season to another. The best teams play together like a family who trust one another to have their back.

Suppose a country starts its independence with the three economic characteristics that globally make a country prone to civil war: low income, slow growth, and dependence upon primary commodity exports. It is playing Russian roulette. That is not just an idle metaphor: the risk that a country in the bottom billion falls into civil war in any five-year period is nearly one in six, the same risk facing a player of Russian roulette.

I bumped into every kind of disappointment, and was frustrated at every turn. Roles promised me were given to other players, pictures that offered me a chance were shelved, no one was particularly interested in me, and I had not developed a strength of personality to make anyone believe I had special talents. I wanted so desperately to succeed that I drove myself relentlessly, taking no time off for pleasures, or for friendships.” - Jean Arthur

Professional game developers will tell you that if you want someone to stick with a game, you have to give them an opportunity to be successful in the first few minutes. A player who wanders around a new game without a clear sense of purpose is not going to have as much fun as someone with a goal. And a player with no idea what actions they can take in the game is not going to stick around very long. The same thing is true, I’ve found, for thinking about the future.

On the back of her gratitude for the opportunity to talk and connect with her children, a powerful new insight presents itself. Although she can’t provide as much as some parents materially, there’s is no reason why she can’t develop their inner strength in a way that others will struggle to match. Dealing with pressure and having to think clearly in emotional situations have helped her today, both at work and at home, and passing this gift on to her children will help them face adversity too.

It was Marx, with his love of avant-garde instrumental music, who played Brian Eno, John Cage, Terry Riley, Miles Davis, and Philip Glass on his CD player while Sadie and Sam worked. It was Marx who suggested they reread The Odyssey and The Call of the Wild and Call It Courage. He also had them read the story structure book The Hero’s Journey, and a book about children and verbal development, The Language Instinct. He wanted the pre-verbal Ichigo to feel authentic, to have details that came from life.

I must admit that some people are better at being team players, at embracing those five behaviors, than others. They're not born that way, but either through life experiences, work history, or a real commitment to personal development, they come to possess the three underlying virtues that enable them to be ideal team players: they are humble, hungry, and smart. As simple as those words may appear, none of them is exactly what they seem. Understanding the nuances of these virtues is critical for applying them effectively.

When a player opens a newly discovered chest, it may contain what he’s looking for, but not always. If you needed to collect, say, seven gems, and every chest you opened contained a gem, it would be completely predictable. There would be no surprises, no reward prediction errors, no dopamine. If, on the other hand, you had to open a thousand chests to find a single gem, it would be so frustrating that everyone would give up. How does a game developer decide what percentage of chests should contain a gem? The answer is data. Lots of data.

Whenever the story of John Wooden’s life gets told, his years at UCLA before he started winning championships are usually characterized as a period of struggle. Wooden didn’t view them that way. He was a diligent, persistent man. He enjoyed developing his craft, one small lesson plan at a time. “Little things add up, and they become big things. That’s what I tried to teach my players in practice,” he said. “You’re not going to make a great improvement today. Maybe you’ll make a little bit. But tomorrow it’s a little more, and the next day a little more.

You mean, if you lose a game… you have… these things done to you?” “Exactly. One might bet, say, the loss of a finger against aggravated male-to-apex rectal rape.” Gurgeh looked levelly at the machine for a few seconds, then said slowly, nodding, “Well… that is barbaric.” “Actually it’s a later development in the game, and seen as a rather liberal concession by the ruling class, as in theory it allows a poor person to keep up in the bidding with a rich person. Before the introduction of the physical license option, the latter could always outbid the former.

around the turn of the century. I was even beginning to wonder if the invention of a worldwide social network was actually the “Great Filter” that theoretically caused all technological civilizations to go extinct, instead of nuclear weapons or climate change. Maybe every time an intelligent species grew advanced enough to invent a global computer network, they would then develop some form of social media, which would immediately fill these beings with such an intense hatred for one another that they ended up wiping themselves out within four or five decades.

Global health players can become impervious to critique as they identify emergencies, cite dire statistics, and act on their essential duty of promoting health in the name of "humanitarian reason" or as an instrument of economic development, diplomacy, or national security. We are left, however, with an open-source anarchy around global health problems--a policy space in which new strategies, rules, distributive schemes, and the practical ethics of health care are being assembled, experimented with, and improvised by a wide array of deeply unequal stakeholders

What if the people we trust most deeply and depend on most strongly did not believe that we are capable of finalizing this game without their help? What if these people continuously step into the game and command your opponent's every movement? More importantly, what if they don’t want to know the answer or even don’t believe there is an answer to the most important question? What if you stop helping the game developers determine how to improve their games and you start creating your own game? What makes a player quit playing? The sign of mastery or a better game.

Human beings were never meant to participate in a worldwide social network comprised of billions of people. We were designed by evolution to be hunter-gatherers, with the mental capacity to interact and socialize with the other members of our tribe—a tribe made up of a few hundred other people at most. Interacting with thousands or even millions of other people on a daily basis was way too much for our ape-descended melons to handle. That was why social media had been gradually driving the entire population of the world insane since it emerged back around the turn of the century. I was even beginning to wonder if the invention of a worldwide social network was actually the “Great Filter” that theoretically caused all technological civilizations to go extinct, instead of nuclear weapons or climate change. Maybe every time an intelligent species grew advanced enough to invent a global computer network, they would then develop some form of social media, which would immediately fill these beings with such an intense hatred for one another that they ended up wiping themselves out within four or five decades. Only time would tell.

All of the top Roblox games, such as Adopt Me!, Tower of Hell, and Meep City, come from independent developers with little to no prior experience and staffs of 10 to 30 (having started with one or two). To date, these titles have been played 15 to 30 billion times each. In a single day, they’ll reach half as many players as Fortnite or Call of Duty—and half as many as titles like The Legend of Zelda: Breath of the Wild or The Last of Us do in their lifetimes. And as for populating the platform with a wide range of virtual objects? 25 million items were made in 2021 alone, with 5.8 billion being earned or bought.

