Prescription For Success Quotes

I also have a brand-new prescription for gunfire jitters: When the shooting gets loud, proceed to the nearest wooden staircase. Run up and down a few times, making sure to stumble at least once. What with the scratches and the noise of running and falling, you won't even be able to hear the shooting, much less worry about it. Yours truly has put this magic formula to use, with great success!

Every day, sincerely and without phoniness, Lou demonstrated by his actions how very vital it is - more than anything else - to understand and appreciate the people who work with you...Do your job well, but always remember that the people you work with are your most valuable asset. Embrace them. Honor them. Respect them" (206) - "Prescriptions for Success" by John Schuerholz

The First Prescription’s formula for success: Do whatever makes your inner light brighter. In other words, try to treat yourself and everyone else with love. 

Controllers think differing ideas and views are personal opposition to be rejected and destroyed. And, since Controllers identify themselves with their prescriptions, it becomes important to them that others be dissuaded of theirs. Their success is measured in conversions.

Eventually I discovered for myself the utterly simple prescription for creativity: Be intensely yourself. Don’t try to be outstanding; don’t try to be a success; don’t try to do pictures for others to look at – just please yourself.

Procrastinators will weigh you down. Action is the prescription for moving forward. Action will eliminate boredom. Procrastinators are waiting, and they often create more excuses to continue waiting: It isn’t the right time; I’m going to wait until it’s sunny outside; I got up late; I called them and they didn’t pick up the phone; they didn’t reply to my email. Procrastinators are going nowhere. Do not let them impede your journey to success.

Every day, sincerely and without phoniness, Lou demonstrated by his actions how very vital it is - more than anything else - to understand and appreciate the people who work with you....Do your job well, learn your job well, but always remember that the people you work with are your most valuable asset. Embrace them. Honor them. Respect them" (206) "Prescriptions for Success" by John Schuerholz

We are not proponents of long life. We are proponents of joyful life, and when you find yourself in joy, the longevity usually follows. We do not count the success of a life by its length; we count it by its joy. — ABRAHAM

Elsewhere in the journal, he transcribes the rules laid down by Benjamin Franklin as a prescription for happiness and success: “Eat not to dullness,” “Avoid trifling conversation,” “Waste nothing,” “Let all things have their place,” “Use no hurtful deceit,” “Tolerate no uncleanness in body, clothes, or habitation,” and so on.

Then let’s use this incredible tool God has given us to assess the risks that we face every day. We have the means to analyze risks and decide which are worth taking and which should be avoided. Do you have a brain? Then use it. That’s the secret. That’s my simple but powerful prescription for life, love, and success in a dangerous world.

Enterprise architects in the cloud enterprise should depart from prescriptive roles to become cloud advocates in the boardroom and sparring partners in the engine room.

the human body is its own best apothecary and because the most successful prescriptions are filled by the body itself.

Get better at the things you care about most. This is the dark horse prescription for personalized success. It elegantly summarizes all four elements of the dark horse mindset.

I know people who read interminably, book after book, from page to page, and yet I should not call them 'well-read people'. Of course they 'know' an immense amount; but their brain seems incapable of assorting and classifying the material which they have gathered from books. They have not the faculty of distinguishing between what is useful and useless in a book; so that they may retain the former in their minds and if possible skip over the latter while reading it, if that be not possible, then--when once read--throw it overboard as useless ballast. Reading is not an end in itself, but a means to an end. Its chief purpose is to help towards filling in the framework which is made up of the talents and capabilities that each individual possesses. Thus each one procures for himself the implements and materials necessary for the fulfilment of his calling in life, no matter whether this be the elementary task of earning one's daily bread or a calling that responds to higher human aspirations. Such is the first purpose of reading. And the second purpose is to give a general knowledge of the world in which we live. In both cases, however, the material which one has acquired through reading must not be stored up in the memory on a plan that corresponds to the successive chapters of the book; but each little piece of knowledge thus gained must be treated as if it were a little stone to be inserted into a mosaic, so that it finds its proper place among all the other pieces and particles that help to form a general world-picture in the brain of the reader. Otherwise only a confused jumble of chaotic notions will result from all this reading. That jumble is not merely useless, but it also tends to make the unfortunate possessor of it conceited. For he seriously considers himself a well-educated person and thinks that he understands something of life. He believes that he has acquired knowledge, whereas the truth is that every increase in such 'knowledge' draws him more and more away from real life, until he finally ends up in some sanatorium or takes to politics and becomes a parliamentary deputy. Such a person never succeeds in turning his knowledge to practical account when the opportune moment arrives; for his mental equipment is not ordered with a view to meeting the demands of everyday life. His knowledge is stored in his brain as a literal transcript of the books he has read and the order of succession in which he has read them. And if Fate should one day call upon him to use some of his book-knowledge for certain practical ends in life that very call will have to name the book and give the number of the page; for the poor noodle himself would never be able to find the spot where he gathered the information now called for. But if the page is not mentioned at the critical moment the widely-read intellectual will find himself in a state of hopeless embarrassment. In a high state of agitation he searches for analogous cases and it is almost a dead certainty that he will finally deliver the wrong prescription.

To guide people along the true path without them feeling your hand, is true guidance. To speak to them in such a way that they do not feel instructed, is true speech. To keep them in your orbit so that you may watch over them, without them feeling the slightest loss of freedom, is true caring. To invest in them the Truths that will keep them safe and successful in their journey of life, while surrendering the need to take ownership of these ideas so that they may take ownership of them, is wisdom and dispassion. These, and other secrets like it, is what the Master devotes his life to. It is this that he lives for.

