Positive Input Quotes

I’m a modern man, a man for the millennium. Digital and smoke free. A diversified multi-cultural, post-modern deconstruction that is anatomically and ecologically incorrect. I’ve been up linked and downloaded, I’ve been inputted and outsourced, I know the upside of downsizing, I know the downside of upgrading. I’m a high-tech low-life. A cutting edge, state-of-the-art bi-coastal multi-tasker and I can give you a gigabyte in a nanosecond! I’m new wave, but I’m old school and my inner child is outward bound. I’m a hot-wired, heat seeking, warm-hearted cool customer, voice activated and bio-degradable. I interface with my database, my database is in cyberspace, so I’m interactive, I’m hyperactive and from time to time I’m radioactive. Behind the eight ball, ahead of the curve, ridin the wave, dodgin the bullet and pushin the envelope. I’m on-point, on-task, on-message and off drugs. I’ve got no need for coke and speed. I've got no urge to binge and purge. I’m in-the-moment, on-the-edge, over-the-top and under-the-radar. A high-concept, low-profile, medium-range ballistic missionary. A street-wise smart bomb. A top-gun bottom feeder. I wear power ties, I tell power lies, I take power naps and run victory laps. I’m a totally ongoing big-foot, slam-dunk, rainmaker with a pro-active outreach. A raging workaholic. A working rageaholic. Out of rehab and in denial! I’ve got a personal trainer, a personal shopper, a personal assistant and a personal agenda. You can’t shut me up. You can’t dumb me down because I’m tireless and I’m wireless, I’m an alpha male on beta-blockers. I’m a non-believer and an over-achiever, laid-back but fashion-forward. Up-front, down-home, low-rent, high-maintenance. Super-sized, long-lasting, high-definition, fast-acting, oven-ready and built-to-last! I’m a hands-on, foot-loose, knee-jerk head case pretty maturely post-traumatic and I’ve got a love-child that sends me hate mail. But, I’m feeling, I’m caring, I’m healing, I’m sharing-- a supportive, bonding, nurturing primary care-giver. My output is down, but my income is up. I took a short position on the long bond and my revenue stream has its own cash-flow. I read junk mail, I eat junk food, I buy junk bonds and I watch trash sports! I’m gender specific, capital intensive, user-friendly and lactose intolerant. I like rough sex. I like tough love. I use the “F” word in my emails and the software on my hard-drive is hardcore--no soft porn. I bought a microwave at a mini-mall; I bought a mini-van at a mega-store. I eat fast-food in the slow lane. I’m toll-free, bite-sized, ready-to-wear and I come in all sizes. A fully-equipped, factory-authorized, hospital-tested, clinically-proven, scientifically- formulated medical miracle. I’ve been pre-wash, pre-cooked, pre-heated, pre-screened, pre-approved, pre-packaged, post-dated, freeze-dried, double-wrapped, vacuum-packed and, I have an unlimited broadband capacity. I’m a rude dude, but I’m the real deal. Lean and mean! Cocked, locked and ready-to-rock. Rough, tough and hard to bluff. I take it slow, I go with the flow, I ride with the tide. I’ve got glide in my stride. Drivin and movin, sailin and spinin, jiving and groovin, wailin and winnin. I don’t snooze, so I don’t lose. I keep the pedal to the metal and the rubber on the road. I party hearty and lunch time is crunch time. I’m hangin in, there ain’t no doubt and I’m hangin tough, over and out!

The lack of transparency regarding training data sources and the methods used can be problematic. For example, algorithmic filtering of training data can skew representations in subtle ways. Attempts to remove overt toxicity by keyword filtering can disproportionately exclude positive portrayals of marginalized groups. Responsible data curation requires first acknowledging and then addressing these complex tradeoffs through input from impacted communities.

re: the US agriculture industry: " This puts us in the odd position of consuming fossil fuels --geologically one of the rarest and most useful resources ever discovered-- to provide a substitute for dirt --the cheapest and most widely available agricultural input imaginable.

you break a negative feedback loop by giving it a positive input instead, it will spin into a positive feedback loop. That creates a kind of snowball effect, which takes on a life of its own. Make a small, incremental change today, and it will gather momentum the next day, and the day after that, and the day after that… until you’re surprised at what you’ve accomplished.

When we meet someone, we form a first impression (“He seems like a really nice guy”), frequently with no apparent information on which to base it. This is because attributes of the person evoke in us something we’ve previously categorized as familiar and positive. The opposite can happen (“This guy is a complete jerk”) if some attribute taps into a previous negative experience. Our brain catalogs vast amounts of input from our family, community, and culture, along with what is presented to us in the media. As it makes sense of what it’s stored, it begins to form a worldview. If we later meet someone with characteristics unlike what we’ve cataloged, our default response is to be wary, defensive. In turn, if our brains are filled with associations based upon media-driven biases about ideal body type, or racial or cultural stereotypes, for example, we will exhibit implicit biases (and maybe overt bias).

Propose not oppose. Input not dispute. Your leadership vocabulary on makes a difference.

What Positive Input Does Promotes overall balance, or homeostasis. Moves easily through the system, without obstruction or blockages. Generates new neural pathways. Promotes the production of new brain cells. Improves gene expression. Allows every cell to function normally, without anomalies or aberrant behavior. Supports the immune system, increasing resistance to disease. Counteracts the effects over time of entropy and aging. Increases a sense of wellbeing: The person feels healthy, vibrant, and alive.

Regenerative agriculture therefore implies more than just sustaining something but rather an active rebuilding or regeneration of existing systems towards full health. It also implies an open-ended process of ongoing improvement and positive transformation. This can encompass the rebuilding or regeneration of soil itself, and of biodiversity more widely; the reduction of toxins and pollutants; the recharging of aquifers; the production of healthier food, clean water and air; the replacement of external inputs; and the enhancement of social capital and ecological knowledge.

how you can be a better spouse, and regardless of the other’s attitude, act on what he or she tells you. Continue to both seek more input and comply with those wishes with all your heart and will. Assure your spouse that your motives are pure. 2. When you receive positive feedback, you know there is progress. Each month make one nonthreatening but specific request that is easy for your spouse.

