Process Safety Quotes

There was only one catch and that was Catch-22, which specified that a concern for one's safety in the face of dangers that were real and immediate was the process of a rational mind. Orr was crazy and could be grounded. All he had to do was ask; and as soon as he did, he would no longer be crazy and would have to fly more missions. Orr would be crazy to fly more missions and sane if he didn't, but if he was sane he had to fly them. If he flew them he was crazy and didn't have to; but if he didn't want to he was sane and had to. Yossarian was moved very deeply by the absolute simplicity of this clause of Catch-22 and let out a respectful whistle. "That's some catch, that Catch-22," he observed. "It's the best there is," Doc Daneeka agreed.

Traumatized people chronically feel unsafe inside their bodies: The past is alive in the form of gnawing interior discomfort. Their bodies are constantly bombarded by visceral warning signs, and, in an attempt to control these processes, they often become expert at ignoring their gut feelings and in numbing awareness of what is played out inside. They learn to hide from their selves.” (p.97)

Go for broke. Always try and do too much. Dispense with safety nets. Take a deep breath before you begin talking. Aim for the stars. Keep grinning. Be bloody-minded. Argue with the world. And never forget that writing is as close as we get to keeping a hold on the thousand and one things--childhood, certainties, cities, doubts, dreams, instants, phrases, parents, loves--that go on slipping , like sand, through our fingers.

Life is an ongoing process of choosing between safety (out of fear and need for defense) and risk (for the sake of progress and growth). Make the growth choice a dozen times a day.

The key to pursuing excellence is to embrace an organic, long-term learning process, and not to live in a shell of static, safe mediocrity. Usually, growth comes at the expense of previous comfort or safety.

Dominator culture has tried to keep us all afraid, to make us choose safety instead of risk, sameness instead of diversity. Moving through that fear, finding out what connects us, revelling in our differences; this is the process that brings us closer, that gives us a world of shared values, of meaningful community.

Recovery unfolds in three stages. The central task of the first stage is the establishment of safety. The central task of the second stage is remembrance and mourning. The central focus of the third stage is reconnection with ordinary life.

I think at this point, safety isn't a feeling, it's a process. Starting with trust.

[A] process was going on in which people were transformed into things, into pieces of reality which pure science can calculate and technical science can control. … [T]he safety which is guaranteed by well-functioning mechanisms for the technical control of nature, by the refined psychological control of the person, by the rapidly increasing organizational control of society – this safety is bought at a high price: man, for whom all this was invented as a means, becomes a means himself in the service of means.

no recovery from trauma is possible without attending to issues of safety, care for the self, reparative connections to other human beings, and a renewed faith in the universe. The therapist's job is not just to be a witness to this process but to teach the patient how.

What do you think spies are: priests, saints, and martyrs? They’re a squalid procession of vain fools, traitors too, yes; pansies, sadists, and drunkards, people who play cowboys and Indians to brighten their rotten lives. Do you think they sit like monks in London balancing the rights and wrongs? I’d have killed Mundt if I could, I hate his guts; but not now. It so happens that they need him. They need him so that the great moronic mass that you admire can sleep soundly in their beds at night. They need him for the safety of ordinary, crummy people like you and me.

In weak cultures, people find safety in the rules. This is why we get bureaucrats. They believe a strict adherence to the rules provides them with job security. And in the process, they do damage to the trust inside and outside the organization. In strong cultures, people find safety in relationships. Strong relationships are the foundation of high-performing teams. And all high-performing teams start with trust.

Having clear processes and systems in place is critical to ensuring employee safety.

There was only one catch and that was Catch-22, which specified that a concern for one’s own safety in the face of dangers that were real and immediate was the process of a rational mind.

i was really into communal living and we were all / such free spirits, crossing the country we were / nomads and artists and no one ever stopped / to think about how the one working class housemate / was whoring to support a gang of upper middle class / deadheads with trust fund safety nets and connecticut / childhoods, everyone was too busy processing their isms / to deal with non-issues like class....and it’s just so cool / how none of them have hang-ups about / sex work they’re all real / open-minded real / revolutionary you know / the legal definition of pimp is / one who lives off the earnings of / a prostitute, one or five or / eight and i’d love to stay and / eat some of the stir fry i’ve been cooking / for y’all but i’ve got to go fuck / this guy so we can all get stoned and / go for smoothies tomorrow, save me / some rice, ok?

KAREN: “Get a job” was the first step in the three-part process I once blurted out while we were ranting about the importance of personal safety. Self-sufficiency is your first form of self-defense. The sooner you accept that you must work for a living, the sooner you can roll your sleeves up, find your true calling, stack that paper,

I’m a firm believer in the chaotic nature of the creative process needing to be chaotic. If we put too much structure on it, we will kill it. So there’s a fine balance between providing some structure and safety—financial and emotional—but also letting it get messy and stay messy for a while. To do that, you need to assess each situation to see what’s called for. And then you need to become what’s called for.

Still writing?" I usually nod and smile, then quickly change the subject. But here is what I would like to put down my fork and say: Yes, yes, I am. I will write until the day I die, or until I am robbed of my capacity to reason. Even if my fingers were to clench and wither, even if I were to grow deaf or blind, even if I were unable to move a muscle in my body save for the blink of one eye, I would still write. Writing saved my life. Writing has been my window -- flung wide open to this magnificent, chaotic existence -- my way of interpreting everything within my grasp. Writing has extended that grasp by pushing me beyond comfort, beyond safety, past my self-perceived limits. It has softened my heart and hardened my intellect. It has been a privilege. It has whipped my ass. It has burned into me a valuable clarity. It has made me think about suffering, randomness, good will, luck, memory responsibility, and kindness, on a daily basis -- whether I feel like it or not. It has insisted that I grow up. That I evolve. It has pushed me to get better, to be better. It is my disease and my cure. It has allowed me not only to withstand the losses in my life but to alter those losses -- to chip away at my own bewilderment until I find the pattern in it. Once in a great while, I look up at the sky and think that, if my father were alive, maybe he would be proud of me. That if my mother were alive, I might have come up with the words to make her understand. That I am changing what I can. I am reaching a hand out to the dead and to the living and the not yet born. So yes. Yes. Still writing.

You are dealing with national security. Anything labeled a national security issie is taken out from the system. There is no due process, no lawyers. They may do with us what they wish. Fear is a government's greatest weapon. With it, they can convince a people that they need to abandon their freedom. In exchange, they get safety. Of course, you just trade one monster for another, but by the time the people realize this, it is too late. -- Excerpt from Superhero.

V-day is a movement: an organized effort to finally end violence against women. V-Day is a vision: we see a civilization where women live in freedom and safety. V-Day is a spirit: affirming that life should be live creating and thriving rather than surviving or recovering from terrible atrocities. V-Day is a catalyst: by raising wide public awareness of the issue, it will reinvigorates efforts already under way and commence new initiatives in publicity, education, and law. V-Day is a vital ongoing process: we proclaim Valentine's Day as V'day until the violence against women stops, and the it will become Victory Day.

For a century, the human response to stress and danger has been defined as “fight or flight.” A 2000 UCLA study by several psychologists noted that this research was based largely on studies of male rats and male human beings. But studying women led them to a third, often deployed option: gather for solidarity, support, advice. They noted that “behaviorally, females’ responses are more marked by a pattern of ‘tend-and-befriend.’ Tending involves nurturant activities designed to protect the self and offspring that promote safety and reduce distress; befriending is the creation and maintenance of social networks that may aid in this process.