I am not a success if all I do is fit into somebody's prescription; its better to stand out and be celebrated for being a definition. The world would prefer to take the bitter pills of an achiever than the sweet chocolates of a mediocre.

The key to competitive success—for businesses and nonprofits alike—lies in an organization’s ability to create unique value. Porter’s prescription: aim to be unique, not best. Creating value, not beating rivals, is at the heart of competition.

The advantages of a hereditary Monarchy are self-evident. Without some such method of prescriptive, immediate and automatic succession, an interregnum intervenes, rival claimants arise, continuity is interrupted and the magic lost. Even when Parliament had secured control of taxation and therefore of government; even when the menace of dynastic conflicts had receded in to the coloured past; even when kingship had ceased to be transcendental and had become one of many alternative institutional forms; the principle of hereditary Monarchy continued to furnish the State with certain specific and inimitable advantages. Apart from the imponderable, but deeply important, sentiments and affections which congregate around an ancient and legitimate Royal Family, a hereditary Monarch acquires sovereignty by processes which are wholly different from those by which a dictator seizes, or a President is granted, the headship of the State. The King personifies both the past history and the present identity of the Nation as a whole. Consecrated as he is to the service of his peoples, he possesses a religious sanction and is regarded as someone set apart from ordinary mortals. In an epoch of change, he remains the symbol of continuity; in a phase of disintegration, the element of cohesion; in times of mutability, the emblem of permanence. Governments come and go, politicians rise and fall: the Crown is always there. A legitimate Monarch moreover has no need to justify his existence, since he is there by natural right. He is not impelled as usurpers and dictators are impelled, either to mesmerise his people by a succession of dramatic triumphs, or to secure their acquiescence by internal terrorism or by the invention of external dangers. The appeal of hereditary Monarchy is to stability rather than to change, to continuity rather than to experiment, to custom rather than to novelty, to safety rather than to adventure. The Monarch, above all, is neutral. Whatever may be his personal prejudices or affections, he is bound to remain detached from all political parties and to preserve in his own person the equilibrium of the realm. An elected President – whether, as under some constitutions, he be no more than a representative functionary, or whether, as under other constitutions, he be the chief executive – can never inspire the same sense of absolute neutrality. However impartial he may strive to become, he must always remain the prisoner of his own partisan past; he is accompanied by friends and supporters whom he may seek to reward, or faced by former antagonists who will regard him with distrust. He cannot, to an equal extent, serve as the fly-wheel of the State.

Humor is essential to a successful tactician, for the most potent weapons known to mankind are satire and ridicule. A sense of humor enables him to maintain his perspective and see himself for what he really is: a bit of dust that burns for a fleeting second. A sense of humor is incompatible with the complete acceptance of any dogma, any religious, political, or economic prescription for salvation. It synthesizes with curiosity, irreverence, and imagination. The organizer has a personal identity of his own that cannot be lost by absorption or acceptance of any kind of group discipline or organization.

Just as important as getting enough sleep is thinking about sleep in the right way. Stop thinking of sleep and naps as “downtime” or as a “waste of time.” Think of them as opportunities for memory consolidation and enhancing the brain circuits that help skill learning. Nor should you feel guilty about sleep. It’s just as crucial a part of successful brain work as the actual task itself.

A patient complains of feeling nervous or fearful. These feelings and behaviors suggest that the patient has an anxiety disorder, and the doctor prescribes whatever drug will most probably work for an anxiety disorder. However, there's no conclusive way to tell that this patient definitely has an anxiety disorder. Even if the doctor did get the diagnosis correct, there's a great deal of variation regarding which drug class (for example, anti-anxiety drugs versus antidepressants) a particular individual will respond to and which drug within a class (for example, Prozac versus Zoloft) will work best. If the drug doesn't work, the doctor will try the next one on the list and so on, thus delaying treatment success and complicating the process with the mix-and-match type of treatment.

Thus, the advice of “work toward your ten thousand hours” sounds completely reasonable. Right? But there’s a problem. There are millions of people that work incredibly hard, yet have little success to show for it. Is ten thousand hours too simple of a prescription for greatness? Yes. It overlooks another aspect of great achievement that cannot be ignored: opportunities—conditions that often appear to be plain old dumb luck. -

Ever feel like you're always winding up and never throwing it out? You might blame it on perfectionism or procrastination or preparation. You may even call it prudent. But whatever it is...IT'S NOT WORKING. I call this phenomenon "petrified performance." Where you're busy, busy, busy (on the wrong activities or the right activities for too long), and never accomplishing the idea or task you set out to do. You're stuck. Like a tree that once was lively is now dead and immovable like a stone. What once was a fluid idea is now frozen in time. How do you overcome petrified performance? With practice, silly. Everything you do should be considered a "project" because projects have a beginning and an end with a timeline. No more dreaming. Wake up and put those dreams to work by putting the steps necessary to make them happen on the calendar. Are you willing to practice? That's my prescription.