If a woman is flourishing in her home and glorifying God while rejoicing in her domestic duties, and doing them well, but still finding extra hours in her day, she is in a position to look for more to do. She has something to export. This might be volunteer work for the community or church, it may be part-time employment, or it might be learning new skills at home. The possibilities are endless when we really think about it. A new wife may be able to ease gradually into assuming more responsibilities outside the home as she becomes more and more proficient at the job God has given her, but it is unwise to do this too quickly. Sometimes a woman can kid herself into thinking she has extra time, when in fact she is actually just barely getting by with the minimum in her basic domestic duties. For example, if she simply rotates three dinners over and over because that’s all she knows how to make, her problem is not that she has too much time on her hands. She needs help and input and encouragement, not outside activities to give her more to do. She has to determine to become skilled at the tasks God has assigned for her.

For example, the value of fertilizer for a farmer is likely to be higher if other inputs (seeds, irrigation, farming practices, etc.) are available. The value of a blackboard in a school will depend on the availability of other school inputs (such as chalk, teachers, classrooms, etc.). In economics terms, the situations described above exhibit positive cross-partial derivatives.[80] In fact, when Richard teaches this maxim to his students, he refers to it as “capitalize on positive cross partial derivatives,” a much more technical formulation intended to be playful and memorable.

Nearly two decades later, on his final day in office, President Clinton had issued Rich a highly unusual pardon. It was unusual because the pardon was given to a fugitive, which was, to my knowledge, unprecedented. It was also unusual, and suspicious, because it had not gone through the normal review process at the Department of Justice. The pardon had only been seen by then–Deputy Attorney General Eric Holder, who, without seeking input from the prosecutors or agents who knew the case, cryptically told the White House he was “neutral, leaning positive.” The New York Times editorial board called the pardon “a shocking abuse of federal power.

We know from studies of priming that unnoticed stimuli in our environment have a substantial influence on our thoughts and actions. These influences fluctuate from moment to moment. The brief pleasure of a cool breeze on a hot day may make you slightly more positive and optimistic about whatever you are evaluating at the time. The prospects of a convict being granted parole may change significantly during the time that elapses between successive food breaks in the parole judges' schedule. Because you have little direct knowledge of what goes on in your mind, you will never know that you might have made a different judgement or reached a different decision under very slightly different circumstance. Formulas do not suffer from such problems. Given the same input, they always return the same answer. When predictability is poor -- which it is in most of the studies reviewed by Meehl and his followers -- inconsistency is destructive of any predictive validity.

I can hardly believe that our nation’s policy is to seek peace by going to war. It seems that President Donald J. Trump has done everything in his power to divert our attention away from the fact that the FBI is investigating his association with Russia during his campaign for office. For several weeks now he has been sabre rattling and taking an extremely controversial stance, first with Syria and Afghanistan and now with North Korea. The rhetoric has been the same, accusing others for our failed policy and threatening to take autonomous military action to attain peace in our time. This gunboat diplomacy is wrong. There is no doubt that Secretaries Kelly, Mattis, and other retired military personnel in the Trump Administration are personally tough. However, most people who have served in the military are not eager to send our young men and women to fight, if it is not necessary. Despite what may have been said to the contrary, our military leaders, active or retired, are most often the ones most respectful of international law. Although the military is the tip of the spear for our country, and the forces of civilization, it should not be the first tool to be used. Bloodshed should only be considered as a last resort and definitely never used as the first option. As the leader of the free world, we should stand our ground but be prepared to seek peace through restraint. This is not the time to exercise false pride! Unfortunately the Trump administration informed four top State Department management officials that their services were no longer needed as part of an effort to "clean house." Patrick Kennedy, served for nine years as the “Undersecretary for Management,” “Assistant Secretaries for Administration and Consular Affairs” Joyce Anne Barr and Michele Bond, as well as “Ambassador” Gentry Smith, director of the Office for Foreign Missions. Most of the United States Ambassadors to foreign countries have also been dismissed, including the ones to South Korea and Japan. This leaves the United States without the means of exercising diplomacy rapidly, when needed. These positions are political appointments, and require the President’s nomination and the Senate’s confirmation. This has not happened! Moreover, diplomatically our country is severely handicapped at a time when tensions are as hot as any time since the Cold War. Without following expert advice or consent and the necessary input from the Unites States Congress, the decisions are all being made by a man who claims to know more than the generals do, yet he has only the military experience of a cadet at “New York Military Academy.” A private school he attended as a high school student, from 1959 to 1964. At that time, he received educational and medical deferments from the Vietnam War draft. Trump said that the school provided him with “more training than a lot of the guys that go into the military.” His counterpart the unhinged Kim Jong-un has played with what he considers his country’s military toys, since April 11th of 2012. To think that these are the two world leaders, protecting the planet from a nuclear holocaust….

The myriad activities that go into creating, producing, selling, and delivering a product or service are the basic units of competitive advantage. Operational effectiveness means performing these activities better—that is, faster, or with fewer inputs and defects—than rivals. Companies can reap enormous advantages from operational effectiveness, as Japanese firms demonstrated in the 1970s and 1980s with such practices as total quality management and continuous improvement. But from a competitive standpoint, the problem with operational effectiveness is that best practices are easily emulated. As all competitors in an industry adopt them, the productivity frontier—the maximum value a company can deliver at a given cost, given the best available technology, skills, and management techniques—shifts outward, lowering costs and improving value at the same time. Such competition produces absolute improvement in operational effectiveness, but relative improvement for no one. And the more benchmarking that companies do, the more competitive convergence you have—that is, the more indistinguishable companies are from one another. Strategic positioning attempts to achieve sustainable competitive advantage by preserving what is distinctive about a company. It means performing different activities from rivals, or performing similar activities in different ways.

Rule 1, by dictating how a quantum system changes in time, plays the same essential role in the theory that Newton’s laws of motion played in pre-quantum physics. Like Newton’s laws, Rule 1 is deterministic. It takes an input state and evolves it to a definite output state at a later time. This means it takes input states which are constructed as superpositions to output states which are similarly constructed from superpositions. Probability plays no role. But measurements, as described by Rule 2, do not evolve superpositions to other superpositions. When you measure some quantity, like pet preference or position, you get a definite value. And afterward the state is the one corresponding to that definite value. So even if the input state is a superposition of states with definite values of some observable quantity, the output state is not, as it corresponds to just one value. Rule 2 does not tell you what the definite value is; it only predicts probabilities for the different possible outcomes to occur. But these probabilities are not spurious; they are part of what quantum mechanics predicts. Rule 2 is essential, because that is how probabilities enter quantum mechanics. And probabilities are essential in many cases; they are what experimentalists measure. However, quantum mechanics requires that Rule 1 and Rule 2 never be applied to the same process, because the two rules contradict each other. This means we must always distinguish measurements from other processes in nature.