Fauci generation”—children born after his elevation to NIAID kingpin in 1984— the sickest generation in American history, and has made Americans among the least healthy citizens on the planet. His obsequious subservience to the Big Ag, Big Food, and pharmaceutical companies has left our children drowning in a toxic soup of pesticide residues, corn syrup, and processed foods, while also serving as pincushions for 69 mandated vaccine doses by age 18—none of them properly safety tested.55

There are seven incarnations (and six correlates) necessary to becoming an Artist: 1. Explorer (Courage) 2. Surveyor (Vision) 3. Miner (Strength) 4. Refiner (Patience) 5. Designer (Intelligence) 6. Maker (Experience) 7. Artist. First, you must leave the safety of your home and go into the dangers of the world, whether to an actual territory or some unexamined aspect of the psyche. This is what is meant by 'Explorer.' Next, you must have the vision to recognize your destination once you arrive there. Note that a destination may sometimes also be the journey. This is what is meant by 'Surveyor.' Third, you must be strong enough to dig up the facts, follow veins of history, unearth telling details. This is what is meant by 'Miner.' Fourth, you must have the patience to winnow and process your material into something rare. This may take months or even years. And this is what is meant by 'Refiner.' Fifth, you must use your intellect to conceive of your material as something meaning more than its origins. This is what is meant by 'Designer.' Six, you must fashion a work independent of everything that has gone before it including yourself. This is accomplished though experience and is what is meant by 'Maker.' At this stage, the work is acceptable. You will be fortunate to have progressed so far. It is unlikely, however, that you will go any farther. Most do not. But let us assume you are exceptional. Let us assume you are rare. What then does it mean to reach the final incarnation? Only this: at every stage, from 1 thru 6, you will risk more, see more, gather more, process more, fashion more, consider more, love more, suffer more, imagine more and in the end know why less means more and leave what doesn't and keep what implies and create what matters. This is what is meant by 'Artist.

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.

FACILITATORS EXPERIENCE mysterious emotions, fear, anger and numbness when working with groups and large organizations. That’s because group processes bring up abuse issues from the past. Understanding your own psychology better will make you a more effective facilitator by helping you (1) be sensitive to others, (2) remain centered and not go into shock when you are attacked, and (3) maintain equanimity and provide the group with a sense of safety when the group looks to you for protection in stormy times.

And as I lay on my side, running my hand through his hair and watching him sleep, I made a mental vow that I wouldn’t allow him to lose himself to the world he teetered on the edge of. No matter what, I would be right beside him, ready to pull him back to safety. Even if it meant that I lost myself in the process.

And yet the most jarring part of the grassroots anti-extraction uprising has been the rude realization that most communities do appear to lack this power; that outside forces—a far-off central government, working hand-in-glove with transnational companies—are simply imposing enormous health and safety risks on residents, even when that means overturning local laws. Fracking, tar sands pipelines, coal trains, and export terminals are being proposed in many parts of the world where a clear majority of the population has made its opposition unmistakable, at the ballot box, through official consultation processes, and in the streets.

Sometimes life doesn’t make sense. Sometimes there is no good reason for the events that take place. But most times, you’ll realize it will all make sense for a much better reason, if you’re patient enough to wait.

Like most people who decide to get sober, I was brought to Alcoholics Anonymous. While AA certainly works for others, its core propositions felt irreconcilable with my own experiences. I couldn't, for example, rectify the assertion that "alcoholism is a disease" with the facts of my own life. The idea that by simply attending an AA meeting, without any consultation, one is expected to take on a blanket diagnosis of "diseased addict" was to me, at best, patronizing. At worst, irresponsible. Irresponsible because it doesn't encourage people to turn toward and heal the actual underlying causes of their abuse of substances. I drank for thirteen years for REALLY good reasons. Among them were unprocessed grief, parental abandonment, isolation, violent trauma, anxiety and panic, social oppression, a general lack of safety, deep existential discord, and a tremendous diet and lifestyle imbalance. None of which constitute a disease, and all of which manifest as profound internal, mental, emotional and physical discomfort, which I sought to escape by taking external substances. It is only through one's own efforts to turn toward life on its own terms and to develop a wiser relationship to what's there through mindfulness and compassion that make freedom from addictive patterns possible. My sobriety has been sustained by facing life, processing grief, healing family relationships, accepting radically the fact of social oppression, working with my abandonment conditioning, coming into community, renegotiating trauma, making drastic diet and lifestyle changes, forgiving, and practicing mindfulness, to name just a few. Through these things, I began to relieve the very real pressure that compulsive behaviors are an attempt to resolve.

Boy everyone in this country is running around yammering about their fucking rights. "I have a right, you have no right, we have a right." Folks I hate to spoil your fun, but... there's no such thing as rights. They're imaginary. We made 'em up. Like the boogie man. Like Three Little Pigs, Pinocio, Mother Goose, shit like that. Rights are an idea. They're just imaginary. They're a cute idea. Cute. But that's all. Cute...and fictional. But if you think you do have rights, let me ask you this, "where do they come from?" People say, "They come from God. They're God given rights." Awww fuck, here we go again...here we go again. The God excuse, the last refuge of a man with no answers and no argument, "It came from God." Anything we can't describe must have come from God. Personally folks, I believe that if your rights came from God, he would've given you the right for some food every day, and he would've given you the right to a roof over your head. GOD would've been looking out for ya. You know that. He wouldn't have been worried making sure you have a gun so you can get drunk on Sunday night and kill your girlfriend's parents. But let's say it's true. Let's say that God gave us these rights. Why would he give us a certain number of rights? The Bill of Rights of this country has 10 stipulations. OK...10 rights. And apparently God was doing sloppy work that week, because we've had to ammend the bill of rights an additional 17 times. So God forgot a couple of things, like...SLAVERY. Just fuckin' slipped his mind. But let's say...let's say God gave us the original 10. He gave the british 13. The british Bill of Rights has 13 stipulations. The Germans have 29, the Belgians have 25, the Sweedish have only 6, and some people in the world have no rights at all. What kind of a fuckin' god damn god given deal is that!?...NO RIGHTS AT ALL!? Why would God give different people in different countries a different numbers of different rights? Boredom? Amusement? Bad arithmetic? Do we find out at long last after all this time that God is weak in math skills? Doesn't sound like divine planning to me. Sounds more like human planning . Sounds more like one group trying to control another group. In other words...business as usual in America. Now, if you think you do have rights, I have one last assignment for ya. Next time you're at the computer get on the Internet, go to Wikipedia. When you get to Wikipedia, in the search field for Wikipedia, i want to type in, "Japanese-Americans 1942" and you'll find out all about your precious fucking rights. Alright. You know about it. In 1942 there were 110,000 Japanese-American citizens, in good standing, law abiding people, who were thrown into internment camps simply because their parents were born in the wrong country. That's all they did wrong. They had no right to a lawyer, no right to a fair trial, no right to a jury of their peers, no right to due process of any kind. The only right they had was...right this way! Into the internment camps. Just when these American citizens needed their rights the most...their government took them away. and rights aren't rights if someone can take em away. They're priveledges. That's all we've ever had in this country is a bill of TEMPORARY priviledges; and if you read the news, even badly, you know the list get's shorter, and shorter, and shorter. Yeup, sooner or later the people in this country are going to realize the government doesn't give a fuck about them. the government doesn't care about you, or your children, or your rights, or your welfare or your safety. it simply doesn't give a fuck about you. It's interested in it's own power. That's the only thing...keeping it, and expanding wherever possible. Personally when it comes to rights, I think one of two things is true: either we have unlimited rights, or we have no rights at all.

