Process Management Quotes

When you work on something that only has the capacity to make you 5 dollars, it does not matter how much harder you work – the most you will make is 5 dollars.

The job is what you do when you are told what to do. The job is showing up at the factory, following instructions, meeting spec, and being managed. Someone can always do your job a little better or faster or cheaper than you can. The job might be difficult, it might require skill, but it's a job. Your art is what you do when no one can tell you exactly how to do it. Your art is the act of taking personal responsibility, challenging the status quo, and changing people. I call the process of doing your art 'the work.' It's possible to have a job and do the work, too. In fact, that's how you become a linchpin. The job is not the work.

Live your life in such a way that you'll be remembered for your kindness, compassion, fairness, character, benevolence, and a force for good who had much respect for life, in general.

Changes are inevitable and not always controllable. What can be controlled is how you manage, react to and work through the change process.

You must avoid at all cost the idea that you can manage learning several skills at a time. You need to develop your powers of concentration, and understand that trying to multitask will be the death of the process.

Whenever I felt like that, I would have a chat with my own Fat Mary. She was like the sweet fresh air after the rain. She brought me newness, clarity, and relief. She managed to get in touch with and resurrect the free spirit deep inside me. Being one with the spirit allowed me to soar above my everyday reality. I marveled at the beauty of all life and savored the power and possibilities of my imagination.

Fortifying the company involves incorporating risk management considerations into strategic planning and decision making processes.

Instinctively, she lifted her camera and minimized her view of the world. It was how she managed her memories, how she processed the world. In pictures. With a camera, she could crop and reframe her life.

Securing funds is the first step but managing those funds efficiently and effectively is the most crucial step for your business’ survival as well as growth.

The bottom line in managing your emotions is that you should put others – not yourself – first in how you handle and process them. Whether you delay or display your emotions should not be for your own gratification. You should ask yourself, What does the team need? Not, What will make me feel better?

I would not encourage you to go through the sweat, blood, and tears of the recovery process only to reach some kind of mediocre state where you were just ‘managing’ the illness. It is possible to live without Ed.

You can't force creatives into a box. If you try, they'll no longer be creative. And no one will want your box.

Many call this process 'the destruction of nature.' But it's not really destruction, it's change. Nature cannot be destroyed.

Do you suppose it's so much easier to make conversation with someone you already know well than with someone you don't know at all primarily because of all the previously exchanged information and shared experiences between two people who know each other well, or because maybe it's only with people we already know well and know know us well that we don't go through the awkward mental process of subjecting everything we think of saying or bringing up as a topic of light conversation to a self-conscious critical analysis and evaluation that manages to make anything we think of proposing to say the other person seem dull or stupid or banal or on the other hand maybe overly intimate or tension-producing?

First, the physiological symptoms of post-traumatic stress disorder have been brought within manageable limits. Second, the person is able to bear the feelings associated with traumatic memories. Third, the person has authority over her memories; she can elect both to remember the trauma and to put memory aside. Fourth, the memory of the traumatic event is a coherent narrative, linked with feeling. Fifth, the person's damaged self-esteem has been restored. Sixth, the person's important relationships have been reestablished. Seventh and finally, the person has reconstructed a coherent system of meaning and belief that encompasses the story of trauma.

The machine-like behavior of people chained to electronics constitutes a degradation of their well-being and of their dignity which, for most people in the long run, becomes intolerable. Observations of the sickening effect of programmed environments show that people in them become indolent, impotent, narcissistic and apolitical. The political process breaks down because people cease to be able to govern themselves; they demand to be managed.

Agility is less about following agile processes and more about having a mindset of adaptability.

A business is like a living being. It’s more of a process than a stagnant thing. The way you manage your business today shouldn’t be the same way you managed it ten years ago or even ten months ago. Because your business should have evolved and changed and adapted in some way during that time - just like living beings evolve and change and adapt to their environments.

Your role as a manager is not to do the work yourself, even if you are the best at it, because that will only take you so far. Your role is to improve the purpose, people, and process of your team to get as high a multiplier effect on your collective outcome as you can.

Yet even if I manage that, one single slip, and a slip cannot be avoided, will stop the whole process, easy and painful alike, and I will have to shrink back into my own circle again.

Poverty is the feeling that your government is against you, not for you; that your country was designed to serve other people and that you are fated to be managed and processed, roughed up and handcuffed.

Pivoting is not the end of the disruption process, but the beginning of the next leg of your journey.

Most people don't need to be babied through business processes. Most often, what they need is a clear understanding of the objective and access to available resources. From there, they'll leverage their own creative capacity and skillsets to ensure that the objective is accomplished.

R6 is more than a process; it's a rhythm for continuous adaptation.

Be creative while inventing ideas, but be disciplined while implementing them.

I write to escape. I haven't managed it yet, but I'm working on it

It is a wondrous human characteristic to be able to slip into and out of idiocy many times a day without noticing the change or accidentally killing innocent bystanders in the process.

In the medieval tradition, Beksinski seems to believe art to be a forewarning about the fragility of the flesh– whatever pleasures we know are doomed to perish– thus, his paintings manage to evoke at once the process of decay and the ongoing struggle for life. They hold within them a secret poetry, stained with blood and rust.

Being constantly the hub of a network of potential interruptions provides the excitement and importance of crisis management. As well as the false sense of efficiency in multitasking, there is the false sense of urgency in multi-interrupt processing.

I'm shocked by anyone who doesn't consider Los Angeles to be anything less than a bozo-saturated hellhole. It is pretty much without question the worst city in America. The reason "Walking in L.A." by Missing Persons was the most accidentally prescient single of 1982 was because of its unfathomable (but wholly accurate) specificity: Los Angeles is the only city in the world where the process of walking on the sidewalk could somehow be a) political and b) humiliating. It is the only community I've ever visited where absolutely everything cliche proved to be completely accurate. I don't care if 85% of Los Angeles is stupid. I can deal with stupid. My problem is that every stupid person in Los Angeles is also a) unyieldingly narcissistic and b) unyieldingly nice. They have somehow managed to combine raging megalomania with genuine friendliness.

R6 is more than a process; it's a rhythm for continuous adaptation, ensuring an organization's enduring relevance.

When you fall short of your goals and dreams ask yourself is it your mindset, perspective, expectations, effort, approach, acceptance, company or a blend of these that needs to change.

He held you captive and managed to fall in love with you in the process.

Most Business Processes Are 90% Waste and 10% Value-Added Work

When we're talking about businesses adapting to change, it's not just about the processes and systems but also about people and their ability to practice new relationships, methods and behaviors.

Precisely because technology is now moving so fast, and parliaments and dictators alike are overwhelmed by data they cannot process quickly enough, present-day politicians are thinking on a far smaller scale than their predecessors a century ago. Consequently, in the early twenty-first century politics is bereft of grand visions. Government has become mere administration. It manages the country, but it no longer leads it.

One could say that someone who does nothing but wait is like a glutton whose digestive system processes great masses of food without extracting any useful nourishment. One could go further and say that just as undigested food does not strengthen a man, time spent in waiting does not age him.

My studies have shown that the process of falling into mature love happens in four steps. When you meet a woman, you subconsciously look for cues that she's the kind os person you should be with. That's assumption. If she passes the assumption test, you begin to get to know her to find out if she's appropriate for you. If she is, you're attracted. If, as you get to know her, the attraction is reinforced with joy or pain or both, you'll fall into infatuation. And if you manage to make a connection and attach to each other during infatuation, you'll move into mature, unconditional love.

Even after centuries of human interacting, children still continue to rebel against their parents and siblings. Young marrieds look upon their in-laws and parents as obstacles to their independence and growth. Parents view their children as selfish ingrates. Husbands desert their wives and seek greener fields elsewhere. Wives form relationships with heroes of soap operas who vicariously bring excitement and romance into their empty lives. Workers often hate their bosses and co-workers and spend miserable hours with them, day after day. On a larger scale, management cannot relate with labour. Each accuses the other of unreasonable self-interests and narrow-mindedness. Religious groups often become entrapped, each in a provincial dogma resulting in hate and vindictiveness in the name of God. Nations battle blindly, under the shadow of the world annihilation, for the realization of their personal rights. Members of these groups blame rival groups for their continual sense of frustration, impotence, lack of progress and communication. We have obviously not learned much over the years. We have not paused long enough to consider the simple truth that we humans are not born with particular attitudinal sets regarding other persons, we are taught into them. We are the future generation's teachers. We are, therefore, the perpetrators of the confusion and alienation we abhor and which keeps us impotent in finding new alternatives. It is up to us to diligently discover new solutions and learn new patterns of relating, ways more conducive to growth, peace, hope and loving coexistence. Anything that is learned can be unlearned and relearned. In this process called change lies our real hope.

Work is a process, and any process needs to be controlled. To make work productive, therefore, requires building the appropriate controls into the process of work.

Sometimes you learn, grow and give far more when your back's against the wall.

Three classes of factors affect what an organization can and cannot do: its resources, its processes, and its values.

I guess that sometimes it just takes a long walk through the darkness, a long walk through the darkest shadows and corners of your soul to realize that those are a part of you as well, that you've created through your experiences and thoughts those parts within yourself and as much as you can choose to fear them and repress them, they will require your attention one day, they will need your care and acceptance before you can clean them away and turn the lights on. For you refuse to shine the light on something that is imperfect, because you fear judgement and rejection, but you can always choose to look towards the light as the only source of true beauty and love that can help you in the cleaning process. Healing, after a long time of struggle and mess is a complex process, but a necessary one nevertheless. We are so overwhelmed by the amount of work it requires that we so often choose to run away from the light, hide in our dark corner and hope that we will never be found, hope that we will never be seen, or desperately look outwards for that love and compassion that we can no longer find within ourselves, for our soul's light no longer shines as it used to. And sometimes we just find those people that can see the light beneath all that dust and darkness that's been pilled up, those kind of light workers that understand our broken souls and manage to pick us up and see the beauty within us, when we find it so hard to see it ourselves. Sometimes I get so tired of separation, of division, of groups and different religions and belief systems. Even if you do find the truth, once you've put it into words, books and rules it already becomes distorted by the mind into something that is no longer truth. So I no longer hope for understanding, no longer hope for the opinion of a judgemental mind, but I hope to find the words that touch the soul before the mind, I hope to find the touch that warms the heart from deep inside, and hope to find that far away abandoned part of me which I've left behind.

One cannot measure a manager’s knowledge and performance in a vacuum. It involves their participation in business activities while bringing all of themselves to the process of development, including their spiritual, personal, and skill & ability development.

It had been one of the most terrifying experiences of my life, and I'd swallowed half the pond in the process, but I'd gotten the gist of it, managed to conquer my blind panic and terror and trust myself.

There's a peculiar thing that happens every time you get clean. You go through this sensation of rebirth. There's something intoxicating about the process of the comeback, and that becomes an element in the whole cycle of addiction. Once you've beaten yourself down with cocaine and heroin, and you manage to stop and walk out of the muck you begin to get your mind and body strong and reconnect with your spirit. The oppressive feeling of being a slave to the drugs is still in your mind, so by comparison, you feel phenomenal. You're happy to be alive, smelling the air and seeing the beauty around you...You have a choice of what to do. So you experience this jolt of joy that you're not where you came from and that in and of itself is a tricky thing to stop doing. Somewhere in the back of your mind, you know that every time you get clean, you'll have this great new feeling. Cut to: a year later, when you've forgotten how bad it was and you don't have that pink-cloud sensation of being newly sober. When I look back, I see why these vicious cycles can develop in someone who's been sober for a long time and then relapses and doesn't want to stay out there using, doesn't want to die, but isn't taking the full measure to get well again. There's a concept in recovery that says 'Half-measures avail us nothing.' When you have a disease, you can't take half the process of getting well and think you're going to get half well; you do half the process of getting well, you're not going to get well at all, and you'll go back to where you came from. Without a thorough transformation, you're the same guy, and the same guy does the same shit. I kept half-measuring it, thinking I was going to at least get something out of this deal, and I kept getting nothing out of it

I didn't process it then, but I look back now in awe that this man wearing eyeliner, heels, and ladies’ perfume somehow managed to be more masculine than the burly bodyguard.

Plug into the anti-obvious power of the rebel. Or get those opposing minds to plug into your purpose, to solve your problem, to reimagine your process.

Childbirth has always been a dangerous undertaking, but at least I've managed to eliminate the most painful part of the process. What's that? Sex? Love.

For the ability to answer three simple questions: ‘what to change?’, ‘what to change to?’, and ‘how to cause the change?’ Basically what we are asking for is the most fundamental abilities one would expect from a manager.

More fundamentally than any of this, though, is their deep fear that if the free market system really has set in motion physical and chemical processes that, if allowed to continue unchecked, threaten large parts of humanity at an existential level, then their entire crusade to morally redeem capitalism has been for naught. With stakes like these, clearly greed is not so very good after all. And that is what is behind the abrupt rise in climate change denial among hardcore conservatives: they have come to understand that as soon as they admit that climate change is real, they will lose the central ideological battle of our time—whether we need to plan and manage our societies to reflect our goals and values, or whether that task can be left to the magic of the market.

The reason is that good management itself was the root cause. Managers played the game the way it was supposed to be played. The very decision-making and resource-allocation processes that are key to the success of established companies are the very processes that reject disruptive technologies: listening carefully to customers; tracking competitors’ actions carefully; and investing resources to design and build higher-performance, higher-quality products that will yield greater profit. These are the reasons why great firms stumbled or failed when confronted with disruptive technological change.

Producing a high body count was crucial for promotion in the officer corps. Many high-level officers established “production quotas” for their units, and systems of “debit” and “credit” to calculate exactly how efficiently subordinate units and middle-management personnel performed. Different formulas were used, but the commitment to war as a rational production process was common to all.11

But rewilding, unlike conservation, has no fixed objective: it is driven not by human management but by natural processes. There is no point at which it can be said to have arrived. Rewilding of the kind that interests me does not seek to control the natural world, to re-create a particular ecosystem or landscape, but – having brought back some of the missing species – to allow it to find its own way.

A true professional not only follows but loves the processes, policies and principles set by his profession.

Nothing great was ever achieved without a personal sacrifice. You have to pay the price to realize your goals.

Managers work with processes—leaders work with people.

Don't let your tools become your process.

I can’t quite shake this feeling that we live in a world gone wrong, that there are all these feelings you’re not supposed to have because there’s no reason to anymore. But still they’re there, stuck somewhere, a flaw that evolution hasn’t managed to eliminate yet. I want so badly to feel bad about getting pregnant. But I can’t, don’t dare to. Just like I didn’t dare tell Jack that I was falling in love with him, wanting to be a modern woman who’s supposed to be able to handle the casual nature of these kinds of relationships. I’m never supposed to say, to Jack or anyone else, ‘What makes you think I’m so rich that you can steal my heart and it won’t mean a thing?’ Sometimes I think that I was forced to withdraw into depression, because it was the only rightful protest I could throw in the face of a world that said it was all right for people to come and go as they please, that there were simply no real obligations left. Deceit and treachery in both romantic and political relationships is nothing new, but at one time, it was bad, callous, and cold to hurt somebody. Now it’s just the way things go, part of the growth process. Really nothing is surprising. After a while, meaning and implication detach themselves from everything. If one can be a father and assume no obligations, it follows that one can be a boyfriend and do nothing at all. Pretty soon you can add friend, acquaintance, co-worker, and just about anyone else to the long list of people who seem to be part of your life, though there is no code of conduct that they must adhere to. Pretty soon, it seems unreasonable to be bothered or outraged by much of anything because, well, what did you expect?

At Mayflower-Plymouth, our investment process is driven by our Principles of Permaculture Capital Stewardship, a set of principles that emphasize modeling nature to preserve capital and maximize ROI.

The Swedes have coined the term 'management by perkele' to portray the Finnish managerial approach. Instead of collectively pondering all the possible alternatives and letting every member of the staff from the cleaner to the MD voice their views, as the Swedes do, the Finns act swiftly and don't waste time on the decision-making process. If something isn't happening quickly enough, it is necessary for the top managers to slam their fists on the table and yell, 'Perkele!' Repeatedly, if necessary.

Studies show that the human mind can only truly multitask when it comes to highly automatic behaviors like walking. For activities that require conscious attention, there is really no such thing as multitasking, only task switching—the process of flicking the mind back and forth between different demands

At that point where you have decided to upgrade from aspiration to expectation and have begun to visualize an outcome, something incredibly important has happened, you have committed to the process of change.

You move on, processing lessons and getting on with your life, and you even manage to avoid breaking hearts, most times. But I’m me, and I’m not one of those guys, and I refuse to be. You love me, but I’m in love with you, and I have been for a while. If you want to get with me, if you real y, real y want to be mine and for me to be yours, you’re going to have to prove it.