This brings me to an objection to integrated information theory by the quantum physicist Scott Aaronson. His argument has given rise to an instructive online debate that accentuates the counterintuitive nature of some IIT's predictions. Aaronson estimates phi.max for networks called expander graphs, characterized by being both sparsely yet widely connected. Their integrated information will grow indefinitely as the number of elements in these reticulated lattices increases. This is true even of a regular grid of XOR logic gates. IIT predicts that such a structure will have high phi.max. This implies that two-dimensional arrays of logic gates, easy enough to build using silicon circuit technology, have intrinsic causal powers and will feel like something. This is baffling and defies commonsense intuition. Aaronson therefor concludes that any theory with such a bizarre conclusion must be wrong. Tononi counters with a three-pronged argument that doubles down and strengthens the theory's claim. Consider a blank featureless wall. From the extrinsic perspective, it is easily described as empty. Yet the intrinsic point of view of an observer perceiving the wall seethes with an immense number of relations. It has many, many locations and neighbourhood regions surrounding these. These are positioned relative to other points and regions - to the left or right, above or below. Some regions are nearby, while others are far away. There are triangular interactions, and so on. All such relations are immediately present: they do not have to be inferred. Collectively, they constitute an opulent experience, whether it is seen space, heard space, or felt space. All share s similar phenomenology. The extrinsic poverty of empty space hides vast intrinsic wealth. This abundance must be supported by a physical mechanism that determines this phenomenology through its intrinsic causal powers. Enter the grid, such a network of million integrate-or-fire or logic units arrayed on a 1,000 by 1,000 lattice, somewhat comparable to the output of an eye. Each grid elements specifies which of its neighbours were likely ON in the immediate past and which ones will be ON in the immediate future. Collectively, that's one million first-order distinctions. But this is just the beginning, as any two nearby elements sharing inputs and outputs can specify a second-order distinction if their joint cause-effect repertoire cannot be reduced to that of the individual elements. In essence, such a second-order distinction links the probability of past and future states of the element's neighbours. By contrast, no second-order distinction is specified by elements without shared inputs and outputs, since their joint cause-effect repertoire is reducible to that of the individual elements. Potentially, there are a million times a million second-order distinctions. Similarly, subsets of three elements, as long as they share input and output, will specify third-order distinctions linking more of their neighbours together. And on and on. This quickly balloons to staggering numbers of irreducibly higher-order distinctions. The maximally irreducible cause-effect structure associated with such a grid is not so much representing space (for to whom is space presented again, for that is the meaning of re-presentation?) as creating experienced space from an intrinsic perspective.

Partners overestimate their own contributions. This is known as the responsibility bias: exaggerating our own contributions relative to others’ inputs. It’s a mistake to which takers are especially vulnerable, and it’s partially driven by the desire to see and present ourselves positively.

People must have affirmation and praise in order to maintain a high level of performance. Withholding negative or critical comments is not nearly as important as giving positive input through compliments and praise.

When it comes to statistics, our best advice is to use them as input, not output. Use them to make up your mind on an issue. Don’t make up your mind and then go looking for the numbers to support yourself—that’s asking for temptation and trouble. But if we use statistics to help us make up our minds, we’ll be in a great position to share the pivotal numbers with others,

Handling Resignations   In the course of an organization’s work, boards and officers may be confronted with the resignation of a fellow officer, board member, or committee chairman. There are two reasons people resign from office. The first reason is that something arises in the personal life of the officer that demands his or her time and attention. The officer feels at this time that he or she can’t fulfill the duties of the office and do justice to the organization, so the officer submits a resignation. The second reason is that there is a rift or severe disagreement within the organization. An officer may become angry, disheartened, or vengeful, so he or she submits a resignation. The first thing that the organization should do after it receives a resignation is to figure out why the person is resigning. If the organization really needs this person’s active input, it should find a way to keep him or her. If the person is resigning because of lack of time, then perhaps the organization can appoint an assistant to help with the work. If the person is resigning because he or she can’t attend the meetings, the organization should consider changing the meeting date and time. If the person submits his or her resignation because of organizational problems, the organization needs to look at how its members communicate with each other. Perhaps the members need to be more willing to allow disagreements and hear what others are saying. If an organization strictly obeys the principle of majority rule while protecting the rights of the minority, it can resolve problems in an intelligent, kind, and civil way. A resignation should be a formal letter that includes the date, the name of the person to whom it is addressed, the reason for the resignation, and the person’s signature. The person resigning can mail his or her letter to the secretary or hand it to the secretary in person. Under no circumstance should the secretary or president accept an oral resignation. If a resignation is given to the officer this way, he or she should talk with the person and find out the reasons for the resignation. Perhaps just talking to the person can solve the problem. However, an officer who insists on resigning should put it in writing and submit it to the secretary. This gives the accepting body something to read and consider. Every resignation should be put to a vote. When it is accepted, the office is vacant and should be immediately filled according to the rules for filling vacancies stated in the bylaws. If an officer submits a resignation and then decides to withdraw it, he or she can do this until a vote is taken. It is unjust for a secretary or governing body not to allow a withdrawal of the resignation before a vote is taken. The only way a resignation can’t be withdrawn is if some rule of the organization or a state statute prohibits it. When submitting the resignation, the member resigning should give it to the secretary only and not mail it to everyone in the organization. (An e-mail resignation is not acceptable because it is not signed.) Sending the resignation to every member only confuses matters and promotes gossip and conjecture in the organization. If the member later decides to withdraw his or her resignation, there is much more explaining to do. The other members may see this person as unstable and not worthy of the position.