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

… A destitute joins me and wants admittance into my soul, and I am thus not destitute enough. Where was my destitution when I did not live it? I was a player at life, one who thought earnestly about life and lived it easily. The destitute was far away and forgotten. Life had become difficult and murkier. Winter kept on going, and the destitute stood in snow and froze. I join myself with him, since I need him. He makes living light and easy. He leads to the depths, to the ground where I can see the heights. Without the depths , I do not have the heights. I may be on the heights, but precisely because of that I do not become aware of the heights. I therefore need the bottommost for my renewal. If I am always on the heights, I wear them out and the best becomes atrocious to me. But because I do not want to have it, my best becomes a horror to me. Because of that I myself become a horror, a horror to myself and to others, and a bad spirit of torment. Be respectful and know that your best has become a horror, with that you save yourself and others from useless torment. A man who can no longer climb down from his heights is sick, and he brings himself and others to torment. If you have reached your depths, then you see your height light up brightly over you, worthy of desire and far-off, as if unreachable, since secretly you would prefer not to reach it since it seems unattainable to you. For you also love to praise your heights when you are low and to tell yourself that you would have only left them with pain, and that you did not live so long as you missed them. It is a good thing that you have almost become the other nature that makes you speak this way. But at bottom you know that it is not quite true. At your low point you are no longer distinct from your fellow beings. You are not ashamed and do not regret it, since insofar as you live the life of your fellow beings and descend to their lowliness you also climb into the holy stream of common life, where you are no longer an individual on a high mountain, but a fish among fish, a frog among frogs. Your heights are your own mountain, which belongs to you and you alone. There you are individual and live your very own life. If you live your own life, you do not live the common life, which is always continuing and never-ending, the life of history and the inalienable and ever-present burdens and products of the human race. There you live the endlessness of being, but not becoming. Becoming belongs to the heights and is full of torment. How can you become if you never are? Therefore you need your bottommost, since there you are. But therefore you also need your heights, since there you become. If you live the common life at your lowest reaches, then you become aware of your self. If you are on your heights, then you are your best, and you become aware only of your best, but not that which you are in the general life as a being. What one is as one who becomes, no one knows. But on the heights, imagination is as its strongest. For we imagine that we know what we are as developing beings, and even more so, the less we want to know what we are as beings. Because of that we do not love the condition of our being brought low, although or rather precisely because only there do we attain clear knowledge of ourselves. Everything is riddlesome to one who is becoming, but not to one who is. He who suffers from riddles should take thought of his lowest condition; we solve those from which we suffer, but not those which please us. To be that which you are is the bath of rebirth. In the depths, being is not an unconditional persistence but an endlessly slow growth. You think you are standing still like swamp water, but slowly you flow into the sea that covers the earth’s greatest deeps, and is so vast that firm land seems only an island imbedded in the womb of the immeasurable sea.

The Case of the Eyeless Fly The fruit fly has a mutant gene which is recessive, i.e., when paired with a normal gene, has no discernible effect (it will be remembered that genes operate in pairs, each gene in the pair being derived from one parent). But if two of these mutant genes are paired in the fertilised egg, the offspring will be an eyeless fly. If now a pure stock of eyeless flies is made to inbreed, then the whole stock will have only the 'eyeless' mutant gene, because no normal gene can enter the stock to bring light into their darkness. Nevertheless, within a few generations, flies appear in the inbred 'eyeless' stock with eyes that are perfectly normal. The traditional explanation of this remarkable phenomenon is that the other members of the gene-complex have been 'reshuffled and re-combined in such a way that they deputise for the missing normal eye-forming gene.' Now re-shuffling, as every poker player knows, is a randomising process. No biologist would be so perverse as to suggest that the new insect-eye evolved by pure chance, thus repeating within a few generations an evolutionary process which took hundreds of millions of years. Nor does the concept of natural selection provide the slightest help in this case. The re-combination of genes to deputise for the missing gene must have been co-ordinated according to some overall plan which includes the rules of genetic self-repair after certain types of damage by deleterious mutations. But such co-ordinative controls can only operate on levels higher than that of individual genes. Once more we are driven to the conclusion that the genetic code is not an architect's blueprint; that the gene-complex and its internal environment form a remarkably stable, closely knit, self-regulating micro-hierarchy; and that mutated genes in any of its holons are liable to cause corresponding reactions in others, co-ordinated by higher levels. This micro-hierarchy controls the pre-natal skills of the embryo, which enable it to reach its goal, regardless of the hazards it may encounter during development. But phylogeny is a sequence of ontogenies, and thus we are confronted with the profound question: is the mechanism of phylogeny also endowed with some kind of evolutionary instruction booklet? Is there a strategy of the evolutionary process comparable to the 'strategy of the genes'-to the 'directiveness' of ontogeny (as E.S. Russell has called it)?

I’d love to be William Wallace, leading the charge with a big sword in my hand,” sighed a friend. “But I feel like I’m the guy back there in the fourth row, with a hoe.” That’s a lie of the Enemy—that your place is really insignificant, that you aren’t really armed for it anyway. In your life you are William Wallace—who else could be? There is no other man who can replace you in your life, in the arena you’ve been called to. If you leave your place in the line, it will remain empty. No one else can be who you are meant to be. You are the hero in your story. Not a bit player, not an extra, but the main man. This is the next leg in the initiation journey, when God calls a man forward to the front lines. He wants to develop and release in us the qualities every warrior needs—including a keen awareness of the enemies we will face.

Mastery isn't about being the best tennis player or the best mom. The resonance of mastery is in the process and progress. It is about work, and learning to develop an appetite for challenge. Mastery inevitably means encountering hurdles; you won't always overcome them, but you won't let them stop you from trying. You may never become a world-class swimmer, but you will learn to swim across the lake. And the unexpected by-product of all of that hard work you put in to mastering things? Confidence. Not only did you learn to do something well, but you got a freebie. The next point is invaluable. The confidence you get from mastery is contagious. It spreads. It doesn't even really matter what you master: For a child, it can be as simple as tying a shoe. What matters is that mastering one thing gives you the confidence to try something else.