Aren’t you a little young to be FBI?” The officer who managed to look Celine in the eye and say those words would probably soon regret it. “I age well.” Celine had an impressive deadpan. “What can I say? I moisturize.” She gave him a second to process that, then issued an order. “Move.” The officers moved before they’d even realized they’d done it. “I don’t moisturize,” Lia told one of them as we passed. “I made a deal with the devil to maintain my youth. You don’t want to know what the devil asked for in return.” Coming from anyone else, that would have sounded flippant, but Lia could sell any lie. Luckily, her statement saved me from having to say anything, which was fortunate, because I looked significantly younger than either Lia or Celine.

All the training was necessary for my personal development.

There is nothing more dangerous than when a manager learns a new piece of lingo.

One way to improve efficiency is to streamline processes according to schedules, required inputs and expected outputs.

Remember our definition of management? A manager’s job is to get better outcomes from a group of people working together through influencing purpose, people, and process.

Micro-managing creativity kills it. To encourage creative brilliance, foster an atmosphere where it can thrive and then step out of the way and let it happen.

Management is a methodical process; its purpose is to produce the desired results on time and on budget. It complements and supports but cannot do without leadership, in which character and vision combine to empower someone to venture into uncertainty.

The educational process must again provide the opportunity for students to make choices and live with the consequences of these choices. Teaching is not simply telling people what to believe and do.

We found that external approvals were negatively correlated with lead time, deployment frequency, and restore time, and had no correlation with change fail rate. In short, approval by an external body (such as a manager or CAB) simply doesn’t work to increase the stability of production systems, measured by the time to restore service and change fail rate. However, it certainly slows things down. It is, in fact, worse than having no change approval process at all.

The 'Journey of quality' speaks of the paradigm of 'a process approach' of good inputs to a high success" in ISO9001:2008 Quality Management System: A Reference Guide DIVYA SINGHAL, K. R. SINGHAL - ‎2012

In the process of creating what we want, in pursuit of our happiness, we are just destroying the very source of our life, this planet; we are making a bonfire out of it. But still we are not satisfied, nor are we any more joyful than what people were five hundred years ago.

Management is a set of processes that can keep a complicated system of people and technology running smoothly. The most important aspects of management include planning, budgeting, organizing, staffing, controlling, and problem solving. Leadership is a set of processes that creates organizations in the first place or adapts them to significantly changing circumstances. Leadership defines what the future should look like, aligns people with that vision, and inspires them to make it happen despite the obstacles

The research is clear: writing can help us manage negative emotional states, process our lives, and even heal from trauma. One of the reasons writing does this, I believe, is because it invites us, and even requires us, to look at our pain in a new way and for a long time. It requires contemplation.

Change is essential for survival. All life forms must adapt to their fluctuating circumstances. All form of life result from the process of variation, mutation, competition, and inheritance. The universe is in a constant state of chaos. We each have chaos implanted into our bones. Nature wires all of us for change.

Economist Marvin Harris described women as a "literate and docile" labor pool, and "therefore desirable candidates for the information- and people-processing jobs thrown up by modern service industries." The qualities that best serve employers in such a labor pool's workers are: low self-esteem, a tolerance for dull repetitive tasks, lack of ambition, high conformity, more respect for men (who manage them) than women (who work beside them), and little sense of control over their lives.

The husband and wife who open another delicatessen store or another Mexican restaurant in the American suburb surely take a risk. But are they entrepreneurs? All they do is what has been done many times before. They gamble on the increasing popularity of eating out in their area, but create neither a new satisfaction nor new consumer demand. Seen under this perspective they are surely not entrepreneurs even though theirs is a new venture. McDonald’s, however, was entrepreneurship. It did not invent anything, to be sure. Its final product was what any decent American restaurant had produced years ago. But by applying management concepts and management techniques (asking, What is “value” to the customer?), standardizing the “product,” designing process and tools, and by basing training on the analysis of the work to be done and then setting the standards it required, McDonald’s both drastically upgraded the yield from resources, and created a new market and a new customer. This is entrepreneurship.

Information is a significant component of most organizations’ competitive strategy either by the direct collection, management, and interpretation of business information or the retention of information for day-to-day business processing. Some of the more obvious results of IS failures include reputational damage, placing the organization at a competitive disadvantage, and contractual noncompliance. These impacts should not be underestimated.

If you do not have a defined process that moves your people forward so the can achieve greater results, then what is it you are managing?

ReThink Training: The best process of learning is on the job, just-in-time, "nibble-knowledge" to incrementally transform mindsets and skillsets irrevocably.

The purpose of Innovation Management is to prepare everything to maximize the transformation of an idea to innovation, through well-prepared processes and structures.

Uniqueness is an attribute of people who choose to live life on their own terms.

I believe that getting stuck is often an essential part of the creative process. And when we are stuck—if we have managed to escape the heave and rush of the world, if we have managed to secure solitude and quiet and space without time—then our minds can roam and explore and invent in unfettered freedom. But too often we dread being stuck. Especially our students and young people. We believe that if we are stuck we are failed. On the contrary, we should welcome getting stuck. We should embrace getting stuck. That's when discovery begins.

Interruptions were sometimes more frequent than statements. The process, compared to a well-managed executive conference, was a slab of raw beef compared to a wiring diagram. Raw beef, however, functions better than a wiring diagram would, in its place — inside a living animal.

Women may come to the recovery process to "fix" their relationships, but what they end up learning is how to rescue and restore themselves. Many women believe, and you may too, that they need to speak and act differently so their partner behaves more favorably toward them. If your partner blames you for what "you made him do to you," over time you will end up blaming yourself. Your task is to realize that you are not responsible for his abusive behavior. Women tend to work hard to avoid being hurt or to seop their partners from abusing them, but they aren't successful. You cannot make your partner abuse you and you can't make him not abuse you. These are his choices and his alone. The task is to refocus on yourself and your recovery.

Does that mean that we should never hire or promote an inexperienced manager who had not already learned to do what needs to be done in this assignment? The answer: it depends. In a start-up company where there are no processes in place to get things done, then everything that is done must be done by individual people–resources. In this circumstance, it would be risky to draft someone with no experience to do the job–because in the absence of processes that can guide people, experienced people need to lead. But in established companies where much of the guidance to employees is provided by processes, and is less dependent upon managers with detailed, hands-on experience, then it makes sense to hire or promote someone who needs to learn from experience.

Holacracy includes the following elements: • a constitution, which sets out the “rules of the game” and redistributes authority • a new way to structure an organization and define people’s roles and spheres of authority within it • a unique decision-making process for updating those roles and authorities • a meeting process for keeping teams in sync and getting work done together

almost every scholar who has grappled with the question of what reading does to one’s habits of mind has concluded that the process encourages rationality; that the sequential, propositional character of the written word fosters what Walter Ong calls the “analytic management of knowledge.

An organization’s capabilities reside in two places. The first is in its processes—the methods by which people have learned to transform inputs of labor, energy, materials, information, cash, and technology into outputs of higher value. The second is in the organization’s values, which are the criteria that managers and employees in the organization use when making prioritization decisions.

The power of checklists is limited, Boorman emphasized. They can help experts remember how to manage a complex process or configure a complex machine. They can make priorities clearer and prompt people to function better as a team. By themselves, however, checklists cannot make anyone follow them. I

the basic metaphor of prototypes still seems apt to me. There are no answers or magic pills. There is no alternative to learning through experimentation. Benchmarking and studying “best practices” will not suffice—because the prototyping process does not involve just incremental changes in established ways of doing things, but radical new ideas and practices that together create a new way of managing.

Eighty-five percent of the reasons for failure are deficiencies in the systems and process rather than the employee. The role of management is to change the process rather than badgering individuals to do better.

Are engineers better at business than business people? It’s debatable. Business people certainly seems to have bigger houses, drive fancier cars, wear nicer clothes and have better looking mates. Engineers lack the time management skills to spend that kind of money. They waste all their time inventing ways to make the most money in the quickest, most efficient way possible. And then when they figure it out, they optimize the process.

As it happens I am comfortable with the Michael Laskis of this world, with those who live outside rather than in, those in whom the sense of dread is so acute that they turn to extreme and doomed commitments; I know something about dread myself, and appreciate the elaborate systems with which some people manage to fill the void, appreciate all the opiates of the people, whether they are as accessible as alcohol and heroin and promiscuity or as hard to come by as faith in God or History. But of course I did not mention dread to Michael Laski, whose particular opiate is History. I did suggest “depression,” did venture that it might have been “depressing” for him to see only a dozen or so faces at his last May Day demonstration, but he told me that depression was an impediment to the revolutionary process, a disease afflicting only those who do not have ideology to sustain them.

Managers manage a process they’ve seen before, and they react to the outside world, striving to make that process as fast and as cheap as possible. Leadership, on the other hand, is about creating change that you believe in.

The processes through which past societies have undermined themselves by damaging their environments fall into eight categories, whose relative importance differs from case to case: deforestation and habitat destruction, soil problems (erosion, salinization, and soil fertility losses), water management problems, overhunting, overfishing, effects of introduced species on native species, human population growth, and increased per-capita impact of people.

That the manufacture of consent is capable of great refinements no one, I think, denies. The process by which public opinions arise is certainly no less intricate than it has appeared in these pages, and the opportunities for manipulation open to anyone who understands the process are plain enough. . . . as a result of psychological research, coupled with the modern means of communication, the practice of democracy has turned a corner. A revolution is taking place, infinitely more significant than any shifting of economic power. . . . Under the impact of propaganda, not necessarily in the sinister meaning of the word alone, the old constants of our thinking have become variables. It is no longer possible, for example, to believe in the original dogma of democracy; that the knowledge needed for the management of human affairs comes up spontaneously from the human heart. Where we act on that theory we expose ourselves to self-deception, and to forms of persuasion that we cannot verify. It has been demonstrated that we cannot rely upon intuition, conscience, or the accidents of casual opinion if we are to deal with the world beyond our reach.

Privacy is not a static construct. It is not an inherent property of any particular information or setting. It is a process by which people seek to have control over a social situation by managing impressions, information flows, and context.

We are afraid of what we will do to others, afraid of the rage that lies in wait somewhere deep in our souls. How many human beings go through the world frozen with rage against life! This deeply hidden inner anger may be the product of hurt pride or of real frustration in office, factory, clinic, or home. Whatever may be the cause of our frozen rage (which is the inevitable mother of depression), the great word of hope today is that this rage can be conquered and drained off into creative channels … …What should we do? We should all learn that a certain amount of aggressive energy is normal and certainly manageable in maturity. Most of us can drain off the excess of our angry feelings and destructive impulses in exercise, in competitive games, or in the vigorous battles against the evils of nature and society. We also must realize that no one will punish us for the legitimate expression of self-assertiveness and creative pugnacity as our parents once punished us for our undisciplined temper tantrums. Furthermore, let us remember that we need not totally repress the angry part of our nature. We can always give it an outlet in the safe realm of fantasy. A classic example of such fantasy is given by Max Beerborn, who made a practice of concocting imaginary letters to people he hated. Sometimes he went so far as to actually write the letters and in the very process of releasing his anger it evaporated. As mature men and women we should regard our minds as a true democracy where all kinds of ideas and emotions should be given freedom of speech. If in political life we are willing to grant civil liberties to all sorts of parties and programs, should we not be equally willing to grant civil liberties to our innermost thoughts and drives, confident that the more dangerous of them will be outvoted by the majority within our minds? Do I mean that we should hit out at our enemy whenever the mood strikes us? No, I repeat that I am suggesting quite the reverse—self-control in action based upon (positive coping mechanisms such as) self expression in fantasy.

A German-Russian partnership is a key element in any serious pan-European integration process. It is my ardent wish that Russia and Germany may manage to preserve all the positive achievements of the late 1980s and early 1990s in today's difficult times.

Remembering that the impulse to control is an indication that we are having a neuroception of danger, perhaps we can be compassionate rather than critical of ourselves when we do step in to overtly manage the process. Perhaps we can begin to ask inside about the nature of the threat that brings on the need to assert control and fix. As always, dropping the questions into our right hemisphere and not expecting a particular answer in this moment opens the way for a deeper understanding to emerge bit by bit.

When clients relinquish symptoms, succeed in achieving a personal goal, or make healthier choices for themselves, subsequently many will feel anxious, guilty, or depressed. That is, when clients make progress in treatment and get better, new therapists understandably are excited. But sometimes they will also be dismayed as they watch the client sabotage her success by gaining back unwanted weight or missing the next session after an important breakthrough and deep sharing with the therapist. Thus, loyalty and allegiance to symptoms—maladaptive behaviors originally developed to manage the “bad” or painfully frustrating aspects of parents—are not maladaptive to insecurely attached children. Such loyalty preserves “object ties,” or the connection to the “good” or loving aspects of the parent. Attachment fears of being left alone, helpless, or unwanted can be activated if clients disengage from the symptoms that represent these internalized “bad” objects (for example, if the client resolves an eating disorder or terminates a problematic relationship with a controlling/jealous partner). The goal of the interpersonal process approach is to help clients modify these early maladaptive schemas or internal working models by providing them with experiential or in vivo re-learning (that is, a “corrective emotional experience”). Through this real-life experience with the therapist, clients learn that, at least sometimes, some relationships can be different and do not have to follow the same familiar but problematic lines they have come to expect.

These were the distractions I had to choose from. There were no other lights burning downtown after nine o'clock. On starlight nights I used to pace up and down those long, cold streets, scowling at the little, sleeping houses on either side, with their storm-windows and covered back porches. They were flimsy shelters, most of them poorly built of light wood, with spindle porch-posts horribly mutilated by the turning-lathe. Yet for all their frailness, how much jealousy and envy and unhappiness some of them managed to contain! The life that went on in them seemed to me made up of evasions and negations; shifts to save cooking, to save washing and cleaning, devices to propitiate the tongue of gossip. This guarded mode of existence was like living under a tyranny. People's speech, their voices, their very glances, became furtive and repressed. Every individual taste, every natural appetite, was bridled by caution. The people asleep in those houses, I thought, tried to live like the mice in their own kitchens; to make no noise, to leave no trace, to slip over the surface of things in the dark. The growing piles of ashes and cinders in the back yards were the only evidence that the wasteful, consuming process of life went on at all. On Tuesday nights the Owl Club danced; then there was a little stir in the streets, and here and there one could see a lighted window until midnight. But the next night all was dark again.

Because alcohol is primarily a depressant, we reach for it to take the edge off. Which it does, initially. However, the counteractive process (or the B process) to the depressant nature of alcohol is a release of cortisol and adrenaline into the body. If you drink one glass of wine, you might have about twenty minutes of the desired “relaxed” effect before the drug (A process) wears off, and you’re left with increased amounts of cortisol and adrenaline, which fuel anxiety. This means alcohol causes anxiety; it doesn’t manage it.

Rich nations are rich largely because they managed to develop inclusive institutions at some point during the past three hundred years. These institutions have persisted through a process of virtuous circles. Even if inclusive only in a limited sense to begin with, and sometimes fragile, they generated dynamics that would create a process of positive feedback, gradually increasing their inclusiveness.

We’ve now established three things. First, we don’t need willpower when we don’t desire to do something, and it isn’t a thing some of us have in excess and some of us don’t have at all. It’s a cognitive function, like deciding what to eat or solving a math equation or remembering your dad’s birthday. Willpower is also a limited resource; we have more of it at the beginning of the day and lose it throughout the day as we use it to write emails or not eat cookies. When you automate some decisions or processes (through forming habits), you free up more brain power. Second, for us to make and change a habit, we need a cue, a routine, and a reward, and enough repetition must occur for the process to move from something we have to think about consciously (“I need to brush my teeth,” “I don’t want to drink wine”) to something we do naturally, automatically. Third, throughout the day, we must manage our energy so that we don’t blow out and end up in the place of no return—a hyperaroused state where the only thing that can bring us down is a glass (or a bottle) of wine. Maybe

The way we use our $3000 monthly salary today will reflect exactly how we will use the $300,000 and the $3 million that we are going to have in future. It’s better to start exercising and flexing those giving and charity muscles now than later when it is going to hurt most.

