Production Planning And Control Quotes

Heartbreak is more common than happiness. No one wants to say that, but it's true. We're taught to believe not only that everyone deserves a happy ending, but that if we try hard enough, we will get one. That's simply no the case. Happy endings, life long loves, are the products of both effort and luck. We can control them, to some extent and though our feelings always seem to have a life of their own, we can at least be open to love. But, luck, the other component, well there's nothing we can do about that one. Call it God's plan or predestination or divine intervention, but we're all at its mercy. And sometimes God isn't very merciful. Jane taught me that.

I have a plan, and I’m following it. I can focus on doing what is within my control, and I don’t need to be afraid of the results.

I'm a working parent and I understand that sometimes you want to have a very productive Saturday to feel that you are in control of your life, which of course you are not. Children and Jimmy Carter ruin all your best-laid plans.

 “We plan to take on this law [Protection of Lawful Commerce in Arms Act 2005]. If we are successful, we may open a new frontier in gun safety. Perhaps the advances that have made cars and other products safer will find their way into the gun industry. All of us must work together for a safer society.

...and it is generally understood that a party hardly ever goes the way it is planned or intended. This last, of course, excludes, those dismal slave parties, whipped and controlled and dominated, given by an ogreish professional hostess. These are not parties at all but acts and demonstrations, about as spontaneous as peristalsis and as interesting as it's end product.

Mark Twain once wrote, “I’ve had a lot of worries in my life, most of which never happened.”49 Worry has a way of holding our attention hostage. This is especially true for things we can’t control due to the elevated level of uncertainty. We burn through a lot of resources obsessing over possible outcomes and forming contingency plans, but in reality we’re just fueling our anxiety. Trying to think our way out of situations beyond our control may feel productive, but it’s nothing more than a powerful distraction. Worry baits us with the promise of a solution but usually offers none.

Finally, as 9/11 fell on December 7, 1941, America entered World War II, and wouldn’t you know it, the US actually recovered from the Depression. It turned out that with state control of production and jobs for all, a nation could spend its way out of misery. Of course, this proof of concept of planned economies was instead interpreted as a reason to constantly go to war.

In summary, procrastination may arise from problems in each of the nine executive functions—(1) inhibition, (2) self-monitoring, (3) planning and organization, (4) activity shifting, (5) task initiation, (6) task monitoring, (7) emotional control, (8) working memory, and (9) general orderliness.

A “planned economy” destroys Government because when men use force in an attempt to control productive energies, they have no means of knowing real costs, and these costs automatically increase at an increasing rate until the people can no longer pay them.

Agile Project Management is an execution-biased model, not a planning-and-control-biased model.

When project leaders focus on delivery, they add value to projects. When they focus on planning and control, they tend to add overhead.

At any rate, planning in this sense means all-around planning by the government and enforcement of these plans by the police power. Planning in this sense means full government control of business. It is the antithesis of free enterprise, private initiative, private ownership of the means of production, market economy, and the price system. Planning and capitalism are utterly incompatible. Within a system of planning production is conducted according to the government's orders, not according to the plans of capitalists and entrepreneurs eager to profit by best filling the wants of the consumers.

(I really believe that a building is a unit, not a city, so that city planning should not control all buildings. Because a house can be the product of one man, but a city cannot. And nothing collective can have the unity and integrity of a “unit.”)

Overthinking leads to stress, anxiety, depression, and other mood disorders. Over-thinkers constantly stress about their responsibilities, if they are good people, if they are making the right choices, and whether or not they are productive or unproductive.

Since the very beginning of the Communist regime, I had carefully studied books on Marxism and pronouncements by Chinese Communist Party leaders. It seemed to me that socialism in China was still very much an experiment nad had no fixed course of development for the country had yet been decided upon. This, I thought, was why the government's policy was always changing, like a pendulum swinging from left to right and back again. When things went to extremes and problems emerged. Beijing would take corrective measures. Then these very corrective measures went too far and had to be corrected. The real difficulty was, of course, that a state-controlled economy only stifled productivity, and economic planning from Beijing ignored local conditions and killed incentive. When a policy changed from above, the standards of values changed with it. What was right yesterday became wrong today, and visa versa. Thus the words and actions of a Communist Party official at the lower level were valid for a limited time only... The Cultural Revolution seemed to me to be a swing to the left. Sooner or later, when it had gone too far, corrective measures would be taken. The people would have a few months or a few years of respite until the next political campaign. Mao Zedong believed that political campaigns were the motivating force for progress. So I thought the Proletarian Cultural Revolution was just one of an endless series of upheavals the Chinese people must learn to put up with.

There is an alternative approach to being wrong as fast as you can. It is the notion that if you carefully think everything through, if you are meticulous and plan well and consider all possible outcomes, you are more likely to create a lasting product. But I should caution that if you seek to plot out all your moves before you make them—if you put your faith in slow, deliberative planning in the hopes it will spare you failure down the line—well, you’re deluding yourself. For one thing, it’s easier to plan derivative work—things that copy or repeat something already out there. So if your primary goal is to have a fully worked out, set-in-stone plan, you are only upping your chances of being unoriginal. Moreover, you cannot plan your way out of problems. While planning is very important, and we do a lot of it, there is only so much you can control in a creative environment. In general, I have found that people who pour their energy into thinking about an approach and insisting that it is too early to act are wrong just as often as people who dive in and work quickly. The overplanners just take longer to be wrong (and, when things inevitably go awry, are more crushed by the feeling that they have failed). There’s a corollary to this, as well: The more time you spend mapping out an approach, the more likely you are to get attached to it. The nonworking idea gets worn into your brain, like a rut in the mud. It can be difficult to get free of it and head in a different direction. Which, more often than not, is exactly what you must do.

It doesn’t so much matter what you do with your time; rather, success is measured by whether you did what you planned to do. It’s fine to watch a video, scroll social media, daydream, or take a nap, as long as that’s what you planned to do. Alternatively, checking work email, a seemingly productive task, is a distraction if it’s done when you intended to spend time with your family or work on a presentation. Keeping a timeboxed schedule is the only way to know if you’re distracted. If you’re not spending your time doing what you’d planned, you’re off track.

MAN: What do you think about nationalization of industry as a means of allowing for this kind of large-scale social planning? Well, it would depend on how it’s done. If nationalization of industry puts production into the hands of a state bureaucracy or some sort of Leninist-style vanguard party, then you’d just have another system of exploitation, in my view. On the other hand, if nationalization of industry was based on actual popular control over industry—workers’ control over factories, community control, with the groups maybe federated together and so on—then that would be a different story. That would be a very different story, in fact. That would be extending the democratic system to economic power, and unless that happens, political power is always going to remain a very limited phenomenon.

The fact that it is not a single individual or group of individuals who control or coordinate the innumerable economic activities in a market economy, does not mean that they occur randomly or in a chaotic way. Each consumer, producer, retailer, rental land owner, or worker conducts individual transactions with other individuals on pre-agreed terms. Prices convey these terms not only to the individuals directly involved in the transaction, but throughout the entire economic system, and indeed throughout the world. When someone somewhere else has a better product or a lower price for the same product or service, this is passed on and influences everyone's decisions, without the need for a public official or planning commission to issue orders to consumers. or producers. In fact, this happens faster than any bureaucrat takes to collect the information necessary to make their decisions.

The most effective way to make time for traction is through “timeboxing.” Timeboxing uses a well-researched technique psychologists call “setting an implementation intention,” which is a fancy way of saying, “deciding what you’re going to do, and when you’re going to do it.” It’s a technique that can be used to make time for traction in each of your life domains. The goal is to eliminate all white space on your calendar so you’re left with a template for how you intend to spend your time each day. It doesn’t so much matter what you do with your time; rather, success is measured by whether you did what you planned to do. It’s fine to watch a video, scroll social media, daydream, or take a nap, as long as that’s what you planned to do. Alternatively, checking work email, a seemingly productive task, is a distraction if it’s done when you intended to spend time with your family or work on a presentation. Keeping a timeboxed schedule is the only way to know if you’re distracted. If you’re not spending your time doing what you’d planned, you’re off track.

Going further than Hobbes, who relied on the general convergence of interests between the Many and the One who rules, some of the Physiocrats invented institutional arrangements specifically designed to make the despot truly “legal.” On the one hand, they elaborated a system of judicial control that would see to it that the laws issued by the sovereign and his council are not contrary to the “natural order” that is to be reflected in the fundamental constitution of the state.43 But an even more important safeguard was the idea that the sovereign should be given a real stake in the prosperity of his commonwealth. This was the purpose of the institution of co-property that Le Mercier de la Rivière proposed in his Ordre naturel et essentiel des sociétés politiques (1767).44 According to his plan, the sovereign would be co-owner, in a set and unchangeable proportion, of all the productive resources and of the produit net: as a result, any conflict of interests between him and the country at large would be inconceivable, and the Hobbesian identity of interests would be transparent even to the most obtuse and wicked despot.

Of course, every state must act and every action of the state interferes with something or other. But that is not the point. The important question is whether the individual can foresee the action of the state and make use of this knowledge as a datum in forming his own plans, with the result that the state cannot control the use made of its machinery and that the individual knows precisely how far he will be protected against interference from others, or whether the state is in a position to frustrate individual efforts. The state controlling weights and measures (or preventing fraud and deception in any other way) is certainly acting, while the state permitting the use of violence, for example, by strike pickets, is inactive. Yet it is in the first case that the state observes liberal principles and in the second that it does not. Similarly with respect to most of the general and permanent rules which the state may establish with regard to production, such as building regulations or factory laws: these may be wise or unwise in the particular instance, but they do not conflict with liberal principles so long as they are intended to be permanent and are not used to favor or harm particular people.

