Preparation And Execution Quotes

True to course, he didn’t know the nature of the assignment; true to course, he didn’t ask. That was probably for the best. Preparation for the Iranian hostage extraction had been difficult, and its execution life-threatening, but that was child’s play compared to what was coming.

In response to threat and injury, animals, including humans, execute biologically based, non-conscious action patterns that prepare them to meet the threat and defend themselves. The very structure of trauma, including activation, dissociation and freezing are based on the evolution of survival behaviors. When threatened or injured, all animals draw from a "library" of possible responses. We orient, dodge, duck, stiffen, brace, retract, fight, flee, freeze, collapse, etc. All of these coordinated responses are somatically based- they are things that the body does to protect and defend itself. It is when these orienting and defending responses are overwhelmed that we see trauma. The bodies of traumatized people portray "snapshots" of their unsuccessful attempts to defend themselves in the face of threat and injury. Trauma is a highly activated incomplete biological response to threat, frozen in time. For example, when we prepare to fight or to flee, muscles throughout our entire body are tensed in specific patterns of high energy readiness. When we are unable to complete the appropriate actions, we fail to discharge the tremendous energy generated by our survival preparations. This energy becomes fixed in specific patterns of neuromuscular readiness. The person then stays in a state of acute and then chronic arousal and dysfunction in the central nervous system. Traumatized people are not suffering from a disease in the normal sense of the word- they have become stuck in an aroused state. It is difficult if not impossible to function normally under these circumstances.

We investigate, we prepare, we execute. We find them, we take them down, and then we piss on their ancestors’ graves.

The oft-repeated quip, “I’m sorry to write you a long letter, as I did not have time to write a short one,” could be applied to meetings: “I’m sorry to imprison you in this long meeting, as I did not have time to prepare a short one.

Businesses need to be aware of what's going on at the macro level and be prepared to respond accordingly.

Tito had set up his headquarters in the Town Hall and Alix found him in a spacious room overlooking the main square. As always, he was dressed in the simple grey tunic and breeches of Partisan uniform, without any badges of rank or other decoration. It was enough that something in his bearing and in his eyes projected a natural authority. Lying under his desk was his Alsatian dog, Luks, his constant companion. He greeted her with a smile. ‘Ah, my flame of the forest! Come in. Sit, sit.’ Alix felt a warm flush of pleasure. The nickname was one Tito had coined for her in the course of the many battles they had fought and it signified a special relationship that had begun in the early days of the war, before they left Belgrade, when she had been able to bring a contingent of workers from her father’s estate to join the cause and, more importantly, with Drago’s help, reveal the location of arms handed out by the agents of the Special Operations Executive, (known to its members as SOE), to village heads in preparation for possible resistance. Tito had decided then that she was his lucky charm.

Theirs is the customary human reaction when confronted with innovation: to flounder about attempting to adapt old responses to new situations or to simply condemn or ignore the harbingers of change--a practice refined by the Chinese emperors, who used to execute messengers bringing bad news. The new technological environments generate the most pain among those least prepared to alter their old value structures. The literati find the new electronic environment far more threatening than do those less committed to literacy as a way of life. When an individual or social group feels that its whole identity is jeopardized by social or psychic change, its natural reaction is to lash out in defensive fury. But for all their lamentations, the revolution has already taken place.

Corunda Base Hospital itself continued to function on doctors, nurses, domestic staff, food preparers, and ancillary staff in the same old way, so that the patients lived (or died) in relative ignorance of the drama going on at an executive level. Indeed, it was a rare patient even knew that a hospital had executives.

However much a man is inured to taking risks, however well prepared he is for danger, the fluttering of his heart and the pricking of his skin will always let him know the vast difference that lies between dream and reality, planning and execution.

there was yet the assurance of such power in the preparation of the whole, that we knew her to be merely running over the chords of our appetite with preliminary savors, as a musician acquaints his touch with the keys of an unfamiliar piano before breaking into brilliant and triumphant execution. Within a week she had mastered

Inigo stood still a moment, panting. Then he made a half turn in the direction of Count Rugen and executed a quick and well-formed bow. “Hello,” he said. “My name is Inigo Montoya. You killed my father. Prepare to die.

If Republicans care about the Constitution, they have to find the courage to say no or lose their constituencies and ultimately their cause. They have to say no to the anticonstitutional views of Supreme Court nominees such as Ruth Bader Ginsburg and Sonia Sotomayor and to un-Constitutional executive orders by presidents like Barack Obama, and that means they have to be prepared to obstruct them by any constitutional means necessary. Nor should they be cowed by a corrupt anti-Republican press. No candidate was ever vilified more by the media than Donald Trump, and he won.

thought then that decent, intelligent, and experienced managers would automatically make rational business decisions. But I learned over time that isn’t so. Instead, rationality frequently wilts when the institutional imperative comes into play. For example: (1) As if governed by Newton’s First Law of Motion, an institution will resist any change in its current direction; (2) Just as work expands to fill available time, corporate projects or acquisitions will materialize to soak up available funds; (3) Any business craving of the leader, however foolish, will be quickly supported by detailed rate-of-return and strategic studies prepared by his troops; and (4) The behavior of peer companies, whether they are expanding, acquiring, setting executive compensation or whatever, will be mindlessly imitated.

Building software implies various stages of planning, preparation and execution that vary in kind and degree depending on what's being built. [...] Building a four-foot tower requires a steady hand, a level surface, and 10 undamaged beer cans. Building a tower 100 times that size doesn't merely require 100 times as many beer cans.

I wondered if it was a mistake to leave him alive, but without the rush of fury and power guiding my actions, execution wasn’t a step I was prepared to consider seriously

Nothing he had brought to it of his nearest comparison, Raby with its thatch'd and benevolent romance of serfdom, had at all prepar'd him for the iron Criminality of the Cape,-- the publick Executions and Whippings, the open'd flesh, the welling blood, the beefy contented faces of those whites.... Yet is Dixon certain, as certain as the lightness he feels now, lightness premonitory of Flying, that far worse happen'd here, to these poor People, as the blood flew and the Children cried,-- that at the end no one understood what they said as they died.

Now, on the subject of deterrence, I admit that there can be little doubt that as presently administered in the United States, the death penalty is not a general deterrent to murder in many, if not most, situations. . . . But of one thing I am certain: it is, by God, a specific deterrent. No one who has been executed has ever taken another innocent life. And until such time as we really mean it as a society when we say ‘imprisonment for life,’ I, and the families of countless victims, would sleep better at night knowing there is no chance that the worst of these killers will ever again be able to prey on others. Even then, I personally believe that if you choose to take another human life, you ought to be prepared to pay with your own.

There is something very life affirming about standing at a graveside on a brisk, chilly morning, knowing that you are not going into the carefully prepared hole, but allowed to pick up where you left off afterwards. To go home and read a book or drink tea. Perhaps that's why people have wakes, she thinks. Not to toast the dearly departed but to celebrate their own, brief, stay of execution

In order to be an executive coach with a thriving practice, you need to have been a leader, be fluent in psychology, and have a evidence-based methodology." My book can't help you with #1, but it can help you with the rest.

Success or failure was always defined largely during the preparation. With good planning all one had to do was execute. Even last-second changes could be made with greater ease if the planning in the first place had been precise.

In addition to the kind of critical reflection on one's previous assumptive or tacit system of values we saw Jack undertake, there must be, for Stage 4, a relocation of authority within the self. While others and their judgments will remain important to the Individuative-Reflective person, their expectations, advice and counsel will be submitted to an internal panel of experts who reserve the right to choose and who are prepared to take responsibility for their choices. I sometimes call this the emergence of the executive ego. The two essential features of the emergence of Stage 4, then, are the critical distancing from one's previous assumptive value system and the emergence of the executive ego. . . . We find that sometimes many persons complete half of this double movement, but do not complete the other.

Isabel Valverde was coming home. The brief, terrible letter from her brother had brought her across five thousand miles of ocean, from the New World to the Old, and during the long voyage she thought she had prepared herself for the worst. But now that London lay just beyond the next bend of the River Thames, she dreaded what awaited her. The not knowing – that was the hardest. Would she find her mother still a prisoner awaiting execution? Horrifying though that was, Isabel could at least hope to see her one last time. Or had her mother already been hanged?

A definite pessimist believes the future can be known, but since it will be bleak, he must prepare for it. Perhaps surprisingly, China is probably the most definitely pessimistic place in the world today. When Americans see the Chinese economy grow ferociously fast (10% per year since 2000), we imagine a confident country mastering its future. But that’s because Americans are still optimists, and we project our optimism onto China. From China’s viewpoint, economic growth cannot come fast enough. Every other country is afraid that China is going to take over the world; China is the only country afraid that it won’t. China can grow so fast only because its starting base is so low. The easiest way for China to grow is to relentlessly copy what has already worked in the West. And that’s exactly what it’s doing: executing definite plans by burning ever more coal to build ever more factories and skyscrapers. But with a huge population pushing resource prices higher, there’s no way Chinese living standards can ever actually catch up to those of the richest countries, and the Chinese know it. This is why the Chinese leadership is obsessed with the way in which things threaten to get worse. Every senior Chinese leader experienced famine as a child, so when the Politburo looks to the future, disaster is not an abstraction. The Chinese public, too, knows that winter is coming. Outsiders are fascinated by the great fortunes being made inside China, but they pay less attention to the wealthy Chinese trying hard to get their money out of the country. Poorer Chinese just save everything they can and hope it will be enough. Every class of people in China takes the future deadly seriously.

By his nature, Alec didn't like acting on hunches. He liked to study a situation, make a plan, and execute the plan. It got him teased by Jace, by Isabelle, who both believed in jumping off a cliff and somehow sewing a parachute on the way down. They acted on instinct, and usually it turned out all right. But Alec didn't have the same kind of faith in his own instincts. He believed in gathering intelligence, doing research, being prepared. (To be fair, Isabelle and Jace also believed in those things; they just believed other people should do them, because they were boring.)

Chess is 99 per cent tactics. If you don’t pay attention to the tactics, no strategy you devise will fetch you rewards. Strategy can’t compensate for mistakes in execution. If you persist with neat execution, it will keep you in the game even if you’re not able to follow a broader strategy. Strategy without tactics, though, falls at the first hurdle. For me, strategizing for a game isn’t about putting together a specific manoeuvre of pieces. It’s about thinking what my opponent could be aiming for, knowing what my objectives are and then preparing to get what I want out of the game.

The Gauls were so advanced in the practical phases of occultism that they gave every condemned criminal a respite of five years, after sentence of death, before execution, in order that he might prepare himself for a future state by meditation, instruction and other preparation; and also to prevent ushering an unprepared and guilty soul into the plane of the departed—the

While nearly 80 percent of fifth graders report being engaged at school, that number drops to only 40 percent by the start of high school. And according to Brandon Busteed, executive director of education at Gallup, “Teachers are dead last among all professions Gallup studied in saying their ‘opinions count’ at work and their ‘supervisors create an open and trusting environment.’ 

If the ongoing importance of a manager is measured by how many people he has working under him, the immediate material manifestation of that manager's power and prestige is the visual quality of his presentations and reports. The meetings in which such emblems are displayed might be considered the high rituals of the corporate world. And just as the retinues of a feudal lord might include servants whose only role was to polish his horses' armor or tweeze his mustache before tournaments or pageants, so many present-day executives keep employees whose sole purpose is to prepare their PowerPoint presentations or craft the maps, cartoons, photographs, or illustrations that accompany their reports. Many of these reports are nothing more than props in a Kabuki-like corporate theater—no one actually reads them all the way through.