In 1994, Friedman wrote a memo marked “Very Confidential” to Raymond, Mortimer, and Richard Sackler. The market for cancer pain was significant, Friedman pointed out: four million prescriptions a year. In fact, there were three-quarters of a million prescriptions just for MS Contin. “We believe that the FDA will restrict our initial launch of OxyContin to the Cancer pain market,” Friedman wrote. But what if, over time, the drug extended beyond that? There was a much greater market for other types of pain: back pain, neck pain, arthritis, fibromyalgia. According to the wrestler turned pain doctor John Bonica, one in three Americans was suffering from untreated chronic pain. If that was even somewhat true, it represented an enormous untapped market. What if you could figure out a way to market this new drug, OxyContin, to all those patients? The plan would have to remain secret for the time being, but in his memo to the Sacklers, Friedman confirmed that the intention was “to expand the use of OxyContin beyond Cancer patients to chronic non-malignant pain.” This was a hugely audacious scheme. In the 1940s, Arthur Sackler had watched the introduction of Thorazine. It was a “major” tranquilizer that worked wonders on patients who were psychotic. But the way the Sackler family made its first great fortune was with Arthur’s involvement in marketing the “minor” tranquilizers Librium and Valium. Thorazine was perceived as a heavy-duty solution for a heavy-duty problem, but the market for the drug was naturally limited to people suffering from severe enough conditions to warrant a major tranquilizer. The beauty of the minor tranquilizers was that they were for everyone. The reason those drugs were such a success was that they were pills that you could pop to relieve an extraordinary range of common psychological and emotional ailments. Now Arthur’s brothers and his nephew Richard would make the same pivot with a painkiller: they had enjoyed great success with MS Contin, but it was perceived as a heavy-duty drug for cancer. And cancer was a limited market. If you could figure out a way to market OxyContin not just for cancer but for any sort of pain, the profits would be astronomical. It was “imperative,” Friedman told the Sacklers, “that we establish a literature” to support this kind of positioning. They would suggest OxyContin for “the broadest range of use.” Still, they faced one significant hurdle. Oxycodone is roughly twice as potent as morphine, and as a consequence OxyContin would be a much stronger drug than MS Contin. American doctors still tended to take great care in administering strong opioids because of long-established concerns about the addictiveness of these drugs. For years, proponents of MS Contin had argued that in an end-of-life situation, when someone is in a mortal fight with cancer, it was a bit silly to worry about the patient’s getting hooked on morphine. But if Purdue wanted to market a powerful opioid like OxyContin for less acute, more persistent types of pain, one challenge would be the perception, among physicians, that opioids could be very addictive. If OxyContin was going to achieve its full commercial potential, the Sacklers and Purdue would have to undo that perception.

Instead of trotting out the usual bland platitudes about the secrets of success and happiness, he provided an inspired illustration of how to apply the principle of inversion. He gave the students a series of “prescriptions for guaranteed misery in life,” recommending that they should be unreliable, avoid compromise, harbor resentments, seek revenge, indulge in envy, “ingest chemicals,” become addicted to alcohol, neglect to “learn vicariously from the good and bad experience of others,” cling defiantly to their existing beliefs, and “stay down” when struck by the “first, second, or third severe reverse in the battle of life.

Given the central place that technology holds in our lives, it is astonishing that technology companies have not put more resources into fixing this global problem. Advanced computer systems and artificial intelligence (AI) could play a much bigger role in shaping diagnosis and prescription. While the up-front costs of using such technology may be sizeable, the long-term benefits to the health-care system need to be factored into value assessments. We believe that AI platforms could improve on the empirical prescription approach. Physicians work long hours under stressful conditions and have to keep up to date on the latest medical research. To make this work more manageable, the health-care system encourages doctors to specialize. However, the vast majority of antibiotics are prescribed either by generalists (e.g., general practitioners or emergency physicians) or by specialists in fields other than infectious disease, largely because of the need to treat infections quickly. An AI system can process far more information than a single human, and, even more important, it can remember everything with perfect accuracy. Such a system could theoretically enable a generalist doctor to be as effective as, or even superior to, a specialist at prescribing. The system would guide doctors and patients to different treatment options, assigning each a probability of success based on real-world data. The physician could then consider which treatment was most appropriate.

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.

Let them produce the original records of their churches; let them unfold the roll of their bishops, running down in due succession from the beginning in such a manner that [that first bishop of theirs ] bishop shall be able to show for his ordainer and predecessor some one of the apostles or of apostolic men, — a man, moreover, who continued steadfast with the apostles. For this is the manner in which the apostolic churches transmit their registers: as the church of Smyrna, which records that Polycarp was placed therein by John; as also the church of Rome, which makes Clement to have been ordained in like manner by Peter. In exactly the same way the other churches likewise exhibit (their several worthies), whom, as having been appointed to their episcopal places by apostles, they regard as transmitters of the apostolic seed. Let the heretics contrive something of the same kind.” ​— ​(The Prescription Against Heretics, Chapter 32)

When most people use the word ‘freedom’ nowadays, they use it in the sense of the French Revolutionaries: freedom from tradition, from established social institutions, from religious doctrines, from prescriptive duties. I think that this employment of the word does much mischief. For we do not live in an age—and there are such ages—which is oppressed by the dead weight of archaic establishments and obsolete custom. The danger in our era, rather, is that the fountains of the great deep will be broken up and that the pace of alteration will be so rapid that generation cannot link with generation. Our era, necessarily, is what Matthew Arnold called an epoch of concentration. Or, at least, the thinking American needs to turn his talents to concentration, the buttressing and reconstruction of our moral and social heritage. This is a time not for anarchic freedom, but for ordered freedom. There are much older and stronger concepts of freedom than that espoused by the French Revolutionaries. In the Christian tradition, freedom is submission to the will of God. This is no paradox. As he that would save his life must lose it, so the man who desires true freedom must recognize a providential order which gives all freedoms their sanction. The theory of ‘natural rights’ depends upon the premise of an on alterable human nature bestowed upon man by God. Only acceptance of the divine order can give enduring freedom to a society; for this lacking, there is no reason why the strong and the clever, the dominant majority or the successful oligarch, should respect the liberties of anyone else. Freedom without the theory of natural rights becomes simply the freedom of those who hold power to do as they like with the lives of those whose interests conflict with theirs.