A convivial society should be designed to allow all its members the most autonomous action by means of tools least controlled by others. People feel joy, as opposed to mere pleasure, to the extent that their activities are creative; while the growth of tools beyond a certain point increases regimentation, dependence, exploitation, and impotence. I use the term "tool" broadly enough to include not only simple hardware such as drills, pots, syringes, brooms, building elements, or motors, and not just large machines like cars or power stations; I also include among tools productive institutions such as factories that produce tangible commodities like corn flakes or electric current, and productive systems for intangible commodities such as those which produce "education," "health," "knowledge," or "decisions." I use this term because it allows me to subsume into one category all rationally designed devices, be they artifacts or rules, codes or operators, and to distinguish all these planned and engineered instrumentalities from other things such as basic food or implements, which in a given culture are not deemed to be subject to rationalization. School curricula or marriage laws are no less purposely shaped social devices than road networks. 5

The economic system founded on isolation is a circular production of isolation. The technology is based on isolation, and the technical process isolates in turn. From the automobile to television, all the goods selected by the spectacular system are also its weapons for a constant reinforcement of the conditions of isolation of 'lonely crowds.' . . . 'With the present means of long-distance mass communication, sprawling isolation has proved an even more effective method of keeping a population under control,' says Lewis Mumford in The City in History, describing 'henceforth a one-way world.' But the general movement of isolation, which is the reality of urbanism, must also include a controlled reintegration of workers depending on the needs of production and consumption that can be planned. Integration into the system requires that isolated individuals be recaptured and isolated together: factories and halls of culture, tourist resorts and housing developments are expressly organized to serve this pseudo-community that follows the isolated individual right into the family cell. The widespread use of receivers of the spectacular message enables the individual to fill his isolation with the dominant images―images which derive their power precisely from this isolation.

First experiences in life are very important. I never analyzed you, I always saw you. I never judged you, I always grasped you. When I left, I became lost. I was working, living, performing but you were missing, I don’t know why? I seriously don't understand why you are impacting so much on me? Can you clear in future if you have answer? We never talked too much but why this pain of departure is there? I have tried to forget you a lot, tried to delete the contact, tried to full concentrate on my life, sometime cried but there was not a single day when I didn't think about you. Am I really over thinker? I failed in your case, I failed. I have to accept the reality that to be good with you is the only solution which can make me happy & stable. Wherever I'll be in life, but this connectivity is necessary now. It is a part of life. I have so many questions for you. Have you ever missed me like I do? Everyday? I felt it, was that true? Do you really like to hear me? Or you are also in me? Or you are trying to suggest me some future planning? Are you shy? Less talker? You always tried to be open up with me? I always maintained safe distance? Was I too reserved? Was I egoistic? Yes, I was, but only in your case. Whatever you did for me that all was unsaid, pure, clear, fair. You were always nice to me? You never scold me, is this your part of nature? I heard so many cases of your temper? I never asked about you to people, they used to tell me about you by their own. Can I suggest you something? You are smart thinker but be careful from the people. Never be too kind to anyone, not all people have value of it. People never learn from the mistakes; they don’t want to create; they want to copy. I would say, don’t kind to me too, I have said so many things to you. I never seen so calm person. How? Do you have emotions? neutral? You never think on the things? Are you so productive? Are you innocent (in case of people)? Why can’t you understand that people makes show off in front of you only? Why are you giving so much importance to commerce people? Are they intelligent than engineers? Do you think so? Am I asking you so many questions? I really care for you & your selection of people. What are you actually see in the people? Obviously it’s your choice to answer it or not? At least I can ask my questions. Did I make a mistake according to you? For me, I was right, but I never asked you about you. As you said, I never gave you chance. For me, you are the chance giver & I am chance taker. I was scared by you. Did I hurt you? Hope I never made loss of you in any manner. I want to clear you one thing that apart from all my shit thinking, if you need any kind of assistance then please feel free to share. So what I have confess my love to you? It’s fine? Right? It’s natural, I had tried to control it a lot. Now I am more transparent, shameless & confident. I can face you in any condition. This change has changed my life.

Onboarding checklists Business orientation checklist As early as possible, get access to publicly available information about financials, products, strategy, and brands. Identify additional sources of information, such as websites and analyst reports. If appropriate for your level, ask the business to assemble a briefing book. If possible, schedule familiarization tours of key facilities before the formal start date. Stakeholder connection checklist Ask your boss to identify and introduce you to the key people you should connect with early on. If possible, meet with some stakeholders before the formal start. Take control of your calendar, and schedule early meetings with key stakeholders. Be careful to focus on lateral relationships (peers, others) and not only vertical ones (boss, direct reports). Expectations alignment checklist Understand and engage in business planning and performance management. No matter how well you think you understand what you need to do, schedule a conversation with your boss about expectations in your first week. Have explicit conversations about working styles with bosses and direct reports as early as possible. Cultural adaptation checklist During recruiting, ask questions about the organization’s culture. Schedule conversations with your new boss and HR to discuss work culture, and check back with them regularly. Identify people inside the organization who could serve as culture interpreters. After thirty days, conduct an informal 360-degree check-in with your boss and peers to gauge how adaptation is proceeding.

Of course, every state must act and every action of the state interferes with something or other. But that is not the point. The important question is whether the individual can foresee the action of the state and make use of this knowledge as a datum in forming his own plans, with the result that the state cannot control the use made of its machinery and that the individual knows precisely how far he will be protected against interference from others, or whether the state is in a position to frustrate individual efforts. The state controlling weights and measures (or preventing fraud and deception in any other way) is certainly acting, while the state permitting the use of violence, for example, by strike pickets, is inactive. Yet it is in the first case that the state observes liberal principles and in the second that it does not. Similarly with respect to most of the general and permanent rules which the state may establish with regard to production, such as building regulations or factory laws: these may be wise or unwise in the particular instance, but they do not conflict with liberal principles so long as they are intended to be permanent and are not used to favor or harm particular people. It is true that in these instances there will, apart from the long-run effects which cannot be predicted, also be short-run effects on particular people which may be clearly known. But with this kind of laws the short-run effects are in general not (or at least ought not to be) the guiding consideration. As these immediate and predictable effects become more important compared with the long-run effects, we approach the border line where the distinction, however clear in principle, becomes blurred in practice.

Government-funded studies are conducted at Rand and other think tanks on how to manipulate the population for maximum effectiveness and profit. The armies put these plans into action. The agencies that control our elections, and indeed the selection of candidates, by bullets and smear tactics also control domestic productivity and investments. Starvation and unemployment will inevitably lead to violent objections, so provisions must be made to handle the mob. That is what the SLA was about. Members of radical groups in the Bay Area were taunted and baited to join the revolution to determine how many were ready for the next stage and would accept violence. All of these groups turned the SLA down, suspecting that they were police provocateurs.

Manage Your Team’s Collective Time Time management is a group endeavor. The payoff goes far beyond morale and retention. ILLUSTRATION: JAMES JOYCE by Leslie Perlow | 1461 words Most professionals approach time management the wrong way. People who fall behind at work are seen to be personally failing—just as people who give up on diet or exercise plans are seen to be lacking self-control or discipline. In response, countless time management experts focus on individual habits, much as self-help coaches do. They offer advice about such things as keeping better to-do lists, not checking e-mail incessantly, and not procrastinating. Of course, we could all do a better job managing our time. But in the modern workplace, with its emphasis on connectivity and collaboration, the real problem is not how individuals manage their own time. It’s how we manage our collective time—how we work together to get the job done. Here is where the true opportunity for productivity gains lies. Nearly a decade ago I began working with a team at the Boston Consulting Group to implement what may sound like a modest innovation: persuading each member to designate and spend one weeknight out of the office and completely unplugged from work. The intervention was aimed at improving quality of life in an industry that’s notorious for long hours and a 24/7 culture. The early returns were positive; the initiative was expanded to four teams of consultants, and then to 10. The results, which I described in a 2009 HBR article, “Making Time Off Predictable—and Required,” and in a 2012 book, Sleeping with Your Smartphone , were profound. Consultants on teams with mandatory time off had higher job satisfaction and a better work/life balance, and they felt they were learning more on the job. It’s no surprise, then, that BCG has continued to expand the program: As of this spring, it has been implemented on thousands of teams in 77 offices in 40 countries. During the five years since I first reported on this work, I have introduced similar time-based interventions at a range of companies—and I have come to appreciate the true power of those interventions. They put the ownership of how a team works into the hands of team members, who are empowered and incentivized to optimize their collective time. As a result, teams collaborate better. They streamline their work. They meet deadlines. They are more productive and efficient. Teams that set a goal of structured time off—and, crucially, meet regularly to discuss how they’ll work together to ensure that every member takes it—have more open dialogue, engage in more experimentation and innovation, and ultimately function better. CREATING “ENHANCED PRODUCTIVITY” DAYS One of the insights driving this work is the realization that many teams stick to tried-and-true processes that, although familiar, are often inefficient. Even companies that create innovative products rarely innovate when it comes to process. This realization came to the fore when I studied three teams of software engineers working for the same company in different cultural contexts. The teams had the same assignments and produced the same amount of work, but they used very different methods. One, in Shenzen, had a hub-and-spokes org chart—a project manager maintained control and assigned the work. Another, in Bangalore, was self-managed and specialized, and it assigned work according to technical expertise. The third, in Budapest, had the strongest sense of being a team; its members were the most versatile and interchangeable. Although, as noted, the end products were the same, the teams’ varying approaches yielded different results. For example, the hub-and-spokes team worked fewer hours than the others, while the most versatile team had much greater flexibility and control over its schedule. The teams were completely unaware that their counterparts elsewhere in the world were managing their work differently. My research provide

Worried that you’re not a born leader? That you lack charisma, the right talents, or some other secret ingredient? No need: leadership isn’t about personality or talent. In fact, the best leaders exhibit wildly different personalities, attitudes, values, and strengths—they’re extroverted or reclusive, easygoing or controlling, generous or parsimonious, numbers or vision oriented. So what do effective leaders have in common? They get the right things done, in the right ways—by following eight simple rules: Ask what needs to be done. Ask what’s right for the enterprise. Develop action plans. Take responsibility for decisions. Take responsibility for communicating. Focus on opportunities, not problems. Run productive meetings. Think and say “We,” not “I.