Those involved in mental as opposed to physical effort or who carry the responsibilities of management are presumed to require a higher payment for their submission to the purposes of organization than those who render only physical or manual service, however adept or talented that may be. This is because there is profound difference in the nature and extent of the submission that is made. The person on the shop floor or its equivalent gives more or less diligent and deft physical effort for a specified number of hours a day. Beyond that nothing in principle--not thought, certainly not conformity of speech or behavior--is expected. Of the high corporate executive a more complete submission to the purposes of the organization is usually required. He (or she) must speak and also think well of the aims of the enterprise; he may never in public and not wisely in private raise doubt as to the depth and sincerity of his own commitment. Many factors determine his large, often very large, compensation, including the need to pay for the years of preparation, for the considerable intelligence that is requires, for the responsibility that is carried, and for the alleged risks of high position. As a practical matter, his rate of pay is also influenced by the significant and highly convenient role the executive plays in establishing it; much that accrues to the senior corporate executive is in response to his own inspired generosity. But there is also payment for the comprehensive submission of his individual personality to that of the corporation. It is no slight thing to give up one's self and self-expression to the collective personality of one's employer.

[Galba] was killed beside the Lake of Curtius​ and was left lying just as he was, until a common soldier, returning from a distribution of grain, threw down his load and cut off the head. Then, since there was no hair by which to grasp it, he put it under his robe, but later thrust his thumb into the mouth and so carried it to Otho. He handed it over to his servants and camp followers, who set it on a lance and paraded it about the camp with jeers, crying out from time to time, "Galba, thou Cupid, exult in thy vigour!" From these it was bought by a freedman of Patrobius Neronianus for a hundred pieces of gold and thrown aside in the place where his patron had been executed by Galba's order. ... [Galba's] hands and feet were so distorted by gout that he could not endure a shoe for long, unroll a book, or even hold one. The flesh on his right side too had grown out and hung down to such an extent, that it could with difficulty be held in place by a bandage. He was more inclined to unnatural desire,​a and in gratifying it preferred full-grown, strong men. They say that when Icelus, one of his old-time favourites, brought him news in Spain of Nero's death, he not only received him openly with the fondest kisses, but begged him to prepare himself without delay and took him aside.

One day, Jerry Yang sat down for an interview with Doug Levy, a former journalist who had become well known for his tech-industry coverage in USA Today. Levy was no longer a member of the media. He was working as an independent media consultant and he’d figured out a good gig. He would go into a company and interview its executives as though he were going to write an article. Then he’d prepare a critical piece and let them read it. The idea was to show them where the company’s holes were.

Far from being accompanied by any offers to resign, there was no evident embarrassment, no shame, apology, or evasion: no apparent awareness of any need for an explanation of this answer to the new president. I thought: this was what the United States had come to, sixteen years after Hiroshima. Plans and preparations, awaiting only presidential order to execute (and, I’d discovered, not requiring even that in some circumstances), for whose foreseen consequences the term “genocidal” was totally inadequate.

Imagine a commando in World War II who is dropped behind enemy lines posing as a German officer so he can get into a concentration camp and destroy the gas chambers. Imagine next that as he mingles with other officers he sees a soldier preparing to execute a prisoner. This is an evil he could stop by simply shooting the soldier, but at what cost? He might save one person, but his mission is to save many. More lives would be lost in the long run if he prevents an individual death, but does not stop the gas chambers from destroying thousands.

There is close relation, says Havelock Ellis, between crimes against the person and the price of alcohol, between crimes against property and the price of wheat. He quotes Quetelet and Lacassagne, the former looking upon society as the preparer of crime, and the criminals as instruments that execute them. The latter find that "the social environment is the cultivation medium of criminality; that the criminal is the microbe, an element which only becomes important when it finds the medium which causes it to ferment; every society has the criminals it deserves."[4]

There is close relation, says Havelock Ellis, between crimes against the person and the price of alcohol, between crimes against property and the price of wheat. He quotes Quetelet and Lacassagne, the former looking upon society as the preparer of crime, and the criminals as instruments that execute them. The latter find that “the social environment is the cultivation medium of criminality; that the criminal is the microbe, an element which only becomes important when it finds the medium which causes it to ferment; EVERY SOCIETY HAS THE CRIMINALS IT DESERVES."[4]

How to make change stick? Conduct a four-stage persuasion campaign: 1) Prepare your organization’s cultural “soil” months before setting your turnaround plan in concrete—by convincing employees that your company can survive only through radical change. 2) Present your plan—explaining in detail its purpose and expected impact. 3) After executing the plan, manage employees’ emotions by acknowledging the pain of change—while keeping people focused on the hard work ahead. 4) As the turnaround starts generating results, reinforce desired behavioral changes to prevent backsliding.

They trudged through a deep snowdrift. Then, as if blocked by some invisible force field, they stopped. John had seen a lot of crime scenes in the years he’d been a cop. He’d seen death from natural causes and murders so bloody and horrific that even veteran cops dropped to their knees and vomited. He’d seen the neat and brutal execution-style murders common to drug dealers anxious to make their mark. He’d seen innocent children cut down in the crossfire of gangland wars. He’d seen babies murdered and dumped like trash. None of that prepared him for the sight that accosted him now.

Jill’s words reminded me of a concept I learned in the Army: the 80 percent solution. As Army leaders, we were trained to recognize that the 100 percent solution—absolute perfection—isn’t realistic, so the 80 percent solution was our goal: Get most things right, and get your butt moving to accomplish the mission. If you have 80 percent handled and a well-trained team, you’ll be able to deal with whatever contingencies arise. But if you spend all your time planning to create the 100 percent perfect solution, the troops won’t have time to prepare, train, and actually execute the mission.

It is so rare to have a new tent appear that Celia considers canceling her performances entirely in order to spend the evening investigating it. Instead she waits, executing her standard number of shows, finishing the last a few hours before dawn. Only then does she navigate her way through nearly empty pathways to find the latest edition to the circus. The sign proclaims something called the Ice Garden. and Celia smiles at the addendum below which contains an apology for any thermal inconvenience. Despite the name, she is not prepared for what awaits her inside the tent. It is exactly what the sign described. But it is so much more than that. There are no stripes visible on the walls, everything is sparkling and white. She cannot tell how far it stretches, the size of the tent obscured by cascading willows and twisting vines. The air itself is magical. Crisp and sweet in her lungs as she breathes, sending a shiver down to her toes that is caused by more than the forewarned drop in temperature. There are no patrons in the tent as she explores, circling alone around trellises covered in pale roses and a softly bubbling, elaborately carved fountain. And everything, save for occasional lengths of whet silk ribbon strung like garlands, is made of ice. Curious, Celia picks a frosted peony from its branch, the stem breaking easily. But the layered petals shatter, falling from her fingers to the ground, disappearing in the blades of ivory grass below. When she looks back at the branch, an identical bloom has already appeared. Celia cannot imagine how much power and skill it would take not only to construct such a thing but to maintain it as well. And she longs to know how her opponent came up with the idea. Aware that each perfectly structured topiary, every detail down to the stones that line the paths like pearls, must have been planned.

Legitimacy will come at the end of time, when the kingdom of men is assured. "The affair has only just begun, it is far from being terminated, and the world has many other things to suffer, but we shall achieve our aim, we shall be Caesar, and then we shall begin to think about universal happiness." By then the prisoner has been executed; the Grand Inquisitors reign alone, listening to "the profound spirit, the spirit of destruction and death." The Grand Inquisitors proudly refuse freedom and the bread of heaven and offer the bread of this earth without freedom. "Come down from the cross and we will believe in you," their police agents are already crying on Golgotha. But He did not come down and, even, at the most tortured moment of His agony, He protested to God at having been forsaken. There are, thus, no longer any proofs, but faith and the mystery that the rebels reject and at which the Grand Inquisitors scoff. Everything is permitted and centuries of crime are prepared in that cataclysmic moment. From Paul to Stalin, the popes who have chosen Caesar have prepared the way for Caesars who quickly learn to despise popes. The unity of the world, which was not achieved with God, will henceforth be attempted in defiance of God.

Stupendous carnage was painted on the canvas, A depiction of repulsion was executed around the structure. It revealed its dark emblem by painting its sinister Red. Three intertwined bloated eyes are encrusted together, awfully deformed - the horrendous stench of decay can be smelt from it, for it exudes a sulfurous aroma of rotting animals. A torn torso of a butchered rabbit laid on the eye sockets, with all its arms, legs, and head severed off. A sludge-like, bubbling, dripping fluid oozed from the abnormally large eyes, leaving the ground deserted to rust and becoming the midst of a terrible famine. Blood Gushes from the slashes of each hideous eye, gouging out gore from the torn skin, spluttering and erupting gasping cries as it struggles in its own twisted misery of giving birth, as it was preparing to give shape-shifting life to a black-glass body, horn-like entity, unlike any childbirth you have ever witnessed. Satanic was this creature, whose muscle mass was disintegrated. All of his blood was squeezed out, forlorn and cold to the touch. The thorns on his head were intertwined into horns. A serpent's nose and wolf-like fangs were all this child had, as he had no gift of sight or hearing, he had only the smell of terror as his power.

Cowperwood, who saw things in the large, could scarcely endure this minutae. He was but little interested in the affairs of bygone men and women, being so intensely engaged with the living present. And after a time he slipped outside, preferring the wide sweep of gardens, with their flower-lined walks and views of the cathedral. Its arches and towers and stained-glass windows, this whole carefully executed shrine, still held glamor, but all because of the hands and brains, aspirations and dreams of selfish and self-preserving creatures like himself. And so many of these, as he now mused, walking about, had warred over possession of this church. And now they were within its walls, graced and made respectable, the noble dead! Was any man noble? Had there ever been such a thing as an indubitably noble soul? He was scarcely prepared to believe it. Men killed to live—all of them —and wallowed in lust in order to reproduce themselves. In fact, wars, vanities, pretenses, cruelties, greeds, lusts, murder, spelled their true history, with only the weak running to a mythical saviour or god for aid. And the strong using this belief in a god to further the conquest of the weak. And by such temples or shrines as this. He looked, meditated, and was somehow touched with the futility of so

But when you actually break down the amount of time, energy, skill, planning, and maintenance that go into care tasks, they no longer seem simple. For example, the care task of feeding yourself involves more than just putting food into your mouth. You must also make time to figure out the nutritional needs and preferences of everyone you’re feeding, plan and execute a shopping trip, decide how you’re going to prepare that food and set aside the time to do so, and ensure that mealtimes come at correct intervals. You need energy and skill to plan, execute, and follow through on these steps every day, multiple times a day, and to deal with any barriers related to your relationship with food and weight, or a lack of appetite due to medical or emotional factors. You must have the emotional energy to deal with the feeling of being overwhelmed when you don’t know what to cook and the anxiety it can produce to create a kitchen mess. You may also need the skills to multitask while working, dealing with physical pain, or watching over children. Now let’s look at cleaning: an ongoing task made up of hundreds of small skills that must be practiced every day at the right time and manner in order to “keep going on the business of life.” First, you must have the executive functioning to deal with sequentially ordering and prioritizing tasks.1 You must learn which cleaning must be done daily and which can be done on an interval. You must remember those intervals. You must be familiar with cleaning products and remember to purchase them. You must have the physical energy and time to complete these tasks and the mental health to engage in a low-dopamine errand for an extended period of time. You must have the emotional energy and ability to process any sensory discomfort that comes with dealing with any dirty or soiled materials. “Just clean as you go” sounds nice and efficient, but most people don’t appreciate the hundreds of skills it takes to operate that way and the thousands of barriers that can interfere with execution.