A key fact about such mental representations is that they are very “domain specific,” that is, they apply only to the skill for which they were developed. We saw this with Steve Faloon: the mental representations he had devised to remember strings of digits did nothing to improve his memory for strings of letters. Similarly, a chess player’s mental representations will give him or her no advantage over others in tests involving general visuospatial abilities, and a diver’s mental representations will be useless for basketball. This explains a crucial fact about expert performance in general: there is no such thing as developing a general skill. You don’t train your memory; you train your memory for strings of digits or for collections of words or for people’s faces. You don’t train to become an athlete; you train to become a gymnast or a sprinter or a marathoner

A door to a long-awaited game-world has opened for those who found its key. This includes Dan Harvester, a guy who lives in a run-down apartment with his cat and runs a gaming channel. He's almost through playing and testing VR games, but is this his one last chance to - really - level-up? What can it promise to him, and its first 'Beta-pioneers'? 'Fountellion' is a nature-world full of artificial life that mimics the laws of 'the Source', our own nature with its force of evolution. It promises to be more than a 'survival experience', for there are six 'Insights' scattered and every player can find their own path to them. How much will Dan be changed? There is only one way to find out: experience and tune in to his 'avalogs'. For only by completing them together with fragments from its development, can you too discover the vision and legacy of 'Fountellion'.

the Game of games had developed into a kind of universal language through which the players could express values and set these in relation to one another. Throughout its history the Game was closely allied with music, and usually proceeded according to musical or mathematical rules. One theme, two themes, or three themes were stated, elaborated, varied, and underwent a development quite similar to that of the theme in a Bach fugue or a concerto movement. A Game, for example, might start from a given astronomical configuration, or from the actual theme of a Bach fugue, or from a sentence out of Leibniz or the Upanishads, and from this theme, depending on the intentions and talents of the player, it could either further explore and elaborate the initial motif or else enrich its expressiveness by allusions to kindred concepts. Beginners learned how to establish parallels, by means of the Game’s symbols, between a piece of classical music and the formula for some law of nature. Experts and Masters of the Game freely wove the initial theme into unlimited combinations.

Human beings were never meant to participate in a worldwide social network comprised of billions of people. We were designed by evolution to be hunter-gatherers, with the mental capacity to interact and socialize with the other members of our tribe—a tribe made up of a few hundred other people at most. Interacting with thousands or even millions of other people on a daily basis was way too much for our ape-descended melons to handle. That was why social media had been gradually driving the entire population of the world insane since it emerged back around the turn of the century. I was even beginning to wonder if the invention of a worldwide social network was actually the “Great Filter” that theoretically caused all technological civilizations to go extinct, instead of nuclear weapons or climate change. Maybe every time an intelligent species grew advanced enough to invent a global computer network, they would then develop some form of social media, which would immediately fill these beings with such an intense hatred for one another that they ended up wiping themselves out within four or five decades.

These rules, the sign language and grammar of the Game, constitute a kind of highly developed secret language drawing upon several sciences and arts, but especially mathematics and music (and/or musicology), and capable of expressing and establishing interrelationships between the content and conclusions of nearly all scholarly disciplines. The Glass Bead Game is thus a mode of playing with the total contents and values of our culture; it plays with them as, say, in the great age of the arts a painter might have played with the colors on his palette. All the insights, noble thoughts, and works of art that the human race has produced in its creative eras, all that subsequent periods of scholarly study have reduced to concepts and converted into intellectual property on all this immense body of intellectual values the Glass Bead Game player plays like the organist on an organ. And this organ has attained an almost unimaginable perfection; its manuals and pedals range over the entire intellectual cosmos; its stops are almost beyond number. Theoretically this instrument is capable of reproducing in the Game the entire intellectual content of the universe.

I’d finally gained enough distance from my addiction to realize something. Human beings were never meant to participate in a worldwide social network comprised of billions of people. We were designed by evolution to be hunter-gatherers, with the mental capacity to interact and socialize with the other members of our tribe—a tribe made up of a few hundred other people at most. Interacting with thousands or even millions of other people on a daily basis was way too much for our ape-descended melons to handle. That was why social media had been gradually driving the entire population of the world insane since it emerged back around the turn of the century. I was even beginning to wonder if the invention of a worldwide social network was actually the “Great Filter” that theoretically caused all technological civilizations to go extinct, instead of nuclear weapons or climate change. Maybe every time an intelligent species grew advanced enough to invent a global computer network, they would then develop some form of social media, which would immediately fill these beings with such an intense hatred for one another that they ended up wiping themselves out within four or five decades.

During the same hours of 1993 when the chopper crews in Somalia were slowly being overpowered and gunned down, there were twenty-four young boys back in the United States who would grow up to be future players in that African struggle. They had no way to know anything yet about the unique fighting group every one of them would eventually strive with all his determination to join. They also couldn’t know, though they would one day find out in person, that this particular battle corps is so elite, the candidate must first be a Navy SEAL just to attempt to get through the training - and even then, three out of four of those superb warrior-athletes fail to qualify. The group has had numerous military names during its long rise from the murky history of the early “frogmen” swimmers, to the black operations of the Underwater Demolition Teams whose only calling card was to render their targets dead, to the latest appellation as the U.S. Naval Special Warfare Development Group - or DEVGRU, for those who prefer names ugly and short. But the group is better known to the general public as the near-mythical warriors of “SEAL Team Six.” Their complex training supports a brilliantly simple task: to be the very last thing their opponents see, if they are ever seen at all.