The increases in productivity brought about by Ford’s innovation were startling and revolutionized not just the automobile industry but virtually every industry serving a mass market. Introduction of “Fordist” mass production techniques became something of a fad outside America: German industry went through a period of “rationalization” in the mid-1920s as manufacturers sought to import the most “advanced” American organizational techniques.12 It was the Soviet Union’s misfortune that Lenin and Stalin came of age in this period, because these Bolshevik leaders associated industrial modernity with large-scale mass production tout court. Their view that bigger necessarily meant better ultimately left the Soviet Union, at the end of the communist period, with a horrendously overconcentrated and inefficient industrial infrastructure—a Fordism on steroids in a period when the Fordist model had ceased to be relevant. The new form of mass production associated with Henry Ford also had its own ideologist: Frederick W. Taylor, whose book The Principles of Scientific Management came to be regarded as the bible for the new industrial age.13 Taylor, an industrial engineer, was one of the first proponents of time-and-motion studies that sought to maximize labor efficiency on the factory floor. He tried to codify the “laws” of mass production by recommending a very high degree of specialization that deliberately avoided the need for individual assembly line workers to demonstrate initiative, judgment, or even skill. Maintenance of the assembly line and its fine-tuning was given to a separate maintenance department, and the controlling intelligence behind the design of the line itself was the province of white-collar engineering and planning departments. Worker efficiency was based on a strict carrot-and-stick approach: productive workers were paid a higher piece rate than less productive ones. In typical American fashion, Taylor hid

We have trained ourselves to be fearful and anxious when presented with problems. If we choose, we can retrain ourselves to be calm and to allow God to express God’s self in us once again. As I discussed in chapter one, problems begin, unequivocally, in our minds. We may have to remind ourselves that our mind is where the problem exists, nowhere else. Thus the “illusion” which I mentioned earlier. Correct the error, and the illusion disappears. Our conditioning has led us to the error of thinking of ourselves in terms of finite beings. James Carse, in his book Finite and Infinite Games, describes a world of finite games in which winners and losers, rules, boundaries, and time are all extremely important. In the world of finite games, titles, acquisitions, and prestige are of paramount significance. Planning, strategy, and secrecy are all crucial. To become a master player in the world of finite games you have an audience who knows the rules and who will grant you a reputation. Being identified with losers in the finite game is frightening and dangerous. The finite game values bodies, things, and reputations. The ultimate loss is death. In his book, Carse explains that the final result of the finite game is self-annihilation because the machines that we invent to assist us in this finite game of winners and losers will destroy those who rely upon them. Technology, marketing, productivity are all terms to encourage players to buy more machines and one’s worth is dependent on how many machines players have and how well they operate them. There is also the infinite game, which you can begin to play if you so choose. In this game there are no boundaries; the forces are infinite that allow the flowers to grow and those forces cannot be tamed or controlled. The purpose of the infinite game is to get more people to play, to laugh, love, dance and sing. Life itself is infinitely non-understandable. These forces were here before we were and will continue beyond the boundaries of death and time. While the finite player must debate and learn the language/rules to operate all the machines, the infinite player speaks from the heart and knows that answers are beyond words and explanations. This is not to imply that players of the infinite game cannot also play finite games, it’s just that they don’t know how to take the finite games seriously. This is a choice.

About Tough as Silk, Escape from Beijing Uta Christensen did it again! With Tough as Fine Silk, Escape from Beijing, she wrote a most fascinating novel, so different from her other books. What impressed me first is her incredible knowledge of China. I learned so much about that part of the world—the historical, cultural and political aspects—through her wonderful and detailed expositions during that long train ride. I wondered whether she followed that route herself when she visited China. The intriguing love story that Ms. Christensen has so masterfully interwoven is a delightful contrast. It brings the reader back to reality, even though it does not feel quite real at times with all the premonitions hinting at a different outcome than desired. The betrayal was a shock, of course, but thinking about the planned future of the couple in California, it becomes clear that that kind of life would not have suited lovely Juan. She yearns for freedom, success, and independence—for a life that she can control herself. The intricate ideas Ms. Christensen brought together in this book and the easy-flowing style make the reading of the novel a true pleasure. I am happy she wrote this fine book, and I hope she will find a lot of excited readers. The finished product should make her very happy and proud.

What do citizens expect of government agencies entrusted with crime control, risk control, or other harm reduction duties? The public does not expect that governments will be able to prevent all crimes or contain all harms. But they do expect government agencies to provide the best protection possible, and at a reasonable price, by being:           Vigilant, so they can spot emerging threats early, pick up on precursors and warning signs, use their imaginations to work out what could happen, use their intelligence systems to discover what others are planning, and do all this before much harm is done.           Nimble, flexible enough to organize themselves quickly and appropriately around each emerging crime pattern rather than being locked into routines and processes designed for traditional issues.           Skillful, masters of the entire intervention tool kit, experienced (as craftsmen) in picking the best tools for each task, and adept at inventing new approaches when existing methods turn out to be irrelevant or insufficient to suppress an emerging threat.8 Real success in crime control—spotting emerging crime problems early and suppressing them before they do much harm—would not produce substantial year-to-year reductions in crime figures, because genuine and substantial reductions are available only when crime problems have first grown out of control. Neither would best practices produce enormous numbers of arrests, coercive interventions, or any other specific activity, because skill demands economy in the use of force and financial resources and rests on artful and well-tailored responses rather than extensive and costly campaigns. Ironically, therefore, the two classes of metrics that still seem to wield the most influence in many departments—crime reduction and enforcement productivity—would utterly fail to reflect the very best performance in crime control. Further, we must take seriously the fact that other important duties of the police will never be captured through crime statistics or in measures of enforcement output. As NYPD Assistant Commissioner Ronald J. Wilhelmy wrote in a November 2013 internal NYPD strategy document:

Like the tobacco industry, the food industry has a problem. So does the diet industry. Both of them would rather have their customers believe that we’re the ones with the problem—we’re too weak willed to control our appetites and refuse to take responsibility for our weight. So far, the companies have done a good job at selling that message. It’s a clever way to distract us from their problem, which is that they need to persuade individuals to buy their products, but they can’t afford to admit where the profits lie in the industry. How many people would sign up for a diet program or buy a weight-loss book if they knew that the business model depends on repeat customers who come back after they’ve regained the weight they lost the previous time? Who would feel good about buying their family a nice snack of Hyperprocessed Heart-Attack Crisps if the package were labeled accurately? Yet diet plans don’t make money by making people permanently thin, and food companies don’t make money by selling crunchy fresh apples. Both

The “[t]echnology [of mass production], with its companion commitment of time and capital, means that the needs of the consumer must be anticipated—by months or years,” explained John Kenneth Galbraith, one of the few economists of the time who understood the corporate planning system. The large corporation, therefore, “must exercise control over what is sold. It must exercise control over what is supplied. It must replace the market with planning…. Much of what the firm regards as planning consists in minimizing or getting rid of market influences.”29 The giant corporation of mid-century America necessarily possessed vast discretion and economic power.

The point of self-control isn’t simply to be more “productive.” People today don’t have to work as hard as Ben Franklin and the Victorians did. In the nineteenth century, the typical worker had barely an hour of free time per day and didn’t even think about retiring. Today we spend only about a fifth of our adult waking hours on the job. The remaining time is an astonishing gift—an unprecedented blessing in human history—but it takes an unprecedented type of self-control to enjoy it. Too many of us tend to procrastinate even when it comes to pleasure because we succumb to the planning fallacy when we estimate “resource slack,” as behavioral economists term it. We assume we’ll magically have more free time in the future than we do today. So we

Hair •​Stop using chemical-laden personal care products and switch to all-natural versions. Throw out anything containing phthalates, parabens, and benzophenones. And if you are a woman, consider alternatives to hormonal birth control. •​To avoid grays, ramp up your catalase production by taking antioxidants like ashwagandha, curcumin, saw palmetto, and vitamin E. •​For baldness, try a DHT-blocking shampoo instead of prescription meds that have unwanted side effects. •​Deal with your stress, already! Seriously. If the threat of the Four Killers wasn’t enough, maybe avoiding baldness will finally motivate you. This is not optional. •​If you are balding prematurely, get your thyroid levels tested by a knowledgeable anti-aging doctor, and make sure to check your levels of T3/RT3. •​To stimulate blood flow to the scalp, get a head massage or purchase an at-home massager.

help with cardiovascular issues, try the Zona Plus, a digitally controlled handheld device that uses the science behind isometric exercise to increase both vascular flexibility (thus decreasing blood pressure) and the production and flow of nitric oxide throughout the body, which is linked to treating various cardiovascular conditions, erectile dysfunction, and muscle fatigue.

The better news is that as we transform how we generate energy, how we move ourselves around, how we grow our food and how we live in cities, we have a historic opportunity to build a society that is fairer on every front, and where everyone is valued. Here's how we do it. We make sure that, wherever possible, our renewable energy comes from community-controlled providers and cooperatives, so that decisions about land use are made democratically and profits from energy production are used to pay for much-needed services.

Most people use their calendars as a repository of “orders” that come in. Someone throws an order to a manager for his time, and it automatically shows up on his calendar. This is mindless passivity. To gain better control of his time, the manager should use his calendar as a “production” planning tool, taking a firm initiative to schedule work that is not time-critical between those “limiting steps” in the day.