Eh, I've always rather enjoyed being fashionably late." I picked up the violin case for Melanie, giving her an hug before clambering off the rock. "I feel like we should be leading a procession in, Pied Piper style." "I know just the thing." A hint of her old self peeked through her eyes. A moment later the first bars of "Safety Dance" hummed from the strings. I bit my lip trying not to giggle. Together the two of us broke out in lopsided chorus as I twirled about her. Ignoring the stares of the elves, we strutted up the center of the caravan, Brystion trailing behind us bemusedly.

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.

The books were in no particular order, and Lundy found the process of sorting them remarkably soothing, involving, as it did, a strange sort of scavenger hunt through the entire shack. Books had been used to prop up tables and level out shelves; they were piled on surfaces where books had no business being and tucked under the edge of the thin mattress of the Archivist's bed. In the case of books that had become load-bearing, Lundy used her school ruler to carefully note their heights and went searching for rocks or pieces of scrap wood that would do the job as well, if not better. In the case of books left too near to water or exposed to the air, she rolled her eyes and whisked them away to literary safety.

Sure there’s a catch,” Doc Daneeka replied. “Catch-22. Anyone who wants to get out of combat duty isn’t really crazy.” There was only one catch and that was Catch-22, which specified that a concern for one’s own safety in the face of dangers that were real and immediate was the process of a rational mind.

If we are inclined to forget how much there is in the world besides that which we anticipate, then works of art are perhaps a little to blame, for in them we find at work the same process of simplification or selection as in the imagination. Artistic accounts include severe abbreviations of what reality will force upon us. A travel book may tell us, for example, that the narrator journeyed through the afternoon to reach the hill town of X and after a night in its medieval monastery awoke to a misty dawn. But we never simply 'journey through an afternoon'. We sit in a train. Lunch digests awkwardly within us. The seat cloth is grey. We look out the window at a field. We look back inside. A drum of anxieties resolves in our consciousness. We notice a luggage label affixed to a suitcase in a rack above the seats opposite. We tap a finger on the window ledge. A broken nail on an index finger catches a thread. It starts to rain. A drop wends a muddy path down the dust-coated window. We wonder where our ticket might be. We look back at the field. It continues to rain. At last, the train starts to move. It passes an iron bridge, after which it inexplicably stops. A fly lands on the window And still we may have reached the end only of the first minute of a comprehensive account of the events lurking within the deceptive sentence 'He journeyed through the afternoon'. A storyteller who provides us with such a profusion of details would rapidly grow maddening. Unfortunately, life itself often subscribes to this mode of storytelling, wearking us out with repetitions, misleading emphases[,] and inconsequential plot lines. It insists on showing us Burdak Electronics, the safety handle in the car, a stray dog, a Christmas card[,] and a fly that lands first on the rim and then the centre of a laden ashtray. Which explains the curious phenomenon whereby valuable elements may be easier to experience in art and in anticipation than in reality. The anticipatory and artistic imaginations omit and compress; they cut away the periods of boredom and direct our attention to critical moments, and thus, without either lying or embellishing, they lend to life a vividness and a coherence that it may lack in the distracting woolliness of the present.

Strong men and strong women both possess an innate drive toward making something positive of life instead of simply avoiding bad things, where wimped men and women have no direction in life except to repeat the process of the past day and try to avoid bad things. Strong = there are good things; weak = there are safe things.

Setbacks allow us to take a step back and look at the view from a whole.

Forests thrive the most after they’ve been burned down to nothing. Maybe a crisis is growth and healing in disguise.

There was only one catch and that was Catch-22, which specified that a concern for one’s own safety in the face of dangers that were real and immediate was the process of a rational mind. Orr was crazy and could be grounded. All he had to do was ask; and as soon as he did, he would no longer be crazy and would have to fly more missions. Orr would be crazy to fly more missions and sane if he didn’t, but if he was sane he had to fly them. If he flew them he was crazy and didn’t have to; but if he didn’t want to he was sane and had to. Yossarian was moved very deeply by the absolute simplicity of this clause of Catch-22 and let out a respectful whistle. “That’s some catch, that Catch-22,” he observed. “It’s the best there is,” Doc Daneeka agreed.

As part of that administrative process, Butler decided to look at every single target in the SIOP, and for weeks he carefully scrutinized the thousands of desired ground zeros. He found bridges and railways and roads in the middle of nowhere targeted with multiple warheads, to assure their destruction. Hundreds of nuclear warheads would hit Moscow—dozens of them aimed at a single radar installation outside the city. During his previous job working for the Joint Chiefs, Butler had dealt with targeting issues and the damage criteria for nuclear weapons. He was hardly naive. But the days and weeks spent going through the SIOP, page by page, deeply affected him. For more than forty years, efforts to tame the SIOP, to limit it, reduce it, make it appear logical and reasonable, had failed. “With the possible exception of the Soviet nuclear war plan, this was the single most absurd and irresponsible document I had ever reviewed in my life,” General Butler later recalled. “I came to fully appreciate the truth . . . we escaped the Cold War without a nuclear holocaust by some combination of skill, luck, and divine intervention, and I suspect the latter in greatest proportion.

It is in the face of this radical revisioning of ourselves as the community of Christ that our relationship to “the least of these” is formed. They don’t represent a threat to our lives, both physically (in their demands on our resources, in the loss of safety) and existentially (in how they expose our pretense, our privilege), but they actually can be seen as Christ Himself. Not in some romantic, shallow way in which we take in the homeless beggar only to have him later throw off his rags to reveal himself as Jesus, rewarding us for our righteousness. No, we encounter Christ in them because the process we have gone through has demonstrated to us that in the other—in those most different from us—our own inadequacy is exposed, offering us the opportunity to embrace the gift of the transforming cross.

This process, known as Pointing-and-Calling, is a safety system designed to reduce mistakes. It seems silly, but it works incredibly well. Pointing-and-Calling reduces errors by up to 85 percent and cuts accidents by 30 percent. The MTA subway system in New York City adopted a modified version that is “point-only,” and “within two years of implementation, incidents of incorrectly berthed subways fell 57 percent.

Anatomy and biological process aside, creating life is a miracle, and should stay that way. Yes, we can—and we should—use our knowledge and our technology to insure the health and safety of the mother and child. Eliminate birth defects and disease whenever possible. But crossing that line into designing babies? Manipulating emotions, physical appearance, mental capacity, even personality traits? That’s no miracle. It’s ego.” The

It is clear that the protective functions of workplace health and safety have transferred to the workers through the process of corporate government deregulation and reduced funding of relevant government departments.

Hyperarousal. This may take the form of physical symptoms—increase in heart rate, sweating, difficulty breathing (rapid, shallow, panting, etc.), cold sweats, tingling, and muscular tension. It can also manifest as a mental process in the form of increased repetitious thoughts, racing mind, and worry. If we allow ourselves to acknowledge these thoughts and sensations, in other words let them have their natural flow, they will peak, then begin to diminish and resolve. As this process occurs, we may experience trembling, shaking, vibration, waves of warmth, fullness of breath, slowed heart rate, warmth, relaxation of the muscles, and an overall feeling of relief, comfort, and safety.