I’m not gettin’ off, not goin’ away, not playin’ anymore games or wastin’ anymore fuckin’ time. I don’t believe in fate or destiny or any of that bullshit. What I know is that, as far as I can tell, there isn’t another woman I’ve met who fits my life. Who doesn’t care if I get home late after she’s made a special dinner. Who doesn’t have a hemorrhage when I talk about one of my men gettin’ shot, goin’ off about how she feels about my work. You got up and made everyone coffee, for fuck’s sake. You’re a woman who tells me to be careful when I tell her I’m out hunting humans instead of bitchin’ and wantin’ to process how my career choice makes her feel. If an employee walked into their kitchen with a gun and shot at their neighbor, most people would lose their fucking minds. You spent the morning makin’ brownies and the afternoon sleepin’ in the sun. You live hard, play hard and don’t seem to be scared of anything, but manage to keep a softness about you that’s almost unreal. You wanted me to tell you why I’m sure about you, that’s why I’m sure. You grew up and your only parent was a cop. You know the drill. I don’t have any interest in trainin’ someone to get it and I need someone strong enough to live with it. That’s you.

Unlike prose writing, the strange process of writing with pictures encourages associations and recollections to accumulate literally in front of your eyes; people, places, and events appear out of nowhere. Doors open into rooms remembered from childhood, faces form into dead relatives, and distant loves appear, almost magically, on the page- all deceptively manageable, visceral, the combinations sometimes even revelatory.

Successful investors … must possess an interest in the process. It’s no different from carpentry, gardening, or parenting. If money management is not enjoyable, then a lousy job inevitably results, and, unfortunately, most people enjoy finance about as much as they do root canal work.

My outlook was so limited that I assumed that all deviates were openly despised and rejected. Their grief and their fear drew my melancholy nature strongly. At first I only wanted to wallow in their misery, but, as time went by, I longed to reach its very essence. Finally I desired to represent it. By this process I managed to shift homosexuality from being a burden to being a cause. The weight lifted and some of the guilt evaporated.

There are, as we know, three modes of cognition: analytical, intuitive, and the mode that was known to the biblical prophets: revelation. What distinguishes poetry from other forms of literature is that it uses all three of them at once (gravitating primarily toward the second and the third). For all three of them are given in the language; and there are times when, by means of a single word, a single rhyme, the writer of a poem manages to find himself where no one has ever been before him, further, perhaps, than he himself would have wished to go. The one who writes a poem writes it above all because verse writing is an extraordinary accelerator of consciousness, of thinking, of comprehending the universe. Having experienced this acceleration once, one is no longer capable of abandoning the chance to repeat this experience; one falls into dependency on this process, the way others fall into dependency on drugs or alcohol. One who finds himself in this sort of dependency on language is, I suppose, what they call a poet.

I believe that a new philosophy will be created by those who were born after Hiroshima which will dramatically change the human condition. It will have these characteristics: (1) It will be scientific in essence and science-fiction in style. (2) It will be based on the expansion of consciousness, understanding and control of the nervous system, producing a quantum leap in intellectual efficiency and emotional equilibrium. (3) Politically it will stress individualism, decentralization of authority, a Iive-and-let-Iive tolerance of difference, local option and a mind-your-own-business libertarianism. (4) It will continue the trend towards open sexual expression and a more honest, realistic acceptance of both the equality of and the magnetic difference between the sexes. The mythic religious symbol will not be a man on a cross but a man-woman pair united in higher love communion. (5) It will seek revelation and Higher Intelligence not in formal rituals addressed to an anthropomorphic deity, but within natural processes, the nervous system, the genetic code, and without, in attempts to effect extra-planetary communication. (6) It will include practical, technical neurological psychological procedures for understanding and managing the intimations of union-immortality implicit in the dying process. (7) The emotional tone of the new philosophy will be hedonic, aesthetic, fearless, optimistic, humorous, practical, skeptical, hip. We are now experiencing a quiescent preparatory waiting period. Everyone knows something is going to happen. The seeds of the Sixties have taken root underground. The blossoming is to come.

If we ignore and repress an emotion, we won’t erase its message—we’ll just shoot the messenger and interfere with an important natural process. The unconscious then has two choices: to increase the intensity of the emotion and present it to us one more time (this is how unresolving moods or escalating emotional suffering may be activated), or to give up on us and stuff the emotional energy deep into our psyches. Now, that instinct will no longer be readable as itself—as fear or anger or despair—but it will still contain all its original intensity and information. Usually, this squelched intensity mutates into something else, like tics, compulsions, psychosomatic illness, addictions, or neuroses. Repressing our emotions is a perilous way to manage them.

...Soviet support for Jewish culture was part of a larger plan to brainwash and coerce national minorities into submitting to the Soviet regime--and for Jews, it came at a very specific price. From the beginning, the regime eliminated anything that celebrated Jewish "nationality" that didn't suit its needs. Jews were awesome, provided they weren't practicing the Jewish religion, studying traditional Jewish texts, using Hebrew, or supporting Zionism. The Soviet Union thus pioneered a versatile gaslighting slogan, which it later spread through its client states in the developing world and which remains popular today: it was not antisemitic, merely anti-Zionist. (In the process of not being antisemitic and merely being anti-Zionist, the regime managed to persecute, imprison, torture, and murder thousands of Jews.) What's left of Jewish culture once you surgically remove religious practice, traditional texts, Hebrew and Zionism?

First: breakdown, impossible to sleep, impossible to stay awake, impossible to endure life, or, more exactly, the course of life. The clocks are not in unison; the inner one runs crazily on at a devilish or demoniac or in any case inhuman pace, the outer one limps along at its usual speed. What else can happen but that the two worlds split apart, and they do split apart, or at least clash in a fearful manner. There are doubtless several reasons for the wild tempo of the inner process; the most obvious one is introspection, which will suffer no idea to sink tranquilly to rest but must pursue each one into consciousness, only itself to become an idea, in turn to be pursued by renewed introspection. Secondly: this pursuit, originating in the midst of men, carries one in a direction away from them. The solitude that for the most part has been forced on me, in part voluntarily sought by me –but what was this if not compulsion too? –is now losing all its ambiguity and approaches its dénouement. Where is it leading? The strongest likelihood is, that it may lead to madness; there is nothing more to say, the pursuit goes right through me and rends me asunder. Or I can –can I? –manage to keep my feet somewhat and be carried along in the wild pursuit. Where, then, shall I be brought? ‘Pursuit,’ indeed, is only a metaphor. I can also say, ‘assault on the last earthly frontier’, an assault, moreover, launched from below, from mankind, and since this too is a metaphor, I can replace it by the metaphor of an assault from above, aimed at me from above.

In a poor organization, on the other hand, people spend much of their time fighting organizational boundaries, infighting, and broken processes. They are not even clear on what their jobs are, so there is no way to know if they are getting the job done or not. In the miracle case that they work ridiculous hours and get the job done, they have no idea what it means for the company or their careers. To make it all much worse and rub salt in the wound, when they finally work up the courage to tell management how fucked-up their situation is, management denies there is a problem, then defends the status quo, then ignores the problem.

I want to stress that by well-differentiated leader I do not mean an autocrat who tells others what to do or orders them around, although any leader who defines himself or herself clearly may be perceived that way by those who are not taking responsibility for their own emotional being and destiny. Rather, I mean someone who has clarity about his or her own life goals, and, therefore, someone who is less likely to become lost in the anxious emotional processes swirling about. I mean someone who can be separate while still remaining connected, and therefore can maintain a modifying, non-anxious, and sometimes challenging presence. I mean someone who can manage his or her own reactivity to the automatic reactivity of others, and therefore be able to take stands at the risk of displeasing.

Presidents lie all the time. Really great presidents lie. Abraham Lincoln managed to end slavery in America partially by deception. (In an 1858 debate, he flatly insisted that he had no intention of abolishing slavery in states where it was already legal — he had to say this in order to slow the tide of secession.) Franklin Roosevelt lied about the U.S. position of neutrality until we entered World War II after the attack on Pearl Harbor. (Though the public and Congress believed his public pledge of impartiality, he was already working in secret with Winston Churchill and selling arms to France.) Ronald Reagan lied about Iran-Contra so much that it now seems like he was honestly confused. Politically, the practice of lying is essential. By the time the Lewinsky story broke, Clinton had already lied about many, many things. (He’d openly lied about his level of commitment to gay rights during the ’92 campaign.) The presidency is not a job for an honest man. It’s way too complex. If honesty drove the electoral process, Jimmy Carter would have served two terms and the 2008 presidential race would have been a dead heat between Ron Paul and Dennis Kucinich.

We have all been processed on Procrustean beds. At least some of us have managed to hate what they have made of us. Inevitably we see the other as the reflection of the occasion of our own self-division. The others have become installed in our hearts, and we call them ourselves. Each person, not being himself either to himself or the other, just as the other is not himself to himself or to us, in being another for another neither recognizes himself in the other, nor the other in himself. Hence being at least a double absence, haunted by the ghost of his own murdered self, no wonder modern man is addicted to other persons, and the more addicted, the less satisfied, the more lonely.

The tree of technology management takes root only if there is the self-actualization of needs, renewal, interdependence, and natural flow. The growth patterns are characteristic of the evolution process, which means that things move in a combination of slow change and sudden transformation; each transformation causes either a leap into a new, more complex level or a devastating crash to some earlier level; dominant models reach a certain peak of success when they turn troublesome; and the rate of change always accelerates.

Like technical debt, management debt is incurred when you make an expedient, short-term management decision with an expensive, long-term consequence. Like technical debt, the trade-off sometimes makes sense, but often does not. More important, if you incur the management debt without accounting for it, then you will eventually go management bankrupt. Like technical debt, management debt comes in too many different forms to elaborate entirely, but a few salient examples will help explain the concept. Here are three of the more popular types among startups: 1. Putting two in the box 2. Overcompensating a key employee, because she gets another job offer 3. No performance management or employee feedback process

Those of you who have managed to avoid vacuuming don’t know what you’re missing: an onerous chore, yes, but also a fine opportunity—no less taxing than balancing your books or getting the footnotes straight on your dissertation or working out a kink in your golf swing—for practicing some of the skills you’ll need on the path. The person who can vacuum an entire house without once losing his or her composure, staying balanced, centered, and focused on the process rather than pressing impatiently for completion, is a person who knows something about mastery.

ADHD impairments: in brain chemistry dynamics; chronic procrastination due to; in coordination of brain rhythms; delays in brain maturation; as developmental delay or ongoing impairment; executive function clusters affected by fig; frustrations in marriage; how they affect processing of emotions; impact on employment; impacting ability to sustain treatment; impaired brain connectivity; impaired cognitive functioning; James' story on identifying; for managing conflicting or unrecognized emotions; working memory and. See also People with ADHD; specific executive function cluster

Remembering things or processing memories can be a charged, or frightening, or uncomfortable time. It can help to imagine yourself being a reporter. This can take pressure off of needing to remember 'all the details' or not wanting to 'be wrong about something', if you simply just write down whatever comes to you down on paper without editing it, censoring it, or passing judgment—for the time being—on either its content, or on whether it is l00% accurate in every way. Simply write it down and come back to it later, when things may make more sense, or as additional information comes to you...

During the worst of it, onlookers who have learned my story often comment to me that, “All the hardships you suffered were part of a divine plan for your life because something good came from each bad thing.” As though a divine presence decided to teach me these great lessons through pain. I am affronted by such a suggestion because it robs me of my accomplishment by removing the element of transcendence. I don’t believe we learn anything from suffering. If human beings inherently learned through suffering, we would be a population of enlightened beings and we’re not. We learn from suffering if and only if we manage to transcend our suffering to find meaning in what is otherwise senseless. This process of transcendence is a profoundly human one that imparts the deepest—most lasting—sense of achievement.

We like to think of creativity as a space for untrammelled imagination, free from all constraints. Yet while freedom, rule-breaking and inspiration are undoubtedly essential to the creative process, the popular image of creativity overlooks another aspect: examine the life of any great artist and you will find evidence of hard work, discipline and a hard-won knowledge of the rules and conventions of their medium.

The Effects of Personal Bias and Hiring Urgency There are other types of cognitive biases that affect the hiring process. Another harmful one is personal bias, the basic human instinct to surround yourself with people who are like you. People have a natural desire to hire those with similar characteristics: educational background, professional experience, functional expertise, and similar life experiences. The middle-aged manager who holds a degree from the University of Michigan, worked at McKinsey, lives in the suburbs with a partner and kids, and plays golf will tend to be attracted to candidates with similar attributes.

The brain, he writes, is like Kublai Khan, the great Mongol emperor of the thirteenth century. It sits enthroned in its skull, "encased in darkness and silence," at a lofty remove from brute reality. Messengers stream in from every corner of the sensory kingdom, bringing word of distant sights, sounds, and smells. Their reports arrive at different rates, often long out of date, yet the details are all stitched together into a seamless chronology. The difference is that Kublai Khan was piecing together the past. The brain is describing the present—processing reams of disjointed data on the fly, editing everything down to an instantaneous now. How does it manage it?

Physical training is the perfect crucible to learn how to manage your thought process because when you’re working out, your focus is more likely to be single pointed, and your response to stress and pain is immediate and measurable. Do you hammer hard and snag that personal best like you said you would, or do you crumble? That decision rarely comes down to physical ability, it’s almost always a test of how well you are managing your own mind. If you push yourself through each split and use that energy to maintain a strong pace, you have a great chance of recording a faster time. Granted, some days it’s easier to do that than others. And the clock, or the score, doesn’t matter anyway.

So this smart, overpaid, sassy dude goes into his first major meeting with our then-CEO, Mark. He spends a fair amount of time shitting on the efforts of the corporation to date, and making a lot of noises about revamping the entire landscape and not with a spade and shovel, either, no, with some very heavy machinery. In the process, he evinces almost no particular knowledge of our company, and also manages to poop on the parades of everyone sitting around the table, including Mark’s.

Economist Marvin Harris described women as a 'literate and docile' labor pool, and 'therefore desirable candidates for the information- and people-processing jobs thrown up by modern service industries.' The qualities that best serve employers in such a labor pool's workers are: low self-esteem, a tolerance for dull repetitive tasks, lack of ambition, high conformity, more respect for men (who manage them) than women (who work beside them), and little sense of control over their lives.

Fawcett also shared with me a passion for words and we would trawl the dictionary together and simply howl and wriggle with delight at the existence of such splendours as ‘strobile’ and ‘magniloquent’, daring and double-daring each other to use them to masters in lessons without giggling. ‘Strobile’ was a tricky one to insert naturally into conversation, since it means a kind of fir-cone, but magniloquent I did manage. I, being I, went always that little bit too far of course. There was one master who had berated me in a lesson for some tautology or other. He, as what human being wouldn’t when confronted with a lippy verbal show-off like me, delighted in seizing on opportunities to put me down. He was not, however, an English teacher, nor was he necessarily the brightest man in the world. ‘So, Fry. “A lemon yellow colour” is precipitated in your test tube is it? I think you will find, Fry, that we all know that lemons are yellow and that yellow is a colour. Try not to use thee words where one will do. Hm?’ I smarted under this, but got my revenge a week or so later. ‘Well, Fry? It’s a simple enough question. What is titration?’ ‘Well, sir…, it’s a process whereby…’ ‘Come on, come on. Either you know or you don’t.’ ‘Sorry sir, I am anxious to avoid pleonasm, but I think…’ ‘Anxious to avoid what?’ ‘Pleonasm, sir.’ ‘And what do you mean by that?’ ‘I’m sorry, sir. I meant that I had no wish to be sesquipedalian.’ ‘What?’ ‘Sesquipedalian, sir.’ ‘What are you talking about?’ I allowed a note of confusion and bewilderment to enter my voice. ‘I didn’t want to be sesquipedalian, sir! You know, pleonastic.’ ‘Look, if you’ve got something to say to me, say it. What is this pleonastic nonsense?’ ‘It means sir, using more words in a sentence than are necessary. I was anxious to avoid being tautologous, repetitive or superfluous.’ ‘Well why on earth didn’t you say so?’ ‘I’m sorry, sir. I’ll remember in future, sir.’ I stood up and turned round to face the whole form, my hand on my heart. ‘I solemnly promise in future to help sir out by using seven words where one will do. I solemnly promise to be as pleonastic, prolix and sesquipedalian as he could possibly wish.’ It is a mark of the man’s fundamental good nature that he didn’t whip out a knife there and then, slit my throat from ear to ear and trample on my body in hobnailed boots. The look he gave me showed that he came damned close to considering the idea.