when Google’s AlphaZero program defeated the Stockfish 8 program. Stockfish 8 was the world’s computer chess champion for 2016. It had access to centuries of accumulated human experience in chess, as well as decades of computer experience. It was able to calculate seventy million chess positions per second. In contrast, AlphaZero performed only eighty thousand such calculations per second, and its human creators had not taught it any chess strategies—not even standard openings. Rather, AlphaZero used the latest machine-learning principles to self-learn chess by playing against itself. Nevertheless, out of a hundred games the novice AlphaZero played against Stockfish, AlphaZero won twenty-eight and tied seventy-two. It didn’t lose even once. Since AlphaZero had learned nothing from any human, many of its winning moves and strategies seemed unconventional to the human eye. They may well be considered creative, if not downright genius. Can you guess how long it took AlphaZero to learn chess from scratch, prepare for the match against Stockfish, and develop its genius instincts? Four hours. That’s not a typo. For centuries, chess was considered one of the crowning glories of human intelligence. AlphaZero went from utter ignorance to creative mastery in four hours, without the help of any human guide.18 AlphaZero is not the only imaginative software out there. Many programs now routinely outperform human chess players not just in brute calculation but even in “creativity.

But never forget what I have told you so often: our mission is to recognize contraries for what they are: first of all as contraries, but then as opposite poles of a unity. Such is the nature of the Glass Bead Game. The artistically inclined delight in the Game because it provides opportunities for improvisation and fantasy. The strict scholars and scientists despise it—and so do some musicians also—because, they say, it lacks that degree of strictness which their specialties can achieve. Well and good, you will encounter these antinomies, and in time you will discover that they are subjective, not objective—that, for example, a fancy-free artist avoids pure mathematics or logic not because he understands them and could say something about them if he wished, but because he instinctively inclines toward other things. Such instinctive and violent inclinations and disinclinations are signs by which you can recognize the pettier souls. In great souls and superior minds, these passions are not found. Each of us is merely one human being, merely an experiment, a way station. But each of us should be on the way toward perfection, should be striving to reach the center, not the periphery. Remember this: one can be a strict logician or grammarian, and at the same time full of imagination and music. One can be a musician or Glass Bead Game player and at the same time wholly devoted to rule and order. The kind of person we want to develop, the kind of person we aim to become, would at any time be able to exchange his discipline or art for any other. He would infuse the Glass Bead Game with crystalline logic, and grammar with creative imagination. That is how we ought to be.

John Doerr, the legendary venture capitalist who backed Netscape, Google, and Amazon, doesn’t remember the exact day anymore; all he remembers is that it was shortly before Steve Jobs took the stage at the Moscone Center in San Francisco on January 9, 2007, to announce that Apple had reinvented the mobile phone. Doerr will never forget, though, the moment he first laid eyes on that phone. He and Jobs, his friend and neighbor, were watching a soccer match that Jobs’s daughter was playing in at a school near their homes in Palo Alto. As play dragged on, Jobs told Doerr that he wanted to show him something. “Steve reached into the top pocket of his jeans and pulled out the first iPhone,” Doerr recalled for me, “and he said, ‘John, this device nearly broke the company. It is the hardest thing we’ve ever done.’ So I asked for the specs. Steve said that it had five radios in different bands, it had so much processing power, so much RAM [random access memory], and so many gigabits of flash memory. I had never heard of so much flash memory in such a small device. He also said it had no buttons—it would use software to do everything—and that in one device ‘we will have the world’s best media player, world’s best telephone, and world’s best way to get to the Web—all three in one.’” Doerr immediately volunteered to start a fund that would support creation of applications for this device by third-party developers, but Jobs wasn’t interested at the time. He didn’t want outsiders messing with his elegant phone. Apple would do the apps. A year later, though, he changed his mind; that fund was launched, and the mobile phone app industry exploded. The moment that Steve Jobs introduced the iPhone turns out to have been a pivotal junction in the history of technology—and the world.

Bell resisted selling Texas Instruments a license. “This business is not for you,” the firm was told. “We don’t think you can do it.”38 In the spring of 1952, Haggerty was finally able to convince Bell Labs to let Texas Instruments buy a license to manufacture transistors. He also hired away Gordon Teal, a chemical researcher who worked on one of Bell Labs’ long corridors near the semiconductor team. Teal was an expert at manipulating germanium, but by the time he joined Texas Instruments he had shifted his interest to silicon, a more plentiful element that could perform better at high temperatures. By May 1954 he was able to fabricate a silicon transistor that used the n-p-n junction architecture developed by Shockley. Speaking at a conference that month, near the end of reading a thirty-one-page paper that almost put listeners to sleep, Teal shocked the audience by declaring, “Contrary to what my colleagues have told you about the bleak prospects for silicon transistors, I happen to have a few of them here in my pocket.” He proceeded to dunk a germanium transistor connected to a record player into a beaker of hot oil, causing it to die, and then did the same with one of his silicon transistors, during which Artie Shaw’s “Summit Ridge Drive” continued to blare undiminished. “Before the session ended,” Teal later said, “the astounded audience was scrambling for copies of the talk, which we just happened to bring along.”39 Innovation happens in stages. In the case of the transistor, first there was the invention, led by Shockley, Bardeen, and Brattain. Next came the production, led by engineers such as Teal. Finally, and equally important, there were the entrepreneurs who figured out how to conjure up new markets. Teal’s plucky boss Pat Haggerty was a colorful case study of this third step in the innovation process.