We are focus-points of consciousness, [...] enormously creative. When we enter the self-constructed hologrammetric arena we call spacetime, we begin at once to generate creativity particles, imajons, in violent continuous pyrotechnic deluge. Imajons have no charge of their own but are strongly polarized through our attitudes and by the force of our choice and desire into clouds of conceptons, a family of very-high-energy particles which may be positive, negative or neutral. [...] Some common positive conceptions are exhilarons, excytons, rhapsodons, jovions. Common negative conceptions include gloomons, tormentons, tribulons, agonons, miserons. "Indefinite numbers of conceptions are created in nonstop eruption, a thundering cascade of creativity pouring from every center of personal consciousness. They mushroom into conception clouds, which can be neutral or strongly charged - buoyant, weightless or leaden, depending on the nature of their dominant particles. "Every nanosecond an indefinite number of conception clouds build to critical mass, then transform in quantum bursts to high-energy probability waves radiating at tachyon speeds through an eternal reservoir of supersaturated alternate events. Depending on their charge and nature, the probability waves crystallize certain of these potential events to match the mental polarity of their creating consciousness into holographic appearance. [...] "The materialized events become that mind's experience, freighted with all the aspects of physical structure necessary to make them real and learningful to the creating consciousness. This autonomic process is the fountain from which springs every object and event in the theater of spacetime. "The persuasion of the imajon hypothesis lies in its capacity for personal verification. The hypothesis predicts that as we focus our conscious intention on the positive and life-affirming, as we fasten our thought on these values, we polarize masses of positive conceptions, realize beneficial probability-waves, bring useful alternate events to us that otherwise would not have appeared to exist. "The reverse is true in the production of negative events, as is the mediocre in-between. Through default or intention, unaware or by design, we not only choose but create the visible outer conditions that are most resonant to our inner state of being [...]

Widespread introduction of the process [of irradiating foods] has thus far been impeded, however, by a reluctance among consumers to eat things that have been exposed to radiation. According to current USDA regulations, irradiated meat must be identified with a special label and with a radura (the internationally recognized symbol of radiation). The Beef Industry Food Safety Council - whose members include the meatpacking and fast food giants - has asked the USDA to change its rules and make the labeling of irradiated meat completely voluntary. The meatpacking industry is also working hard to get rid of the word 'irradiation,; much preferring the phrase 'cold pasteurization.'...From a purely scientific point of view, irradiation may be safe and effective. But he [a slaughterhouse engineer] is concerned about the introduction of highly complex electromagnetic and nuclear technology into slaughterhouses with a largely illiterate, non-English-speaking workforce.

Traumatized human beings recover in the context of relationships: with families, loved ones, AA meetings, veterans’ organizations, religious communities, or professional therapists. The role of those relationships is to provide physical and emotional safety, including safety from feeling shamed, admonished, or judged, and to bolster the courage to tolerate, face, and process the reality of what has happened. BESSEL VAN DER KOLK, The Body Keeps the Score: Brain, Mind, and Body in the Healing of Trauma

Catch-22. Anyone who wants to get out of combat duty isn’t really crazy.’ There was only one catch and that was Catch-22, which specified that a concern for one’s own safety in the face of dangers that were real and immediate was the process of a rational mind.

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

for a leader to drive a self-aware team. First, if the team doesn’t have a leader who models the way, the process will be seen as insincere or even dangerous. Second, if there isn’t the psychological safety to tell the truth, the chance of candid feedback is almost zero.

Catch-22. Anyone who wants to get out of combat duty isn’t really crazy.” There was only one catch and that was Catch-22, which specified that a concern for one’s own safety in the face of dangers that were real and immediate was the process of a rational mind. Orr was crazy and could be grounded. All he had to do was ask; and as soon as he did, he would no longer be crazy and would have to fly more missions. Orr would be crazy to fly more missions and sane if he didn’t, but if he was sane he had to fly them. If he flew them he was crazy and didn’t have to; but if he didn’t want to he was sane and had to.

It was the large number of outrages on women and the ever-present fear for the safety of their wives and daughters that drove Southern men to cold and trembling fury and caused the Ku Klux Klan to spring up overnight. And it was against this nocturnal organization that the newspapers of the North cried out most loudly, never realizing the tragic necessity that brought it into being. The North wanted every member of the Ku Klux hunted down and hanged, because they had dared take the punishment of crime into their own hands at a time when the ordinary processes of law and order had been overthrown by the invaders.

The transition from foreign enemies to domestic enemies is a natural sequence when safety is emphasized over liberty. It involves the FISA court, PATRIOT Act authority, out of control NSA surveillance, and enthusiastic presidential use of the Espionage Act of 1917 to suppress and intimidate truth-tellers and whistle-blowers. We have an FBI that participates in and encourages the process by breaking laws in its sting operations and entrapments. Plus, there are illegal seizures of property at all levels of government. Property confiscated is not turned over to general government revenue. Instead, it automatically is put in the treasury of the policing organization that did the confiscating. This process is dangerous; it systematically undermines our liberty while providing funding and perverse incentives for organizations that do the policing. This brings to mind the CIA using drug money to finance secret activities during Iran-Contra.

Although containing and denying grief is a time-honored activist practice that works for some people, I would argue that feelings of grief and trauma are not a distraction from the struggle. For example, transformative justice work—strategies that create justice, healing, and safety for survivors of abuse without predominantly relying on the state—is hard as hell! What would it be like if we built healing justice practices into it from the beginning? Everything from praying to the goddesses of transformation to help us hold these giant processes and help someone acting abusively choose to change to having cleansing ceremonies along the way.

There was only one catch and that was Catch-22, which specified that a concern for one’s own safety in the face of dangers that were real and immediate was the process of a rational mind. Orr was crazy and could be grounded. All he had to do was ask; and as soon as he did, he would no longer be crazy and would have to fly more missions. Orr would be crazy to fly more missions and sane if he didn’t, but if he was sane he had to fly them. If he flew them he was crazy and didn’t have to; but if he didn’t want to he was sane and had to. Yossarian was moved very deeply by the absolute simplicity of this clause of Catch-22 and let out a respectful whistle.

mean there’s a catch?” “Sure there’s a catch,” Doc Daneeka replied. “Catch-22. Anyone who wants to get out of combat duty isn’t really crazy.” There was only one catch and that was Catch-22, which specified that a concern for one’s own safety in the face of dangers that were real and immediate was the process of a rational mind.

There was only one catch and that was Catch-22, which specified that a concern for one’s own safety in the face of dangers that were real and immediate was the process of a rational mind. Orr was crazy and he could be grounded. All he had to do was ask; and as soon as he did, he would no longer be crazy and would have to fly more missions. Orr would be crazy to fly more missions and sane if he didn’t, but if he was sane he had to fly them. If he flew them he was crazy and didn’t have to; but if he didn’t want to he was sane and had to. Yossarian was moved very deeply by the absolute simplicity of this clause of Catch-22 and let out a respectful whistle.

{Survivor-led] does not mean that people who may have been deeply wounded are suddenly handed full responsibility for a community dialogue and rehabilitation process. Survivor-led does not mean that the community gets to abdicate its responsibility for providing support, safety, expertise, and leadership in making healing happen.

You see the impact of humans on Earth’s environment every day. We are trashing the place: There is plastic along our highways, the smell of a landfill, the carbonic acid (formed when carbon dioxide is dissolved in water) bleaching of coral reefs, the desertification of enormous areas of China and Africa (readily seen in satellite images), and a huge patch of plastic garbage in the Pacific Ocean. All of these are direct evidence of our effect on our world. We are killing off species at the rate of about one per day. It is estimated that humans are driving species to extinction at least a thousand times faster than the otherwise natural rate. Many people naïvely (and some, perhaps, deceptively) argue that loss of species is not that important. After all, we can see in the fossil record that about 99 percent of all the different kinds of living things that have ever lived here are gone forever, and we’re doing just fine today. What’s the big deal if we, as part of the ecosystem, kill off a great many more species of living things? We’ll just kill what we don’t need or notice. The problem with that idea is that although we can, in a sense, know what will become or what became of an individual species, we cannot be sure of what will happen to that species’ native ecosystem. We cannot predict the behavior of the whole, complex, connected system. We cannot know what will go wrong or right. However, we can be absolutely certain that by reducing or destroying biodiversity, our world will be less able to adapt. Our farms will be less productive, our water less clean, and our landscape more barren. We will have fewer genetic resources to draw on for medicines, for industrial processes, for future crops. Biodiversity is a result of the process of evolution, and it is also a safety net that helps keep that process going. In order to pass our own genes into the future and enable our offspring to live long and prosper, we must reverse the current trend and preserve as much biodiversity as possible. If we don’t, we will sooner or later join the fossil record of extinction.

