Positive Redundancy Quotes

If you both agree that the relationship will be your spiritual practice, so much the better. You can then express your thoughts and feelings to each other as soon as they occur, or as soon as a reaction comes up, so that you do not create a time gap in which an unexpressed or unacknowledged emotion or grievance can fester and grow. Learn to give expression to what you feel without blaming. Learn to listen to your partner in an open, nondefensive way. Give your partner space for expressing himself or herself. Be present. Accusing, defending, attacking — all those patterns that are designed to strengthen or protect the ego or to get its needs met will then become redundant. Giving space to others — and to yourself — is vital. Love cannot flourish without it. When you have removed the two factors that are destructive to relationships — when the pain-body has been transmuted and you are no longer identified with mind and mental positions — and if your partner has done the same, you will experience the bliss of the flowering of relationship. Instead of mirroring to each other your pain and your unconsciousness, instead of satisfying your mutual addictive ego needs, you will reflect back to each other the love that you feel deep within, the love that comes with the realization of your oneness with all that is. This is the love that has no opposite.

Although watching TV is far from being a positive experience—generally people report feeling passive, weak, rather irritable, and sad when doing it—at least the flickering screen brings a certain amount of order to consciousness. The predictable plots, familiar characters, and even the redundant commercials provide a reassuring pattern of stimulation. The screen invites attention to itself as a manageable, restricted aspect of the environment. While interacting with television, the mind is protected from personal worries. The information passing across the screen keeps unpleasant concerns out of the mind.

I would like to say at the outset that I have little or no interest in mindlessly categorising individuals, and certainly not of “reducing” them to mere labels. If I attempt to group together certain individuals’ experiences, it is to better understand them, their distress and motiva- tions, and what underlies their difficulties. As will become clear, in one sense the term borderline becomes redundant, as the individual’s par- ticular early relational experiences are understood to play the central role in their development and life experience. Yet even these do not ultimately “define” the individual, but rather, through understanding and working through their traumatic experience, the individual can be freed to fully develop, use, and manifest themselves in satisfying and fulfilling ways. The term borderline is, for me, left as a signifier of the particular kinds of reasons that the individual’s struggle to reach this position may have been so difficult.

To derive the most useful information from multiple sources of evidence, you should always try to make these sources independent of each other. This rule is part of good police procedure. When there are multiple witnesses to an event, they are not allowed to discuss it before giving their testimony. The goal is not only to prevent collusion by hostile witnesses, it is also to prevent unbiased witnesses from influencing each other. Witnesses who exchange their experiences will tend to make similar errors in their testimony, reducing the total value of the information they provide. Eliminating redundancy from your sources of information is always a good idea. The principle of independent judgments (and decorrelated errors) has immediate applications for the conduct of meetings, an activity in which executives in organizations spend a great deal of their working days. A simple rule can help: before an issue is discussed, all members of the committee should be asked to write a very brief summary of their position. This procedure makes good use of the value of the diversity of knowledge and opinion in the group. The standard practice of open discussion gives too much weight to the opinions of those who speak early and assertively, causing others to line up behind them.

Performance measure. Throughout this book, the term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators. Critical success factors (CSFs). CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization. Success factors. A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors. Balanced scorecard. A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives. For the purposes of this book, there are six perspectives in a balanced scorecard (see Exhibit 1.7). Oracles and young guns. In an organization, oracles are those gray-haired individuals who have seen it all before. They are often considered to be slow, ponderous, and, quite frankly, a nuisance by the new management. Often they are retired early or made redundant only to be rehired as contractors at twice their previous salary when management realizes they have lost too much institutional knowledge. Their considered pace is often a reflection that they can see that an exercise is futile because it has failed twice before. The young guns are fearless and precocious leaders of the future who are not afraid to go where angels fear to tread. These staff members have not yet achieved management positions. The mixing of the oracles and young guns during a KPI project benefits both parties and the organization. The young guns learn much and the oracles rediscover their energy being around these live wires. Empowerment. For the purposes of this book, empowerment is an outcome of a process that matches competencies, skills, and motivations with the required level of autonomy and responsibility in the workplace. Senior management team (SMT). The team comprised of the CEO and all direct reports. Better practice. The efficient and effective way management and staff undertake business activities in all key processes: leadership, planning, customers, suppliers, community relations, production and supply of products and services, employee wellbeing, and so forth. Best practice. A commonly misused term, especially because what is best practice for one organization may not be best practice for another, albeit they are in the same sector. Best practice is where better practices, when effectively linked together, lead to sustainable world-class outcomes in quality, customer service, flexibility, timeliness, innovation, cost, and competitiveness. Best-practice organizations commonly use the latest time-saving technologies, always focus on the 80/20, are members of quality management and continuous improvement professional bodies, and utilize benchmarking. Exhibit 1.10 shows the contents of the toolkit used by best-practice organizations to achieve world-class performance. EXHIBIT 1.10 Best-Practice Toolkit Benchmarking. An ongoing, systematic process to search for international better practices, compare against them, and then introduce them, modified where necessary, into your organization. Benchmarking may be focused on products, services, business practices, and processes of recognized leading organizations.