Fifteen years had passed since I first learned to improvise by copying George Shearing records. From the beginning, the goal was to move beyond imitation and find my own voice, and I felt that that was finally happening. Miles had been the guiding light to my growth, encouraging all of us in the band to develop our own styles of playing, and during my five and a half years in the quintet I did start to develop my own sound. But it wasn’t until I got out on my own that I felt I could really explore it. Now that I had my own sextet, I started thinking analytically about what actually goes on within a jazz group. At every moment onstage players are making choices, and each choice affects every other member of the group. So each player has to be prepared to change directions at any given moment—just as Miles did when I played that “wrong” chord onstage a few years earlier. Everybody in a jazz ensemble has learned the basic framework of harmony and scales and how they fit. They know the basic song structure of having the rhythm section—piano, bass, and drums—playing together while the horns carry the melody. But apart from those basics, jazz is incredibly broad. There are really uncountable ways of playing it. For the pianist alone there are so many choices to make: what pitch, how many notes, whether to play a chord or a line. I have ten fingers, and they’re in motion almost all the time, so all of those decisions must happen in an instant. I’m reacting to what the rest of the band is playing, but if I’m only reacting, then I’m not really making a choice; I’m just getting hit and being pushed along. Acting is making a choice, so all the players must be ready to act as well as react. The players have to be talented enough, and confident enough, to do both. I had watched Miles surround himself with amazing musicians and then give them the freedom to act.

n 1985, Bob Munro volunteered his time to go and serve in the poorest slums of Africa on behalf of the United Nations. He loved football. One day, he was passing through the Mathare slums in Nairobi, Kenya, which happens to be one of the poorest areas in the world, and where more than a quarter million people live in abject poverty and filth. He saw some children playing football, bare feet, in total grime— they weren’t actually playing football, but kicking each other. As he saw one of the children kick the other, he immediately shouted, ‘Foul’, and the game stopped. He got out of his car and being the white man, obviously stood out. As an ardent lover of football, he said, ‘This is not the way to play football.’ He took the ball and told the boys, ‘Tomorrow I will bring another ball and teach you how to play football.’ The next day, 600 children were there to play football. He made a rule that only those children who clean up the place be allowed to play. He started a volunteers’ group for self-help and said, ‘Those who want to play football as part of my team must clean up.’ The children got involved and started cleaning the slums, and out of love for football, slowly the entire area was cleaned. As time went by, he developed teams to play. He developed referees from within. Guess what was the result in four years? The Kenyan football eleven national team emerged from the same Mathare slums. Bob Munro has created thousands of football teams from there, but the rules are very unique. The rules are very clear that every player in those football teams must contribute 60 hours to social work and community service per month. Only then can they play football. They get additional points not for winning a game, but for completing a community service project such as cleaning, counselling and helping others. He has created 8,000 volunteers out of this system of community service through the love of football.

The successful individual sales producer wins by being as selfish as possible with her time. The more often the salesperson stays away from team members and distractions, puts her phone on Do Not Disturb (DND), closes her door, or chooses to work for a few hours from the local Panera Bread café, the more productive she’ll likely be. In general, top producers in sales tend to exhibit a characteristic I’ve come to describe as being selfishly productive. The seller who best blocks out the rest of the world, who maintains obsessive control of her calendar, who masters focusing solely on her own highest-value revenue-producing activities, who isn’t known for being a “team player,” and who is not interested in playing good corporate citizen or helping everyone around her, is typically a highly effective seller who ends up on top of the sales rankings. Contrary to popular opinion, being selfish is not bad at all. In fact, for an individual contributor salesperson, it is a highly desirable trait and a survival skill, particularly in today’s crazed corporate environment where everyone is looking to put meetings on your calendar and take you away from your primary responsibilities! Now let’s switch gears and look at the sales manager’s role and responsibilities. How well would it work to have a sales manager who kept her office phone on DND and declined almost every incoming call to her mobile phone? Do we want a sales manager who closes her office door, is concerned only about herself, and is for the most part inaccessible? No, of course not. The successful sales manager doesn’t win on her own; she wins through her people by helping them succeed. Think about other key sales management responsibilities: Leading team meetings. Developing talent. Encouraging hearts. Removing obstacles. Coaching others. Challenging data, false assumptions, wrong attitudes, and complacency. Pushing for more. Putting the needs of your team members ahead of your own. Hmmm. Just reading that list again reminds me why it is often so difficult to transition from being a top producer in sales into a sales management role. Aside from the word sales, there is truly almost nothing similar about the positions. And that doesn’t even begin to touch on corporate responsibilities like participating on the executive committee, dealing with human resources compliance issues, expense management, recruiting, and all the other burdens placed on the sales manager. Again,

The day-to-day horror of writing gave me a notion of tournament time. Writing novels is tedious. When will this book be finished, when will it reveal its bright and shining true self? it takes freakin’ years. At the poker table, you’re only playing a fraction of the hands, waiting for your shot. If you keep your wits, can keep from flying apart while those around you are self-destructing, devouring each other, you’re halfway there. … Let them flame out while you develop a new relationship with time, and they drift away from the table. 86-7 Coach Helen’s mantra: It’s OK to be scared, but don’t play scared. 90 [During a young adult trip to Los Vegas] I was contemplating the nickel in my hand. Before we pushed open the glass doors, what the heck, I dropped it into a one-armed bandit and won two dollars. In a dank utility room deep in the subbasements of my personality, a little man wiped his hands on his overalls and pulled the switch: More. Remembering it now, I hear a sizzling sound, like meat being thrown into a hot skillet. I didn't do risk, generally. So I thought. But I see now I'd been testing the House Rules the last few years. I'd always been a goody-goody. Study hard, obey your parents, hut-hut-hut through the training exercises of Decent Society. Then in college, now that no one was around, I started to push the boundaries, a little more each semester. I was an empty seat in lecture halls, slept late in a depressive funk, handed in term papers later and later to see how much I could get away with before the House swatted me down. Push it some more. We go to casinos to tell the everyday world that we will not submit. There are rules and codes and institutions, yes, but for a few hours in this temple of pure chaos, of random cards and inscrutable dice, we are in control of our fates. My little gambles were a way of pretending that no one was the boss of me. … The nickels poured into the basin, sweet music. If it worked once, it will work again. We hit the street. 106-8 [Matt Matros, 3x bracelet winner; wrote The Making of a Poker Player]: “One way or another you’re going to have a read, and you’re going to do something that you didn’t expect you were going to do before, right or wrong. Obviously it’s better if you’re right, but even if you’re wrong, it can be really satisfying to just have a read, a feeling, and go with it. Your gut.” I could play it safe, or I could really play. 180 Early on, you wanted to stay cool and keep out of expensive confrontations, but you also needed to feed the stack. The stack is hungry. 187 The awful knowledge that you did what you set out to do, and you would never, ever top it. It was gone the instant you put your hands on it. It was gambling. 224