We have attempted to reduce all virtues to kindness. Plato rightly taught that virtue is one. You cannot be kind unless you have all the other virtues. If being cowardly, conceited, and slothful, you have never done a fellow creature great mischief, that is only because your neighbors welfare has not yet happened to conflict with your safety, your self approval, or ease. Every vice leads to cruelty. Even a good emotion, pity, if not controlled by charity and justice leads through anger to cruelty. Most atrocities are stimulated by accounts of the enemies atrocities and pity for the suppressed classes when separated from the moral law as a whole leads by a very natural process to the unremitting brutalities of a rein of terror.

Sure there’s a catch,’ Doc Daneeka replied. ‘Catch-22. Anyone who wants to get out of combat duty isn’t really crazy.’ There was only one catch and that was Catch-22, which specified that a concern for one’s own safety in the face of dangers that were real and immediate was the process of a rational mind. Orr was crazy and could be grounded. All he had to do was ask; and as soon as he did, he would no longer be crazy and would have to fly more missions. Orr would be crazy to fly more missions and sane if he didn’t, but if he was sane he had to fly them. If he flew them he was crazy and didn’t have to; but if he didn’t want to he was sane and had to. Yossarian was moved very deeply by the absolute simplicity of this clause of Catch-22 and let out a respectful whistle.

You get the feeling from the Bible that being unsettled is almost a normal part of the process. Not that we should go looking for it-- it will find us soon enough-- but struggling in some way seems like something we should expect on our own spiritual journeys. True struggling in faith is a stretching experience, and without it, you don't mature in your faith. You either remain an infant or get cocky. Feeling dis-ease and challenged in faith may be God pushing us out of our own safety zone, where we rest on our own ideas about God and confuse those ideas with the real thing. God may be pushing us to experience him more fully, with us kicking and screaming all the way if need be. Feeling unsettled may be God telling us lovingly, but still in his typical attention-getting manner, it's time to grow.

The way I saw it, life wasn't always so clear cut as to call one thing a sin and another thing holy. Sometimes, you just had to give people enough space, time, and grace to find their way to safety. Despite whatever mistakes I had made in my own journey toward faith, I couldn't see how forcing the issue upon others did much to speed up the process. Still, it didn't seem to stop some folks from trying.

We thrive in environments that respect us and allow us to (1) feel included, (2) feel safe to learn, (3) feel safe to contribute, and (4) feel safe to challenge the status quo. If we can’t do these things, if it’s emotionally expensive, fear shuts us down. We’re not happy and we’re not reaching our potential. But when the environment nurtures psychological safety, there’s an explosion of confidence, engagement, and performance. Ask yourself if you feel included, safe to learn, safe to contribute, and safe to challenge the status quo. Finally, ask yourself if you’re creating an environment where others can do these four things. In the process, look around and see others with respect and fresh amazement, find deeper communion in your relationships, and more happiness and satisfaction in your own life.

There is nothing esoteric about value investing. It is simply the process of determining the value underlying a security and then buying it at a considerable discount from that value. It is really that simple. The greatest challenge is maintaining the requisite patience and discipline to buy only when prices are attractive and to sell when they are not, avoiding the short-term performance frenzy that engulfs most market participants.

Frontline nurses came up with and implemented two more elements of the patient safety system: Safety Action Teams and Good Catch Logs. Safety Action Teams were self-organized groups of nurses who met to identify and reduce potential hazards in their clinical areas. Second-order problem-solving indeed. The Good Catch Logs were a way of celebrating near misses: by documenting good catches, nurses identified additional opportunities for process improvement.

Since we began with a felt sense of safety this day, several neural streams are initially supporting the renewal of our connection. In our midbrain, the energies of the SEEKING system are animating the CARE system, which can both foster the good feelings between us and support offers of repair should we have a rupture (Panksepp & Biven, 2012). Once in connection, our ventral vagal parasympathetic system is affecting the prosody of our voices, our facial mobility, and the attentiveness of our listening, maintaining social engagement (Porges, 2011). Since ventral lateralizes to the right hemisphere, we more easily stay rooted in the right-centric way of attending that keeps us in connection with this moment and with each other (McGilchrist, 2009). In this intimacy, our brains are coupling in many regions, so there is an experience of social emotional engagement and embodied communication as we become a single system in two bodies (Hasson, 2010). Because we are trustworthy partners in this healing process, social baseline theory tells us that our amygdalae are calming just because we are together (Beckes & Coan, 2011). All of this is happening without doing anything, even without saying anything, in microseconds below conscious awareness because of the safe space we have cultivated over time. We can more clearly understand why Porges says, "Safety IS the treatment".

our jobs don’t stop at protecting our children’s physical safety—we are also their emotional caretakers. This is where two other important job duties come in: validation and empathy. Validation is the process of seeing someone else’s emotional experience as real and true, rather than seeing someone else’s emotional experience as something we want to convince them out of or logic them away from. Validation sounds like this: “You’re upset, that’s real, I see that.

The path of waiting and listening forgoes certainty and exposes us to a sense of tentative unknowing, which is often uncomfortable at best. This may only be tolerable when we have developed some degree of trust in the inherent healing capacity built into the human system and the power of interpersonal receptivity to animate the process. For most of us, this trust arrives because we have experienced it ourselves and can now embody it for others. As this deep learning proceeds in us, we may be able to rest more easily into the waiting because the unknowing is increasingly being held within our expanding window of tolerance. As we are able to work in this way, I believe our people get a felt sense of our profound and enduring respect for their inherent wisdom, something that is likely a unique and healing experience given their history of traumatic relationships. I don't believe I have found any offering that is more empowering than respect.

It’s a lot harder to access serial killers for interviews than it used to be. Even for interviews that are strictly law enforcement related, the days of simply showing up at a prison and presenting your credentials as Bob Ressler and I used to do are long gone. Not only does the inmate have to give informed consent, but there are so many rules relating to safety, criminal process, and correctional system bureaucracy that getting in to see violent offenders is extremely difficult.

There is a poetic thread, William Blake said, that if grasped, will guide us through these stages, through giddy achievement, the sobriety of loss, and finally into the heart—a place of service to a wider purpose than just our own predicament. There is character in exchange for safety just beyond the streetlights, scars to be boasted of. Initiation recognizes this truth, holds it in ritual and gives it shape, lest too many go down that don’t come back. What we notice again and again in contemporary life is the process without the context. If the culture has amnesia around this reality, then nothing is to be gained by risking it, because it’s too terrifying: “Your early work was your best.” “Life has dealt me a cruel hand, if it wasn’t for my bad luck . . .” Without the dimension of myth, the world can seem depleted and arbitrary. With it there is perspective, tools, and the sense of an adventure to be lived. As the Chinese say, “No one becomes a good navigator on calm waters!