There had to be something near racial parity in the early stages because setting up the infernal machine required at least as many Europeans as Africans. Consequently, the original contact language had to be not too far from the language of the slave owners. Because at this stage Europeans were teaching Africans what they had to do, the contact language had to be intelligible to native speakers of the European language. Because so many interactions were between Europeans and Africans, the latter would have much better access to that European language than at any later stage in plantation history. We should remember that Africans, unlike modern Americans, do not regard monolingualism as a natural state, but expect to have to use several languages in the course of their lives. (In Ghana, our house-boy, Attinga, spoke six languages-two European, four African-and this was nothing out of the ordinary.) But as soon as the infrastructure was in place, the slave population of sugar colonies had to be increased both massively and very rapidly. If not, the plantation owners, who had invested significant amounts of capital, would have gone bankrupt and the economies of those colonies would have collapsed. When the slave population ballooned in this way, new hands heavily outnumbered old hands. No longer did Europeans instruct Africans; now it was the older hands among the Africans instructing the new ones, and the vast majority of interactions were no longer European to African, the were African to African. Since this was the case, there was no longer any need for the contact language to remain mutually intelligible with the European language. Africans in positions of authority could become bilingual, using one language with Europeans, another with fellow Africans. The code-switching I found in Guyana, which I had assumed was a relatively recent development, had been there, like most other things, from the very beginning. In any case, Africans in authority could not have gone on using the original contact language even if they'd wanted to. As we saw, it would have been as opaque to the new arrivals as undiluted French or English. The old hands had to use a primitive pidgin to communicate with the new hands. And, needless to add, the new hands had to use a primitive pidgin to communicate with one another. Since new hands now constituted a large majority of the total population, the primitive pidgin soon became the lingua franca of that population. A minority of relatively privileged slaves (house slaves and artisans) may have kept the original contact language alive among themselves, thus giving rise to the intermediate varieties in the continuum that confronted me when I first arrived in Guyana. (For reasons still unknown, this process seems to have happened more often in English than in French colonies.) But it was the primitive, unstructured pidgin that formed the input to the children of the expansion phase. Therefore it was the children of the expansion phase-not the relatively few children of the establishment phase, the first locally born generation, as I had originally thought-who were the creators of the Creole. They were the ones who encountered the pidgin in its most basic and rudimentary form, and consequently they were the ones who had to draw most heavily on the inborn knowledge of language that formed as much a part of their biological heritage as wisdom teeth or prehensile hands.

exposure to language input provides learners with positive evidence (information about what is grammatical in the second language), it fails to give them negative evidence (information about what is not grammatical). Positive evidence is not enough to permit learners to notice the absence in the target language of elements that are present in their interlanguage (and their first language). Thus, more explicit information about what is not grammatical in the second language may be necessary for learners’ continued development. This is discussed in more detail in the section ‘Get it right in the end’.

This curve, which looks like an elongated S, is variously known as the logistic, sigmoid, or S curve. Peruse it closely, because it’s the most important curve in the world. At first the output increases slowly with the input, so slowly it seems constant. Then it starts to change faster, then very fast, then slower and slower until it becomes almost constant again. The transfer curve of a transistor, which relates its input and output voltages, is also an S curve. So both computers and the brain are filled with S curves. But it doesn’t end there. The S curve is the shape of phase transitions of all kinds: the probability of an electron flipping its spin as a function of the applied field, the magnetization of iron, the writing of a bit of memory to a hard disk, an ion channel opening in a cell, ice melting, water evaporating, the inflationary expansion of the early universe, punctuated equilibria in evolution, paradigm shifts in science, the spread of new technologies, white flight from multiethnic neighborhoods, rumors, epidemics, revolutions, the fall of empires, and much more. The Tipping Point could equally well (if less appealingly) be entitled The S Curve. An earthquake is a phase transition in the relative position of two adjacent tectonic plates. A bump in the night is just the sound of the microscopic tectonic plates in your house’s walls shifting, so don’t be scared. Joseph Schumpeter said that the economy evolves by cracks and leaps: S curves are the shape of creative destruction. The effect of financial gains and losses on your happiness follows an S curve, so don’t sweat the big stuff. The probability that a random logical formula is satisfiable—the quintessential NP-complete problem—undergoes a phase transition from almost 1 to almost 0 as the formula’s length increases. Statistical physicists spend their lives studying phase transitions.

Now we saw that when you put motor and sensory nerves together into a reflex arc, the current flow formed an unbroken loop. This solved the mystery of what completed the circuit: The current returned through nerves, not some other tissue. Just as Gerard had found in the brain,nerves throughout the body were uniformly polarized, positive at the input fiber, or dendrite, and negative at the output fiber, or axon. We realized that this electrical polarization might be what guided the impulses to move in one direction only, giving coherence to the nervous system.

Solutions to our problems as a species require a change of attitude and thinking, especially among those in positions of power and influence. Perhaps this need will provide an opportunity for Druids and others of similar spiritual/wisdom paths to have a greater and hopefully insightful input in the future of human society.

Because your positive input into the relationship will reap rich rewards. Doing good to others is enlightened self-interest, according to Aristotle.

Jack sure didn’t have this problem. He wasn’t embarrassed by his feelings. Frustrated by them, yes. Embarrassed? Pah.” “Maybe Jack is the guy I should be talking to….” Mel lost every trace of humor. “Okay, I have to draw the line there. You can’t do that. Jack might say too much—he’s been known to do that once or twice. And I can’t have you conjuring up pictures of me in—” She straightened her spine. “I’m your boss, I think. I am, yes I am. You’re the doctor, but it’s my clinic. I can’t have you picturing me in compromising positions, even if they might help your pathetic sex life, because I’m your boss.” He just grinned largely, happily. As of her last words, he didn’t need Jack’s input to drum up an image or two. Her turn to squirm. She’d certainly enjoyed his discomfort, but all he said with regards to hers was, “Why, Melinda. Hmm.” *

The defining feature of Type r processing is its autonomy. Type r processes are termed autonomous because: r) their execution is rapid, 2) their execution is mandatory when the triggering stimuli are encountered, 3) they do not put a heavy load on central processing capacity (that is, they do not require conscious attention), 4) they are not dependent on input from high-level control systems, and 5) they can operate in parallel without interfering with each other or with Type 2 processing. Type i processing would include behavioral regulation by the emotions; the encapsulated modules for solving specific adaptive problems that have been posited by evolutionary psychologists; processes of implicit learning; and the automatic firing of overlearned associations 4 Type i processing, because of its computational ease, is a common processing default. Type i processes are sometimes termed the adaptive unconscious in order to emphasize that Type i processes accomplish a host of useful things-face recognition, proprioception, language ambiguity resolution, depth perception, etc. -all of which are beyond our awareness. Heuristic processing is a term often used for Type i processing-processing that is fast, automatic, and computationally inexpensive, and that does not engage in extensive analysis of all the possibilities. Type 2 processing contrasts with Type I processing on each of the critical properties that define the latter. Type 2 processing is relatively slow and computationally expensive-it is the focus of our awareness. Many Type 1 processes can operate at once in parallel, but only one Type 2 thought or a very few can be executing at once-Type 2 processing is thus serial processing. Type 2 processing is often language based and rule based. It is what psychologists call controlled processing, and it is the type of processing going on when we talk of things like "conscious problem solving.