You will invariably face jobs that are associated with uncomfortable feelings, ranging from relatively minor annoyance (e.g., taking out the garbage in the rain) to more persistent and recurring feelings of stress and discomfort (e.g., dissertation, organizing income taxes) that activate your procrastination script. Even a minimal degree of stress or inconvenience (what we have come to describe as the feeling of “Ugh”) can be potent enough to make you delay action. Think about some of the mundane examples of procrastination, such as watching a boring television show because the remote control is out of reach (e.g., “It’s ALL THE WAY over there.”) or exercise (e.g., “I’m TOO TIRED to change into my workout clothes.”). The use of capital letters is meant to illustrate the tone of voice of your selftalk, which serves to exaggerate and convince you of the difficulty of what you want to do. You are capable to perform the action, but your thoughts and feelings (including feeling tired or “low energy”) makes you conclude that you are not at your best and therefore cannot and will not follow through (for seemingly justifiable reasons). You might think, “I have to be in the mood to do some things.” But, how often are any of us in the mood to do many of the tasks on which we end up procrastinating? The very fact that we have to plan them indicates that these tasks require some targeted planning and effort. When facing emotional discomfort, ADHD adults are particularly at risk for bolting to pleasant, easy, and yet often unsatisfying activities, such as eating junk food, watching television, social networking, surfing the Internet, etc. In fact, sometimes you may escape from stressful tasks by performing other, lower priority errands or chores. Thus, you rationalize violating your high-priority project plan in order to run out to fill your car with gas. This strategy can be seen as a form of “plea bargaining”—“I will do something productive in order to justify not doing the higher priority but less appealing task.” Moreover, these errands are often more discrete and time limited than the task you are putting off (i.e., “If I start mowing the lawn now, I will be done in 1 hour. I don’t know how long taxes will take me.”), which is often their appeal—even though they are low priority, you are more confident you will get them done. You need not be “in the mood” for a task in order to perform it. A useful reframe is the reminder that you have “enough” energy to get started and recall that once you get started on the first step, you usually feel better and more engaged. Breaking the task down into its discrete steps and setting an end time help you to reframe the plan (e.g., “I’m tired, but I have enough energy to do this task for 15 minutes.”). Rather than setting up the unrealistic expectation that you must be stress-free and 100% energized before you can do tasks, the notion of acceptance of discomfort is a useful mindset to adopt and practice.

After such a day, Gina sat down looking forward to writing her end-of-day list. She found it cleared her mind before sleep, giving her a plan to wake up to the next day. The smooth pen and the way it whispered as it flew over the paper was better than any meditation: the sound of order and productivity and control.

Types of Forex Strategy Traders Figuring out how to exchange isn't simple particularly with regards to the unfamiliar trade market. You will presumably need to learn it through a Forex exchanging framework. A few people believe that dealers are jack of all methodologies of exchanging yet that is not how things work. The way to fruitful exchanging is to turn into the expert of a couple of exchanging techniques. These couple of exchanging methodologies can take you far. Forex procedure dealer frameworks are broadly utilized by various individuals since they give you structure, a bunch of rules and an arrangement to follow as well. There are sure techniques that are at present utilized in the Forex market and they can even cause you to pick what Forex system broker would be best for you to make due in this market. Indicator Driving Trading Systems These exchanging bargains are planned by the individuals who look at that as a specific set up is working at the present time, yet utilizing this framework calls for wary managing. That is on the grounds that it simply works for the current second. This Forex exchanging framework can't give you uphold for quite a while. The framework utilizes pointers for producing an exchanging signal against the value activity. The pointers consistently slack and subsequently, they will in general give late just as false signals. They are not forward-thinking regardless. Something to be thankful for about this exchanging bargain is that it takes a gander at the graphs and numerous beginner merchants think that it’s valuable and enticing. They think of it as' not difficult to utilize and comprehend. Harmonic trading system The Harmonic trading system framework perceives value designs with the Fibonacci augmentations just as following data and afterward it figures the defining moments in the business sectors. It is an intricate type of exchanging which will call for significant practice. On the off chance that you ace it by training, at that point you will discover it among outstanding amongst other exchanging frameworks as it can offer more significant yields against the danger. You can utilize it for exchanging any sort of market. Technical Trading Systems These are perhaps the most ordinarily utilized exchanging bargains that are basic among Forex merchants. They incorporate climbing triangles, banner examples, shoulder examples, heads and various different examples to allow you to exchange the business sectors. These exchanging frameworks are truly useful and you utilize monetary information from earlier years to anticipate the market patterns and take an action. The Forex technique broker or the Forex exchanging frameworks empower you to ensure that you don't lose while you exchange from the solace of your own home. In any case, be certain that Forex exchanging frameworks are not lucrative aides. You actually need to utilize your own insight in exchanging and assemble loads of exchanging data request to put your cash in the perfect spot. Exchanging isn't some tea. On the off chance that you think by utilizing the exchanging gives you can guarantee making enormous amounts of cash, at that point you are incorrect. You should utilize your experience and viable information to guarantee that the Forex procedure broker you use demonstrates to control you in productive exchanging.

The Korean government also had absolute control over scarce foreign exchange (violation of foreign exchange controls could be punished with the death penalty). When combined with a carefully designed list of priorities in the use of foreign exchange, it ensured the hard-earned foreign currencies were used for importing vital machinery and industrial inputs. The Korean government heavily controlled foreign investment as well, welcoming it with open arms in certain sectors while shutting it out completely in others, according to the evolving national development plan. It also had a lax attitude towards foreign patents, encouraging 'reverse engineering' and overlooking 'pirating' of patented products.

THE SEVEN STEPS OF SELF-TRANSFORMATION Illumination is the act of shining the light of consciousness on the egoic forces that obstruct our minds, things such as defense mechanisms, illusions, and other intellectual structures that obscure our capacity to see ourselves and all around us as Sacred. We can think of this as removing lampshades that cover up our inner One Mind's Light. Submersion brings us into deeper self-awareness by wading into the waters of our unconscious, our inner One Thing, thus opening the door to a productive dialog between the conscious and the unconscious selves, which can be considered respectively as our inner One Mind and One Thing. Remember, it is the interaction between these two that gives power to all creation, so it is important to get these forces into a productive dialog within us if we want our soul to create life. Polarization is a process through which we increase our awareness of inner duality— our One Mind and One Thing — and explore the paradox of their underlying unity and separation ability. Just as we saw in the story of creation, these two internal forces can use their separation to create a polarity, such as charging a battery, and this battery enhances our creativity. Merging is the actual fusion of these opposing powers that can also be known as our active and reactive inner natures, the conscious and the unconscious, the mind, and the soul. Here we start to blend the best of both, giving birth to what Egyptian alchemists call the Intelligence of the Heart, thus overloading our internal battery and our creative abilities. Inspiration takes Merging's creative potential and animates it with the Divine breath of life, introducing new dimensions beyond our ability to plan or monitor. The element of surprise threatens the illusion of the ego-self that it is in control, so a part of Inspiration causes the self-deception to die and fall away so that we can be reborn into the Light of Truth. In other terms, our True Self can be remembered. Refining takes from the previous step the divinely inspired solution and further purifies it, removing any last traces of the ego that would otherwise cloud our ability to see our True Self. We lift our human consciousness to the highest possible level to reconnect with the One Self, and Reiki is a wonderful tool to do so as you will know in the near future. Integration completes the process by uniting our One Mind, and One Thing's distilled essence, allowing us to experience their inherent Oneness at a deep level. This can also be considered as the union of spirit, soul, and body with matter. Saying it pragmatically, we take this state of awakened awareness and incorporate it into the very structure of our daily lives; it's not something we feel only when we're on a couch of contemplation or in a class of yoga. And then we return to the beginning, like the ouroboros, the snake eating its own tail, but this time bearing to bear our newly created insight. These are the seven stages of self-transformation, in a nutshell, and now is the time to weave Reiki into the picture.

Colonial regimes, particularly late colonial regimes, have often been sites of extensive experiments in social engineering.34 An ideology of “welfare colonialism” combined with the authoritarian power inherent in colonial rule have encouraged ambitious schemes to remake native societies. If one were required to pinpoint the “birth” of twentieth-century high modernism, specifying a particular time, place, and individual—in what is admittedly a rather arbitrary exercise, given high modernism’s many intellectual wellsprings—a strong case can be made for German mobilization during World War I and the figure most closely associated with it, Walther Rathenau. German economic mobilization was the technocratic wonder of the war. That Germany kept its armies in the field and adequately supplied long after most observers had predicted its collapse was largely due to Rathenau’s planning.35 An industrial engineer and head of the great electrical firm A.E.G (Allgemeine Elektricitäts-Gesellschaft), which had been founded by his father, Rathenau was placed in charge of the Office of War Raw Materials (Kriegsrohstoffabteilung).36 He realized that the planned rationing of raw materials and transport was the key to sustaining the war effort. Inventing a planned economy step by step, as it were, Germany achieved feats—in industrial production, munitions and armament supply, transportation and traffic control, price controls, and civilian rationing—that had never before been attempted.

When we cut our price, we sold really well (because when you follow the method in this book, it works), but we ran out of stock. It was a predictable outcome. Being out of stock is the worst thing that can possibly happen to your new business because you’re essentially out of business when you can’t take orders. We had to wait out the four-week lag for another shipment to cross an ocean and get to the Amazon warehouse. When we finally got new stock back in, we were essentially starting over. Yes, we had customer reviews, but our momentum was dead. We had to run another discount to get moving again. We did recover, but that one mistake set us back months. I can’t say whether an extra month of planning would have kept us from making that awful choice; probably not, honestly. You can’t control for everything. Your goal is just to take your product from an idea to a physical item in a customer’s hand. It’s simpler than most people think it is. Find the right supplier, get samples, refine with research, put in a small order, and get the product online. That’s all you need to worry about right now. Don’t overthink it. Just fix the mistakes as they come.