The overarching principle of a therapeutic relationship is that therapists should be ever mindful of a variant of the Hippocratic oath and, to the degree possible, strive to "do no more harm" (Courtois, 2010). Complex trauma clients have already experienced considerable harm, much of it at the hands of other human beings. As a result of the ubiquitous processes of transference, attachment styles, and IWM [Internal working models], these clients often view the therapist's behavior and their relationship through the lens of their trauma-related negative interpersonal expectancies and unhealed emotional wounds and injuries. Therapists should not be surprised to be "guilty until proven innocent", not because clients with complex trauma histories are "unfair" or "unreasonable" but precisely the opposite - because the most realistic self-protective stance for them (given the fact that betrayal and harm have been more the rule than the exception) is to "distrust first and verify" (or to be hypervigilant) rather than to start with an expectation of safety and trustworthiness.

I’ve learned that for hoarders, every cleanup is a grieving process. We are asking them to say goodbye to items that are heavy with memories - some wonderful, some painful. But all are important and deserve respect. A hoarder finds safety in the hoard, in the stacks and piles, and he or she will grieve over the loss of those items when they are gone. The week after the house cleaning is usually the worst. Instead of being happy and enjoying the new space, hoarders go through a difficult process. They miss their possessions, which were their closest friends for years.

The United States has experienced more than two centuries of political stability. When viewed against the background of world history, this is remarkable. The First Amendment has played a singularly important role. When citizens can openly criticize their government, changes come about through orderly political processes. When grievances exist, they must be aired, if not through the channels of public debate, then by riots in the streets. The First Amendment functions as a safety valve through which the pressures and frustrations of a heterogeneous society can be ventilated and defused.

Because this devil is definitely an older man, probably foreign. The FBI would classify him as a type IV killer, the worst kind and difficult to catch. A type IV serial killer has no remorse, doesn’t understand the concept. He has what they call an anger-excitation profile. The whole process he performs is his own way to sexual gratification. This man kills for sport. He’s not out of control, quite the opposite in fact. Most importantly, in regard to your daughter’s safety, the rules of his game are that he must murder strangers. He doesn’t kill people he knows. So if your daughter’s with people she knows then she cannot be with the killer.

It is the result of the frustration of infantile urges and the primal hunger caused by emotional deprivation in one’s childhood. It is the process of reliving rather than living, choosing bondage over freedom, the old over the new, the past over the now. It is the attempt to recreate a parent or parents in other persons or institutions, or even, if all else fails, in oneself. It is the abrogation of real power in exchange for childish manipulations. It is the avoidance of genuine friendship, free choice, and love in favor of familiarity and false safety. In other words, one clings to the emotional deadness of the family and to illusions of safety and security by repeating early patterns with new objects.

We might ask what role relational neuroscience plays in these kinds of experiences. For me, it begins with the body. Cultivating an understanding -- and most importantly a felt sense -- of these neural pathways helps us attune body to body with our people as they enter these deeper, more challenging realms. Through resonance, our capacity to attend to our bodies while remaining in a ventral state gradually becomes theirs. An indispensable support comes from our left hemisphere's deepening understanding of the particulars of the healing process. The stability this provides helps our right stay as engaged as possible in the relationship with all its emerging uncertainty. When Joshua became so suddenly depressed, Jaak Panksepp came to mind, so I could remain curious rather than scared. When Caroline entered increasingly intense states with her mother, Stephen Porges helped me remain mindful of our joined windows of tolerance and the necessity of staying in connection for co-regulation and disconfirmation to occur. The whole process of leading, following and responding rests on his statement, "Safety IS the treatment". In the broadest way, Dan Siegel's voice fosters deep acquaintance with the principles of interpersonal neurobiology, which supports hope for healing, confidence in our inherent health, and appreciation for our co-organizing brains. Each of these strands of knowledge increases our trust in the process. You may sense yourself adding to the list those that have been most helpful for you.

[I]t's a con, at children's expense. When self-esteem advocates tell us to flatter the young about their views, in reality they ask adults to abandon the difficult task of disciplining them. Emphasizing that adults must 'express unconditional positive regard and acceptance for children' effectively destroys the inter-generational duty of passing on knowledge, setting boundaries for behavior and the broader task of socialization. It is not good for children and can mean adults indulging even the most destructive aspects of young people's behavior. In 2013, a self-harming pupil at Unsted Park School in Godalming, Surrey was given a disposable safety razor to slash himself with, supervised by a teacher. A spokeswoman from selfharm.co.uk justified this irresponsible collapse of adult judgement using the mantras of pupil voice and self-esteem: 'The best way to help is to listen without judging, accept that the recovery process may take a while and avoid "taking away" the self-harm' because 'self-harm can be about control, so it's important that the young person in the center feels in control of the steps taken to help them'. That's an extreme case but it touches on how focusing on the schoolchild's self-esteem can create the impression that the world should circle around pupils' desires. This in turn puts pressure on adults to tip-toe around young people's sensitivities and to accede to their opinions. Combined with student voice orthodoxies, this can lead to the peculiar diktat that teachers express respect for pupils' views, however childish or even poisonous.

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

You mean there's a catch?" "Sure there's a catch," Doc Daneeka replied. "Catch-22. Anyone who wants to get out of combat duty isn't really crazy." There was only one catch and that was Catch-22, which specified that a concern for one's own safety in the face of dangers that were real and immediate was the process of a rational mind. Orr was crazy and could be grounded. All he had to do was ask; and as soon as he did, he would no longer be crazy and would have to fly more missions. Orr would be crazy to fly more missions and sane if he didn't, but if he was sane then he had to fly them. If he flew them he was crazy and didn't have to; but if he didn't want to he was sane and had to. Yossarian was moved very deeply by the absolute simplicity of this clause of Catch-22 and let out a respectful whistle. "That's some catch, that Catch-22," he observed. "It's the best there is," Doc Daneeka agreed.

We must break these intertwined systems of oppression. Every time we look to the police and prisons to solve our problems, we reinforce these processes. We cannot demand that the police get rid of those “annoying” homeless people in the park or the “threatening” young people on the corner and simultaneously call for affordable housing and youth jobs, because the state is only offering the former and will deny us the latter every time. Yes, communities deserve protection from crime and even disorder, but we must always demand those without reliance on the coercion, violence, and humiliation that undergird our criminal justice system. The state may try to solve those problems through police power, but we should not encourage or reward such short-sighted, counterproductive, and unjust approaches. We should demand safety and security—but not at the hands of the police. In the end, they rarely provide either.

As a powerful deterrent to natural play, fear of liability ranks right behind the bogeyman. One goal in the fourth frontier should be a nationwide review of laws governing private land and recreation, especially involving children. This review process should be public; it should invite parents, children, experts on child’s play, and others to offer testimonials. And it should be done with the goal of protecting both the child’s safety and the child’s right to natural play. It should focus on reducing the anxiety of parents and children—and the fear of lawyers that, even if only subconsciously, adds to modern barriers separating children from natural play. As part of this conversation, community associations should review their covenants to decide where they stand on the criminalization of nature play. Public governments should do the same. This issue is not only a question of the letter of the law, but also the spirit.

The talk then turned to the topic of risk. The dozen or so regulatory agencies that had to approve the flight test did not share Musk’s love of it. The engineers briefed him on all the safety reviews and requirements they had endured. “Getting the license was existentially soul-sucking,” Juncosa said. Shana Diez and Jake McKenzie provided details. “My fucking brain is hurting,” Musk said, holding his head. “I’m trying to figure out how we get humanity to Mars with all this bullshit.” He processed in silence for two minutes, and when he emerged from his trance, he was philosophical. “This is how civilizations decline. They quit taking risks. And when they quit taking risks, their arteries harden. Every year there are more referees and fewer doers.” That’s why America could no longer build things like high-speed rail or rockets that go to the moon. “When you’ve had success for too long, you lose the desire to take risks.