They would tell you that governments could not manage things as economically as private individuals; they would repeat and repeat that, and think they were saying something! They could not see that “economical” management by masters meant simply that they, the people, were worked harder and ground closer and paid less! They were wage-earners and servants, at the mercy of exploiters whose one thought was to get as much out of them as possible; and they were taking an interest in the process, were anxious lest it should not be done thoroughly enough! Was it not honestly a trial to listen to an argument such as that? And yet there were things even worse. You would begin talking to some poor devil who had worked in one shop for the last thirty years, and had never been able to save a penny; who left home every morning at six o’clock, to go and tend a machine, and come back at night too tired to take his clothes off; who had never had a week’s vacation in his life, had never traveled, never had an adventure, never learned anything, never hoped anything—and when you started to tell him about Socialism he would sniff and say, “I’m not interested in that—I’m an individualist!” And then he would go on to tell you that Socialism was “paternalism,” and that if it ever had its way the world would stop progressing. It was enough to make a mule laugh, to hear arguments like that; and yet it was no laughing matter, as you found out—for how many millions of such poor deluded wretches there were, whose lives had been so stunted by capitalism that they no longer knew what freedom was! And they really thought that it was “individualism” for tens of thousands of them to herd together and obey the orders of a steel magnate, and produce hundreds of millions of dollars of wealth for him, and then let him give them libraries; while for them to take the industry, and run it to suit themselves, and build their own libraries—that would have been “Paternalism”!

The closest most people have ever come to understanding what an investment banker does may have been on October 24, 1995, when they heard the outrageous special interest story of the day. The wire services released the story first. It was quickly picked up and parroted by almost every major media outlet in the country as a classic example of Wall Street excess. A fifty-eight-year-old frustrated managing director from Trust Company of the West, on an airplane trip from Buenos Aires to New York City, downed an excessive number of cocktails, got out of his seat in the first-class cabin of a United Airlines flight, dropped his pants, and took a crap on the service cart. There you have it. That’s what bankers do: consume, process, and disseminate.

Enlightenment begins by getting acquainted with your inner voice or your higher self. The dialogue experienced in this process leads to a more comfortable, better-focused lifestyle. Over time this relationship blossoms into a higher and more efficient form of Self-Management. With practice, thoughts, feelings, emotions, and physical manifestations merge into a more harmonious state. This state of being allows for a softer, more gentile approach to life that not only benefits the individual, but the community as a whole

As young girls watched their parents manage the enslaved people around them, they observed different models of slave mastery and through a process of trial and error developed styles of their own. White southern girls grew up alongside the slaves their parents gave them. They cultivated relationships of control and, sometimes, love.4 The promise of slave ownership became an important element of their identities, something that would shape their relationships with their husbands and communities once they reached adulthood.

In addition to operationalizing your culture, building a solid leadership team, and landing a sound strategic plan, you’ve also got to identify and implement processes you can rely on. Up to a point, personal heroics, like working late and working on the weekends, are enough to get stuff done. But eventually that breaks down. There literally aren’t enough hours in the day to keep up. To scale your business, you need processes that generate repeatable results and don’t require you to hire more and more people to manage them.

Entrepreneurs are everywhere. You don’t have to work in a garage to be in a startup. The concept of entrepreneurship includes anyone who works within my definition of a startup: a human institution designed to create new products and services under conditions of extreme uncertainty. That means entrepreneurs are everywhere and the Lean Startup approach can work in any size company, even a very large enterprise, in any sector or industry. 2. Entrepreneurship is management. A startup is an institution, not just a product, and so it requires a new kind of management specifically geared to its context of extreme uncertainty. In fact, as I will argue later, I believe “entrepreneur” should be considered a job title in all modern companies that depend on innovation for their future growth. 3. Validated learning. Startups exist not just to make stuff, make money, or even serve customers. They exist to learn how to build a sustainable business. This learning can be validated scientifically by running frequent experiments that allow entrepreneurs to test each element of their vision. 4. Build-Measure-Learn. The fundamental activity of a startup is to turn ideas into products, measure how customers respond, and then learn whether to pivot or persevere. All successful startup processes should be geared to accelerate that feedback loop. 5. Innovation accounting. To improve entrepreneurial outcomes and hold innovators accountable, we need to focus on the boring stuff: how to measure progress, how to set up milestones, and how to prioritize work. This requires a new kind of accounting designed for startups—and the people who hold them accountable.

Beyond the speculative and often fraudulent froth that characterizes much of neoliberal financial manipulation, there lies a deeper process that entails the springing of ‘the debt trap’ as a primary means of accumulation by dispossession. Crisis creation, management, and manipulation on the world stage has evolved into the fine art of deliberative redistribution of wealth from poor countries to the rich. I documented the impact of Volcker’s interest rate increase on Mexico earlier. While proclaiming its role as a noble leader organizing ‘bail-outs’ to keep global capital accumulation on track, the US paved the way to pillage the Mexican economy. This was what the US Treasury–Wall Street–IMF complex became expert at doing everywhere. Greenspan at the Federal Reserve deployed the same Volcker tactic several times in the 1990s. Debt crises in individual countries, uncommon during the 1960s, became very frequent during the 1980s and 1990s. Hardly any developing country remained untouched, and in some cases, as in Latin America, such crises became endemic. These debt crises were orchestrated, managed, and controlled both to rationalize the system and to redistribute assets. Since 1980, it has been calculated, ‘over fifty Marshall Plans (over $4.6 trillion) have been sent by the peoples at the Periphery to their creditors in the Center’. ‘What a peculiar world’, sighs Stiglitz, ‘in which the poor countries are in effect subsidizing the richest.

efficiently means providing slots in our schedules where we can maintain an attentional set for an extended period. This allows us to get more done and finish up with more energy. Related to the manager/worker distinction is that the prefrontal cortex contains circuits responsible for telling us whether we’re controlling something or someone else is. When we set up a system, this part of the brain marks it as self-generated. When we step into someone else’s system, the brain marks it that way. This may help explain why it’s easier to stick with an exercise program or diet that someone else sets up: We typically trust them as “experts” more than we trust ourselves. “My trainer told me to do three sets of ten reps at forty pounds—he’s a trainer, he must know what he’s talking about. I can’t design my own workout—what do I know?” It takes Herculean amounts of discipline to overcome the brain’s bias against self-generated motivational systems. Why? Because as with the fundamental attribution error we saw in Chapter 4, we don’t have access to others’ minds, only our own. We are painfully aware of all the fretting and indecision, all the nuances of our internal decision-making process that led us to reach a particular conclusion. (I really need to get serious about exercise.) We don’t have access to that (largely internal) process in others, so we tend to take their certainty as more compelling, in many cases, than our own. (Here’s your program. Do it every day.)

She wanted to tell him everything: that her worst fears had come true, that her husband had managed to place a surveillance device into her mind, the whole story. But she didn't want to seem crazy. This was shitty because the truth was crazy, not her. There had been a tagline of a TV show, 'The truth is out there,' that Hazel had initially misinterpreted and felt comforted by. 'That is for sure!' she'd thought, the truth was the most far-out thing possible. Hazel had always felt this--when she learned about periods and sex, when she learned about death, when she learned about the impossible living conditions of the other planets in the solar system and the manufacturing of processed meats. Almost always, the truth was way more bizarre and gross than she would've imagined. Then one night she commented on this to a friend and was told, 'No, dumbass, the show is saying that the truth will be discovered. Like how aliens are real and the U.S. government knows it.

Instead of seeing the French Revolution as a failure, therefore, we should perhaps see it as the explosive start of a lengthy process. Such massive social and political change overturning millennia of autocracy cannot be achieved overnight. Revolutions take a long time. But unlike several other European countries, where aristocratic regimes were so deeply entrenched that they managed to hang on, albeit in limited form, France eventually achieved its secular republic. We should bear this long-drawn-out and painful process in mind before dismissing as failures revolutions that have taken place in our own time in Iran, Egypt, and Tunisia, for example.

Daisuke was the sort of man who, once he was disturbed by something, no matter what, could not let go of it until he had pursued it to the utmost. Moreover, having the capacity to assess the folly of any given obsession, he was forced to be doubly conscious of it. Three of four years ago he had tackled the question of the process whereby his waking mind entered the realm of dreams. At night, when he had gotten under the covers and begun to doze off nicely, he would immediately think, this is it, this is how I fall asleep. No sooner had he thought of this than he was wide awake. When he had managed to doze off again, he would immediately think, here it is. Night after night, he was plagued by his curiosity and would repeat the same procedure two or three times. In the end, he became disgusted in spite of himself. He wanted somehow to escape his agony. Moreover, he was thoroughly impressed by the extent of his folly. To appeal to his conscious mind in order to apprehend his unconscious, and to try to recollect both at the same time was, as James had put it, analogous to lighting a candle to examine the dark, or stopping a top in order to study is movements; at that rate, it stood to reason that he would never again be able to sleep. He knew all this, but when night came, he still thought, now...

They were also taught a three-step process for practicing the new mindset whenever they felt stressed. The first step is to acknowledge stress when you experience it. Simply allow yourself to notice the stress, including how it affects your body. The second step is to welcome the stress by recognizing that it’s a response to something you care about. Can you connect to the positive motivation behind the stress? What is at stake here, and why does it matter to you? The third step is to make use of the energy that stress gives you, instead of wasting that energy trying to manage your stress. What can you do right now that reflects your goals and values?

DECIDE HOW YOU CLEAN ONCE I loathe cleaning, and regardless of whether you share my hatred, deciding once can help the entire process feel manageable. Streamline Your Products When you buy a cleaner that’s on sale, a fancy microfiber cloth, or a magic mop you saw on Shark Tank, you’re making a fixed decision to use that item. If you use it and it adds value to your life, high five. If you don’t use it, it becomes clutter. Stuff is the enemy of clean, and the more stuff you have, the harder it is to clean your house. Ironically, when I’m discontented with my home, I buy things to make it prettier or cleaner, which only makes the problem worse by adding to the noise.

Anyway, Ms. Rothschild wasn’t my first crush.” “She wasn’t?” “No. You were.” It takes me a few seconds to process this. Even then, all I can manage is, “Huh?” “When I first moved here, before I knew your true personality.” I kick him in the shin for that, and he yelps. “I was twelve, and you were eleven. I let you ride my scooter, remember? That scooter was my pride and joy. I saved up for it for two birthdays. And I let you take it for a ride.” “I thought you were just being generous.” “You crashed it and you got a big scratch on the side,” he continues. “Remember that?” “Yeah, I remember you cried.” “I didn’t cry. I was justifiably upset. And that was the end of my little crush.

All in the world know the beauty of the beautiful, and in doing this they have what ugliness is; they all know the skill of the skillful, and in doing this they have what the want of skill is. So it is that existence and non-existence give birth the one to the other; that difficulty and ease produce the one the other; that length and shortness fashion out the one the figure of the other; that height and lowness arise from the contrast of the one with the other; that the musical notes and tones become harmonious through the relation of one with another; and that being before and behind give the idea of one following another. Therefore the enlightened security guard manages affairs without doing anything. All things spring up, and there is not one which declines to show itself; they grow, and there is no claim made for their ownership; they go through their processes, and there is no expectation. The work is accomplished, and there is no resting in it. The work is done, but how no one can see; 'Tis this that makes the power not cease to be

Ava, why don’t you ring this gentleman up for the Richard Argus moonlight piece?” She looked uneasy. “But—” “Now.” My smile cut across my face with the precision of a honed knife. “Careful with the tone, Fred. Ava is your best employee. You wouldn’t want to alienate her or any customers who value her opinion very highly, would you?” He blinked, his eyes darting around as his tiny brain struggled to process the not-so-subtle threat behind my words. “N-no, of course not,” Fred stuttered. “In fact, Ava, you stay right here with this gentleman. I’ll pack the piece myself.” “But she’ll get the commission.” I arched an eyebrow. “Yes.” The manager nodded so fast he resembled a bobblehead doll. “Of course.

On another night, in a different dream I was asking a question. “How is it that you say all are equal, yet the obvious contradictions smack us in the face: inequalities in virtues, temperances, finances, rights, abilities and talents, intelligence, mathematical aptitude, ad infinitum?” The answer was a metaphor. “It is as if a large diamond were to be found inside each person. Picture a diamond a foot long. The diamond has a thousand facets, but the facets are covered with dirt and tar. It is the job of the soul to clean each facet until the surface is brilliant and can reflect a rainbow of colors. “Now, some have cleaned many facets and gleam brightly. Others have only managed to clean a few; they do not sparkle so. Yet, underneath the dirt, each person possesses within his or her breast a brilliant diamond with a thousand gleaming facets. The diamond is perfect, not one flaw. The only differences among people are the number of facets cleaned. But each diamond is the same, and each is perfect. “When all the facets are cleaned and shining forth in a spectrum of lights, the diamond returns to the pure energy that it was originally. The lights remain. It is as if the process that goes into making the diamond is reversed, all that pressure released. The pure energy exists in the rainbow of lights, and the lights possess consciousness and knowledge. “And all of the diamonds are perfect.” Sometimes

Because by definition they lack any such sense of mutuality or wholeness, our specializations subsist on conflict with one another. The rule is never to cooperate, but rather to follow one's own interest as far as possible. Checks and balances are all applied externally, by opposition, never by self-restraint. Labor, management, the military, the government, etc., never forbear until their excesses arouse enough opposition to force them to do so. The good of the whole of Creation, the world and all its creatures together, is never a consideration because it is never thought of; our culture now simply lacks the means for thinking of it. It is for this reason that none of our basic problems is ever solved. Indeed, it is for this reason that our basic problems are getting worse. The specialists are profiting too well from the symptoms, evidently, to be concerned about cures -- just as the myth of imminent cure (by some 'breakthrough' of science or technology) is so lucrative and all-justifying as to foreclose any possibility of an interest in prevention. The problems thus become the stock in trade of specialists. The so-called professions survive by endlessly "processing" and talking about problems that they have neither the will nor the competence to solve. The doctor who is interested in disease but not in health is clearly in the same category with the conservationist who invests in the destruction of what he otherwise intends to preserve. The both have the comfort of 'job security,' but at the cost of ultimate futility. ... This has become, to some extent at least, an argument against institutional solutions. Such solutions necessarily fail to solve the problems to which they are addressed because, by definition, the cannot consider the real causes. The only real, practical, hope-giving way to remedy the fragmentation that is the disease of the modern spirit is a small and humble way -- a way that a government or agency or organization or institution will never think of, though a person may think of it: one must begin in one's own life the private solutions that can only in turn become public solutions.

The hero is the man of self-achieved submission. But submission to what? That precisely is the riddle that today we have to ask ourselves and that it is everywhere the primary virtue and historic deed of the hero to have solved. Only birth can conquer death—the birth, not of the old thing again, but of something new. Within the soul, within the body social, there must be a continuous “recurrence of birth” a rebirth, to nullify the unremitting recurrences of death. For it is by means of our own victories, if we are not regenerated, that the work of Nemesis is wrought: doom breaks from the shell of our very virtue. Peace then is a snare; war is a snare; change is a snare; permanence a snare. When our day is come for the victory of death, death closes in; there is nothing we can do, except be crucified—and resurrected; dismembered totally, and then reborn. The first step, detachment or withdrawal, consists in a radical transfer of emphasis from the external to the internal world, macro- to microcosm, a retreat from the desperation's of the waste land to the peace of the everlasting realm that is within. But this realm, as we know from psychoanalysis, is precisely the infantile unconscious. It is the realm that we enter in sleep. We carry it within ourselves forever. All the ogres and secret helpers of our nursery are there, all the magic of childhood. And more important, all the life-potentialities that we never managed to bring to adult realization, those other portions of our self, are there; for such golden seeds do not die. If only a portion of that lost totality could be dredged up into the light of day, we should experience a marvelous expansion of our powers, a vivid renewal of life. We should tower in stature. Moreover, if we could dredge up something forgotten not only by ourselves but by our whole generation or our entire civilization, we should indeed become the boon-bringer, the culture hero of the day—a personage of not only local but world historical moment. In a word: the first work of the hero is to retreat from the world scene of secondary effects to those causal zones of the psyche where the difficulties really reside, and there to clarify the difficulties, eradicate them in his own case (i.e., give battle to the nursery demons of his local culture) and break through to the undistorted, direct experience and assimilation of what C. G. Jung has called “the archetypal images.” This is the process known to Hindu and Buddhist philosophy as viveka, “discrimination.

Still allergic to PowerPoints and formal presentations, he insisted that the people around the table hash out issues from various vantages and the perspectives of different departments. Because he believed that Apple's great advantage was its integration of the whole widget- from design to hardware to software to content-he wanted all departments at the company to work together in parallel. The phrases he used were "deep collaboration" and "concurrent engineering." Instead of a development process in which a product would be passed sequentially from engineering to design to manufacturing to marketing and distribution, these various departments collaborated simultaneously. " Our method was to develop integrated products, and that meant our process had to be integrated and collaborative," Jobs said. This approach also applied to key hires. He would have candidates meet the top leaders-Cook, Tevanian, Schiller, Rubinstein, Ive- rather than just the managers of the department where they wanted to work. " Then we all get together without the person and talk about whether they'll fit in," Jobs said.