You’re probably wondering what happened before you got here. An awful lot of stuff, actually. Once we evolved into humans, things got pretty interesting. We figured out how to grow food and domesticate animals so we didn’t have to spend all of our time hunting. Our tribes got much bigger, and we spread across the entire planet like an unstoppable virus. Then, after fighting a bunch of wars with each other over land, resources, and our made-up gods, we eventually got all of our tribes organized into a ‘global civilization.’ But, honestly, it wasn’t all that organized, or civilized, and we continued to fight a lot of wars with each other. But we also figured out how to do science, which helped us develop technology. For a bunch of hairless apes, we’ve actually managed to invent some pretty incredible things. Computers. Medicine. Lasers. Microwave ovens. Artificial hearts. Atomic bombs. We even sent a few guys to the moon and brought them back. We also created a global communications network that lets us all talk to each other, all around the world, all the time. Pretty impressive, right? “But that’s where the bad news comes in. Our global civilization came at a huge cost. We needed a whole bunch of energy to build it, and we got that energy by burning fossil fuels, which came from dead plants and animals buried deep in the ground. We used up most of this fuel before you got here, and now it’s pretty much all gone. This means that we no longer have enough energy to keep our civilization running like it was before. So we’ve had to cut back. Big-time. We call this the Global Energy Crisis, and it’s been going on for a while now. “Also, it turns out that burning all of those fossil fuels had some nasty side effects, like raising the temperature of our planet and screwing up the environment. So now the polar ice caps are melting, sea levels are rising, and the weather is all messed up. Plants and animals are dying off in record numbers, and lots of people are starving and homeless. And we’re still fighting wars with each other, mostly over the few resources we have left. “Basically, kid, what this all means is that life is a lot tougher than it used to be, in the Good Old Days, back before you were born. Things used to be awesome, but now they’re kinda terrifying. To be honest, the future doesn’t look too bright. You were born at a pretty crappy time in history. And it looks like things are only gonna get worse from here on out. Human civilization is in ‘decline.’ Some people even say it’s ‘collapsing.’ “You’re probably wondering what’s going to happen to you. That’s easy. The same thing is going to happen to you that has happened to every other human being who has ever lived. You’re going to die. We all die. That’s just how it is.

me to be honest about his failings as well as his strengths. She is one of the smartest and most grounded people I have ever met. “There are parts of his life and personality that are extremely messy, and that’s the truth,” she told me early on. “You shouldn’t whitewash it. He’s good at spin, but he also has a remarkable story, and I’d like to see that it’s all told truthfully.” I leave it to the reader to assess whether I have succeeded in this mission. I’m sure there are players in this drama who will remember some of the events differently or think that I sometimes got trapped in Jobs’s distortion field. As happened when I wrote a book about Henry Kissinger, which in some ways was good preparation for this project, I found that people had such strong positive and negative emotions about Jobs that the Rashomon effect was often evident. But I’ve done the best I can to balance conflicting accounts fairly and be transparent about the sources I used. This is a book about the roller-coaster life and searingly intense personality of a creative entrepreneur whose passion for perfection and ferocious drive revolutionized six industries: personal computers, animated movies, music, phones, tablet computing, and digital publishing. You might even add a seventh, retail stores, which Jobs did not quite revolutionize but did reimagine. In addition, he opened the way for a new market for digital content based on apps rather than just websites. Along the way he produced not only transforming products but also, on his second try, a lasting company, endowed with his DNA, that is filled with creative designers and daredevil engineers who could carry forward his vision. In August 2011, right before he stepped down as CEO, the enterprise he started in his parents’ garage became the world’s most valuable company. This is also, I hope, a book about innovation. At a time when the United States is seeking ways to sustain its innovative edge, and when societies around the world are trying to build creative digital-age economies, Jobs stands as the ultimate icon of inventiveness, imagination, and sustained innovation. He knew that the best way to create value in the twenty-first century was to connect creativity with technology, so he built a company where leaps of the imagination were combined with remarkable feats of engineering. He and his colleagues at Apple were able to think differently: They developed not merely modest product advances based on focus groups, but whole new devices and services that consumers did not yet know they needed. He was not a model boss or human being, tidily packaged for emulation. Driven by demons, he could drive those around him to fury and despair. But his personality and passions and products were all interrelated, just as Apple’s hardware and software tended to be, as if part of an integrated system. His tale is thus both instructive and cautionary, filled with lessons about innovation, character, leadership, and values.

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As you can see from the above, virtually all the conditions on which the GFC was built were endogenous to the financial system and the credit cycle. The developments that constituted the foundation for the Crisis weren’t caused by a general economic boom or a widespread surge in corporate profits. The key events didn’t take place in the general business environment or the greater world beyond that. Rather, the GFC was a largely financial phenomenon that resulted entirely from the behavior of financial players. The main forces that created this cycle were the easy availability of capital; a lack of experience and prudence sufficient to temper the unbridled enthusiasm that pervaded the process; imaginative financial engineering; the separation of lending decisions from loan retention; and irresponsibility and downright greed.

Golf is a “sport” that became popular in Scotland in the fifteenth century. Players stalk about a predetermined course, driving small balls into holes in the ground with specially shaped sticks known as clubs. Devotees, of which there are many, claim it is one of the “purest” sports, as it develops nothing in the player that could be useful in the mundane world.