The Greeks were the first people in the world to play, and they played on a great scale. All over Greece there were games, all sorts of games; athletic contests of every description: races—horse-, boat-, foot-, torch-races; contests in music, where one side out-sung the other; in dancing—on greased skins sometimes to display a nice skill of foot and balance of body; games where men leaped in and out of flying chariots; games so many one grows weary with the list of them. They are embodied in the statues familiar to all, the disc thrower, the charioteer, the wrestling boys, the dancing flute players. The great games—there were four that came at stated seasons—were so important, when one was held, a truce of God was proclaimed so that all Greece might come in safety without fear. There “glorious-limbed youth”—the phrase is Pindar’s, the athlete’s poet—strove for an honor so coveted as hardly anything else in Greece. An Olympic victor—triumphing generals would give place to him. His crown of wild olives was set beside the prize of the tragedian. Splendor attended him, processions, sacrifices, banquets, songs the greatest poets were glad to write. Thucydides, the brief, the severe, the historian of that bitter time, the fall of Athens, pauses, when one of his personages has conquered in the games, to give the fact full place of honor. If we had no other knowledge of what the Greeks were like, if nothing were left of Greek art and literature, the fact that they were in love with play and played magnificently would be proof enough of how they lived and how they looked at life. Wretched people, toiling people, do not play. Nothing like the Greek games is conceivable in Egypt or Mesopotamia. The life of the Egyptian lies spread out in the mural paintings down to the minutest detail. If fun and sport had played any real part they would be there in some form for us to see. But the Egyptian did not play. “Solon, Solon, you Greeks are all children,” said the Egyptian priest to the great Athenian.

4. Your Ability to Self-Protect The ability to sense danger in your surroundings or untrustworthiness in other people depends on how well you listen to your gut feelings. To detect threat, you have to be aware of how situations and interactions make you feel. The primal instincts of the inner world are crucial to your safety. 5. Your Awareness of Your Life’s Purpose A good relationship with your inner world reveals what’s meaningful to you and directs your life’s purpose. If you don’t form that trusting relationship with your inner world, you will be dependent on whatever your peers, the culture, or authorities tell you to be. In part II of this book, you will learn more specific ways to get to know your inner world and how to engage in this process more deeply. EIPs’ Attitudes Toward Your Inner World Now let’s look at how EIPs view your inner world. Understanding EI parents’ attitudes toward your inner experiences will help you trust yourself instead of deferring to them. They See You as Still Needing Their Direction EI parents see their adult children as

In Cal the process had been so long and so slow that he felt no strangeness. He had built a wall of self-sufficiency around himself, strong enough to defend him against the world. If his wall had any weak places they may have been on the sides nearest Aron and Lee, and particularly nearest Adam. Perhaps in his father's very unawareness Cal had felt safety. Not being noticed at all was better than being noticed adversely. When he was quite small Cal had discovered a secret. If he moved very quietly to where his father was sitting and if he leaned very lightly against his father's knee, Adam's hand would rise automatically and his fingers would caress Cal's shoulder. It is probable that Adam did not even know he did it, but the caress brought such a raging flood of emotion to the boy that he saved this special joy and used it only when he needed it. It was a magic to be depended on. It was the ceremonial symbol of a dogged adoration. Things do not change with a change of scene. In Salinas, Cal had no more friends than he had in King City. Associates he had, and authority and some admiration, but friends he did not have. He lived alone and walked alone.

the rhythm which was barely intricate to most ears in the commons was to him painful because it was timed to the processes of his body, to jar and strike against them…and she was surprised he had held up this long. “All right, Cord, to be lord of this black barrack, Tarik’s, you need more than jackal lore, or a belly full of murder and jelly knees. Open your mouth and your hands. To understand power, use your wit, please. Ambition like a liquid ruby stains your brain, birthed in the cervixed will to kill, swung in the arc of death’s again, you name yourself victim each time you fill with swill the skull’s cup lipping murder. It predicts your fingers’ movement toward the blade long laid against the leather sheath cord-fixed to pick the plan your paling fingers made; you stayed in safety, missing worlds of wonder, under the lithe hiss of the personafix inflicting false memories to make them blunder while thunder cracks the change of Tarik. You stick pins in peaches, place your strange blade, ranged with a grooved tooth, while the long and strong lines of my meaning make your mind change from fulgent to frangent. Now you hear the wrong cord-song, to instruct you. Assassin, pass in…

You have to get safe and know how to work together with your system of selves before you can work on the memories with all the details and all the feelings. Even then it’s not just letting it all hang out. It’s a long slow process that is designed to overwhelm you as little as possible. We can discuss it in depth at a later time. Right now, your situation reminds me of a bunch of folks on a big sailboat that’s taking on water. No one knows where the life vests are, or how to put them on. Half the crew is below decks refusing to come out, and the other half is fighting with each other. Then someone says, ‘Ooh there’s a hurricane, let’s sail into that!’ Doesn’t sound likely that the ship and the crew are going to do very well there, does it? Sometimes, even if you’re not prepared, a hurricane hits, but that’s different from deliberately sailing into one. ‘The first thing is that everyone needs to work on working together, getting safe from harm to yourselves and others. I really believe, from everything you’ve all said, that you’ve all been hurt enough. You don’t need any more harm coming to any of you or your body. You don’t have to like everyone, love everyone, or even trust everyone inside. It’s just a matter of seeing how you can begin to risk to work together.

five commandments: 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.

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.

Emotions get our attention As the television advertisement opens, we see two men talking in a car. They are having a mildly heated discussion about one of them overusing the word “like” in conversation. As the argument continues, we notice out the passenger window another car barreling toward the men. It smashes into them. There are screams, sounds of shattering glass, quick-cut shots showing the men bouncing in the car, twisted metal. The final shot shows the men standing, in disbelief, outside their wrecked Volkswagen Passat. In a twist on a well-known expletive, these words flash on the screen: “Safe Happens.” The spot ends with a picture of another Passat, this one intact and complete with its five-star side-crash safety rating. It is a memorable, even disturbing, 30-second spot. That’s because it’s charged with emotion. Emotionally charged events are better remembered—for longer, and with more accuracy—than neutral events. While this idea may seem intuitively obvious, it’s frustrating to demonstrate scientifically because the research community is still debating exactly what an emotion is. What we can say for sure is that when your brain detects an emotionally charged event, your amygdala (a part of your brain that helps create and maintain emotions) releases the chemical dopamine into your system. Dopamine greatly aids memory and information processing. You can think of it like a Post-it note that reads “Remember this!” Getting one’s brain to put a chemical Post-it note on a given piece of information means that information is going to be more robustly processed. It is what every teacher, parent, and ad executive wants.