As you’ll read in this book, the keys to preparation are clarity, commitment, and composure. These are necessary for developing a sound, consistent routine. The ideal state of mind for action is feeling confident, focused, and in the flow, with body and mind synchronized in the present moment. This allows you to execute a shot free from the interference of mental chatter or paralysis from analysis. The best response to results is one that enhances future performance. You’ll be introduced to a unique “post-shot routine.” This special way of relating to the outcome of a shot is highly effective in fostering confidence by building on success and learning from mistakes without negativity.

Introverts typically . . . • Process information internally. It is normal for them to continuously contemplate, generate, circulate, evaluate, question, and conclude. • Are rejuvenated and energized by rest, relaxation, and down-time. • Need time to process and adapt to a new situation or setting, otherwise it is draining. • Tend to be practical, simple, and neutral in their clothing, furnishings, offices, and surroundings. • Choose their friends carefully and focus on quality, not quantity. They enjoy the company of people who have similar interests and intellect. • May resist change if they are not given enough notice to plan, prepare, and execute. Sudden change creates stress and overwhelm.

Most Western managers believe that long-term success flows from a state of stability, harmony, predictability, discipline, and consensus-a state that I refer to as stable equilibrium. This belief leads them to demand general prescriptions that they can immediately convert into successful action. The most popular prescriptions are to formulate a vision of an organization's future state, to prepare long-term plans to realize that vision, to set strategic milestones and monitor achievements against those plans, to write mission statements and persuade people to share the same culture, to encourage widespread participation and consensus in decision making, and to install control systems that allow top executives to set the organization's direction and stay in command.

After further conferences that late spring the following plan was drawn up. Speidel, almost alone among the Army conspirators in the West, survived to describe it: An immediate armistice with the Western Allies but not unconditional surrender. German withdrawal in the West to Germany. Immediate suspension of the Allied bombing of Germany. Arrest of Hitler for trial before a German court. Overthrow of Nazi rule. Temporary assumption of executive power in Germany by the resistance forces of all classes under the leadership of General Beck, Goerdeler, and the trade-union representative, Leuschner. No military dictatorship. Preparation of a “constructive peace” within the framework of a United States of Europe. In the East, continuation of the war. Holding a shortened line between the mouth of the Danube, the Carpathian Mountains, the River Vistula and Memel.

We hear a great deal of talk about the midlife crisis of the executive. It is mostly boredom. At 45, most executives have reached the peak of their business careers, and they know it. After 20 years of doing very much the same kind of work, they are very good at their jobs. But they are not learning or contributing or deriving challenge and satisfaction from the job. And yet they are still likely to face another 20 if not 25 years of work. That is why managing oneself increasingly leads one to begin a second career. There are three ways to develop a second career. The first is actually to start one. [...] The second way to prepare for the second half of your life is to develop a parallel career. [...] Finally, there are the social entrepreneurs. [...] There is one prerequisite for managing the second half of your life: You must begin doing so long before you enter it.

When I was a young man I worked for a very good company that was very well run by very nice people who knew what they were doing. There was a lot of affection and we made everybody a lot of money. We would have walked into fire for Harold, our Chairman, and Carl, our President. Then they sold our division, and all that firewalking really did take place. The ultrasenior managers did fine, because they had one purpose—to get out of it with a conestoga of cash. The middle management did a lot less fine, because their purpose was different. Their purpose was to die protecting the executive wagon train on its way out of town. We all recognize that kind of story, and know it’s right around the bend for every one of us. And yet, we all line up every day prepared to lay down our lives for our leaders. Why? Why, when we know that, in the end, it is likely to end in tears—for us, not for them.

Do you know where we are?” he whispered. “Surely that is Baker Street,” I answered, staring through the dim window. “Exactly. We are in Camden House, which stands opposite to our own old quarters.” “But why are we here?” “Because it commands so excellent a view of that picturesque pile. Might I trouble you, my dear Watson, to draw a little nearer to the window, taking every precaution not to show yourself, and then to look up at our old rooms--the starting-point of so many of your little fairy-tales? We will see if my three years of absence have entirely taken away my power to surprise you.” I crept forward and looked across at the familiar window. As my eyes fell upon it, I gave a gasp and a cry of amazement. The blind was down, and a strong light was burning in the room. The shadow of a man who was seated in a chair within was thrown in hard, black outline upon the luminous screen of the window. There was no mistaking the poise of the head, the squareness of the shoulders, the sharpness of the features. The face was turned half-round, and the effect was that of one of those black silhouettes which our grandparents loved to frame. It was a perfect reproduction of Holmes. So amazed was I that I threw out my hand to make sure that the man himself was standing beside me. He was quivering with silent laughter. “Well?” said he. “Good heavens!” I cried. “It is marvellous.” “I trust that age doth not wither nor custom stale my infinite variety,” said he, and I recognized in his voice the joy and pride which the artist takes in his own creation. “It really is rather like me, is it not?” “I should be prepared to swear that it was you.” “The credit of the execution is due to Monsieur Oscar Meunier, of Grenoble, who spent some days in doing the moulding. It is a bust in wax. The rest I arranged myself during my visit to Baker Street this afternoon.

In the bourgeois democratic countries the need for using intrinsically good means to achieve desirable ends is more clearly realized than in Russia. But even in these countries enormous mistakes have been made in the past and still greater, still more dangerous mistakes are in process of being committed today. Most of these mistakes are due to the fact that, though professing belief in our ideal postulates, the rulers and people of these countries are, to some extent and quite incompatibly, also militarists and nationalists. The English and the French, it is true, are sated militarists whose chief desire is to live a quiet life, holding fast to what they seized in their unregenerate days of imperial highway-robbery. Confronted by rivals who want to do now what they were doing from the beginning of the eighteenth to the end of the nineteenth century, they profess and doubtless genuinely feel a profound moral indignation. Meanwhile, they have begun to address themselves, reluctantly but with determination, to the task of beating the Fascist powers at their own game. Like the Fascist states, they are preparing for war. but modern war cannot be waged or even prepared except by a highly centralized executive wielding absolute power over a docile people. Most of the planning which is going on in the democratic countries is planning designed to transform these countries into the likeness of totalitarian communities organized for slaughter and rapine. Hitherto this transformation has proceeded fairly slowly. Belief in our idea postulates has acted as a brake on fascization, which has had to advance gradually and behind a smoke screen. But if war is declared, or even if the threat of war becomes more serious than at present, the process will become open and rapid. "The defence of democracy against Fascism" entails inevitably the transformation of democracy into Fascism.

You have heard your sentence. So you see, you’ll have to get used to going on listening to the radio music of life. It will do you good. You are uncommonly lacking in talent, my dear stupid chap, but by now I suppose even you have gradually realized what is being asked of you. You are to learn to laugh, that’s what is being asked of you. You are to understand life’s humour, the gallows humour of this life. But of course you are prepared to do anything on earth other than what is asked of you. You are prepared to stab girls to death; you are prepared to have yourself solemnly executed; you would no doubt also be prepared to spend a hundred years mortifying your flesh and scourging yourself. Or am I wrong? ‘No! With all my heart I’d be prepared to do so,’ I cried in my despair. Naturally! There isn’t a single stupid and humourless activity, anything pompous, serious and devoid of wit, that doesn’t appeal to you! But, you see, nothing of that sort appeals to me. I don’t give a fig for all your romantic desire to do penance. You must be berserk, wanting to be executed and have your head chopped off! You’d commit another ten murders to achieve this stupid ideal of yours. You want to die, you coward, but not to live. But to go on living, damn it, is precisely what you will have to do.

You have heard your sentence. So you see, you’ll have to get used to going on listening to the radio music of life. It will do you good. You are uncommonly lacking in talent, my dear stupid chap, but by now I suppose even you have gradually realized what is being asked of you. You are to learn to laugh, that’s what is being asked of you. You are to understand life’s humour, the gallows humour of this life. But of course you are prepared to do anything on earth other than what is asked of you. You are prepared to stab girls to death; you are prepared to have yourself solemnly executed; you would no doubt also be prepared to spend a hundred years mortifying your flesh and scourging yourself. Or am I wrong?’ ‘No! With all my heart I’d be prepared to do so,’ I cried in my despair. ‘Naturally! There isn’t a single stupid and humourless activity, anything pompous, serious and devoid of wit, that doesn’t appeal to you! But, you see, nothing of that sort appeals to me. I don’t give a fig for all your romantic desire to do penance. You must be berserk, wanting to be executed and have your head chopped off! You’d commit another ten murders to achieve this stupid ideal of yours. You want to die, you coward, but not to live. But to go on living, damn it, is precisely what you will have to do.

For the first time after the Great Purge, Stalin had a great number of high and highest officials executed, and we know for certain that this was planned as the beginning of another nationwide purge. This would have been touched off by the “Doctors’ plot” had Stalin’s death not intervened. A group of mostly Jewish physicians were accused of having plotted “to wipe out the leading cadres of the USSR.”30 Everything that went on in Russia between 1948 and January 1953, when the “Doctors’ plot” was being “discovered,” bore a striking and ominous similarity to the preparations of the Great Purge during the thirties: the death of Zhdanov and the Leningrad purge corresponded to Kirov’s no less mysterious death in 1934 which was immediately followed by a kind of preparatory purge “of all former oppositionists who remained in the Party.”31 Moreover, the very content of the absurd accusation against the physicians, that they would kill off people in leading positions all over the country, must have filled with fearful forebodings all those who were acquainted with Stalin’s method of accusing a fictitious enemy of the crime he himself was about to commit. (The best known example is of course his accusation that Tukhachevski conspired with Germany at the very moment when Stalin was contemplating an alliance with the Nazis.)

Why make thy laws against an unhappy corse? CRE. The determination of Eteocles this, not mine. ANT. It is absurd, and thou a fool to enforce it. CRE. How so? Is it not just to execute injunctions? ANT. No, if they are base, at least, and spoken with ill intent. CRE. What! will he not with justice be given to the dogs? ANT. No, for thus do ye not demand of him lawful justice. CRE. We do; since he was the enemy of the state, who least ought to be an enemy. ANT. Hath he not paid then his life to fortune? CRE. And in his burial too let him now satisfy vengeance. ANT. What outrage having committed, if he came after his share of the kingdom? CRE. This man, that you may know once for all, shall be unburied. ANT. I will bury him; even though the city forbid it. CRE. Thyself then wilt thou at the same time bury near the corse. ANT. But that is a glorious thing, for two friends to lie near. CRE. Lay hold of her, and bear her to the house. ANT. By no means—for I will not let go this body. CRE. The God has decreed it, O virgin, not as thou wilt. ANT. And this too is decreed—that the dead be not insulted. CRE. Around him none shall place the moist dust. ANT. Nay, by his mother here Jocasta, I entreat thee, Creon. CRE. Thou laborest in vain, for thou canst not obtain this. ANT. But suffer thou me at any rate to bathe the body. CRE. This would be one of the things forbidden by the state. ANT. But let me put bandages round his cruel wounds. CRE. In no way shalt thou show respect to this corse. ANT. Oh most dear, but I will at least kiss thy lips. CRE. Thou shalt not prepare calamity against thy wedding by thy lamentations.