Just as it is commonly said that Asclepius has prescribed someone horse-riding, or cold baths, or walking barefoot, so we could say that the nature of the Whole has prescribed him disease, disablement, loss or any other such affliction. In the first case 'prescribed' means something like this: 'ordered this course for this person as conducive to his health'. In the second the meaning is that what happens to each individual is somehow arranged to conduce to his destiny. We speak of the fitness of these happenings as masons speak of the 'fit' of squared stones in walls or pyramids, when they join each other in a defined relation. In the whole of things there is one harmony: and just as all material bodies combine to make the world one body, a harmonious whole, so all causes combine to make Destiny one harmonious cause. Even quite unsophisticated people intuit what I mean. They say: 'Fate brought this on him.' Now if 'brought', also 'prescribed'. So let us accept these prescriptions just as we accept those of Asclepius- many of them too are harsh, but we welcome them in the hope of health. You should take the same view of the process and completion of the design of universal nature as you do of your own health: and so welcome all that happens to you, even if it seems rather cruel, because its purpose leads to the health of the universe and the prosperity and success of Zeus. He would not bring this on anyone, if it did not also bring advantage to the Whole: no more than any given natural principle brings anything inappropriate to what it governs. So there are two reasons why you should be content with your experience. One is that this has happened to you, was prescribed for you, and is related to you, a thread of destiny spun for you from the first by the most ancient causes. The second is that what comes to each individual is a determining part of the welfare, the perfection, and indeed the very coherence of that which governs the Whole. Because the complete Whole is maimed if you sever even the tiniest of its constituent parts, and true likewise of its causes. And you do sever something, to the extent that you can, whenever you fret at your lot: this is, in a sense, a destruction. p37

Beyond the US Army’s apps platform, it seems that every industry today relies upon some form of platform business model—many of them internet-based. Doctors quickly cross-check prescriptions to identify interactions between drugs, job-seekers exchange insights about various employers, and property values and other attributes of a given zip code are easily comparable. Successful platforms in a solution economy exhibit one or more of these three characteristics: (1) they invite participants to collaborate and exchange at little or no cost; (2) they encourage decentralized, user-generated content; and (3) they enable average citizens to contribute to problem solving.

It is premised on the successes of the unpredictable, disjointed and overlapping, rather than the prescriptive or planned.

Higher levels of hope have been shown to help people deal successfully with pain and some forms of illness.13 Optimistic people live longer and have fewer illnesses.14 Spiritually minded people cope better with loss and illness.15 Depression is a risk factor for heart disease and may predict who will leave the hospital alive after a heart attack.16 A recent study showed that depressed people are at significantly greater risk of a stroke.17

Brilliant people sometimes do the most unintelligent thing possible. In the midst of stress, rather than investing, these individuals divested from the greatest predictor of success and happiness: their social support network. Countless studies have found that social relationships are the best guarantee of heightened well-being and lowered stress, both an antidote for depression and a prescription for high performance. But instead, these students had somehow learned that when the going gets tough, the tough get going—to an isolated cubicle in the library basement.

Changing the spelling of one's name to ensure success, performing rituals for good luck, wearing colored gem stones for success in business – all these fall into the same category of psychological reinforcement.

David and Neil were MBA students at the Wharton School when the cash-strapped David lost his eyeglasses and had to pay $700 for replacements. That got them thinking: Could there be a better way? Neil had previously worked for a nonprofit, VisionSpring, that trained poor women in the developing world to start businesses offering eye exams and selling glasses that were affordable to people making less than four dollars a day. He had helped expand the nonprofit’s presence to ten countries, supporting thousands of female entrepreneurs and boosting the organization’s staff from two to thirty. At the time, it hadn’t occurred to Neil that an idea birthed in the nonprofit sector could be transferred to the private sector. But later at Wharton, as he and David considered entering the eyeglass business, after being shocked by the high cost of replacing David’s glasses, they decided they were out to build more than a company—they were on a social mission as well. They asked a simple question: Why had no one ever sold eyeglasses online? Well, because some believed it was impossible. For one thing, the eyeglass industry operated under a near monopoly that controlled the sales pipeline and price points. That these high prices would be passed on to consumers went unquestioned, even if that meant some people would go without glasses altogether. For another, people didn’t really want to buy a product as carefully calibrated and individualized as glasses online. Besides, how could an online company even work? David and Neil would have to be able to offer stylish frames, a perfect fit, and various options for prescriptions. With a $2,500 seed investment from Wharton’s Venture Initiation Program, David and Neil launched their company in 2010 with a selection of styles, a low price of $95, and a hip marketing program. (They named the company Warby Parker after two characters in a Jack Kerouac novel.) Within a month, they’d sold out all their stock and had a 20,000-person waiting list. Within a year, they’d received serious funding. They kept perfecting their concept, offering an innovative home try-on program, a collection of boutique retail outlets, and an eye test app for distance vision. Today Warby Parker is valued at $1.75 billion, with 1,400 employees and 65 retail stores. It’s no surprise that Neil and David continued to use Warby Parker’s success to deliver eyeglasses to those in need. The company’s Buy a Pair, Give a Pair program is unique: instead of simply providing free eyeglasses, Warby Parker trains and equips entrepreneurs in developing countries to sell the glasses they’re given. To date, 4 million pairs of glasses have been distributed through Warby Parker’s program. This dual commitment to inexpensive eyewear for all, paired with a program to improve access to eyewear for the global poor, makes Warby Parker an exemplary assumption-busting social enterprise.