How does a cranky, demanding coach create the most cohesive team in all of sports? One common answer is that the Spurs are smart about drafting and developing unselfish, hardworking, team-oriented individuals. This is a tempting explanation, because the Spurs clearly make a concerted effort to select high-character individuals. (Their scouting template includes a check box labeled “Not a Spur.” A check in this box means the player will not be pursued, no matter how talented he is.)

One of the more amusing ideas was an “Australia server” for all the abusive and law-breaking players: Instead of canceling their account and losing customers, we would sentence offensive players to an exile server unsupported by the GM staff.

I think about a story told by a Serbian player I very much admired. He must have lived in a village that was like mine but even poorer, far from everything, lost in the Yugoslavian countryside. When he was small, his uncle had given him a fabulous, shiny-white new ball. In order not to spoil it, he and his brother decided never to let it bounce on the ground and play only with their heads. There was only one ball, and they had to make it last. During one match, a coach from Red Star Belgrade spotted him. He was recruited thanks to the skills he had developed playing with his head in this way. What sort of player would he have been if he’d had access to twenty balls? Not spoiling the ball he was given, playing all the time, developing his own qualities through perseverance and training: I liked everything about this story. The white ball was sacred to me, too, and it remains so to this day. That was the kind of football I came from.

China might be a quite convincing story, through the works of a genius observer, Joseph Needham, who debunked quite a few Western beliefs and figured out the powers of Chinese science. As China became a top-down mandarinate (that is, a state managed by Soviet-Harvard centralized scribes, as Egypt had been before), the players somehow lost the zest for bricolage, the hunger for trial and error. Needham’s biographer Simon Winchester cites the sinologist Mark Elvin’s description of the problem, as the Chinese did not have, or, rather, no longer had, what he called the “European mania for tinkering and improving.” They had all the means to develop a spinning machine, but “nobody tried”—another example of knowledge hampering optionality. They probably needed someone like Steve Jobs—blessed with an absence of college education and the right aggressiveness of temperament—to take the elements to their natural conclusion.

Hydrogen could end up a 10 percent or more player in the energy mix in the future. Indeed, some see hydrogen today as where renewables were two or three decades ago in terms of development. It is striking, too, that hydrogen does not seem to involve geopolitical issues. It is either a tool for countries to meet ambitious decarbonization goals or an opportunity for export, becoming a globally-traded commodity.

If such a destination has indeed been chosen for us, it is obvious that ecology's rational deities will be powerless against the throwing of technology and energy into the struggle for an unpredictable goal, in a sort of Great Game whose rules are unknown to us. Even now we have no protection against the perverse effects of security, control and crime-prevention measures. We already know to what dangerous extremities we are led by prophylaxis in every sphere: social, medical, economic or political. In the name of the highest possible degree of security, an endemic terror may well be instituted that is in every way as dangerous as the epidemic threat of catastrophe. One thing is certain: in view of the complexity of the initial conditions and the potential reversibility of all the effects, we should entertain no illusions about the effectiveness of any kind of rational intervention. In the face of a process which so far surpasses the individual or collective will of the players, we have no choice but to accept that any distinction between good and evil (and by extension here any possibility of assessing the 'right level' of technological development) can have the slightest validity only within the tiny marginal sphere contributed by our rational model. Inside these bounds, ethical reflection and practical determinations are feasible; beyond them, at the level of the overall process which we have ourselves set in motion, but which from now on marches on independently of us with the ineluctability of a natural catastrophe, there reigns - for better or worse - the inseparability of good and evil, and hence the impossibility of mobilizing the one without the other. This is, properly speaking, the theorem of the accursed share. There is no point whatsoever in wondering whether things ought to be thus: they simply are thus, and to fail to acknowledge it is to fall utterly prey to illusion. None of this invalidates whatever may be possible in the ethical, ecological or economic sphere of our life - but it does totally relativize the impact of such efforts upon the symbolic level, which is the level of destiny.

Pandolfini stresses to his students that his goal is not to make them great chess players but great thinkers: My goal is to help them develop what I consider to be two of the most important forms of intelligence: the ability to read other people, and the ability to understand oneself. Those are the two kinds of intelligence you need to succeed at chess—and in life.4

Game theory explains how in multi-player systems, views and behaviour patterns that harm all players nevertheless manage to take root and spread. Arms races are a famous example. Many arms races bankrupt all those who take part in them, without really changing the military balance of power. When Pakistan buys advanced aeroplanes, India responds in kind. When India develops nuclear bombs, Pakistan follows suit. When Pakistan enlarges its navy, India counters. At the end of the process, the balance of power may remain much as it was, but meanwhile billions of dollars that could have been invested in education or health are spent on weapons.

Both officers were extremely experienced in combat, both superb tacticians, and most importantly, I felt, both were consummate team players. With all the tension that would invariably develop as a result of this high-profile mission, I needed someone who could calmly build the joint operational team and not get overpressurized when the stakes got high.

Artificial Intelligence plays a pivotal role in each of these disruptions, and each of these battlegrounds has multiple players with competing interests and high stakes: Battle for economic development and jobs Battle for power in the new world order Battle for psychological control of desires and agency Battle for the metaphysics of the self and its ethics Battle for India’s future

Traditional, corrective feedback has its place, of course; every organization must filter out failing employees and ensure that everyone performs at an expected level of competence. But too much emphasis on problem areas prevents companies from reaping the best from their people. After all, it’s a rare baseball player who is equally good at every position. Why should a natural third baseman labor to develop his skills as a right fielder?

Digital natives—the startups that know how to build software—start to win market share. In response, one of the incumbents, intent on fending off the upstart, reverses the IT-outsourcing trend and starts assembling their in-house software teams to compete. One by one, every player in the industry (the ones that intend to survive, at least) becomes a builder. It’s unavoidable. It’s mandatory. That’s why I call this a Darwinian evolution of every industry. It’s no longer a question of Build vs. Buy. Rather, it’s the existential question of Build vs. Die. It’s natural selection driven by customers, who pick the companies that serve them better in this digital era.