What is that clear water? Positive, inspirational, and supportive input and ideas. Stories of aspiration, people who, despite challenges, are overcoming obstacles and achieving great things. Strategies of success, prosperity, health, love, and joy. Ideas to create more abundance, to grow, expand, and become more. Examples and stories of what’s good, right, and possible in the world. That’s why we work so hard at SUCCESS magazine.

Lie down on your back on a firm surface using a yoga mat or something similar. Being on a bed or couch fosters sleep rather than yoga nidra, so lying on a clean floor is better. Align yourself so there is a straight line from the center of your head, through your neck, and down to your navel. Position your head so that your forehead and chin are level. Then slightly tuck your chin toward your throat. Make sure to keep the natural arch behind your neck. Move your shoulders down from your ears and snuggle your shoulder blades comfortably beneath you. Place your arms along, but not touching, the sides of your body. This is the preferred position to reduce physical distractions, enhancing relaxation. Have your palms up with fingers at ease and relaxed. This lowers sensory input from the fingertips. Shift your hips and buttocks around until you feel nice and even and supported under there. Place your feet about twelve to twenty-four inches apart so that the insides of your legs do not touch. Doing so relaxes the hips and back as well as cuts down on physical distractions. Let your feet rest out to each side. Close your eyes or keep them slightly open. Notice how all this feels and make adjustments until you feel safe and comfortable—until there is no need to move at all.

Delicious Dialogue “We’ve all known the proverbial conversation hog who dominates a discussion and pays little notice to another person’s input. They’re so busy talking about themselves, we can barely slide a word in edgewise. Don’t be that guy!” “An engaging conversation is a two-way street. Learn to delight in dialogue to ensure mutual respect and consideration.

We’ve all known the proverbial conversation hog who dominates a discussion and pays little notice to another person’s input. They’re so busy talking about themselves, we can barely slide a word in edgewise. Don’t be that guy!

Sustain a positive outlook. Cultivate a can-do spirit, and you will be an inspiration to employees. And, when that's a tall order, fake it until you make it! • Be known as a fair person. Employees want to be treated fairly, and you must take the necessary steps to make sure they feel that is the case. • Keep an eye on morale. Morale at the workplace can be affected positively or negatively by an incident that, although it might seem insignificant to you, might be very important to your employees. A contented group of employees will do more and better work than an unhappy group. • Set an example. If you want your employees to work hard and succeed, then set an example by doing so yourself. Be a spectacular role model! • Take responsibility for your actions. If something goes wrong and it's your fault, step up to the plate and acknowledge whatever it is that went wrong and why. • Maintain your sense of humor. Don't take yourself too seriously, and don't be in such a hurry that you haven't got time to tell or listen to a positive (tasteful) story. Studies suggest laughter and good humor go a long way in helping employees function well in the workplace. • Acknowledge good work through praise. Everyone wants to hear “well done” now and then, so make sure you acknowledge good work. Say it privately and say it within earshot of others, too. • Give credit for ideas. If one of your employees comes up with a great idea, by all means give that person the credit he or she deserves. Don't allow anyone to take an employee's idea and pass it off as his own. (Managers are sometimes accused of stealing an employee's idea; be scrupulous about avoiding even a hint of such a thing.) Beyond the basic guidelines listed above, a good manager must possess other positive qualities: • Understanding: Conventional wisdom dictates that you walk in someone else's shoes before you judge her. Keep that in mind when dealing with people in the workplace. • Good communication skills: Keep your communication skills in good working order. You might want to join speaking organizations to learn how to be a better public speaker. But don't stop there. You communicate when you send a memo, write e-mail, and lead a meeting. There's no such thing as being a “perfect” communicator. An excellent manager will view the pursuit of this art as a work in progress. • Strong listening skills: When was the last time you really listened to someone when he was talking to you? Did you give him your full, undivided attention, or was your mind thinking about five other different things? And when you are listening, do you really know what it is people are trying to tell you? (You might have to ask probing questions in order to get the message.) • Leadership: Employees need good leaders to help guide them, so make sure your leadership skills are enviable and on-duty. • Common sense: You'll need more than your fair share if you expect to be a good manager of people. Some managers toss common sense out the window and then foolishly wonder what happened when things go wrong. • Honesty: Be honest and ethical in all of your business dealings — period! • A desire to encourage: Encouragement is different than praise. Encouragement helps someone who hasn't yet achieved the goal. Employees need your input and encouragement from time to time in order to be successful, so be prepared to fill that role.

Step 2: Build the LED-Controlling Circuit Now, you’re going to connect the 4017 decade counter with resistors and LEDs. There are a lot of connections, so take as much time as you need to get them all correct. Plug the 4017 decade counter into the breadboard so that the middle of the decade counter is around row 20, with the chip marker pointing up toward row 1. Then, take out five LEDs and ten 100 Ω resistors. Connect each LED’s negative (short) leg to the negative supply column on the right, and connect each positive (long) leg to its own empty row in the component area on the right. Place the green LED in the middle, the two blue ones on each side of the green LED, and the red ones on each end. Then, connect the ten 100 Ω resistors. In the circuit diagram, notice that pins 1 to 7 and pins 9 to 11 of the 4017 decade counter each connect to one side of a resistor. The other side of each resistor needs to be on a row by itself. Take care to ensure the resistor legs don’t accidentally touch one another. Look at the following breadboard circuit to see how I connected them: Now, connect the LEDs to the resistors on the 4017 decade counter, and connect the decade counter circuit to the 555 timer circuit according to the circuit diagram. Jumper wires are the best way to make those connections. From each resistor, connect a jumper wire to the corresponding LED. Look at the circuit diagram and notice, for example, that the other side of the resistor connected to pin 4 of the 4017 decade counter should connect to the positive pin of the green LED in the middle. Go through the pins in the circuit diagram to figure out which LED to connect each resistor to. Connect pins 8 and 15 of the 4017 decade counter to the negative supply column, and connect pin 16 to the positive supply column. Use a wire to connect the output from the 555 timer (pin 3) to the clock input of the 4017 decade counter (pin 14). Make sure that you have positive and negative connections in all of your power supply columns. The breadboard I recommend in this project’s Shopping List (page 267) divides its power supply columns into two sections, one upper and one lower. Just connect each of the upper and lower halves on the left side with a wire to bridge the gap, as shown. Do the same on the right side. Alternatively, use two jumper wires from the left columns to the right columns. You can use a jumper wire, or you can cut off a small piece of wire, as I’ve done in this photo. Then, use two long jumper wires to connect the lower-left power supply columns with the two lower-right columns. When you’re done connecting the two circuits and all the power supply columns, your breadboard should look like this:

If you do everything within your power to strongly, firmly, and with complete faith and conviction, plant the idea that you will be successful and achieve your desire, your subconscious will accept and store that idea. If you have planted the idea so strongly that it is the dominant idea in your subconscious, it will influence all of the other ideas and information stored there. Your subconscious will not judge if it is true or false, positive or negative, but it does respond to the power of the input (how emotionalized the thought is).

If you do everything within your power to strongly, firmly, and with complete faith and conviction, plant the idea that you will be successful and achieve your desire, your subconscious will accept and store that idea. If you have planted the idea so strongly that it is the dominant idea in your subconscious, it will influence all of the other ideas and information stored there. Your subconscious will not judge if it is true or false, positive or negative, but it does respond to the power of the input (how emotionalized the thought

To build things that are positive, the mind needs true input.

In karate there is an image that’s used to define the position of perfect readiness: “mind like water.” Imagine throwing a pebble into a still pond. How does the water respond? The answer is, totally appropriately to the force and mass of the input; then it returns to calm. It doesn’t overreact or underreact.

The “Mind Like Water” Simile In karate there is an image that’s used to define the position of perfect readiness: “mind like water.” Imagine throwing a pebble into a still pond. How does the water respond? The answer is, totally appropriately to the force and mass of the input; then it returns to calm. It doesn’t overreact or underreact. Your ability to generate power is directly proportional to your ability to relax. Water is what it is, and does what it does. It can overwhelm, but it’s not overwhelmed. It can be still, but it is not impatient. It can be forced to change course, but it is not frustrated. Get it? The

This ability to change the brain’s wiring, to grow new neural connections, has been demonstrated in experiments such as one conducted by Doctors Avi Karni and Leslie Underleider at the National Institutes of Mental Health. In that experiment, the researchers had subjects perform a simple motor task, a finger-tapping exercise, and identified the parts of the brain involved in the task by taking a MRI brain scan. The subjects then practiced the finger exercise daily for four weeks, gradually becoming more efficient and quicker at it. At the end of the four-week period, the brain scan was repeated and showed that the area of the brain involved in the task had expanded; this indicated that the regular practice and repetition of the task had recruited new nerve cells and changed the neural connections that had originally been involved in the task. This remarkable feature of the brain appears to be the physiological basis for the possibility of transforming our minds. By mobilizing our thoughts and practicing new ways of thinking, we can reshape our nerve cells and change the way our brains work. It is also the basis for the idea that inner transformation begins with learning (new input) and involves the discipline of gradually replacing our “negative conditioning” (corresponding with our present characteristic nerve cell activation patterns) with “positive conditioning” (forming new neural circuits). Thus, the idea of training the mind for happiness becomes a very real possibility.

American Airlines Contact Number +1-855-653-5007 Gone are the days when arriving at the airport too early was required in order to obtain real-time flight information. The advent and advancement of technology altered the entire situation. Your flight’s live location tracker can assist you in getting all necessary information about your flight’s schedule and status. American airlines Contact number +1-855-653-5007 also inform their customers about the correct location of their flight so that they may schedule their departure to the airport accordingly. It’s a simple and uncomplicated procedure that may be completed in little time and with minimal effort. American Airlines flight schedule can be easily updated with the following steps: Go to the American Airlines website. Go to the navigation bar and select the ‘Plan Travel’ tab. Select the ‘Flight Status’ option on the right-hand side. There are two ways to look for flight status: cities and flight numbers. If you opt for the first option, you will find a menu of options. Then, along with the Journey Dates, you must input the Source and Destination Airports. If you opt for the second option, you must enter the flight number and the Journey Date. After submitting information, click the ‘Search’ button to obtain real-time updates on the flights’ exact position from the comfort of your own home. Passengers can also use the American Airlines App or call the American Airlines Reservations Number to check flight schedules and status. The passenger must update the airline’s status to avoid the unnecessary commotion.

Passengers are people who don't mind simply being carried along by the company's momentum, offering little or no input, seemingly not caring much about the direction chosen by management. They are often pleasant, get along with everyone, attend meetings promptly, and generally do not stand out as troublemakers. They are often accepted into the fabric of the organization and stay there for many years. The problem is that while passengers can often diagnose and articulate a problem quite well, they have no investment in solving it. They don't do the heavy lifting. They avoid taking strong positions at the risk of being wrong about something. They can take any side of an issue, depending on how the prevailing winds are blowing. In large organizations especially, there are many places to hide without really being noticed.

here are some things that help build trust and pave the way for effective and intimate communication between spouses: Consistently saying and doing the right things Keeping promises Being faithful and sexually pure Taking responsibility for your behavior and not transferring blame Being sensitive to your spouse and meeting their needs Validating your spouse’s feelings even when you don’t understand or agree Treating your spouse as an equal and valuing their input Protecting your spouse from children, in-laws, or others who are saying or doing things that are negative or harmful Being truthful in a loving manner Keeping confidences and not divulging private matters to others Saying you are sorry and asking for forgiveness Being forgiving and gracious Being positive and faith-filled

Nevertheless I’d like to end this chapter on a positive note about how research into how humans acquire language is leading to better informed, conscious parents. Though there has been a cultural misunderstanding that a baby’s brain is not developed enough to learn and comprehend language, nothing could be further from the truth. The acquisition of language plays a fundamental role in exercising an infant’s brain and shaping its organization, neural connectivity, and intelligence. Research on the fetal brain’s ability to acquire and download environmental experiences in the womb reveal that the nervous system’s sensory input mechanisms, such as hearing, develop long before the system’s motor outputs—in this case, coordinated muscular control needed for speech. Consequently, the brain’s potential to learn and understand language is not dependent on the infant’s ability to speak.