In July 2018, a safety crisis rocked the global drug supply—and seemed to prove Baker’s point. Regulators in Europe announced a harrowing discovery: the widely used active ingredient for valsartan, a generic version of the blood pressure drug Diovan, contained a cancer-causing toxin known as NDMA (once used in liquid rocket fuel). The drug had been made by the Chinese company Zhejiang Huahai Pharmaceuticals, the world’s largest manufacturer of valsartan active ingredients. In the United States, over a dozen drug manufacturers, all of which used the Chinese ingredient, recalled their products, as did dozens more manufacturers around the world. The Chinese company tried to defend itself by explaining that it had altered its production process in 2012 to increase yields of the drug, a change that had been approved by regulators. In short, the change had been made to maximize profit. Some patients had been consuming the toxin for six years. As the FDA tried to reassure consumers that the risk of developing cancer, even from daily exposure to the toxin, was extremely low, a second cancer-causing impurity was detected in the ingredients. Though the valsartan catastrophe seemed to take the FDA by surprise, it shouldn’t have. In May 2017, an FDA investigator had found evidence at the plant in Linhai, China, that the company was failing to investigate potential impurities in its own drugs, which showed up as aberrant peaks in its test results. The investigator designated the plant as Official Action Indicated, but the agency downgraded that to VAI. In short, the company was let off the hook—only to wind up in the middle of a worldwide quality scandal less than a year later. By

His great concern had to do with the fact that private fortunes were significantly outpacing investments in public services like schools, parks, and safety net programs. The process tends to begin gradually before accelerating under its own momentum. As people accumulate more money, they become less dependent on public goods and, in turn, less interested in supporting them. If they get their way, through tax breaks and other means, personal fortunes grow while public goods are allowed to deteriorate. As public housing, public education, and public transportation become poorer, they become increasingly, then almost exclusively, used only by the poor themselves.[6] People then begin to denigrate the public sector altogether, as if it were rotten at the root and not something the rich had found it in their interest to destroy. The rich and the poor soon unite in their animosity toward public goods—the rich because they are made to pay for things they don’t need and the poor because what they need has become shabby and broken. Things collectively shared, especially if they are shared across class and racial divides, come to be seen as lesser. In America, a clear marker of poverty is one’s reliance on public services, and a clear marker of affluence is one’s degree of distance from them. Enough money brings “financial independence,” which tellingly does not signal independence from work but from the public sector. There was a time when Americans wished to be free of bosses. Now we wish to be free of bus drivers. We wish for the freedom to withdraw from the wider community and sequester ourselves in a more exclusive one, pulling further and further away from the poor until the world they inhabit becomes utterly unrecognizable to us.[7]

In short the only fully rational world would be the world of wishing-caps, the world of telepathy, where every desire is fulfilled instanter, without having to consider or placate surrounding or intermediate powers. This is the Absolute's own world. He calls upon the phenomenal world to be, and it IS, exactly as he calls for it, no other condition being required. In our world, the wishes of the individual are only one condition. Other individuals are there with other wishes and they must be propitiated first. So Being grows under all sorts of resistances in this world of the many, and, from compromise to compromise, only gets organized gradually into what may be called secondarily rational shape. We approach the wishing-cap type of organization only in a few departments of life. We want water and we turn a faucet. We want a kodak-picture and we press a button. We want information and we telephone. We want to travel and we buy a ticket. In these and similar cases, we hardly need to do more than the wishing—the world is rationally organized to do the rest. But this talk of rationality is a parenthesis and a digression. What we were discussing was the idea of a world growing not integrally but piecemeal by the contributions of its several parts. Take the hypothesis seriously and as a live one. Suppose that the world's author put the case to you before creation, saying: "I am going to make a world not certain to be saved, a world the perfection of which shall be conditional merely, the condition being that each several agent does its own 'level best.' I offer you the chance of taking part in such a world. Its safety, you see, is unwarranted. It is a real adventure, with real danger, yet it may win through. It is a social scheme of co-operative work genuinely to be done. Will you join the procession? Will you trust yourself and trust the other agents enough to face the risk?" Should you in all seriousness, if participation in such a world were proposed to you, feel bound to reject it as not safe enough? Would you say that, rather than be part and parcel of so fundamentally pluralistic and irrational a universe, you preferred to relapse into the slumber of nonentity from which you had been momentarily aroused by the tempter's voice? Of course if you are normally constituted, you would do nothing of the sort. There is a healthy- minded buoyancy in most of us which such a universe would exactly fit. We would therefore accept the offer—"Top! und schlag auf schlag!" It would be just like the world we practically live in; and loyalty to our old nurse Nature would forbid us to say no. The world proposed would seem 'rational' to us in the most living way. Most of us, I say, would therefore welcome the proposition and add our fiat to the fiat of the creator. Yet perhaps some would not; for there are morbid minds in every human collection, and to them the prospect of a universe with only a fighting chance of safety would probably make no appeal. There are moments of discouragement in us all, when we are sick of self and tired of vainly striving. Our own life breaks down, and we fall into the attitude of the prodigal son. We mistrust the chances of things. We want a universe where we can just give up, fall on our father's neck, and be absorbed into the absolute life as a drop of water melts into the river or the sea. The peace and rest, the security desiderated at such moments is security against the bewildering accidents of so much finite experience. Nirvana means safety from this everlasting round of adventures of which the world of sense consists. The hindoo and the buddhist, for this is essentially their attitude, are simply afraid, afraid of more experience, afraid of life. And to men of this complexion, religious monism comes with its consoling words: "All is needed and essential—even you with your sick soul and heart. All are one

five commandments: 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.

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.

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.

I became a broken record on the algorithm,” Musk says. “But I think it’s helpful to say it to an annoying degree.” It had five commandments: 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.

Derian pulled the blanket snug around himself. “This is my added assurance.” Eena wrinkled her nose as if she thought his answer was odder than his actions. “It’s your what?” “If you recall the last time we were here standing in this very spot, you pelted me with neumberries.” He held up a single berry before popping it into his mouth. “I doubt you would risk soiling your blanket, so I figure wrapping it around me this way I’m pretty much assured safety from any potential attack.” He winked playfully, and she laughed out loud. “I’m afraid you don’t know me half as well as you think,” she announced. Aiming low, she flung a sizable berry at his calf. It hit its mark. “Whoa, whoa!” He lowered the blanket to cover his legs. “You can’t hide yourself entirely, Derian,” she said, aiming for his face. He ducked, raising the blanket like a shield in the process. Another round of ammunition pelted his ankles before he decided it was time to fight back. Eena found herself bound up in her own blanket, arms wrapped securely at her sides. She laughed nonstop, unable to move within his strong hold. Derian leaned forward until their noses touched, and then he kissed her giggles silent. He kept her in the blanket, snug and close to him, but Eena managed to wriggle an arm free and drape it around his neck, holding his lips in reach. She uttered a quick count in between kisses. “Seven,” she breathed. Derian paused, his mouth a whisper away from hers. It tickled when he spoke. “No, no, Eena.” “No what?” “No counting. Not today. No ground rules.” She barely uttered a partial “’kay” before his mouth covered hers again. His hot breath tasted like breakfast. He fixed his hands on each side of her face, and the blanket fell to the ground. As the intensity of their kisses grew hungry, he gripped her cheeks more securely. Eena could feel the air electrifying around them. Her heartbeat drummed—excited and anxious. “Derian…” she breathed. But he didn’t stop. She felt his hand move to support her neck while the other slid down her back, urging her closer. She brought her arms together and pressed against his chest, somewhat objecting to the intimacy. “Derian…” she tried again. But he covered her mouth with his own. She pushed more firmly against him without success. Her protest weakened as his kisses softened. The fervor subsided, and she could feel her wild pulse even out. Amidst a string of supple kisses, Derian’s breathing slowed. He planted his lips on her forehead for a moment before squeezing her tenderly. She snuggled up against his warm chest. “One ground rule,” he whispered in her ear. “We stop when you say ‘when.’” “When,” she uttered. “Okay,” he agreed. Then, as if the thought had just occurred to her, she stepped back to look up questioningly at the captain. “Wasn’t there a leftover sandwich in that basket from last night?” His lips formed a guilty smile as he confessed, “Yes—and it was delicious.