The principal advantage of narrative writing is that it assists us place our life experiences in a storytelling template. The act of strict examination forces us to select and organize our past. Narration provides an explanatory framework. Human beings often claim to understand events when they manage to formulate a coherent story or narrative explaining what factors caused a specific incident to occur. Stories assist the human mind to remember and make decisions based on informative stories. Narrative writing also prompts periods of intense reflection that leads to more writing that is ruminative. Contemplative actions call for us to track the conscious mind at work rendering an accounting of our weaknesses and our strengths, folly and wisdom.

The R6 Resilience Change Management Framework is a cyclical framework that consists of six iterative puzzle pieces: 1. Review the Macro/Micro Changes: This iteration emphasizes the importance of scanning (mostly) the external environment to identify emerging trends, disruptions, and opportunities. By understanding the broader context in which the organization operates, leaders can anticipate future challenges and proactively adapt their strategies. There should never be a time in the organizations existence where it stops reviewing the macro changes. There are times, though, when micro changes (internal) are where the focus needs to be. 2. Reassess the Business’ Capabilities in the Context of Macro Changes: This iteration is fundamentally about “who are we, and how can we really add value?” It also involves a critical evaluation of the organization's strengths, weaknesses, opportunities, and threats in light of the identified macro changes. This reassessment helps to identify areas where the organization needs to adapt or transform its capabilities to remain competitive. This iteration is largely inward-looking, focused on the organization. But it tempered with the idea that “how do our capabilities allow us to add value to our customers lives (existing or new).” 3. Redefine Target Market(s) Based on Reassessment of Capabilities: This iteration focuses on aligning the organization's target markets with the evolving needs and preferences of customers, the changing competitive landscape, and the new reality of the businesses capabilities. This may involve identifying new customer segments, developing personalized offerings, creating seamless omnichannel experiences, or approaching the same target market in new ways (offering them new kinds of value, or the same kind of value in new ways). 4. Redirect Capabilities Toward Redefined Target Market: This iteration involves realigning the organization's resources, processes, and strategies to effectively serve the redefined target markets. This may require investments in new technologies, optimization of supply chains, or the development of innovative products and services. 5. Restructure the Organization: This iteration focuses on adapting the organization's structure, culture, and talent to support the desired changes. This may involve creating agile teams, fostering a culture of innovation, or empowering employees to make decisions through new policies. 6. Repeat in Perpetuity – or – Render Paradigm Shift [R6-RPS]: This iteration underscores the importance of continuous monitoring, evaluation, and adaptation. The R6 framework is not a one-time process in response to a change event, but an iterative cycle that enables organizations to remain agile and resilient in the face of ongoing change. Additionally, there are times when before repeating the cycle, a business may want/need to render an external paradigm shift by introducing a product or service or way of doing things that fundamentally changes the market – fundamentally changes the value exchange between customers, employees and organizations.

As soon as two people have resolved to give up their togetherness, the resulting pain with its heaviness or particularity is already so completely part of the life of each individual that the other has to sternly deny himself to become sentimental and feel pity. The beginning of the agreed-upon separation is marked precisely by this pain, and its first challenge will be that this pain already belongs separately to each of the two individuals. This pain is an essential condition of what the now solitary and most lonely individual will have to create in the future out of his reclaimed life. If two people managed not to get stuck in hatred during their honest struggles with each other, that is, in the edges of their passion that became ragged and sharp when it cooled and set, if they could stay fluid, active, flexible, and changeable in all of their interactions and relations, and, in a word, if a mutually human and friendly consideration remained available to them, then their decision to separate cannot easily conjure disaster and terror. When it is a matter of a separation, pain should already belong in its entirety to that other life from which you wish to separate. Otherwise the two individuals will continually become soft toward each other, causing helpless and unproductive suffering. In the process of a firmly agreed-upon separation, however, the pain itself constitutes an important investment in the renewal and fresh start that is to be achieved on both sides. People in your situation might have to communicate as friends. But then these two separated lives should remain without any knowledge of the other for a period and exist as far apart and as detached from the other as possible. This is necessary for each life to base itself firmly on its new requirements and circumstances. Any subsequent contact (which may then be truly new and perhaps very happy) has to remain a matter of unpredictable design and direction. If you find that you scare yourself.

On another Indonesian island – the small island of Flores – archaic humans underwent a process of dwarfing. Humans first reached Flores when the sea level was exceptionally low, and the island was easily accessible from the mainland. When the seas rose again, some people were trapped on the island, which was poor in resources. Big people, who need a lot of food, died first. Smaller fellows survived much better. Over the generations, the people of Flores became dwarves. This unique species, known by scientists as Homo floresiensis, reached a maximum height of only 3.5 feet and weighed no more than fifty-five pounds. They were nevertheless able to produce stone tools, and even managed occasionally to hunt down some of the island’s elephants – though, to be fair, the elephants were a dwarf species as well. In

NO PERFORMANCE MANAGEMENT OR EMPLOYEE FEEDBACK PROCESS Your company now employs twenty-five people and you know that you should formalize the performance management process, but you don’t want to pay the price. You worry that doing so will make it feel like a “big company.” Moreover, you do not want your employees to be offended by the feedback, because you can’t afford to lose anyone right now. And people are happy, so why rock the boat? Why not take on a little management debt? The first noticeable payments will be due when somebody performs below expectations: CEO: “He was good when we hired him; what happened?” Manager: “He’s not doing the things that we need him to do.” CEO: “Did we clearly tell him that?” Manager: “Maybe not clearly . . .” However, the larger payment will be a silent tax. Companies execute well when everybody is on the same page and everybody is constantly improving. In a vacuum of feedback, there is almost no chance that your company will perform optimally across either dimension. Directions with no corrections will seem fuzzy and obtuse. People rarely improve weakness they are unaware of. The ultimate price you will pay for not giving feedback: systematically crappy company performance.

Jessabelle, I'm sorry to just leave, but I need some time. Time to get my head back on straight. Time to remember who I really am. Time with my Creator, the one who knew before the foundations of the earth what would happen over the last few days. I wish more than anything, that I could process all of this with you, go through all of this together, because I'm coming to understand that, out of all the men in the world, God picked me for you. It's so much more than lineage. It's you. How you've come into your own. How you've blossomed and grown. I'm so privileged to see that secret side of you-the side no one else gets to see. The side where you secretly paint your second toenail a different color because everyone else does the fourth one, but you're not sure my mother would approve so you never wear open-toed shoes to show them off. You only eat M&Ms in odd numbers. You use your right hand to put hair behind your ear, but never your left. You didn't know I knew those things, did you? I've watched you over the last few months and learned more about you than I realized until I tried to put my thoughts on paper. You're sleeping just feet away from me as I write this. Your even breathing brings some peace to my troubled soul. The small smile on your face makes me wonder what your dreaming about and if, in your sleep, you've managed to find happiness instead of the turmoil life always seems to bring. I have to stop myself from wondering if dream-Jessabelle has found happiness with someone besides dream-Malachi, because I've realized something in the last couple of days. I love you. My life didn't really begin until you walked down the aisle into it. I want to be man enough to tell you to your face, to kiss you, to tell you over and over what you've come to mean to me, but I can't. Not yet... You are the only one for me, sweet Mia Belle. I love you with my entire being, in a way I never believed possible to love another person. I didn't know this kind of love truly existed outside of fairy tales. Always, Kai

1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation

The fixed- and growth-mindset groups started with the same ability, but as time went on the growth-mindset groups clearly outperformed the fixed-mindset ones. And this difference became ever larger the longer the groups worked. Once again, those with the growth mindset profited from their mistakes and feedback far more than the fixed-mindset people. But what was even more interesting was how the groups functioned. The members of the growth-mindset groups were much more likely to state their honest opinions and openly express their disagreements as they communicated about their management decisions. Everyone was part of the learning process. For the fixed-mindset groups—with their concern about who was smart or dumb or their anxiety about disapproval for their ideas—that open, productive discussion did not happen. Instead, it was more like groupthink.

By striking at welfare programs and unemployment benefits, blocking a national health care system, and making threatening gestures toward pension plans and social security, not only did this politics cripple social democracy, but in the process it undermined political democracy, the one political system that depends upon those who work. It might be recalled that the totalitarian regimes of Soviet Russia and Germany each instituted a strong network of social services; inverted totalitarianism seeks to dismantle or significantly reduce them, thereby throwing individuals back on their own resources, reducing their power. How far that power is being reduced can be gauged by the response of businesses to the lack of national health care and guarantees for pension systems. They have cut pensions and health care benefits while lavishing huge bonuses upon departing executives.

Feeling stressed and feeling overwhelmed seem to be related to our perception of how we are coping with our current situation and our ability to handle the accompanying emotions: Am I coping? Can I handle this? Am I inching toward the quicksand? Jon Kabat-Zinn describes overwhelm as the all-too-common feeling “that our lives are somehow unfolding faster than the human nervous system and psyche are able to manage well.” This really resonates with me: It’s all unfolding faster than my nervous system and psyche can manage it. When I read that Kabat-Zinn suggests that mindful play, or no-agenda, non-doing time, is the cure for overwhelm, it made sense to me why, when we were blown at the restaurant, we weren’t asked to help problem-solve the situation. We were just asked to engage in non-doing. I’m sure experience taught the managers that doing nothing was the only way back for someone totally overwhelmed. The non-doing also makes sense—there is a body of research that indicates that we don’t process other emotional information accurately when we feel overwhelmed, and this can result in poor decision making. In fact, researcher Carol Gohm used the term “overwhelmed” to describe an experience where our emotions are intense, our focus on them is moderate, and our clarity about exactly what we’re feeling is low enough that we get confused when trying to identify or describe the emotions. In other words: On a scale of 1 to 10, I’m feeling my emotions at about 10, I’m paying attention to them at about 5, and I understand them at about 2. This is not a setup for successful decision making. The big learning here is that feeling both stressed and overwhelmed is about our narrative of emotional and mental depletion—there’s just too much going on to manage effectively.

> In effect, though Wiener didn't quite express it this way, cybernetics was offering an alternative to the Skinnerian worldview, in which human beings were just stimulus-response machines to be manipulated and conditioned for their own good. It was likewise offering an alternative to von Neumann's worldview, wherein human beings were unrealistically rational technocrats capable of anticipating, controlling, and managing their society with perfect confidence. Instead, cybernetics held out a vision of humans as neither gods nor clay but rather "machines" of the new kind, embodying purpose—and thus, autonomy. No, we were not the absolute masters of our universe; we lived in a world that was complex, confusing, and largely uncontrollable. But neither were we helpless. We were embedded in our world, in constant communication with our environment and one another. We had the power to act, to observe, to learn from our mistakes, and to grow. "From the point of view of cybernetics, the world is an organism," Wiener declared in his autobiography. "In such a world, knowledge is in its essence the process of knowing. . . . Knowledge is an aspect of life which must be interpreted while we are living, if it is to be interpreted at all. Life is the continual interplay between the individual and his environment rather than a way of existing under the form of eternity.

Fifteen years ago, a business manager from the United States came to Plum Village to visit me. His conscience was troubled because he was the head of a firm that designed atomic bombs. I listened as he expressed his concerns. I knew if I advised him to quit his job, another person would only replace him. If he were to quit, he might help himself, but he would not help his company, society, or country. I urged him to remain the director of his firm, to bring mindfulness into his daily work, and to use his position to communicate his concerns and doubts about the production of atomic bombs. In the Sutra on Happiness, the Buddha says it is great fortune to have an occupation that allows us to be happy, to help others, and to generate compassion and understanding in this world. Those in the helping professions have occupations that give them this wonderful opportunity. Yet many social workers, physicians, and therapists work in a way that does not cultivate their compassion, instead doing their job only to earn money. If the bomb designer practises and does his work with mindfulness, his job can still nourish his compassion and in some way allow him to help others. He can still influence his government and fellow citizens by bringing greater awareness to the situation. He can give the whole nation an opportunity to question the necessity of bomb production. Many people who are wealthy, powerful, and important in business, politics, and entertainment are not happy. They are seeking empty things - wealth, fame, power, sex - and in the process they are destroying themselves and those around them. In Plum Village, we have organised retreats for businesspeople. We see that they have many problems and suffer just as others do, sometimes even more. We see that their wealth allows them to live in comfortable conditions, yet they still suffer a great deal. Some businesspeople, even those who have persuaded themselves that their work is very important, feel empty in their occupation. They provide employment to many people in their factories, newspapers, insurance firms, and supermarket chains, yet their financial success is an empty happiness because it is not motivated by understanding or compassion. Caught up in their small world of profit and loss, they are unaware of the suffering and poverty in the world. When we are not int ouch with this larger reality, we will lack the compassion we need to nourish and guide us to happiness. Once you begin to realise your interconnectedness with others, your interbeing, you begin to see how your actions affect you and all other life. You begin to question your way of living, to look with new eyes at the quality of your relationships and the way you work. You begin to see, 'I have to earn a living, yes, but I want to earn a living mindfully. I want to try to select a vocation not harmful to others and to the natural world, one that does not misuse resources.' Entire companies can also adopt this way of thinking. Companies have the right to pursue economic growth, but not at the expense of other life. They should respect the life and integrity of people, animals, plants and minerals. Do not invest your time or money in companies that deprive others of their lives, that operate in a way that exploits people or animals, and destroys nature. Businesspeople who visit Plum Village often find that getting in touch with the suffering of others and cultivating understanding brings them happiness. They practise like Anathapindika, a successful businessman who lived at the time of the Buddha, who with the practise of mindfulness throughout his life did everything he could to help the poor and sick people in his homeland.

On the island of Java, in Indonesia, lived Homo soloensis, ‘Man from the Solo Valley’, who was suited to life in the tropics. On another Indonesian island – the small island of Flores – archaic humans underwent a process of dwarfing. Humans first reached Flores when the sea level was exceptionally low, and the island was easily accessible from the mainland. When the seas rose again, some people were trapped on the island, which was poor in resources. Big people, who need a lot of food, died first. Smaller fellows survived much better. Over the generations, the people of Flores became dwarves. This unique species, known by scientists as Homo floresiensis, reached a maximum height of only 3.5 feet and weighed no more than fifty-five pounds. They were nevertheless able to produce stone tools, and even managed occasionally to hunt down some of the island’s elephants – though, to be fair, the elephants were a dwarf species as well.

It is not for us to know who does and does not manage to accept forgiveness, but if the love really never stops, if God really does long for every lost soul, then in principle God regards as forgivable a whole load of stuff we really don’t want forgiven, thank you. People who use airliners to murder thousands of office workers, people who strut about Norwegian summer camps stealing the lives of teenagers with careful shots to the head, people who drive over their gay neighbor in their pick-up truck and then reverse and do it again, people who torture children for sexual pleasure: God is apparently ready to rush right in there and give them all a hug, the bastard. We don’t want that. We want justice, dammit, if not in this world then in the next. We want God’s extra-niceness confined to deserving cases such as, for example, us, and a reliable process of judgment put in place which will ensure that the child-murderers are ripped apart with red-hot tongs.

Aunty Rose's scones were small windowless buildings - if you could manage to worry one down it sat and sulked at the bottom of your stomach for hours, impervious to the processes of digestion. I giggled, and she said haughtily, "My scones are very nice." "We could bury you with a batch," I suggested as we went slowly back down the hall. "And if archaeologists opened your grave thousands of years in the future they'd find them there, just as good as on the day they were cooked." "Ill mannered wench," Aunty Rose said. She sank onto the edge of her bed and reached up to touch my cheek as he had Matt's. "I'm glad the pair of you finally sorted yourselves out." I smiled at her. "You sorted us out, didn't you ?" "I swore I wouldn't interfere, but I couldn't stand it any longer." "Thank-you," I said soberly. "You're welcome. Honestly, Josephine, for an intelligent girl you can be appallingly dim at times. Couldn't you have fluttered your eyelashes at the poor boy ?