They proclaim that every man born is entitled to exist without labor and, the laws of reality to the contrary notwithstanding, is entitled to receive his ‘minimum sustenance’—his food, his clothes, his shelter—with no effort on his part, as his due and his birthright. To receive it—from whom? Blank-out. Every man, they announce, owns an equal share of the technological benefits created in the world. Created—by whom? Blank-out. Frantic cowards who posture as defenders of industrialists now define the purpose of economics as ‘an adjustment between the unlimited desires of men and the goods supplied in limited quantity.’ Supplied—by whom? Blank-out. Intellectual hoodlums who pose as professors, shrug away the thinkers of the past by declaring that their social theories were based on the impractical assumption that man was a rational being—but since men are not rational, they declare, there ought to be established a system that will make it possible for them to exist while being irrational, which means: while defying reality. Who will make it possible? Blank-out. Any stray mediocrity rushes into print with plans to control the production of mankind—and whoever agrees or disagrees with his statistics, no one questions his right to enforce his plans by means of a gun. Enforce—on whom? Blank-out.

TABLE 1-1 Onboarding checklists Business orientation checklist As early as possible, get access to publicly available information about financials, products, strategy, and brands. Identify additional sources of information, such as websites and analyst reports. If appropriate for your level, ask the business to assemble a briefing book. If possible, schedule familiarization tours of key facilities before the formal start date. Stakeholder connection checklist Ask your boss to identify and introduce you to the key people you should connect with early on. If possible, meet with some stakeholders before the formal start. Take control of your calendar, and schedule early meetings with key stakeholders. Be careful to focus on lateral relationships (peers, others) and not only vertical ones (boss, direct reports). Expectations alignment checklist Understand and engage in business planning and performance management. No matter how well you think you understand what you need to do, schedule a conversation with your boss about expectations in your first week. Have explicit conversations about working styles with bosses and direct reports as early as possible. Cultural adaptation checklist During recruiting, ask questions about the organization’s culture. Schedule conversations with your new boss and HR to discuss work culture, and check back with them regularly. Identify people inside the organization who could serve as culture interpreters. After thirty days, conduct an informal 360-degree check-in with your boss and peers to gauge how adaptation is proceeding.

That’s why I maintain a healthy skepticism when people want to get control of their work and life by “setting priorities.” This is often just an attempt to sidestep responsibility for what they’ve been engaged with irresponsibly. My choice is always to go for cleaning up the garage of their work, their life, and their head. Then the priorities, the vision, and the plan emerge—grounded, with solid roots.

Although a few enzymes (e.g. carbonic anhydrase) catalyse a single isolated reaction, most are part of a team that catalyses a series of reactions in which each enzyme picks up its predecessor’s product, taking it a step further to create a metabolic pathway. This pathway may be to build up, say, an amino acid from simpler starting molecules, or conversely to break down food molecules to yield new chemical building blocks and sometimes also to trap useable energy. Life is the combined outcome of this seemingly logical enzyme teamwork. Like most things in the living world, this gives the appearance of purposeful planning down to the last detail. Such meticulous perfection would in past eras have been confidently attributed to the attentive skill of an all-powerful Creator. Since Charles Darwin, however, we have an alternative way of explaining how things in the living world come to be the way they are. Darwin led us to understand that natural selection could bring about stepwise beneficial adaptation over thousands or even millions of years, and, in the 150 years since the Origin of Species, we have learnt far more about the genetic mechanisms that can bring about such change. Does this kind of thinking work at the molecular level when we come to look at metabolic pathways and individual enzymes? In fact the study of enzymes and other proteins allows us to be a great deal more certain than Victorian biologists could be. Many of the distinctive biological characteristics studied in comparing animals and plants, like eye colour or wing shape, have turned out to be controlled by multiple genes, whereas, in looking at individual proteins, we are looking at the products of individual genes, and latterly we can even examine those genes directly. The possibility of determining protein amino acid sequences, and, more recently, the corresponding DNA sequences, allows comparison of the same enzyme from many species and also of enzymes catalysing different but similar reactions from a single species.

By 1922, Sweden was the leading exporter of matches, and Swedish Match Corporation made two-thirds of all matches used in the world.11 Matches were Sweden’s pride, and its most important export. In the heady US markets, safety matches were the ideal new investment, and Ivar Kreuger was the perfect messenger. Matches, like cars and radio, were tangible products. They used new technology, and could be exported throughout the world. Antitrust regulators had declared monopolies illegal at home, but, by investing in Swedish Match, Americans could earn profits from a monopoly abroad. Ivar’s sales pitch was compelling. An investor who heard him talk about Swedish Match for more than a few minutes invariably would pull out a checkbook. Nearly every passenger on Berengaria used Swedish matches, and many would have heard of Swedish Match Corporation. By the time Ivar’s henchmen briefed the passengers, they also would have known that Ivar controlled Swedish Match, and that his grand postwar plans were to establish a global match monopoly. By all appearances, he was well on the way.

Planning your day is important for the following reasons: It gives you an opportunity to clarify which tasks are important and which ones aren’t. It reduces the odds of your mind distracting you during the day. Because you know exactly what you have to do, you can move from one task to the next smoothly and without distractions. You will feel less stressed and more in control. Instead of reacting to your environment and letting it distract

A human being in a highly technicized productive unit is simply not allowed to be spontaneous. It just interferes with the plan laid down in advance by the engineers and technicians who decide how he should work, and in this way he, the human being, is profoundly diminished, because he is not permitted to be spontaneous.

In the spring of 1935, an editor at the New York publishing house Macmillan, while on a scouting trip through the South, was introduced to Mitchell and signed her to a deal for her untitled book. Upon its release in the summer of 1936, the New York Times Book Review declared it “one of the most remarkable first novels produced by an American writer.” Priced at $3, Gone with the Wind was a blockbuster. By the end of the summer, Macmillan had sold over 500,000 copies. A few days prior to the gushing review in the Times, an almost desperate telegram originated from New York reading, “I beg, urge, coax, and plead with you to read this at once. I know that after you read the book you will drop everything and buy it.” The sender, Kay Brown, in this missive to her boss, the movie producer David Selznick, asked to purchase the book’s movie rights before its release. But Selznick waited. On July 15, seeing its reception, Selznick bought the film rights to Gone with the Wind for $50,000. Within a year, sales of the book had exceeded one million copies. Almost immediately Selznick looked to assemble the pieces needed to turn the book into a movie. At the time, he was one of a handful of major independent producers (including Frank Capra, Alfred Hitchcock, and Walt Disney) who had access to the resources to make films. Few others could break into a system controlled by the major studios. After producing films as an employee of major studios, including Paramount and MGM, the thirty-seven-year-old Selznick had branched out to helm his own productions. He had been a highly paid salaried employee throughout the thirties. His career included producer credits on dozens of films, but nothing as big as what he had now taken on. As the producer, Selznick needed to figure out how to take a lengthy book and translate it onto the screen. To do this, Selznick International Pictures needed to hire writers and a director, cast the characters, get the sets and the costumes designed, set a budget, put together the financing by giving investors profit-participation interests, arrange the distribution plan for theaters, and oversee the marketing to bring audiences to see the film. Selznick’s bigger problem was the projected cost.

Let me see if I can sum up very briefly the picture of the impact of the behavioral sciences upon the individual and upon society, as this impact is seen by Dr. Skinner, and implied in the attitudes and work of many, perhaps most, behavioral scientists. Behavioral science is clearly moving forward; the increasing power for control which it gives will be held by some one or some group; such an individual or group will surely choose the purposes or goals to be achieved; and most of us will then be increasingly controlled by means so subtle we will not even be aware of them as controls. Thus whether a council of wise psychologists (if this is not a contradiction in terms) or a Stalin or a Big Brother has the power, and whether the goal is happiness, or productivity, or resolution of the Oedipus complex, or submission, or love of Big Brother, we will inevitably find ourselves moving toward the chosen goal, and probably thinking that we ourselves desire it. Thus if this line of reasoning is correct, it appears that some form of completely controlled society - a Walden Two or a 1984 - is coming. The fact that it would surely arrive piecemeal rather than all at once, does not greatly change the fundamental issues. Man and his behavior would become a planned product of society.

In comparison to those other forms of 'screwing the nine to five' - worker organizing, legislation, and mutual aid - the allure of the productivity gospel is supposed to be that you don't need anyone but yourself to achieve freedom. The problem is that, according to this plan, more freedom requires ever more (self-)mastery, ever-bettering playing of your cards. Increasingly unable to control any of her surrounding circumstances, the consumer of this kind of self-help risks turning on herself with displaced intensity, surveilling herself with spreadsheets and averages, docking points , and meting out punishment in a secularized space of 'confession and rebuke'. This approach perfectly fits the neoliberal worldview of total competition. Not only will you not find help among others, but everyone else becomes your opponent while you jealously guard and 'supercharge' the time you possess. Whether you wring enough value out of it is on you.

Before turning to Marx’s writings, we must note the radical divide that separates his position from orthodox Marxism. Marx never conceived of socialism or communism as state control of the economy. Nor did he ever endorse the notion of a single-party state that rules on behalf of the masses. His conception of the new society is thoroughly democratic, based on freely associated relations of production and in society as a whole. He was primarily concerned with freeing individuals from alienated and dehumanised social relations—not simply with increasing the productive forces so that developing societies can catch up with developed ones… [Marx] then turns to the future, writing: “Let us finally imagine, for a change, an association of free people, working with the means of production held in common” (Marx 1977: 171). This does not refer to a formal transfer of private property to collective or state entities. Transferring property deeds is a juridical relation, which does not end class domination. Marx refers to “free people” owning the means of production, which means they exert effective and not just nominal control over the labour process. And that is not possible unless the producers democratically control the labour process through their own self-activity. He then goes on to state that in this post-capitalist society, products are “directly objects of utility” and do not assume a value form. Exchange value and universalised commodity production come to an end. Producers decide how to make, distribute, and consume the total social product. One part is used to renew the means of production; the other “is consumed by members of the association as means of subsistence” (Marx 1977: 171–72). He invokes neither the market nor the state as the medium by which this is achieved. He instead envisions a planned distribution of labour time by individuals who are no longer subjected to socially necessary labour time. Abstract labour is abolished, since actual labour time—not socially necessary labour time—serves as a measure of social relations.