The challenge is this: What will you believe about yourself after a failure? Will you assume you have crashed and burned in someone else’s prescription for your life? Will you bail on doing the one thing God uniquely put in front of you to master, even though you muffed it the first time? Will you let approval and applause be your barometer for success, purpose, and meaning? Or will you see and aim for something different, something more beautiful that God has prepared you for?

The oral (agraphous) traditions of the papists, for they speak diversely of them. Sometimes tradition is used by them for the 'act of tradition' by which the sacred books were preserved by the church in an uninterrupted series of time (also a perpetual succession) and delivered to posterity. This is formal tradition and in this sense Origen says 'they learned by tradition that the four gospels were unquestioned in the church universal.' Second, it is often taken for the written doctrine which, being at first oral, was afterward committed to writing. Thus Cyprian says, 'Sacred tradition will preserve whatever is taught in the gospels or is found in the epistles of the apostles or in the Acts' (Epistle 74 'To Pompey'). Third, it is taken for a doctrine which does not exist in the Scriptures in so many words, but may be deduced thence by just and necessary consequence; in opposition to those who bound themselves to the express word of the Scriptures and would not admit the word homoousion because it did not occur verbatim there. Thus Basil denies that the profession of faith which we make in the Father, Son and Holy Spirit can be found in the Scriptures meaning the Apostles’ Creed, whose articles nevertheless are contained in the Scriptures as to sense (On the Spirit 8:41, 43). Fourth, it is taken for the doctrine of rites and ceremonies called 'ritual tradition.' Fifth, it is taken for the harmony of the old teachers of the church in the exposition of any passage of Scripture which, received from their ancestors, they retained out of a modest regard for antiquity because it agreed with the Scriptures. This may be called 'tradition of sense' or exegetical tradition (of which Irenaeus speaks, Against Heresies 3.3, and Tertullian often as well, Prescription Against Heretics 3:243–65). Sixth, they used the word tradition ad hominem in disputing with heretics who appealed to them not because all they approved of could not be found equally as well in the Scriptures, but because the heretics with whom they disputed did not admit the Scriptures; as Irenaeus says, 'When they perceived that they were confused by the Scriptures, they turned around to accuse them' (Against Heresies, 3.2). They dispute therefore at an advantage from the consent of tradition with the Scriptures, just as we now do from the fathers against the papists, but not because they acknowledged any doctrinal tradition besides the Scriptures. As Jerome testifies, 'The sword of God smites whatever they draw and forges from a pretended apostolic tradition, without the authority and testimony of the Scriptures' (Commentarii in prophetas: Aggaeum 1:11).

MEN HAVE BEEN at odds concerning the value of history. Some have studied earlier times in order to find a universal system of the world, in whose inevitable unfolding we can see the future as well as the past. Others have sought in the past prescriptions for success in the present. Thus, some believe that by studying scientific discovery in another day we can learn how to make discoveries. On the other hand, one sage observed that we learn nothing from history except that we never learn anything from history, and Henry Ford asserted that history is bunk.

There are millions of people that work incredibly hard, yet have little success to show for it. Is ten thousand hours too simple of a prescription for greatness? Yes. It overlooks another aspect of great achievement that cannot be ignored: opportunities—conditions that often appear to be plain old dumb luck.

Machen alerts us to the doctrinal "indifferentism" of our day and to the fact that we almost take it for granted that utilitarian thinking is the only hope for success and that preaching or teaching doctrine is a prescription for failure. This skepticism about the value of doctrine is owing to bad preaching that is not passionate and clear and interesting and suspenseful and authentic about the glories of God and his way of salvation, and how it all connects with real life. "The dogma is the drama,"48 as Dorothy Sayers said, and the reason we don't show this to people in our preaching and teaching and writing is that we have not seen and felt the greatness of the glory of God and all his teachings. Preaching doctrine should not be confusing or boring.

The foregoing prescription for becoming a time-based competitor—radical vision, breakthrough teams, with top management involved and leading the way—is the jump-start. A large organization at any given time is invested in a way of doing business that carries with it a set of expectations and implied standards for what is good. The slower the industry rate of change, the more is invested. Even successful organizations experience inertia. The companies that over a period of years dramatically compress time start by overcoming inertia: They set new goals, discard old routines, and celebrate new approaches that work better. Leaders get this done by mobilizing the best people in their organization. This is the jump-start, and it is always a radical, stressful period. It is also eventually highly satisfying.

Many years later, research by Keiko Hayashi, Ph.D., of the University of Tsukuba in Japan showed the same thing. 12 In Hayashi’s study, diabetic patients watching an hour-long comedy program upregulated a total of 39 genes, 14 of which were related to natural killer cell activity. While none of these genes were directly involved in blood-glucose regulation, the patients’ blood-glucose levels were better controlled than after they listened to a diabetes health lecture on a different day. Researchers surmised that laughter influences many genes involved with immune response, which in turn contributed to the improved glucose control. The elevated emotion, triggered by the patients’ brains, turned on the genetic variations, which activated the natural killer cells and also somehow improved their glucose response—probably in addition to many other beneficial effects. As Cousins said of placebos back in 1979, “The process works not because of any magic in the tablet, but because the human body is its own best apothecary and because the most successful prescriptions are filled by the body itself.