Likewise, we “trusted the process,” but the process didn’t save Toy Story 2 either. “Trust the Process” had morphed into “Assume that the Process Will Fix Things for Us.” It gave us solace, which we felt we needed. But it also coaxed us into letting down our guard and, in the end, made us passive. Even worse, it made us sloppy. Once this became clear to me, I began telling people that the phrase was meaningless. I told our staff that it had become a crutch that was distracting us from engaging, in a meaningful way, with our problems. We should trust in people, I told them, not processes. The error we’d made was forgetting that “the process” has no agenda and doesn’t have taste. It is just a tool—a framework. We needed to take more responsibility and ownership of our own work, our need for self-discipline, and our goals. Imagine an old, heavy suitcase whose well-worn handles are hanging by a few threads. The handle is “Trust the Process” or “Story Is King”—a pithy statement that seems, on the face of it, to stand for so much more. The suitcase represents all that has gone into the formation of the phrase: the experience, the deep wisdom, the truths that emerge from struggle. Too often, we grab the handle and—without realizing it—walk off without the suitcase. What’s more, we don’t even think about what we’ve left behind. After all, the handle is so much easier to carry around than the suitcase. Once you’re aware of the suitcase/handle problem, you’ll see it everywhere. People glom onto words and stories that are often just stand-ins for real action and meaning. Advertisers look for words that imply a product’s value and use that as a substitute for value itself. Companies constantly tell us about their commitment to excellence, implying that this means they will make only top-shelf products. Words like quality and excellence are misapplied so relentlessly that they border on meaningless. Managers scour books and magazines looking for greater understanding but settle instead for adopting a new terminology, thinking that using fresh words will bring them closer to their goals. When someone comes up with a phrase that sticks, it becomes a meme, which migrates around even as it disconnects from its original meaning. To ensure quality, then, excellence must be an earned word, attributed by others to us, not proclaimed by us about ourselves. It is the responsibility of good leaders to make sure that words remain attached to the meanings and ideals they represent.

I don't know what's happening to me," she says, blinking through a veil of tears as she looks everywhere but at me. "I don't think I can do this anymore." My heart plummets inside my chest, my lips still hovering over hers, my hands on her waist "do what anymore?" I don't want the answer, don't want to hear what follows my question, don't want to lose her. "Fight it." Tears are still flowing from her eyes, but I think she stop crying. She sucks and several breaths when she looks at me, her eyes are clear that I anticipated. She's scared shitless - that's clear - but it's like she stop fighting the fear, giving into it instead. Her lips apart and I'm a stop whatever she's about to say, silence her with my lips, but I don't, forcing myself to hear, needing to know what's got all worked up. "I think I'm in love with you," she says, her chest heaving with every ravenous breath she takes, yet her voice is astonishingly even and she manages to maintain my gaze. My voice however is the exact opposite of even, coming out all high-pitched like I'm a thirteen year old and going through puberty all over again. "What?" She sucks and a breath, then releases is slowly, the fear in her eyes subsiding, as if she just won it. "I think I'm in love with you..." She bites on your lips and shakes her head. "No...I don't think. I know." I gradually process her words and the full extent of what she's saying. I think I'd honestly believed that she might never say them, that this love thing was going to be a one-way street. Hearing her say it... I don't even know how to describe it. It's like my entire life of associated the word with hatred. Every time my mother said it, it felt like she was trying to take something from me and it made me hate her and myself-Love equaled hate for me. But hearing it from Violet's lips, seeing that look in her eyes, the one I've never seen from anyone, is so different. She's not taking something for me right now, she's giving me something. She's giving me everything.

Solemn three-day fasts, which were instituted by Adhemar of Le Puy, were decreed after an earthquake which took place on 30 December 1097, before the battle of Antioch on 28 June 1098, before an ordeal undergone by Peter Bartholomew on 8 April 1099 and before the procession round Jerusalem on 8 July 1099. These fasts certainly made an impression on the crusaders; they could hardly have failed to have done so, since they can only have made their hunger worse. It was reported that during their fast at Antioch Turks came up to walls with loaves of white bread, with which they tempted and mocked the starving men within. The achievement of the crusaders becomes even more remarkable — in fact it is quite incredible - when one considers that soldiers already weakened by starvation, who certainly appreciated die importance of taking food before battle since they took care to give their horses extra rations, deliberately fasted before their more important engagements. One wonders how they managed to fight at all.

A major push is under way to figure out the molecular basis of those "critical" or "sensitive" periods, to figure out how the brain changes as certain learning abilities come and go. In some, if not all, of those mammals that have the alternating stripes in the visual cortex known as ocular dominance columns, those columns can be adjusted early in development, but not in adulthood. A juvenile monkey that has one eye covered for an extended period of time can gradually readjust its brain wiring to favor the open eye; an adult monkey cannot adjust its wiring. At the end of a critical period, a set of sticky sugar-protein hybrids known as proteoglycans condenses into a tight net around the dendrites and cell bodies of some of the relevant neurons, and in so doing those proteoglycans appear to impede axons that would otherwise be wriggling around as part of the process of readjusting the ocular dominance columns; no wriggling, no learning. In a 2002 study with rats, Italian neuroscientist Tommaso Pizzorusso and his colleagues dissolved the excess proteoglycans with an antiproteoglycan enzyme known as "chABC," and in so doing managed to reopen the critical period. After the chABC treatment, even adult rats could recalibrate their ocular dominance columns. ChABC probably won't help us learn second languages anytime soon, but its antiproteoglycan function may have important medical implications in the not-too-distant future. Another 2002 study, also with rats, showed that chABC can also promote functional recovery after spinal cord injury.

The view that external things like rank, money, and honors bring happiness has frequently been criticized, but it is not necessarily incorrect. After all, these things belong, as Aquinas would have it, among the "accidents." Accidens is the unessential, which includes the body. If one manages to separate essence from flesh, if one manages, that is, to gain distance from oneself, then one climbs the first step toward spiritual power. Many exercises are geared to this--from the soldier's drill to the hermit's meditation. However, once the self has been successfully distanced, the essential can be brought back to the accidental. This process, resembling a vaccination with one's own blood, is initially manifested as a reanimation of the body. The physiognomy takes on the kind of features seen in paintings by old masters. They added something of their own. They blended it into the pigments. This also applies to objects; they were meaningful, now they gain a sense. A new light shines on things, they glow. Anyone can manage this; I heard the following from a disciple of Bruno's: "The world seemed hollow to me because my head was hollow." But the head, too, can be filled. First we must forget what we have learned.

How long will the Gilgamesh Project – the quest for immortality – take to complete? A hundred years? Five hundred years? A thousand years? When we recall how little we knew about the human body in 1900, and how much knowledge we have gained in a single century, there is cause for optimism. Genetic engineers have recently managed to double the average life expectancy of Caenorhabditis elegans worms.12 Could they do the same for Homo sapiens? Nanotechnology experts are developing a bionic immune system composed of millions of nano-robots, who would inhabit our bodies, open blocked blood vessels, fight viruses and bacteria, eliminate cancerous cells and even reverse ageing processes.13 A few serious scholars suggest that by 2050, some humans will become a-mortal (not immortal, because they could still die of some accident, but a-mortal, meaning that in the absence of fatal trauma their lives could be extended indefinitely). Whether or not Project Gilgamesh succeeds, from a historical perspective it is fascinating to see that most late-modern religions and ideologies have already taken death and the afterlife out of the equation. Until the eighteenth century, religions considered death and its aftermath central to the meaning of life. Beginning in the eighteenth century, religions and ideologies such as liberalism, socialism and feminism lost all interest in the afterlife. What, exactly, happens to a Communist after he or she dies? What happens to a capitalist? What happens to a feminist? It is pointless to look for the answer in the writings of Marx, Adam Smith or Simone de Beauvoir. The only modern ideology that still awards death a central role is nationalism. In its more poetic and desperate moments, nationalism promises that whoever dies for the nation will for ever live in its collective memory. Yet this promise is so fuzzy that even most nationalists do not really know what to make of it. The

Yeah, in my opinion the heart of the problem is Marxism-Leninism itself―the very idea that a "vanguard party" can, or has any right to, or has any capacity to lead the stupid masses towards some future they're too dumb to understand for themselves. I think what it's going to lead them towards is "I rule you with a whip." Institutions of domination have a nice way of reproducing themselves―I think that's kind of like an obvious sociological truism. And actually, if you look back, that was in fact Bakunin's prediction half a century before―he said this was exactly what was going to happen. I mean, Bakunin was talking about the people around Marx, this was before Lenin was born, but his prediction was that the nature of the intelligentsia as a formation in modern industrial society is that they are going to try to become the social managers. Now, they're not going to become the social managers because they own capital, and they're not going to become the social managers because they've got a lot of guns. They are going to become the social managers because they can control, organize, and direct what's called "knowledge"―they have the skills to process information, and to mobilize support for decision-making, and so on and so forth. And Bakunin predicted that these people would fall into two categories. On the one hand, there would be the "left" intellectuals, who would try to rise to power on the backs of mass popular movements, and if they could gain power, they would then beat the people into submission and try to control them. On the other hand, if they found that they couldn't get power that way themselves, they would become the servants of what we would nowadays call "state-capitalism," though Bakunin didn't use the term. And either of these two categories of intellectuals, he said, would be "beating the people with the people's stick"―that is, they'd be presenting themselves as representatives of the people, so they'd be holding the people's stick, but they would be beating the people with it.

Toyota wasn’t really worried that it would give away its “secret sauce.” Toyota’s competitive advantage rested firmly in its proprietary, complex, and often unspoken processes. In hindsight, Ernie Schaefer, a longtime GM manager who toured the Toyota plant, told NPR’s This American Life that he realized that there were no special secrets to see on the manufacturing floors. “You know, they never prohibited us from walking through the plant, understanding, even asking questions of some of their key people,” Schaefer said. “I’ve often puzzled over that, why they did that. And I think they recognized we were asking the wrong questions. We didn’t understand this bigger picture.” It’s no surprise, really. Processes are often hard to see—they’re a combination of both formal, defined, and documented steps and expectations and informal, habitual routines or ways of working that have evolved over time. But they matter profoundly. As MIT’s Edgar Schein has explored and discussed, processes are a critical part of the unspoken culture of an organization. 1 They enforce “this is what matters most to us.” Processes are intangible; they belong to the company. They emerge from hundreds and hundreds of small decisions about how to solve a problem. They’re critical to strategy, but they also can’t easily be copied. Pixar Animation Studios, too, has openly shared its creative process with the world. Pixar’s longtime president Ed Catmull has literally written the book on how the digital film company fosters collective creativity2—there are fixed processes about how a movie idea is generated, critiqued, improved, and perfected. Yet Pixar’s competitors have yet to equal Pixar’s successes. Like Toyota, Southern New Hampshire University has been open with would-be competitors, regularly offering tours and visits to other educational institutions. As President Paul LeBlanc sees it, competition is always possible from well-financed organizations with more powerful brand recognition. But those assets alone aren’t enough to give them a leg up. SNHU has taken years to craft and integrate the right experiences and processes for its students and they would be exceedingly difficult for a would-be competitor to copy. SNHU did not invent all its tactics for recruiting and serving its online students. It borrowed from some of the best practices of the for-profit educational sector. But what it’s done with laser focus is to ensure that all its processes—hundreds and hundreds of individual “this is how we do it” processes—focus specifically on how to best respond to the job students are hiring it for. “We think we have advantages by ‘owning’ these processes internally,” LeBlanc says, “and some of that is tied to our culture and passion for students.

Complex operations, in which agencies assume complementary roles and operate in close proximity-often with similar missions but conflicting mandates-accentuate these tensions. The tensions are evident in the processes of analyzing complex environments, planning for complex interventions, and implementing complex operations. Many reports and analyses forecast that these complex operations are precisely those that will demand our attention most in the indefinite future. As essayist Barton and O'Connell note, our intelligence and understanding of the root cause of conflict, multiplicity of motivations and grievances, and disposition of actors is often inadequate. Moreover, the problems that complex operations are intended and implemented to address are convoluted, and often inscrutable. They exhibit many if not all the characteristics of "wicked problems," as enumerated by Rittel and Webber in 1973: they defy definitive formulations; any proposed solution or intervention causes the problem to mutate, so there is no second chance at a solution; every situation is unique; each wicked problem can be considered a symptom of another problem. As a result, policy objectives are often compound and ambiguous. The requirements of stability, for example, in Afghanistan today, may conflict with the requirements for democratic governance. Efforts to establish an equitable social contract may well exacerbate inter-communal tensions that can lead to violence. The rule of law, as we understand it, may displace indigenous conflict management and stabilization systems. The law of unintended consequences may indeed be the only law of the land. The complexity of the challenges we face in the current global environment would suggest the obvious benefit of joint analysis - bringing to bear on any given problem the analytic tools of military, diplomatic and development analysts. Instead, efforts to analyze jointly are most often an afterthought, initiated long after a problem has escalated to a level of urgency that negates much of the utility of deliberate planning.

A number of factors contribute to the development of an individual’s “practiced self-deception.” First, people who live primarily in fantasy confuse fantasy images with real, goal-directed action. They believe that they are actively pursuing their goals, when in fact they are not taking the steps necessary for success. For example, an executive in the business world may only perform the functions that enhance an image of himself as the “boss,” and leave essential management tasks unattended. The distinction between the image of success and its actual achievement is blurred. Retreat from action-oriented behavior is masked by the person’s focus on superficial signs and activities that preserve vanity and the fantasy image. Secondly, involvement in fantasy distorts one’s perception of reality, making self-deception more possible. Kierkegaard (1849/1954) alluded to this power of fantasy to attract and deceive when he observed: Sometimes the inventiveness of the human imagination suffices to procure possibility. Instead of summoning back possibility into necessity, the man pursues the possibility—and at last cannot find his way back to himself. (p. 77, 79) Thirdly, through its assigned roles and its rules for role-designated behavior, including age-appropriate activities, our culture actively supports people’s tendencies to give themselves up to more and more passivity and fantasy as they move through the life process. In addition, the discrepancy between society’s professed values on the one hand, and how society actually operates, on the other, tends to distort a person’s perceptions of reality, further confusing the difference between idealistic fantasies and actual accomplishments. The general level of pretense, duplicity, and deception existing in our society contributes to everyone’s disillusionment, cynicism, resignation, and passivity. The pooling of the individual defenses and fantasies of all society’s members makes it possible for each person to practice self-delusion under the guise of normalcy. Thus chronic self-denial becomes a socially acceptable defense against death anxiety.

Bob Cavallo remembers early on in the process, ‘We were at odds with each other. Our contract was up; five years had gone by since Purple Rain. We met at the Four Seasons with his lawyer and his accountant, me and Steve Fargnoli to discuss some kind of rapprochement because he had fired us. Basically he said, “I’ll work with you again but you’ve got to help me make this movie.” I read the treatment and said, “This could be an interesting thing,” and I said, “I’ll try to put you together with some young hip writers and maybe we can come up with a script quickly, ’cause this is pretty detailed.” And he went, “What are you talking about? That is the script.” It was thirty pages. And he said, “I’m going to shoot it, I know exactly how to do it.” So I said, “Maybe we could get this on Broadway for you. Would you be interested in that?” And he said, “No.” Now he was pissed that I didn’t think this was a good enough script, so we shook hands and that was the end of it. Then, about a year later, we were suing each other. But even when we sued each other, it was kinda funny. I said, “How could you not pay me?” He said, “How could you sue me?” He said, “You can’t have my children, those songs. You’re gonna give your involvement in those songs to your grandchildren?” And I said, “Yeah, I put ten years of my life into you, and you sucked all the air out of the room. I couldn’t really manage anybody else except for your friends.

1. Did you conduct one-to-one meetings with each salesperson on your team? 2. Did you ask each of them how they like to be managed? Are they coachable? 3. Did you inquire about their prior experience with their past manager? Was it positive or negative? 4. Did you set the expectations of your relationship with them? Did you ask them what they needed and expected from their manager? What changes do they want to see? 5. Did you inform them about how you like to manage and your style of management? This would open up the space for a discussion regarding how you may manage differently from your predecessor. 6. Did you let them know you just completed a coaching course that would enable you to support them even further and maximize their talents? 7. Did you explain to them the difference between coaching and traditional management? 8. Did you enroll them in the benefits of coaching? That is, what would be in it for them? 9. Did you let them know about your intentions, goals, expectations, and aspirations for each of them and for the team as a whole? 10. How have you gone about learning the ins and outs of the company?Are you familiar with the internal workings, culture, leadership team, and subtleties that make the company unique? Have you considered that your team may be the best source of knowledge and intelligence for this? Did you communicate your willingness and desire to learn from them as well, so that the learning and development process can be mutually reciprocated?