GALATIANS—NOTE ON 5:22–23 The Spirit fights against sin not merely in defense but also in attack by producing in Christians the positive attributes of godly character, all of which are evident in Jesus in the Gospels. Love appears first because it is the greatest quality (1 Cor. 13:1–13; 2 Pet. 1:5–7) in that it most clearly reflects the character of God. Joy comes in at a close second, for in rejoicing in God’s salvation Christians show that their affections are rightly placed in God’s will and his purpose (see John 15:11; 16:24; Rom. 15:13; 1 Pet. 1:8; Jude 24; etc.). Peace is the product of God having reconciled sinners to himself, so that they are no longer his enemies, which should result in confidence and freedom in approaching God (Rom. 5:1–2; Heb. 4:16). Patience shows that Christians are following God’s plan and timetable rather than their own and that they have abandoned their own ideas about how the world should work. Kindness means showing goodness, generosity, and sympathy toward others, which likewise is an attribute of God (Rom. 2:4). Goodness means working for the benefit of others, not oneself; Paul mentions it again in Gal. 6:10. Faithfulness is another divine characteristic; it means consistently doing what one says one will do. Gentleness is a quality Jesus attributes to himself in Matt. 11:29; it enables people to find rest in him and to encourage and strengthen others. Self-control is the discipline given by the Holy Spirit that allows Christians to resist the power of the flesh (cf. Gal. 5:17). Against such things there is no law, and therefore those who manifest them are fulfilling the law—more than those who insist on Jewish ceremonies, and likewise more than those who follow the works of the flesh surveyed

The problem of production, they tell you, has been solved and deserves no study or concern; the only problem left for your ‘reflexes’ to solve is now the problem of distribution. Who solved the problem of production? Humanity, they answer. What was the solution? The goods are here. How did they get here? Somehow. What caused it? Nothing has causes. “They proclaim that every man born is entitled to exist without labor and, the laws of reality to the contrary notwithstanding, is entitled to receive his ‘minimum sustenance’—his food, his clothes, his shelter—with no effort on his part, as his due and his birthright. To receive it—from whom? Blank-out. Every man, they announce, owns an equal share of the technological benefits created in the world. Created—by whom? Blank-out. Frantic cowards who posture as defenders of industrialists now define the purpose of economics as ‘an adjustment between the unlimited desires of men and the goods supplied in limited quantity.’ Supplied—by whom? Blank-out. Intellectual hoodlums who pose as professors, shrug away the thinkers of the past by declaring that their social theories were based on the impractical assumption that man was a rational being—but since men are not rational, they declare, there ought to be established a system that will make it possible for them to exist while being irrational, which means: while defying reality. Who will make it possible? Blank-out. Any stray mediocrity rushes into print with plans to control the production of mankind—and whoever agrees or disagrees with his statistics, no one questions his right to enforce his plans by means of a gun. Enforce—on whom? Blank-out. Random females with causeless incomes flitter on trips around the globe and return to deliver the message that the backward peoples of the world demand a higher standard of living. Demand—of whom? Blank-out.

What to Do Tonight Make sleep a family value, and set a family goal of sleeping more. Ned always tells his teenage students, “Pay yourself first,” a lesson adopted from financial planning that involves putting money into your savings account before you pay your bills. He tells kids “you’ll need to sleep something in the neighborhood of sixty-three hours a week (nine hours a day), so plan that and then plan what you’ll do the rest of the time.” It’s good advice for you as well as your kids. Talk to your kids about your own sleep-related challenges, and let them know if you’ve found things that have worked for you. Tell them you’re open to their suggestions. Assess whether your child has an effective wind-down routine before bed. If not, read about what experts call good sleep hygiene, or sleep habits. Try getting ready for bed before you’re really tired, as it’s harder to inhibit the desire to do one more thing or watch one more episode when you’re tired. Encourage your teens to try the same thing. Dim lights and pull shades at least thirty minutes before a child’s bedtime, which will trigger melatonin production. Try using blackout curtains and/or relaxation tapes. Also try warm milk, which actually does have a sleep-inducing effect. If necessary, talk to your pediatrician about the use of melatonin, which can be very effective for highly anxious kids and for kids with ADHD. Encourage exercise during the day, particularly if falling asleep in the first place is hard. If your child is a light sleeper or struggles to fall asleep, consider a white-noise generator.

Here are the ominous parallels. Our universities are strongholds of German philosophy disseminating every key idea of the post-Kantian axis, down by now to old-world racism and romanticist technology-hatred. Our culture is modernism worn-out but recycled, with heavy infusions of such Weimarian blends as astrology and Marx, or Freud and Dada, or “humanitarianism” and horror-worship, along with five decades of corruption built on this kind of base. Our youth activists, those reared on the latest viewpoints at the best universities, are the pre-Hitler youth movement resurrected (this time mostly on the political left and addicted to drugs). Our political parties are the Weimar coalition over again, offering the same pressure-group pragmatism, and the same kind of contradiction between their Enlightenment antecedents and their statist commitments. The liberals, more anti-ideological than the moderate German left, have given up even talking about long-range plans and demand more controls as a matter of routine, on a purely ad hoc basis. The conservatives, much less confident than the nationalist German right, are conniving at this routine and apologizing for the remnants of their own tradition, capitalism (because of its clash with the altruist ethics)—while demanding government intervention in or control over the realms of morality, religion, sex, literature, education, science. Each of these groups, observing the authoritarian element in the other, accuses it of Fascist tendencies; the charge is true on both sides. Each group, like its Weimar counterpart, is contributing to the same result: the atmosphere of chronic crisis, and the kinds of controls, inherent in an advanced mixed economy. The result of this result, as in Germany, is the growth of national bewilderment or despair, and of the governmental apparatus necessary for dictatorship. In America, the idea of public ownership of the means of production is a dead issue. Our intellectual and political leaders are content to retain the forms of private property, with public control over its use and disposal. This means: in regard to economic issues, the country’s leadership is working to achieve not the communist version of dictatorship, but the Nazi version. Throughout its history, in every important cultural and political area, the United States, thanks to its distinctive base, always lagged behind the destructive trends of Germany and of the rest of the modern world. We are catching up now. We are still the freest country on earth. There is no totalitarian (or even openly socialist) party of any size here, no avowed candidate for the office of Führer, no economic or political catastrophe sufficient to make such a party or man possible—so far—and few zealots of collectivism left to urge an ever faster pursuit of national suicide. We are drifting to the future, not moving purposefully. But we are drifting as Germany moved, in the same direction, for the same kind of reason.

You've got to make it happen until make it happen becomes your middle name.

It is time to admit that public education operates like a planned economy. It’s a bureaucratic system where everyone’s role is spelled out in advance, and there are few incentives for innovation or productivity. It’s not a surprise when a school system doesn’t improve. It more resembles a communist economy than our own market economy.

There is an alternative approach to being wrong as fast as you can. It is the notion that if you carefully think everything through, if you are meticulous and plan well and consider all possible outcomes, you are more likely to create a lasting product. But I should caution that if you seek to plot out all your moves before you make them—if you put your faith in slow, deliberative planning in the hopes it will spare you failure down the line—well, you’re deluding yourself. For one thing, it’s easier to plan derivative work—things that copy or repeat something already out there. So if your primary goal is to have a fully worked out, set-in-stone plan, you are only upping your chances of being unoriginal. Moreover, you cannot plan your way out of problems. While planning is very important, and we do a lot of it, there is only so much you can control in a creative environment. In general, I have found that people who pour their energy into thinking about an approach and insisting that it is too early to act are wrong just as often as people who dive in and work quickly.

Evidence for climate change has been available for some time, so why has this 'urgent global response' (in Stern's words) not occurred? The IPCC (2015) have argued that we could limit the effects of climate change by changing our individual and collective behaviour. We could fly less, eat less meat, use public transport, cycle or walk, recycle, choose more low carbon products, have shorter showers, waste less food or reduce home energy use. There has been some significant change but nothing like the 'global response' required to ameliorate the further deleterious effects of climate change. We are reminded here of a somewhat depressing statistic reported by a leading multinational, Unilever, in their 'sustainable Living Plan.' In 2013, they outlined how they were going to halve the greenhouse gas impact of their products across the life cycle by 2020. To achieve this goal, they reduced greenhouse gas emissions from their manufacturing chain. They opted for more environmentally friendly sourcing of raw materials, doubled their use of renewable energy and produced concentrated liquids and powders. They reduced greenhouse gas emissions from transport and greenhouse gas emissions from refrigeration. They also restricted employee travel. The result of all these initiatives was that their 'greenhouse gas footprint impact per consumer... increased by around 5% since 2010.' They concluded, 'We have made good progress in those areas under our control but ... the big challenges are those areas not under direct control like... consumer behaviour ' (2013:16; emphasis added). It seems that consumers are not 'getting the message.' They are not opting for the low carbon alternatives in the way envisaged; they are not changing the length of their showers (to reduce energy and water consumption); they are not breaking their high-carbon habits. The question is why?

In 2016, ten additional countries were added to the OPEC cartel to form OPEC+. These countries are Azerbaijan, Bahrain, Brunei, Kazakhstan, Malaysia, Mexico, Oman, Russia, South Sudan, and Sudan. Make no mistake. The OPEC+ Cartel was formed to exert even more monopolistic control over global fossil fuels production supply and pricing. OPEC+ now directly controls well over 80% of the world’s proven oil reserves. Therefore, every consumer in the world is subjugated to whatever prices and production OPEC+ dictate.

And just because you’re in charge does not mean you’re in control. You plan out your day, think you’re finally going to have some time to talk to people, look at the product, meet with engineering. Then your day disappears. There’s always some new crisis, some new people problem, someone quitting, someone complaining, someone falling apart.