We can dismiss any notion that the Nazi regime murdered Jews in order to gratify German public opinion. It took elaborate precautions to hide these actions from the German people and from foreign observers. In official documents the responsible authorities referred to the killings with euphemisms like Sonderbehandlung (“special handling”), and undertook major operations to eliminate all traces of them, at a time when men and materiel could hardly be spared from the fighting. At the same time, there was no particular effort to keep the secret from German troops on the eastern front, many of whom were regularly assigned to participate. Some soldiers and officials photographed the mass executions and sent pictures home to their families and girlfriends.57 Many thousands of soldiers, civil administrators, and technicians stationed in the eastern occupied territories were eyewitnesses to mass killings. Many more thousands heard about them from participants. The knowledge inside Germany that dreadful things were being done to Jews in the east was “fairly widespread.” As long as disorderly destruction such as the shop-front smashings, beatings, and murders of Kristallnacht did not take place under their windows, most of them let distance, indifference, fear of denunciation, and their own sufferings under Allied bombing stifle any objections. In the end, radicalized Nazism lost even its nationalist moorings. As he prepared to commit suicide in his Berlin bunker in April 1945, Hitler wanted to pull the German nation down with him in a final frenzy. This was partly a sign of his character—a compromise peace was as unthinkable for Hitler as it was for the Allies. But it also had a basis within the nature of the regime: not to push forward was to perish. Anything was better than softness.59

I got back into my car and followed the trucks; at the end of the road, the Polizei unloaded the women and children, who rejoined the men arriving on foot. A number of Jews, as they walked, were singing religious songs; few tried to run away; the ones who did were soon stopped by the cordon or shot down. From the top, you could hear the gun bursts clearly, and the women especially were starting to panic. But there was nothing they could do. The condemned were divided into little groups and a noncom sitting at a table counted them; then our Askaris took them and led them over the brink of the ravine. After each volley, another group left, it went very quickly. I walked around the ravine by the west to join the other officers, who had taken up positions above the north slope. From there, the ravine stretched out in front of me: it must have been some fifty meters wide and maybe thirty meters deep, and went on for several kilometers; the little stream at the bottom ran into the Syrets, which gave its name to the neighborhood. Boards had been placed over this stream so the Jews and their shooters could cross easily; beyond, scattered pretty much everywhere on the bare sides of the ravine, the little white clusters were multiplying. The Ukrainian “packers” dragged their charges to these piles and forced them to lie down over them or next to them; the men from the firing squad then advanced and passed along the rows of people lying down almost naked, shooting each one with a submachine bullet in the neck; there were three firing squads in all. Between the executions some officers inspected the bodies and finished them off with a pistol. To one side, on a hill overlooking the scene, stood groups of officers from the SS and the Wehrmacht. Jeckeln was there with his entourage, flanked by Dr. Rasch; I also recognized some high-ranking officers of the Sixth Army. I saw Thomas, who noticed me but didn’t return my greeting. On the other side, the little groups tumbled down the flank of the ravine and joined the clusters of bodies that stretched farther and farther out. The cold was becoming biting, but some rum was being passed around, and I drank a little. Blobel emerged suddenly from a car on our side of the ravine, he must have driven around it; he was drinking from a little flask and shouting, complaining that things weren’t going fast enough. But the pace of the operations had been stepped up as much as possible. The shooters were relieved every hour, and those who weren’t shooting supplied them with rum and reloaded the clips. The officers weren’t talking much; some were trying to hide their distress. The Ortskommandantur had set up a field kitchen, and a military pastor was preparing some tea to warm up the Orpos and the members of the Sonderkommando. At lunchtime, the superior officers returned to the city, but the subalterns stayed to eat with the men. Since the executions had to continue without pause, the canteen had been set up farther down, in a hollow from which you couldn’t see the ravine. The Group was responsible for the food supplies; when the cases were broken open, the men, seeing rations of blood pudding, started raging and shouting violently. Häfner, who had just spent an hour administering deathshots, was yelling and throwing the open cans onto the ground: “What the hell is this shit?” Behind me, a Waffen-SS was noisily vomiting. I myself was livid, the sight of the pudding made my stomach turn. I went up to Hartl, the Group’s Verwaltungsführer, and asked him how he could have done that. But Hartl, standing there in his ridiculously wide riding breeches, remained indifferent. Then I shouted at him that it was a disgrace: “In this situation, we can do without such food!

A scaffold, when it is erected and prepared, has indeed a profoundly disturbing effect. We may remain more or less open-minded on the subject of the death penalty, indisposed to commit ourselves, so long as we have not seen a guillotine with our own eyes. But to do so is to be so shaken that we are obliged to take our stand for or against. Joseph de Maistre approved of the death penalty, Cesar de Beccaria abominated it. The guillotine is the ultimate expression of Law, and its name is vengeance; it is not neutral, nor does it allow us to remain neutral. He who sees it shudders in the most confounding dismay. All social questions achieve their finality around that blade. The scaffold is an image. It is not merely a framework, a machine, a lifeless mechanism of wood, iron and rope. It is as though it were a being having its own dark purpose, as though the framework saw, the machine listened, the mechanism understood; as though that arrangement of wood and iron and rope expressed a will. In the most hideous picture which its presence evokes it seems to be most terribly a part of what it does. It is the executioner's accomplice; it consumes, devouring flesh and drinking blood. It is a special kind of monster created by the judge and the craftsman; a spectre seeming to live an awful life born of the death it deals. This was the effect it had on the bishop, and on the day following the execution, and for many days after, he seemed to be overwhelmed. The almost violent serenity of the fateful moment vanished: he was haunted by the ghost of social justice. Whereas ordinarily he returned from the performance of his duties with a glow of satisfaction, he seemed now to be assailed with a sense of guilt. There were times when he talked to himself, muttering gloomy monologues under his breath. This is a fragment that his sister overheard: 'I did not know that it was so monstrous. It is wrong to become so absorbed in Divine Law that one is no longer aware of human law. Death belongs only to God. What right have men to lay hands on a thing so unknown?

Hitherto I have used the words imperfect and perfect merely to distinguish between work grossly unskilful, and work executed with average precision and science; and I have been pleading that any degree of unskilfulness should be admitted, so only that the labourer’s mind had room for expression. But, accurately speaking, no good work whatever can be perfect, and the demand for perfection is always a sign of a misunderstanding of the ends of art. This for two reasons, both based on everlasting laws. The first, that no great man ever stops working till he has reached his point of failure: that is to say, his mind is always far in advance of his powers of execution, and the latter will now and then give way in trying to follow it;... And therefore, if we are to have great men working at all, or less men doing their best, the work will be imperfect, however beautiful. Of human work none but what is bad can be perfect, in its own bad way. The second reason is, that imperfection is in some sort essential to all that we know of life. It is the sign of life in a mortal body, that is to say, of a state of progress and change. Nothing that lives is, or can be, rigidly perfect; part of it is decaying, part nascent. The foxglove blossom—a third part bud, a third part past, a third part in full bloom—is a type of the life of this world. And in all things that live there are certain irregularities and deficiencies which are not only signs of life, but sources of beauty. No human face is exactly the same in its lines on each side, no leaf perfect in its lobes, no branch in its symmetry. All admit irregularity as they imply change; and to banish imperfection is to destroy expression, to check exertion, to paralyze vitality. All things are literally better, lovelier, and more beloved for the imperfections which have been divinely appointed, that the law of human life may be Effort, and the law of human judgment, Mercy. Accept this then for a universal law, that neither architecture nor any other noble work of man can be good unless it be imperfect; and let us be prepared for the otherwise strange fact, which we shall discern clearly as we approach the period of the Renaissance, that the first cause of the fall of the arts of Europe was a relentless requirement of perfection, incapable alike either of being silenced by veneration for greatness, or softened into forgiveness of simplicity.

Hitherto I have used the words imperfect and perfect merely to distinguish between work grossly unskilful, and work executed with average precision and science; and I have been pleading that any degree of unskilfulness should be admitted, so only that the labourer’s mind had room for expression. But, accurately speaking, no good work whatever can be perfect, and the demand for perfection is always a sign of a misunderstanding of the ends of art. This for two reasons, both based on everlasting laws. The first, that no great man ever stops working till he has reached his point of failure: that is to say, his mind is always far in advance of his powers of execution, and the latter will now and then give way in trying to follow it;... And therefore, if we are to have great men working at all, or less men doing their best, the work will be imperfect, however beautiful. Of human work none but what is bad can be perfect, in its own bad way. The second reason is, that imperfection is in some sort essential to all that we know of life. It is the sign of life in a mortal body, that is to say, of a state of progress and change. Nothing that lives is, or can be, rigidly perfect; part of it is decaying, part nascent. The foxglove blossom—a third part bud, a third part past, a third part in full bloom—is a type of the life of this world. And in all things that live there are certain irregularities and deficiencies which are not only signs of life, but sources of beauty. No human face is exactly the same in its lines on each side, no leaf perfect in its lobes, no branch in its symmetry. All admit irregularity as they imply change; and to banish imperfection is to destroy expression, to check exertion, to paralyze vitality. All things are literally better, lovelier, and more beloved for the imperfections which have been divinely appointed, that the law of human life may be Effort, and the law of human judgment, Mercy. Accept this then for a universal law, that neither architecture nor any other noble work of man can be good unless it be imperfect; and let us be prepared for the otherwise strange fact, which we shall discern clearly as we approach the period of the Renaissance, that the first cause of the fall of the arts of Europe was a relentless requirement of perfection, incapable alike either of being silenced by veneration for greatness, or softened into forgiveness of simplicity.

The universal survey of life as a whole, an advantage which man has over the animal through his faculty of reason, is also comparable to a geometrical, colourless, abstract, reduced plan of his way of life. He is therefore related to the animal as the navigator, who by means of chart, compass, and quadrant knows accurately at any moment his course and position on the sea, is related to the uneducated crew who see only the waves and skies. It is therefore worth noting, and indeed wonderful to see, how man, besides his life in the concrete, always lives a second life in the abstract. In the former he is abandoned to all the storms of reality and to the influence of the present; he must struggle, suffer, and die like the animal. But his life in the abstract, as it stands before his rational consciousness, is the calm reflection of his life in the concrete, and of the world in which he lives; it is precisely that reduced chart or plan previously mentioned. Here in the sphere of calm deliberation, what previously possessed him completely and moved him intensely appears to him cold, colourless, and, for the moment, foreign and strange; he is a mere spectator and observer. In respect of this withdrawal into reflection, he is like an actor who has played his part in one scene, and takes his place in the audience until he must appear again. In the audience he quietly looks on at whatever may happen, even though it be the preparation of his own death (in the play); but then he again goes on the stage, and acts and suffers as he must. From this double life proceeds that composure in man, so very different from the thoughtlessness of the animal. According to previous reflection, to a mind made up, or to a recognized necessity, a man with such composure suffers or carries out in cold blood what is of the greatest, and often most terrible, importance to him, such as suicide, execution, duels, hazardous enterprises of every kind fraught with danger to life, and generally things against which his whole animal nature rebels. We then see to what extent reason is master of the animal nature, and we exclaim to the strong: ferreum certe tibi cor! (Truly hast thou a heart of iron!) [Iliad, xxiv, 521.] Here it can really be said that the faculty of reason manifests itself practically, and thus practical reason shows itself, wherever action is guided by reason, where motives are abstract concepts, wherever the determining factors are not individual representations of perception, or the impression of the moment which guides the animal.