The reason that I do not typically use the command word “stay” during training is because it is redundant.  If I instruct you to sit, I should not have to tell you to stay sitting.  What value is a sit without the stay?  Sit implies stay.  Once I have given the sit command, the assumption is that the dog should remain in that position until told otherwise.  That’s the standard.  The sit command can be considered the warning that it’s unacceptable to get up.  However, if you want to offer the additional information, you may say “stay” once the dog is sitting.  Then, that becomes the warning.  Only say it once.  That is the message that tells the dog of your expectations.  A warning should be delivered one time.  If the dog does not heed the warning, then the consequence must be delivered.  Otherwise, you will create a dog that will simply wait for the second or third or fourth warning word before changing his behavior.

Why not, instead, try to strive for something that could provide greater rewards? Become stronger, more capable, confident, and awesome. Make better health an important goal (e.g., improved blood pressure, cholesterol, triglycerides, etc.). Strive to be emotionally healthy and mentally strong. Develop simple habits that will serve you for a lifetime. Embrace the challenge of learning new exercises and, if necessary, getting out of your comfort zone (because this is an opportunity to grow and, at the risk of being annoyingly redundant, be more). Choose something functional, and allow the positive physical changes to be by-products of your newfound, ever-growing awesomeness. Something that can improve you as a human. Something deeper than a superficial badge of honor.

Everything negative, useless, and redundant must go.

Population figures are imprecise, but a number of sources offer the following distribution: Of a total of 12 million people in the southern states in the 1840s, 4 million were classified as black and 8 million as white. Of the whites, less than 50,000 were slave owners with twenty or more slaves; more than 75 percent of whites owned no slaves at all. In this highly stratified society, black slaves were, for the most part, formally excluded from owning property or selling their labor (see Linden 1946; Den Hollander 1934; and Hahn 1983). In most areas of the South, poor whites, although formally included in property rights, found it difficult to acquire property or to sell their labor: they had little capital to accomplish the former and, faced with an economic system that exploited the coerced labor of slaves, they had few opportunities to realize the latter. Under slavery, poor whites occupied a very unusual position: formally included in the system, they were in practical terms redundant labor. While slaveholders would sometimes hire white workers to perform tasks considered too dangerous or risky for slaves, in general, poor, nonslaveholding whites were left to fend for themselves, a situation that, as we have seen, earned them pity and contempt from black slaves.

The other major oil industry suppliers were similarly weary, trying to shore up earnings by slashing jobs, trimming project costs, and squeezing their own customers and suppliers wherever they could. (The wildcatters had it worse: many of the mom-and-pop operators of the American oil patch started to file for bankruptcy.) One year later, GE would merge its oil and gas unit into the oil-field giant Baker Hughes, keeping for itself a more than 50 percent stake in the company and spinning out a new public company to be run by Simonelli, under GE’s control. The transaction eased GE’s exposure to the ongoing oil rout and gave the new company, dubbed “Baker Hughes, a GE company,” vast new areas of redundant employees and operations to eliminate. With Baker Hughes, GE changed its tone a bit. The deal was transformational, but in which intended direction wasn’t made clear. GE execs like Bornstein would proclaim that the deal gave them “optionality,” but the reality was that investors were left in the dark on the strategy: Was GE doubling down on oil? Or was it preparing to exit the industry? The idea of holding such a long-term option was nice, but the game pieces in the positioning were people, and those who didn’t leave their job had no idea where the future of the company might be. The new arrangement didn’t spare Lufkin. The historic foundry was closed. The city’s annual financial report now just shows a blank line when listing the company’s employment tally, evidence of the more than four thousand jobs that evaporated after GE came to town. Between two Mondays—the day GE announced it was coming to Lufkin and the day the company said it would move on, leaving a shuttered foundry at the center of town—just 868 days had passed.

There was something so powerful in her words that every statement countering it sounded pathetically redundant. All he wanted was to curl up in her arms, but not the carnal appetite of the last encounter, but as a child cradled in the loving lap of his mother, desperate and dumb before the long separation forced upon them.