Three Ways to Eradicate SIBO Three main methods are used to eradicate SIBO: taking prescription antibiotics, natural antimicrobials, and the elemental diet. Let’s look at the pros and cons of each of these treatment methods. Eradication Option #1: Prescription antibiotics. Rifaximin is the antibiotic most commonly recommended for SIBO. Xifaxan is a brand name of Rifaximin that is commonly prescribed. While I’m not a big fan of antibiotics, Rifaximin is different than most other antibiotics. First, it is a nonabsorbable antibiotic whose activity is localized to the small intestine due to its minimal systemic absorption. Thus, unlike most other antibiotics, Rifaximin doesn’t go through the bloodstream, but only acts in the small intestine and won’t harm the bacteria of the large intestine. Evidence shows that Rifaximin might actually increase good bacteria (e.g., bifidobacteria) in the large intestine.[4] In addition, bacterial resistance isn’t too common when using Rifaximin. However, some people with SIBO will respond to Rifaximin, and they will need to consider either the elemental diet or herbal antimicrobials. Also, if someone has high methane levels, Rifaximin alone usually won’t successfully eradicate SIBO, which is why most medical doctors will recommend an additional antibiotic, such as metronidazole or neomycin.

Haidt and his colleagues call this idea “moral foundations theory.” [4] Drawing on evolutionary biology, cultural psychology, and several other fields, they show that beliefs about morality stand on five pillars: Care/harm: Children are more vulnerable than the offspring of other animals, so humans devote considerable time and effort to protecting them. As a result, evolution has instilled in us the ethic of care. Those who nurture and defend the vulnerable are kind; those who hurt them are cruel. Fairness/cheating: Our success as a species has always hinged on cooperation, including exchanges that evolutionary scientists call “reciprocal altruism.” That means we value those whom we can trust and disdain those who breach our trust. Loyalty/disloyalty: Our survival depends not only on our individual actions, but also on the cohesiveness of our group. That’s why being true to your team, sect, or nation is respected—and forsaking your tribe is usually reviled. Authority/subversion: Among primates, hierarchies nourish members and protect them from aggressors. Those who undermine the hierarchy can place everyone in the group at risk. When this evolutionary impulse extends to human morality, traits like deference and obedience toward those at the top become virtues.[5] Purity/desecration: Our ancestors had to contend with all manner of pathogens—from Mycobacterium tuberculosis to Mycobacterium leprae—so their descendants developed the capacity to avoid them along with what’s known as a “behavioral immune system” to guard against a broader set of impurities such as violations of chastity. In the moral realm, write one set of scholars, “purity concerns uniquely predict (beyond other foundations and demographics such as political ideology) culture-war attitudes about gay marriage, euthanasia, abortion, and pornography.” [6] Moral foundations theory doesn’t say that care is more important than purity or that authority is more important than fairness or that you should follow one set of foundations instead of another. It simply catalogs how humans assess the morality of behavior. The theory is descriptive, not prescriptive. But its descriptive power is considerable. Not only did it reshape my understanding of both human reasoning and modern politics; it also offered an elegant way to interpret our moral regrets.

It is possible that some people have been so mauled by life in this society that such a semi-suicide is the best alternative to real suicide for them. Curiously, a hell of a lot of M.D.s are using the same logic in relentlessly over-prescribing tranquilizers, many of which are quite habit forming (e.g., Librium) and some of which (e.g. Tofranil), are definitely linked with impotence according to psycho-pharmacologists. As Dr. Lawrence Kolb told a Congressional committee way back in 1925, “There is . . . a certain type of shrinking neurotic individual who can’t meet the demands of life, is afraid to meet people, has anxieties and fears, who if they took small amounts of narcotics – and I have examined quite a few of them – would be better and more efficient people than they would be without it.” Dr. Kolb also described two physicians who were opiate addicts and practiced successfully until they managed to “kick the habit,” after which they became hopeless problems to themselves and their families. “These two physicians that I am talking about didn’t get cured," Dr. Kolb said scornfully, “they should have had it (the drug) forever, because it (the cure) would not mean anything but an insane asylum for them, and they were doing a pretty good job of work as physicians when they were on the drug and regularly taking it.” American society has ignored Dr. Kolb’s pragmatic approach for decades and has struggled heroically to get all these lost souls off their depressant drugs. Or has it? The “war against heroin” continues; but in New York, the state has abandoned the hope of real “cure” and is satisfied just to get the junkies off an addicting drug it has made illegal – heroin – and onto an equally addicting drug it has made legal – methadone; and in the nation at large, prescriptions for central nervous system depressants are said to run into the tens of millions every year. The official attitude, by default, now appears to be, “If you can’t bear our society without being half-asleep, let us at least control which drug you choose to be half-asleep on.” This is not a formula for a non-addicted nation. It is a face-saving game to allow those bureaucrats whom William S. Burroughs calls “control addicts” to continue to believe that they are, by God, controlling everybody they want to control.

A well-being culture is nothing short of an essential element of a successful organization.