Over the next couple of years, we built and tested a series of prototypes, started dialogues with leading manufacturers, and added business development and technical staff to our team, including mechanical and aerospace engineers. Our plan was that PAX scientific would be an intellectual-property-creating R & D company. When we identified appropriate market sectors, we would license our patents to outside entrepreneurs or to our own, purpose-built, subsidiaries. Given my previous experience on the receiving end of hostile takeovers, we were determined to maintain control of PAX Scientific and its subsidiaries in their development stages. Creating subsidiaries that were market specific would help, since new investors could buy stock in a more narrowly focused business, without direct dilution of the parent company. We were introduced to fellow Bay Area resident Paul Hawken. A successful entrepreneur, author, and articulate advocate for sustainability and natural capitalism, Paul understood our vision of a parent company that concentrated on research and intellectual property, while separate teams focused on product commercialization. With his own angel investment backing, Paul established a series of companies to market computer, industrial, and automotive fans. PAX assigned worldwide licenses to these companies in exchange for up-front fees and a share of revenue; Paul hired managers and set off to sell fan designs to manufacturers.

But in 1947, an American working in Japan turned that thinking on its head. His name was W. Edwards Deming, and he was a statistician who was known for his expertise in quality control. At the request of the U.S. Army, he had traveled to Asia to assist with planning the 1951 Japanese census. Once he arrived, he became deeply involved with the country’s reconstruction effort and ended up teaching hundreds of Japanese engineers, managers, and scholars his theories about improving productivity. Among those who came to hear his ideas was Akio Morita, the co-founder of Sony Corp.—one of many Japanese companies that would apply his ideas and reap their rewards. Around this time, Toyota also instituted radical new ways of thinking about production that jibed with Deming’s philosophies.

MIRACULOUS!” . . . “Revolutionary!” . . . “Greatest ever!” We are inundated by a flood of extravagant claims as we channel surf the television or flip magazine pages. The messages leap out at us. The products assure that they are new, improved, fantastic, and capable of changing our lives. For only a few dollars, we can have “cleaner clothes,” “whiter teeth,” “glamorous hair,” and “tastier food.” Automobiles, perfume, diet drinks, and mouthwash are guaranteed to bring happiness, friends, and the good life. And just before an election, no one can match the politicians’ promises. But talk is cheap, and too often we soon realize that the boasts were hollow, quite far from the truth. “Jesus is the answer!” . . . “Believe in God!” . . . “Follow me to church!” Christians also make great claims but are often guilty of belying them with their actions. Professing to trust God and to be his people, they cling tightly to the world and its values. Possessing all the right answers, they contradict the gospel with their lives. With energetic style and crisp, well-chosen words, James confronts this conflict head-on. It is not enough to talk the Christian faith, he says; we must live it. “What good is it, my brothers and sisters, if someone claims to have faith but has no deeds? Can such faith save them?” (2:14). The proof of the reality of our faith is a changed life. Genuine faith will inevitably produce good deeds. This is the central theme of James’ letter, around which he supplies practical advice on living the Christian life. James begins his letter by outlining some general characteristics of the Christian life (1:1–27). Next, he exhorts Christians to act justly in society (2:1–13). He follows this practical advice with a theological discourse on the relationship between faith and action (2:14–26). Then James shows the importance of controlling one’s speech (3:1–12). In 3:13–18, James distinguishes two kinds of wisdom—earthly and heavenly. Then he encourages his readers to turn from evil desires and obey God (4:1–12). James reproves those who trust in their own plans and possessions (4:13—5:6). Finally, he exhorts his readers to be patient with each other (5:7–11), to be straightforward in their promises (5:12), to pray for each other (5:13–18), and to help each other remain faithful to God (5:19, 20). This letter could be considered a how-to book on Christian living. Confrontation, challenges, and a call to commitment await you in its pages. Read James and become a doer of the Word (1:22–25).

Anxiety does not exist to control you. You exist to control it. It is, as I said, a simple fact of life that can be managed. In fact, used properly, it can actually give you an extra boost by heightening your energy and awareness. If you have social anxiety about such things as giving a presentation, speaking up at a meeting, attending a social gathering, initiating plans, developing intimacy in friendships and dating, then learning to manage your anxiety will help. This book will teach you how to channel your anxiety—not how to eliminate it. The twelve chapters delineate a five-step program that essentially works like this: Step I: Identify your anxiety symptoms and recognize the ways in which they interfere with your life. Your social fears prevent you from doing things you would like to do (pursue friendships, date, achieve career success). Pinpointing your stress responses and noting what causes them give you the information you need to move on to Step 2. Step 2: Set short- and long-term social goals. Having identified the situations you have trouble confronting, you can identify immediate goals to work toward, and start to form a vision of your ideal social self. Goal-setting is a valuable way of letting your imagination offer a reward for your hard work. Next, you will begin to learn skills that can make your dream a reality. Step 3: Learn stress management and self-awareness. The techniques outlined in this book will allow you to control your anxiety response and tune in to your own desires and strong points, giving you more to share as you become more comfortable interacting. With your anxiety in check and your self-awareness guiding you toward fulfillment, anxiety becomes positive energy and will be the base of your self-empowerment. Now you are ready to polish your social skills. Step 4: Learn or refine social skills. Your fear has diminished, making it possible to refine social skills and enhance your interactive productivity, which will make the difference between social success and failure. Good conversation, active listening, an awareness of what behavior is appropriate—all of these skills will add to your overall social ability and self-empowerment. Step 5: Expand and refine your social network. At this point, you are ready to roll. You understand your anxiety, your stress is manageable, and you have learned the finer points of interacting in a positive, productive manner. The final step is to use your community’s resources to create, expand, or refine your social network to best meet your interactive goals. No matter who you are, you can improve your social network to better suit your needs. From here, anything is possible!

Have the “willingness to pay” talk with customers early in the product development process. If you don't do it early, you won't be able to prioritize the product features you develop, and you won't know whether you're building something customers will pay for until it's in the marketplace. Don't force a one-size-fits-all solution. Whether you like it or not, your customers are different, so customer segmentation is crucial. But segmentation based on demographics—the primary way companies group their customers—is misleading. You should build segments based on differences in your customers' willingness to pay for your new product. Product configuration and bundling is more science than art. You need to build them carefully and match them with your most meaningful segments. Choose the right pricing and revenue models, because how you charge is often more important than how much you charge. Develop your pricing strategy. Create a plan that looks a few steps ahead, allowing you to maximize gains in the short and long term. Draft your business case using customer willingness-to-pay data, and establish links between price, value, volume, and cost. Without this, your business case will tell you only what you want to hear, which may be far afield from market realities. Communicate the value of your offering clearly and compellingly; otherwise you will not get customers to pay full measure. Understand your customers' irrational sides, because whether you sell to other businesses or to consumers, your customers are people. You should take into account their full psyches, including their emotions, in making purchase decisions. Maintain your pricing integrity. Control discounting tightly. If demand for your new product is below expectations, only use price cuts as a last resort, after all other measures have been exhausted. We

Man: Don't these precedents suggest that there is something inherently pre-industrial about the applicability of libertarian ideas—that they necessarily presuppose a rather rural society in which technology and production are fairly simple, and in which the economic organization tends to be small-scale and localized? Well, let me separate that into two questions: one, how anarchists have felt about it, and two, what I think is the case. As far as anarchist reactions are concerned, there are two. There has been one anarchist tradition—and one might think, say, of Kropotkin as a representative—which had much of the character you describe. On the other hand there's another anarchist tradition that develops into anarcho-syndicalism which simply regarded anarchist ideas as the proper mode of organization for a highly complex advanced industrial society. And that tendency in anarchism merges, or at least inter-relates very closely with a variety of left-wing Marxism, the kind that one finds in, say, the Council Communists that grew up in the Luxemburgian tradition, and that is later represented by Marxist theorists like Anton Pannekoek, who developed a whole theory of workers' councils in industry and who is himself a scientist and astronomer, very much part of the industrial world. So which of these two views is correct? I mean, is it necessary that anarchist concepts belong to the pre-industrial phase of human society, or is anarchism the rational mode of organization for a highly advanced industrial society? Well, I myself believe the latter, that is, I think that industrialization and the advance of technology raise possibilities for self-management over a broad scale that simply didn't exist in an earlier period. And that in fact this is precisely the rational mode for an advanced and complex industrial society, one in which workers can very well become masters of their own immediate affairs, that is, in direction and control of the shop, but also can be in a position to make the major substantive decisions concerning the structure of the economy, concerning social institutions, concerning planning regionally and beyond. At present, institutions do not permit them to have control over the requisite information, and the relevant training to understand these matters. A good deal could be automated. Much of the necessary work that is required to keep a decent level of social life going can be consigned to machines—at least in principle—which means humans can be free to undertake the kind of creative work which may not have been possible, objectively, in the early stages of the industrial revolution.

Self-discipline and commitment are character traits that will decide whether you do what you said you would do and go through with it starting by making a schedule and sticking to it or planning your days ahead.