With a quiet post-Olympics year ahead, U.S. Soccer secretary general Dan Flynn informed the players that the national team would “go dark” for 2005 and play between four and six games total that year. Rather than schedule the usual slate of games, the federation would instead focus on scouting new players. “If there are no games, where will the women play?” Langel asked. “The W-League,” replied Flynn. “Are you kidding me?” Langel said. The W-League wasn’t a professional league. It was a development league that included amateur, unpaid players. There was no comparison between playing international opponents with the national team and competing in the W-League. “We told them we don’t necessarily need a residency camp, but we don’t have anywhere to play at all,” says Cat Whitehill, who graduated from the University of North Carolina with a degree in communications. “They wanted nothing to do with us.” U.S. Soccer argued the next World Cup wasn’t for another three years and there were no major events the team needed to prepare for. It would be similar to the team’s schedule in 2001, when U.S. Soccer hosted just two home games for the national team. But for the players who had now made soccer their living and didn’t have the WUSA anymore, that was unacceptable. It’s not as if U.S. Soccer was simply scaling back friendlies. The federation said it had no plans to send the team to the annual Algarve Cup in Portugal, which the team always competed in. A team wouldn’t be sent to the Four Nations Tournament in China either, despite the competition being a usual fixture on the team’s calendar.

With a quiet post-Olympics year ahead, U.S. Soccer secretary general Dan Flynn informed the players that the national team would “go dark” for 2005 and play between four and six games total that year. Rather than schedule the usual slate of games, the federation would instead focus on scouting new players. “If there are no games, where will the women play?” Langel asked. “The W-League,” replied Flynn. “Are you kidding me?” Langel said. The W-League wasn’t a professional league. It was a development league that included amateur, unpaid players. There was no comparison between playing international opponents with the national team and competing in the W-League. “We told them we don’t necessarily need a residency camp, but we don’t have anywhere to play at all,” says Cat Whitehill, who graduated from the University of North Carolina with a degree in communications. “They wanted nothing to do with us.” U.S. Soccer argued the next World Cup wasn’t for another three years and there were no major events the team needed to prepare for. It would be similar to the team’s schedule in 2001, when U.S. Soccer hosted just two home games for the national team. But for the players who had now made soccer their living and didn’t have the WUSA anymore, that was unacceptable. It’s not as if U.S. Soccer was simply scaling back friendlies. The federation said it had no plans to send the team to the annual Algarve Cup in Portugal, which the team always competed in. A team wouldn’t be sent to the Four Nations Tournament in China either, despite the competition being a usual fixture on the team’s calendar. The players demanded to know how U.S. Soccer could justify skipping the tournaments. Flynn replied that it was “the technical director’s recommendation” to play a lighter schedule. The technical director? April Heinrichs. The players wanted to figure out if Heinrichs really believed the team should play so few games in 2005, so Julie Foudy reached out to her. “Is that true? Did you tell U.S. Soccer we should only play five games?” Foudy asked. “I never said anything like that,” Heinrichs told her. “I told them you should play 20 games.” If Heinrichs hadn’t recommended such a sparse schedule and, in fact, recommended around 20 games, it seemed that U.S. Soccer was making a decision that went against what was best for the players. The players saw a clear double standard—the men’s team hadn’t played so few games since 1987, almost two decades earlier. They concluded U.S. Soccer’s real reason was the same one behind most disputes between the players and the federation: money. The federation, it appeared, did not want to spend the money for training camps, player stipends, and travel for overseas competitions, even as it was sitting on a $30 million surplus at the time. “In 2005, they had no plans for us and wanted us to go quiet so they didn’t have to pay us the entire year,” says defender Kate Markgraf.

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They may even have the potential to change the basis of competition in the home space by developing new and different ways of getting compensated—by creating entirely new and potentially radically different business models. For example, a cloud player offering comfort and security as a service may choose to bundle that service with other cloud services—or even subsidize one service with the proceeds from the other. They may also choose to bring other revenue sources like data collection or advertising into the mix in an effort to offer customers a better price point. All of this would put more traditional players at an extreme disadvantage.

In leadership, there are no words more important than trust. In any organization, trust must be developed among every member of the team if success is going to be achieved.” Mike Krzyzewski College Basketball Head Coach

Consciously harming others and giving himself the moral permission to do so tested Blazer’s interior monologue; he wasn’t a sociopath, and his mother hadn’t raised a liar and a cheat, but he’d developed a toxic unwillingness to admit failure. The blend of arrogance and ease of deception, coupled with Blazer’s knowledge of his players’ lack of financial sophistication, proved too much to resist.

What Is Metaverse’s Mission? Metaverse’s blockchain-based virtual reality platform seeks to revolutionize the gaming industry by allowing players the ability to create and develop their projects, guilds, and games. The platform utilizes blockchain technology to connect gamers and create new virtual realities. It also allows gamers to participate in these games with other players globally.

When a coach ad libs, it is easy to focus on the immediate rather than the most important

But by the time he got there, he’d learned the importance of character. “I used to scoff at it, when I first took the job in Boston,” Epstein said, referring to a focus on character. “I just felt like, You know how we’re going to win? By getting guys who get on base more than the other team, and by getting pitchers who miss bats and get ground balls. Talent wins. But . . . it’s like every year I did the job, I just developed a greater appreciation for how much the human element matters and how much more you can achieve as a team when you have players who care about winning, care about each other, develop those relationships, have those conversations. It creates an environment where the sum is greater than the parts.”20

One (problem-solving) is generally slow and the other (decision-making) is often fast. Decision-making is the cognitive process players use more frequently during a match, but problem-solving is important in developing associations that ultimately support faster thinking during the game. Speed might seem like a relatively trivial point on which to focus, but of course it isn’t trivial to an athlete. When we talk about “instincts” and “game sense” in an athlete, we are usually talking about decisions that are made faster than we can consciously think, a skill that requires its own processes.