When I first stopped trying to fix other people, I turned my attention to 'curing' myself. I was in a hurry to get this healing process over. I wanted immediate recovery from the effects of growing up in a family riddled with alcoholism and from being married to an alcoholic. I looked forward to the day I would graduate from Al-Anon and get on with my life. As year two and year three passed, I was still in the program. I began to despair as the character defects I had worked so long to overcome came back to haunt me, particularly during times of stress and during periods when I didn't attend meetings. I have severe arthritis in my joints. To cope with my condition, I have to assess my body each day and patiently respond to its needs. Some days I need a warm bath to get going in the morning. On other days I apply a medicated rub to the painful areas. Yet other days some light stretching and exercise help to loosen me up. I'ave accepted that my arthritis will never go away. It's a condition I manage daily with consistent, on-going care. One day I made a connection between my medical condition and my struggle with recovery. I began to look at myself as having 'arthritis of the personality,' requiring patient, continuous care to keep me from 'stiffening' into old habits and attitudes. This care includes attending meetings, reading Al-Anon literature, calling my sponsor, and engaging in service. Now, as long as I practice patience, recovery is a manageable and adventurous process instead of an arduously sought end point.

REQUIREMENTS TO BE GREAT AT RUNNING HR What kind of person should you look for to comprehensively and continuously understand the quality of your management team? Here are some key requirements:   World-class process design skills Much like the head of quality assurance, the head of HR must be a masterful process designer. One key to accurately measuring critical management processes is excellent process design and control.   A true diplomat Nobody likes a tattletale and there is no way for an HR organization to be effective if the management team doesn’t implicitly trust it. Managers must believe that HR is there to help them improve rather than police them. Great HR leaders genuinely want to help the managers and couldn’t care less about getting credit for identifying problems. They will work directly with the managers to get quality up and only escalate to the CEO when necessary. If an HR leader hoards knowledge, makes power plays, or plays politics, he will be useless.   Industry knowledge Compensation, benefits, best recruiting practices, etc. are all fast-moving targets. The head of HR must be deeply networked in the industry and stay abreast of all the latest developments.   Intellectual heft to be the CEO’s trusted adviser None of the other skills matter if the CEO does not fully back the head of HR in holding the managers to a high quality standard. In order for this to happen, the CEO must trust the HR leader’s thinking and judgment.   Understanding things unspoken When management quality starts to break down in a company, nobody says anything about it, but super-perceptive people can tell that the company is slipping. You need one of those.

The same thing, notes Brynjolfsson, happened 120 years ago, in the Second Industrial Revolution, when electrification—the supernova of its day—was introduced. Old factories did not just have to be electrified to achieve the productivity boosts; they had to be redesigned, along with all business processes. It took thirty years for one generation of managers and workers to retire and for a new generation to emerge to get the full productivity benefits of that new power source. A December 2015 study by the McKinsey Global Institute on American industry found a “considerable gap between the most digitized sectors and the rest of the economy over time and [found] that despite a massive rush of adoption, most sectors have barely closed that gap over the past decade … Because the less digitized sectors are some of the largest in terms of GDP contribution and employment, we [found] that the US economy as a whole is only reaching 18 percent of its digital potential … The United States will need to adapt its institutions and training pathways to help workers acquire relevant skills and navigate this period of transition and churn.” The supernova is a new power source, and it will take some time for society to reconfigure itself to absorb its full potential. As that happens, I believe that Brynjolfsson will be proved right and we will start to see the benefits—a broad range of new discoveries around health, learning, urban planning, transportation, innovation, and commerce—that will drive growth. That debate is for economists, though, and beyond the scope of this book, but I will be eager to see how it plays out. What is absolutely clear right now is that while the supernova may not have made our economies measurably more productive yet, it is clearly making all forms of technology, and therefore individuals, companies, ideas, machines, and groups, more powerful—more able to shape the world around them in unprecedented ways with less effort than ever before. If you want to be a maker, a starter-upper, an inventor, or an innovator, this is your time. By leveraging the supernova you can do so much more now with so little. As Tom Goodwin, senior vice president of strategy and innovation at Havas Media, observed in a March 3, 2015, essay on TechCrunch.com: “Uber, the world’s largest taxi company, owns no vehicles. Facebook, the world’s most popular media owner, creates no content. Alibaba, the most valuable retailer, has no inventory. And Airbnb, the world’s largest accommodation provider, owns no real estate. Something interesting is happening.

The twentieth-century mystic Thomas Merton wrote, “There can be an intense egoism in following everybody else. People are in a hurry to magnify themselves by imitating what is popular—and too lazy to think of anything better. Hurry ruins saints as well as artists. They want quick success, and they are in such a haste to get it that they cannot take time to be true to themselves. And when the madness is upon them, they argue that their very haste is a species of integrity.”20 Merton elegantly articulates how the pressure of the create-on-demand world can cause us to look sideways at our peers and competitors instead of looking ahead. The process of discovering and refining your voice takes time. Unnecessary Creation grants you the space to discover your unique aptitudes and passions through a process of trial, error, and play that won’t often be afforded to you otherwise. Initiating a project with no parameters and no expectations from others also forces you to stay self-aware while learning to listen to and follow your intuition. Both of these are crucial skills for discovering your voice. It’s completely understandable if you’re thinking, “But wait—I hardly have time to breathe, and now you want me to cram something else into my schedule, just for my own enjoyment?” It’s true that every decision about where we spend our time has an opportunity cost, and dedicating time to Unnecessary Creation seems like a remarkably inefficient choice. In truth, it is inefficient. Consider, however, the opportunity cost of spending your life only on pragmatics. You dedicate your time to pleasing everyone else and delivering on their expectations, but you never get around to discovering your deeper aptitudes and creative capacities. Nothing is worth that.

In the words of Andy Grove: “To understand a company’s strategy, look at what they actually do rather than what they say they will do.”…. Here is a way to frame the investments that we make in the strategy that becomes our lives: we have resources – which include personal time, energy, talent and wealth – and we are using them to try to grow several “businesses” in our personal lives… How should we devote our resources to these pursuits? Unless you manage it mindfully, your personal resource allocation process will decide investments for you according to the “default” criteria that essentially are wired into your brain and your heart. As is true in companies, your resources are not decided and deployed in a single meeting or when you review your calendar for the week ahead. It is a continuous process –and you have, in your brain, a filter for making choices about what to prioritize. But it’s a messy process. People ask for your time and energy every day, and even if you are focused on what’s important to you, it’s still difficult to know which are the right choices. If you have an extra ounce of energy or a spare 30 minutes, there are a lot of people pushing you to spend them here rather than there. With so many people and projects wanting your time and attention, you can feel like you are not in charge of your own destiny. Sometimes that’s good: opportunities that you never anticipated emerge. But other times, those opportunities can take you far off course… The danger for high-achieving people is that they’ll unconsciously allocate their resources to activities that yield the most immediate, tangible accomplishments… How you allocate your own resources can make your life turn out to be exactly as you hope or very different from what you intend.

Princess Cookie’s cognitive pathways may have required a more comprehensive analysis. He knew that it was possible to employ certain progressive methods of neural interface, but he felt somewhat apprehensive about implementing them, for fear of the risks involved and of the limited returns such tactics might yield. For instance, it would be a particularly wasteful endeavor if, for the sake of exhausting every last option available, he were even to go so far as resorting to invasive Ontological Neurospelunkery, for this unorthodox process would only prove to be the cerebral equivalent of tracking a creature one was not even sure existed: surely one could happen upon some new species deep in the caverns somewhere and assume it to be the goal of one’s trek, but then there was a certain idiocy to this notion, as one would never be sure this newfound entity should prove to be what one wished it to be; taken further, this very need to find something, to begin with, would only lead one to clamber more deeply inward along rigorous paths and over unsteady terrain, the entirety of which could only be traversed with the arrogant resolve of someone who has already determined, with a misplaced sense of pride in his own assumptions, that he was undoubtedly making headway in a direction worthwhile. And assuming still that this process was the only viable option available, and further assuming that Morell could manage to find a way to track down the beast lingering ostensibly inside of Princess Cookie, what was he then to do with it? Exorcise the thing? Reason with it? Negotiate maybe? How? Could one hope to impose terms and conditions upon the behavior of something tracked and captured in the wilds of the intellect? The thought was a bizarre one and the prospect of achieving success with it unlikely. Perhaps, it would be enough to track the beast, but also to let it live according to its own inclinations inside of her. This would seem a more agreeable proposition. Unfortunately, however, the possibility still remained that there was no beast at all, but that the aberration plaguing her consciousness was merely a side effect of some divine, yet misunderstood purpose with which she had been imbued by the Almighty Lord Himself. She could very well have been functioning on a spiritual plane far beyond Morell’s ability to grasp, which, of course, seared any scrutiny leveled against her with the indelible brand of blasphemy. To say the least, the fear of Godly reprisal which this brand was sure to summon up only served to make the prospect of engaging in such measures as invasive Ontological Neurospelunkery seem both risky and wasteful. And thus, it was a nonstarter.

Sound waves, regardless of their frequency or intensity, can only be detected by the Mole Fly’s acute sense of smell—it is a little known fact that the Mole Fly’s auditory receptors do not, in fact, have a corresponding center in the brain designated for the purposes of processing sensory stimuli and so, these stimuli, instead of being siphoned out as noise, bypass the filters to be translated, oddly enough, by the part of the brain that processes smell. Consequently, the Mole Fly’s brain, in its inevitable confusion, understands sound as an aroma, rendering the boundary line between the auditory and olfactory sense indistinguishable. Sounds, thus, come in a variety of scents with an intensity proportional to its frequency. Sounds of shorter wavelength, for example, are particularly pungent. What results is a species of creature that cannot conceptualize the possibility that sound and smell are separate entities, despite its ability to discriminate between the exactitudes of pitch, timbre, tone, scent, and flavor to an alarming degree of precision. Yet, despite this ability to hyper-analyze, they lack the cognitive skill to laterally link successions of either sound or smell into a meaningful context, resulting in the equivalent of a data overflow. And this may be the most defining element of the Mole Fly’s behavior: a blatant disregard for the context of perception, in favor of analyzing those remote and diminutive properties that distinguish one element from another. While sensory continuity seems logical to their visual perception, as things are subject to change from moment-to-moment, such is not the case with their olfactory sense, as delays in sensing new smells are granted a degree of normality by the brain. Thus, the Mole Fly’s olfactory-auditory complex seems to be deprived of the sensory continuity otherwise afforded in the auditory senses of other species. And so, instead of sensing aromas and sounds continuously over a period of time—for example, instead of sensing them 24-30 times per second, as would be the case with their visual perception—they tend to process changes in sound and smell much more slowly, thereby preventing them from effectively plotting the variations thereof into an array or any kind of meaningful framework that would allow the information provided by their olfactory and auditory stimuli to be lasting in their usefulness. The Mole flies, themselves, being the structurally-obsessed and compulsive creatures that they are, in all their habitual collecting, organizing, and re-organizing of found objects into mammoth installations of optimal functional value, are remarkably easy to control, especially as they are given to a rather false and arbitrary sense of hierarchy, ascribing positions—that are otherwise trivial, yet necessarily mundane if only to obscure their true purpose—with an unfathomable amount of honor, to the logical extreme that the few chosen to serve in their most esteemed ranks are imbued with a kind of obligatory arrogance that begins in the pupal stages and extends indefinitely, as they are further nurtured well into adulthood by a society that infuses its heroes of middle management with an immeasurable sense of importance—a kind of celebrity status recognized by the masses as a living embodiment of their ideals. And yet, despite this culture of celebrity worship and vicarious living, all whims and impulses fall subservient, dropping humbly to the knees—yes, Mole Flies do, in fact, have knees!—before the grace of the merciful Queen, who is, in actuality, just a puppet dictator installed by the Melic papacy, using an old recycled Damsel fly-fishing lure. The dummy is crude, but convincing, as the Mole flies treat it as they would their true-born queen.

Where to stash your organizational risk? Lately, I’m increasingly hearing folks reference the idea of organizational debt. This is the organizational sibling of technical debt, and it represents things like biased interview processes and inequitable compensation mechanisms. These are systemic problems that are preventing your organization from reaching its potential. Like technical debt, these risks linger because they are never the most pressing problem. Until that one fateful moment when they are. Within organizational debt, there is a volatile subset most likely to come abruptly due, and I call that subset organizational risk. Some good examples might be a toxic team culture, a toilsome fire drill, or a struggling leader. These problems bubble up from your peers, skip-level one-on-ones,16 and organizational health surveys. If you care and are listening, these are hard to miss. But they are slow to fix. And, oh, do they accumulate! The larger and older your organization is, the more you’ll find perched on your capable shoulders. How you respond to this is, in my opinion, the core challenge of leading a large organization. How do you continue to remain emotionally engaged with the challenges faced by individuals you’re responsible to help, when their problem is low in your problems queue? In that moment, do you shrug off the responsibility, either by changing roles or picking powerlessness? Hide in indifference? Become so hard on yourself that you collapse inward? I’ve tried all of these! They weren’t very satisfying. What I’ve found most successful is to identify a few areas to improve, ensure you’re making progress on those, and give yourself permission to do the rest poorly. Work with your manager to write this up as an explicit plan and agree on what reasonable progress looks like. These issues are still stored with your other bags of risk and responsibility, but you’ve agreed on expectations. Now you have a set of organizational risks that you’re pretty confident will get fixed, and then you have all the others: known problems, likely to go sideways, that you don’t believe you’re able to address quickly. What do you do about those? I like to keep them close. Typically, my organizational philosophy is to stabilize team-by-team and organization-by-organization. Ensuring any given area is well on the path to health before moving my focus. I try not to push risks onto teams that are functioning well. You do need to delegate some risks, but generally I think it’s best to only delegate solvable risk. If something simply isn’t likely to go well, I think it’s best to hold the bag yourself. You may be the best suited to manage the risk, but you’re almost certainly the best positioned to take responsibility. As an organizational leader, you’ll always have a portfolio of risk, and you’ll always be doing very badly at some things that are important to you. That’s not only okay, it’s unavoidable.

Ellie goes back to the kitchen . . . and screams bloody murder. “Nooooooo!” Adrenaline spikes through me and I dart to the kitchen, ready to fight. Until I see the cause of her screaming. “Bosco, noooooo!” It’s the rodent-dog. He got into the kitchen, somehow managed to hoist himself up onto the counter, and is in the process of demolishing his fourth pie. Fucking Christ, it’s impressive how fast he ate them. That a mutt his size could even eat that many. His stomach bulges with his ill-gotten gains—like a snake that ingested a monkey. A big one. “Thieving little bastard!” I yell. Ellie scoops him off the counter and I point my finger in his face. “Bad dog.” The little twat just snarls back. Ellie tosses the mongrel on the steps that lead up to the apartment and slams the door. Then we both turn and assess the damage. Two apple and a cherry are completely devoured, he nibbled at the edge of a peach and apple crumb and left tiny paw-prints in two lemon meringues. “We’re going to have re-bake all seven,” Ellie says. I fold my arms across my chest. “Looks that way.” “It’ll take hours,” she says. “Yeah.” “But we have to. There isn’t any other choice.” Silence follows. Heavy, meaningful silence. I glance sideways at Ellie, and she’s already peeking over at me. “Or . . . is there?” she asks slyly. I look at what remains of the damaged pastries, considering all the options. “If we slice off the chewed bits . . .” “And smooth out the meringue . . .” “Put the licked ones in the oven to dry out . . .” “Are you two out of your motherfucking minds?” I swing around to find Marty standing in the alley doorway behind us. Eavesdropping and horrified. Ellie tries to cover for us. But she’s bad at it. “Marty! When did you get here? We weren’t gonna do anything wrong.” Covert ops are not in her future. “Not anything wrong?” he mimics, stomping into the room. “Like getting us shut down by the goddamn health department? Like feeding people dog-drool pies—have you no couth?” “It was just a thought,” Ellie swears—starting to laugh. “A momentary lapse in judgment,” I say, backing her up. “We’re just really tired and—” “And you’ve been in this kitchen too long.” He points to the door. “Out you go.” When we don’t move, he goes for the broom. “Go on—get!” Ellie grabs her knapsack and I guide her out the back door as Marty sweeps at us like we’re vermin

Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics.