With the increasing recognition of Jews as the parasitic germs of these diseases, state after state was forced in the last years to take a position on this fateful question for nations. Imbued with the instinct of self-preservation, they had to take those measures which were suited to protect for good their own people against this international poison. Even if Bolshevik Russia is the concrete product of this Jewish infection, one should not forget that democratic capitalism creates the conditions for it. In this way, the Jews prepare what the same Jews execute in the second stage of this process. In the first stage, they deprive the majority of men of their rights and reduce them to helpless slaves. Or, as they themselves put it, they make them expropriated proletarians in order to spur them on, as a fanaticized mob, to destroy the foundations of their state. Later, this is followed by the extermination of their own national intelligentsia, and finally by the elimination of all cultural foundations that, as a thousand-year-old heritage, could provide these people with their inner worth or serve as a warning to the future. What remains after that is the beast in man and a Jewish class that, as parasites in leadership positions, will in the end destroy the fertile soil on which it thrives. On this process-which according to Mommsen results in the Jewish engineered decomposition of people and states-the young, awakening Europe has now declared war. Proud and honorable people in other parts of the world have allied themselves to it. They will be joined by hundreds of millions of oppressed men who, irrespective of how their present leaders may view this, will one day break their chains. The end of these liars will come, liars who claim to protect the world against a threatening domination but who actually only seek to save their own world-rule. We are now in the midst of this mighty, truly historic awakening of the people, partly as leading, acting, or performing men. On the one side stand the men of the democracies that form the heart of Jewish capitalism, with their whole dead weight of dusty theories of state, their parliamentary corruption, their outdated social order, their Jewish brain trusts, their Jewish newspapers, stock exchanges, and banks-a combination, a mix of political and economic racketeers of the worst sort; on their side, there is the Bolshevik state, that is, that number of brutish men over whom the Jew, as in the Soviet Union, wields his bloody whip. And on the other side stand those nations who fight for their freedom and independence, for the securing of their people’s daily bread. Adolf Hitler – speech to the Reichstag April 26, 1942

In a Harvard Business Review article titled “Do Women Lack Ambition?” Anna Fels, a psychiatrist at Cornell University, observes that when the dozens of successful women she interviewed told their own stories, “they refused to claim a central, purposeful place.” Were Dr. Fels to interview you, how would you tell your story? Are you using language that suggests you’re the supporting actress in your own life? For instance, when someone offers words of appreciation about a dinner you’ve prepared, a class you’ve taught, or an event you organized and brilliantly executed, do you gracefully reply “Thank you” or do you say, “It was nothing”? As Fels tried to understand why women refuse to be the heroes of their own stories, she encountered the Bem Sex-Role Inventory, which confirms that society considers a woman to be feminine only within the context of a relationship and when she is giving something to someone. It’s no wonder that a “feminine” woman finds it difficult to get in the game and demand support to pursue her goals. It also explains why she feels selfish when she doesn’t subordinate her needs to others. A successful female CEO recently needed my help. It was mostly business-related but also partly for her. As she started to ask for my assistance, I sensed how difficult it was for her. Advocate on her organization’s behalf? Piece of cake. That’s one of the reasons her business has been successful. But advocate on her own behalf? I’ll confess that even among my closest friends I find it painful to say, “Look what I did,” and so I don’t do it very often. If you want to see just how masterful most women have become at deflecting, the next time you’re with a group of girlfriends, ask them about something they (not their husband or children) have done well in the past year. Chances are good that each woman will quickly and deftly redirect the conversation far, far away from herself. “A key type of discrimination that women face is the expectation that feminine women will forfeit opportunities for recognition,” says Fels. “When women do speak as much as men in a work situation or compete for high-visibility positions, their femininity is assailed.” My point here isn’t to say that relatedness and nurturing and picking up our pom-poms to cheer others on is unimportant. Those qualities are often innate to women. If we set these “feminine” qualities aside or neglect them, we will have lost an irreplaceable piece of ourselves. But to truly grow up, we must learn to throw down our pom-poms, believing we can act and that what we have to offer is a valuable part of who we are. When we recognize this, we give ourselves permission to dream and to encourage the girls and women

Our critique is not opposed to the *dogmatic procedure* of reason in its pure knowledge as science (for science must always be dogmatic, that is, derive its proof from secure *a priori* principles), but only to *dogmatism*, that is, to the presumption that it is possible to make any progress with pure (philosophical) knowledge from concepts according to principles, such as reason has long been in the habit of using, without first inquiring in what way, and by what right, it has come to posses them. Dogmatism is therefore the dogmatic procedure of pure reason, *without a preceding critique of its own powers*; and our opposition to this is not intended to defend that loquacious shallowness which arrogates to itself the name of popularity, much less that skepticism which makes short work of the whole of metaphysics. On the contrary, our critique is meant to form a necessary preparation in support of metaphysics as a thorough science, which must necessarily be carried out dogmatically and strictly systematically, so as to satisfy all the demands, no so much of the public at large, as of the Schools. This is an indispensable demand for it has undertaken to carry out its work entirely *a priori*, and thus to carry it out to the complete satisfaction of speculative reason. In the execution of this plan, as traced out by the critique, that is, in a future system of metaphysics, we shall have to follow the strict method of the celebrated Wolff, the greatest of all dogmatic philosophers. He was the first to give an example (and by his example initiated, in Germany, that spirit of thoroughness which is not yet extinct) of how the secure course of a science could be attained only through the lawful establishment of principles, the clear determination of concepts, the attempt at strictness of proof and avoidance of taking bold leaps in our inferences. He was therefore most eminently qualified to give metaphysics the dignity of a science, if it had only occurred to him to prepare his field in advance by criticism of the organ, that is, of pure reason itself―an omission due not so much to himself as to the dogmatic mentality of his age, about which the philosophers of his own, as well as of all previous times, have no right to reproach one another. Those who reject both the method of Wolff and the procedure of the critique of pure reason can have no other aim but to shake off the fetters of *science* altogether, and thus to change work into play, certainty into opinion and philosophy into philodoxy." ―from_Critique of Pure Reason_. Preface to the Second Edition. Translated, edited, and with an Introduction by Marcus Weigelt, based on the translation by Max Müller, pp. 28-29

It’s more an affliction than the expression of any high-minded ideals. I watch Mark Bittman enjoy a perfectly and authentically prepared Spanish paella on TV, after which he demonstrates how his viewers can do it at home—in an aluminum saucepot—and I want to shove my head through the glass of my TV screen and take a giant bite out of his skull, scoop the soft, slurry-like material inside into my paw, and then throw it right back into his smug, fireplug face. The notion that anyone would believe Catherine Zeta-Jones as an obsessively perfectionist chef (particularly given the ridiculously clumsy, 1980s-looking food) in the wretched film No Reservations made me want to vomit blood, hunt down the producers, and kick them slowly to death. (Worse was the fact that the damn thing was a remake of the unusually excellent German chef flick Mostly Martha.) On Hell’s Kitchen, when Gordon Ramsay pretends that the criminally inept, desperately unhealthy gland case in front of him could ever stand a chance in hell of surviving even three minutes as “executive chef of the new Gordon Ramsay restaurant” (the putative grand prize for the finalist), I’m inexplicably actually angry on Gordon’s behalf. And he’s the one making a quarter-million dollars an episode—very contentedly, too, from all reports. The eye-searing “Kwanzaa Cake” clip on YouTube, of Sandra Lee doing things with store-bought angel food cake, canned frosting, and corn nuts, instead of being simply the unintentionally hilarious viral video it should be, makes me mad for all humanity. I. Just. Can’t. Help it. I wish, really, that I was so far up my own ass that I could somehow believe myself to be some kind of standard-bearer for good eating—or ombudsman, or even the deliverer of thoughtful critique. But that wouldn’t be true, would it? I’m just a cranky old fuck with what, I guess, could charitably be called “issues.” And I’m still angry. But eat the fucking fish on Monday already. Okay? I wrote those immortal words about not going for the Monday fish, the ones that’ll haunt me long after I’m crumbs in a can, knowing nothing other than New York City. And times, to be fair, have changed. Okay, I still would advise against the fish special at T.G.I. McSweenigan’s, “A Place for Beer,” on a Monday. Fresh fish, I’d guess, is probably not the main thrust of their business. But things are different now for chefs and cooks. The odds are better than ever that the guy slinging fish and chips back there in the kitchen actually gives a shit about what he’s doing. And even if he doesn’t, these days he has to figure that you might actually know the difference. Back when I wrote the book that changed my life, I was angriest—like a lot of chefs and cooks of my middling abilities—at my customers. They’ve changed. I’ve changed. About them, I’m not angry anymore.

Chapter One Vivek Ranadivé “IT WAS REALLY RANDOM. I MEAN, MY FATHER HAD NEVER PLAYED BASKETBALL BEFORE.” 1. When Vivek Ranadivé decided to coach his daughter Anjali’s basketball team, he settled on two principles. The first was that he would never raise his voice. This was National Junior Basketball—the Little League of basketball. The team was made up mostly of twelve-year-olds, and twelve-year-olds, he knew from experience, did not respond well to shouting. He would conduct business on the basketball court, he decided, the same way he conducted business at his software firm. He would speak calmly and softly, and he would persuade the girls of the wisdom of his approach with appeals to reason and common sense. The second principle was more important. Ranadivé was puzzled by the way Americans play basketball. He is from Mumbai. He grew up with cricket and soccer. He would never forget the first time he saw a basketball game. He thought it was mindless. Team A would score and then immediately retreat to its own end of the court. Team B would pass the ball in from the sidelines and dribble it into Team A’s end, where Team A was patiently waiting. Then the process would reverse itself. A regulation basketball court is ninety-four feet long. Most of the time, a team would defend only about twenty-four feet of that, conceding the other seventy feet. Occasionally teams played a full-court press—that is, they contested their opponent’s attempt to advance the ball up the court. But they did it for only a few minutes at a time. It was as if there were a kind of conspiracy in the basketball world about the way the game ought to be played, Ranadivé thought, and that conspiracy had the effect of widening the gap between good teams and weak teams. Good teams, after all, had players who were tall and could dribble and shoot well; they could crisply execute their carefully prepared plays in their opponent’s end. Why, then, did weak teams play in a way that made it easy for good teams to do the very things that they were so good at? Ranadivé looked at his girls. Morgan and Julia were serious basketball players. But Nicky, Angela, Dani, Holly, Annika, and his own daughter, Anjali, had never played the game before. They weren’t all that tall. They couldn’t shoot. They weren’t particularly adept at dribbling. They were not the sort who played pickup games at the playground every evening. Ranadivé lives in Menlo Park, in the heart of California’s Silicon Valley. His team was made up of, as Ranadivé put it, “little blond girls.” These were the daughters of nerds and computer programmers. They worked on science projects and read long and complicated books and dreamed about growing up to be marine biologists. Ranadivé knew that if they played the conventional way—if they let their opponents dribble the ball up the court without opposition—they would almost certainly lose to the girls for whom basketball was a passion. Ranadivé had come to America as a seventeen-year-old with fifty dollars in his pocket. He was not one to accept losing easily. His second principle, then, was that his team would play a real full-court press—every game, all the time. The team ended up at the national championships. “It was really random,” Anjali Ranadivé said. “I mean, my father had never played basketball before.” 2. Suppose you were to total up all the wars over the past two hundred years that occurred between very large and very small countries. Let’s say that one side has to be at least ten times larger in population and armed might

Two kinds of development help explain how a readiness built up to kill all Jews, including women and children. One is a series of “dress rehearsals” that served to lower inhibitions and provided trained personnel hardened for anything. First came the euthanasia of incurably ill and insane Germans, begun on the day when World War II began. Nazi eugenics theory had long provided a racial justification for getting rid of “inferior” persons. War provided a broader justification for reducing the drain of “useless mouths” on scarce resources. The “T-4” program killed more than seventy thousand people between September 1939 and 1941, when, in response to protests from the victims’ families and Catholic clergy, the matter was left to local authorities. Some of the experts trained in this program were subsequently transferred to the occupied east, where they applied their mass killing techniques to Jews. This time, there was less opposition. The second “dress rehearsal” was the work of the Einsatzgruppen, the intervention squads specially charged with executing the political and cultural elite of invaded countries. In the Polish campaign of September 1939 they helped wipe out the Polish intelligentsia and high civil service, evoking some opposition within the military command. In the Soviet campaign the Einsatzgruppen received the notorious “Commissar Order” to kill all Communist Party cadres as well as the Jewish leadership (seen as identical in Nazi eyes), along with Gypsies. This time the army raised no objections. The Einsatzgruppen subsequently played a major role, though they were far from alone, in the mass killings of Jewish women and children that began in some occupied areas in fall 1941. A third “dress rehearsal” was the intentional death of millions of Soviet prisoners of war. It was on six hundred of them that the Nazi occupation authorities first tested the mass killing potential of the commercial insecticide Zyklon-B at Auschwitz on September 3, 1941. Most Soviet prisoners of war, however, were simply worked or starved to death. The second category of developments that helped prepare a “willingness to murder” consisted of blockages, emergencies, and crises that made the Jews become a seemingly unbearable burden to the administrators of conquered territories. A major blockage was the failure to capture Moscow that choked off the anticipated expulsion of all the Jews of conquered eastern Europe far into the Soviet interior. A major emergency was shortages of food supplies for the German invasion force. German military planners had chosen to feed the invasion force with the resources of the invaded areas, in full knowledge that this meant starvation for local populations. When local supplies fell below expectations, the search for “useless mouths” began. In the twisted mentality of the Nazi administrators, Jews and Gypsies also posed a security threat to German forces. Another emergency was created by the arrival of trainloads of ethnic Germans awaiting resettlement, for whom space had to be made available. Faced with these accumulating problems, Nazi administrators developed a series of “intermediary solutions.” One was ghettos, but these proved to be incubators for disease (an obsession with the cleanly Nazis), and a drain on the budget. The attempt to make the ghettos work for German war production yielded little except another category of useless mouths: those incapable of work. Another “intermediary solution” was the stillborn plan, already mentioned, to settle European Jews en masse in some remote area such as Madagascar, East Africa, or the Russian hinterland. The failure of all the “intermediary solutions” helped open the way for a “final solution”: extermination.