As you chase the decision, you are seeking consensus by trying to get to general permission by addressing all inputs. Consensus is where everyone's opinions are understood and a solution is created that respects those opinions. Consensus results in a solution that the group can achieve at the time.7 Note that it may not be the best solution as it is looking to accommodate everyone's input at a point in time. Majority approval often leads to minority decisions. Some of the inputs are facts based on expertise, while many are opinions, a view, or judgment not necessarily based on knowledge. They are delivered with conviction or take on added weight based on positional authority. You will save time and effort by discounting this type of input.

On the one hand, you know that good feeling you get in general, just being around Finley? That’s real. Same thing happened to me. We learned a little bit about why. It’s partly because dogs are just so lovable, and they love us unconditionally. We just don’t get that kind of positive input from people. Not most of the time anyway. But another thing dogs do, just by being with us, is keep us from being self-absorbed, from constantly focusing on ourselves. When our minds go drifting off in unhealthy directions, they pull us back. Keep us grounded.

This is known as the responsibility bias: exaggerating our own contributions relative to others’ inputs. It’s a mistake to which takers are especially vulnerable, and it’s partially driven by the desire to see and present ourselves positively.

The feet provide rich sensory input to the brain, helping you attain awareness of your position and use the rest of your body accordingly. Some people even theorize that the reason there’s so much back pain in the world is because our feet are deprived of sensation.

In the traditional (biologically inspired) setup each neuron effectively has a certain set of “incoming connections” from the neurons on the previous layer, with each connection being assigned a certain “weight” (which can be a positive or negative number). The value of a given neuron is determined by multiplying the values of “previous neurons” by their corresponding weights, then adding these up and adding a constant—and finally applying a “thresholding” (or “activation”) function. In mathematical terms, if a neuron has inputs x = {x1, x2 ...} then we compute f[w . x + b], where the weights w and constant b are generally chosen differently for each neuron in the network; the function f is usually the same. Computing w . x + b is just a matter of matrix multiplication and addition. The “activation function” f introduces nonlinearity (and ultimately is what leads to nontrivial behavior). Various activation functions commonly get used; here we’ll just use Ramp (or ReLU):

Do you want better and bigger goals? A better Future Self? Expose yourself to better perspectives and evolved people. Business strategist Charlie Jones stated, “You will be the same person in five years as you are today except for the people you meet and the books you read.” By proactively changing your inputs of information, experiences, and people, you become aware of what you previously didn’t know. You see what you previously didn’t notice. You seek what you previously didn’t want. You act in ways you previously didn’t behave.

BEWILDERMENT, the deep woods facet, is the disorienting facet of wonder. It is a response to simultaneous positive and negative input that could spark inaction or fear. When in bewildering confusion, you can feel at once exhilarated by the new world you could be venturing into and disoriented, if not lost. When you track this facet, you learn to fertilize confusion because you can take that restless energy of profound uncertainty as creative fuel to redefine your purpose and your evolving identity. Not knowing—who you are becoming, what to do next, or what will happen next—is a feeling most of us are uncomfortable with, but if you track bewilderment, you can ultimately reach creative and personal breakthroughs.

What’s the difference between the inputs you will receive if you ask a positive question vs a negative question? An optimistic question vs a negative question? Level up your self-queries.

Positive Input Pure food, air, and water Positive emotions Strong self-esteem Low stress, good coping skills in the face of stress Moderate exercise Good sleep (eight to nine hours every night) Loving, supportive relationships Inner contentment, lack of conflicts and tensions Satisfying work Meditation and other contemplative practices Abstaining from alcohol, tobacco, and recreational drugs Minimizing the use of prescription drugs Healing old wounds and self-destructive conditioning from the past The reason that little or none of these things seem new is that they don’t need to be.

Everything you've thought and still thinking of is an idea, Every step you've taken towards those thoughts is work, and every proceedings and inputs you've gotten from those steps is result. Think right, take right step so you get positive proceedings.

Heat thus occupies a unique position in the hierarchy of energies: all other forms of energy can be completely converted to it, but its conversion into other forms can never be complete, as only a portion of the initial input ends up in the new form.

Despite the importance of input results, they do not provide a necessarily positive indicator of mission achievement. More attendance and more giving don’t necessarily mean more and stronger disciples.

Exercise: Win-Win Problem Solving with a Positive Problem A great place to start bringing win-win into your life is with a positive problem, such as where to go on your next vacation or what to do on the weekend. Here’s how to do it: Decide on a positive decision you need to make that you want everyone’s input on. Invite your children into a conversation with you, and have a big piece of paper ready. State the problem simply (“We have both days open next weekend and we’d like to decide what to do”). Identify your needs (for example, “I’m going to need to take care of my body with some exercise”). Ask each person what he or she will be needing (“What do you think you will be needing next weekend?”). Write everything down. Be sure to translate their solutions into underlying needs. Ask the question, “What will that do for you/me/us?” to suss out the underlying needs. Brainstorm ideas, writing every single idea down. Do not evaluate yet! When all the ideas are out there, use the , , ? system to move quickly through the list of ideas. Practice staying grounded, listening reflectively, and using your I-messages as needed. Decide upon the plan that meets everyone’s needs. Write out your plan, so that your child can see her ideas on paper. Finally, don’t forget to check in! After your weekend is over, come back to your notes and have a conversation about how it went. Did everyone get his or her needs met? This step shows that you take your child’s input seriously and that her needs matter to you—making her more likely to cooperate voluntarily in the future, when the situation may be more emotionally heated.

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.

Gurus don’t use anger, harsh words, or fear to inspire their students. They realize that fear is a good motivator in the short term but over the long term it erodes trust. Criticism is lazy communication. It’s not constructive, compassionate, or collaborative. Look for ways to communicate so that the other person can consume, digest, and apply your input effectively. Offer them a “love sandwich” where you deliver a piece of constructive criticism between two tasty slices of positive feedback.

Positive empowering beliefs will enable you to solidify a vision and mission that can bring you to a life of relevance and significant impact. Remember whatever you believe is true - to you. These beliefs must be programmed into your mind – by you (though you will still get input outside your own initiative).

Limiting your child’s screen input will have a positive impact on your journey to clutterfree (most of those advertisements are brainwashing us anyway).

Give that your one life your best input so that it could yield the best output in the form of products that will impact your world positively.