Your grandpa said already that propaganda is a governmental function. It has nothing to do with business. Furthermore, the government needs to bring its ideas across to the public and needs to resort to effective methods. Therefore, it encourages gifted speakers to explain the government plans. Besides that, the government is most certainly allowed to stick signs on billboards. Since the signs reflect the doctrine of the government it is not against the law.” “Harold, think about it. Are you saying that the government can proclaim whatever it wants because it makes the laws and therefore is able to get away with outright lies?” Karl’s grandpa wanted to be sure that he understood what Harold had been taught. “I don’t know about outright lies, but yes, our government is allowed to make the laws. Therefore, it is able to proclaim or to deny without coming into conflict with the laws.” Harold was unyielding. The old man Veth nodded in agreement. “Alright, Harold, now think before you answer. Considering your previous point about advertising would you now come to the conclusion that the propaganda of our government is self-serving?” Harold did not miss a beat. “Of course our government is self-serving. I don’t think that there is any difference between our government and other governments. They are always self-serving.” “Then you don’t even think about the fact that Herr Hitler can say what he wants, but that we citizens are in jeopardy if we don’t agree with him.” Herr Veth wanted to turn this conversation into a lesson. Harold showed that he was indeed already too long in the rain. “No Herr Veth, Herr Hitler does not say what he wants. He is only taking measures to assure that we are building an eternal empire. It will last at least a 1,000 years because we will eradicate the mentally ill by not permitting them to reproduce and also by sterilizing their roots. We will also abolish any vagrants and quacks, regardless of their faith, by sending them to labor camps. If any nonproductive person does not like our restraints they are free to migrate to other countries, which will suffer by this fact and therefore will never be of any competition to our disciplined nation.” Karl was stunned by Harold’s outpouring. “Harold, what is the matter with you? Don’t you realize that you are sounding like a member of the Nazi party?” Harold turned to face his friend. “No, Karl, I don’t sound like a Nazi. Discipline and productivity are the hallmarks of our Prussian culture and upbringing. There is nothing wrong with it.” Herr Veth intertwined. “There is something wrong with using the Prussian discipline to control young minds. Herr Hitler is using the very core of our

Action Steps 1. Evaluate your progress regarding the tasks on your to-do list before offering to help other people. Note how much time you’ve allocated to each task and determine whether you have enough time left in the day to address them as planned. If you’re ahead of schedule, offer your help to the person asking for it. Otherwise, tactfully say “no” and explain your reason. Obviously, there’s nothing wrong with helping people. You should do so whenever you can. But you need to make sure you’re not jeopardizing the quality or timeliness of your own work in the process. 2. Remind yourself that few requests are truly emergencies. People seeking help usually want to receive it immediately. Their urgency rarely stems from a crisis. Rather, most people simply want whatever they seek sooner rather than later. It’s human nature. Before offering your help, determine whether a true crisis exists that warrants your swift attention. Again, most “emergencies” aren’t emergencies at all. 3. Ask whether you can help the person later. That allows you to say “no” and simultaneously appear willing to accommodate the individual. This approach also helps you to retain control of your time, a crucial part of working productively. People who hear this response will find it to be more palatable than a simple “no.” 4. Find out what you’re being asked to commit yourself to. When people ask for help, they often downplay the amount of time it will take. For example, consider the times you’ve heard someone ask you, “Got a second for a quick question?” Ask the person seeking your help to clearly describe what he or she wants you to do for them. If the tasks involved require more time than you have to offer, you’ll have a suitable reason to decline. 5. Decide in advance the activities you won’t help others with. Placing limits on the types of work you’re willing to address will make it easier to rebuff requests for help. For example, you might decide to shun making phone calls before 10:00 a.m. because you know such calls expose you to potential time sinks. A planned 3-minute call can easily turn into 20 minutes if the person you’ve called is chatty. If a coworker asks you to call a vendor or client for him or her, tactfully decline and explain your reason.

13 Reasons to include Curry Leaves to your Diet Sambar. Upma. Dal. Poha. What do they all have in common? A tempering rich in curry leaves. But curry leaves – or Curry leaves, as they are commonly known in India – do more good than simply seasoning your food. Curry power benefits include weight loss and a drop in cholesterol levels. But there’s lots more that the Curry leaves can do. Here are 13 reasons to chew on those curry leaves that pop up on your plate. To keep anaemia away The humble Curry leaves is a rich source of iron and folic acid. Anaemia crops up when your body is unable to absorb iron and use it. “Folic acid is responsible for iron absorption and as Curry leaves is a rich source of both compounds, it’s the perfect choice if you’re looking to amp up your iron levels,” says Alpa Momaya, a Diet & Wellness consultant with Sunrise nutrition hub. To protect your liver If you are a heavy drinker, eating curry leaves can help quell liver damage. A study published in Asian Journal of Pharmaceutical and Clinical Research has revealed that curry leaves contain kaempferol, a potent antioxidant, and can protect the liver from oxidative stress and harmful toxins. To maintain blood sugar levels A study published in the Journal of Plant food for Nutrition has revealed that curry leaves can lower blood sugar levels by affecting the insulin activity. To keep your heart healthy A study published in the Journal of Chinese Medicine showed that “curry leaves can help increase the amount of good cholesterol (HDL) and protect you from heart disease and atherosclerosis,” Momaya says. To aid in digestion Curry leaves have a carminative nature, meaning that they prevent the formation of gas in the gastrointestinal tract and facilitate the expulsion of gas if formed. Ayurveda also suggests that Curry leaves has mild laxative properties and can balance the pitta levels in the body. Momaya’s advice: “A juice of curry leaves with a bit of lime juice or added to buttermilk can be consumed for indigestion.” To control diarrhoea Even though curry leaves have mild laxative properties, research has shown that the carbazole alkaloids in curry leaves can help control diarrhoea. To reduce congestion Curry leaves has long been a home remedy when it comes to dealing with a wet cough, sinusitis or chest congestion. Curry leaves, packed with vitamin C and A and rich in kaempferol, can help loosen up congested mucous. To help you lose weight Curry leaves is known to improve digestion by altering the way your body absorbs fat. This quality is particularly helpful to the obese. To combat the side effects of chemotherapy Curry leaves are said to protect the body from the side effects of chemotherapy and radiotherapy. They also help protect the bone marrow and halt the production of free radicals in the body. To improve your vision Curry leaves is high in vitamin A, which contains carotenoids that can protect the cornea. Eating a diet rich in curry leaves can help improve your vision over time. To prevent skin infections Curry leaves combines potent antioxidant properties with powerful anti-bacterial, anti-fungal and antiprotozoal properties. It is a common home remedy for common skin infections such as acne and fungal infections of the nail. To get better hair Curry leaves has long been used to prevent greying of the hair by our grandmothers. It also helps treat damaged hair, tackle hair fall and dandruff and add bounce to limp hair. To take care of skin Curry leaves can also be used to heal damaged skin. Apply a paste on burns, cuts, bruises, skin irritations and insect bites to ensure quick recovery and clean healing. Add more Curry leaves to your diet and enjoy the benefits of curry leaves.

Post-Rehab Advice: 5 Things to Do After Getting Out of Rehab Getting yourself into rehab is not the easiest thing to do, but it is certainly one of the most important things you can ever do for your well-being. However, your journey to self-healing does not simply end on your last day at rehab. Now that you have committed your self to sobriety and wellness, the next step is maintaining the new life you have built. To make sure that you are on the right track, here are some tips on what you should do as soon as you get back home from treatment. 1. Have a Game Plan Most people are encouraged to leave rehab with a proper recovery plan. What’s next for you? Envision how you want yourself to be after the inpatient treatment. This is a crucial part of the entire recovery process since it will be easier to determine the next phase of treatment you need. 2. Build Your New Social Life Finishing rehab opens endless opportunities for you. Use it to put yourself out in the world and maybe even pursue a new passion in life. Keep in mind that there are a lot of alcohol- and drug-free activities that offer a social and mental outlet. Meet new friends by playing sports, taking a class or volunteering. It is also a good opportunity for you to have sober friends who can help you through your recovery. 3. Keep Yourself Busy One of the struggles after rehab is finding purpose. Your life in recovery will obviously center on trying to stay sober. To remain sober in the long term, you must have a life that’s worth living. What drives you? Begin finding your purpose by trying out things that make you productive and satisfied at the same time. Get a new job, do volunteer work or go back to school. Try whatever is interesting for you. 4. Pay It Forward As a person who has gone through rehab, you are in the perfect place to help those who are in the early stages of recovery. Join a support group and do not be afraid to tell your story. Reaching out to other recovering individuals will also help keep your mind off your own struggles, while being an inspiration to others. 5. Get Help If You’re Still Struggling Research proves that about half of those in recovery will relapse, usually within the treatment’s first few months. However, these numbers do not necessarily mean that rehab is a waste of time. Similar to those with physical disabilities who need continuous therapy, individuals recovering from addiction also require ongoing support to stay clean and sober. Are you slipping back to your old ways? Do not let pride or shame take control of your mind. Life throws you a curveball sometimes, and slipping back to old patterns does not mean you are hopeless. Be sure to have a sober friend, family, therapist or sponsor you could trust and call in case you are struggling. Remember that building a drug- and alcohol-free life is no walk in the park, but you will likely get through it with the help of those who are dear to you.

He was in fact well-known for his emphasis on organization, goal-setting, and planning, and his “to-do list” (as a historical artifact) exemplifies his commitment to time management efficiency. Frankin’s insights on the nature of productivity and time management also support current strategies used to get more done in less time.

On February 7, 1601, about two years before the queen’s death, an uprising against the crown had begun at the Globe Theatre with a treasonous production of Richard II in which Elizabeth was satirized as the incompetent Richard surrounded by villainous counselors. This rebellion, which would march on London the following morning, was led by two fallen favorites, Robert Devereux, the 2nd Earl of Essex, and Henry Wriothesley, the 3rd Earl of Southampton. We can’t be sure of their motive in starting this doomed rebellion, but it seems likely these two hyper-educated earls, symbols of the fast-fading English Renaissance, had been attempting to free their aged queen from the grasp of her powerful secretary, Sir Robert Cecil, in order to thwart Cecil’s plan to control the crown upon Elizabeth’s death.

The logic of a Cold War with China is more complex. Not only are China’s digital products intertwined with the environmental and economic development goals of many countries around the world, but Beijing, with its Belt and Road Initiative, is also well placed to promote trade into strategic infrastructure alliances. China has become the top trading partner for more than two-thirds of the world’s nations.1 It has a broad industrial plan to dominate emerging digital technologies in renewable energy, advanced vehicle and mobility network services, and additive manufacturing, and it has shown a willingness to do so by taking undue advantage of the openness to the U.S. education, investment, and export control systems. To build its globalist image, China’s government has declared its intention to reach net zero emissions by 2060.

Allow yourself ten minutes to think about whatever is worrying you. Set a timer. Realize that thinking this way isn’t productive as it isn’t going to change anything, and then move on to the next troublesome thought.

Don't dwell on the past; keep your thoughts productive. Reflecting is beneficial, but avoid regretful thinking such as "I wish I had done this" or "I should have changed that.