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thepsychchic chips clips ii If you think of yourself instead as an almost-victor who thought correctly and did everything possible but was foiled by crap variance? No matter: you will have other opportunities, and if you keep thinking correctly, eventually it will even out. These are the seeds of resilience, of being able to overcome the bad beats that you can’t avoid and mentally position yourself to be prepared for the next time. People share things with you: if you’ve lost your job, your social network thinks of you when new jobs come up; if you’re recently divorced or separated or bereaved, and someone single who may be a good match pops up, you’re top of mind. This attitude is what I think of as a luck amplifier. … you will feel a whole lot happier … and your ready mindset will prepare you for the change in variance that will come … 134-135 W. H. Auden: “Choice of attention—to pay attention to this and ignore that—is to the inner life what choice of action is to the outer. In both cases man is responsible for his choice and must accept the consequences.” Pay attention, or accept the consequences of your failure. 142 Attention is a powerful mitigator to overconfidence: it forces you to constantly reevaluate your knowledge and your game plan, lest you become too tied to a certain course of action. And if you lose? Well, it allows you to admit when it’s actually your fault and not a bad beat. 147 Following up on Phil Galfond’s suggestion to be both a detective and a storyteller and figure out “what your opponent’s actions mean, and sometimes what they don’t mean.” [Like the dog that didn’t bark in the Sherlock Holmes “Silver Blaze” story.] 159 You don’t have to have studied the description-experience gap to understand, if you’re truly expert at something, that you need experience to balance out the descriptions. Otherwise, you’re left with the illusion of knowledge—knowledge without substance. You’re an armchair philosopher who thinks that just because she read an article about something she is a sudden expert. (David Dunning, a psychologist at the University of Michigan most famous for being one half of the Dunning-Kruger effect—the more incompetent you are, the less you’re aware of your incompetence—has found that people go quickly from being circumspect beginners, who are perfectly aware of their limitations, to “unconscious incompetents,” people who no longer realize how much they don’t know and instead fancy themselves quite proficient.) 161-162 Erik: Generally, the people who cash the most are actually losing players (Nassim Taleb’s Black Swan strategy, jp). You can’t be a winning player by min cashing. 190 The more you learn, the harder it gets; the better you get, the worse you are—because the flaws that you wouldn’t even think of looking at before are now visible and need to be addressed. 191 An edge, even a tiny one, is an edge worth pursuing if you have the time and energy. 208 Blake Eastman: “Before each action, stop, think about what you want to do, and execute.” … Streamlined decisions, no immediate actions, or reactions. A standard process. 217 John Boyd’s OODA: Observe, Orient, Decide, and Act. The way to outmaneuver your opponent is to get inside their OODA loop. 224 Here’s a free life lesson: seek out situations where you’re a favorite; avoid those where you’re an underdog. 237 [on folding] No matter how good your starting hand, you have to be willing to read the signs and let it go. One thing Erik has stressed, over and over, is to never feel committed to playing an event, ever. “See how you feel in the morning.” Tilt makes you revert to your worst self. 257 Jared Tindler, psychologist, “It all comes down to confidence, self-esteem, identity, what some people call ego.” 251 JT: “As far as hope in poker, f#¢k it. … You need to think in terms of preparation. Don’t worry about hoping. Just Do.” 252

An excellent current day example of online executive presence is Dr. Anthony Fauci’s testimony to the Senate Health Committee on Tuesday May 12th, 2020. Providing his testimony virtually, Dr. Fauci was well groomed and dressed in a coat and tie, just as he would on a normal work day. His suit clearly was not a $8000 Brioni. Rather, it reflected a senior government official with a simpler taste who is more focused on the weightier issues of public health currently afflicting the US and the world. As the face of the National Institute of Allergy and Infectious Diseases, his suit not only signals deference to the institution he leads, but reflects a keen awareness for how his appearance could be perceived by everyone online. Even from home, the message in his persona was “I know my job, I’m prepared, and I take it seriously.” Rhetorically, imagine if he had appeared in a bathrobe looking like he had just gotten out of bed.

Don’t let the fact that just because the meetings are now virtual, you no longer need to be concerned with how you look. It is important to send the message that you are just as prepared and take your job just as seriously when meetings are virtual. This could be especially costly to your career if your boss or someone more senior to you suddenly appear as an unexpected attendee.

About a year or so ago, Johnny made a truly remarkable set of observations and was responsible for a completely new method of programming, "Herman Goldstine elaborated in 1949. "Johnny's scheme was to wire up what corresponds to the ENIAC's plug-boards with a fixed set of instructions that is universal to all problems." Individual instructions were assigned unique numbers - order codes - that were intelligible to "a switching center so built that upon receipt of a given number, characterizing one of the orders wired into the plug-boards, it energizes the proper board and thereby causes the order to be executed." A sequence of orders, constituting a program, could either be entered via the ENIAC's function tables, or read from punched cards. "It is no longer necessary to stand on one's head to fit a given routine," Goldstine continued. "To prepare an individual problem the coder now merely writes out the sequence of operations, arithmetic and logical, which characterize his problem and then transliterates these into the numbers the machine will understand.

If you respect their preparation, you never drop the baton.

Drucker highlights two common ingredients: preparation with a clear purpose in mind (“why are we having this meeting?”) and disciplined follow-up.

Even among the uninitiated - men and women who were unaware of how a day's labor had been defined through years of tense negotiation - extracting such large drafts of labor required extraordinarily coercive measures. Violent confrontations between masters and slaves seemed to grow as the lower Mississippi Valley became a slave society. Wielding the lash with greater frequency if not greater force, planters struggled to bend slaves to the new order. Slaves resisted with equal ferocity. Unrest increased and rumors of rebellion boiled to the surface. During the 1790s and into the new century, the lower Mississippi Valley was alive with news of revolt, as one intrigue after another came to light. In 1791, 1795, and again in 1804 and 1805, planters uncovered major conspiracies. They responded with the lash, mutilating many rebels and suspected rebels, deporting others, and executing still others, often after grotesque torture. Yet behind this bloody facade, master and slave began to renegotiate the terms under which slaves lived and worked. Many of these involved the pace of labor; others originated in the organization of labor and the authority of the masters' subalterns, as overseers became a fixture on the largest estates. From the planters' perspective, the large units on which sugar and cotton were grown made movement from plantation to plantation - a prominent feature of slave life in eighteenth-century Louisiana - unnecessary and undesirable. But perhaps the most intense conflicts arose over the slaves' economy: their free Sundays and half-Saturdays, their gardens and provision grounds, and their right to sell their labor and market its product. Slaves in the lower Mississippi Valley had a long tradition of independent productive activities. Planters, who once saw advantages in allowing slaves to subsist themselves, pressed for an allowance society in which rations replaced gardens and the right to market. ... Under the new regime, plantation slaves frequently worked from dawn to noon and then, after a two hour break, until 'the approach of night.' As the planters' demands intensified, the time left for slaves to work their gardens grew shorter. Sustaining them took an extraordinary commitment. The frantic pace at which slaves worked in their own plots was captured by an emigre from Saint Domingue in 1799, who observed that a slave returning form the field 'does not lose his time. He goes to work at a bit of the land which he has planted with provisions for his own use, while his companion, if he has one, busies herself in preparing some for him, herself, and their children.' 'Many of the owners take off a part of that ration,' noted another visitor. Slaves 'must obtain the rest of their food, as well as their clothing, from the results of their Sunday labors.' Planters who supplied their slaves with clothes forced them to work on Sunday 'until they have been reimbursed for their advances,' so that the cash that previously went into the slaves' pockets went to the masters'.

Should be a fun week. This is what separates good bankers from the posers.” The e-mail exchange grew heated. A manager in charge of WaMu’s deposits responded defensively: “No one is panicking, so long emails that sound preachy don’t help. We are not dumb, let us prepare.” Freilinger replied, “If you fire people up over weekends, you’re fanning flames, not ‘getting ready.’ ‘Getting ready’ takes place months, not hours before a firestorm, by increasing branch awareness through clear pricing signals and encouragement of building deposit excess balances while no obvious sparks around. I never called anyone dumb—but I’ll continue to dial back unnecessarily panicked executives wherever and whenever I find them.

The role of executive officer (XO) is unique. He can often be the loneliest person on the ship. If something happens to the captain, the “exec” needs to be trained, prepared, and ready to take over. The XO is also the chief morale officer, executor of the captain’s orders, head of discipline, and the meanest “badass” on the ship (when required). The captain has total control and the final say, but the XO must make it all happen and pull everything together the way the captain wants it done while at the same time making the crew do it right. The best XOs eventually become captains. The bad XOs reveal themselves quickly and the navy has a chance to pull them out of line before they become captains and make mistakes that could be fatal to the ship or crew. (Little has changed since 1848.)

He was perfectly prepared to go on killing Bonaparte’s soldiers and sailors, but he would not flatter himself that he was executing justice by killing one man because some other man had murdered his wounded allies.

Girls are preparing for a world that increasingly allows them to be whatever they wish to be—homemakers, mothers, secretaries, executives. Girls can perform outside the home, nurture inside the home, or do some combination, depending on their personalities.

The head of one of the large management consulting firms always starts an assignment with a new client by spending a few days visiting the senior executives of the client organization one by one. After he has chatted with them about the assignment and the client organization, its history and its people, he asks (though rarely, of course, in these words): “And what do you do that justifies your being on the payroll?” The great majority, he reports, answer: “I run the accounting department,” or “I am in charge of the sales force.” Indeed, not uncommonly the answer is, “I have 850 people working under me.” Only a few say, “It’s my job to give our managers the information they need to make the right decisions,” or “I am responsible for finding out what products the customer will want tomorrow,” or “I have to think through and prepare the decisions the president will have to face tomorrow.” The man who focuses on efforts and who stresses his downward authority is a subordinate no matter how exalted his title and rank. But the man who focuses on contribution and who takes responsibility for results, no matter how junior, is in the most literal sense of the phrase, “top management.” He holds himself accountable for the performance of the whole.