Revelation 2: 1–7 confirms that the church was hard hit as a result of all of this, and by the end of the second century Christian influence had seriously waned in and around Ephesus. And this in the community that had received more apostolic ministry during the first century than any other! Yet there is actually an encouraging, albeit backhanded, application from all of this. If a ministry can die out with all that positive input, then we can take heart when we give it our best “shot” in ministry, and the results, humanly speaking at least, seem to be a failure. It is not necessarily our fault! We should do all we can in the power of the Holy Sprit, but then leave the results to God.

It is equally hard to know what to make of Fausto-Sterling’s (1992, p. 199) claim that “there is no single undisputed claim about universal human behavior (sexual or otherwise).” Presumably even the most ardent cultural relativist would accept that everywhere; people live in societies; they eat, sleep, and make love; and that women give birth and men do not. The arguments seem to arise when we move from basic universals to their specific behavioral expression. Though everywhere women are the principal caretakers of children, the fact that there may be variation in how that task is fulfilled leads some anthropologists to conclude that mothering is not universal. This is analogous to arguing that because people eat different food in different parts of the world, eating is not universal. Evolutionary psychologists do not argue for cultural invariance in the expression of evolved adaptations. As Tooby and Cosmides (1992, p. 45) put it, “manifest expressions may differ between individuals when different environmental inputs are operated on by the same procedures to produce different manifest outputs.” At a behavioral level, the expression of the mechanism may vary but that does not question the universality of the generative mechanism itself. Fortunately Donald Brown (1991), trained in the standard ethnographic tradition, has documented the extent of human universals. The list is astoundingly long but here is a taste of the hundreds that he finds: gossip, lying, verbal humor, storytelling, metaphor, distinction between mother and father, kinship categories, logical relations, interpreting intention from behavior and recognition of six basic emotions. Of special interest to the study of gender we find: binary distinctions between men and women, division of labor by sex, more child care by women, more aggression and violence by men, acknowledgement of differences between male and female natures, and domination by men in the public political sphere. Now this last observation (that men predominate in positions of power) provides a nice example of the extreme reluctance of cultural anthropologists to acknowledge universals. In 1973, Steven Goldberg wrote a book documenting the universality of patriarchy. He was inundated with letters informing him that he was wrong and pointing out counter-examples. (Other feminists were more willing to accept his premise, see Bem, 1993; Millett, 1969; Rich, 1976.) Over the next 20 years, he carefully examined the available ethnographic documentation for each putative counter-example and in 1993 authored a second book in which he was emphatic that no society had yet been found that violated his rule. There are societies that are matrilineal and matrilocal and where women are accorded veneration and respect—but there are no societies which violate the universality of patriarchy defined as “a system of organisation … in which the overwhelming number of upper positions in hierarchies are occupied by males” (Goldberg, 1993, p. 14). Such a state of affairs is deplorable but mere denial of the facts will do nothing to alter it—women’s engagement in the political arena will.

Criticism without some positive input is just whingeing!

Over the years, it is the habitual repetition of these preferred fixations which creates the individualized tension patterns in our musculatures, and eventually even alters the thickness of our fascia and the shape of our bones in order to more efficiently accommodate a limited number of positions. As we select postural fixations and become more and more attached to them, their increasing familiarity begins to give us a comforting sensory and psychological stability, a constant norm to which we return as to a favorite jacket or an old friend. Indeed, my favorite fixed positions eventually cease to be something I am doing and become to a large degree what I am. The fixation becomes dominant, and the release more difficult; person, posture, and point of view become firmly welded together, unfortunately limiting all three. And what was a familiar old friend can become an increasingly tormenting millstone around the neck. I find that the position which held me up comfortably for a while cannot do so indefinitely. In fact, there simply is no single position that will support me for indefinite periods of time without producing areas of fatigue, pain, and eventual dysfunction. I need a large repertoire of fixations, so that I am not trapped in the discomforts inherent in any single position. Releasing these compelling fixations is of course one of the principal jobs of bodywork. By manipulating the body so that other positions are concretely experienced, the bodyworker can remind a stiffened back that other positions are in fact possible, that other muscles can take over for a while, that the limitations previously experienced are not anatomical ones. And it is extremely important to remember while manipulating these stiff muscles that the fixation is not in the tissues under my hands, but is deep in the unconscious processes of the mind. My physical contact with the local tissues is merely a means of generating new sensory input into the sensorimotor process; it is the mind that is coordinating this process which must release its hold upon a fixed position.

Flow is characterised by nine different elements: Clear goals at each step of the way Immediate feedback: knowing that you are doing it properly A balance between challenge and skills: if it is too difficult it will lead to anxiety and if too easy it will cause boredom The merging of action and awareness No distractions No fear of failure No feeling of self-consciousness Sense of time is distorted It is done for its own sake (such as playing a musical instrument) You can go through your own list and see which ones match the criteria for being ‘flow’ activities. Csikszentmihalyi defines happiness as having an active sense of accomplishment and improvement, whereas pleasure is the satisfaction of basic biological desires or static contentment. So the state of happiness would be at the top of Maslow’s triangle, and the best way to achieve it would be through ‘flow’ (whereas pleasure would be included within physical needs). This is not to say that we don’t need pleasure, but it can be short-lived and, it is argued, mindless. In other words, ‘flow’ requires more mental energy and effort but is, ultimately, more rewarding and leads to increased skill and challenge because the activities are more complex. Csikszentmihalyi claims that flow means that all the brain’s available inputs are occupied with one activity. This means, of course, that it is impossible for negative and chaotic thoughts to come charging into your head. He says that the mind ‘with nothing to do, begins to follow random patterns, usually stopping to consider something painful or disturbing. Unless a person knows how to give order to his or her thoughts, attention will be attracted to whatever is most problematic at the moment: it will focus on some real or imaginary pain, on recent grudges or long-term frustrations.’ So the mind with nothing to do becomes a mind full of negativity, whereas a mind in a state of flow is so engaged there is no room for undesirable thoughts. The more flow activities that you have in your life, the more rewarding and happy your life will be.

The theory posits that in the early stages of a technology, the rate of progress in performance will be relatively slow. As the technology becomes better understood, controlled, and diffused, the rate of technological improvement will accelerate. 12 But in its mature stages, the technology will asymptotically approach a natural or physical limit such that ever greater periods of time or inputs of engineering effort will be required to achieve improvements. Figure 2.5 illustrates the resulting pattern.