My parents did their best to feed their children’s bodies, minds, and hearts, every day, whether they felt like it or not. Now that I have had children, I am in awe of how consistently they did this at such a young age, without complaint. They made a commitment to each other and to my brother and myself, and they kept it. I do not know what this cost them. I may never know. But having had children of my own, I know how hard it is some days to do what has to be done. Many of my parents’ generation were raised with a belief that was both curse and blessing: commitments were to be fulfilled, duties carried out. There was no choice. When we are convinced there is no choice, we waste less energy on wondering what to do and railing against that which needs to be done. This is the blessing we have when the rules are clear, the duties delineated. But there is another side to the ease we feel when our duty is laid out for us. If the strict parameters of what is expected do not fit us, we must shape ourselves to meet them, regardless of the costs. My mother, if she did not by nature fit the role of full-time homemaker, successfully managed the Herculean task of bending to meet it, without losing her enthusiasm for life, her ability to experience joy. Other women and their children were not so fortunate. Behind closed doors, within spotless rooms, many of my friends mothers drowned the pain of not living who they were with alcohol and prescription drugs, and they sometimes descended into illness and suicide. Many of the women of my generation are torn apart daily by the choices available to us, choices I am nevertheless grateful to have. When I went to work, I felt worried and guilty about leaving my children at daycare. When I stayed home I thought I would go out of my mind with the mental boredom, the struggle to live without enough money, and the worry that I would never be able to go back into the workplace and make a living. I had inherited my parents’ values in a world with so many more choices and demands, plus my own expectations that I could, and should, develop my own interests and talents. So, I tried to do it all - to keep a house and care for my children according to the standards required of a full-time homemaker, to attend classes to develop my skills, and to work to provide money and financial security. And I got sick – very, very sick. One of the gifts of lying on the floor too ill to get up with two young children to look after is the ease and clarity with which you know what really does have to be done. No, when I work with men and women who are worn out with too much work and worry, you tell me all the things they have to do, I tell them, “You know, very little actually has to be done.” I found out when I was ill that cookies do not have to be baked, floors do not have to be spotless, PTA meetings do not have to be attended, the dish drainer does not have to be emptied, meals do not have to be exotic and innovative. Too ill to do anything that did not have to be done, I did the impossible: I lowered my standards.

The Recommended Best Practices cover everything else—from measuring success and email design to targeting and testing. These 166 rules are much more directional than prescriptive. How these rules are executed will vary from company to company. And some brands will discover through testing they can bend or even break a few of these rules and achieve better results. These rules separate great marketers from the pack.

Darwin had known it all along: “An advancement in the standard of morality will certainly give an immense advantage to one tribe over another,” he wrote in The Descent of Man (1871), and he believed that a tribe’s success would be enhanced if its members “were always ready to aid one another, and to sacrifice themselves for the common good.”24 That is, natural selection works at the level of the group, not just the individual: When food is scarce or predators are on the prowl, working together is the best way to ensure survival.

One of the key lessons to draw from Bazalgette’s sewers is that successful long-term planning needs to be based on building adaptability, flexibility, and resilience into the original design. In his book How Buildings Learn, Stewart Brand points out that the most long-lasting buildings are those that can “learn” by adapting to new contexts over time: They can accommodate different users or be easily extended, retrofitted, or upgraded. He draws an analogy with biology: “The more adapted an organism to present conditions, the less adaptable it can be to unknown future conditions.”24 This is exactly where the London sewers were exemplary. By making the tunnels double the size needed at the time, Bazalgette designed long-term adaptability into the system, just as his use of the finest building materials gave the sewers enough resilience to survive over a century of constant wear and tear. Of course, we can learn about resilience not just from cases like the Victorian sewers, but from natural phenomena such as a delicate spider web that manages to survive a storm or the way sweating and shivering help regulate human body temperature.

Optimism can be thought of as a cheery disposition to always look on the bright side of life, even despite the evidence. It is an attitude that can easily breed complacency and inaction. Hope, on the other hand, is a more active and radical ideal that recognizes the real possibility of failure, yet at the same time holds on to the prospect of success despite the odds, driven by a deep commitment to an outcome we value.

Great leaders not only treat people with respect and dignity, they hold others accountable for doing the same.

Finnegans Wake is not a programme for revolution but, through its very form, a symbol of it, of moments of revolution in general and also of particular revolutionary moments. It may have seemed like a ‘genial proclamation of doom’, as Levin called it, on its first appearance but it reminds us also of the unremarked and even unremarkable but continuous revolts in being. There may be something idealistic about such an illustration of a revolution against tyranny, but such utopian and comic visions have something idealistic about them. In its visions, Finnegans Wake is neither normative nor prescriptive; it does not indicate how a utopian state can be brought about. But we imagine with it that at certain moments of history, and through certain ways of perceiving the world, a successful revolution can be thought of as something that does at least sometimes happen.

First, every major, far-reaching advance carries its own inherent concerns, if not some frankly undesirable consequences, whether immediately appreciated or apparent only much later: leaded gasoline, a known danger from the very start, and chlorofluorocarbons, found undesirable only decades after their commercial introduction, epitomize this spectrum of worries. Second, rushing to secure commercial primacy or deploying the most convenient but clearly not the best possible technique may not be the long-term prescription for success, a fact that was clearly demonstrated by the history of “beaching” the submarine reactor for a rapid start of commercial electricity generation. Third, we cannot judge the ultimate acceptance, societal fit, and commercial success of a specific invention during the early stages of its development and commercial adoption, and much less so as long as it remains, even after its public launch, to a large extent in experimental or trial stages: the suddenly truncated deployments of airships and supersonic airplanes made that clear. Fourth, skepticism is appropriate whenever the problem is so extraordinarily challenging that even the combination of perseverance and plentiful financing is no guarantee of success after decades of trying: there can be no better illustration of this than the quest for controlled fusion.