A Lodge inaugurated under the auspices of Rousseau, the fanatic of Geneva, became the center of the revolutionary movement in France, and a Prince of the blood-royal went thither to swear the destruction of the successors of Philippe le Bel on the tomb of Jacques de Molai. The registers of the Order of Templars attest that the Regent, the Duc d'Orleans, was Grand Master of that formidable Secret Society, and that his successors were the Duc de Maine, the Prince of Bourbon-Conde, and the Duc de Cosse-Briassac. The Templars comprotmitted the King; they saved him from the rage of the People, to exasperate that rage and bring on the catastrophe prepared for centuries; it was a scaffold that the vengeance of the Templars demanded. The secret movers of the French Revolution had sworn to overturn the Throne and the Altar upon the Tomb of Jacques de Molai. When Louis XVI. was executed, half the work was done; and thenceforward the Army of the Temple was to direct all its efforts against the Pope.

In Micah 5:2 God eliminated all the cities of the world and selected Bethlehem, with a population of less than one thousand people, as the Messiah’s birthplace. Then through a series of prophecies he even defined the time period that would set this man apart. For example, Malachi 3:1 and four other Old Testament verses require the Messiah to come while the Temple of Jerusalem is still standing (see Psalm 118:26; Daniel 9:26; Zechariah 11:13; Haggai 2:7-9). This is of great significance when we realize that the Temple was destroyed in AD 70 and has not since been rebuilt. Isaiah 7:14 adds that Christ will be born of a virgin. A natural birth of unnatural conception was a criterion beyond human planning and control. Several prophecies recorded in Isaiah and the Psalms describe the social climate and response that God’s man will encounter: His own people, the Jews, will reject him, and the Gentiles will believe in him (see Psalms 22:7-8; 118:22; Isaiah 8:14; 49:6; 50:6; 52:13-15). He will have a forerunner, a voice in the wilderness, one preparing the way before the Lord, a John the Baptist (see Isaiah 40:3-5; Malachi 3:1). Notice how one passage in the New Testament (Matthew 27:3-10) refers to certain Old Testament prophecies that narrow down Christ’s address even further. Matthew describes the events brought about by the actions of Judas after he betrayed Jesus. Matthew points out that these events were predicted in passages from the Old Testament (see Psalm 41:9; Zechariah 11:12-13). In these passages God indicates that the Messiah will (1) be betrayed, (2) by a friend, (3) for thirty pieces of silver, and that the money will be (4) cast on the floor of the Temple. Thus the address becomes even more specific. A prophecy dating from 1012 BC also predicts that this man’s hands and feet will be pierced and that he will be crucified (see Psalm 22:6-18; Zechariah 12:10; Galatians 3:13). This description of the manner of his death was written eight hundred years before the Romans used crucifixion as a method of execution. The precise lineage; the place, time, and manner of birth; people’s reactions; the betrayal; the manner of death—these are merely a fraction of the hundreds of details that make up the “address” to identify God’s Son, the Messiah, the Savior of the world.

Toxic stress is defined as frequent or prolonged activation of the stress system in the absence of support. Toxic stress is either severe, such as witnessing an assault, or recurs day in and day out, in which case it is chronic. Supportive adults—who minimize exposure to things that a child isn’t developmentally ready to handle—aren’t readily available. The child perceives that he or she has little control over what happens. There seems to be no reprieve, no cavalry coming, no end in sight. This is the space many kids live in today, whether they are obviously at-risk students like Adam, or seemingly high-functioning kids like Zara. Toxic stress does not prepare kids for the real world. It damages their ability to thrive.13 To return to rat studies for a moment, when rat pups were taken from their mothers not for fifteen minutes but for three hours a day, the experience was so stressful that when they were returned to their mothers, the rat pups didn’t interact with them. They remained easily stressed for the rest of their lives.14 So how do you capitalize on positive or tolerable stress while avoiding the bad kind? It is simple in theory, but tricky in execution: kids need a supportive adult around, they need time to recover from the stressful event, and they need to have a sense of control over their lives.

minor explosions kept recurring, intensifying fires. By 1600 the last main control telephone was so weak that Captain Sherman, fearing he would lose contact with the engineering personnel, ordered them topside. The safeties were opened, the ship halted, and preparations to abandon ship were made as all water pressure was gone and firefighting was now impossible. Admiral Fitch ordered destroyers with fire hoses to stand by to receive excess personnel. The Morris stood alongside with hoses while personnel descended by lines to her decks and safety. The fires were now beyond control, and explosions were occurring more frequently. Captain Sherman, meanwhile, fearing the ship would blow up, had had the sick and wounded transferred to whaleboats. Admiral Fitch directed him to abandon ship. Captain Sherman passed the word, and orderly disembarkation began. By 1800 the admiral and captain prepared to leave the ship, but not until Captain Sherman had made an inspection and found, on the starboard side in an after-gun gallery, some men having difficulty disembarking. He ordered them to shift aft and disembark from that point. The executive officer, Commander Mortimer

And remember that it is for ever. The face will always be there to be stamped upon. The heretic, the enemy of society, will always be there, so that he can be defeated and humiliated over again. Everything that you have undergone since you have been in our hands — all that will continue, and worse. The espionage, the betrayals, the arrests, the tortures, the executions, the disappearances will never cease. It will be a world of terror as much as a world of triumph. The more the Party is powerful, the less it will be tolerant: the weaker the opposition, the tighter the despotism. Goldstein and his heresies will live for ever. Every day, at every moment, they will be defeated, discredited, ridiculed, spat upon and yet they will always survive. This drama that I have played out with you during seven years will be played out over and over again generation after generation, always in subtler forms. Always we shall have the heretic here at our mercy, screaming with pain, broken up, contemptible — and in the end utterly penitent, saved from himself, crawling to our feet of his own accord. That is the world that we are preparing, Winston. A world of victory after victory, triumph after triumph after triumph: an endless pressing, pressing, pressing upon the nerve of power. You are beginning, I can see, to realize what that world will be like. But in the end you will do more than understand it. You will accept it, welcome it, become part of it.

Anti-Network Effects Hit the Google+ Launch A charismatic executive from one of the most powerful technology companies in the world introduces a new product at a conference. This time, it’s June 2011 at the Web 2.0 Summit, where Google vice president Vic Gundotra describes the future of social networking and launches Google+. This was Google’s ambitious strategy to counteract Facebook, which was nearing their IPO. To give their new networked product a leg up, as many companies do, it led with aggressive upsells from their core product. The Google.com homepage linked to Google+, and they also integrated it widely within YouTube, Photos, and the rest of the product ecosystem. This generated huge initial numbers—within months, the company announced it had signed up more than 90 million users. While this might superficially look like a large user base, it actually consisted of many weak networks that weren’t engaged, because most new users showed up and tried out the product as they read about it in the press, rather than hearing from their friends. The high churn in the product was covered up by the incredible fire hose of traffic that the rest of Google’s network generated. Even though it wasn’t working, the numbers kept going up. When unengaged users interact with a networked product that hasn’t yet gelled into a stable, atomic network, then they don’t end up pulling other users into the product. In a Wall Street Journal article by Amir Efrati, Google+ was described as a ghost town even while the executives touted large top-line numbers: To hear Google Inc. Chief Executive Larry Page tell it, Google+ has become a robust competitor in the social networking space, with 90 million users registering since its June launch. But those numbers mask what’s really going on at Google+. It turns out Google+ is a virtual ghost town compared with the site of rival Facebook Inc., which is preparing for a massive initial public offering. New data from research firm comScore Inc. shows that Google+ users are signing up—but then not doing much there. Visitors using personal computers spent an average of about three minutes a month on Google+ between September and January, versus six to seven hours on Facebook each month over the same period, according to comScore, which didn’t have data on mobile usage.86 The fate of Google+ was sealed in their go-to-market strategy. By launching big rather than focusing on small, atomic networks that could grow on their own, the teams fell victim to big vanity metrics. At its peak, Google+ claimed to have 300 million active users—by the top-line metrics, it was on its way to success. But network effects rely on the quality of the growth and not just its quantity

Relax. Look around. Make a call.” Our SEAL platoon and task unit had trained extensively through dozens of desperate, chaotic, and overwhelming situations to prepare for just such a moment as this. I understood how to implement the Laws of Combat that Jocko had taught us: Cover and Move, Simple, Prioritize and Execute, and Decentralized Command. The Laws of Combat were the key to not just surviving a dire situation such as this, but actually thriving, enabling us to totally dominate the enemy and win. They guided my next move.

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Most people don’t think more than one or two moves ahead. Those people are amateurs and flame out quickly in business. Effective strategy is about making a move and being prepared to launch another series of moves based on how the market or your competition reacts. You must think beyond your first strike to execute an effective strategy. When you start to get really good, you anticipate how others will react and can deploy a series of moves that are nearly impossible to counteract.

Key Decisions have a sequence that reflects the process for executing the innovation. When teams understand how Key Decisions flow into one another, the sequence and timing for these decisions and who is ultimately responsible for making the decisions, they will be better prepared to make these decisions

MARCH 16 Ordeal of Shame In a memoir of the years before World War II, Pierre Van Paassen tells of an act of humiliation by Nazi storm troopers who had seized an elderly Jewish rabbi and dragged him to headquarters. In the far end of the same room, two colleagues were beating another Jew to death. They stripped the rabbi naked and commanded that he preach the sermon he had prepared for the coming Sabbath in the synagogue. The rabbi asked if he could wear his yarmulke, and the Nazis, grinning, agreed. It added to the joke. The trembling rabbi proceeded to deliver in a raspy voice his sermon on what it means to walk humbly before God, all the while being poked and prodded by the hooting Nazis, and all the while hearing the last cries of his neighbor at the end of the room. When I read the Gospel accounts of the imprisonment, torture, and execution of Jesus, I think of that naked rabbi standing humiliated in a police station. I still cannot fathom the indignity, the shame endured by God’s Son on earth, stripped naked, flogged, spat on, struck in the face, garlanded with thorns. Jewish leaders as well as Romans intended the mockery to parody the crime for which the victim had been condemned. Messiah, huh? Great, let’s hear a prophecy.Wham. Who hit you, huh? Thunk. C’mon, tell us, spit it out, Mr. Prophet. For a Messiah, you don’t know much, do you? It went like that all day long, from the bullying game of Blind Man’s Bluff in the high priest’s courtyard, to the professional thuggery of Pilate’s and Herod’s guards, to the catcalls of spectators up the long road to Calvary, and finally to the cross itself where Jesus heard a stream of taunts. I have marveled at, and sometimes openly questioned, the self-restraint God has shown throughout history, allowing the Genghis Khans and the Hitlers and the Stalins to have their way. But nothing—nothing—compares to the self-restraint shown that dark Friday in Jerusalem. With every lash of the whip, every fibrous crunch of fist against flesh, Jesus must have mentally replayed the temptation in the wilderness and in Gethsemane. Legions of angels awaited his command. One word, and the ordeal would end. The Jesus I Never Knew(199 - 200)

Accelerate Your Learning with a Questionnaire QUESTIONS TO ASK ABOUT THE PAST Performance How well or poorly has the company performed in the past? What goals were set? What kind of benchmarks were employed? What actions were taken when goals were not reached? What initiatives for change were made in the past? Who was most responsible for change initiatives? How effective or ineffective were these attempts at change? What drivers have had a positive impact on performance? Why? What drivers have had a negative impact on performance? Why? How have the company’s strategy, structure, technical capabilities, culture, and politics impacted performance? QUESTIONS TO ASK ABOUT THE PRESENT Vision and Strategy Does the company have a clear vision statement? If so, what is it? Does the company have a clear articulation of strategy? If so, what is it? Is the company’s strategy being executed optimally? If not, why not? If so, will this strategy win? The Team Who is exceptional? Who is competent and capable? Who is not competent and capable? Who deserves the company’s total confidence? Who does not deserve the company’s total confidence? Who are the influencers on the team? What are the sources of their influence? Company Policies and Processes What are the company’s most significant practices and processes? Do the essential practices and processes promote value, productivity, and safety? What can be done to improve performance of practices and processes? Latent Risks and Hazards Are there latent risks and hazards that threaten the performance of the company? Is the company subject to cultural/political risks or peril? What are they? Easy Victories to Score Where and what are business areas in which easy and early wins can be scored? QUESTIONS ABOUT THE FUTURE Near-Future Challenges and Problems What challenges and problems will the business likely encounter in the coming year? How should we prepare to meet and overcome them? Near-Future Opportunities What unexploited opportunities lie ahead? What do we need to realize them? Obstacles What significant obstacles do we face ahead? What do we need to do now to prepare to overcome these obstacles? Company Culture Is the company culture in need of change? Which aspects of the company culture should be preserved? Which aspects should be changed?