You know, Silas shouldn’t have something so indecent like this lying about,” Ann said. “One of the children might see it.” She brightened. “I know! We should put some clothes on it! That would make it all right, don’t you think?” “Oh, by all means. Do clothe the woman,” Louisa said, laughter bubbling up from the back of her throat. Ann flitted around the room looking for something appropriate. “Ah, this’ll be fine,” she said, her back to Louisa. She fooled with the thing a bit, then turned and held it up for Louisa’s approval. It took Louisa a second to recognize what Ann had chosen to clothe the poor beleaguered fertility goddess in, but as soon as she did, she burst into laughter. Silas’s drawers. Ann had clothed the carving in Silas’s dirty drawers. After that, Louisa couldn’t stop laughing. Ann had tied the legs around the carving’s neck so that the back side of the unlaced drawers covered her front. It was truly a site to behold. And when Ann looked at her in all innocence, obviously unaware that the lady’s clothing was as indecent as the lady herself, Louisa laughed so hard her sides hurt. “Louisa, are you alright?” Ann asked as she went to her friend’s side. “I swear, you’re behaving strange today. Really strange.” Louisa couldn’t even speak. All she could do was laugh and point at the carving. “This?” Ann asked as she held the carving up. “What’s wrong? Don’t you like her fine woolen dress?” Louisa erupted in more peals of laughter. Unfortunately, it was just at that moment, when Louisa was laughing herself to death and Ann was waving the carving about in the air, that Silas chose to make his untimely entrance. “What are you females going in here?” his raspy male voice roared from the doorway, making them both jump. Ann dropped the carving at once, watching as it rolled across the wooden floor, losing its exotic gown in the process. Louisa managed to rein in her laughter, though a few chuckles still bubbled out of her. “We wasn’t doin’ nothin’, truly,” Ann began to babble. “Louisa said . . . I mean . . . we thought . . .” “It’s all right, Ann.” Louisa faced Silas, laughter still in her eyes. But when she saw his livid expression and reddened face, she sobered at once. “I’m sure Silas knows better than to blame you.” “We was just tryin’ to help.” Bending to pick up the carving, Ann held it out to Silas. “Honestly, Mr. Dumm—” Silas made a choking sound as he saw what Ann held in her hands. “Get out.” Snatching the carving from her, he tossed it across the room. “I said get out of here! Now!

The aim is to get the students actively involved in seeking this evidence: their role is not simply to do tasks as decided by teachers, but to actively manage and understand their learning gains. This includes evaluating their own progress, being more responsible for their learning, and being involved with peers in learning together about gains in learning. If students are to become active evaluators of their own progress, teachers must provide the students with appropriate feedback so that they can engage in this task. Van den Bergh, Ros, and Beijaard (2010: 3) describe the task thus: Fostering active learning seems a very challenging and demanding task for teachers, requiring knowledge of students’ learning processes, skills in providing guidance and feedback and classroom management. The need is to engage students in this same challenging and demanding task. The suggestion in this chapter is to start lessons with helping students to understand the intention of the lesson and showing them what success might look like at the end. Many times, teachers look for the interesting beginning to a lesson – for the hook, and the motivating question. Dan Willingham (2009) has provided an excellent argument for not thinking in this way. He advocates starting with what the student is likely to think about. Interesting hooks, demonstrations, fascinating facts, and likewise may seem to be captivating (and often are), but he suggests that there are likely to be other parts of the lesson that are more suitable for the attention-grabber. The place for the attention-grabber is more likely to be at the end of the lesson, because this will help to consolidate what has been learnt. Most importantly,Willingham asks teachers to think long and hard about how to make the connection between the attention-grabber and the point that it is designed to make; preferably, that point will be the main idea from the lesson. Having too many open-ended activities (discovery learning, searching the Internet, preparing PowerPoint presentations) can make it difficult to direct students’ attention to that which matters – because they often love to explore the details, the irrelevancies, and the unimportant while doing these activities. One of Willingham's principles is that any teaching method is most useful when there is plenty of prompt feedback about whether the student is thinking about a problem in the right way. Similarly, he promotes the notion that assignments should be primarily about what the teacher wants the students to think about (not about demonstrating ‘what they know’). Students are very good at ignoring what you say (‘I value connections, deep ideas, your thoughts’) and seeing what you value (corrections to the grammar, comments on referencing, correctness or absence of facts). Thus teachers must develop a scoring rubric for any assignment before they complete the question or prompts, and show the rubric to the students so that they know what the teacher values. Such formative feedback can reinforce the ‘big ideas’ and the important understandings, and help to make the investment of

The men in grey were powerless to meet this challenge head-on. Unable to detach the children from Momo by bringing them under their direct control, they had to find some roundabout means of achieving the same end, and for this they enlisted the children's elders. Not all grown-ups made suitable accomplices, of course, but plenty did. [....] 'Something must be done,' they said. 'More and more kids are being left on their own and neglected. You can't blame us - parents just don't have the time these days - so it's up to the authorities.' Others joined in the chorus. 'We can't have all these youngsters loafing around, ' declared some. 'They obstruct the traffic. Road accidents caused by children are on the increase, and road accidents cost money that could be put to better use.' 'Unsupervised children run wild, declared others.'They become morally depraved and take to crime. The authorities must take steps to round them up. They must build centers where the youngsters can be molded into useful and efficient members of society.' 'Children,' declared still others, 'are the raw material for the future. A world dependent on computers and nuclear energy will need an army of experts and technicians to run it. Far from preparing children from tomorrow's world, we still allow too many of them to squander years of their precious time on childish tomfoolery. It's a blot on our civilization and a crime against future generations.' The timesavers were all in favor of such a policy, naturally, and there were so many of them in the city by this time that they soon convinced the authorities of the need to take prompt action. Before long, big buildings known as 'child depots' sprang up in every neighborhood. Children whose parents were too busy to look after them had to be deposited there and could be collected when convenient. They were strictly forbidden to play in the streets or parks or anywhere else. Any child caught doing so was immediately carted off to the nearest depot, and its parents were heavily fined. None of Momo's friends escaped the new regulation. They were split up according to districts they came from and consigned to various child depots. Once there, they were naturally forbidden to play games of their own devising. All games were selected for them by supervisors and had to have some useful, educational purpose. The children learned these new games but unlearned something else in the process: they forgot how to be happy, how to take pleasure in the little things, and last but not least, how to dream. Weeks passed, and the children began to look like timesavers in miniature. Sullen, bored and resentful, they did as they were told. Even when left to their own devices, they no longer knew what to do with themselves. All they could still do was make a noise, but it was an angry, ill-tempered noise, not the happy hullabaloo of former times. The men in grey made no direct approach to them - there was no need. The net they had woven over the city was so close-meshed as to seem inpenetrable. Not even the brightest and most ingenious children managed to slip through its toils. The amphitheater remained silent and deserted.

The other thing preferable about the weekday services is that no one is there against his will. That’s another distraction on Sundays. Who hasn’t suffered the experience of having an entire family seated in the pew in front of you, the children at war with each other and sandwiched between the mother and father who are forcing them to go to church? An aura of stale arguments almost visibly clings to the hasty clothing of the children. “This is the one morning I can sleep in!” the daughter’s linty sweater says. “I get so bored!” says the upturned collar of the son’s suit jacket. Indeed, the children imprisoned between their parents move constantly and restlessly in the pew; they are so crazy with self-pity, they seem ready to scream. The stern-looking father who occupies the aisle seat has his attention interrupted by fits of vacancy—an expression so perfectly empty accompanies his sternness and his concentration that I think I glimpse an underlying truth to the man’s churchgoing: that he is doing it only for the children, in the manner that some men with much vacancy of expression are committed to a marriage. When the children are old enough to decide about church for themselves, this man will stay home on Sundays. The frazzled mother, who is the lesser piece of bread to this family sandwich—and who is holding down that part of the pew from which the most unflattering view of the preacher in the pulpit is possible (directly under the preacher’s jowls)—is trying to keep her hand off her daughter’s lap. If she smooths out her daughter’s skirt only one more time, both of them know that the daughter will start to cry. The son takes from his suit jacket pocket a tiny, purple truck; the father snatches this away—with considerable bending and crushing of the boy’s fingers in the process. “Just one more obnoxious bit of behavior from you,” the father whispers harshly, “and you will be grounded—for the rest of the day.” “The whole rest of the day?” the boy says, incredulous. The apparent impossibility of sustaining unobnoxious behavior for even part of the day weighs heavily on the lad, and overwhelms him with a claustrophobia as impenetrable as the claustrophobia of church itself. The daughter has begun to cry. “Why is she crying?” the boy asks his father, who doesn’t answer. “Are you having your period?” the boy asks his sister, and the mother leans across the daughter’s lap and pinches the son’s thigh—a prolonged, twisting sort of pinch. Now he is crying, too. Time to pray! The kneeling pads flop down, the family flops forward. The son manages the old hymnal trick; he slides a hymnal along the pew, placing it where his sister will sit when she’s through praying. “Just one more thing,” the father mutters in his prayers. But how can you pray, thinking about the daughter’s period? She looks old enough to be having her period, and young enough for it to be the first time. Should you move the hymnal before she’s through praying and sits on it? Should you pick up the hymnal and bash the boy with it? But the father is the one you’d like to hit; and you’d like to pinch the mother’s thigh, exactly as she pinched her son. How can you pray?

I sucked on a blade of grass and watched the millwheel turn. I was lying on my stomach on the stream's opposite bank, my head propped in my hands. There was a tiny rainbow in the mist above the froth and boil at the foot of the waterfall, and an occasional droplet found its way to me. The steady splashing and the sound of the wheel drowned out all other noises in the wood. The mill was deserted today, and I contemplated it because I had not seen its like in ages. Watching the wheel and listening to the water were more than just relaxing. It was somewhat hypnotic. … My head nodding with each creak of the wheel, I forced everything else from my mind and set about remembering the necessary texture of the sand, its coloration, the temperature, the winds, the touch of salt in the air, the clouds... I slept then and I dreamed, but not of the place that I sought. I regarded a big roulette wheel, and we were all of us on it-my brothers, my sisters, myself, and others whom I knew or had known-rising and falling, each with his allotted section. We were all shouting for it to stop for us and wailing as we passed the top and headed down once more. The wheel had begun to slow and I was on the rise. A fair-haired youth hung upside down before me, shouting pleas and warnings that were drowned in the cacophony of voices. His face darkened, writhed, became a horrible thing to behold, and I slashed at the cord that bound his ankle and he fell from sight. The wheel slowed even more as I neared the top, and I saw Lorraine then. She was gesturing, beckoning frantically, and calling my name. I leaned toward her, seeing her clearly, wanting her, wanting to help her. But as the wheel continued its turning she passed from my sight. “Corwin!” I tried to ignore her cry, for I was almost to the top. It came again, but I tensed myself and prepared to spring upward. If it did not stop for me, I was going to try gimmicking the damned thing, even though falling off would mean my total ruin. I readied myself for the leap. Another click... “Corwin!” It receded, returned, faded, and I was looking toward the water wheel again with my name echoing in my ears and mingling, merging, fading into the sound of the stream. … It plunged for over a thousand feet: a mighty cataract that smote the gray river like an anvil. The currents were rapid and strong, bearing bubbles and flecks of foam a great distance before they finally dissolved. Across from us, perhaps half a mile distant, partly screened by rainbow and mist, like an island slapped by a Titan, a gigantic wheel slowly rotated, ponderous and gleaming. High overhead, enormous birds rode like drifting crucifixes the currents of the air. We stood there for a fairly long while. Conversation was impossible, which was just as well. After a time, when she turned from it to look at me, narrow-eyed, speculative, I nodded and gestured with my eyes toward the wood. Turning then, we made our way back in the direction from which we had come. Our return was the same process in reverse, and I managed it with greater ease. When conversation became possible once more, Dara still kept her silence, apparently realizing by then that I was a part of the process of change going on around us. It was not until we stood beside our own stream once more, watching the small mill wheel in its turning, that she spoke.

Then one evening he reached the last chapter, and then the last page, the last verse. And there it was! That unforgivable and unfathomable misprint that had caused the owner of the books to order them to be pulped. Now Bosse handed a copy to each of them sitting round the table, and they thumbed through to the very last verse, and one by one burst out laughing. Bosse was happy enough to find the misprint. He had no interest in finding out how it got there. He had satisfied his curiosity, and in the process had read his first book since his schooldays, and even got a bit religious while he was at it. Not that Bosse allowed God to have any opinion about Bellringer Farm’s business enterprise, nor did he allow the Lord to be present when he filed his tax return, but – in other respects – Bosse now placed his life in the hands of the Father, the Son and the Holy Spirit. And surely none of them would worry about the fact that he set up his stall at markets on Saturdays and sold bibles with a tiny misprint in them? (‘Only ninety-nine crowns each! Jesus! What a bargain!’) But if Bosse had cared, and if, against all odds, he had managed to get to the bottom of it, then after what he had told his friends, he would have continued: A typesetter in a Rotterdam suburb had been through a personal crisis. Several years earlier, he had been recruited by Jehovah’s Witnesses but they had thrown him out when he discovered, and questioned rather too loudly, the fact that the congregation had predicted the return of Jesus on no less than fourteen occasions between 1799 and 1980 – and sensationally managed to get it wrong all fourteen times. Upon which, the typesetter had joined the Pentecostal Church; he liked their teachings about the Last Judgment, he could embrace the idea of God’s final victory over evil, the return of Jesus (without their actually naming a date) and how most of the people from the typesetter’s childhood including his own father, would burn in hell. But this new congregation sent him packing too. A whole month’s collections had gone astray while in the care of the typesetter. He had sworn by all that was holy that the disappearance had nothing to do with him. Besides, shouldn’t Christians forgive? And what choice did he have when his car broke down and he needed a new one to keep his job? As bitter as bile, the typesetter started the layout for that day’s jobs, which ironically happened to consist of printing two thousand bibles! And besides, it was an order from Sweden where as far as the typesetter knew, his father still lived after having abandoned his family when the typesetter was six years old. With tears in his eyes, the typesetter set the text of chapter upon chapter. When he came to the very last chapter – the Book of Revelation – he just lost it. How could Jesus ever want to come back to Earth? Here where Evil had once and for all conquered Good, so what was the point of anything? And the Bible… It was just a joke! So it came about that the typesetter with the shattered nerves made a little addition to the very last verse in the very last chapter in the Swedish bible that was just about to be printed. The typesetter didn’t remember much of his father’s tongue, but he could at least recall a nursery rhyme that was well suited in the context. Thus the bible’s last two verses plus the typesetter’s extra verse were printed as: 20. He who testifies to these things says, Surely I am coming quickly. Amen. Even so, come, Lord Jesus!21. The grace of our Lord Jesus Christ be with you all. Amen.22. And they all lived happily ever after.

Time management also involves energy management. Sometimes the rationalization for procrastination is wrapped up in the form of the statement “I’m not up to this,” which reflects the fact you feel tired, stressed, or some other uncomfortable state. Consequently, you conclude that you do not have the requisite energy for a task, which is likely combined with a distorted justification for putting it off (e.g., “I have to be at my best or else I will be unable to do it.”). Similar to reframing time, it is helpful to respond to the “I’m not up to this” reaction by reframing energy. Thinking through the actual behavioral and energy requirements of a job challenges the initial and often distorted reasoning with a more realistic view. Remember, you only need “enough” energy to start the task. Consequently, being “too tired” to unload the dishwasher or put in a load of laundry can be reframed to see these tasks as requiring only a low level of energy and focus. This sort of reframing can be used to address automatic thoughts about energy on tasks that require a little more get-up-and-go. For example, it is common for people to be on the fence about exercising because of the thought “I’m too tired to exercise.” That assumption can be redirected to consider the energy required for the smaller steps involved in the “exercise script” that serve as the “launch sequence” for getting to the gym (e.g., “Are you too tired to stand up and get your workout clothes? Carry them to the car?” etc.). You can also ask yourself if you have ever seen people at the gym who are slumped over the exercise machines because they ran out of energy from trying to exert themselves when “too tired.” Instead, you can draw on past experience that you will end up feeling better and more energized after exercise; in fact, you will sleep better, be more rested, and have the positive outcome of keeping up with your exercise plan. If nothing else, going through this process rather than giving into the impulse to avoid makes it more likely that you will make a reasoned decision rather than an impulsive one about the task. A separate energy management issue relevant to keeping plans going is your ability to maintain energy (and thereby your effort) over longer courses of time. Managing ADHD is an endurance sport. It is said that good soccer players find their rest on the field in order to be able to play the full 90 minutes of a game. Similarly, you will have to manage your pace and exertion throughout the day. That is, the choreography of different tasks and obligations in your Daily Planner affects your energy. It is important to engage in self-care throughout your day, including adequate sleep, time for meals, and downtime and recreational activities in order to recharge your battery. Even when sequencing tasks at work, you can follow up a difficult task, such as working on a report, with more administrative tasks, such as responding to e-mails or phone calls that do not require as much mental energy or at least represent a shift to a different mode. Similarly, at home you may take care of various chores earlier in the evening and spend the remaining time relaxing. A useful reminder is that there are ways to make some chores more tolerable, if not enjoyable, by linking them with preferred activities for which you have more motivation. Folding laundry while watching television, or doing yard work or household chores while listening to music on an iPod are examples of coupling obligations with pleasurable activities. Moreover, these pleasant experiences combined with task completion will likely be rewarding and energizing.