Most folks are doing the very best they can, and all they desire is to be cared for—especially at home. But many people don’t realize what they’re seeking, so they falsely perceive that more wealth, control of others, or the transient pleasures of addictive behaviors will make them feel happy and fulfilled. And often, money, fame, and career success—or the use of drugs, alcohol, cigarettes, or prescription medications— do bring the illusion of acceptance, freedom, and affection. Only when these individuals peel away the motivations that leave them participating in destructive behaviors do they identify their real needs.

Sadly, however, I have met people who are better evangelists for Prozac than they are for the living God. Rather than viewing medication as simply one component of a full-orbed God-centered body-soul treatment approach, they view it almost as if it was their salvation. By definition, this is idolatry: attributing ultimate power and help to something other than our triune God. If a counselee believes that what ultimately matters is fine-tuning the dose of his Paxil, and finds discussion of spiritual things superfluous or irrelevant, that’s a problem. How a person responds when the medication works—or doesn’t work—reveals her basic posture before God. Thanksgiving and a more fervent seeking after God in the wake of medication success say one thing; a lack of gratitude and a comfort-driven forgetfulness of God say another. A commitment to trust God’s faithfulness and goodness in the wake of medication failure says one thing; a bitter, complaining distrust of his ways says another. So, receive the gift but look principally to the Giver. Whether a medication “works” or not, he is always working on your behalf.

There is a phrase that has been bandied about as a prescriptive for success from the late Stephen Covey these last few years, “Begin with the end in mind”. It is a reasonable aphorism if limited to areas that are manageable such as paying off debts in 5 years or finishing a paper at midnight; but is unreasonable for one who intends to reach loftier goals as quickly as one locates a search result on Google. Adages relating to goals and success are meant to target specific people in certain periods of his or her life, not as a carpet bomb that leaves collateral damage of those unprepared to assess his or her own strengths and weaknesses or unwilling to court such an effort. But society is indifferent to these setbacks because each time an individual fails, another person or institution takes advantage of these failures for self-gain. That is the so-called nature of the so-called beast.

DAILY STROKES OF EFFORT Of course, this is where the phrase “easier said than done” has particular relevance. Good habits may be the answer, but how do we create them in the first place? William James had a prescription for that, too. He called it “daily strokes of effort.” This is hardly revelatory, basically a reworking of the old dictum “practice makes perfect.” Still, he was on to something far more sophisticated than he could possibly have known at the time. “A tendency to act,” he wrote, “only becomes effectively ingrained in us in proportion to the uninterrupted frequency with which the actions actually occur, and the brain ‘grows’ to their use.”5 In other words, habits form because our brain actually changes in response to frequent practice.

Countless studies have found that social relationships are the best guarantee of heightened well-being and lowered stress, both an antidote for depression and a prescription for high performance.

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In places that allow physicians to write lethal prescriptions—countries like the Netherlands, Belgium, and Switzerland and states like Oregon, Washington, and Vermont—they can do so only for terminally ill adults who face unbearable suffering, who make repeated requests on separate occasions, who are certified not to be acting out of depression or other mental illness, and who have a second physician confirming they meet the criteria. Nonetheless, the larger culture invariably determines how such authority is employed. In the Netherlands, for instance, the system has existed for decades, faced no serious opposition, and significantly grown in use. But the fact that, by 2012, one in thirty-five Dutch people sought assisted suicide at their death is not a measure of success. It is a measure of failure. Our ultimate goal, after all, is not a good death but a good life to the very end. The Dutch have been slower than others to develop palliative care programs that might provide for it. One reason, perhaps, is that their system of assisted death may have reinforced beliefs that reducing suffering and improving lives through other means is not feasible when one becomes debilitated or seriously ill.

In 2008, Donald Trump published a book with Meredith McIver titled Never Give Up. In it he compiled what he labeled his “Top 10 List for Success.” The items on his list are so close to Peale’s prescriptions that it worth listing them as they are deeply built into Trump’s self-psychology. Despite being written over ten years ago, one can see all these elements of Trump’s current rhetoric and conduct. Trump’s ten rules include: 1. Never give up! Do not settle for remaining in your comfort zone. Remaining complacent is a good way to get nowhere. 2. Be passionate! If you love what you’re doing, it will never seem like work. 3. Be focused! Ask yourself: What should I be thinking about right now? Shut out interference. In this age of multitasking, this is a valuable technique to acquire. 4. Keep your momentum! Listen, apply, and move forward. Do not procrastinate. 5. See yourself as victorious! That will focus you in the right direction. 6. Be tenacious! Being stubborn can work wonders. 7. Be lucky! The old saying: ‘The harder I work, the luckier I get’ is absolutely right on. 8. Believe in yourself! If you don’t, no one else will either. Think of yourself as a one-man army. 9. Ask yourself: What am I pretending not to see? There may be some great opportunities right around you, even if things aren’t looking so great. Great adversity can turn into a great victory. 10. Look at the solution, not the problem. And never give up! Never, never, never give up.

Presently, many behavioral and social scientists hold the deficit thinking model in disrepute — arguing that it is unduly simplistic, lacks empirical verification, more ideological than scientific, grounded in classism and racism, and offers counterproductive educational prescriptions for school success. However, because deficit thinking is so protean, taking different forms to conform to what is politically acceptable at the moment, and while the popularity of different revisions may change, it never ceases to be important in determining school policy and practice. Given