(1) The Mindset of Strategy and Positioning (心持ちの事　付　座之次第) ◎ With regards to mindset as you engage in a contest, be calmer than normal and try to see into your opponent’s mind. The enemy whose voice becomes higher in pitch, eyes widen, face reddens, muscles bulge and face grimaces is basically incompetent and will [clumsily] hit through to the ground. When faced with a [second-rate] adversary such as this, maintain serenity of mind and observe his face dispassionately so as not to provoke him. Then, taking hold of your sword, smile and assume a position lower than the upper stance (jōdan). Coolly evade his blow as he tries to attack you. When the enemy appears somewhat perturbed by your unusual attitude, this is the time to strike. Also, if your opponent is quiet, eyes narrowed, body at ease, and he is holding his sword in a relaxed manner as if his fingers are floating on the hilt, assume that he is an expert. Do not saunter carelessly into his range. You must seize the initiative and assail him skillfully, driving him back and striking in quick succession. If you are nonchalant with such a competent opponent, he will force you back. It is crucial to ascertain how capable your enemy is. In terms of where you should position yourself, the same conditions apply in both spacious or cramped locations. Step in so that walls will not impede your sword swings from either side. Take an approximate stance with the long sword and nimbly close in on your foe. If your sword should collide with some barrier, the enemy will become emboldened and will hem you in. If your sword looks as if it might scrape the ceiling, determine the actual height with the tip and be mindful thereafter. You can employ either sword for this, as long as it is the one that cannot be used [in attack while you do this]. Keep the light behind you. With your usual training, be prepared to freely apply any kind of technique with a relaxed mind, but always execute with urgency. It is important to adapt according to the circumstances. (2) About Gaze (目付之事) ◎ Direct your eyes on the enemy’s face. Do not focus on anything else. Since the mind is projected in [facial] expressions, there is no place more revealing than the face to fix one’s gaze. The way of observing the enemy’s face is the same as looking through the mist at trees and rocks on an island two and a half miles [4 km] in the distance. It is the same as peering at [and identifying] birds perched atop a shanty 100 yards [91 meters] away through the falling sleet. It is also akin to beholding a decorative wooden board used to cover the ridge and purlin ends of a roof gable or the tiles on a hut. Calmly focus your gaze [to take everything in].

Defense when attacker is sitting on top of defender, striking defender's face and punching him 1. The attacker is sitting on top attempting to strike the defender. 2.     The defender is blocking the attacker, simultaneously executing a bridge move, throwing the attacker on to his face while the defender parallels his forearm to his face to block him. He uses his other arm to punch the attacker in the groin. The punch should come immediately after the bridge, before the opponent has the opportunity to fall back down. 3.     The defender keeps striking the attacker’s groin as he turns out and gets up ready to kick and walk away. Note: In this technique, throwing the attacker out of balance diverts his first attempted strike while forcing him to use his hands for balance and prepare for his fall. Therefore, he cannot think about striking again. In addition, the defender delivers a series of blows to the attacker’s groin, forcing him to roll over due to a combination of pain and force directed toward his center of gravity. Defense against an attacker sitting on top of defender, choking him 1. The attacker sits on top of the defender and chokes him. 2.     The defender releases himself from the opponent’s chokehold by using a spoon grip with all five fingers on the same side of the opponent’s wrist. At the same time, the defender creates a bridge by lifting his waist up, keeping heels close to the butt, throwing the opponent off his stomach. The defender extends his forearm parallel to his face to block the opponent’s fall, punching the opponent’s groin with his other hand. 3.     The defender keeps striking the attacker’s groin as he turns to the side, getting up ready to kick and walk away. Note: Follow the steps in the previous drill for escape and counter attack! Attacker is positioned to the side of the defender while choking or striking him 1.     The attacker stands on his knees, next to defender, choking or striking him. The defender pushes off the attacker’s thumbs away from his throat. 2.     The defender uses his right knee to push the attacker away from his ribs, enabling him to smash the attacker’s head to the ground with his left leg. The defender keeps holding the attacker’s right arm to prevent him from escaping his fate. 3. Alas. The attacker meets his fate.

Relocating internationally can be a thrilling adventure, but it’s not without its challenges. The logistics involved in international moving are more complex than domestic moves, requiring careful planning and execution. To ensure a smooth transition to your new home, here are ten essential tips for international moving. 1. Start Early Begin the planning process well in advance. International moves involve extensive paperwork, visa applications, and scheduling with international moving companies. Start at least six months before your intended move date. 2. Declutter and Organize Before packing, declutter your belongings. Dispose of items you no longer need or use. This not only reduces the cost of moving but also helps you start fresh in your new home. 3. Research International Moving Companies Select a reputable international moving company with experience in your destination country. Read reviews, ask for referrals, and obtain quotes from multiple companies. Choose one that offers comprehensive services and competitive rates. 4. Understand Customs Regulations Familiarize yourself with the customs regulations of your destination country. Different countries have varying rules about what you can bring with you. Be prepared to fill out detailed customs forms. 5. Documentation Ensure all your important documents are in order. This includes passports, visas, medical records, and any necessary permits. Keep physical copies as well as digital backups. 6. Packing Strategy Use sturdy, high-quality packing materials to protect your belongings during transit. Label boxes clearly and create an inventory list. Pack essential items separately for easy access upon arrival. 7. Insurance Consider purchasing international moving insurance to protect your possessions during the move. Verify what is covered and ensure it meets your needs. 8. Currency and Banking Set up a bank account in your new country before you move. Also, consider having some local currency on hand for immediate expenses upon arrival. 9. Learn About Your New Home Research your destination thoroughly. Understand the local culture, language, and basic laws. Knowing what to expect can ease the transition. 10. Stay Organized Keep all your moving-related paperwork, receipts, and contact information in one place. This will be invaluable if any issues arise during your international move. Bonus Tip: Stay Positive! Moving internationally can be stressful, but maintaining a positive attitude can make a world of difference. Embrace the adventure and view it as an opportunity for personal growth and exploration. Conclusion International moving is a significant undertaking that requires careful planning and thorough research.

I don’t know,’ Jack whispered, before kneeling beside a young woman, her blonde locks matted with dried blood. He could see that she had been shot in the side of her head, the back of her skull blown open by the bullet. ‘Their hands are tied,’ Jack said, as he looked down and saw that the woman’s arms had been bound behind her back with a length of rope. ‘They’ve been executed,’ Reg said, his face white as he looked at the bodies that had been laid out neatly on the floor. ‘A whole bloody family lined up and...’ He shook his head. A cry echoed from the street and Jack turned to where a window overlooked the road. He looked outside and saw a soldier stood in a doorway, the man waving his arm as he called out to where Fred was stood beside a shop. ‘What’s going on?’ the sergeant asked. ‘You’d best come and have a look,’ the man replied. Jack glanced down the street, his eyes staring at the deserted houses that lined the road. He felt a cold chill creep up his spine as he looked at the empty windows from which no lights shone. ‘Wait here,’ Jack said, before making his way out onto the road. He turned as a door swung open, his hand reaching for his rifle, before relaxing as Little stepped out onto the pavement, the corporal’s face a mask of wild anger. ‘The fucking pigs,’ he cursed, before kicking the wall in frustration. ‘Wait until I get my hands on ‘em.’ Jack glanced into the house that Little had searched, his throat catching as he saw the body of a woman on the floor. Beside her a baby lay on the hearth, the child motionless as it lay wrapped in a blanket. ‘The fucking animals,’ Little hissed, as he looked at the deserted houses. ‘Who could do such a thing?’ Ivor asked, his cheeks ashen as he stepped from the house. Jack shook his head, his eyes staring along the road as the men searched the buildings; the cry of alarm echoing along the street. ‘A whole bloody village.’ Jack turned and saw Fred pacing along the road, the battle hardened sergeant shaking his head in confusion as he looked at the houses as if unable to understand what he had seen. ‘What are we going to do?’ Jack asked. ‘Do?’ Little asked, his face possessed with rage. ‘I’m going to kill every fucking one of the evil bastards I can get my hands on.’ The men murmured in agreement, their eyes dark with anger. Jack stood in the street and watched as the first light of a new day shone above the rooftops, the sun casting a gentle warmth over the dead village as the men prepared to move once more.

Across a spectrum of businesses, the amount of time required to execute a service or an order, manufacture and deliver a product is far less than the actual time the service or product spends in the value-delivery system. For example, a manufacturer of heavy vehicles takes 45 days to prepare an order for assembly, but only 16 hours to assemble each vehicle. The vehicle is actually receiving value for less than 1 percent of the time it spends in the system.

Before the management of the company just described could become fast innovators, they had to develop and embrace a new philosophy of organizing around time. The new philosophy is embedded in these eleven key principles: Time is the key performance variable to be managed to attain improved cost and quality. Time benchmarks are set by the performance of competitors and, if faster, by what is technologically possible. The support functions necessary to advance the development process are actively managed to be “invisible.” Their need is to be anticipated; they are to be invested in and kept up-to-date. They are never to be allowed to slow the development process. Each program is to be managed and executed by a small, dedicated, decision-empowered, and experienced team. Team members have common goals and are measured and evaluated as part of a team. The development programs are to have four steps, and the company will organize itself around these steps: Planning and preparation Product definition Design development Manufacturing ramp-up Product improvement The objective of planning and preparation is to avoid having to invent in the middle of the development process—make unknowns be knowns. After definition, the product specification is frozen. The definition is committed to and not allowed to be changed. The improvement phase is to be used for costs and feature enhancements. Functional expertise resides in the development program. Manufacturing and design resources are full-time participants in the definition team. Manufacturing resources are full time participants in the design team. Team members are collocated. Senior management reviews are few. The role of senior management is to ensure that the program teams have the appropriate resources, incentives and environment to execute their tasks quickly. New programs are generated continuously, at regular market-driven intervals, and incorporate more incremental advances and fewer “great leaps forward.

Attempts were made to ascertain the reasons for these drastic provisions directed to exclude every Arab from the land purchased. The Executive of the General Federation of Jewish Labour were perfectly frank on the subject. They pointed out that the Jewish colonies were founded and established by Jewish capital, and that the subscriptions of which this capital is composed were given with the intention that Jews should emigrate to Palestine and be settled therethat these subscriptions would never have been given had it been thought that they would be employed to support Arab labourersthat it was the business of the Zionist Organisation to cause immigration into Palestine of as many Jews as possible, and that, if Arabs were employed, posts would thus be filled up for which Jews might have immigratedthat the position of agricultural labourer in the colonies, when occupied by a Jew, serves as a training for the immigrant and prepares him to take over a holding himself at a later dateand, finally, that if these posts were left open to the ordinary competition of the labour market, the standard of life of the Jewish labourer would be liable to fall to the lower standard of the Arab.

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